Resource Management

1. Resource Management • Hi Tim, I hope you can travel to the Philippines April 15 to speak in the management training. You can prepare a two-three hour presentation on resource management. • You can talk about the application of 5S in school setting, recycling and inventing in schools may also be included in the presentation. There are two events in the Phil that I will be hosting Apr 16-18 and Apr 25-26. • You can take KL- CLark via Air asia. I'm near Clark. I can meet you there. Ng Khar Thoe and Dr. Chong are now here in the Phil. • Target participants are school heads and teachers. • Your plan to application of 5s in schools synergies recycling and innovation is appropriate. I expect around 500 (or more) each session. I pay my foreign consultants 1000us$. I shoulder travel expenses including plane tickets and hotel. I hope this will be ok with you..

2. Resource Management Managing all of a school's resources represents a considerable challenge. Demanding business acumen,( ability to make good judgments and quick decisions) financial awareness, planning ability, IT knowledge and excellent management skills. Scope: • Overview of Lean Principals in a World Class Environment. • 5S as a Lean foundation used in Resource management. • Application of 5S in a school setting- in exposing, identifying and elimination of Waste. • Recycling in school setting using 5S methodology.

3. What is Resource Management? Resource Management is the efficient and effective deployment of an organization's resources in the most efficient way possible , maximizingthe utilizationof available resources to achieve organization goals. Such resources may include tangible resources such as  Financial resources Information Technology(IT) Equipment Labor (Human Resource) Tangible Resources  Facilities Non Functional Functional It can also include ideas, making sure that people are assigned to task that will add value and not have too much under utilization. These include… Ideas…..

4. Quality Cost Delivery Resource Management within Schools National Standards put forward by the Teacher Training Agency emphasizes the importance of good resource management within schools. • Benchmark in a World Class requirement. • A Lean approach to Resource Management development support • 5S as a Foundation of Lean • 5S as a means of exposing, identifying and elimination of Waste focusing in a school setting. • Application of 5S in School setting Outline Continoues Improvement World Class requirements - Creating value for customers -

5. Vision Statement , why? Successful schools have a clear sense of direction through Vision Statement. –shared sense of direction derived through a visioning process involving all members of the school. Once affirmed, it needs to be able to be articulated by all. -when achieved everyone can then align their efforts behind the vision and by a process of self-reference and professional development the school will reach. Translation into reality - by means of a Teaching Framework or belief system. eg: To be the center of excellence, renown internationally for Educational Innovations exceeding expectations of National Standards put forward by the Teacher Training Agency

6. The question now is… …What is Lean Principles? Lean is the revolutionary super-efficient production system pioneered by Toyota. The core focus of"Lean" is to vigorously eliminate Wastes. Lean Principles is a methodology, modeled from a Toyota manufacturing strategy that eliminates waste to reduce cost, improve qualityand delivery performance.

7. LargeEquipments Money Inventory People Space Continuous Improvement without adding: Cost Lean Principles Cost • Lean Principles is a methodology, modeled from a Lean manufacturing strategy that eliminates waste. • Lean is NOTpeople working harder to produce more. • Lean Methodology results in greater profit by reducing costs.

8. Cost Reduction by identifying, then eliminating WasteLean: The Relentless Elimination of Waste Lean Organization focus on: Waste is anything other than the minimum resources required to add value. Value-Added Activities.... transform raw materials and information into products or service. Is it something the Customer is willing to pay for without changing the form, fit or function. Non-Value-Added Activities are WASTE!! Activities that consume resources, but don’t directly contribute to the product.

9. Causes of Waste • Layout (distance) • Long setup time • Departmental Structure • Poor maintenance practices • Poorly documented work methods • Lack of adherence to established work methods • Historic supervisory roles • Irrelevant performance measures • Complex production planning and scheduling systems • Lack of workplace organization • Poor Supplier quality/reliability • Lack of cross training • More….

10. Non-valued Added Activities Storage Counting Sorting Sanding Moving Red-Lining Walking What value is Added by: Expediting Invoices Inspecting Loading / Unloading Scrap Rework/Repair Measuring/Checking Paperwork Repackaging

11. Value Added Necessary vs Unnecessary Value Added Non Value Added Necessary Necessary Inspection, checking, follow up, reminding, proof reading, supervising ,recoaching Teaching, coaching, disseminating right information Value Added Non Value Added Not Necessary Not Necessary Recounting, searching, long set-ups, additional inspection steps, additional paperwork Operations called out but no longer needed or options. (paint options or tires)

12. Traditional Improvement vs Lean Original Lead Time TypicalOrganization VA NVA TraditionalImprovement NVA VA Minor Improvement MajorImprovement Kaizen WasteReduction VA NVA Time

13. Price to Customer If we want to make more profit we increase price Profit Cost to Make Traditional Principle of Cost: Cost + Profit = Price YESTERDAY When we add value we also add costs. $$$$$$$$$$$$$$$$

14. Price fixed by Customer Marketplace Pressure Profit If we want to make more profit, reduce Waste (Cost to make) Cost to Make Lean Principle of Cost: Price - Cost = Profit Today’s Approach to Cost Reduction

15. We need to be able to do three things well, all at the same time! Reduce Cost Reduce Lead Time Improve Quality Production Costs Customer Price Net Margin “Cheaper” “Faster” “Better” The challenge

16. Meeting the Challenge • Requires a new way of thinking. • Training in new methods. • Leadership and commitment at all levels. Implementation – Just do it! • Need to do more than talk. • We learn by doing. • Improvements don’t have to be expensive.

17. Quality Cost LEAN PRODUCTION SYSTEM Delivery Standard Work Man Takt Time JIT JIDOKA 1 piece Flow Material SWIP Operational Availability Pull system Machine L e v e l P r o d u c t i o n 5S / V i s u a l M a n a g e m e n t Relentless R e m o v a l o f W a s t e 5S, the foundation for Lean System Characteristics of World Class Customer-Value Focused People Based System Cost + Profit = Price Radical Change – Kaikaku Kaizen Workshops Daily Improvements – Standard Work Price – Profit = Target Cost 5S , foundation for Lean System - Visual Management Lean System Lean Manufacturing System is the revolutionary super-efficient production system pioneered by Toyota Motor Company.  The core focus of "Lean" is to vigorously eliminate Wastes. Kaizen Methodology Relentless removal of Waste

18. 5S Definition 5S is a method for organizing a workplace, especially a shared workplace (like a common floor or an  office space), and keeping it organized. It’s sometimes referred to as a housekeeping methodology, however this characterization can be misleading, as workplace  organization goes beyond housekeeping.

19. 5S–SIMPLE HOUSEKEEPING Outlines: • 5S as a Foundation of Lean • 5S Definition • Seiri - Sort • Seiton – Simplify • Seiso – Sweep • Seiketsu – Standardise • Shitsuke – Self discipline • Benefits of 5S as a Visual tool for continuous improvement

20. 5S Definition 5S Represents 5 Japanese terminologiesSeiri, Seiton, Seiso, Seiketsu & Shitsuke 5S is aphilosophy and a way of organizing and managing the workplace towards an organized, clean, high-performance environment with the intent to improveefficiency by eliminatingwaste.

21. Benefits of a 5S Environment? • It gives Ability to understand the status of a area in 5 minutes or less by simple observation without use of computers or speaking to anyone.”5S1st Seiri- Sort (Organize)2nd Seiton- Simplify (Visibility)3rd Seiso- Sweep (Cleanliness)4th Seiketsu- Standardize (Adherence)5th Shitsuke- Self-discipline (Sustain)

22. 3rd Class Workplace … Necessary & Unnecessary items are mixed together in the same workplace

23. 2nd Class Workplace … Necessary & Unnecessary items had been seperated within identified work area (including inventory)

24. 1st Class Workplace … Only Necessary supplies, tools and items are stored in the Work Environment.

25. Where are we today Lets take a quick look

26. Why do 5S 5S are 5 necessary disciplines for maintaining a visual workplace. What are the 5S ? (Activity) 1st S 2ndS 3rdS 4thS 5thS

27. Benefits of 5’S 5S makes workplace more pleasant 5S helps in work efficiency 5S and safety go hand-in-hand 5S leads to better quality environment and higher productivity

28. 1st Seiri (Sort) • To take out unnecessary items either sort , red tag or dispose them Unnecessary: Unsafe Defective Obselete or outdated Unused Extra or duplicate Necessary: Used for daily work Used periodically I am the source

29. 1st Seiri (Sort)

30. 5’S Red Tag Red Tag Sample 5S Red Tags are used to keep the process of change going throughout the 5S program while remaining organized in the process. These 5S Red Tags are used for visual management of a workspace, clearly marking items that need to be moved creating workplace organization.

31. 2nd Seiton (Simplify) • To arrange necessary items in a proper order so that they can be easily picked up for use • Consider: • Visual aids are encouraged in order to help understanding and minimize complexity. • Labeling locations where necessary items are kept when not in use, especially moveable items. • Labeling drawers and notebooks to identify their contents.

32. 2nd Seiton (Simplify) Label & shadow board 5S Map to decide location "Anyone should be able to easily understand proper arrangement and abnormalities."

33. 3rd Seiso (Sweep) • To clean your workplace completely so that there is no dust anywhere

34. 3rd Seiso (Sweep) • Tools: • 5s Assignment Map • 5s schedule

35. 4th Seiketsu (Standardise) • To maintain a high standard of housekeeping and workplace organization at all times • Visual checks to maintain the process

36. S5th Shitsuke (Self Discipline) • To train people to follow good housekeeping discipline independently

37. Why is 5's necessary and practiced in a World Class Facility? • Standards so management can evaluate performance • Necessary to enforce discipline • Standards for diagnosis, self-evaluation, a necessity to enforce discipline Buy in" • With buy-in, “discipline” isn’t necessary

38. 10 Ways to Kill 5's 1. Make sure you drive transition from the bottom up2. Assume 5's will take place itself without training and energy3. Try to accomplish 5'S all at once 4. Try to accomplish 5'S implementation all by yourself5. Wait until after you begin your 5'S training to establish metrics and measurement techniques6. Look for magic bullet solution7. Allow existing methodologies to be viewed as “stand-alone”8. Assume that all leaders will understand and lead the transformation9. Relegate responsibility for 5'S implementation to staff function10.Study every 5'S issues exhaustively until you have the right solution. Let us do it together as a Team.Team- Together Everyone Achieves More!

39. Phase 1: Planning and preparation • STEP 1: Select area • STEP 2: Identify problems • Eliminate waste • Eliminate bottleneck • Implement 5s • Implement Cell Design, Line Balancing or Kanban • STEP 3: Select leader • STEP 4: Select Team • Train the team • STEP 5: Walk and document the process • STEP 6: Prepare the area • Advanced production • Required material, equipment & Support people

40. Resource Leveling (Haibun) Resource Leveling • One resource management technique is resource leveling. It aims at smoothing the available resources on hand, reducing both excess and shortages to meet the current demand. • The required data are: the demands for various resources, forecast by time period into the future as far as is reasonable, as well as the resources' configurations required in those demands, and the supply of the resources, again forecast by time period into the future as far as is reasonable. • The goal is to achieve 100% utilization but that is very unlikely, when weighted by important metrics and subject to constraints, for example: meeting a minimum service level, but otherwise minimizing cost.

41. Quality of a GOOD Leader Must Not Must Flex Muscles Blame the worker Kaizen your Standard Work Go to the Shop Floor Give up Think of at least 7 ways to do better Throw fits Blame the Measure Show Boat Empower the Team Tamper with the Measure Intimidate Lead by Example Cover up Celebrate Success Hide in the office Have a vision Set goals Throw People at Problems Stress out Communicate direction Create smoke screens Observe the process Find the Waste Provide the right tools Grovel Be clueless

42. Team leader checklist • BEFORE KAIZEN • Select the team members • Gather information necessary for the event • Event objectives • Layout, flow charts, process sheet • Cycle time vs takt time charts • Target • Prepare the area for the event • Materials, Equipment & Support people • DURING KAIZEN EVENT • Keep update on what everyone is doing • Chart takt time and cycles time during time studies • Coordinate for final presentation • AFTER KAIZEN • Compile hard copy • Complete follow up checklist (Kaizen Newspaper)

43. Team members • Team work and support Kaizen • Train the team on Lean methodologies – 5s, quick changeover, mistake-proofing, cell design and kanban. • Arguments that need to be addressed Good on paper BUT…. We can not lower without lowering quality We understand better than anybody.. That lousy ideas, we already tried! Kaizen won’t do any good! It sound good but we still do not want to do it Everything is going just fine. Why change?

44. Following Slides will discuss full Implementation of 5’S. Thank You!

45. How to champion a 5S Kaizen Step1,Training:  What is 5S, and why do we want to do it? Step2, Define target: Define the schedule for performing the 5S project. Step3, Implementation: Hold meeting prior to each day’s activities to plan and schedule what will be done (daily). Take pictures: "Before" 5S on a day before Kaizen Use appropriate Check list to documents results. Conduct wrap-up meeting to review what was accomplished (daily). Review and document results (at conclusion of 5S project) Celebrate conclusion of 5-s effort and results!

46. 5S LEVEL

47. 5S Sample Clean Up Checklist

48. What is Kaizen? KAIZEN = CONTINOUS IMPROVEMENT In Japanese KAI Change ZEN Good IMPROVEMENT WITHOUT ENDING KAIZEN = Change for better The small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

49. Question to ponder Question. Why do a lot of schools use a system of ringing bells to stop or start. Is it to ensure order? Or is it to prepare the children for a profession which requires clocking in and out? Is it, in actuality, an acclimatization tool? Was it’s original purpose to provide them with a means of knowing when to be somewhere when watches were a thing for the middle-classes and affluent adults? Surely we need change to move with the times by looking at the building blocks of the system and addressing each one analytically. We are not suggesting that there is a need for a change to complete removal of systems. We believe that children need structure in order to learn. We need to change for the better to adapt to meeting current demanding needs at the same time not compromising the future to meet their needs.

50. KAIZEN at School Schools are inundated by initiative after initiative in education, each seemingly polarized and disconnected- yet expected to somehow marry a system designed for industrial revolution in a digital renaissance. Change, when it occurs, needs to be managed. Teachers, are products of a previous education system, mostly before the Digital Revolution was introduced. We need to think of how we prepare our children to become lifelong learners in these fast pave technological change era.  Change needs to happen continually in small evolutionary steps. Surely, too, there is need for it in education. By implementing the Kaizen philosophy we can attempt to bridge the educational dichotomy and link the importance of structure with the need for creativity.