Transcript Leankit Continuous Improvement Culture

Jack Strong – Director EMEA for Leankit
Establishing a Continuous
Improvement Culture
Establishing a Continuous Improvement Culture
Two tools from Lean to help you: Plan/Do/Check/Act (PDCA)
Continuous Improvement Cycle
 Policy Deployment Catch Ball
Deploying Improvement Strategy/Policy
Why Do it?
60’s-80’s
80’s
90’s
Main Players Then:IBM
ICL
Honeywell
Digital
Decimation UK
DG
Prime
Manufacturing
2000’s
Today
Main Players now:?
Microsoft, Google, Apple…
Industry
….Proprietary Mainframes….
…..Mid Range UNIX
……PCs..Networks
…Microsoft MS Dos….Windows
…..Apple
..India, China
…..Cloud
Motorcycle Industry
Compelling Reason to do it..
When will you
or Die
CarChange
Industry
…..Mobile Devices start?
Blackberry….iPhone
TV, Radio… ?? …Industry
……Android
What is Lean?
60’s-80’s
80’s
90’s
2000’s
Lean
Healthcare
TQM
Toyota
Production
System
TOC
Just-In-Time
Lean
Manufacturing
Agile
Scrum
Value/Specification
Quality
Lead Times
Delivery On Time
Cost
Lean
Construction
Lean Software
Development
EQM
Six Sigma
Today
XP
FDD
Continuous Improvement
Visual
Management Kanban
SAFe
Lean
Engineering
What is Lean?
The Two Pillars of Lean
Continuous Improvement
O Establish a long term vision
O Meet challenges with courage and creativity
O Improve value and business operation
continuously, always driving for innovation
and evolution
O Go to the source to find facts and
make correct decisions
O Build consensus and achieve goals at best
speed
Respect for Others
O Make every effort to understand each other
O Take responsibility
O Do your best to build mutual trust
O Teamwork
Stimulate personal and professional growth
Share the opportunities of development
Maximise individual and team performance
What tools from Lean can we use to help us?
Lean is Zealous About
Some of the Tools of Lean
Establish a Long Term Vision
Continuous Improvement
Problem Solving Cycle - PDCA
5 Whys?
A3 Problem Solving Sheet
1. Continuous Improvement and Teamwork
2. Quality at every step and every direction
Right first time, on time, every time
3. Value and Removal of Waste everywhere
4. Smallest Lead Time = Delivery on Time
Maintaining Steady Flow and Pace
Predictability = Confidence
Evolutionary Change (Kaizen)
Visual Management
Kanban
5S (Sort, Store, Shine, Standardise, Sustain)
Policy Deployment Catch Ball
X Matrix Planning
and A3 Planning
A3 Value Stream Mapping
Removal of Waste
What is Plan, Do, Check, Act?
Continuous Improvement Cycle/
Problem Solving Cycle
Action
Check
Plan
Do
Plan
Analyse current situation
Prioritise and Select Problem, Opportunity
Confirm Root Causes, 5 Whys
Choose Solutions – Long term, Short Term
Set Objectives, Targets, Measures
Resource Required
Risk Analysis
Produce Plan
Do Plan
Carry out plan
Check
Measure Improvement
Check Improvement
Not OK
OK
Act
Standardise
Ensure Problem will never happen again
Next Problem
How do you apply PDCA?
Step 1
1. Create Team relevant to Scope
2. Communicate, Discuss, Agree Approach with
Team (PDCA)
3. Analyse current situation,
Brainstorm Problems, Root Causes
Brainstorming Methods
1. Identify a Theme (Scope)
2. Set a Time Limit
3. Have a Scribe
4. Have a “Leader”
5. No evaluation during the session
6. Filter/Evaluate afterwards
7. Go round in order
8. “Pass”
9. Ask for just one more idea
10.Record on Flip Charts/White Board
Plan
Analyse current situation
Prioritise and Select Problem, Opportunity
Confirm Root Causes, 5 Whys
Choose Solutions – Long term, Short Term
Set Objectives, Targets, Measures
Resource Required
Risk Analysis
Produce Plan
Do Plan
Carry out plan
Check
Measure Improvement
Check Improvement
Not OK
OK
Act
Standardise
Ensure Problem will never happen again
Next Problem
How do you apply PDCA?
Step 1
1. Create Team relevant to Scope
2. Communicate, Discuss, Agree Approach with
Team (PDCA)
3. Analyse current situation,
Brainstorm Problems, Root Causes
Endorses Behavioural Pattern
Continuous Improvement
O Establish a long term vision
O Meet challenges with courage and creativity
O Improve value and business operation
continuously, always driving for innovation
and evolution
O Go to the source to find facts and
make correct decisions
O Build consensus and achieve goals at best
speed
Plan
Analyse current situation
Prioritise and Select Problem, Opportunity
Confirm Root Causes, 5 Whys
Choose Solutions – Long term, Short Term
Set Objectives, Targets, Measures
Resource Required
Risk Analysis
Produce Plan
Do Plan
Carry out plan
Check
Measure Improvement
Check Improvement
Not OK
OK
Act
Standardise
Ensure Problem will never happen again
Next Problem
How do you apply PDCA?
Step 2
Choose Problem(s) to solve Opportunity to take
- Team Prioritise
- Team Decide on Problem(s) to tackle
Simple Prioritisation Method
Problem within control of Team
Not
Plan
Analyse current situation
Prioritise and Select Problem, Opportunity
Confirm Root Causes, 5 Whys
Choose Solutions – Long term, Short Term
Set Objectives, Targets, Measures
Resource Required
Risk Analysis
Produce Plan
Do Plan
Carry out plan
Partially
Totally
Categorise N(ot) P(artially) T(otally) in Team control
Choose Totally first to get Team
Forming, Storming, Norming, Performing
Check
Measure Improvement
Check Improvement
Not OK
OK
Act
Standardise
Ensure Problem will never happen again
Next Problem
How do you apply PDCA?
Step 2
Choose Problem(s) to solve Opportunity to take
- Team Prioritise
- Team Decide on Problem(s) to tackle
Endorses Behavioural Pattern
Respect for Others
Plan
Analyse current situation
Prioritise and Select Problem, Opportunity
Confirm Root Causes, 5 Whys
Choose Solutions – Long term, Short Term
Set Objectives, Targets, Measures
Resource Required
Risk Analysis
Produce Plan
O Make every effort to understand each other
O Take responsibility
O Do your best to build mutual trust
Do Plan
Carry out plan
O Teamwork
Stimulate personal and professional growth
Share the opportunities of development
Maximise individual and team performance
Check
Measure Improvement
Check Improvement
Not OK
OK
Act
Standardise
Ensure Problem will never happen again
Next Problem
Establishing a Continuous Improvement Culture
Anon
“It is easier to act people into thinking differently
than to think people into acting differently”
How do you apply PDCA?
Step 3
Confirm Root Causes – Real Data where possible
Brainstorm/Choose Solutions to solve the problem
Choose Measures
- What is current situation = Measure
- Set Objectives and Targets
- Consistent with Solution
……..Produce Plan
Measure what you need to measure
Not what is easy to measure
Plan
Analyse current situation
Prioritise and Select Problem, Opportunity
Confirm Root Causes, 5 Whys
Choose Solutions – Long term, Short Term
Set Objectives, Targets, Measures
Resource Required
Risk Analysis
Produce Plan
Do Plan
Carry out plan
Check
Measure Improvement
Check Improvement
Not OK
OK
Act
Standardise
Ensure Problem will never happen again
Next Problem
What are we trying to achieve as a business?
Customer
Order
Work Mix In Rate:– Volume, Size, Value
Maximum Value
Delivered on Time
with Best Quality
Minimum Delivery
Time
End to End Lead Time
Output Value
Delivered Quality
Blockers
Too much WIP
Constant Stop/Start
Urgent Jobs
Long Lead Times
Key Performance Indicators
Re-Work
Team Overloaded
Re-Work
Delivered on Time
Customer Satisfaction
PDCA is Simple and Rigorous
Choose Problem = Re-Work
Measure Dog Food Defects
Identify Root Causes
“Dog Food Defect”
Class of Service
Check
Fix R.C.
Establishing a Continuous Improvement Culture
Two tools from Lean to help you: Plan/Do/Check/Act (PDCA)
Continuous Improvement Cycle
 Policy Deployment Catch Ball
Deploying Improvement Strategy/Policy
Establishing a Continuous Improvement Culture
Typical Problems
Deploying Improvement Strategy/Policy
- Executives launching too many “strategic initiatives”
- Cascading strategic improvement policy
Delivering Continuous Improvement
- Large queues of continuous improvement initiatives
- Year long initiatives with little progress
– lots of starting not much finishing
- Initiatives with poor visibility
“Where there is no vision the people perish….”
Vision and
Goals
Directorate
Vision:- Number 1 player in the market
Respect for Others
O Make every effort to understand each other
O Take responsibility
O Do your best to build mutual trust
O Teamwork
Stimulate personal and professional growth
Share the opportunities of development
Maximise individual and team performance
PDCA
Department
What
PDCA
How
Team
Policy Deployment Catch Ball
The Value of Visual Management and Kanban
Link to Improvement Delivery Board
Long Term Achievable Plan= Direction
The Value of Visual Management and Kanban
Why do it?
60’s-80’s
80’s
90’s
Main Players Then:IBM
ICL
Honeywell
Digital
Decimation UK
DG
Prime
Manufacturing
2000’s
Today
Main Players now:?
Microsoft, Google, Apple…
Industry
….Proprietary Mainframes….
…..Mid Range UNIX
……PCs..Networks
…Microsoft MS Dos….Windows
…..Apple
Compelling Reason to do it..
Change or Die
..India, China
…..Cloud
When will you
…..Mobile Devices start?
Blackberry….iPhone
……Android
What is your compelling reason to do it?
60’s-80’s
80’s
90’s
2000’s
Today
What do your customers think?
Where do you add value?
Can it be sourced better elsewhere?
What is morale like?
Who is your competition?
What is changing around you?
What do you need to change?
Will you do it?
When will you start?
Establishing a Continuous Improvement Culture
What Problem or Opportunity
Will you start with?
Two tools from Lean to help you: Plan/Do/Check/Act (PDCA)
Continuous Improvement Cycle
 Policy Deployment Catch Ball
Deploying Improvement Strategy/Policy
Will you do it?
When will you start?