Lean 101 An introduction to Lean principles, methodology, tools and terminology - PowerPoint PPT Presentation

lean 101 an introduction to lean principles methodology tools and terminology n.
Skip this Video
Loading SlideShow in 5 Seconds..
Lean 101 An introduction to Lean principles, methodology, tools and terminology PowerPoint Presentation
Download Presentation
Lean 101 An introduction to Lean principles, methodology, tools and terminology

play fullscreen
1 / 63
Download Presentation
Lean 101 An introduction to Lean principles, methodology, tools and terminology
Download Presentation

Lean 101 An introduction to Lean principles, methodology, tools and terminology

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Lean 101An introduction to Lean principles, methodology, tools and terminology

  2. Learning Objectives • Begin “thinking Lean” by understanding Lean principles • Understand the Lean methodology of PDSA • Basic knowledge about Lean tools for removing waste (non-value activities) and enhancing customer value • Your role and next steps you can take to improve service quality and efficiency

  3. Agenda • Welcome • Lean overview • Lean concepts and tools • Your role and next steps • Debrief

  4. Welcome • Name • Agency/Organization • One outcome or result you would like from the session (Please be brief)

  5. What is Lean? A time-tested method and set of tools to help us improve “how” we produce our products and services. Lean helps us understand: • What adds value to our customers • How work gets done • How we can identify root causes of problems • What an “ideal / no waste” process looks like • How we can improve performance • Whether process changes were successful Lean is also a mindset, where we ask each day “How can we make our services better for customers?”

  6. Lean is about How we do our Work Products & Services Transportation Systems, Healthcare, Training, Plans, Information, Licenses, Legal Decisions, Payments, Publications, Laws/Rules/Policies, Financial Assistance, Grants/loans, Agreements, Inspections, Reports, Analysis, Testing, etc. Inputs Budgets, Staff, Equipment, Systems, Structures, Data, Information Results Thriving Economy, Strong & Stable Families & Communities, Educated & Skilled Workforce, Clean & Healthy Environment, Safe Food/Drinks, Healthy People, Safe Communities, Sustainable Transportation Systems, Efficient, Equitable & Accountable Govt. Services Core Business Processes Products & Services Qualified & Productive Employees, Knowledge & Data Management Systems, Planning, Financial Transactions & Reporting, Research, Compliance & Results Reporting Administrative Support Processes

  7. Lean is about Simplifying our Work • Eliminate tasks that do not add value • Make things easy and intuitive for customers and staff • Once you have streamlined the process, automate repetitive tasks so that employees can devote time to providing customer value and planning and implementing other improvements Lean also helps leverage staff talent

  8. Value Added Request Delivery Lean is About Removing “Waste” Value Added Value Added • Task time is typically 10% of total process time (lead time). • Less than 30% of the tasks in a process add value from the customer’s perspective

  9. Lean is NOT… • Not an acronym (LEAN) • Not a diet • Not a solution to personnel or performance issues • Not an initiative to reduce headcount – it’s about improving service • Not a silver bullet or quick fix • Not a replacement for Six Sigma – it is complementary • Not a “manufacturing thing” Lean does NOT require special expertise

  10. Lean in Action The power of Lean: • Meals Per Hour.mp4

  11. Why Focus on Process?

  12. Why Lean? The Business Case: • Minnesota’s population is getting older • Increasing customer expectations • Pressure for greater accountability and transparency • Tight and shrinking budgets • Shrinking workforce and increasing need for a more skilled workforce. Lean helps us improve quality, reduce costs, increase customer and employee satisfaction & capture knowledge

  13. Lean Partners • Results-Based Accountability • Plain Language Initiative • The Unsession

  14. Origins Continuous improvement originated in 1920swith Walter Shewart and Bell Laboratories Early founders are Joseph Juran and W. Edwards Deming Refined by/attributed to Toyota Motor Corporation in early 1960s (AKA TPS or Toyota Production Systems) Now successfully adopted across all organizations and sectors Minnesota launched its Lean initiative in 2007 History of Lean

  15. Lean Principles

  16. Principle 1: Customer Focus Design and deliver products and services to meet the needs and preferences of your customers. • Define your “end-user” customer or customer groups • What do you produce (permits, technical assistance, training, etc.)? • Who do you produce it for? • Assess the needs and preferences or your customers • Surveys • Focus Groups • Observation • Interviews

  17. Principle 1: Customer Focus Accurate - What I want Better, faster, cheaper… Timely - When I want Accessible - How I want (Easy to use) Treatment - Feel my needs are understoodand that I am treated fairly and with respect Effective - Service achieves desired results Cost Right price or resource investment

  18. Principle 1: Customer Focus • Value Added (VA) • Transform the product or service • Directly benefit the end-user customer • Are done right the 1st time • Non-Value Added, but Required (NVA-R) • Do not directly benefit the customer • Are CURRENTLY required (e.g., legislation, audit, and risk requirements) • Non-Value Added (NVA) • Do not directly benefit the customer • Can be eliminated without deterioration in the product/service quality and functionality (e.g., 7 Wastes) • Value is defined from the customer’s perspective

  19. Principle 2: Data Driven Decisions • Verify anecdotes and feelings with data! • Complaints that a process doesn’t work or is too slow? • Gather data to confirm! • Difficulty deciding which solution will work best? • Test, make decision based on data!

  20. Principle 3: Respect “A bad process will beat a good person every time” - W. Edwards Deming It’s about the Process

  21. Principle 3: Respect • Grow leaders who understand, model, and teach performance improvement principles and practices to others. • Go to the Gemba – (See, Ask questions, Show respect) • Develop exceptional people and teams who follow Lean principles. • Employees know where a process is not working well, so engage them in improving the process • Empower your employees to solve problems (e.g., standardize decision making) • Collaborate with partners and suppliers to improve customer value. Employees are your most important resource!

  22. Principle 4: Results Set SMART goals and measure results • Specific • Measurable • Attainable (challenging, but within reach) • Relevant (aligned with your strategic priorities) • Time-bound • Example: Reduce the time it takes to pack a meal box from <current time> to <target time> by <date>.

  23. Principle 5: Accountability • Hold yourself and others responsible for following through on commitments • Communicate progress – what went well and what didn’t • What did we learn? • Green= on schedule, • Yellow= slightly behind schedule • Red = significantly behind schedule

  24. Principle 6: Excellence Incremental (local improvement) Systematic (evolutionary) Revolutionary (breakthrough) Improving what exists Distinctly different/better Radically new & different/better

  25. Lean Concepts and Tools • PDSA • 7 Wastes • 5S • Standard Work • Visual Management • Kaizen (Kaizen Event) • Problem solving • 5 Whys • Fishbone diagram

  26. PDSA – The Lean Methodology Challenge the status quo Validate assumptions Following the Lean methodology ensures knowledge creation and continuous improvement

  27. Transportation Inventory Motion Waiting Overproduction Over-processing Defects * Underutilized Staff Creativity Tim Woods 7 Wastes

  28. “Toast” Watch for examples of the eight wastes in the following video. Make a note of what you would do differently if you were making the toast. Video

  29. 7 Wastes: Transportation Transportation of products, equipment, materials or people without adding value. • Examples: • Moving training material or supplies • Transporting patients or moving prisoners • Staff cube/office moves

  30. Unnecessary storage of materials. Examples: Buying and storing more products than you need Filing and storing the same document in multiple locations Non-compliance with or unnecessarily long retention policies 7 Wastes: Inventory/Storage

  31. Movement of people that does not add value to a product or service and may create health and safety issues. Examples: Walking to the copier Bending down to access equipment or supplies Reaching to answer your phone Lifting heavy boxes or carrying your laptop 7 Wastes: Motion

  32. 7 Wastes: Motion • Per semester • About 500 Trips required to collect course change forms per semester • About 80 Hours of walking between buildings required per semester

  33. When people, parts, systems, or facilities wait for a prior step in the process to be completed. Waiting is typically 90% of process time. Goal is smooth and continuous flow between each process step 7 Wastes: Waiting

  34. 7 Wastes: Overproduction Producing more products or services than the customer needs or wants. • Examples: • Making more copies than are needed • Creating reports or documents that no one reads • Multiple meetings about the same issue without making a decision Lucy and Ethel fighting a losing game.

  35. Producing a higher quality product or service than what is required by the customer, and using elaborate or expensive equipment when more simple options exist. Example: Preparing a glossy report when bullet items is all that the customer needs Requiring too many signatures Taking 30 minutes to prepare an email message when a 1 minute phone call will do 7 Wastes: Over-processing

  36. 7 Wastes: Defects The effort involved in inspecting for and fixing defects (errors and mistakes). • Examples: • Providing the wrong product or service • Missing or incorrect information in an application or form • Incomplete forms

  37. Are staff hired to do X spending more time on Y? Don’t let your employee’s skills go to waste! Lean helps remove process barriers so that staff can do the work they were hired for and want to do! 7 Wastes: Underutilized Staff Creativity

  38. Improvement Strategies Handoffs and batching are common barriers to process flow

  39. 5S • A method for sustaining clean, safe, orderly work spaces. • Safety and Security may be additional elements

  40. Before

  41. After

  42. “Numbers” – Round 1 90 seconds

  43. “Numbers” – Round 2 60 seconds

  44. 5S Tips • Keep it fun – consider friendly competition • Leverage teamwork • Take before and after photos • Rotate maintaining shared areas among staff • Provide positive reinforcements • Individual or team recognition or rewards

  45. Poka Yoke – Error Proofing

  46. Visual Management (2S) A communication device that tells, at a glance, how work should be done. • Where items belong • How many items • Standard procedure • Work-in-process (WIP) There is only one place to put each item.

  47. Visual Management Example

  48. Communication Boards Visual management tools that can be understood in 30 seconds or less Examples: In/Out, project status, staffing, wait times, etc. Can also communicate accomplishments

  49. Kaizen A Kaizen Event is a facilitated, small-scope improvement activity that engages the creativity of employees to reduce waste in a work process. A Kaizen Event typically lasts 3-5 days.

  50. Kaizen Event Kaizen events use a swim lane map to document the current and future process.