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David Brunt November 14th 2016
www.leanuk.org
Lean Learning Experiences
UK Lean Summit – Learning Lean, Lean Learning
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www.leanuk.org 2
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:
Wri
tten
con
trib
utio
ns t
o th
e Le
an 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
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www.leanuk.org
Objectives The Purpose of this Workshop is to:
To learn about the factors necessary to create a successful Lean
Transformation
To provide a framework to think about the learning experiences
that help develop Lean Thinking and Doing capability
To share practical examples from our action research and discuss
what has been learned from the approach
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Agenda
Introduction/Objectives/Agenda Setting the context
What is Lean?
What have we learned about introducing it?
Introduction to the Lean Transformation Framework
What is a Lean Learning Experience? Creating Learning
Experiences around the 5 areas of the Lean Transformation
Framework Value Driven Purpose
Process Improvement
Capability Development
The Lean Leadership and Management System
Underlying assumptions and beliefs
Assessing the critical skills required to develop Lean Learning
Experiences Summary of the lessons learned and next step planning
for participants
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Expectations
5
This workshop will have been a success & made good use of my
time if…
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Managing Expectations
This workshop will address the objectives………. But it won’t make
you an expert Only practice will
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Lean Transformation Framework
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Lean Transformation Framework
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Process Improvement Continuous, real,
practical changes to improve the way the
work is done
Capability Development
Sustainable improvement capability
in all people at all levels
Management System
Leadership
Basic Thinking, Mindset and Assumptions That drive this
transformation
e.g. Respect, Challenge, Kaizen, Alignment, PDCA, Science,
Gemba, Problem-Solving
Value-driven Purpose Situational Approach
What problem are we trying to solve?
What problem are we trying to
solve?
How do we do & improve the
work?
What is our basic thinking?
How do we develop the capability?
What management system and leadership
behaviours do we need?
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www.leanuk.org
Development of Lean World wide benchmarking study of
auto industry Not just manufacturing – about a
Business System Running the factory Designing the product
Coordinating the supply chain Dealing with customers
Toyota seen to be operating a different approach
LEAN coined as word to describe this approach
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Toyota Production System
Jidoka
-Andon
-Poka-Yoke
-Visual control
-5S, etc.
Just-in-time
-Flow production
-Takt time
-Pull system
Customer service
Continuous Improvement
Through People
Lead Time Cost Quality
Heijunka Standardized Work Kaizen
Equipment Stability
Goal: Highest Quality, Lowest Cost, Shortest Lead Time
Purpose
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First TPS Paper in English
Title: “Toyota production system and Kanban system:
Materialization of just-in-time and respect-for-human system”
Please take a read and we will discuss
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Lean Thinking
Specify what creates value from the customers perspective
Identify all steps across the whole value stream
Make those actions that create value flow
Only make what is pulled by the customer just-in-time
Strive for perfection by continually removing successive layers
of waste
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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
PDCA A3 Thinking
® Copyright 2009 Lean Enterprise Institute, Inc. All rights
reserved.
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What is Lean? A Simple Definition
Therefore understand the difference between
value & waste
Provide the most value from the customers perspective, while
consuming the fewest resources and utilising the talents of the
people who do the work
A Simple Definition:
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Cos
t
How do you Make a Profit?
Cost + Profit = Price
Cos
t Pri
ce
Cost-Plus Price-Minus Profit = Price - Cost
Pri
ce
Cos
t P
rofi
t
Waste
Waste
Waste
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What is Your Philosophy of Efficiency?
100 Units
Apparent Efficiency
Current True Efficiency
120 Units
100 Units
100 Units
X 10 X 10 X 8
Apparent Efficiency vs True Efficiency
Local Efficiency vs Total Productivity
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What is Different About Lean? Mental Models
Ref: Pascal Dennis: Getting the Right Things Done pp.25
Thou shalt! Leader = dictator
Conventional Mental Models Lean Mental Models
Only grunts go to the floor
What do you think? Leader = teacher
We have some standards – not sure where they are or if they’re
followed
Move the metal – make the numbers
We have simple, visible standards for all important things
Go see for yourself
Stop production so that production doesn’t have to stop. Don’t
ship junk
Everyone solves problems using simple methods
Make problems visible
Don’t get caught holding the bag
Specialists solve problems using complex methods
Going nowhere fast Getting the right things done
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Lean THINKING
To successfully implement lean we need to understand the
thinking
This thinking is focussed on the flow of value to the customer –
Quality, Delivery & Cost
Respect For People
Continuous Improvement
Respect
Teamwork
Challenge
Kaizen
Genchi Genbutsu “Go & See”
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Lean Learning Experiences
What is a Lean Learning Experience?
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Why Lean Learning Experiences? Techniques System Thinking
Cherry-picking the tools is not enough
The tools comprise a system Focus on the flow of
value to create a system
A way of thinking underlies the tools and system
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Learn the thinking through doing
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www.leanuk.org
It’s Time to be Explicit About the Gaps we have Between our
Desired & Current State
When problem solving we define the gap(s) to close
What are the gaps we need to close to successfully improve?
Knowledge Behaviours Skills Others?
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Current Knowledge
Desired Knowledge
Gap
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Lean Learning Experiences
Experience 1: Value Stream Game
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Background to the Game
Batch Co. produces 3 products for Lean Ltd. The firm’s mission
is to achieve 100% quality
& 100% service (delivery on time) with minimum cost (minimum
inventory and space)
The firm employs a number of people in different roles Manager
(planning), operators, quality
personnel, collection from suppliers, delivery to customer
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Batch Co. - Round 1
Customer’s day is 7.5 minutes long 3 types of products asked for
Measure the firm’s success at the end
of Round 1
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Success or Failure? Measure Round 1
Round 2
Round 3
Round 4
Quality
Parts Passed
Total Parts
% Right First Time
Delivery
Parts Delivered
Parts Ordered
% Delivered on Time
Cost
Work in Progress
Finished Goods
Total space used
Throughput time
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Planning & Making Improvements
20 mins to make improvements 10 mins to plan 10 mins to
implement what is written on the
plan
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Batch Co. – Round 2
Customer’s day is 7.5 minutes long 3 types of products asked for
Measure the firm’s success at the end
of Round 1
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Lean Learning Experiences
Experience 2: Value Driven Purpose
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Value Driven Purpose
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Value Driven Purpose Customer Fulfilment: The “Veronica
Chart”
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Customer Fulfilment
Right first time, on time Clear link between Value (purpose) and
problems End to end process focus (not point optimisation) Respect
for the individual
Problems identified in real time (not through historical data
capture)
Ensures “go and see” Small improvements (kaizen) to close the
gaps
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Lean Learning Experiences
Experience 2: Understanding & Improving
the Work
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The Case: Customer Arrival – Traditional Approach
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The Case: Customer Arrival Grasping the Situation
Current Condition One entrance, one exit to
the workshop Long customer queue Service advisors go out to
the queue 7 minutes to see a
customer
What’s the Problem? Faced with the situation
what would you do? You have 15 minutes to
discuss
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First Experiment
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Experiment: May 2016
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Experiment: September 2016
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Summary: Understanding & Improving the Work
Focus on the work Experience the power of: Observation to
understand the problem The difference between value and waste
One-piece-flow Improved layout – spaghetti charts Creating
stability Standardised Work
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Standardised Work
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Continuous Flow Processing Batch & Queue (Push)
Processing
40
Lead Time: 30++ minutes for total order. First part: 21
minutes
Continuous Flow “make one, move one”
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Lean Learning Experiences
Experience 3: Developing Capability
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42 Key: Training identified Basic awareness of process
Can carry out task supervised
Can carry out task unsupervised
Able to train others in task
Dept Doc No. Capability & Needs Summary
Dept Head Process Skill or Job Name
Individual Capabilities
Individual & Business Needs
Date Q1 Q2 Q3 Q4
No. of People Required per Job
1
2
3
4
5
6
7
8
9
10
11
Training Results
Beginning Period
Production Needs & Changes
Middle Period
Ending Period
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Summary: Developing Capability
Knowledge of the work – value and waste To do the skill Promote
kaizen Develop people Build teamwork A way to behave to get the
best from
people
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Exercise: Developing Capability
Discuss the skills you would need to improve the Service
Reception process Knowledge of the work – value and waste To do the
skill Promote kaizen Develop people Build teamwork A way to behave
to get the best from people
How many people would you need for this process – Demand = 60
vehicles/day
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45 Key: Training identified Basic awareness of process
Can carry out task supervised
Can carry out task unsupervised
Able to train others in task
Dept Doc No. Capability & Needs Summary
Dept Head Process Skill or Job Name
Individual Capabilities
Individual & Business Needs
Date Q1 Q2 Q3 Q4
No. of People Required per Job
1
2
3
4
5
6
7
8
9
10
11
Training Results
Beginning Period
Production Needs & Changes
Middle Period
Ending Period
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Lean Learning Experiences
Experience 3: Leadership & Management
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Lean Managers 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
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Ref: John Shook: Lean Leadership Workshop
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www.leanuk.org
Question the Work as a Whole Question every detail The best
results are obtained by asking:
WHY is it necessary?
WHAT is its purpose?
WHERE should it be done?
WHEN should it be done?
WHO is best qualified to do it?
HOW is the best way to do it?
ELIMINATE unnecessary
jobs; steps; details
COMBINE to reduce
REARRANGE for better sequence
SIMPLIFY Motions, Layout, Tools, Handling
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Applying A3 Thinking: Determine the level at which you will
start
Problem
2 Breakdown Problem Problem Problem
POC
Problem to Tackle 3 Target Setting
Target SMART
Problem to Tackle By When How Much
4 Root Cause Root
Cause Cause
Cause X
X
X
X ASK WHY?
Ultimate Goal
Ideal Situation
Current Situation
1 Clarify the Problem
Plan 5 Develop Countermeasures
X
X X
Choose
Priority
6 See C/Measures Through
Speedy, Smooth Action
7 Monitor Results
Gap
8 Standardise
Improvement
Share the results
Gap
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A3 Thinking
“Thinking” for a reason “What is purpose?”
Can’t be done in isolation Specific actions are needed to
encourage
the right thinking This leads to the next actions & even
deeper
thinking – never ending – continuous improvement
Need both the thinking & behaviours
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Managing Visually
Visualisation is important for managing in real time If you
cannot clearly & quickly understand the status of the
system then you will have a hard time prioritising resources
Gives you eyes for waste & problem identification
Many forms of visuals Business or project plans; standardised
work; schedules;
production performance charts; shadow boards; value stream maps;
andon signals etc.
When developing visuals involve everyone who will either supply
information or utilise the available information & explain the
reasons for the visual
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Glass Wall Management
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Lean Learning Experiences
Experience 3: Underlying Thinking
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Exercise: What are the Gaps Between your Desired & Current
State
When problem solving we try to define the gap(s) to close
What are the gaps you need to close to successfully implement
lean? Knowledge Behaviours Skills
What experiments can you design to see if the gaps can be
closed?
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Current State
Desired State
Gap
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www.leanuk.org
More Resources
Desert Island Lean: Key Lean Books
http://www.leanuk.org/article-
pages/articles/2015/january/09/desert-island-lean-key-lean-books.aspx
Learning Lean, Lean Learning - Desert Island Lean Articles
http://www.leanuk.org/article-
pages/articles/2016/august/18/learning-lean,-lean-learning-desert-island-lean-articles.aspx
56
http://www.leanuk.org/article-pages/articles/2015/january/09/desert-island-lean-key-lean-books.aspxhttp://www.leanuk.org/article-pages/articles/2015/january/09/desert-island-lean-key-lean-books.aspxhttp://www.leanuk.org/article-pages/articles/2015/january/09/desert-island-lean-key-lean-books.aspxhttp://www.leanuk.org/article-pages/articles/2016/august/18/learning-lean,-lean-learning-desert-island-lean-articles.aspxhttp://www.leanuk.org/article-pages/articles/2016/august/18/learning-lean,-lean-learning-desert-island-lean-articles.aspxhttp://www.leanuk.org/article-pages/articles/2016/august/18/learning-lean,-lean-learning-desert-island-lean-articles.aspx
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www.leanuk.org
Lean Enterprise Academy Workshop
Expectations Review
57
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David Brunt November 14th 2016
www.leanuk.org
Lean Learning Experiences
UK Lean Summit – Learning Lean, Lean Learning
58
Lean Learning ExperiencesSlide Number 2Objectives�The Purpose of
this Workshop is to:AgendaExpectationsManaging ExpectationsLean
Transformation FrameworkLean Transformation FrameworkDevelopment of
LeanToyota Production SystemFirst TPS Paper in EnglishLean
ThinkingSlide Number 13What is Lean? A Simple Definition How do you
Make a Profit?What is Your Philosophy of Efficiency?What is
Different About Lean?�Mental ModelsLean THINKINGLean Learning
ExperiencesWhy Lean Learning Experiences?�Techniques
SystemThinkingIt’s Time to be Explicit About the Gaps we have
Between our Desired & Current StateLean Learning
ExperiencesBackground to the GameBatch Co. - Round 1Success or
Failure?Planning & Making ImprovementsBatch Co. – Round 2Lean
Learning ExperiencesValue Driven PurposeValue Driven
Purpose�Customer Fulfilment: The “Veronica Chart”Customer
FulfilmentLean Learning ExperiencesThe Case: Customer Arrival –
Traditional ApproachThe Case: Customer Arrival�Grasping the
SituationFirst ExperimentExperiment: May 2016Experiment: September
2016Summary: Understanding & Improving the WorkStandardised
WorkContinuous Flow Processing�Batch & Queue (Push)
ProcessingLean Learning ExperiencesSlide Number 42Summary:
Developing CapabilityExercise: Developing CapabilitySlide Number
45Lean Learning ExperiencesLean Managers do Two ThingsQuestion the
Work as a WholeApplying A3 Thinking: Determine the level at which
you will start�A3 ThinkingSlide Number 51Managing VisuallyGlass
Wall ManagementLean Learning ExperiencesExercise: What are the Gaps
Between your Desired & Current StateMore ResourcesLean
Enterprise Academy �WorkshopLean Learning Experiences
