‘Growing business excellence through coaching’

LEAN FOUNDATION MODULE

Putting ourselves in the Customer’s shoes

Delivering Value to the Customer

Getting it ‘Right First Time’

Continually Improving performance

Making it easier for Colleagues to work

WHAT IS LEAN?

2

Lean

5 LEAN PRINCIPLES

3

Value

What is of value to the customer

Value Stream

All activities required to bring a service or

product to the customer

Flow

The time it takes to give the customer what they need when they need it

Pull

Don’t do anything until it’s needed and then do

it fast

Perfection

Quality monitoring and Continuous

improvement

▪ Customer Value

▪ Identify your customer

▪ Understand what they Value

▪ Mapping the process steps

▪ Understand the process

▪ Value Added or Non Value Added

▪ Remove Bottlenecks

▪ Non Value Added steps

▪ Eliminate waste

▪ Complete at speed

▪ When customer wants them

▪ Monitoring quality results

▪ Performance Managing

▪ Achieving Continuous Improvement

Data Analysis

• Using facts and real data to make decisions

Change Management

• Vital that improvements are fully implemented and sustained

Leadership

• Leading a team and coaching leaders to resolve problems

Process Analysis

• Processes deliver the items to the customer Project Management

• Ensuring delivery to time, cost and quality requirements

Facilitation

• Helping others to solve problems in their business/operation

GROWING OTHER SKILLS

4

SYSTEMS THINKING; PROCESS FLOW

Team 1

Process Process Process

5

Team 2

Process Process Process

Flow of product or service

PerformanceSystemThinking

Ensure you optimise the product flow through to the customer

What problem have you seen? How big is the problem?

How do you know?

What do you think could be causing it?

What do you know is causing it?

How do you know?

What will you do to fix it?How can we tell if the problem has been fixed for good?

INTRODUCTION TO THE A3 PROBLEM SOLVER

A STEP BY STEP APPROACH TO PROJECT DELIVERY

• Who are the customers & what do they want

• Define the project boundaries, the stop and start of the process

• Identify the measure(s) by which success will be determined

7Define

Measure

Analyse

Improve

Control

▪ Develop a data collection plan for the process

▪ Collect data to quantify defects

▪ Compare to customer survey results to determine shortfall

▪ Identify gaps between current and target performance

▪ Prioritize opportunities to improve

▪ Identify sources of variation

▪ Create innovate solutions using brainstorming techniques

▪ Develop and deploy implementation plan

▪ Prevent reverting back to the “old way”

▪ Ensure results meet the expected goal

▪ Embed the new approach ongoing

Mea

sure

BALANCE THE CUSTOMER REQUIREMENTS TO ENSURE THE CORRECT IMPROVEMENTS

8

Mea

sure

USE GRAPHS TO REPRESENT DATA

9

Show how the current process is performing through data. Example of charts you can use:

Histogram

ShapeSpreadCentral TendencyVariation Over Time

Box Plot

ShapeSpreadCentral TendencyVariation Over Time

Time Series Chart

ShapeSpread (if you plot range/std dev)Central TendencyVariation Over Time

Control Chart

ShapeSpreadCentral TendencyVariation Over Time

Ana

lyse

THINK LEAN & REMOVE THE 8 WASTES

• Defects ,re-work, errors, mistakesD

• Over Production (more than required, reports no one reads, extra copies)O

• Waiting (idle time)W

• Non Utilised Skills (wrong people doing tasks)N

• Transport (excessive plant movement)T

• Inventory (any excess stock, paper, materials)I

• Motion (excessive people movement)M

• Extra Processing (extra process steps, more than 1 spreadsheet)E

Ana

lyse

ROOT CAUSE ANALYSIS

A common approach to solving a problem is to first look for what bears

the responsibility for causing the problem. In other words, what, or who

is to blame. Developing a solution which does not resolve the root

cause will not permanently solve your problem,

Controlling the problem does not fix it!!

Remember Prevention, not blame

In an effective root cause analysis, the question is not,

‘Who's right, or to blame’ but rather what are all the causes’

The 5 Whys is a question-asking technique used to explore the cause-

and-effect relationships underlying a particular problem. The primary

goal of the technique is to determine the root cause of a defect or

problem

Ana

lyse

Incorrect

DocumentsIncorrect Form

Form

completed

incorrectly

Form not

completed

Missing

DocumentsOther

Number 810 150 110 85 52 41

% 63% 12% 9% 7% 4% 3%

Cumul % 63% 75% 83% 90% 94% 97%

0%

20%

40%

60%

80%

100%

0

200

400

600

800

1000

IncorrectDocuments

Incorrect Form Formcompletedincorrectly

Form notcompleted

MissingDocuments

Other

Num

ber

of

Applica

tions

Pareto of Applications unable to be processed

Responses Cumulative %

ANALYSE TOOLS - PARETO

12

Contro

lIm

pro

ve

WHAT IS 5S?

13

▪ It’s a simple 5 step process used to create and maintain an organised, clean, safe & high performing workplace. Each of the 5 steps begins with S.

Sort

Straighten

Shine

Standardise

Sustain

Clearly distinguish needed items from unneeded items and eliminate the latter

Keep needed items in the correct place to allow for easy and immediate retrieval

Keep the workplace orderly and clean

Standardised clean up. This is the condition we support when we maintain the first three pillars

Make a habit of maintaining established procedures

Contro

l

IMPLEMENT ONGOING MEASURES - CONTROL PLANS

14

A good Control Plan will include:

✓ Observing the new process in action

✓ Process map

✓ The measurement of the process

✓ The target performance results

✓ The actual performance results

✓ Who completed the control review

✓ Dates for process review at frequent intervals

✓ A visual control chart

Contro

l

CELEBRATE SUCCESS

15

• YOU SHOULD ENSURE YOU RECOGNISE THE TEAMS ACHIEVEMENTS

• THINK ABOUT HOW YOU COMMUNICATE WITH THE BUSINESS

• WHERE DO THE TEAM GO NOW? WHAT NEXT?

• HOW CAN YOU BEST RECOGNISE THE TEAM?

• WHAT IF WE DON’T DO THIS? WHAT’S THE IMPACT?