FUNDAMENTALS OF LEAN THINKING

April 27, 2017

BETH ADAMS, MA

MEET TODAY’S PRESENTER …

Beth Adams, MA

Director, Ann Arbor Meals on Wheels

Michigan Medicine

LEAN THINKING – PARTIAL OVERVIEW

POLL

• Workplace organization

• Communication

• Duplication of work

• Lack of standards

• Existing standards not followed

• Process issues

Of the following issues that Lean can help address, what

is the most pressing in your work area?

Any intelligent fool can make things bigger and more complex…it takes a touch of genius and a lot of courage to move in the opposite direction. - Albert Einstein

LEAN THINKING BASICS

• Basics created by Henry Ford

• 20 tools, systems and analysis methods unique to Lean

• Creating a culture of continuous improvement

• Effectiveness before efficiency

• Reduce waste & add ‘value-added’ work

LEAN THINKING BASICS

• Learn by doing, do the Gemba

oObserve

oAsk questions

oEngage

WASTE

TYPES OF WASTE

Any element of production, processing, or distribution that adds

no value to the final product or service

4/27/2017

VALUE-ADDED & WASTE

“Value Added” Steps:

- meet customer needs

- Transform inputs to outputs

- Are correct the first time

Non-value added

- Consume time and money

- Do not meet the customer’s need

- Required v. waste

Low-Income Tax

Clinics for Seniors

BEFORE

HBS = Green

Low-Income Tax

Clinics for Seniors

AFTER

HBS = Green

REMOVING WASTE

Step Observations Type of Waste (WIPCOMM)

VALUE STREAM MAPS

VALUE STREAMS

• Involves all of the actions/steps, from

beginning to end, currently required to

provide information, a service or product to

your customer

• A process is a set of actions/steps which

must be completed properly in the right

sequence to: make a product, complete an

order, deliver a service

VALUE STREAM STRUCTURE

VALUE STREAM STRUCTURE - SIPOCS

SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMER

Who/What is providing input to the

process

What the suppliers provide –

tangible or intangible

6-9 high level steps in primary

process

Delivered products or

services

Receives or benefits from the outputs (primary/ secondary

STAKEHOLDER

needs to be informed of (& benefits

from) change

ROOT CAUSE PROBLEM SOLVING

Turn all daily work into an experiment, and every

worker into an investigator. ~ Steven Spear

5-WHYS

Countermeasure

An action or set of actions that seeks

to prevent the problem from arising

Solution

Seeks to deal with the situation

PROBLEM DEFINITION TREE

• Start by defining the problem

• Document potential causes by asking “why” & drill

down:

• Do you think this is the root cause?

• Should we ask “why” again?

• If we address the root cause, will the problem

be permanently fixed?

Which is the most likely?

• Therefore Test

The life of lean is experiments….a daily practice of conducting experiments and accumulating knowledge. - Jim Womack, Gemba Walks

PRACTICAL STEPS

• Daily huddle

• VSM your morning routine

• Identify (at work or home):

a) 2-3 areas where standards either don’t exist or are

not followed consistently

b) the most disorganized area/aspect at work

c) 1-3 tasks that require re-work/starting over

AAMOW’S ACTIVITIES

• Procedure manuals for social work & front office/database

• Use checklists for training volunteers and new employees

• Visual cues for staff and volunteers

• Value stream maps to make process improvements

• Look for root cause

• Run “missing fields” and “not home/late cancel” queries

• Program impact questions/annual survey

• Daily “huddles”

• Empower staff to be change agents

TOOLS & RESOURCES

• Lean Enterprise Network http://www.lean.org

o Check out the Knowledge Center

• Going Lean in Health Care. IHI Innovation Series white

paper. Cambridge, MA: Institute for Healthcare

Improvement; 2005. (Available on www.IHI.org)

• Womack & Jones: Lean Thinking

• Steven Spear. Fixing Healthcare from the Inside, Today

QUESTIONS?

ENGAGE WITH THE ACADEMY ONLINE!

Join our Linkedin Discussion!

- https://www.linkedin.com/groups/7062647

Follow us on Twitter!

- @MOWAcademy

FUNDAMENTALS

OF LEAN THINKING April 27, 2017