Taking Lean to the Enterprise

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ContinuousContinuousImprovementImprovement StandardizationStandardization

Built-In-QualityBuilt-In-QualityShortShort

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PeoplePeopleInvolvementInvolvement

TakingTakingLeanLean

Enterprise -A Project ReviewEnterprise -A Project Review

to theto the

Louis FarinolaDirector GM-Global Manufacturing System

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Project Review Agenda

• Getting Started– Integration vs. “Program of the Month”– Preparing the Team– Standardizing the Approach

• Project Reviews– Purpose– Maps– Results– Learnings

• List of additional projects• Suggestions for How to Get Started

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Integration vs. “Program of the Month”

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In Manufacturing, the Global ManufacturingSystem is “the method” for achieving superiorbusiness performance in all measures:

• Safety • People• Quality• Responsiveness• Cost

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NonNon--ManufacturingManufacturing

•• EngineeringEngineering

•• VSSMVSSM

•• HRHR

•• WWPWWP

GMSGMS•• 5 Principles5 Principles•• 33 Elements33 Elements

GMSGMS•• 5 Principles5 Principles•• 33 Elements33 Elements

•• Vehicle Mfg.Vehicle Mfg.

••PowertrainPowertrain

Manufacturing

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“Expanding GMS to the Enterprise”

• Established that the only difference between Mfg. And Office Lean was that the fact that the processes were not as visible

• Introduced Value Stream Mapping as a “tool”within the GMS Toolbox that would make the office processes visual

• Used GMS language throughout and retained the notion of increasing value while while we worked to eliminate waste.

• Identified 6 GMS elements as “foundational”to implementing lean principles in the office.

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PeoplePeopleInvolvementInvolvement Foundational

Elements of GMS in the Office

• Business Plan Deployment• Simple Process Flow • In Process Control and Verification• Standardized Work• Workplace Organization• People Involvement

(level schedules)(Andon)

(Shop Floor Management)

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Preparing the Team

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Preparing the Team - Selection13 Functional Implementation Leaders

– Design

– Vehicle Engineering

– Powertrain Engineering

– Manufacturing Engineering

– Manufacturing Support

– Vehicle Sales Service &

Marketing

– Planning

– Quality

– Purchasing

– Human Resources

– Information systems

– Legal

– Finance

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Preparing the TeamTraining-Week One

Monday

• Introductions

• GMS Overview

• Simulated Work Environment

• Debrief

Tuesday

• Learn by Doing:

Conduct a Plant project using the Value Stream Mapping Tool

Wednesday

• Finish Project

• Present to Future State Proposal to Plant Leadership

• Debrief

Thursday

• Learn by Doing:

Conduct an Office project using the Value Stream Mapping Tool

Friday

• Finish Project

• Present to Future State Proposal to Office Leadership

• Debrief

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Simulated Work Environment

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Lead TimeLead Time


Preparing the TeamTraining-Week One

Monday

• Introductions

• GMS Overview

• Simulated Work Environment

• Debrief

Tuesday

• Learn by Doing:

Conduct a Plant project using the Value Stream Mapping Tool

Wednesday

• Finish Project

• Present to Future State Proposal to Plant Leadership

• Debrief

Thursday

• Learn by Doing:

Conduct an Office project using the Value Stream Mapping Tool

Friday

• Finish Project

• Present to Future State Proposal to Office Leadership

• Debrief

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Preparing the Team – TrainingWeeks Two and Three

• Week Two – Develop Process and Materials – To Identify and scope projects– To Facilitate GMS Projects– To Develop implementation plans

• Week Three – Learning by Doing– Participated in Vehicle Engineering Interiors

project– Debriefed learnings and implemented

countermeasures– Created a project plan– Completed a war room template

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Standardizing the Approach

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Implementation90 days or less

- Establish Review sessions (up to 4)- Measure Results to bottom line- Update War Room

Scoping4 sessions completed at least 1 wk prior to workshop

to define the project scope

Workshop3 days

- Day 1: Training & Current State- Day 2: Training & Future State & Leadership Panel- Day 3: Implementation Planning & Leadership Panel

GMS Project Structure

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Objectives Timing

OwnerMethods

Status

Targets

Business Plan Deployment

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Functional Implementation War Room

3GM ConfidentialWar Room 4-7-03

Individual Project Tracking WallOverall Layout

Team

Selection Criteria

GMS Project Plan

Current State Map Future State Map

Approved Changes

Kaizen Bursts

Project BPDs Metrics Measures Overall Status Countermeasures

PLAN DO CHECK ACT

Picture/ Powerpoint

Map or Scroll

Picture/ Powerpoint

Map or Scroll

SponsorOwnerTeam

Leadership Panel

Why was this project

selected

Plan from Pre-scoping

through Workshops

Listing of KaizenProjects

Listing of ChangesApproved By

Leadership Panel

BPD Forms for Implementation




Metric/Target/Status G Countermeasure

Countermeasure

Countermeasure

Countermeasure

Project Title

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Example Projects by FunctionDesign/Pre-Production ProcessInterior Design ProcessTrans. Shift Algorythm Development ProcessAir Quality Permitting ProcessDie Development ProcessDealer Communication ProcessResearch Acquisition ProcessWarranty Analysis Reporting ProcessTooling Purchasing ProcessNew Hire ProcessAppropriation Approval ProcessOutside Legal Retention ProcessHourly Timekeeping Process

• Design • Vehicle Eng.• Powertrain Eng.• Mfg. Eng.• Mfg. Support• Sales• Planning• Quality• Purchasing• H.R.• I.T.• Legal• Finance

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What Have We Learned about Applying “Lean” in the Office?

• GMS Principles apply throughout the enterprise• Value Stream Mapping is the right tool

– Technically– Psychologically

• There is an absence of standardized work and clear performance metrics in every function

• There is often no owner for the entire value stream• Customer requirements are not known or are unclear• Handoffs, even within functions, are a source of waste• First Time Quality in the office is extremely low• We have a lot more to learn!

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So How Can You Get Started?• Learn about Lean

– Read Lean Thinking– Read Learning to See

• If you are a leader, get personally engaged in a project with your staff, at least as a sponsor– Ask a sensei to help (internal or external)– Find out for yourself that it works– Determine how to integrate the process into your

current approach to lean• Challenge the organization to make significant

improvement• Develop internal resources (coaches)• Expand the process throughout the enterprise (let the

results sell it)

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What’s in it for you?

• Higher Quality Products• Lower Operating Costs• Faster to Market• Excited Employees

Education

Taking Lean to the Enterprise