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Core Practices Foundation training

Core Practices Foundation training. Be open to new ideas Share experiences and ideas Ask questions and express concerns Listen for what is new Think ahead Be courteous and polite to others Make decisions by consensus Work hard and have fun Be concise. What is your name and job role

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Core Practices Foundation training

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  1. Core Practices Foundation training

  2. Be open to new ideas • Share experiences and ideas • Ask questions and express concerns • Listen for what is new • Think ahead • Be courteous and polite to others • Make decisions by consensus • Work hard and have fun • Be concise

  3. What is your name and job role • What would you like to get from todays session? Favourite sport team First pets name Favourite Actor/Actress Favourite hobby Favourite Film Favourite animal Favourite song Favourite food

  4. 1856-1915 Fredrick W. Taylor Scientific Management Taylor looked at individual workers and work methods to reduce process times. He developed time study and standardised work which was part of his theory of Scientific Management 1765-1825 Eli Whitney Interchangeable Parts Whitney developed the concept of interchangeable parts when he took a contract from the US Army for the manufacturing of 10,000 muskets at the low price of $13.40 1868-1924 Frank Gilbreth Process Charts and Motion Study Gilbreth added Motion Study and invented Process Mapping. Process Maps focused on all work tasks, and assessed/removed any non-value added elements 1863-1947 Henry Ford Lean Production Ford took people, machines, tooling and products – arranged them into a continuous system for manufacturing the Model T automobile creating flow through production.

  5. 1909-1990 TaiichiOhno and Shigeo Shingo Toyota Production System Ohno and Shingo created the Toyota Production System which originally focused on; inventory, team development, cellular manufacturing and reducing setup time which lead to smaller batch sizes, continuous flow and product variety. 1875-1966 Alfred Sloan Manufacturing to deal with variety At General Motors, Sloan took a more pragmatic approach, creating manufacturing strategies for large business that wanted to deal with variety. 1980’s America World Class Manufacturing Many American business studied the success of the Toyota Production System and used it to achieve great benefits. 1990’s James Womack & Daniel Jones Lean Thinking In 1990 Womack & Jones wrote a book called “The Machine that Changed the World” which described the history of lean. They then wrote “Lean Thinking” which explained Lean Manufacturing based on five principles.

  6. 5 Principles of Lean

  7. 5 Principles of Lean Identify Value The starting point is to recognise that only a small fraction of the total time and effort in any organisation actually adds value for the end customer. By clearly defining Value for a specific product or service from the end customer’s perspective, all the non-value activities - or waste - can be targeted for removal.

  8. 5 Principles of Lean Map the Value Stream The Value Stream is the entire set of activities across all parts of the organisation involved in jointly delivering the product or service. This represents the end-to-end process that delivers the value to the customer. Once you understand what your customer wants the next step is to identify how you are delivering (or not) that to them.

  9. 5 Principles of Lean Create Flow Typically when you first map the Value Stream you will find that only 5% of activities add value, this can rise to 45% in a service environment. Eliminating this waste ensures that your product or service “flows” to the customer without any interruption, detour or waiting.

  10. 5 Principles of Lean Establish Pull This is about understanding the customer demand on your service and then creating your process to respond to this. Such that you produce only what the customer wants when the customer wants it.

  11. 5 Principles of Lean Seek Perfection Creating flow and pull starts with radically re-organising individual process steps, but the gains become truly significant as all the steps link together. As this happens more and more layers of waste become visible and the process continues towards the theoretical end point of perfection, where every asset and every action adds value for the end.

  12. Seek Perfection

  13. Seek Perfection

  14. The Core Practices are the key tools everyone at National Grid need to understand and use. It is essential that we apply the tools, but more importantly the behaviours and thinking that underpin them. This will support changing the way we work, think and ultimately behave.

  15. Performance Excellence Change Management Performance Excellence Contract Management Stakeholder Management Project Management Customer Focus Regulatory Understanding Commercial Awareness

  16. Training complete, evidence approved by ‘CoE’ member Performance Excellence Training complete, evidence approved by ‘Expert’ member Training complete, evidence approved by ‘Advanced’ member Complete training

  17. The topics we will cover today are: Core Practices • What are they? • How do they work together? Foundation training • Standard Work • Visual Management • Team Hub • Problem Solving • Workplace Review

  18. For the rest of the session you are all employees of Finding A Better Way (FABW) paper plane company • The company has just won a contract to design, build and supply 30 paper planes in batches of 6 • The customer has agreed to pay £10 per paper plane delivered defect free • Aviation standards set the highest quality requirements, something the customer will be very stringent with • The customer has some very specific delivery requirements: • The customer has requested a prototype to sign off before production • The first batch can be delivered anytime up to a maximum of 15 minutes • The remainder of the order must be delivered within 19 minutes • Material costs are £1 • Labour costs are £1 per person

  19. Create a paper plane. • Name your paper plane and write it in a distinctive place on the plane. • Add artwork to your plan – must have 3 colours. • Test your paper plane and tell the group the reason for your plane name.

  20. Airacobra – reflects the cobra symbol of power and poise • Avenger – to take revenge • Black Widow – reflects the mission as a black painted night fighter • Commando – named after elite type of soldier • Constellation – reflects elegance and beauty • Dragon – mythological creature depicted as a winged serpent or reptile • Havoc – aggressive name to reflect power and destruction • Liberator – bomber to “liberate” the occupied countries of Europe • Wirraway – Australian built aboriginal name translated as “Challenge”

  21. Standard Work Model Introduction to the Standard Work model STANDARD WORK

  22. To deeply understand your process & know what it is capable of producing To establish your available time, the customer requirement & resource to achieve it Layout and continuous flow of work that supports your customer needs A live document which captures the current best method for all processes and can be used for training To establish reasons for not achieving targets. Review all processes to sustain Standard Work and establish a base for all improvements STANDARD WORK

  23. Standard Work - Process Process overview Process mapping STANDARD WORK

  24. PROCESS - A series of actions or steps taken in order to achieve a particular end • A process has a start and an end defined by two limits INPUT Customer who has a need OUTPUT Customer who has a need met STEP 3 INPUT STEP 1 STEP 2 STEP 4 OUTPUT • and a chain of activities between these two limits STANDARD WORK

  25. Seek Perfection

  26. Process mapping is a diagram which pictorially represents a series of individual steps or activities that are taken to provide a determined output Benefits of process mapping STANDARD WORK

  27. Draw the first step of the process you followed to create your chosen paper aeroplane • Draw the final step of the process • Draw the individual steps of the process in between STANDARD WORK

  28. FABW plane company has 5 sites which the plane needs to pass through to be built • Decide which steps of the build will be manufactured across five sites: • Fuselage, undercarriage and landing gear • Cockpit including all instrumentation • Wings (including aileron/flaps), engines, fin and dorsal • Paint Marketing, name and registration number • Quality assurance & Delivery (keep track of number of planes made and number of planes delivered successfully) • Transporter

  29. Visual Management What is it? Visual Control Boards Managing for Daily Improvement VISUAL MANAGEMENT

  30. Visual Management is a system of displays and controls designed to support sustainment of a process standard • Visual management is a business management technique that makes important information visible to all • It presents information in an easy to understand way by using visual signals instead of text, so that anyone can follow them • The design is deliberate in allowing quick recognition of the information being communicated in order to increase efficiency & clarity • When you see something you can understand it better VISUAL MANAGEMENT

  31. لاا الغوص Arabic niet duiken Dutch 没有跳水 Chinese No Diving нет дайвинг Russian English interdit de plonger French VISUAL MANAGEMENT

  32. Visual controls Allow people or the process/system itself to recognise when an error or problem is about to occur, or has just occurred driving a corrective action Visual displays Communicate information effectively and allow identification of deviation from a standard Workplace Organisation Also known as 5s is a method used to set up and sustain a physical workplace and systems to their optimal condition VISUAL MANAGEMENT

  33. Visual controls Allow people or the process/system itself to recognise when an error or problem is about to occur, or has just occurred driving a corrective action VISUAL CONTROL BOARDS Visual displays Communicate information effectively and allow identification of deviation from a standard Workplace Organisation Also known as 5s is a method used to set up and sustain a physical workplace and systems to their optimal condition VISUAL MANAGEMENT

  34. A visual control boards is a business management tool that is designed to quickly communicate information on how a process is performing • Where possible it should make you to react when off target VISUAL MANAGEMENT

  35. Example:- Visual Control board Blocker Codes A VISUAL MANAGEMENT

  36. Monitoring and controlling the process steps • Highlight deviations from the standard • Understand blockers for off-target performance • Respond proactively and effectively to problems • Understand performance from the control board within two minutes VISUAL MANAGEMENT

  37. A method of collecting data to quantify and prioritise reasons for over or under performance against target. • MDI is used to drive continuous improvement activities within our normal working practices, capturing both over and under performance • It captures the cause of underperformance which are exposed through frequent performance monitoring • It also helps categorise and prioritise causes to enable effective countermeasures to be put in place • Enables individuals to be honest about their reasons for shortfalls in performance in order to identify trends and themes across the team. VISUAL MANAGEMENT

  38. Identify target and actual performance Capture reason for gap in performance Capture relevant 3C for prioritised reason Collate reason codes for the team VISUAL MANAGEMENT

  39. Understand why productivity takes anose dive • Avoid dealing with the same problem week inweek out. • Understand reasons for high performance so that the actions can be captured and repeated. • MDI provides a visible illustration of the key reasons for poor performance which indicate the issues to prioritise for problem solving. VISUAL MANAGEMENT

  40. As a group discuss the control board for the FABW company

  41. Team Hub What is it? Structure Document overview Participation and behaviours TEAM HUB

  42. A Team Hub is a place where teams meet on a regular basis to review performance and agree actions to drive improvements • A Team Hub visually displays team performance against key measures • It provides a consistent focus to enable the team to understand how they are performing and identify any issues to drive improvements • Promotes communication and engagement by giving teams the opportunity to discuss other important issues such as work planning, resource availability and team moral • Develops team working and shared ownership • Share information, learning and best practice across the business TEAM HUB

  43. A Team Hub is a place where teams meet on a regular basis to review performance and agree actions to drive improvements The hub belongs to the whole team, it is not the manager’s hub TEAM HUB

  44. People • This area makes sure that we have the appropriate resource, with the right skills available, so that we can complete our tasks in a safe environment • Performance • This area holds all the agreed measures that have been derived from the team's line of sight, business priorities and customer needs and demonstrates how well the team is performing • Continuous Improvement • This area is used to capture performance issues, and identifies how we address and manage them TEAM HUB

  45. TEAM HUB

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