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Lean for success
- 1. Heather Hughes, CMC Victoria BC [email protected]
- 2. How can it help my organization? What do I need to do to meet with success? Who should steer the process? What is the process anyway? Is there one way or is it adaptable?
- 3. Revolutionary Complicated Difficult Expensive Painful
- 4. A way to reduce waste AND it is also a way to Unleash Innovation Improve Employee Engagement Reduce Stress and Absenteeism Save on Training Costs Enhance Customer Loyalty Expand into New Markets or Add Products
- 5. Three Aspects ofthe Improvement Process Breakthrough Achieving customer requirements by Innovation changes in entirely new means performance through the application of Improvement Utilising current lean principles resources with minimum waste Standardisation Step by step incremental Consistently applying change known best practice • PG550GL08 8 5
- 6. Quality Processes YieldQuality Results Kaizen® = People using Process to get Results Desired People Results Consistent Process Traditional = People doing whatever they can to get results R1 R2 Inconsistent People R3 Results R4 Inconsistent Process “I don’t care how you do it, just get it done!”
- 7. The idea of‘Kanban’ and the ‘Pull System’ was developed by Toyota Machine Shop Manager, later Managing Director, Taiichi Ohno. In the early 1950’s, Ohno’s machine shop was continually having problems with shortages of parts. This prevented his team from keeping pace with car production, so he began to look for an answer.
- 8. Ohno visited the US in 1953. During his stay, he went to a Supermarket. He saw products available on the shelves, for customers to buy as they needed them. Could this be done for machine parts?
- 9. The Story of‘Kanban’ • Ohno made ‘Supermarket’ shelves for parts boxes in the machine shop. • He attached a card to each box • Operators would the take any of the parts they needed. • As they used a box, its card was sent to the work station to call another. • These cards were called ‘Kanban’ (meaning ‘signboard’) cards. Appendix KT1 - Kanban Systems Training
- 10. Request Review Check product order Inventory Receive Source Place order goods Product Ship to customer
- 11. Waiting for: ◦ people to complete a step in a project ◦ Approvals to proceed ◦ Reports to be read ◦ Budgets to be allocated ◦ Supplies to arrive ◦ Staff to come back from breaks ◦ Computers to spit out something This waiting is unproductive time and a HUGE cost = WASTE
- 12. too many steps to complete something too many people connected to a task too many levels of approval too many signatures on papers too many places where goods are stored too many steps to get the things you need Talking of too…
- 13. Their insatiable curiosityis fantastic, especially there ability it ask… WHY? WHY? WHY?
- 14. Challenges every step, each action, each process and causes deeper, more creative thinking
- 15. sales shipping finance
- 17. Read the case Identify the waste Actions, people, waiting Decide what to cut without damaging results What benefits are there for the customer? What impact could the changes have for the employees?
- 18. Far too oftenpeople make it overly complex - then the LEAN project itself could benefit from a LEAN consultant!
- 20. The benefits from theemployee’s and customer’s point of view They want to know… How will this help me? Why should I get involved?
- 22. LEAN Thinking isDifferent “old” way of thinking “new” way of thinking We need to ask the Customer what they want. This is translated into Quality Cost We Know what the customer wants, Delivery We have Made it. We need to detect trends before Someone Must buy it our competitors.
- 23. DO NOT exceed the maximum speed limit STANDARD WORK VISUAL STANDARD MANAGEMENT MANAGEMENT
- 27. Probably – usually does May encounter resistance Challenges current practices It’s an opportunity to explore alternatives Sometimes seen as a threat Frees employees from low value procedures Saves $$$ Questions?