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Lean Principles and Practices:
A Healthy Corporate Lifestyle
1
Arno van Berkum
Luncheon Presentation; September 25, 2014
The Institute of Internal Audit, Calgary
A Little Bit About Myself…
• Certified Lean Six Sigma (Master) Black Belt; 11+ years of hands-on and coaching
experience
• Worked in variety of industries - Oil & Gas, Utilities, Healthcare, Manufacturing,
Consumer Electronics
• …and different parts of the world - North America, Europe and Asia
• Married to an auditor, 2 sons
2
Our Conversation Today
� Lean is an inherently simple, yet powerful methodology
� Good habits make for healthy organizations
� You already know some of this stuff!
3
Lean Methodology Was Born Out Of Necessity
• Ford’s first attempt
• Toyota’s rise from the ashes: do more with less
• Adoption by automotive and others; now called Lean
Shorter Cycle Time Improves Capital Turns
Cycle Time
Ca
pit
al
In
Ca
pit
al
Ou
t
5
Shorten Cycle Time By Reducing Waste
Value added activities are typically a small percentage (5% to 20%) of process cycle time.
Traditional approaches tend to focus on accelerating value add; Lean on reducing waste.
Wait in line
Print Boarding Pass
Wait in line
Correct
Spelling error
Check luggage
Security
clearance
Walk to
gate
6
Wait in
line
Board plane
Travel Example:
To Eliminate Waste We Have To First Identify Value
VALUE Who are your customers and what do they value?
VALUE STREAM Map your end-to-end process, identifying which
activities add value to the customer, and which do not
FLOW Move towards continuous, single piece flow
PULL Provide solutions/ information/ services only
when it is required by the customer
PERFECTION Create visual performance measures and
drive continuous improvement
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Waste – Activities that Customers Don’t Want To Pay For
Waste identification requires different perspective on what good looks like, what’s feasible.
Oil that does not meet
refinery specification
Oil that exceeds refinery
specification (e.g. water content)
Too many parts ordered,
equipment idle
Moving parts between warehouses
Producing in excess of
customer demandParts not available
Moving back and forth between
work place and tool shed
7+1
Wastes
Where Does Waste Come From?
� Processes are complex
� Complexity leads to errors
� Errors lead to increased controls (more complexity)
� Fighting with internal processes at expense of focus on customer
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The Benefits Of Lean
Customer
� Improved responsiveness
� Improved quality
� Optimized cost
Culture� Empowerment
� Continuous improvement
� Customer focus
People
� More creativity
� Less frustration
� More autonomy
Business
� Increased competitiveness
� Higher staff engagement &
productivity
� Improved agility
10
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Project Example – Reduce Wellhead Facility Cycle Time
Key Performance Indicator Baseline Target
# Engineering designs Many 1
Engineering effort (hours) 1,200 None provided
Engineering cycle time (days) 275 None provided
Construction cycle time (days) 7 4
The trigger – “there has to be a better way”
Step 1 – Standardize Engineering Design
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Kaizen I Standardize design based on design variables; define MOC process
Marked up P&IDAsset 1 Asset 2 Asset 3
Step 2 – Streamline Process
13
Kaizen II Pre-fabricating modules prior to construction, concurrent execution
Current State value stream map Future state: time-phased construction schedule
Step 3 – Implement, Monitor and Enhance New Process
14
New piling
depth guideline
Integrate with
Completions
Results tracked and communicated via Scorecard
Improve
scheduling process
Root-causes, solutions identified using tools such as Pareto analysis
15
The bottom line - $1.9 MM Cost Savings
Key Performance Indicator Baseline Target After
# Engineering designs Many 1 1
Engineering effort (hours) 1,200 None provided 500
Engineering cycle time (days) 275 None provided 35
Construction cycle time (days) 7 4 4
Additional benefits are increased flexibility, higher process awareness and less frustration.
Lean Tools & Techniques Alone Are Not Enough
16
It is easier to change processes than mindsets and habits.
Diet Analogy - Rapid Weight Loss, Then Rebounding
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� Focus on short term results
� Underlying beliefs don’t change
� Incentives don’t change
� Old habits reappear
� Inefficiencies creep back in
Lifestyle Change – New Thinking, Healthy Habits
RESPECT EVERY INDIVIDUAL - Cultural Enablers
Involve everyone Ensure a safe environment
Develop people Build teamwork
SCIENTIFIC METHOD TO SEEK PERFECTION - Continuous Improvement
Stabilize, standardize process Eliminate waste
Fact-based decision making Integrate improvement with work
CLEAR PURPOSE - Enterprise Alignment
Align Strategy Align Systems (Mgt, Financial, HE, IT) Align Performance
CUSTOMER VALUE
Results
True North Metrics Leadership Behaviors Focus On The Problems
18
Traditional Leadership – Hierarchy Rules
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Autocratic
All knowing
Management By
Objectives
Impatient
Blaming
Controlling
Lean Leadership – Questions Are The Answer
20
Humility & Curiosity
Facilitator
Focus on what and how
Student
Coach
Communicator
Perseverance
Closing Thoughts
� Lean methodology and -tool set is powerful and relatively easy to grasp
� Lasting results require a different perspective on business; and new habits
� Deployed correctly, Lean will drive long term financial health, and a more
positive work environment
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Thank you!
Questions?
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Our Conversation Does Not Have To Stop Here
Personal coordinates:
• ca.linkedin.com/in/arnovanberkum
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