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Ken Roey Nov 20, 2009

2. Session Objectives. What is Lean? Why use it?How do we get started?. 3. Introduction. Budget realities are forcing us to rethink the way we do business. Customer expectations are not changing.Cutting positions and/or budget without changing process invites chaos.. 4. First Law of Thermodynamics.

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Ken Roey Nov 20, 2009

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    1. 1 Ken Roey Nov 20, 2009

    2. 2

    3. 3 Introduction Budget realities are forcing us to rethink the way we do business. Customer expectations are not changing. Cutting positions and/or budget without changing process invites chaos.

    4. 4 First Law of Thermodynamics Energy can neither be created nor destroyed. Corollary: You can’t do more with less!

    5. 5 A Personal Journey You get what you inspect, not what you expect! Theory X/Y, Total Quality Management, PDSA, Continuous Improvement, Six Sigma…. Lean Manufacturing is based on principles of the Toyota Production System: Adopted to above the shop floor or back office functions.

    6. 6 Customers Define Quality Learn to look at the process through the eyes of the customer. Value is in the eyes of the customer. What product / service attributes and features What quality level What delivery schedule What cost It has been said that the way to a smooth process is a concept known as “next operation as customer”. It has been said that the way to a smooth process is a concept known as “next operation as customer”.

    7. 7 Process Versions

    9. 9 HCPSS Approach Links to the Continuous Improvement cross functional strategy. Core group of eight. Went thru ~two days of training spread over six weeks for first event. Involved entire group in each event. Built off successes (celebrated at every opportunity).

    10. 10 What does our Customer Care About? (HS Permitting Process) Accessibility to information. Many mentioned use of electronic means. Timeliness of approval. HCRP (primary customer) offered to take over function at own cost. Communications. Evidence of breakdown in communications was reflected in comments regarding HVAC, cancellations and other user problems. What else does the customer care about? ASK THEM!!!What else does the customer care about? ASK THEM!!!

    11. 11 Example of Macro Level Process Flow Map Determine process start & end points Create a macro-level flow chart of the major components of the processDetermine process start & end points Create a macro-level flow chart of the major components of the process

    12. 12 Example of Micro Level Process Flow Map Connect the boxes with arrows to show direction of flow and timeline of the events. Shows the flow from function to function. Makes the hand-offs visible Once you add times, it also shows the balance of work. The map quickly displays duplicate tasks Non-value added tasks are also identified by displaying outputs for each process step Connect the boxes with arrows to show direction of flow and timeline of the events. Shows the flow from function to function. Makes the hand-offs visible Once you add times, it also shows the balance of work. The map quickly displays duplicate tasks Non-value added tasks are also identified by displaying outputs for each process step

    13. 13 The Lean Team- Buy in for change vice management announcing it.

    14. 14 The “As is” Process

    15. 15 Value Adding By Process (As Is) Connect the boxes with arrows to show direction of flow and timeline of the events. Connect the boxes with arrows to show direction of flow and timeline of the events.

    16. 16 Approval Process Takeaways Batch operations leading to severe bottlenecks. AAM set internal priorities in April, but don’t review permits for conflicts until July. Using four databases to manage same information (EMS, CLC, Office Tracker, excel spreadsheets). Office space overwhelmed by paper, some of which is unreadable (5 carbons/permit).

    17. 17 The “To be” Process

    18. 18 Value Adding By Process (To be) Connect the boxes with arrows to show direction of flow and timeline of the events. Connect the boxes with arrows to show direction of flow and timeline of the events.

    19. 19 Determine Current Process Metrics (Overall)

    20. 20 Implementation Plan

    21. 21 Implementation Task Tracker

    22. 22 Implementation Timeline Pilot at Centennial & Long Reach HS for Fall 2009 season. HCR&P to enter all permits online for Fall 2009 (20-30% of total applications). Implement at remaining high schools in Winter 2009. Phase III (all ES/MS) implemented in two years.

    23. 23 What does our Customer Care About? (HS Permitting Process) Accessibility to information. Many mentioned use of electronic means. “This is FANTASTIC!! Know it's been years getting to this stage but worth the wait. This will be a huge help to those of us in the schools knowing that Chuck has approved events in our building.” Timeliness of approval. HCRP (primary customer) offered to take over function at own cost. 60 days+ after deadline to prior to deadline. Has reduced our (customer) workload by 75%! Communications. Evidence of breakdown in communications was reflected in comments regarding HVAC, cancellations and other user problems. “Chuck did a great job negotiating with customers and making them feel like it was a win-win situation!” What else does the customer care about? ASK THEM!!!What else does the customer care about? ASK THEM!!!

    24. 24 As Is Billing by Quarter (% of total revenue)

    25. 25 Draining the Swamp What is Wrong with Inventory? The answer is nothing. Inventory serves a critical function in a lean system. It is a buffer between two operations. When one piece flow is not possible the next best thing is to set up a small controlled buffer of inventory that is replenished based on pull signals. But control the buffer so it never gets above a preset maximum limit and never falls below a minimum of safety stock. And make the inventory visible. This slide provides a wonderful concept for the Lean process. The ship is your process moving along on a sea of Inventory sheltering the ship from the rocks. The rocks in this case represent problems with a manufacturing process. The problems are still there, but they are not visible. So for example if a painting operation is running behind schedule it will not effect subassembly for a long time until the inventory is worked off. The problem in the painting process is not visible as long excess inventory is present and subassembly is not affected. The long feedback loops of learning about the problem can mean defects are passed through the system undetected until they are on board the ship. Some of the problems that can be caused by inventory include: Need resources (people and computer) to track, move and monitor inventory • Parts get lost parts get damaged while stored in the warehouse Expensive cost of floor space rental for inventory storage Parts become obsolete while in storage waiting to be soldWhat is Wrong with Inventory? The answer is nothing. Inventory serves a critical function in a lean system. It is a buffer between two operations. When one piece flow is not possible the next best thing is to set up a small controlled buffer of inventory that is replenished based on pull signals. But control the buffer so it never gets above a preset maximum limit and never falls below a minimum of safety stock. And make the inventory visible. This slide provides a wonderful concept for the Lean process. The ship is your process moving along on a sea of Inventory sheltering the ship from the rocks. The rocks in this case represent problems with a manufacturing process. The problems are still there, but they are not visible. So for example if a painting operation is running behind schedule it will not effect subassembly for a long time until the inventory is worked off. The problem in the painting process is not visible as long excess inventory is present and subassembly is not affected. The long feedback loops of learning about the problem can mean defects are passed through the system undetected until they are on board the ship. Some of the problems that can be caused by inventory include: Need resources (people and computer) to track, move and monitor inventory • Parts get lost parts get damaged while stored in the warehouse Expensive cost of floor space rental for inventory storage Parts become obsolete while in storage waiting to be sold

    26. 26 Issues Exposed Fees charged. PTAs and Boosters. Cancellations. Office or school? Custodial overtime. Required or entitlement based?

    27. 27 Workshops Held HVAC controls (two days). Dispatcher in place. Training plan created and implemented. Computer repair. Apple depot repair: 41+ days to 19 days. Established prioritized service level agreements w/customer. Vehicle repair. Consolidated two shops into one. Integrating refueling, parts and work order system w/HC Fleet Maintenance system. Human Resources next- Leave of absence.

    28. 28 Keys to Success Requires sustained commitment from stakeholders and senior leadership. Finding resources. Partnering w/Honeywell. Joined Maryland World Class Consortia. Ability of mid-level management to accept risks.

    29. 29 Minnesota’s Enterprise Lean http://www.lean.state.mn.us/

    30. 30 ?

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