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www.leanuk.org Grasping the Situation Using the Lean Transformation Framework Darren Walsh LEAN UK Summit Masterclass 2016 1

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  • www.leanuk.org

    Grasping the Situation Using the

    Lean Transformation Framework

    Darren Walsh LEAN UK Summit Masterclass

    2016

    1

  • www.leanuk.org

    Welcome Introductions & Overview of the Day

    2

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    Grasp the Situation

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    Housekeeping

    Safety: Alarms, Exits & PPE

    Comfort: Breaks, Restrooms, Connectivity

    Style: Learning, Cameras

    4

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    Agenda - Grasping the Situation

    Introductions/Objectives/Agenda Introduction to Lean Transformation / Framework Overview of the facilities approach to business improvement and Lean Explore the 5 dimensions of the Lean Transformation Framework Practical Grasping the Situation Exercise using Lean Transformation

    Framework. Discussion to review LTF potential gaps Reflections & Expectations Review

    5

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    Learning Objectives

    Develop a greater understanding of: The facilitys Lean transformation approach. The common approaches to Lean transformation & business improvement. The 3 Common Pitfalls to Lean Transformation Lean Transformation Framework and its five dimensions How to use the LTF in a practical way to Grasp the Situation and identify

    potential organisational/ team gaps that should addressed to move to the next level of business performance.

    Explore potential strategies to address those gaps. The critical role that leadership can play by Grasping the Situation and

    addressing gaps within their organisation or team.

    6

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    Introductions & Expectations

    Who you are Your role What is your current Lean challenge & expectation (gaps/

    challenges etc)? What should be most efficient, Man, Machine or Material?

    This workshop will have been a success & made good use of my time if

  • www.leanuk.org

    Managing Expectations

    This workshop will address the objectives. But it wont make you an expert Only practice will

    8

  • www.leanuk.org 9

    Noteable Achievements

    4. What management system and leadership behaviours are required to support the new way of working?

    5. What basic thinking, mindset or assumptions underlie this lean transformation

    3. How do we develop the people?

    2. How do we improve the actual work?

    1. What is our purpose, what value are we trying to create, or what problem are we trying to solve?

    How LEA can help

    In our Action Research with organisations we develop hypotheses about Lean Thinking and what works bestOur approach helps the organizations we work with build a competitive advantage

    We help develop the capability of people so the results can be sustained

    We do this through a number of mechanisms:

    The UK Lean Summit is run each November. It gives practitioners the

    opportunity to network & learn the latest developments - view 99 previous talks on

    YouTube

    Our Social Media channels bring you the most upto date news in the Lean

    world and allow you to share with your colleagues instantly

    Our aim is to develop and disseminate knowledge of Lean thinking and Lean practice.

    Our workbooks are designed to help organisations and individuals implement

    Lean

    We offer bespoke in-house workshops to assist you with specific

    business issues

    The UK Source for Lean Thinking & Practice

    Our unique perspective is that we continuously seek to learn what the most effective mechanisms are for transferring this Lean knowledge and developing Lean capability so together we can

    create more value, right first time, on time, in less time.

    Lean Enterprise Academy Status Review

    Current Condition

    Working With UsBackground:

    Using the Lean Transformation Framework through coaching and mentoring we help organisations and individuals understand and implement Lean thinking. We do this by working with you to define and address gaps in performance that need to be closed, developing both your capability to improve the flow of value to your customers and the

    problem solving ability of your people so that you can sustain the gains and continuously improve.

    In response to the success and impact that Lean institutes led by Jim Womack (USA), Daniel T Jones (UK) and Jose Ferro (Brazil) had, a community of Lean thinkers and a

    network of organizations offically formed the Lean Global Network in 2007 Daniel T Jones inducted into the

    AME Hall of Fame

    Automotive partner sees 100% improvement in profitability in

    12 months

    Dansk Industri's Productivity Award presented to an

    International Retailer whom we provided mentorship

    LEA partner wins Lean Prize Norway, awarded for collaborative

    leadership and employee-driven innovation

    In 2003 Daniel T. Jones establishes the non-profit Lean Enterprise Academy to fulfil

    the following mission:

    Our aim is to develop and disseminate knowledge of Lean

    thinking and Lean practice.

    In January 2014, John Shook Chairman of the Lean Enterprise Institute in the US, articulatedthe Lean Transformation Framework in a YouTube video https://youtu.be/kEcdliWZH30

    The transformation framework entails transforming five fundamental dimensions, addressing the following high-level questions:

    Writ

    ten

    cont

    ribut

    ions

    to th

    e Lea

    n m

    ovem

    ent

    Our core mission remain the same as when we first started:

    The Lean Enterprise Academy is now in it's 12th year and we are well established as

    Daniel T Jones inducted into the Shingo Academy to recognise

    lifetime commitment and achievements in the area of Lean

    Our publications Breaking Through to Flow and Creating Lean Dealers recieve the Shingo Research and Professional Publication Award

    LEA Door to Door Club member wins HSJ Best Acute Healthcare

    Organisation of the Year

    2009

    1990

    2005

    2006

    1996

    2005

    2006

    2007

    1998

    Our website www.leanuk.org delivers regular Lean articles -

    sign up to receive content direct to your inbox

    Our public workshops help companies quickly get to grips with Lean practice -

    topics include A3, VSM, Policy Deployment and the Lean Transformation

    Framework

    Visit:www.leanuk.org

    Email: [email protected]

    Call:+44 (0)1600 890590

    Purchase a workbook

    Attend our summit

    Learn about public workshops

    Ask about our bespoke in-house workshops

    Undertake a Lean Transformation

    Request Daniel T Jones or David Brunt to take a Gemba Walk

    Have one of our faculty give an inspirational speech to your organisation

    OUR GOAL WHEN WE LEAVE

    YOU HAVE THE CAPABILITY TO DO

    2002

    Sheet1

    Lean Enterprise Academy Status Review

    Background:Working With Us

    Written contributions to the Lean movementNoteable AchievementsIn January 2014, John Shook Chairman of the Lean Enterprise Institute in the US, articulated

    Dansk Industri's Productivity Award presented to an International Retailer whom we provided mentorshipthe Lean Transformation Framework in a YouTube video https://youtu.be/kEcdliWZH30

    The transformation framework entails transforming five fundamental dimensions, addressing the following high-level questions:

    LEA partner wins Lean Prize Norway, awarded for collaborative leadership and employee-driven innovation

    In 2003 Daniel T. Jones establishes the non-profit Lean Enterprise Academy to fulfil the following mission:

    1. What is our purpose, what value are we trying to create, or what problem are we trying to solve?

    Our aim is to develop and disseminate knowledge of Lean thinking and Lean practice.Daniel T Jones inducted into the Shingo Academy to recognise lifetime commitment and achievements in the area of Lean

    2. How do we improve the actual work?

    Our publications Breaking Through to Flow and Creating Lean Dealers recieve the Shingo Research and Professional Publication Award

    3. How do we develop the people?

    LEA Door to Door Club member wins HSJ Best Acute Healthcare Organisation of the Year4. What management system and leadership behaviours are required to support the new way of working?

    In response to the success and impact that Lean institutes led by Jim Womack (USA), Daniel T Jones (UK) and Jose Ferro (Brazil) had, a community of Lean thinkers and a network of organizations offically formed the Lean Global Network in 2007

    Automotive partner sees 100% improvement in profitability in 12 months

    5. What basic thinking, mindset or assumptions underlie this lean transformation

    Daniel T Jones inducted into the AME Hall of Fame

    Using the Lean Transformation Framework through coaching and mentoring we help organisations and individuals understand and implement Lean thinking. We do this by working with you to define and address gaps in performance that need to be closed, developing both your capability to improve the flow of value to your customers and the problem solving ability of your people so that you can sustain the gains and continuously improve.

    Current Condition

    Our core mission remain the same as when we first started:

    Our aim is to develop and disseminate knowledge of Lean thinking and Lean practice.

    The Lean Enterprise Academy is now in it's 12th year and we are well established as

    The UK Source for Lean Thinking & Practice

    Our unique perspective is that we continuously seek to learn what the most effective mechanisms are for transferring this Lean knowledge and developing Lean capability so together we can create more value, right first time, on time, in less time.

    We do this through a number of mechanisms:

    How LEA can help

    The UK Lean Summit is run each November. It gives practitioners the opportunity to network & learn the latest developments - view 99 previous talks on YouTubeOur Social Media channels bring you the most upto date news in the Lean world and allow you to share with your colleagues instantly

    Our workbooks are designed to help organisations and individuals implement LeanWe offer bespoke in-house workshops to assist you with specific business issues

    In our Action Research with organisations we develop hypotheses about Lean Thinking and what works best

    Our approach helps the organizations we work with build a competitive advantage

    We help develop the capability of people so the results can be sustained

    2009

    1990

    2005

    2006

    1996

    2005

    2006

    2007

    1998

    Our website www.leanuk.org delivers regular Lean articles - sign up to receive content direct to your inbox

    Our public workshops help companies quickly get to grips with Lean practice - topics include A3, VSM, Policy Deployment and the Lean Transformation Framework

    OUR GOAL WHEN WE LEAVE

    YOU HAVE THE CAPABILITY TO DO LEAN YOURSELF

    2002

    Sheet2

    Sheet3

  • www.leanuk.org

    Overview of GE Rugby Products

    & Lean Journey

    10

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    Lean Transformation Framework

    Introduction

    11

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    So what is Lean?

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    The T-Process

    ROUND ONE

    Traditional Thinking!

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    Value-Add vs. Non-Value-Add Value-Adding Activities Transform materials and information into

    products and services the customer wants

    Non-Value-Adding Activities Consume resources, but don't directly

    contribute to product or service

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    Key Point: - Focus on Making the Value Flow

    There exists a need and opportunity to improve Quality Cost Delivery

    Fundamental premise of TPS/Lean is still the same

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    Its all about Flow!

    Lean: Achieve more with less.

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    Attack Tim Wood!

    Transport

    Inventory

    Motion

    Waiting

    Over Production

    Over Processing

    Defects

    3Ms of Waste: - Muda - Muri (Overburden) - Mura (Unevenness)

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    The T- Process

    ROUND TWO

    Lean Thinking!

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    What have we learnt?

    What? 1

    VALUE is specified by the customer

    2

    Identify VALUE

    STREAM

    3 Get value to FLOW

    4 PULL

    the work, not push!

    5 PERFECT the flow of value

    Who? Where?

    How? When?

    Then?

    WIN-WIN FOR EVERYONE CUSTOMERS

    EMPLOYEES

    SUPPLIERS,

    SHAREHOLDERS

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    Rules of Toyotas DNA

    All work processes shall be highly specified & documented, to include content, sequence, timing and outcome.

    Connections with clear Yes/ No signals directly link every customer and Supplier process.

    Every Product/ Service travels a single, simple and direct flow path.

    Workers at the lowest feasible level, guided by a teacher will improve their own work processes using scientific methods.

    Integrated failure tests automatically signal deviations for every activity, connection and flow path.

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    So what is Lean?

    A Better Way of Thinking A System End to End And a Set of Improvement Tools

    Lean is all about improving Value and removing waste that impedes Flow.

    But theres still a little more to it!

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    What else did you see ?

    22

    Work is More Than Motion !

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    Lean Questions What is the Purpose ?

    How is the work done ?

    What skills do employees have/ need ?

    What is the current management routines & Leadership Behaviour ?

    What basic thinking and mind-set exists ?

    23

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    Lean Transformation

    24

    Lean Institutes focus is on overcoming the common pitfalls and creating sustainable Lean Transformation

  • www.leanuk.org

    Common Approaches to Lean

    Tool Based Approach Cherry Picking Lean Improvement Tools, e.g:

    5s SMED Poka-yoke Standard Work VSM Then PDCA etc

    Improvement Event Approach Use of project teams to drive Lean Improvement activities, usually facilitated by Lean Champions or SSBB, e.g:

    Kaizen (Daily or incremental) Kaizen (Event) Value Stream Mapping

    Lean Management Systems Development of business wide systems to support Lean behaviour, e.g:

    Lean Structures Subject Matter Experts (e.g. Champions & SSBB) Roles & Responsibilities (e.g. change to roles) Reporting Lean Roadmaps Lean Assessment tools Benchmarking Awards (e.g. Shingo Prize, AME etc)

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    Common Pitfalls

    Common Pitfalls to Lean Transformation:

    1. Improvement Capability Knowing how to improve the work

    2. Management Systems & Leadership Behaviour Removing the roadblocks and supporting the workers

    Treating Lean as an event

    3. Sustaining and growing new change leaders Unable to develop new Lean capability

    Relies on subject matter experts to improve the work

    Requires a mind-set change

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    Purpose

    People

    Process Horizontal flow of value at

    the pull of the customer Workplace Management

    through standardization & Visualization

    Relentless elimination of waste, overburden and unevenness

    Lean Tools applied as appropriate

    Employees: Engaged and involved

    in CI Continuously solve

    problems Teamwork

    Managers: System thinkers Problem solvers Learners Teachers/Coaches

    Vision/Values True North

    Line of Sight Strategy Formulation and

    Deployment

    Lean Management System

    PDCA A3 Thinking

    Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.

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    Lean means aligning:

    Process People Purpose to create value

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    People & Process aligned by leaders to achieve purpose

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    Lean Transformation Framework

    30

    WHAT is our

    PURPOSE?

    What situational problem do we need to address?

    How to improve the work?

    How to develop

    the people?

    What is our BASIC THINKING??

    What leadership

    behavior and management

    system do we need?

    What leadership

    behavior and management

    system do we need?

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    Lean Transformation Framework

    31

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    Lean Transformation Framework

    32

    Management System

    Leadership

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

    Operational Improvement

    Capability Development

    Lean Thinking and Practice Respect, Challenge, Kaizen, Alignment,

    PDCA, Science, Gemba, Problem-Solving

    What basic assumptions or mindsets

    under lie this change?

    How will we improve the value

    creating work?

    What leadership behaviour

    and management systems are required for

    this?

    How do we develop people who can change

    the work correctly?

    Leads to target

    condition

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    10 minutes to write up

    20 minutes to discuss

    30 minutes

    T Process, What did you see ?

    Exercise Objective

    Instructions Time to Complete

    Deliverable

    Break up into teams

    Using the flip charts answer the first two columns of the Lean Transformation Framework document

  • www.leanuk.org Lean Transformation Reflection

    Transformation Questions - Value Stream Level

    What is your current situation? What is an ideal lean condition? What is your specific target condition to achieve in the next year?

    What are your next steps?

    1. Purpose - What is the purpose, what value is being provided and what problem are they trying to solve?

    2. Process What is the Work, How is the value-creating and all work being defined and continually improved?

    3. Capability- What Capabilities are required, how are necessary capabilities defined and being developed?

    4. Management System & leader behaviors How are the management system/ routines and leader behaviors being established to support desired ways of working?

    5. Basic Thinking, Underlying Assumptions - What basic assumptions or mindset exists? How do they need to change?

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    Explore the 5 Dimensions

    37

    Lean Transformation Framework

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    Case Study - Turnaround

    38

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    What is LEAN

    GM Framingham

    Toyota NUMMI

    Assembly Hours per Car

    31 16 19

    Assembly Defects per car

    135 45 45

    Inventory 2 weeks 2 hours 2 days

    Lean Production was named 25 years ago MIT Study Machine That Changed the World Toyota Production and Management System

    Ref: John Shook Lean Transformation Framework

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    Certified Worst!

    The Worst Factory in the World

    40 Ref: John Shook Lean Transformation Framework

    Link: This American Life

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    The Worst People

    Ref: John Shook Lean Transformation Framework

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    From the Worst to the Best

    42

    Certified!

    GM Framingha

    m

    Toyota NUMMI

    Assembly Hours per Car

    31 16 19

    Assembly Defects per car

    135 45 45

    Inventory 2 weeks 2 hours 2 days

    Ref: John Shook Lean Transformation Framework

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    2006

    Ref: John Shook Lean Transformation Framework

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    Transformation

    Definition: A marked change in form, nature, character or appearance A process of profound change that orients the organisation

    in a new direction and takes it to an entirely different level of effectiveness

    44

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    Lean Transformation

    Enterprise transformation is the process of an organization shifting its business model to a desired future state.

    A lean transformation requires learning a new way of thinking and acting

    Characterized not by implementing a series of steps or solutions but addressing key questions of purpose, process and people.

    45 Ref: John Shook Lean Transformation Framework

  • www.leanuk.org

    Lean Transformation Framework

    46

    Management System

    Leadership

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

    Operational Improvement

    Capability Development

    Lean Thinking and Practice Respect, Challenge, Kaizen, Alignment,

    PDCA, Science, Gemba, Problem-Solving

    What basic assumptions or mindsets

    under lie this change?

    How will we improve the value

    creating work?

    What leadership behaviour

    and management systems are required for

    this?

    How do we develop people who can change

    the work correctly?

    Leads to target

    condition

  • www.leanuk.org

    Lean Vision & Values

    5 Lean Thinking Principles Mutual respect and long-term prosperity (employees,

    company, customer, community) Customer first focus Continuous Improvement (Kaizen) Never knowingly pass a defect to the next process Problems are treasures Genchi Gembutsu (go see for yourself)

  • www.leanuk.org

    True North

    What it is A short phrase that expresses the vision (hoshin) It must have emotional impact It must be accompanied by numerical targets

    It must come out of our experience (visited customers,

    shopfloor, analysed data, SWOT, grasp the situation) It is a contract, not a wish list or marketing It expresses business needs that MUST be met; DRAWS people to action

    Purpose

    Current Performance

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    Having a Line of Sight to the Company Goals

    What is the ultimate goal of your work? Understand what makes your job

    value creating to the companydoes it relate to the companys goals and key performance indicators (Quality, Safety, Productivity and Cost)?

    Responsibilities Purpose Guiding Goals Companys

    Goal

    Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.

    Society

    Economy

    Company Group

    Self

    Team Goal

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    Problems are Fractal

    50

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

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    Problem Solving Starts with Grasping the Situation

    A problem is the gap between the way things are now & the way theyre supposed to be, or you want them to be, in the future

    A manager has a problem when the work assigned fails to produce the expected results (Ref: TWI Training Materials)

    51

    Ideal Situation

    Current Situation

    Gap = Problem

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    Focus on the Work

    52

    Operational Improvement

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

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    Order of Approach & Learning Organisation

    #1 #2 #3 #4

    Flow

    Customer Pull FIFO

    FIFO

    The Workers

    VS Support Staff

    Exec

    Problem Solving

    Highlight Variation

    Establish a Standard

    (Std Work)

    Improvement Actions Problem

    Solving Highlight Variation

    Establish a

    Standard (Std

    Work)

    Improvement Actions

    Problem Solving

    Highlight Variation

    Establish a Standard

    (Std Work)

    Improvement

    Actions

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    Order of Approach - Each w ith it s own standard..

    Leadership Team

    Line Mgt./ Support Staff

    Front Line Staff & Value Adders

    * / standard

    A P C D

    A P C D

    %

    Per

    cen

    tag

    e

    of

    Tim

    e

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    Problem Solving Escalation Ladder

    55

    Num

    ber o

    f Pro

    blem

    s in

    %

    Day-to-day Problems

    80%

    A3/ PDCA 19%

    1%

    Reoccurring performance problems effecting team or department, eg: 20% below target with multiple failure modes

    Advanced tools/Teams

    Serious incident requiring full time team and immediate action, eg: safety, customer or complex business problem (eg: 3 defects/Mn)

    Day to day problems mistakes / incidents RCI (8D)

    PDCA

    Strategic or reoccurring performance problem impacting the business or multiple functions (requires cross functional team) A3

    PDCA

    Solution known / Follow the standard 3C

    Just-do-it

    Level of Complexity (low to high)

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    Lean Thinking

    Principle of Just Enough Practice of Questioning and Investigating

    56

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    Improve the Work

    57

    The people who manage the work

    learn to improve it Not the Lean Team

    Improvement part of the management system

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    Developing the People

    58

    Operational Improvement

    Capability Development

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

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    How to Teach?

    Target Condition To build capability so people can do & improve (themselves)

    59

    Levels of ability 1. Knowledge 1. Understanding 2. Capable 3. Do well 4. Can do and improve

    Suitable to teaching in a classroom in Off-JT manner

    Better taught with actual problems and situations through OJT with mentoring from capable superiors. Skill can not be developed in a classroom alone.

    Training Matrix: Training identified Basic awareness of process

    Can carry out task supervised

    Can carry out task unsupervised

    Able to train others in task

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    Teaching & Learning

    60

    Levels of ability 1. Knowledge

    2. Understanding 3. Capable 4. Do well 5. Can do and

    improve

    Skills best learned through experience, from actual problems and situations

    Concepts suitable to some degree of classroom teaching

    Off-JT OJT

    OJD Source: John Shook

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    The People Value Stream

    AttractSpec

    AssessmentSelection

    On Boarding

    Aptitude

    DevelopRoles

    TrainingCoaching

    O/D

    Capable

    EngageStandard work

    Problem solvingProcess improvement

    Identify w/ team

    Perform

    InspireEmbrace values

    Community, familyEnvironment

    Identify w/ company

    Commitment

    Commitment for Mutual Prosperity

    Equitable Policies and Practices

    Grow from WithinReward Teamwork

    Hoshin Kanri(True North)

    TeamProblem Solving

    DesirableClean and Safe

    WorkplaceVisual

    CommunicationServant

    Leadership

    Respect for People and Continuous Process Improvement

    InputsPhilosophy

    ValuesPrinciples

    XPS

    OutputsCulture of continuous

    improvement of customer value based

    on XPS

    PurposeLong Term Mutual

    Prosperity

    Human Resource Systems Management

    Daily Process Management

    Reinforce

    Practice

    PDC

    A

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    Leadership & Management System

    62

    Management System

    Leadership

    Operational Improvement

    Capability Development

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

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    Lean Leaders do Two Things

    Get each person to take initiative to solve problems and improve his or her job

    Ensure that each persons job is aligned to provide value for the customer and prosperity for the company

    63 Ref: John Shook Lean Leadership

    Get the work done and Develop Your People - at the SAME TIME!

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    Design of Work Experience

    64

    Whats can you see happening here ?

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    Different Tools, Similar Purposes

    65

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    Management Routines (Daily Management & PDCA)

    66

    Purpose: Helps Communicate, Maintain & Improve Performance

    Whats our performance (Winning/ Losing) Do we have any problems (Gap) Where is the problem/ gap

    Whats our performance (Winning/ Losing) Do we have any problems (Gap) Whats the breakdown of the problem/ gap What are the direct causes & countermeasures Are they effective

    Whats our performance (Winning/ Losing) Do we have any problems (Gap) What containment actions & counter-

    measures can we apply

  • www.leanuk.org

    Lean Transformation Framework

    67

    Management System

    Leadership

    Lean Thinking and Practice Respect, Challenge, Kaizen, Alignment,

    PDCA, Science, Gemba, Problem-Solving

    Operational Improvement

    Capability Development

    Situational Approach Value-driven Purpose:

    What problem are we trying to solve?

  • www.leanuk.org

    If some problem occurs in one-piece-flow manufacturing then the whole production line stops.

    In this sense it is a very bad system of manufacturing, but

    T. Minoura, Toyota

    Thinking Production System

    68

  • www.leanuk.org

    If some problem occurs in one-piece-flow manufacturing then the whole production line stops. In this sense it is a very bad system of

    manufacturing.

    But

    When production stops everyone is forced to solve the problem immediately. So team members have to think, and through

    thinking team members grow and become better team members and people.

    T. Minoura, Toyota

    Thinking Production System

    69

  • www.leanuk.org

    Learn by Doing

    70

    The more you learn, the more there is to know!

  • www.leanuk.org

    So what is Lean?

    A Better Way of Thinking A System End to End

    And a Set of Improvement Tools

    Lean is all about improving value and removing waste that impedes its flow.

    Lean is an approach to achieving purpose, by developing

    capability to solve problems at every level.

  • www.leanuk.org

    Grasping the Situation

    72

    Exercise

  • www.leanuk.org 73

    Draft Current State VSM

    LTF Matrix

    Share your understanding of the VS Gaps

    150 minutes

    Grasping the Situation Value Stream Exercise

    Exercise Objective

    Instructions Time to Complete

    Deliverable

    Break up into small groups

    Walk the Value Stream with you assigned GE guide

    Develop a Current State Value Stream Map or Rich Picture, identifying problems

    Complete Lean Transformation Framework Matrix and identify potential gaps with the 5 Dimensions

    On a flip chart write up gaps to be discussed

  • www.leanuk.org

    Value Stream Map

    74

  • www.leanuk.org Lean Transformation Reflection

    Transformation Questions - Value Stream Level

    What is your current situation? What is an ideal lean condition? What is your specific target condition to achieve in the next year?

    What are your next steps?

    1. Purpose - What is the purpose, what value is being provided and what problem are they trying to solve?

    2. Process What is the Work, How is the value-creating and all work being defined and continually improved?

    3. Capability- What Capabilities are required, how are necessary capabilities defined and being developed?

    4. Management System & leader behaviors How are the management system/ routines and leader behaviors being established to support desired ways of working?

    5. Basic Thinking, Underlying Assumptions - What basic assumptions or mindset exists? How do they need to change?

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    Grasping the Situation

    76

    Debrief

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    Grasping the Situation

    78

    Summary & Lessons Learnt

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    The Role of Leadership in Implementing Lean

    Design and support processes that provide value to customers - value streams

    Develop people to take personal responsibility for solving problems throughout the business

    Set alignment around the vision

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    In other Words: Lean Leaders do Two Things

    Get each person to take initiative to solve problems and improve his or her job

    Ensure that each persons job is aligned to provide value for the customer and prosperity for the company

    Ref: John Shook Lean Leadership

    Get the work done and Develop Your People - at the SAME TIME!

    Lean Enterprise Academy

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    Three Keys to Lean Leadership

    Ask questions and Grasp the Situation To understand potential obstacles hindering the team being successful

    Show Respect and challenge Respect your people

    Go See Management must spend time on the front lines

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    Current State

    P

    D C

    A

    P

    D C

    A

    P

    D C

    A

    GtS

    Tools

    NEXT FUTURE STATE

    Future-State Vision

    Tools

    Tools

    GtS

    GtS

    Lean Leadership

    Design & support processes that provide value to customers - value streams

    Develop people to take personal responsibility for solving problems

    Set alignment around the vision

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    Improving the work is the work Make problems visible Help all employees solve their problems and be successful Identify potential gaps in creating lasting Lean Transformation Develop improvement capability Leaders confirm that standards are being maintained & respected

    Go See > Grasp the Situation > Maintain Standards > Kaizen

    Respect People > Challenge

    Final Thoughts

    83

  • Darren Walsh 2016

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    Thank You

    Any Questions

    84

  • www.leanuk.org Lean Transformation Reflection

    Transformation Questions Value Stream

    What is your current situation? What is an ideal lean condition? What is your specific target condition to achieve in the next year?

    What are your next steps?

    1. Purpose - What is the purpose, what value is being provided and what problem are they trying to solve?

    2. Process What is the Work, How is the value-creating and all work being defined and continually improved?

    3. Capability- What Capabilities are required, how are necessary capabilities defined and being developed?

    4. Management System & leader behaviors How are the management system/ routines and leader behaviors being established to support desired ways of working?

    5. Basic Thinking, Underlying Assumptions - What basic assumptions or mindset exists? How do they need to change?

    Grasping the Situation Using the Lean Transformation FrameworkWelcome Slide Number 3HousekeepingAgenda - Grasping the Situation Learning ObjectivesIntroductions & ExpectationsManaging ExpectationsSlide Number 9Overview of GE Rugby Products & Lean JourneyLean Transformation FrameworkSo what is Lean?The T-ProcessValue-Add vs. Non-Value-AddFundamental premise of TPS/Lean is still the sameIts all about Flow!Attack Tim Wood!The T- ProcessWhat have we learnt?Rules of Toyotas DNASo what is Lean?What else did you see ?Lean Questions Lean Transformation Common Approaches to LeanCommon PitfallsSlide Number 27 Lean means aligning: People & Process aligned by leaders to achieve purposeLean Transformation Framework Lean Transformation FrameworkLean Transformation FrameworkSlide Number 33Slide Number 34Explore the 5 DimensionsCase Study - TurnaroundSlide Number 39 The Worst Factory in the WorldSlide Number 41Slide Number 42Slide Number 43TransformationLean TransformationLean Transformation FrameworkLean Vision & ValuesTrue NorthHaving a Line of Sight to the Company GoalsProblems are FractalProblem Solving Starts withGrasping the SituationFocus on the WorkOrder of Approach & Learning OrganisationOrder of Approach - Each with its own standard..Problem Solving Escalation LadderLean ThinkingImprove the WorkDeveloping the PeopleHow to Teach?Teaching & LearningThe People Value StreamLeadership & Management SystemLean Leaders do Two ThingsSlide Number 64Different Tools, Similar PurposesManagement Routines (Daily Management & PDCA)Lean Transformation FrameworkThinking Production SystemThinking Production SystemLearn by DoingSo what is Lean?Grasping the Situation Slide Number 73Value Stream MapSlide Number 75Grasping the Situation Grasping the Situation The Role of Leadership in Implementing LeanIn other Words:Lean Leaders do Two ThingsThree Keys to Lean LeadershipLean LeadershipFinal ThoughtsThank YouSlide Number 86