Transactional Lean I Training

8/9/2019 Transactional Lean I Training

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John PomneanLinda Torgerson

Transactional Lean ITraining


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Safety Contact2

In the event of a Medical Emergency, please notifythe security department from any phone at x2888.

In the event of a fire, please evacuate the areaimmediately, activating the facility fire alarm systemor call security at 566-2888 from a safe area.

In the event of an evacuation, please follow thevoice instructions provided by the fire alarm systemand follow the exit route. Once outside proceed toyour normal gathering location. Visitors shouldremain with class instructors.


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Safety Grabber3

With summer recess in session, watch outfor children when driving, especially onneighborhood streets, and around parksand playgrounds.

Pedestrian injury is the third leading causeof unintentional injury-related deaths amongchildren ages five to 14.

Several factors could put children at a higherrisk:

Walking is a major form of transportationChildren frequently dont pay attention totraffic conditionsChildrens height makes them difficult to see


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Absolute Business Advantage4

Offering the exact products & services itscustomers demand

Producing them more efficiently than itscompetitorso Fewer labor hourso

Less capital resources


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Operational Excellence5

Continuously Improve Our Operationsto Drive Accelerated Sales

and Profitable Growth


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S-W Culture of Excellence

Integrity People Service Quality Performance Innovation Growth

Leadership

Excellence

Brand

Excellence

Innovation

Excellence

Sales

Excellence

Financial

Excellence

Operational

Excellence

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OPEX Five Focus Areas7

Safety Zero is PossibleQuality Zero DefectsService The Perfect Order

People Drive Employee EngagementCost Total Supply Chain Costs

OP16 Report that Tracks Savings

There are many Continuous Improvement Toolsin our Tool Box


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"If the only tool you have isa hammer, you tend to

see every problem as anail."

Abraham MaslowHe is noted for his conceptualization of a "hierarchy of human needs,

and is considered the founder of humanistic psychology.

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Agenda Day 1

Lean Overview

Simulation Round #1

Define Customer Value

Transactional Lean Tools

Wrap-up Discussion

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Classroom Rules

Participate!!!o You get out what you put in

Important Ideas Sheeto Jot down key thoughts, notes, reminders

Breaks

Turn OFF your cell phones and put away

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Introductions

Name

Department

Function

What do you know about Lean?

Who is your Champion?

What is your favorite TV show?

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Eli Whitney

Taylor

Henry Ford

Gilbreth

Shingo Ohno

1900

1798

1950

2013

Great War

AmericanCivil War

World War II

Eli WhitneyInterchangeable Parts

Drawing ConventionsTolerancesModern Machine Tool Development

Frank GilbrethProcess ChartsMotion Study

Henry FordAssembly LinesFlow LinesManufacturing Strategy

Edwards DemingJoseph JuranKaoru Ishikawa

SPCTQM

Eiji ToyodaTaiichi OhnoShigeo Shingo

Toyota Production SystemJust-in-TimeStockless ProductionWorld Class Manufacturing

Lean ManufacturingTransactional Lean

SWAFC EcoLean

Frederick TaylorStandardized WorkTime Study & Work Standards


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What is Transactional Lean?

Continuous Improvement Tools thatDrive Waste Reduction

Process-Oriented Customer Focused Reduces Non-Value-Added Activities ( Muda )

Increases Time for Value Added Activities

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Transactional Lean

L oo k a t Yo ur Work Different ly

Ask Why?

Thats The Way Its AlwaysBeen Done!

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Operational ExcellenceComparison of Tools

Six-Sigmao Primary Metric =

Defects & Dollars

o Data, Data, Datao Specific Process

Orientedo More rigorous processo Project Teams

Leano Primary Metric = Timeo Limited Datao Customer focusedo Accelerated resultso Everyone, everyday

POWERFUL COMBINATION

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Methodology Selection19


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Lean Manufacturing20

THE EFFORTIT TOOK TODO IT!

WASTED EFFORTSCRAP AND REWORK

LATE DELIVERIESEXCESSIVE HOURS

SHORTAGESBREAKDOWNS

The customer will notpay for this!

WHAT THECUSTOMER

SEES

VALUEGOOD PRODUCT

DELIVERED ON TIME

The customer paysfor this!


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How can Transactional Leanhelp You?

Identify Internal & External Customers Visualize your Entire Process You are a both a Customer AND a Supplier Identify Non-Value-Added Work Challenge Established Procedures

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Tools of Transactional Lean

Tacticalo Error Proofingo Visual Management

o Spaghetti Diagramo 5S System

Strategico Value Stream Mappingo SIPOC-Ro Process maps (BMS ISO 9000)

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Sales & Marketing Optimized Controlled Distribution Model Sales Prospect Selection Acquisition Integration

Sales Force Effectiveness Advertising & Merchandising

Finance Accounts Receivable Process Accounting Close Procedure P&L Summaries

Credit Approvals Accounts Payable

Transactional LeanProject Examples

Procurement Supplier Selection Process

Supplier Performance Evaluation Process Toller Processes Outside Buy Decisions

Human Resources Organizational Review Process

Candidate Evaluation Employee Training Sales Incentive Process

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Key Performance Indicators27

Revenue

Cost

Growth

Profit EPSStock Price


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Risk of Not Being Lean

Business as Usualo Tracking Useless Metricso Wasted Effort Remains Hiddeno Analysis Paralysis

Missed Opportunitieso Reduction in Effort and Timeo Adding Valueo Customer Satisfaction

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Three Versions of any Process31

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What you think it is What it actually is What you want it to be

A clear understanding and communication of thecurrent state is essential to establishing the future state!


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If everything seems under control, youre just not going fast enough

~Mario Andretti

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Simulation Round 1

Activity

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Observations37


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Transactional Lean - Basics

1. Defin e Cu s to m er Valu e2. Identify the Value Stream3. Make Value Flow4. Let the Customer Pull Value5. Pursue Perfection

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Identify Your Customers

External Customerso Ultimate Consumer

Internal Customerso Next person in the data stream

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Types of Value

Customer Valueo Activity in which a product / service / document is

transformed right the first time

o Activity that the customer expects to take placeand is willing to pay for (money or time)

Business Valueo Activity that is mandatory due

to regulations or policy NVA,but necessary

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Q ti t k t D t i if


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Questions to ask to Determine ifa task is Customer Value Added?

Does the task add a form or feature to the productor service?

Does the task enable a competitive advantage(reduced price, faster delivery, fewer defects)?

Would the customer be willing to pay extra, orprefer us over the competition if he or she knewthat we were doing that task?

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Value-Added Summary

Activity that, in the eyes of the customer,improves a product or service

Activity that customers are willing to pay for(money and/or time)

Necessary Non-Value Added Activities

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Results 52

Activity

Activity VA NVA Activity VA NVA

Entering Orders X Reviewing X

Waiting for parts X Inspection X

Testing X Copying reports XStaging/Batching X Filing Information X

Assembling products X Revising/Reworking X

Counting parts X Ordering raw materials X

Fueling delivery trucks X Shipping to customers XChecking X Preparing engineer

drawingsX

Filing insurance claims X Obtaining multipleapprovals

X

Process Waste


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Process WasteSeven Forms of Waste

Transportation Excessive movement of an object or piece of

information

Example Multiple approvers for a singlerequest

Inventory Accumulation of material or information before

its actually required

Example Unused records in file room

Motion

Excessive personal motion Example Extra clicks or keystrokes

Over-Production Creation of a deliverable before its actually

required

Example Printing Repeatable reports

Over-Processing

Effort that does not add value Example Re-typing electronic data into

spreadsheets

Defects Any deviation from a documented process or

customer requirement Example Manual Order entry

Waiting Queuing of materials, information or

inquiries

Example waiting for computer to boot up

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Error Proofing56


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What Is 5S?

5S is a system for eliminating waste

by organizing the workplace.

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The Importance of 5S

a company that cannotsuccessfully implement the 5Ss

cannot expect to effectivelyintegrateany large scale

change.

Hiroyuki Hirano

JIT Expert, Author5 Pillars of the Visual Workplace

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1. Sort

When in doubt, throw it out.

Sort through items andkeep only what is needed.

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Example Sort & Straighten64


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3. Shine

Make sure everything is cleanand functioning.

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4. Standardize

Create guidelines for maintainingand monitoring the first three Ss.

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5. Sustain

Make 5S a habit

ManagementsupportContinualcommunicationTotal employeeinvolvementEstablish visualdisplays, metrics& controls

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Before68


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using Lean Techniques (and 29 dumpsters later)

After69


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5S Summary

Clearly distinguish the needed from the unneededSort

All items in the workplace have a marked place of storagethat allows for easy and immediate retrieval to where it isused

Straighten

Work area is continually cleaned and straightenedShine

5S methods are used consistently and in a disciplinedmanner

Standardize

Established procedures maintained by checklistSustain

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Strategic Tools

Value Stream Map

SIPOC- R

Process Map

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1. Define Customer Value

2. Id ent ify th e Value Stream 3. Make Value Flow4. Let the Customer Pull Value5. Pursue Perfection

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What is a Value Stream

End-to-End Business Process which DeliversValue to a Customer

Interdependent Processes & Steps that useGoods, Services and Information to Accomplishan Objective

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M i i i O V l S


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Maximizing Our Value Stream

Understand the interactions between functionalareas Optimization should focus on the entire system

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L l f V l S


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Levels of a Value Stream78

Across MultipleCompanies

Multiple

Departments

SingleDepartment

(door-to-door)

ProcessLevel

Start Here

V l S M i


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Value Stream Mapping

Follow a product or service from beginning toend, and draw a visual representation of everyprocess in the material & information flow.

Then , draw a future state map of how valueshould flow.

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Value Stream Map


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Value Stream MapWhat Does It Do?

Identifies areas of waste Locates significant sources of variation and/or

complexity

Captures the big picture from the customersperspective

Provides a focal point for future efforts

Evaluation of before and after

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Value Stream Map


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Value Stream MapWhy Do It?

To visualize the system as a whole in terms ofprocesses, inventory, and information flowthrough the system

Identify areas to target

Who will be affected by change

How efficiently are we creating value for our customers?

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Id tif Y V l St


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Identify Your Value Stream

End to End (Deliverables) o Processes

Actual transformation of inputs

Information that supports our decisions

o Time = Cost to customerGoal = Value Added Time = Total Lead Time

What are your deliverables?

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Ti M t


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Time Measurements

Process1 Process 2 Process 3 Process 4

Cycle, Queue & LeadTimes

Q-Times Q-Times Q-Times

Value Added

Non -Value Added Non Value Added

Value Added

Cycle Time

Non -Value Added

Cycle Time Cycle Time Cycle Time

Value Added Value Added

5 Min

240 Min 120

5 Min

120 Min

10 Min 15 Min+ + +

+ +

=Total Queue Time = 480 Min Total Cycle Time = 35 Min Total Lead Time = 515 Min+

% Value Added = 35 / 515 = 7%

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Value Stream Map


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Value Stream Map86


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VSM Answers These Questions


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VSM Answers These Questions

Is the flow of product consistent? Are there loops of material or information? Are there any shared resources? Where is Inventory/Work In Process located,

how much and why? Who and what changes the schedule and

why? What information is exchanged between our

suppliers and customers and ourselves?

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Value Stream Map


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pDo It

Create a current state value stream map ofthe simulation exercise

Should include most important processes (butnot every small detail)

Map the process as it currently operates

Indicate times for each activity (Value Addedvs. NVA)

Activity 89

SIPOC


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SIPOC

S = S upplier I = Input P = P rocess O = Output

C = Customer

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SIPOC Strategic Lean Tool


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SIPOC - Strategic Lean Tool

Evaluate Raws Add to System Set Price /Evaluate Supplier Order Raws

Purchasing

60 Min.

Value Added15 Min.

Value Added

90 Min.

Value Added

60 Min.

Value Added

10 Min.Delay Time

320 Min.Delay Time

7.5 Hrs.Delay Time

Tactical Tools Strategic Tools

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Process Map


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Process Map

Process Map Symbols Analyze a Particular Activity Keep it Simple Identify Lead Time

Identify Bottlenecks Identify Improvement

Opportunities

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SIPOC R


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SIPOC- R

S = Supplier I = Input

P = Process O = Output C = Customer

R = Requirements of Customer

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Future State Value Stream


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and SIPOC

Evaluate Raws Add to System Set Price /Evaluate Supplier Order Raws

Purchasing


Process

DetermineNeeds

Enter POs MaterialInspection

SIPOCSuppliers

Raw ListPrice list

InputsExcel Sheet

OutputsPOs

CustomersPurch. Agent

Supplier

20 min 10 min 20 min

Cus tomerRequirements

60 Min.Value Added

15 Min.Value Added

50 Min.Value Added

60 Min.Value Added

10 Min.Delay Time

320 Min.Delay Time

7.5 Hrs.Delay Time

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SIPOC R


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SIPOC- R

Set Price /Evaluate Supplier


Process

DetermineNeeds

Enter POs MaterialInspection

SIPOCSuppliers

Raw ListPrice list

InputsExcel Sheet

OutputsPOs

CustomersPurch. Agent

Supplier

20 min 10 min 20 min

C u s t o m e rRequi rements

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Value Stream Map (Current State)


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Value Stream Map (Current State)

Freight Bill Payment Process (DDI Kick-outs)

Accounts Payable Freight Bill Payment

ReceiveFreight Billfrom DDI.DDI unableto pay due toinsufficientinformation

Send FreightBill toCustomerService toDetermineCost Center

ReceiveFreight BillfromCustomerService withCost Center

Enter FreightBill in systemfor payment

ProcessBill/IssueCheck forPayment

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DDI Rejected Freight Bills


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Current State SIPOC

Supplier Inputs Process Outputs Customers(Frt Carriers) (Frt Bills) (Completed Frt Bills) (Acct Payable/Frt Carriers)

30 min 2hrs 10 min 4 hrs 30 min 7.5hrs4 hrs 2hrs 15hrs 10 min 2hrs

Accounts Payable

Freight Bill Payment

ReceiveFreight Billfrom DDI.DDI unableto pay due toinsufficientinformation

Send FreightBill toCustomerService toDetermineCost Center

ReceiveFreight BillfromCustomerService withCost Center

Enter FreightBill in systemfor payment

ProcessBill/IssueCheck forPayment

Supply ChainServicesGroup recsfreight bill &enters intospreadsheet

Freight Billsent to Adminin CustomerService

Adminforwards toStores TeamLead inCustomerService

Freight BillResearched todetermine costcenter SEEPROCESSMAP

Freight Billgiven to Adminwith CostCenter, whologs intospreadsheet

Freight Billsent to AcctsPayable forPayment

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Improvement Plan


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Improvement Plan

Forward freight bills directly to Stores C/S teamlead

Transfer responsibility of information entry on theproblem tracking spreadsheet from Supply ChainServices group to an admin function withinCustomer Service

Customer Service reps enter issues into Etrac withmore data, including the 2 digit Etrac prefix

Allows Accounts Payable to determine how to chargewithout sending to Customer Service for research Less Customer Service time spent researching freight bill

issues

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Results Achieved


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Results Achieved

Before Total lead time for rejected freight bills

Lead time = Value Added Time + Wait Time

37.5 hours = 14.5 hours + 23 hours

After Total lead time for rejected freight bills

Lead time = Value Added Time + Wait Time 17 hours = 7.5 hours + 9.5 hours

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Project Scoping Proposal


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103Suppliers

Inputs

Stakeholders

Customers

CustomerRequirements

Outputs

In Scope Out of Scope SHWRequirements

WORK PROCESS

Observations and problems

Project NameProject Scoping Proposal


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Reichhold / SHW - TollerProject Scoping Proposal


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SuppliersReichhold

Customer ServiceMFG

DistributionSHWPurchasingReceiving

Accts Payable

Inputs

ReichholdMFG Ordering processPart HistoryMFG process

SHWOrdering process

StakeholdersReichhold

MFG locationsRaw Suppliers

SHWPlants (CEP)Purchasing Dept

CustomersSHW - Plants (CEP)

CustomerRequirements

Ensure productavail

OutputsReichhold - Mapshipping & mfgprocess

SHW Map valuestream. Map thepricing & forecastingprocess

In ScopePart # 475151(SOMI)Ordering & shippingprocessReichhold Mfg process

Out of ScopePayment process

SHW RequirementsProduct: Available for MFGDelivered on-timeCorrect quantityMeet Specs

Ordering and Shipping Process

> Can we change the forecast from monthly to weekly numbers> How do we communicate changes in the demand> Can we normalize the Pickup and trailer drop?> How can we obtain clearer tank readings and communicate to

Reichhold> Can we fix EDI Payment problems. Kilo vs. lbs and/or line vs. bottom

line number> Products are setup incorrectly commercial vs. toll which affects

payment terms.

> We need to ensure that we get Reichhold the file as early as possible> Reichhold pricing process has redundant activities

Project Scoping Proposal

Group Exercise


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Group Exercise

Using someones potential Lean projectfrom the class, we will create a: Project Scoping Proposal Value Stream Map

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Transactional Lean Basics

1. Define Customer Value2. Identify the Value Stream

3. Make Value Flo w4. Let the Customer Pull Value5. Pursue Perfection

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Elements to Making Value Flow


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Elements to Making Value Flow

Flow - of the work/process Produce to the Customer Demand Improve Continuously

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Produce to the Customer Demand


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Takt Time Establish the Process PaceTotal Available work time

Customer Demand Requirements

Example: Ten Minutes to enter a new part.450 min (1day)

1500 new parts

Takt = Rhythm of Work

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Smo oth the Workload

Review & Redesign the Transactional Flow Flexibility Capacity

Visual Controls Standard Work Material at Point of Use Information automated, accessible, easy to understand

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Make Value Flow


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Common causes for delays.. Communication Multiple Handoffs Layered Management / Approval Review

Missing Information / Data...Rework Data Paralysis WIP - Batching Requests Process Variability

Decreasing delay time is usually easier thanspeeding up execution time

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Tools to Improve Value Flow


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p

Tactical Tools Strategic Tools . Standardization Cross Training

o Keep Multiple skills sharpo Appreciation for big pictureo Increase potential for new ideaso Adds value to future job prospects

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Make Value Flow - Summary


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y

Flow is built upon the foundation ofFlexibility and Waste Elimination Understand your customers demands Understand your processes and capabilities Standardization is key to waste elimination Continuous Improvement

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1. Define Customer Value2. Identify the Value Stream3. Make Value Flow

4. L et The Cus to m er Pu ll Valu e5. Pursue Perfection

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Let the Customer Pull Value


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Push vs. Pull Push - Work is initiated by an internally driven

activity like a forecast or deadline.

Pull Work is initiated by an externally drivenactivity like a customer order or data request.

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Pull


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Process does not start until demand iscommunicatedo Changed from pushing reports to letting the customer

get the data when required

WIP is reduced and easier to controlo Reports are not consuming up real or virtual spaceo Overall inventory is reduced

Workers can immediately see what work needsto be done

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Push vs. Pull


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Let the Customer Pull Value


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Advantages of a Pull System

Minimize WIP (Work-In-Process)

Little variation in Lead Time Reduced production lead time variation allows for

more value added activity

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Summary of Customer Service ReportReduction Project


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Reduction Project

Problem Statement: Approximately 528 reports areprepared by administrative assistant in CustomerService. Time dedicated to reporting approximately 1,088hours.

Project Scope: Reports are prepared for ManagementTeam and Director of Customer Service. Focus on needsof management team (Push vs. Pull).

Project Objective: Eliminate unused Reports &

Streamline the process Projected Benefits: Eliminate unnecessary workload,

Minimize storage space, Reduce paper usage.

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Project Results


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j

502 out of 528 reports did not add value to themanagement team and were eliminated.

Redeployed approximately 1,004 hours inpreparation time.

Saved $220.88 on paper yearly.

Saved space on storage of daily reports.

Reports will no longer be pushed to theDirector, Managers & Supervisors. Thesecustomers will use online reporting to pull datawhen needed.

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Linking Flow to Cost & Profitability


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g y

Elimination ofWaste ImprovedFlow DecreasedCostIncreased

Profits & NewBusiness

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Apply the Tools of Transactional Lean


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Reduction in Complexity/Lead Time

Eliminate non-value creating activities as definedby the customer

Minimize the time needed for value creatingactivities

Eliminate Wait Times (One piece flow)

Implement a Pull System

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Transactional Lean IEnd of Day 1

Questions / Comments


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John PomneanLinda Torgerson

Transactional Lean ITraining Day-2

June 26-27, 2013


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Review Day 1


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One question about yesterdays discussions A key take-away

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Value Stream Map Activity


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Create a future state value stream map ofyesterdays simulation. Focus on: How the process could be changed

Eliminate waste Create flow / pull system (produce on demand) Eliminating (or at least minimizing) NVA activities Consider splitting complicated steps into parallel processes

Using the tools that we have learned so far, what would youdo differently to improve service to our customer?

Activity 129

Simulation Round 2


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Activity

130

Observations


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1. Define Customer Value2. Identify the Value Stream3. Make Value Flow

4. Let the Customer Pull Value5. Purs u e Perfect io n

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Pursue Perfection


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Radical vs. Incremental Change Apply the 4 principles of Lean

o Define Customer Valueo Identify the Value Streamo Make Value Flowo Let the Customer Pull Value

Every step in a process can be improvedo The smallest changes can make a difference

Avoid the One & Done

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Pursue Perfection


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Envision the picture of perfectiono How can you move closer to it?

Process improvements alter the Value Streamo The vision is constantly changing

Pursuing perfection will lead to Excellence

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Pursue PerfectionPursue Excellence


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Pursue Excellence

Seven Zeros that lead to Zero Inventory/LeadTime/Waste Zero Defects Zero Batching Zero Setup Zero Breakdowns Zero Handling

Zero Lead Time Zero Changes in Supply

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Pursue Perfection


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Toyotao Almost 25 years to go from a 3-hour

set up to a 3-minute set up.

New product entry PI -1 Formo Manual Processo Automated Notes Workflowo PIM

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Take-Aways


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Customers Define Value

Use Simple Tools to Identify and Eliminate

Waste & Reduce Lead Time

Ask WHY Challenge the current standard

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Tactical vs. Strategic


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Tactical:o Clean up / Remove the Cluttero Short Turn-aroundo Minimal redeployed time (i.e., 30 minutes)

Strategic:o Process changeo Utilizes Lean toolso Requires an output report

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How to Select a Project


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Identify your customero Who is affected by your activity?

What do you provide?o

Data, Service/Information, Training What is the Process to create your output

o How much of your day is involved in the activity?o When was it last reviewed?

Project Discussion

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Ryan Rampton

Facilities Services AnalystPaint Stores Group

Project Presentation140

Project Ideas


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Around the room.

Tactical Projecto Project Title

Strategic Projecto Project Titleo Process change

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Mapping Tips


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Dont sit at the computer Dont map things the

way they are supposedto beDont try to map all flowson one process map

Dont pull time fromprevious projectmeasurements

Do physically walk theprocess

Map the way it really isFlow the main attributesUse a stopwatch andcollect times yourself

Dont Do

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Project Types


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Large Projectso Cross-functionalo Broad timeframeo Extensive team and PMO

Smaller Projectso Require same methods but less intenseo Different tools may be needed

DTO Do the Obvious o Resources and results are known

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Project Management Process


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Project ManagementApproach


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1. Identify the Opportunity NOT the Solution2. Form a Team ( You Are Not an Island )

ChampionProject Sponsor

3. Scope It OutExpanse of ProjectImpact on business

4. Get OrganizedPlans are roadmapsUse available tools (Charters, Gantt Charts, etc.)

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5. Make the TimeSchedule time on your calendar

6. Document the Progress Agendas and meeting notes

7. Identify MilestonesMake sure you hit them

8. Develop a Clear Plan to Implement

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9. Expect Implementation Pushback10.Develop a Control Plan

Make sure change sticks

11. Celebrate Successas a Team

12.Project Autopsy

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Project Management Summary


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Projects Need Organizationo Use tools: Charter, Plan/Timeline, Databaseo Communicate and Document

Projects Need Managemento Delegate: the project is a team efforto Use your Championo Team members may change

o Cooperation can be a challenge

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Post-Project Completion


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Upon project completion: Attach project report-out to the charter Be sure to identify a person to validate

Submit for project validation Credit as Lean Certified in GEMS with validatedproject

Validation requirements on the GSC Lean Enterprise web page

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Project Tracking


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ONBASE Continuous Improvement Project Tracking

See OnBase CI DatabaseInstructions online in the GSCLean Enterprise web page.

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Onbase Training Videos


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Documents

Transactional Lean I Training