Transcript PowerPoint - Oregon State University

Oregon State University PFLA
O
Influencing Organizational Change:
The Lean Leader Method
How to Understand & Apply
Lean in the Workplace
Professional Development Lean Series
Charles M. Saunders
Lean Libra Consult, LLC
November 3, 2010
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To fully prepare each participant to take a Lead
role in a Lean self-installation
To clearly explain why self installing can be an
effective method
For each participant to understand Lean
concepts, metrics and tools
To deliver the most cost effective method for
companies to install continuous quality
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Brief overview of the development of
Continuous Quality programs
Deming’s 14 Points
The House of Toyota and evolution of the
Toyota Production System (TPS)
How Lean works for manufacturers and all
other organizations alike
Where we are today in Lean development
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Intro to Lean key elements, concepts and tools
The Body of today’s work:
Installing Lean from Storyboard to Sunset Report
Attributes of Value Stream Management (VSM)
The 8 steps of VSM
Key activities for Management and Staff
Sample Kick-off “Kaizen” event
Macro/ Micro VSM exercise
Team VSM Simulation
Team Project Charter
Key elements:
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Lean Thinking- New way to approach the job
Leadership- focused on interpersonal
communication-”Personal Mastery”
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Continuous Systematic Improvement (CSI)
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Customer driven process, Voice of the Customer
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Commit to Lean, learn it, do it (LE-AP)
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A sense of Urgency
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“Catch ball”
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Customer Value sets pace for all
Planning and Operations
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Put People First! Blame System not Employees
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Customers- Hear the voice of the customer
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Employees- Acknowledge as key player
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Management- Strategic Goals need to be
reflected in “kaizen” plans
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Value- As seen by the customer
The Value Stream- The flow of information and
materials to produce value
Flow- The process that moves work from external
customer to finished “product”
Pull- No work begins until the customer order is
placed- Upstream/Downstream Customers
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Visual Workplace- ‘See’ your workflow Map it!
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“Muda”= Waste = Variation
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Lead time- From ‘door to door’
Cycle/process time- Internal
Work
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“Takt” time- Customer demand
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Pitch- Leveling the Workload
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One Piece FlowHeijinka/Kanban
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Value/non-value added process
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Queue time
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Storyboard to Project Charter
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Map Process Flow- Walk it, ‘Picture’ it!
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Catch ball! Adjust between Lean Leader and
Team
Muda walk- Identify Waste
5S- sort, set in order, shine, standardize,
sustain
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Value Stream Map (VSM) Chart each Product
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“Kaizen” events- Improve Work Continuously
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Commit to Lean
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Choose the Value Stream
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Learn about Lean
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Map the Current State
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Identify Lean Metrics
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Map the Future State (demand, flow, leveling)
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Create Kaizen Plans
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Implement Kaizen plans
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Choose Champion- authorizes changes
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Core Team selection-cross functional members
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Visit the area- Muda walk, identify process flow
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Communicate! Storyboard, wall map, newsletter
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Experiment and learn from mistakes
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Document all phases- Project charter, etc.
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Project selection through VS complexity mapping
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Cost reduction principle Price-Cost=Profit
7 deadly wastes: overproducing, waiting (queue
time), transport, over processing, inventory,
motion, defects
Just-in-time- right amount only as needed
3 phases of Lean application: customer demand,
continuous flow, leveling
3 areas of a Value Stream: concept to launch,
raw material to finished product, order to cash
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Project charter action plan: Who, What, When?
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Champion leads team meeting
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2 hours- Review charter
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2 hours- Plot out selected Value Stream
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1 hour - Choose goals for Muda and 5S
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1 hour - Begin process flow map
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½ hour - Continue or begin Storyboard
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Charles Saunders, Principal
Lean Libra Consult, LLC
[email protected]
503-380-0627
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