Lean Awareness Raising

C I H North West

Andrew Schofield

Agenda

Welcome and Introduction

Context

Lean – an introduction

Lean Simulation

Value Stream Management

Setting Direction and case study

Next Steps

Feedback and Close

Our Housing Clients

Other Sectors where we work

Manufacturing• Automotive ,

• Medical

• Aerospace

• Food

Services• Pathology and pharmaceutical testing

• Shared service facilities

Public Sector• Local councils eg Revenues & benefits, environmental services, finance

• Health

What do we want from the business in which we work?

• Money !

• Sustainable

• Worthwhile

• Satisfying

• Fun

• How do we get it? –

• Through continuously improving our performance and efficiency

Purpose & Context

What is the Purpose of your business?

What are the Issues?

Need?

Implementing Change – The Change Model –Getting everyone on board

Type Activity On Board

Leaders

Awareness Raise 15%

Followers

Educate and Train 50%

People who get Out of the way

Demonstrate through Pilot to Prove 98%

People who get In the way

Manage Them!

Introducing Lean

1. Choose strategic, customer centred projects

2. Think big, but start small

3. Involve everyone

4. Tailor your approach to your culture

5. Assign experienced resources

6. Use metrics to drive progress

7. Communicate, communicate, communicate

Lean Thinking

Lean Thinking

An Introduction

Why Lean? Lean Thinking is……

• The elimination of waste , the relentless search for improvements in productivity and customer service and the sustained motivation of the workforce to solve these and other problems at their own level

• Used by the top performing organisations in business, not just the upper quartile

• A highly effective business improvement methodology, which can be applied in all parts of the enterprise, and at all levels

• It is easy to understand, highly motivational, and robust, leading to significant and sustainable business growth and improvement

• It works!

Lean Thinking Principles

At the Pull of the Customer

In Pursuit ofPerfection

Make the ValueFlow

Understand theValue Stream

Specify Customer Value

The Seven Wastes

Overproduction

Defects

Waste (Muda)

(Non Value adding to product or

service from the POV of the

Customer)

Unnecessary

Motion

Unnecessary

Inventory

Inappropriate

Processing

Transporting

Waiting

Can’t complete

Surveys.

Can’t complete, go back

700 jobs on planning interfaceShop repair booking

process

Repair information

Waiting for my mate

100% surveys

Don’t use info

What does one typically find?

Necessary Waste

35%

Unnecessary

Waste

60%

Value Added

Activities

5%

Mapping a business process - Order Fulfilment

Order Fulfilment

The (O.F.) Lean Thinking Principles

Manage By fact

Prioritise the “Vital Few” – You can’t do everything

Plan with 5W 1H – what when why where who and how

Establish Root cause – 5 Why’s

…at the “Point of Activity”

Understand the Voice of the Customer

Organise appropriately

Prevention better than detection

Visual Management

Make it Flow – automatic alignment

Pull better than push

Buffer the process

Exploit the Constraint

Value Stream Management

Identifying and Removing Waste in Value

Streams

We need to Find the Waste First

PROCESS ACTIVITY MAPPING

BIG PICTURE MAPPING

FOUR FIELDS MAPPING

Over Production

L L

Waitingwe Waiting H H

Transportation H H

Inappropriate Processing

H M L

Unnecessary Inventory

M M

Unnecessary Motion

H

Defects L H H

Waste Analysis

The Waste Root Cause The Opportunity High/

Low

Impact?

Easy/

Hard to

do?

What is a Lean Process ? Every step -

Valuable

• as judged by the customer.

Capable

• a good result every time.

Available

• ready whenever needed.

Note: Capability x availability = stability.

Adequate

• just enough capacity

Flexible

• can switch quickly at low cost from one task to the next.

Manage the Process, and Continuously Improve

ImplementationUse appropriate tools and techniques to eliminate the causes of the waste

Action PlanningPrioritisation of the issues, and planning to give greatest benefit

Waste Analysis and Opportunity PlanningIdentify Root Causes, and the ‘What’s’

Gather the FactsScope the Process, and Map using Process Activity Mapping

So how do we improve it?…by applying Lean Methodology

Prioritise the Issue Set Targets and Identify Owner

Case Study

• Text here

Results

Awareness Raising

Improve Efficiency

MeasuresMeasuresMeasuresMeasures

Implement Implement

Measures

Design Future State

Plan and Prepare

Measures

August September

Diagnosis

Target Setting

Implement Improve Efficiency

April May June July

STAFFORD & RURAL VOIDS

0

20

40

60

80

100

120

140

160

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Week

Num

ber

Available to let

Awaiting Repair

Held

Major Voids

Total voids

Linear (Totalvoids)

Comments

Tenants

Very impressed to see neighbouring properties

relet so quickly.

Are you sure they are doing this properly.

Management

Amazed at the levels of co-operation, within teams and across functions. Delighted with the numbers.

People

Really enjoying the success, determined to improve more, got to know and like colleagues a whole lot better.

Results

• Text here

Results

And Finally….

A check against your expectations