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F2 and LEAN Introduction to LEAN November 15 th , 2010 PowerPoint Presentation
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F2 and LEAN Introduction to LEAN November 15 th , 2010

F2 and LEAN Introduction to LEAN November 15 th , 2010

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F2 and LEAN Introduction to LEAN November 15 th , 2010

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  1. F2 and LEANIntroduction to LEAN November 15th, 2010

  2. Goals Understand why Finance & Facilities (F2) is involved with LEAN Become familiar with basic LEAN principles and concepts Learn some basic LEAN tools Note: LEAN is not an acronym!
  3. Who Is Finance & Facilities (F2)?
  4. LEAN Supports Our F2 Strategy Map Vision: We are a global leader able to deliver outstanding service anywhere, anytime Values: Integrity • Collaboration • Innovation • Diversity • Excellence • Respect • Teamwork Value to Our Customers Enhance Resources Mission: We help people who change the world Provide value for your money Help solve complex University-wide problems Provide clear, timely, accurate, consistent communications from knowledgeable staff Attract and Retain a Talented and Diverse Staff Improve Operational Excellence Enhance leadership effectiveness Create and maintain collaborative relationships Develop customer value proposition Lead strategic UW-wide projects Recognize performance excellence Develop individuals to their full potential Improve, streamline and innovate Champion environmental stewardship Provide key input for informed decisions on financial & physical assets Grow and steward UW’s assets Manage resources to support strategic priorities
  5. What Is LEAN? LEAN is “a systematic approach to identifying and eliminating waste...” which includes— identify current state envision future vision rapid process improvements customer involvement LEAN engages staff— to identify and solve problems LEAN encourages leaders— to trust and respect staff to do so -- James P. Womack and Daniel T. Jones (2003), in Lean Thinking
  6. Why LEAN? 1. LEAN helps Finance & Facilities (F2) leaders and staff to become more: customer sensitive nimble efficient 2. LEAN thinking and actions help us to: build a common culture - those closest to the work constantly learning how to make that work better improve our management processes of observation, experimentation and speed become better problem finders and solvers develop transferable job skills
  7. What Is Unique About LEAN? “Wing-to-wing” improvements involve customers, F2 staff, process partners and suppliers Faster rate of change Customers define what’s valuable Aggressive improvement goals (often 50%) In F2, continuous improvement is a way of life
  8. LEAN Terms 5S - A place for everything and everything in its place A3 Report: A one-page report that documents a process. "A3" is an international-size paper about 11 x 17 inches
  9. LEAN Terms GembaA Japanese term that means "actual place.“ Gemba WalkGoing to the actual place to see and understand the situation where the work is done. The first step is understanding the actual situation and "going to the gemba.”
  10. LEAN Terms KaizenA Japanese term that means "change for the better" through continuous, incremental improvement. Kaizen Event/WorkshopAn event or workshop that teaches how to identify waste in a given process and to make rapid improvements to a process. Standard WorkA precise description of each work activity specifying cycle time, the work sequence of specific tasks, and the minimum inventory of parts on hand needed to conduct the activity.
  11. Exercise (5 minutes) Instructions: Form into groups: Ask someone to record the key points of your discussion on the sheet provided. Some may become future LEAN projects! Identify processes within F2 that you think contain waste or need improving, and briefly explain why. Identify the pain/problem areas ( Hint: Don’t solve the problems…just identify them!) We will collect the sheets at the end of class.
  12. Change Model - Shingo Cultural transformation through integration of principles of operational excellence across the enterprise and its value stream creates a complete systemic view, leading to consistent achievement of results
  13. Where Is F2 Practicing LEAN Now? Control Spend Control spend Consolidate IT Consolidate IT Optimize Space Optimize space Reduce labor time Furniture Procurement Shared Systems Protect the Core Campus Alterations Purchasing Supplier Registration Grant Unbilled Mailing Services SFS Direct Loans Real Estate Office Inquires Grant Closings 5S Copy Centers
  14. 5 Key LEAN Principles Customer defines value Produce at the rate of customer demand “pull” Eliminate Waste Focus on work flow and value streams Pursue continuous improvement
  15. Additional LEAN Concepts Welcome problems (“Having no problem is the problem”) Trust facts over data (go see what’s happening, “gemba”) Focus on the process, not people Develop people and teams Learn by doing
  16. “Push” System Producer Generated Demand Supply & inventory producedregardless of demand Convince customers they need or want it Pushed to the customer 50% OFF! TODAY ONLY
  17. Use “Pull” Systems To Avoid Over Production Customer Generated Demand Understand what your customer wants, then produce at the rate used. Product replenished Customer buys product Supplier notified Replacement produced Transported
  18. Identifying The 8 Key Wastes Overproduction Waiting Transport Processing Movement Complexity Underutilized people Excess inventory
  19. Reducing Processes To Core Value EXCESSIVE MOTION (WALKING TO NEXT TASK, ETC.) DEFECTS (IDENTIFYING, HANDLING, FIXING) WASTED TIME AND ACTIVITY CORE PROCESS VALUE O P E R A T I O N A L L E A D T I M E UNNEEDED PROCESSING TIME WAITING (OFTEN RESULT OF UNBALANCED TASKS) TRANSPORTATION Focus on eliminating the wasted time and activity.
  20. LEAN Tool – A3 Components Mission Statement: What is the goal or objective? Background / Business Case: Why is this important? Current State: Where are you now? Future State:Where do you want to be in a year? Action Plan: What actions are needed to get to the Future State? Metrics:How will you measure progress towards the Future State?
  21. LEAN Tool - A3
  22. What Is A Kaizen Event? Two or Three Day Workshop Team includes project leader, facilitator, staff members, customers/process partners Identify Current State, Identify Issues, Envision Future State, Identify Kaizen Projects 30, 60 and 90-Day Report Outs to Leadership
  23. Kaizen Event Scope Document What is the problem? Why is it important? When? Problem Statement /Background:Event/Workshop Dates: Process Metrics: Event Mission/Vision: Sponsor: Goals / Objectives: Project Leader: Process Description:Lean Consultant: Team Members: What metrics will be used to track process improvements? What do you want to accomplish during the workshop? Name and title What are the overall goals / objectives you want to achieve? Name and title Name and title High level overview of the overall process to focus on from beginning to ending steps of the process Names /titles including customers
  24. What Is A Value Stream Map (VSM)? A process map: Define first to last step Clarify relationships of different tasks Discover non-value added steps Has values added to each step That: Describes the entire current process Helps identify problems Helps team to choose improvements to work on
  25. Value Stream Map – Alterations Process
  26. Value Stream Mapping Process List how much time is needed for each step May also add other values to the map i.e. Complete/Accurate/Correct % (CAC%) etc.
  27. Value Stream Mapping Time Measures Step 1 Step 2 Touch Time (T/T) Interruptions, Need more information, Breaks Touch Time (T/T) Wait Time (W/T) Process Time (P/T) Process Time (P/T) Total Lead Time (TLT)
  28. Value Stream Mapping Exercise Choose a topic to map: Ordering supplies Requesting annual leave Mailing a package Planning a meeting Preparing a PowerPoint presentation Preparing a budget request Identify the main steps you complete to accomplish this process Place the notes in order from start to finish
  29. Value Stream Mapping Process - continued Calculate times: Total time (TLT) it takes to complete the process Total touch time (T/T) Total wait time (W/T) Look at the map and identify any issues that leap out at you What do you see? What does the process do well? Where are the wastes? Can you identify some “LEAN” opportunities? Choose a Kaizen(s) to work on Create an action plan
  30. What Is 5S? 5S creates an efficient workflow by reducing waste in the placement and movement of materials, information, equipment, and people.
  31. LEAN Activity : February 2010 Facilities Services – 5S (All staff in Administration Building) Customer Impact/Benefit to Customer: Workspace Focus Facilities Services’ 5S projects are designed to improve customer service by identifying and eliminating wasted time and space to allow for increased accuracy and productivity. Before 5S After 5S 5S LEAN concept: Sort Straighten Shine Standardize Sustain
  32. Recovered Operating Room –5S Event Before After
  33. “Dizzying Complexity”Is this a good use of anyone’s time and skill? Communication to Admit One ED Patient
  34. Patients Randomly Picked up by Providers PDCA Pod Design 2004 Layout
  35. Patients Cared for in Teams 2005 Layout & Teams in Pods
  36. 5S WARNING! -- The Toyota Way LEAN is not just about using 5S to clean and organize a work area. The real value of 5S is to create and maintain an efficient work flow and make problems visible.
  37. What Is A Visual Control? Visual representation of process in a highly visible location that: Makes problems visible Focuses on improving Value-Added Work Flow Communicates at-a-glance how work should be done and whether it deviates from the standard Helps the team to stay focused and accountable to improve the process Provides a place for a team to share knowledge and experiences
  38. Visual Controls
  39. Visual Controls – Kaizen Examples GCA Unbilled Team discusses project with Sue Camber, AVP and other sponsors, guests GCA Budget Closings Team reports progress to V’Ella Warren, SVP and other sponsors, guests
  40. LEAN Kaizen Event #3: January 2010 Financial Management – GCA Budget Closings Customer Impact / Benefit to Customer: Eliminate backlog of GCA closing budgets Customer feedback from April 2010 customer survey April Backlog of 5,478 reduced by 3,819 (70% ) 2. Improve closing process and avoid future backlog Currently, 673-day average to close a research budget Improved process targets 120-day closing average 72 days average to close with pilot of Future State GCA identifies opportunities for customer improvement with the help of Susan Carpenter-Brandt (Psychology) and Verna Blackhurst (Aquatic and Fishery Sciences).
  41. LEAN Kaizen Event #6: June 2010 Financial Management – GCA Unbilled Customer Impact / Benefit to Customer: Reduce the amount of the unbilled backlog December 2009 unbilled backlog of cost reimbursable grant expenditures was $15.8 million Target amount is $2.0 million or less Unbilled backlog has been reduced to $7 million GCA reviews their current process to identify opportunities to reduce the amount of unbilled
  42. LEAN Kaizen Event #4: April 2010 Financial Management – Copy Centers Customer Impact / Benefit to Customer: 1. Reduce customer cost by 10% 2. Improve billing and reporting process Change current once a month to real-time billing (daily) Reports that help customers better manage their usage Customers explain and share their business needs to FM Copy Centers Aaron Munoz (Business School customer) Sal Ramirez (UWMC customer) Beth Berquist (Harborview customer)
  43. LEAN Kaizen Event #7: July 2010 Financial Management – Mailing Services Customer Impact / Benefit to Customer: Increase mail preparation revenue by 40% Eliminate overtime hours Reduce junk mail and misaddressed mail Recycled 3609 pounds of waste or junk mail since Aug 9 (7 weeks) Sal explains how Mailing Services can help UWMC reduce their need to resort mail and handle junk mail, and teach them how to package outgoing mail to reduce mailing costs. Sal Ramirez (UWMC customer)
  44. LEAN Kaizen Event #10: July 2010 Financial Management and College of Arts and Sciences – Shared Services Initiative Customer Impact / Benefit to Customer: Reduce Humanities department administrative labor time by 20% with focus on the Payroll, Purchasing and Web processes. Customers and process partners share their business needs with Financial Management staff David Miles (Spanish & Port, French & Italian process partner) Michael Furr (Linguistics process partner) Amy Pelloff (not pictured) CHID process partner ZhenyaLavy ( Simpson Center process partner)
  45. LEAN Kaizen Event #1: December 2009 Financial Management - Furniture Procurement Customer Impact / Benefit to Customer: 1. Simplify furniture ordering process Customer feedback at project end indicated need for improvement Customer word of mouth that current process is confusing 2. Create a standardized process for buying furniture A typical LEAN workshop brings customer, suppliers, and process partners to one table. Betty Lee Chen Capital Projects Office (process partner of Financial Management) helps improve the value chain Roberta Hopkins Not pictured (Classroom Support Services) Amy Van Dyke (Bothell Campus) Sherry Napier Bank & Office Interiors (suppliers)
  46. LEAN Kaizen Event #2: January 2010 Facilities Services - Campus Alterations Customer Impact / Benefit to Customer: 1. Enhance campus-client communications for alterations projects June 2009 low customer-satisfaction survey rating (75%) for campus-client communications 2. Reduce cycle time by 50% for alterations projects (= reduced customer costs) June 2009 low customer-satisfaction survey rating (54%) for cost-effectiveness Joyce Suzuki (Housing and Food Services), explains the impact she and other customers feel Beth Hammermeister (Genome Sciences), participating as “voice of the customer” Facilities Campus Alterations listens to customer and process partner concerns and impacts. Everyone collaborates to create a process that results in minimal waste and maximum value to clients.
  47. LEAN Kaizen Event #5: June 2010 Financial Management – SFS Direct Loans Customer Impact / Benefit to Customer: 1. Reduce the number or record rejects by 70% Currently 1,000 – 1,200 record rejects a year resulting in manual research and correction 2. Create a standardized reject research and correction process Key Process Partners explain and share their business needs to Student Fiscal Services John Gannon (not pictured) Information Management Fred McWhirter Information Management
  48. LEAN Kaizen Event #8 – July 2010 Treasury – Real Estate Customer Impact/Benefit to Customer Reduce QTD: (Query to Deliverable) Target measures: Improve ACU% (Accurate, Complete, Useable) from 40% to 80% Reduce maximum QTD time from 25 weeks to 2 weeks Customer Impact / Benefit to Customer: 1. Reduce customer cost by 10% 2. Improve billing and reporting process Customers explain and share their business needs with Real Estate staff Kerry Kuenzi (Office of Planning & Budgeting customer) Amie Marston (UW School of Medicine customer) Lane McKittrick (UW Bothell customer)
  49. LEAN Kaizen Event #9: July 2010 Financial Management – Supplier Registration Customer Impact / Benefit to Customer: Reduce the time to register new suppliers Current process takes up to 30 days Improved process targets 2 days or less Reduce the number of discrepancies with supplier registrations Customers and process partners share their business needs the Purchasing staff Chesca Ward (Business Diversity Office process partner Ronda Grazen (Intercollegiate Athletics customer)
  50. What Is Just Do It? Just Do It… Improvements that: are quick to implement you have direct control over the impact is clearly understood and agreed upon will be measured. Examples: Make revisions to one of your reports Create contract definition sheet – Alterations Event Reduce Time in Meetings – Strategy Management 5S within your work area
  51. How Does LEAN Impact F2? LEAN dependsmoreon people, not less. More than a set of tools and improvement techniques, it is a culture and mindset that respects and depends on staff to: identify and fix problems to get quality right the first time work with a sense of urgency, purpose and teamwork think, learn, be creative and grow share lessons learned with others own the entire process – beyond your own work
  52. “LEAN is a Journey, not a Destination…” LEAN starts you on a journey to discovering new ways of seeing things that need continuous improvement.
  53. LEAN Website View the LEAN web site for updates, resources, etc. http://f2.washington.edu/LEAN