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Lean

Lean. Continuous Improvement. What is Lean? Well, what is it? 5 Pillars of Lean Lean at the U niversity of St Andrews How we do Lean (Estates Job Tracking Project). Over the next short while …. 1910 s Ford and Mass Production: any colour, as long as it ’ s black 1950 s onwards

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Lean

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  1. Lean Continuous Improvement

  2. What is Lean? Well, what is it? 5 Pillars of Lean Lean at the University of St Andrews How we do Lean (Estates Job Tracking Project) Over the next short while …

  3. 1910s Ford and Mass Production: any colour, as long as it’s black 1950s onwards Toyota develops their production system 1980s “Lean” coined to describe the Toyota Production System 1990s Service industry discovers that Lean works for other than physical parts Lean History in a Nutshell

  4. Philosophy of work Lean is a way of doing more with less – less human effort, less equipment, less material, less time and less space Two Fundamentals Continuous Improvement Respect for People What is Lean?

  5. Act Plan Check Do Continuous Improvement: PDCA Evaluate & follow up Define the problem Define your objective Implement solution Establish temporary fix? Examine the consequences Identify solutions Identify root cause(s)

  6. Staff are our greatest asset Knowledge and experience What works well and what needs to be improved Lean Uses cultural change to deliver dramatically improved service and decreased costs Involves people at the right level to develop a sense of ownership for work Develops team working Respect for People

  7. Maximise VALUE Understand work as a PROCESS Create smooth FLOW Respond to PULL Aim for PERFECTION 5 Pillars of Lean

  8. Only do that which adds value Eliminate waste Transportation Inventory Motion Waiting Over production Over processing Defects Skills Maximise VALUE

  9. Understand work as a PROCESS Something different goes out Something comes in Something happens in here

  10. Create smooth FLOW

  11. Think about the process from the customer’s perspective What does the customer need and when? Respond to PULL

  12. Aim for PERFECTION • University of St Andrews motto: • Aien Aristeuein • ‘Ever to be the best’ • Why settle for ‘that will do’? • Benchmarking? • Pick up one piece of work and complete it, or pass on perfect

  13. Lean at the University of St Andrews • Work with Service Units • Customer Service, Quality, Efficiency • Schools can focus on Teaching and Research • Students can focus on Learning • Embed Lean • ‘Lean’ is how we do things around here • It’s everyone’s job to improve everything • Staff take responsibility

  14. 8 Step Process • Request • Scope • Plan • Train • Redesign • Implement • Review • Feedback

  15. Request • An area of potential work is identified • By anyone • The process concerned will not be broken • Evolved to where it is now

  16. Scope • Goals, project team and resources agreed • Half a day • Process owner/s • Key stakeholder/s • Outcomes • Goals defined • Deadline set • Resourcing identified • Project team members identified

  17. Plan • Project Team reviews goals etc. • Half a day • Outcomes • Goals finalised • Data gathering and stakeholder consultation identified • How long? How long! • When and Where

  18. Training • Similar to this presentation • What is Lean? • What is the project all about? • What is going to happen during the project? and …. • What does this mean for me?

  19. What happens? Map how things are done at the moment Generate and analyse ideas about how things could be done Design a new process (Interim and/or Ideal) Create an action plan to ensure the new process is put in place Presentation to peers and management How do we do it? Working with the right people, the right information, with the authority to act Asking lots of questions - Why? Why? Why? Why? Why? Low tech Enjoyment! Redesign

  20. Implement • New process put in place • Ideally, the new world begins immediately • All or part may happen during Redesign • Usually, takes time: days, weeks or months • Perseverance

  21. Review • Lean Team maintains a management role • Progress is monitored • Regular meetings with Project Team • 2 to 3 hours • 2 weeks, then monthly until new processes proven • Maintain enthusiasm • Maintain momentum • Deal with issues immediately

  22. Project Outcomes • Better service to Students and simpler administration for Staff: • Student status letters • Library Services – Acquisitions, Cataloguing, Re-shelving • Student society formation • Student self certification of absence • Menu planning • Finance processes - Cash handling policy, AP, Sales invoicing • Estates job tracking • More time to do the important stuff

  23. Mark Robinson Lean University of St Andrews
Bute Annexe Westburn Lane
St Andrews KY16 9TS 01334 461780
lean@st-andrews.ac.uk

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