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Lean White Belt Certification

Lean White Belt Certification. Module 1: History and Evolution of Lean Myths & Misconceptions Donna Matthews Jarrell, DVM Director, MGH CCM Introduction by:. Dr Steven Niemi, DVM, Director, Harvard University Faculty of Arts and Sciences. Agenda. Opening Comments:

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Lean White Belt Certification

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  1. Lean White Belt Certification Module 1: History and Evolution of Lean Myths & Misconceptions Donna Matthews Jarrell, DVM Director, MGH CCM Introduction by: • Dr Steven Niemi, DVM, Director, Harvard University Faculty of Arts and Sciences

  2. Agenda • Opening Comments: • Dr Steven Niemi, DVM, Director, Harvard University Faculty of Arts and Sciences • Our Journey • VOE-Network & White Belt Certification • Your Journey • Certified White Belt Training • Faculty Introduction: • Donna Matthews Jarrell, DVM, MGH • White Belt Certification Module 1

  3. Our Journey 2012: Pre-AALAS Lean White Belt Symposium, Minneapolis, MN 30 students: 100% White Belt success 2013: Pre-AALAS Lean White Belt Symposium, Baltimore, MD 30 students: 100% Whiter Belt success 2014: Vivarium Operational Excellence Network launched: San Antonio, TX 40 attended Toyota Plant Tour 16 members; 4 countries 2015: VOE-Network Learning Sessions 4 Webinars: Operations & Management Virtual White Belt Training 2016: YOU Dr Steven Niemi, DVM Director, Harvard University Faculty of Arts & Sciences

  4. Class of 2013 Class of 2014

  5. Your Journey Objectives: Develop Lean Awareness & Understanding… “What I hear, I forget; What I see, I remember; What I do, I understand.”

  6. Methodology “See”: Listen, watch, take notes, submit questions “Learn”: Active experimentation: recognize areas for improvement & test concepts “Do”: Apply the concepts; make a difference Information Understanding Knowledge

  7. CERTIFICATE OF COMPLETION Your Name Here Has completed the requirements for Lean White Belt Certification offered by the Vivarium Operational Excellence Network January 1, 2016 __________________________ Gerard M. Cronin, Notary Public

  8. Dr Donna Matthews Jarrell, DVM

  9. Lean History and Evolution

  10. Lean History and Evolution 1500s • Venice: 1500s • Venetian Arsenal • Assembly-line 3-stage process • Frame-first • Planking & cabins • Final Assembly • Standardized Parts • Minimized Material Handling • Moving Assembly Line • Canal transport

  11. Lean History and Evolution • Eli Whitney 1780s • Interchangeable parts • Fit issues • Low volume • Complex parts • Tighter Tolerances • Ball to bullet • High volume • War demand 1860s • Colt Armory

  12. Lean History and Evolution 1880s • Moving “dis-assembly” Line

  13. Lean History and Evolution 1902 • Sakichi Toyoda • “Intelligent Loom” • Error-detection • Jidoka: “autonomation”

  14. Lean History and Evolution 1926 • Mass Production • Truly interchangeable parts • Repeatable processes

  15. Lean History and Evolution 1937 Kiichiro Toyoda: • Just-in-Time production • Signal-driven • Inventory = waste • “Everything must have Flow” • Pull / One-piece Flow Supermarket gravity feed

  16. 1942

  17. 1942 Nagasaki Hiroshima

  18. MacArthur & DemingPost-war General Douglas McArthur Supreme Commander of Allied Forces

  19. Deming’s Observations • Obliterated infrastructure • Few natural resources • Crippled, but resourceful & resilient • No money for industry • One abundant resource: People • Keen to solve problems using the least amount of resources to survive

  20. PDCA:Scientific Method • Shewhart/Deming: • Statistical Quality Control • “Make mistakes faster” • Continuous improvement Plan Do Study Act “Shewhart Model” “Deming Model”

  21. Deming’s “System of Profound Knowledge” People + Process + Systems + Empowerment =

  22. JOY!

  23. “People will work for free… …if they love what they do…”

  24. Lean History and Evolution 1960s • Lean Management • Problem-solving • Collaboration • Leadership • Customer support

  25. Japanese Quality

  26. Lean History and Evolution 1987 • John Krafcik, MIT • “Lean management” system” “Value”: “providing benefit to the customer” • Of the highest quality • At the right time • At an appropriate price Anything else is waste.

  27. “Process”Defining “Value”: Customer Perspective 50% = Waste Would you buy this car? $60,000.00 

  28. Womack, Jones, Roos & Liker

  29. Lean History and Evolution 1990s • “Lean” in Healthcare • Force-fit • Poor Adaptation • Staff Resistance

  30. Learning and Quality • Do not make, accept, or pass on a defect • Inspection is the enemy of quality • The operator is responsible for identifying, tracking, and correcting his defect rate

  31. Myths & Misconceptions

  32. Jim WomackCEO, Lean Enterprise Institute • http://www.youtube.com/watch?feature=endscreen&v=Fdv4201hv0Q&NR=1

  33. True or False: Lean management results in eliminating workers Myths & Misconceptions

  34. True or False: Lean management results in eliminating workers False! If done well, Lean initiatives are less a cost-cutting exercise and more a growth exercise Success is dependent on the entire team Individuals need to know they're performing Lean activities to help the company grow, not to engineer themselves out of a job. Myths & Misconceptions

  35. True or False: Lean environment requires everyone to work harder Myths & Misconceptions

  36. True or False: Lean environment requires everyone to work harder False! The focus of Lean management is to change the way work is completed so that work becomes more efficient and easier! Myths & Misconceptions

  37. True or False: Lean is about doing more with less Myths & Misconceptions

  38. True or False: Lean is about doing more with less False! Lean is about doing more to get more Increases capability to free up capacity Reducing waste is a growth strategy, A way to help the organization be more nimble & competitive Myths & Misconceptions

  39. True or False: Lean is just about reducing costs Myths & Misconceptions

  40. True or False: Lean is just about reducing costs False! Lean is about making the organization more nimble & successful Lab Animal Staff must understand the customer value stream, and Understand what customers are willing to pay for Lean ensures that the customer gets exactly what they need exactly when and where they need it. Myths & Misconceptions

  41. True or False: Lean means to “crank up” machines or processes to get more product or services out the door Myths & Misconceptions

  42. True or False: Lean means crank up machines or processes to get more product or services out the door False! In fact, Lean teaches us to stop machines and production if they are producing unneeded inventory. The worst waste of all: “OVERPRODUCTION” Myths & Misconceptions

  43. True or False: Lean is just about common sense. Myths & Misconceptions

  44. True or False: Lean is just about common sense. False! If this were true, why do companies go out of business? Lean is about discovering problems that may defy common sense so that we are continuously improving to make our jobs more efficient and easier Myths & Misconceptions

  45. “Although no one can go back and make a brand new start, anyone can start from now and make a brand new ending.”Carl Bard

  46. Questions

  47. “Connecting the Dots” Proof of Concept

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