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Establishing a Continuous Improvement Culture

Jack Strong – Director EMEA for Leankit. Establishing a Continuous Improvement Culture. Establishing a Continuous Improvement Culture. Two tools from Lean to help you:- Plan/Do/Check/Act (PDCA) Continuous Improvement Cycle Policy Deployment Catch Ball

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Establishing a Continuous Improvement Culture

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  1. Jack Strong – Director EMEA for Leankit Establishing a Continuous Improvement Culture

  2. Establishing a Continuous Improvement Culture • Two tools from Lean to help you:- • Plan/Do/Check/Act (PDCA) • Continuous Improvement Cycle • Policy Deployment Catch Ball • Deploying Improvement Strategy/Policy

  3. Why Do it? 60’s-80’s 80’s 90’s 2000’s Today Main Players Then:- Main Players now:- IBM ? ICL Microsoft, Google, Apple… Honeywell Digital DG Prime Decimation UK Manufacturing Industry ….Proprietary Mainframes…. …..Mid Range UNIX ……PCs..Networks …Microsoft MS Dos….Windows …..Apple ..India, China …..Cloud …..Mobile Devices Blackberry….iPhone ……Android Compelling Reason to do it.. Change or Die When will you start? Motorcycle Industry Car Industry TV, Radio… ?? …Industry

  4. What is Lean? 60’s-80’s 80’s 90’s 2000’s Today Lean Healthcare TQM TOC Lean Manufacturing Toyota Production System Lean Construction Just-In-Time EQM Lean Software Development Agile Six Sigma Visual Management - Kanban Scrum SAFe XP Value/Specification Quality Lead Times Delivery On Time Cost Lean Engineering FDD Continuous Improvement

  5. What is Lean? The Two Pillars of Lean

  6. What tools from Lean can we use to help us? • Some of the Tools of Lean • Continuous Improvement Problem Solving Cycle - PDCA • 5 Whys? • A3 Problem Solving Sheet • Visual Management • Kanban5S (Sort, Store, Shine, Standardise, Sustain) • Policy Deployment Catch Ball • X Matrix Planning • and A3 Planning • A3 Value Stream Mapping • Removal of Waste • Lean is Zealous About • Establish a Long Term Vision • 1. Continuous Improvement and Teamwork • 2. Quality at every step and every direction • Right first time, on time, every time • 3. Value and Removal of Waste everywhere • 4. Smallest Lead Time = Delivery on Time • Maintaining Steady Flow and Pace • Predictability = Confidence Evolutionary Change (Kaizen)

  7. What is Plan, Do, Check, Act? Continuous ImprovementCycle/ Problem Solving Cycle Plan Analyse current situation Prioritise and Select Problem, Opportunity Confirm Root Causes, 5 Whys Choose Solutions – Long term, Short Term Set Objectives, Targets, Measures Resource Required Risk Analysis Produce Plan Do Plan Carry out plan Check Measure Improvement Check Improvement Act Standardise Ensure Problem will never happen again Next Problem Not OK OK

  8. How do you apply PDCA? Plan Analyse current situation Prioritise and Select Problem, Opportunity Confirm Root Causes, 5 Whys Choose Solutions – Long term, Short Term Set Objectives, Targets, Measures Resource Required Risk Analysis Produce Plan Do Plan Carry out plan Check Measure Improvement Check Improvement Act Standardise Ensure Problem will never happen again Next Problem Step 1 1. Create Teamrelevant to Scope 2. Communicate, Discuss, Agree Approach withTeam (PDCA) 3. Analyse current situation, Brainstorm Problems, Root Causes Brainstorming Methods Identify a Theme (Scope) Set a Time Limit Have a Scribe Have a “Leader” No evaluation during the session Filter/Evaluate afterwards Go round in order “Pass” Ask for just one more idea Record on Flip Charts/White Board Not OK OK

  9. How do you apply PDCA? Plan Analyse current situation Prioritise and Select Problem, Opportunity Confirm Root Causes, 5 Whys Choose Solutions – Long term, Short Term Set Objectives, Targets, Measures Resource Required Risk Analysis Produce Plan Do Plan Carry out plan Check Measure Improvement Check Improvement Act Standardise Ensure Problem will never happen again Next Problem Step 1 1. Create Teamrelevant to Scope 2. Communicate, Discuss, Agree Approach withTeam (PDCA) 3. Analyse current situation, Brainstorm Problems, Root Causes Endorses Behavioural Pattern Continuous Improvement O Establish a long term vision O Meet challenges with courage and creativity O Improve value and business operation continuously, always driving for innovation and evolution O Go to the source to find facts and make correct decisions O Build consensus and achieve goals at best speed Not OK OK

  10. How do you apply PDCA? Plan Analyse current situation Prioritise and Select Problem, Opportunity Confirm Root Causes, 5 Whys Choose Solutions – Long term, Short Term Set Objectives, Targets, Measures Resource Required Risk Analysis Produce Plan Do Plan Carry out plan Check Measure Improvement Check Improvement Act Standardise Ensure Problem will never happen again Next Problem • Step 2 • Choose Problem(s) to solve Opportunity to take • Team Prioritise • TeamDecide on Problem(s) to tackle Simple Prioritisation Method Problem within control of Team Not Partially Not OK Totally OK • Categorise N(ot) P(artially) T(otally) in Team control • Choose Totally first to get Team • Forming, Storming, Norming, Performing

  11. How do you apply PDCA? Plan Analyse current situation Prioritise and Select Problem, Opportunity Confirm Root Causes, 5 Whys Choose Solutions – Long term, Short Term Set Objectives, Targets, Measures Resource Required Risk Analysis Produce Plan Do Plan Carry out plan Check Measure Improvement Check Improvement Act Standardise Ensure Problem will never happen again Next Problem • Step 2 • Choose Problem(s) to solve Opportunity to take • Team Prioritise • TeamDecide on Problem(s) to tackle Endorses Behavioural Pattern Respect for Others O Make every effort to understand each other O Take responsibility O Do your best to build mutual trust O Teamwork Stimulate personal and professional growth Share the opportunities of development Maximise individual and team performance Not OK OK

  12. Establishing a Continuous Improvement Culture Anon “It is easier to act people into thinking differently than to think people into acting differently”

  13. How do you apply PDCA? Step 3 Confirm Root Causes – Real Data where possible Brainstorm/Choose Solutions to solve the problemChoose Measures - What is current situation = Measure - Set Objectives and Targets - Consistent with Solution ……..Produce Plan Plan Analyse current situation Prioritise and Select Problem, Opportunity Confirm Root Causes, 5 Whys Choose Solutions – Long term, Short Term Set Objectives, Targets, Measures Resource Required Risk Analysis Produce Plan Do Plan Carry out plan Check Measure Improvement Check Improvement Act Standardise Ensure Problem will never happen again Next Problem Measure what you need to measure Not what is easy to measure Not OK OK

  14. What are we trying to achieve as a business? Maximum Value Delivered on Time with Best Quality Minimum Delivery Time Customer Order Work Mix In Rate:– Volume, Size, Value End to End Lead Time Output Value Delivered on Time Delivered Quality Customer Satisfaction Blockers Too much WIP Constant Stop/Start Urgent Jobs Long Lead Times Re-Work Key Performance Indicators Team Overloaded Re-Work

  15. PDCA is Simple and Rigorous Choose Problem = Re-Work Measure Dog Food Defects Identify Root Causes Fix R.C. “Dog Food Defect” Class of Service Check

  16. Establishing a Continuous Improvement Culture • Two tools from Lean to help you:- • Plan/Do/Check/Act (PDCA) • Continuous Improvement Cycle • Policy Deployment Catch Ball • Deploying Improvement Strategy/Policy

  17. Establishing a Continuous Improvement Culture Typical Problems Deploying Improvement Strategy/Policy- Executives launching too many “strategic initiatives” - Cascadingstrategic improvement policy Delivering Continuous Improvement- Large queues of continuous improvement initiatives - Year long initiatives with little progress – lots of starting not much finishing- Initiatives with poor visibility

  18. “Where there is no vision the people perish….” Vision and Goals Vision:- Number 1 player in the market Directorate PDCA Department How What PDCA Team Policy Deployment Catch Ball

  19. The Value of Visual Management and Kanban Link to Improvement Delivery Board Long Term Achievable Plan= Direction

  20. The Value of Visual Management and Kanban

  21. Why do it? 60’s-80’s 80’s 90’s 2000’s Today Main Players Then:- Main Players now:- IBM ? ICL Microsoft, Google, Apple… Honeywell Digital DG Prime Decimation UK Manufacturing Industry ….Proprietary Mainframes…. …..Mid Range UNIX ……PCs..Networks …Microsoft MS Dos….Windows …..Apple ..India, China …..Cloud …..Mobile Devices Blackberry….iPhone ……Android Compelling Reason to do it.. Change or Die When will you start?

  22. What is your compelling reason to do it? 60’s-80’s 80’s 90’s 2000’s Today What do your customers think? Where do you add value? Can it be sourced better elsewhere? What is morale like? Who is your competition? What is changing around you? What do you need to change? Will you do it? When will you start?

  23. Establishing a Continuous Improvement Culture What Problem or Opportunity Will you start with? • Two tools from Lean to help you:- • Plan/Do/Check/Act (PDCA) • Continuous Improvement Cycle • Policy Deployment Catch Ball • Deploying Improvement Strategy/Policy Will you do it? When will you start?

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