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Module 4 Sustainable Lean

Module 4 Sustainable Lean. Welcome!. Agenda for all 5. Review of Module 3. You can now:- Create a future / aspirational state map Understand the importance of implementation planning and monitoring Brainstorm and share ideas with others. Lets Review Your Homework.

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Module 4 Sustainable Lean

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  1. Module 4Sustainable Lean

  2. Welcome!

  3. Agenda for all 5

  4. Review of Module 3 You can now:- • Create a future / aspirational state map • Understand the importance of implementation planning and monitoring • Brainstorm and share ideas with others

  5. Lets Review Your Homework Let’s Review Your Homework Future State Implementation Plan

  6. Agenda • Metrics & Measures • 5S • Visual Management • Creating a Lean Culture

  7. You Should… • Be able to apply sensible metrics to your projects • Understand the value of 5S and Visual Management • Understand your role in working towards a sustainable Lean University

  8. What is Lean?

  9. Put plans in place to standardise the process & set further review dates Investigate the current situation & understand fully the nature of the problem to be solved • Plan • Act • Do • Check Develop a future state. Implement short term fixes and long term plans to eliminate root causes Evaluate the effect of implementation; have actions delivered expected results?

  10. Why are Measures Important? • To know you’ve been successful • To understand and communicate the outcomes of a Lean improvement • To know you need to improve • To identify and target the right areas in a Lean review • To detect variance • To take corrective action (review A3) • To track changes over time and to inform next steps

  11. Definitions • Metric • Standards for measuring or evaluating something e.g. Time, cost, quality etc • Measure • A quantity or qualitative comparison of some kind – a track against the metric

  12. Metrics • Select Metrics That:- • Have a purpose and focus on the goal • Provide useful information • Can be accurately measured • Are clear and concise • Focus on the customer • Enable informed decision making

  13. Measures • Quantitative Examples • Total time to deliver a service • FTE freed up • Number of steps in the process • Qualitative Examples • Perception of a customer • Perception of staff • Observations

  14. Roadmap • Identify metric owners • Who will collect the data & how • Measure only what you need Scope out project & define ‘improvement’ P Agree metrics D Collate baseline measures Implement changes C • Measurement timescales Measure at agreed intervals A • Metrics are worthless if not acted upon Act on the data

  15. Targets Cons Pros Drive Behaviour Healthy Competition Focus on a Common Goal Agreed • Drive Behaviour • Staff • Management • Demoralising • Stops You Performing at Your Best • Imposed Must have the right management attitude and behaviour Chocolate Factory...

  16. Metrics Summary • Measure from the customer’s point of view. • Don’t just measure the parts, measure the effectiveness of the end-to-end process. • Measure what matters because metrics drive behaviour. • Establish what is truly relevant and then measure it, not what is easy or what has always been measured. • What gets measured gets improved • Use targets wisely

  17. What Metrics Could You Select To Measure Wastes In You Processes? What Metrics Would you use to Measure Wastes in your Process

  18. Put plans in place to standardise the process & set further review dates Investigate the current situation & understand fully the nature of the problem to be solved • Plan • Act • Do • Check Develop a future state. Implement short term fixes and long term plans to eliminate root causes Evaluate the effect of implementation; have actions delivered expected results?

  19. 5S

  20. What is 5S? • 5S is a structured programme to implement workplace organisation and standardisation • 5S represents 5 disciplines for maintaining a visual workplace • 5S is one of the foundations to Lean management

  21. The 5S Steps • 1. Sort • Remove what is not needed & keep what is needed • 4. Standardise • Establish standards & guidelines for maintaining • 3. Shine • Check for abnormalities, keep everything tidy • 2. Set Location • A place for everything & everything in its place 5. Sustain Ensure adherence – Self Discipline

  22. Why Does 5S in the Office Have Such Bad Press? • Applied inappropriately. Do you need to label your own stapler? • Seen as housekeeping (to be done by housekeepers) • Seen as something over and above daily work • Emphasis on tidy office rather than continuous improvement – visual management, immediate response to abnormalities etc

  23. The Benefits of 5S • A clean and orderly workplace that facilitates change • To make problems visible and makes aBnoRmaIity jump out • Space is made available for work • Quality and safety are better in a well maintained environment • Objects and information are easily accessible • Promotes continuous improvement • 5S helps eliminate the 7 wastes • The initial purpose of 5S is to help change the culture!

  24. Change Culture How? • Establishes routine behaviours, daily, weekly etc • Breaks down barriers between departments • Encourages Lean thinking • Kick starts suggestion system • Establishes a continuous improvement framework • Introduces visual management

  25. 5S Game • 2 3 4 5 6 7 8 • 10 11 12 13 14 • 15 16 17 18 19 20

  26. Could 5S Help You Perform as Well as a Pit Crew? http://www.youtube.com/watch?v=gzbhpHfqJiI

  27. Cardiff University

  28. How the Lean Team Works Challenge the team to find any electronic file in 30 seconds!!!!!

  29. University 5S • Not a factory floor, move around papers, information, should do this as efficiently as possible. • Having correct information available, accessible and current and in a standard form is essential to effective Knowledge management • When you highlight the critical parts of your processes and make them visible using 5S methodology – then you’ll see at a glance when the process is deviating and correct

  30. Visual Management

  31. Visual Management Which of these is easiest to understand? • APAGOREUETAI TO KAPNISMA • or VIETATO FUMARE or

  32. Visual Management • Performance Boards • Signage • 5S • Gemba walks

  33. Big gaps Visual Management

  34. Visual Management

  35. Visual Management

  36. Visual Management • Kanban – a visual signal • The last water bottle is labelled as a signal to replenish supplies

  37. Sustainable Lean

  38. The Lean Culture “Lean philosophy is not a productivity model. It is an employee engagement model. It is designed to maximise the engagement of the employee. The productivity benefits are purely a by-product. A very important, powerful and ultimately profitable by-product, but a by-product none the less” Alan Jones, Chairman of Toyota UK

  39. Sustainable Lean 5S Visual Management Poka Yoke Mapping Culture Change PEOPLE The Lean Iceberg Model (Hines et al, 2008)

  40. Strategy and Alignment How to get the whole team aligned and moving in the same direction at the right speed!

  41. Strategy Policy Deployment Planning Schools Finance Finance Strategy / Policy Deployment H R Estates Lean Schools HR Registry Estates International Planning International Lean Registry Peoples objectives inconsistent Working hard achieving Departmental goals Peoples objectives aligned Working hard achieving University goals

  42. Strategic Vision & Alignment Now the entire team can see the complete landscape and not just the next mountain.

  43. What is Organisational Culture? - the habits and accepted norms that underpin how we work and what is and isn’t acceptable in the workplace To change the culture we must change our habits

  44. Habits Clasp your hands. Fold your arms. Now fold your arms the other way. Now clasp them the other way. Much of what happens in any organization is a result of the habits that people have learned through practice, whether deliberately or not.

  45. Which Line is Longer? A pitfall of many habits is that the past experiences that created them do not necessarily represent future situations

  46. Changing Our Autopilot (The Toyota Kata) A kata is a routine you practice deliberately so the pattern becomes a habit

  47. Kata (Practice) Creates Culture This is automatic unconscious daily practicing This is deliberate, conscious daily practicing Team / Organisational Culture Routines Habits Norms Mindset and behaviour Practicing specific new behaviours Affects Teaches

  48. Develop The Improvement Habit Through Practice.. The obstacles are situational & will vary Future State Obstacles Obstacles Obstacles Current State Unclear territory The pattern of thinking and acting stays the same 5 Whys PDCA

  49. What can you do?

  50. Coaching (at the gemba) – 5 Key Questions • What are you trying to achieve? • Where are you now? • What’s currently in your way? • What’s your next step? What do you expect? • When can we go and see what we have learned from taking that step??

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