Upload
deepak-rustagi
View
69
Download
2
Tags:
Embed Size (px)
DESCRIPTION
The Lean Handbook Journey-Asq Lss Conference
Citation preview
ASQ Lean and Six Sigma Conference 2012
1
The Lean Handbook Journey
The Lean Handbook Journey
Session C5Monday, February 27, 2:00 – 3:00 pm
Presented by
Anthony ManosLBC
Key Learning Outcomes
• Better understanding of the make–up of the Lean Handbook
• How the body of knowledge flows
• Moving beyond the tools of Lean into the
culture
ASQ Lean and Six Sigma Conference 2012
2
The Lean Handbook Journey
Agenda
• The current Lean Body of Knowledge and
its history
• The make–up of the handbook and its
contributing authors
• Information related to the Bronze Lean
Certification
• Suggested readings
• Q&A
Introduction
• First and foremost, this is not the exam
prep book
• This is the “overall BOK book”
• It was written at the “tactical” level (vs. integrative or strategic)
ASQ Lean and Six Sigma Conference 2012
3
The Lean Handbook Journey
Current BOK & History
Four Partner Associations
ASQ Lean and Six Sigma Conference 2012
4
The Lean Handbook Journey
Brief History of the Lean Certification
• 2001 – Members of SME, AME, and constituents of the Shingo Prize
came together and determined the need to align practitioners to a
common foundation – fundamentals – of lean practice to provide a
roadmap to support workforce development and training efforts.
• 2004 – Development of the BOK began in earnest. The Shingo Prize
model served as a basis for the program’s Body of Knowledge.
• 2005 – The proposed lean body of knowledge was validated in a
study thus launching the Lean BOK version 2.0
• Kaizen Blitz Week – Nearly 60 lean practitioners gathered for a week
to develop the components of Lean certification program. Teams
were established to focus on exams, portfolios and the mentoring
requirements. Throughout the development process, nearly 200 Lean
practitioners were involved in the creation of this program not
including the couple of thousands that participated in the study.
ASQ Joins
• 2006, March - The first Bronze exam was offered to the public, the
Certification Oversight & Appeals Committee was established
• 2006, June - the Silver exam was available
• 2006, December – the Gold exam launched
• 2007 - The Shingo Prize Model was restructured, a second validation
study was performed
• 2008 - Updated BOK V3.0 (with weighting factors for Bronze, Silver,
Gold)
• 2010 – ASQ joins the partnership
• The Future of the BOK - Validation studies will be conducted every
5-7 years
ASQ Lean and Six Sigma Conference 2012
5
The Lean Handbook Journey
The Shingo Principles
Results
Enterprise
Alignment
Continuous Process
Improvement
Cultural Enablers
Guiding Principles
Create Value for the Customer
Create Constancy of Purpose
Think Systematically
Focus on Process
Embrace Scientific Thinking
Flow & Pull Value
Assure Quality at the Source
Seek Perfection
Lead with Humility
Respect for Every Individual
ASQ Lean and Six Sigma Conference 2012
6
The Lean Handbook Journey
Supporting Principles
Measure what Matters
Align Behaviors with Performance
Identify Cause & Effect Relationships
See Reality
Focus on Long-term
Align Systems
Align StrategyStabilize Processes
Rely on Data
Standardize Processes
Insist on Direct Observation
Focus on Value Streams
Keep It Simple & Visual
Identify and Eliminate Waste
Integrate Improvement with
Work
Nurture Long-term Relationships
Empower & Involve Everyone
Develop People
Assure a Safe Environment
Shingo Prize Transformation Process
ASQ Lean and Six Sigma Conference 2012
7
The Lean Handbook Journey
BOK Basic Layout
1. Cultural Enablers
2. Continuous
Process
Improvement
3. Consistent Lean
Enterprise Culture
4. Business results
• Principles
• Processes
• Techniques and
practices
• Principles
• Measurement
Systems
• Key Lean Related
Measures
Alignment
Principles
Processes / Systems
Techniques & Practices
How?
Why?
ASQ Lean and Six Sigma Conference 2012
8
The Lean Handbook Journey
Four Major Sections (Bronze %)
• Section 1 – Cultural Enablers (15%)
• Section 2 – Continuous Process
Improvement (60%)
• Section 3 – Consistent Lean Enterprise
Culture (10%)
• Section 4 – Results (15%)
Section 1 – Cultural Enablers
People
ASQ Lean and Six Sigma Conference 2012
9
The Lean Handbook Journey
Rubric 1 – Cultural Enablers
1.1. Principles of Cultural Enablers (3%)
1.1.1. Respect for the individual
1.1.2. Humility
1.2. Processes for Cultural Enablers (4%)
1.2.1. Planning & Deployment
1.2.2. Create a sense of urgency
1.2.3. Modeling the lean principles, values, philosophies
1.2.4. Message Deployment - Establishing vision and direction
1.2.5. Integrating Learning and Coaching
1.2.6. People development - Education, training & coaching
1.2.7. Motivation, Empowerment & Involvement
1.2.8. Environmental Systems
1.2.9. Safety Systems
Rubric 1 – Cultural Enablers
1.3. Cultural Enabler Techniques and Practices (8%)
1.3.1. Cross Training
1.3.2. Skills Assessment
1.3.3. Instructional Goals
1.3.4. On-the-Job Training
1.3.5. Coaching & Mentoring
1.3.6. Leadership Development
1.3.7. Teamwork
1.3.8. Information Sharing (Yokoten)
1.3.9. Suggestion Systems
ASQ Lean and Six Sigma Conference 2012
10
The Lean Handbook Journey
Section 2 – Continuous Process
Improvement
Tools
Principles of CI
2.1. Principles of Continuous Process Improvement (15%)
2.1.1. Process Focus
2.1.2. Identification & Elimination of Barriers to flow
2.1.2.1. Flow & the Economies of Flow2.1.2.2. 7 Wastes (Muda), Fluctuation (Mura), and Overburden (Muri)
2.1.2.3.Connect & Align Value added work
fragments
2.1.2.4. Organize around flow
2.1.2.5. Make end-to-end flow visible2.1.2.6. Manage the flow visually
2.1.3.Match rate of production to level of customer demand - Just-in-
Time
2.1.4. Scientific thinking
2.1.4.1. Stability 2.1.4.2. Standardization
2.1.4.3. Recognize Abnormality
2.1.4.4. Go and See
ASQ Lean and Six Sigma Conference 2012
11
The Lean Handbook Journey
Principles of CI
2.1.5. Jidoka
2.1.5.1. Quality at the source
2.1.5.2. No defects passed forward
2.1.5.3. Separate man from machine2.1.5.4. Multi-process handling
2.1.5.5. Self detection of errors to prevent defects
2.1.5.6. Stop and Fix
2.1.6. Integrate Improvement with Work
2.1.7. Seek Perfection2.1.7.1. Incremental continuous improvement (Kaizen)
2.1.7.2. Breakthrough continuous improvement (Kaikaku)
Lean CI Systems
2.2. Continuous Process Improvement Systems 20%
2.2.1. Visual Workplace
2.2.1.1. 5S standards and discipline
2.2.2. Lot size reduction
2.2.3. Load leveling
2.2.4. 3P Production Process Preparation
2.2.5. Total Productive Maintenance (including predictive)
2.2.6. Standard Work
2.2.7. Built-in feedback
2.2.8. Strategic Business Assessment
2.2.9. Continuous Improvement Process Methodology
2.2.9.1. PDCA
2.2.9.2. DMAIC
2.2.9.3 Problems Solving Storyboards
ASQ Lean and Six Sigma Conference 2012
12
The Lean Handbook Journey
Lean CI Systems
2.2.10 Quality Systems
2.2.10.1 ISO and Other standards
2.2.11 Corrective Action System
2.2.11.1. Root Cause analysis
2.2.12. Project Management
2.2.13 Process design
2.2.14 Pull System
2.2.15 Knowledge Transfer
Lean CI Techniques
2.3. Continuous Process Improvement Techniques &
Practices
25%
2.3.1. Work Flow Analysis2.3.1.1. Flowcharting2.3.1.2. Flow Analysis Charts2.3.1.3. Value Stream Mapping2.3.1.4. Takt Time Analysis2.3.2. Data Collection and Presentation2.3.2.1. Histograms2.3.2.2. Pareto Charts2.3.2.3. Check Sheets2.3.3. Identify Root Cause2.3.3.1. Cause & Effect diagrams (Fishbone)2.3.3.2. 5-Whys 2.3.3.3. Failure Mode and Effects Analysis2.3.4. Presenting Variation Data2.3.4.1. Statistical Process Control Charts2.3.4.2. Scatter and Concentration Diagrams
ASQ Lean and Six Sigma Conference 2012
13
The Lean Handbook Journey
Lean CI Techniques
2.3.4. Presenting Variation Data2.3.4.1. Statistical Process Control Charts2.3.4.2. Scatter and Concentration Diagrams2.3.5. Product and Service Design (make sure to include engineering
changes re: capabilities)2.3.5.1. Concurrent Engineering2.3.5.2. Quality Function Deployment2.3.5.3. Product or Process Benchmarking2.3.5.4. Design for Product Life Cycle (DFx) - cradle to cradle2.3.5.5. Variety Reduction - product and component2.3.5.6. Design for Manufacturability2.3.6. Organizing for Improvement2.3.6.1. Kaizen Blitz Events
Lean CI Techniques
2.3.7. Countermeasure Activities2.3.7.1. Mistake and Error Proofing (Poka Yoke)2.3.7.2. Quick Changeover/Setup Reduction (SMED)2.3.7.3. One Piece Flow2.3.7.4. Right sized equipment2.3.7.5. Cellular Flow2.3.7.6. Sensible Automation2.3.7.7. Material Signals (Kanban)2.3.7.8. Source Inspection2.3.8. Supply Processes External2.3.8.1. Supplier managed inventory2.3.8.2. Cross-docking2.3.8.3. Supplier Assessment and Feedback2.3.8.4. Supplier Development2.3.8.5. Supplier Benchmarking2.3.8.6. Logistics
ASQ Lean and Six Sigma Conference 2012
14
The Lean Handbook Journey
Lean CI Techniques
2.3.9. Supply Processes Internal2.3.9.1. Material Handling2.3.9.2. Warehousing2.3.9.3. Planning and Scheduling
Section 3 – Consistent Lean
Enterprise Culture
Culture
ASQ Lean and Six Sigma Conference 2012
15
The Lean Handbook Journey
Principles of Lean Culture
3.1. Principles of Consistent Lean Enterprise Culture 5%
3.1.1. Systemic Thinking
3.1.1.1. Part-whole relationships are clear and explicit through holistic
thinking3.1.1.2. The organization evolves as necessary to accommodate future
conditions through dynamic thinking
3.1.1.3. Closed-loop thinking to assure effective feedback of
organizational learning
3.1.2. Constancy of Purpose3.1.2.1. Focus on Results
3.1.2.2. Focus on Waste Elimination
3.1.2.3 Focus on Value to customer3.1.3. Social Responsibility
Processes for Lean Culture
3.2. Processes for Developing Consistent Lean
Enterprise Culture
3%
3.2.1. Enterprise Thinking
3.2.1.1. Organize around flow3.2.1.2. Integrated business system and improvement system
3.2.1.3. Reconcile reporting systems
3.2.1.4. Information management3.2.2. Policy Deployment / Strategy Deployment
3.2.2.1. Scientific thinking as a strategy process
3.2.2.2. Series of nested experiments3.2.2.3. Dynamic give and take
3.2.2.4. Forming consensus3.2.2.5. Align strategies and execution
3.2.2.6. Standard work for strategy communication - how we think and
talk
3.2.2.7. Resource deployment and allocation
ASQ Lean and Six Sigma Conference 2012
16
The Lean Handbook Journey
Techniques for Lean Culture
3.3. Consistent Enterprise Culture Techniques &
Practices
2%
3.3.1. A3
3.3.2. Catchball3.3.3. Redeployment of Resources
Section 4 – Business Results
Results
ASQ Lean and Six Sigma Conference 2012
17
The Lean Handbook Journey
Principles of Business Reults
4.1. Principles of Business Results 4%4.1.1. Create Value first to drive performance
4.1.1.1. Measure what matters to the customer
4.1.1.2. Measure normal versus abnormal conditions - (triggers
response)
4.1.1.3. Guidelines for Measurement
Categories
* Customer demand and
characteristics
* Customer retention
* Waste
* People Development Measures* Quality
* Cost and Productivity
* Competitive Impact
Measurement Systems
4.2. Measurement Systems 3%
4.2.1. Measurement
4.2.1.1 Understand interdependencies between measures and
measurement categories
4.2.1.2 Align internal measures with what matters to customers
4.2.1.3 Measure the results from the 'whole' system
4.2.1.4 Measure flow and waste
4.2.1.5 Lean Accounting
4.2.1.6. Voice of the Customer
4.2.2. Goal and Objective Setting4.2.2.1. SMART (Specific, Measurable, Achievable, Realistic, Timely)
4.2.2.2. Tied to the customer
4.2.3. Analysis - Understand what moves the dial on measures
4.2.4. Reporting
4.2.4.1. Visible feedback real-time
ASQ Lean and Six Sigma Conference 2012
18
The Lean Handbook Journey
Lean Measures
4.3. Key Lean Related Measures 8%
4.3.1. Quality
4.3.1.1. Rework
4.3.1.2. First Pass Yield
4.3.2. Delivery
4.3.2.1 Takt Time
4.3.2.2 Cycle Time
4.3.2.3 Lead Time
4.3.3 Cost
4.3.3.1 Inventory turns
4.3.3.2 Queue time
4.3.3.3 Wait time (delays)
4.3.3.4 Overall Equipment Effectiveness (OEE)
4.3.3.5 Changeover Time
4.3.4 Financial Impact
4.3.5.1. Cash Flow
4.3.5 Competitive Impact
4.3.6.1. Customer Satisfaction
Handbook & Authors
Many voices, many styles
ASQ Lean and Six Sigma Conference 2012
19
The Lean Handbook Journey
Many Voices, Many Styles
• We were lucky enough to work with some
of the best minds in Lean
• Look around – a contributing author may be
sitting right next to you or attending this
conference
• Some of these authors are already on the
Recommended Reading list or have top
selling Lean books
• Different and varied backgrounds
A Special Thanks to -
• Christopher Abrey
• Andy Carlino
• Adil Dalal
• Grace Duffy
• David S. Foxx
• Dr. Gwendolyn Galsworth
• Bruce Hamilton
• John Kendrick
• Matthew Maio
• David Mann
• Anthony Manos
• Brian H. Maskell
• Timothy F. McMahon
• Dr. Mark W. Morgan
• Frank Murdock
• Mike Osterling
• Robert (Bob) Petruska
• Govind Ramu
• Rama Shankar
• Gregg Stocker
• Chad Vincent
• Pat Wardell
• Jerry M. Wright
Editors:
• Anthony Manos
• Chad Vincent
ASQ Lean and Six Sigma Conference 2012
20
The Lean Handbook Journey
Lean Bronze Certification
Prepare, Exam, Portfolio
Preparation
1. Assess your knowledge - to earn this certification, you
should demonstrate your understanding of the Lean
Certification Body of Knowledge (PDF). You should also
understand the basics of lean.
2. Read the recommended material - Exam questions are
based on specific Recommended Readings (PDF) selected
by knowledgeable and experienced individuals.
3. Apply - After you apply for the Lean Bronze Certification,
you will receive an "Applicant Kit" which will include: Body of
Knowledge, Recommended Reading List, Portfolio
candidate portfolio instructions, Bronze level portfolio forms,
Lean Proctor form and agreement
ASQ Lean and Six Sigma Conference 2012
21
The Lean Handbook Journey
Exam
4. Attend a classroom review course or register for LORP
(Lean Online Review Program) (Optional)
5. Take the exam - the open-book 170-question exam takes
three hours. It is strongly recommended that you bring your
recommended reading material to the exam. All exam
questions are taken from those sources. You can find exam
taking tips here. (PDF)
6. Receive the Knowledge Certificate - when you pass the
exam, you receive a certificate (not a certification) that
serves as a base for pursuit of the Lean Bronze, Silver and
Gold Certifications. It is valid for three years and is not
renewable.
Portfolio
7. Construct and submit your portfolio of experience -
you must submit your portfolio and have it accepted within
the three year timeframe beginning from the date on your
knowledge certificate.
It should document:
• Completion of 80 hours minimum of education/training
requirements.
• Five (5) tactical projects: events, projects and/or activities
to which specific lean principles and tools were applied.
• Portfolio reflection: results of the events, projects and/or
activities.
ASQ Lean and Six Sigma Conference 2012
22
The Lean Handbook Journey
Next Steps
8. Work with a mentor (Optional)
9. Plan your next step - You may choose to pursue
recertification or the Lean Silver Certification. Your Lean
Bronze Certification is valid for three years.
Company Benefits
• With an established Lean standard, companies
enjoy a clear understanding of the capability of
their resources.
• Provides the opportunity for significant training
and development.
• Mentoring is a fundamental part of the Lean
program, helping to mold new Lean experts
• Standardize Lean practices within organizations,
regardless of size or industry
ASQ Lean and Six Sigma Conference 2012
23
The Lean Handbook Journey
Individual Benefits
• Develop career planning milestones
• Gain a portable, career credential
• Share and gain Lean knowledge through
mentoring others
• Align to the Lean knowledge and competency
standard
• Attain abilities recognized across the industry
• Develop a portfolio of your experience
Suggested Readings
Bronze Level
ASQ Lean and Six Sigma Conference 2012
24
The Lean Handbook Journey
Recommended Readings
Exam questions are based on these Recommended
Readings:
• Gemba Kaizen, Masaaki Imai
• Lean Production Simplified, Pascal Dennis or
Lean Hospitals by Mark Graban
• Lean Thinking, James P. Womack and Daniel T.
Jones
• Learning to See: Value Stream Mapping to Create
Value and Eliminate Muda, Mike Rother and John
ShookPlease note: exam questions are not based on specific information
from the Lean Handbook
Book Covers
ASQ Lean and Six Sigma Conference 2012
25
The Lean Handbook Journey
Wrap-up and Q&A
Evaluations
Wrap-up, Q&A, and Evaluations
Key Learning outcomes:
• Better understanding of the make–up of the Lean Handbook
• How the body of knowledge flows
• Moving beyond the tools of Lean and into
the culture
• Q&A
• Evaluations