L EAN C ULTURE Organizational Readiness. Y OUR T IME TO R ELAX

LEAN CULTUREOrganizational Readiness

YOUR TIME TO RELAX

WHAT IS ORGANIZATIONAL CULTURE?

“The sum of habits people rely on to get things done. Culture also sums up things a member of a work group needs to know to comply with in order not to be seen as deviant by other members”-Creating a Lean Culture by David Mann

The way we do things around here!

SHARE…

What are some of the habits that describe your organization's culture?

QUESTIONS THAT HELP TO DEFINE CULTURE

What metrics tell task experts that they are

meeting expectations?

How often does management look at the status of work metrics?

Who is involved in process-improvement activities in this area?

What is the typical response when problems arise?

WHY….

….does culture need to change in a lean enterprise?

Not because lean is so difficult but because lean is so different.

CULTURES CONTRIBUTION TO LEAN

TRADITIONAL VERSUS LEAN CULTURE:PRIMARY BUSINESS

Product-centric strategy

Focus on exploiting economies of scale of stable product or service

Customer-focused strategy

Focus on identifying and exploiting shifts in competitive advantage

Traditional Lean

TRADITIONAL VERSUS LEAN CULTURE:ORGANIZATIONAL STRUCTURE

Hierarchical structure along functional lines

Encourage functional alignments and following orders

Inhibits information highlighting deviations

Flat, flexible organizations along line of value creation

Encourages individual initiative

Encourages flow of information that highlights deviations

Traditional Lean

TRADITIONAL VERSUS LEAN CULTURE:OPERATIONAL FRAMEWORK

Application of tools along division of labor

Follow orders Few problem-

solving skills

Application of tools assuming standardized work

Strength in problem identification, hypothesis generation, and experimentation

Traditional Lean

TRADITIONAL VERSUS LEAN CULTURE:WORK STATUS

Checked at end of shift

Checked by supervisor, higher level managers

Scrutinized monthly

Checked by team leaders several times per hour

Checked by supervisor four or more times per shift

Checked by Value Stream Manager once or twice per shift

All involved review previous day’s performance

Traditional Lean

TRADITIONAL VERSUS LEAN CULTURE:PROCESS IMPROVEMENT

Made by technical project teams

Changes must be specifically “chartered”

No changes between “official” projects

Routinely initiated by anybody, including task experts

Regular, structured vehicle encourages both input and involvement

Improvement occurs more or less all the time, continuously

Traditional Lean

MASS VERSUS LEAN CULTURE:PROBLEM SOLVING

Do whatever it takes to take care of today’s numbers

Work around the problem; just meet the daily/weekly/monthly goals

Record immediate circumstances of the miss, interruption or breakdown

Put temporary countermeasures in place

Assign tasks to eliminate root cause of problems

Traditional Lean

EVALUATE

Which characteristic represents the greatest gap in your organization between current culture and lean

culture?

Working with partners identify specific actions that might be taken to close the gap.

CULTURAL INERTIA

“A body in motion tends to stay in motion”

In what ways does culture tend to become self-sustaining within an organization?

What happens to those in the organization not following the norms of the culture?

What hints might this offer to changing culture?

REMEMBER…..

Just as a pig with lipstick is still a pig…

….an organization with a traditional culture using lean tools is still a

traditional organization.

QUESTIONS….

How many of you have quit smoking or another habit?

How many of you have quit only once?

Why were initial efforts defeated?

CONSIDER….

The same is true in changing habits of a traditional organization:

Breaking a habit implies sudden change, often with minimal or no support

Extinguishing a habit implies planned, paced change with ongoing support, and a clear new habit to replace the old habit

REMEMBER…

…..when problems arise or when confronting the first sign of trouble people will revert to old habits.

HABITS THAT ARE DIFFICULT TO EXTINGUISH

Focus primarily on department efficiency and performance metrics.

Look to lay blame or “find the guilty party” when errors occur or problems arise.

Discuss performance metrics primarily with peers or “up” the organization.

Require task experts to work within their job descriptions and strictly adhere to chain of command.

Work around today’s problem and let tomorrow take care of itself.

Leave improvement to experts instead of listening to task expert suggestions.

SHARE….

What is the most difficult habit for your organization to extinguish?

Why is this the case?

What habit needs to replace it?

How can change to new habit best be supported?

DEFINING A LEAN CULTURE

Maintaining an unrelenting focus on providing customer value

Adopting a philosophy of continuous, incremental improvement

Providing exactly what is needed at the right time, based on customer demand

Keeping things moving (flow)-in a value-added effective manner

Using techniques for reducing variation and waste

Respecting people Taking the long-term view

Lean Culture

SHARE….

….to what extent do these characteristics define your current

culture?

Lean Culture

LEAN CULTUREProcess Focus

Kahuna

Manager A Manager B Manager C Manager D

TRADITIONAL APPROACH

Kahuna

Manager A Manager B Manager C Manager D

SYSTEMS APPROACH

Process A

Process B

Process C

TRADITIONAL VERSUS LEAN FOCUS

Independent “Leave me alone” “We do whatever

it takes to get the job done, I know who to rely on in crunch time

“I define my own methods”

Traditional Lean

TRADITIONAL VERSUS LEAN FOCUS (CONTINUED)

Results are the focus, do what it takes

Managed by the pay or bonus system

Improvement is somebody else’s job, not mine

Traditional Lean





Traditional Lean





Interdependent

Traditional Lean





Interdependent “I’m part of a team

Traditional Lean





Interdependent “I’m part of a team There’s defined

process and procedure for pretty much everything, follow the process

Traditional Lean





Interdependent “I’m part of a team There’s defined

process and procedure for pretty much everything, follow the process

Methods/procedures are standardized

Traditional Lean





Traditional Lean





Process focus is the key to consistent results

Traditional Lean






Managed by expectations

Traditional Lean






Managed by expectations

Improvement is everyone’s job

Traditional Lean

SHARE….

…..Where does your organization lie along the continuum? Why did you place the organization where you did?

Traditional Focus

Lean Focus

SOMETHING TO THINK ABOUT

Why all the focus on process with lean; after all isn’t it results that pays the bills?

Capability #1: Work is designed as a series of ongoing experiments that immediately reveal problems

Capability #2: Problems are addressed immediately through rapid experimentation

Capability #3: Solutions are disseminated adaptively through collaboration

Capability #4: People at all levels of the organization are taught to become experimentalists

CAPABILITIES OF LEAN

Source: Lean Hospitals, Mark Graban

Capability #1: Work is designed as a series of ongoing experiments that immediately reveal problems “Work is designed” means that work is not

random, inconsistent, or haphazard, but is standardized

Standard work does not mean carved in stone, instead it means best known method currently known with expectation for frequent changes

Problems and non-standard work becomes highly visible



Capability #2: Problems are addressed immediately through rapid experimentation Work arounds to mask the problems should

be discouraged When a problem is discovered it should be

addressed immediately, at the source A structured but simple approach (PDCA) is

used to quickly address the problem



Capability #3: Solutions are disseminated adaptively through collaboration Successful solutions in one unit must be

shared across the organization A mechanism for ongoing and rapid

collaboration needs to be created Collaboration can extend to other providers



Capability #4: People at all levels of the organization are taught to become experimentalists◦ Problems should be addressed and solved

at the lowest level of the organization possible

◦ Problem solving and team dynamic skills need to be developed



CONSIDER….

What actions could your organization take to overcome identified challenges to developing the lean capabilities in your organization?

ELEMENTS OF LEAN MANAGEMENT SYSTEM

Standard Work

Visual Controls

Daily Accountabilit

y

Discipline

DEFINITIONS

Value Stream: The flow of materials and information through a process to provide a product or service to a customer; including operations and equipment needed.

Value Stream Manager: In an organization structure designed most fully to reflect lean philosophy, all the support groups related to making a value stream operate would report on a solid line to Value Stream Manager.

Kahuna

Dept. A Dept. B Dept. C Manager D

VALUE STREAM APPROACH

Value Stream A

Value Stream B

Value Stream C

VSM A

VSM B

VSM C

Kahuna

Reception Registration Phlebotomy

VALUE STREAM APPROACH

Value Stream AVSM A

CREATE…

…an organizational chart for your organization that incorporates a Value Stream Manager

SHARE…

….your organizational chart that incorporates Value Stream Manager

….challenges to the concept of Value Stream Manager within your organization

LEAN CULTUREStandard Work for Leadership

Note: Slides in this section adapted from “Creating a Lean Culture” by David Mann

YOUR TIME TO RELAX

ROLE OF STANDARD WORK FOR LEADERSHIP

Standard Work

Standard work provides the structure and routine that shifts focus away from results only to an emphasis on process and results

Standard work for leadership models the behavior that is expected at task level

Helps organization highlight leaders seemingly unable to make the transition

As the engine driving lean management it is the single greatest leverage tool available

STANDARD WORK AT VARIOUS LEVELS

Team Leaders

Supervisors

Value Stream Manager

Facilities Manager

80%

50%

25%

10%

Leadership RoleStandard Work

Percentage

INTERLOCKING LEVELS OF LEADERSHIP

Standardized Lean Process

Lean Management System

Executive Standard Work

VSM Standard Work

Supervisor Standard Work

Team Leader Standard Work

Pit of instability, Backsliding, and Despair

A DUAL FOCUS

Misses to standard are elevated as improvement opportunities

Focus is on improvement, not blame

Results

Process

Improvement

LEADER STANDARD WORK

Team Leader: Standard work is based on maintaining output at takt time and ensuring that standard work is being followed in the process

Supervisor: Standard work is based on monitoring and supporting Team Leader in carrying out their responsibilities for standard work

Value Stream Manager: Standard work is based on monitoring and supporting the supervisor in following their standard work

Executive Level: Verify chain of standard work is being upheld and process is being supported for stability and improvement

DAILY AND PERIODIC STANDARD WORK

Team Leader: Once Daily- Check call ins, Adjust labor plan Lead team start-up meeting (5-10 minutes) Supervisor/Team Leader meeting (5-15

minutes) Gemba walk with Supervisor Supervisor/Team Leader meeting,

accountability and improvement (5-15 minutes)

Daily (weekly) continuous improvement meeting with team

Next day planning Labor plan Prep for start-up meeting


Team Leader: Many Times Daily- Verify takt performance

Record reasons for variation Note and act on flow interruptions

Monitor standard work at each station Check compliance Reinforce, correct performance as needed

Revise standard work as needed


Supervisor: Once Daily- Shift change coordination Daily administrative tasks Attend a Team Leader start-up meeting Lead Supervisor/Team Leader meeting (5-15

minutes) Misses, issues, improvements Daily task board due and new items

Attend weekly recurring facilities level meetings Gemba walk with Team Leaders one-on-one Verify sign off on takt performance Review status of other visuals


Supervisor: Many Times Daily- Spot check standard work in each Team Leaders’

area Floor time (MWA)


Value Stream Manager:Daily- Daily administrative tasks Night shift Gemba walk Lead value stream task/improvement

meeting (10-20 minutes) Daily Gemba walk with one Supervisor Formal audit of one area Attend weekly recurring facilities level

meetings


Value Stream Manager: Many Times Daily- Spot-check sign off of takt time

performance Spot-check other visuals Spot-check standard work in each

department Floor time (MWA)

DAILY AND PERIODIC STANDARD WORK Executive: Daily (When Present)-

Review performance trend charts Spot-check takt time performance sign off and

other visuals Lead weekly performance/improvement

meetings Spot-review process and product improvement

work Verify leaders’ standard work Verify Team Leaders and Supervisors on floor

and why not? Gemba walk each VSM, staff manager weekly

Executive: Many Times Daily Floor time (MWA)

CHECKLISTS ASSIST IN…..

…..organizing standard leadership work

…..verifying standard work

…..documenting performance

CONSIDER…..

….how does this list of standard work differ from how leadership work gets done in your organizations?

….what are some of the obstacles to standard leadership work in your organizations?

GEMBA WALKS

Definition and Purpose: Literally “the real place”Gemba walks are a primary tool for teaching and reinforcing lean principles. The sensei and student walk together with the sensei asking what they see (or don’t see) as a way of getting them to see differently. Gemba walks often include follow up actions based on student’s insights gained during the walk.

Gemba walks focus on the coaching practice of asking, not telling

CONSIDER….

How might the Gemba walk be implemented in your organization?

How would it work?

How would it look?

PRACTICE TIME…..

Imagine a coaching opportunity in your work unit

Consider the series of questions that you might ask to yield the answer that contains the information you were attempting to communicate

Effective coaching involves thought transmission

LEAN CULTUREVisual Controls


VISUAL CONTROLS…..

…..are the Litmus Test of a Lean Enterprise

Visual Controls

WHY…..

……visual controls?

Visual Controls

WHY…..

……visual controls?

Maintain process focus Expected versus actual

Waste, problems, and abnormal conditions become readily apparent to all

Highlights opportunities for improvement

VISUAL CONTROL REINFORCE LEAN CULTURE

Speed: no waste needing to look for information

Improvement: progress evident for all to see and to celebrate

Making problems apparent: pitch boards, andons

Involvement: establishes ownership of the numbers

Teamwork: making team work visible Standardization: keeping standards up to

date by locating in the workplace Responsiveness: requires quick response to

problemsSource: The Lean Toolbox by Bicheno and Holweg

VISUAL MANAGEMENT TRIANGLE

Seeing as a Group

• Service Delivery Status• Inventory Levels• Process Flow

Acting as a Group

• Consensus on Rules, Objectives and Standard Work

• Involvement in Improvement Activities

Knowing as a Group

• Delivery Commitments• Goals and Schedules• Management Rules• Standard Work

Source: Lean Production Simplified by Pascal Dennis

CONSIDER…..

…How well do task experts in your organization know:

If they are on schedule to takt time If the organization is making or losing

money Know status of improvement efforts Know service delivery performance Know status of projects Etcetera

TAKT TIME EXAMPLE

Outpatient Blood Draw

(8 hours x 60 min.) – (2 x 15 min.)

50 Blood Draws

= 450 min.50 Blood

Draws

= 9 min./Blood Draw

VISUAL CONTROL EXAMPLES

Pitch Tracking Chart or Board Customer (patient) Feedback Priority Board Daily Accountability Board A-3 Project Plan Cross-Training Matrix Suggestion System Idea Board Standard Work Methods and Updates 5S Responsibilities and Audit Results Company Financials

BRAINSTORM….

What types of visual controls might be incorporated in your lean enterprise?

Remember: gaps in the visual record or non-standard performance is addressed

in the Gemba walk

CONSIDER….

….Enterprise wide information systems may be a step backwards in terms of lean

MANUAL VISUAL VS. IT PROVIDED

Attribute Manual Visual IT Provided

Information Timeliness

Current as of last pitch

Current as of last report run

Information Accessibility

Available to all Available to those with computer

Information Precision

Not always, reporting periods may be missed

Absolutely, regardless of accuracy

Information Verification

Usually close by to facilitate verification

Usually remote and non-verifiable

Prompt Questions?

Yes, often asked and answered where posted

Usually only what is asked in report

Easy to Change?

Yes, easily changed or customized as needed

Not usually, usually requires IT or vendor

MANUAL VISUAL VS. IT PROVIDED (CONTINUED)

Attribute Manual Visual IT Provided

Intimidation Factor

Very low, as difficult as using crayons

Can be quite intimidating

Ownership Information is owned and resides in area

Information taken away and transformed

Information Availability

Only at point of origination

Throughout IT network-a definite strength

Computation Accuracy

Prone to human error Accuracy assured-a definite IT strength

Overhead required

Virtually none, pens and highlighters

Thousands, perhaps millions for equipment, departments, consultants, and troubleshooting

CONSIDER…..

…..how might data being currently supplied by IT be made more available to all in your organization?

…..how might needed information not currently being supplied by IT be supplied manually?

THINK ABOUT…..

…..what might be some traps involved in using visual controls in your organization?

DAILY ACCOUNTABILITY…..

Daily Accountabilit

y

YOUR TIME TO RELAX

RESULTS VERSUS LEAN FOCUS

Do whatever it takes to make targets

Did you meet the target?

Bureaucratic Lengthy, infrequent Results oriented Determine who’s to

blame

Maintain and improve process

What caused the problem?

Participative Daily Process oriented Determine root

cause of problem

Results Lean

SHARE…..

…..meeting strategy within your organization

Who meets?

Where do meetings take place?

How long does meeting last?

What is the content?

THREE-TIER MEETINGS

Tier 1: Brief meeting held at beginning of shift with team leader and team members

Tier 2: Supervisor meeting with team leaders and any dedicated support group representatives

Tier 3: Value Stream Manager or equivalent meeting with supervisors and support group representatives or staff members

CHARACTERISTICS OF LEAN MEETINGS

Brevity-Rarely more than 15 minutes

Posture-Standing up

Location-On or immediately adjacent to and not physically separate from where work gets done

Agenda and Content-Defined by the visual display board

3 “A”S OF LEAN MEETINGS

Assessment: Based on data captured on visual controls

Assignment: For corrective action and/or improvement

Accountability: For having completed previous day’s assignments

TIER ONE MEETINGS

Team Leader and Team Focus on today’s assignments and

things of note that day Updates yesterday’s performance and

actions for misses Summary of externally supported

projects Periodic topic specific (quality, 5S,

safety, etc.) Highly interactive with balanced

participation Uses “pull” communication to avoid

information dump

TIER TWO MEETINGS

Supervisor and Team Leaders Led by the supervisor Dual focus of running the business and

improving the business Review of summary performance data

for service, quality, safety, delivery, and cost as well as reasons for misses

Review of assignment status on visual task assignment board

TIER THREE MEETINGS

Value Stream Leader with Supervisors and Support Groups

Trend charts for service, quality, safety, delivery, and cost are reviewed

Improvement assignments are made based on evaluation of the tracking data

Due and overdue items are reviewed Support group assignments are made

directly by VSM without going through functional department head

MAINTAINING ASSIGNMENT ACCOUNTABILITY

Original due dates never change

BRAINSTORM…

…challenges to the three-tier meeting strategy

LEAN CULTUREDiscipline to Sustain a Lean Culture


ELEMENTS OF LEAN MANAGEMENT SYSTEM

Standard Work

Visual Controls

Daily Accountabilit

y

Discipline

GEMBA WALKS

As a discipline used to sustain lean culture, Gemba walks help the organization to stay on “true north”-the pathway to perfection.

There is an old adage in business that says what gets measured gets done; Gemba walks suggest that what gets noticed gets done well and gets improved.

IN THE SHOES OF THE SENSEI: PROCESS FOCUS

Tracking charts showing expected and actual

Tracking charts initialed by supervisor twice daily

Reasons for misses noted on tracking chart

How are you doing hitting your goals?

How can you tell if daily and weekly tasks are getting done?

(Leader) What is the schedule for Gemba walks? What happens on typical walk?

What You Should SeeWhat People Should

Know

IN THE SHOES OF THE SENSEI: PROCESS IMPROVEMENT

Top 3-5 reasons for misses documented and visible

Summary project plans (A3s) for improvement posted and current

Employee suggestions and status and action is posted

What are the three biggest problems in the area?

How do you know these are the biggest problems?

How do you know work being done on these problems?

What is the method for task experts to make suggestions?


Know

IN THE SHOES OF THE SENSEI: PROCESS IMPROVEMENT (CONTINUED)

A visual daily task assignment and accountability process in use and current

How can task experts know that their suggestions are listened to?

(Leaders) What improvement activities are taking place in this department?

(Leaders) How do daily task assignments work here?


Know

IN THE SHOES OF THE SENSEI: LEADER AVAILABILITY

Team leaders on floor in process area nearly all the time and available to task experts

Supervisors on floor in process area

Response system to summon supervisor, team leader when needed

(Leaders) How many hours/day do you spend on the floor?

How do you contact team leader if you need them immediately?

How quickly is help available when there is an interruption team leader cannot address?


Know

IN THE SHOES OF THE SENSEI: LABOR PLANNING

Starting assignments and rotation displayed

Expected attendance chart up to date and displayed

Qualification matrix up to date and displayed

How can you tell who’s supposed to be here on any given day?

(Leaders) What do you do when there are call ins?

How do you handle job rotation here?

How can you tell who’s qualified to do which jobs in the area?


Know

IN THE SHOES OF THE SENSEI: STANDARD WORK

Task experts have and are following standard work

Standard work charts are posted and clearly visible at each station

Leader standard work is displayed day by day for up to a week

Show me the standard work for this operation. Does anyone ever monitor it?

(Leader) What’s your process for monitoring standard work, including frequency?

(Leaders) Do you use standard work? Let’s look at it for today.


Know

IN THE SHOES OF THE SENSEI: COMMUNICATION

Daily shift meeting agenda is visible

Where applicable, information from other shifts is displayed

Team leaders’, supervisors’, value stream meetings occur daily

How often does your team meet as a group?

(Leaders) How do you know what you’ll cover in any given day’s start-up meeting?

(Leaders) What other daily meetings do you regularly attend?


Know

IN THE SHOES OF THE SENSEI: WORKPLACE ORGANIZATION

Weekly 5S audit and actions current and displayed

Cleaning routines and checklists visible and current

Clearly visible indicators of location and quantity for all objects in area

How do you keep track of housekeeping in this area? What standards are there for housekeeping?

(Of any object) What is this? How can you tell where it belongs?

How much material are you supposed to have? How can you tell?


Know

IN THE SHOES OF THE SENSEI: WORKPLACE ORGANIZATION (CONTINUED)

Signage or identified location for equipment, and materials

No clutter, dirt, or debris on floor, shelves, cabinet tops, under racks, etc.

All surfaces clean Cabinets, drawers

labeled and contents match labels

What are reorder points for any materials? What is the process for reordering?


Know

DIMENSIONS OF LEAN LEADERSHIP

Attribute Example Behavior

Passion for Lean

1. Passionate about potential for lean to make enterprise more successful and work more fulfilling

2. Willing to make changes in one’s own work, including using standard work

Disciplined Adherence to Process

1. Sets expectations, tracks actual and makes assignments as needed

2. Exhibits intense commitment to process focus, defining standard practices and adherence to them

Project Management Orientation

1. Able to identify needed changes based on daily process data and assign daily tasks leading to successful change implementation

2. Use explicitly defined visual processes to track and follow up on assignments and take appropriate corrective action

DIMENSIONS OF LEAN LEADERSHIP (CONT.)


Lean Thinking 1. Serious about ongoing improvement based on goal of perfection

2. Sees with “kaizen eyes”3. Holds and coaches root cause orientation to

corrective action4. Has mastered process improvement and problem

solving methods and can lead others in the effort

Ownership 1. Thinks and talks about their areas as theirs to lead, set direction for, change, and improve

2. Eager to empower others to implement their ideas3. Acknowledges and celebrates improvements made

by others



Tension Between Applied and Technical

1. Understands and respects the details behind the elements of lean, such as flow, pull, and standardized work

2. Actively supports steps to upgrade performance and expose hidden impediments

3. Takes a “what can we do today” orientation to making change happen

Balanced Commitment to Production and Management Systems

1. Personally treats process focus as crucial to areas success; able to see waste and opportunity

2. Insists on compliance with requirements for visually tracking process performance and execution

3. Insists on analysis and appropriate, timely action on impediments to normal operation of process



Effective Relations with Support Groups

1. Understands roles, responsibilities, and expertise of support groups

2. Incorporates support groups appropriately in plans for improvement and response to problems

3. Makes expectations explicit for support group performance

Measure Process Separate from Results

1. Creates measures to frequently document process performance and misses

2. Establishes regular, frequent review of process misses and trends over time

3. Teaches and emphasizes cause analysis, root cause solutions, and connections with improved performance

THINK ABOUT…..

Which of the nine leadership attributes represent the greatest strength for your organization?

Which of the nine leadership attributes represent the greatest weakness for your organization?

NOW THINK ABOUT…..

Which of the nine leadership attributes represent the greatest strength for you personally?

Which of the nine leadership attributes represent the greatest weakness for you personally?

CONSIDER…..

…..What happens when a leaders expects perfection?

Consider the 75% rule of thumb and as improvement occurs lower the water to expose more rocks

HOT POTATO TIME

Share any insights, ideas, concerns, confusion or questions that you may have regarding implementing and sustaining a Lean culture

LEAN CULTUREProblem Solving

YOUR TIME TO RELAX

THINK ABOUT…..

…..how might an organization benefit from adopting a standard approach to problem solving

REMEMBER….

In a lean culture problems should be readily visible and viewed as opportunities for improvement

When sailing along too smoothly it may be time to lower the water and find the rocks

IS IT …..

A Problem

or

A Solution?

SAVE THE MEMORIAL

5 Y AS AN APPROACH TO ROOT CAUSE

Why?

Why?

Why?

Why?

Why?

PDCA CYCLE

Plan

Do

Check

Act

PDCA CYCLE

Plan

Do

Check

Act

• Specifically state problem• Describe current condition• Establish improvement goals• Determine root cause• Brainstorm possible solutions• Select best solution• Determine success measures

PDCA CYCLE

Plan

Do

Check

Act

• Implement solution, preferably on a small scale

• Be aware of unintended consequences

PDCA CYCLE

Plan

Do

Check

Act

• Measure results against goal• Were results better? The same? Worse?• Document any unintended consequences

PDCA CYCLE

Plan

Do

Check

Act• If better, standardize to hold the gains and

plan implementation on broader scale• If worse, abandon • If same, determine next solution to try• Identify future improvement opportunities

A-3 AND PDCAReport Theme:

Background

Current Condition

Goal

Root-Cause Analysis

Countermeasures

Effect Confirmation

Follow-up Actions

Plan Do, Check, Act

THREE-TIER APPROACH TO PROBLEM SOLVING

Duration Typical Focus How Managed

1-5 Days Fix an immediate problem, implement a simple improvement, simple cause analysis

Daily task assignment board; follow up at tier three meetings

6-30 Days

Problem solving process for more complex analysis, solution, and recommendation

Via one-page (A-3) visual project plan reviewed at weekly project review session

30-90 Days

Longer –term or more complex problems or opportunities

Via one-page (A-3) visual project plan reviewed at weekly project review session

QUESTIONS TO PONDER….

How is the three-tier approach to problem solving the same as or different from the way problems are currently solved in the organization?

What would be the greatest challenge to implementing the three-tier approach to problem solving in the organization?

What benefits might the organization realize from the three-tier approach to problem solving?

LEAN CULTUREThe Toyota Lean Culture Triangle

Note: Slides in this section adapted from “Lean Hospitals” by Mark Graban

LEAN CULTURE TRIANGLE

Human Developme

nt

Philosophical

ManagerialTe

chni

cal


Human Developme

nt

What are the implications of placing Human Development in the center of the lean

culture?


Human Developme

nt

Philosophical

The True NorthMissionVision ValuesLean “Fit”

“Base management decisions on long-term philosophy, even at the expense of short-term financial goals” Principle 1-The Toyota Way


Human Developme

nt

Tech

nica

l

The Tools5SValue Stream MappingProcess MappingPoka YokePOUSKaizen


Human Developme

nt

Managerial

The Management MindsetLeadership over managementDeveloping and sustaining trustEncouraging involvementEmpoweringData-based decision makingLong-term thinkingFair treatmentLean Sensei

CONSIDER…..

…..which side of the Toyota Lean Culture Triangle represents the greatest strength for your organization?

…..which side of the Toyota Lean Culture Triangle represents the greatest weakness for your organization?

…..what specific strategies could strengthen current organizational weakness?


Human Developme

nt

Philosophical

ManagerialTe

chni

cal

Eliminate

Waste

Respect People

A REVIEW

PRACTICE

Reflect on your organization’s culture as it exists today compared to where it needs to transition to in order to sustain a lean enterprise.

Consider the single greatest issue in undertaking this transition.

Complete the left hand side (Plan) of A3 report.

Share through slice and dice.

Documents

L EAN C ULTURE Organizational Readiness. Y OUR T IME TO R ELAX