Going Lean – Can It Work for Universities?

1. Going Lean – Can It Work for Universities? Keith A. Willoughby, Ph.D. Senior Operations Research Specialist Health Quality Council Saskatoon, SK kwilloughby@hqc.sk.ca Denis Caron Provincial Dean of Industrial Training Saskatchewan Institute of Applied Science & Technology (SIAST) Saskatoon, SK caron@sasktel.net

2. Part I • Lean 101 • History, principles, tools • Success stories • Lessons learned

3. What we hope to accomplish • Acquaint you with the concepts of Lean • Introduce some of the language • Answer the questions, “What is it? What’s in it for me?”

4. More information on Lean systems • Womack JP, Jones DT, Roos D. The Machine That Changed the World, 1990. • Womack JP, Jones DT. Lean Thinking, 2003. • Some valuable websites: • www.lean.org (Lean Enterprise Institute) • www.leanUK.org (Lean Enterprise Academy)

5. Pop Quiz • Who started this whole notion of Lean principles, and when did they do this?

6. Answer A? • Jim Womack (1990) • 5-year, $5 million study of global vehicle production • International Motor Vehicle Program • Co-authored “The Machine That Changed the World” with Dan Jones and Dan Roos • Coined the term “Lean”

7. Is it…Answer B? • Taiichi Ohno (1912-1990) • 1950’s: Toyota Production System • Continuous Flow Production • Just-in-Time (JIT) • Eliminate defects • Top management commitment • Employee participation • 1969: Established the Operations Management Consulting Group • “Trainers” commissioned to promote Lean thinking within Toyota and the firms in its supplier group

8. Or, how about… Answer C? • C.R. Dooley • Helped to develop the “Training Within Industry” program (1940s) • Infiltrated into Japanese industry by the Allied forces after World War II

9. Could it be…Answer D? • Henry Ford, 1920s • Continuous Flow Assembly • Reduce wasted time • 1913-1914: doubled production with no increase in workforce • 1920-1926: Cycle time from 21 days to 2 days

10. But maybe it is…Answer E? • Eli Whitney (1700’s) • Quick production of high-quality muskets • Standard interchangeable parts • Minimal product variation • Ordered and integrated workflow

11. Another choice…Answer F? • The Venetian arsenal • Republic of Venice, early 16th century • Could produce nearly one ship each day • Standardized parts • Production-line basis

12. What does this show us? • This is not new stuff • So why all the buzz today?

13. What is “Lean”? • Providing value with less waste • Making common sense common practice

14. Lean definitions • Providing exactly what the customer needs, safely, when needed, in precisely the right quantity, and without waste • Providing value for the customer • A set of quality improvement tools and philosophy designed to eliminate the sources of waste in a system

15. The 8 sources of system waste

16. What Lean is NOT • Layoffs • Customers = widgets • Making people work faster

17. Lean principles • 1. What is value from the customer’s perspective? • 2. Understand your process • We’ll say more about this later • 3. Smooth the flow • Eliminate congestion

18. More principles • 4. Pull • Supplier doesn’t produce until the customer signals a need • Is there smooth communication between process steps? • 5. Pursue perfection • A continual, never-ending journey

19. Lean tools: A quick survey • Poka-Yokes (Failsafes) • Eliminates or reduces the opportunities for mistakes • Check John Grout's PokaYoke Page on www.mistakeproofing.com

20. Vehicles • Arrow to indicate location of fuel tanks (driver/ passenger side) • Great for rental vehicles • Gas cap tether does not allow the motorist to drive off without the cap

21. European streets • Tourists used to right-hand side driving need some help in London • Instructions are printed right on the asphalt

22. At the airport • If your bag fits in the size-wise unit it will fit in the overhead compartment

23. Visual control systems • Labels, colour-coding to: • make it easier to find items • quicker ability to detect abnormal from normal • Examples: • Surgical shadowboards • Diagonal stripe along the fronts of binders

24. The philosophy of 5S • “5S” stands for 5 Japanese words each beginning with the letter “S” • Translated into English as: • Sort, Set, Shine, Standardize, Sustain

25. Exploring 5S • “A visually-oriented system for organizing the workplace to minimize the waste of time” • “Clears the clouds” • Eliminates the waste of motion/ looking for things • Makes the abnormal visually obvious

26. Does this look familiar?

27. Some more on 5S • It is NOT simply cleaning up! • Following 5S principles helps provide the disciplined habits necessary for further phases of Lean implementation

28. 5S: Five Hills Health Region (before)

29. 5S: Five Hills Health Region (after)

30. More from Five Hills

31. Process mapping • Obtain clearer understanding of how the process currently operates • Helps “learn to see” and “develop eyes for waste” • Redundant processing, unnecessary movement or wait time • Assist with identifying and planning improvements

32. Process mapping in practice

33. Facilitating communication

34. Lessons learned • Culture, culture, culture • Top-down vision • Front-line enthusiasm • Build your own capacity • The first pass through a process map can identify obvious sources of waste

35. Lessons learned • Let your data tell the story • There is a difference between a good idea and the right idea • Imbed improvement events within the day-to-day operations of your organization • Start with maintenance or purchasing

36. Part II • Lean Application in Post-Secondary Institutions

37. Words of Wisdom • "Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius - and a lot of courage - to move in the opposite direction." • "Anyone who has never made a mistake has never tried anything new." Albert Einstein

38. Strategic Thinking • Old Mind • Develop strategic plans • Operate independently • Lead with authority • Cope with technology • Delegate financial management • Communicate facts and logic • Manage risk • Become an expert • New Mind • Plan, think strategically • Lead with vision & teams • Leverage technology • Develop personal business acumen • Uses metaphors, stories, images • Balance risk and reward • Remain a learner

39. Strategic sense Get on the Balcony1 Leadership Management 1 Heifetz, R.A & Laurie, D.L. (2001)

40. Strategic Planning Model(Traditional)

41. Strategic Thinking Model Supporting Objectives “What” Strategic Planning “What and Why” Evaluate Plan in Action “How”

42. Why Lean? Public sector perspective - Finance stewardship Video Clip

43. Why Lean? Public sector perspective - Human resources and capacity Video Clip

44. SIAST’s Approach(How?) • SIAST and division strategic plan • Business case • Survey • Strategic direction • Lean program pilot • Industrial Mechanics Labs and Classrooms

45. Leaning Industrial Mechanic’s Program“Pursuing Excellence” SIMPLIFY

46. Leaning Industrial Mechanic’s Program“Pursuing Excellence”

47. Leaning Industrial Mechanic’s Program“Pursuing Excellence”

48. Leaning Industrial Mechanic’s Program“Pursuing Excellence”

49. SIAST - Lessons Learned • Plant the seed early • Find and support champions • Don’t go it alone • Find quick wins • Leverage success • Communicate effectively and frequently • Educate, educate, educate • Remain focused and determined

50. SIAST - Future Direction • Industrial Division • Expansion of lean practices • Self sufficiency • Education and training (Green belts) • Registration Services • Registration process • Student transcript process • Waitlist management