Post on 28-Nov-2014
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Simulation: Taking “Lean Thinking” to the Next Level
Brittany Hagedorn, Healthcare Lead for North America
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My Evolving View of Simulation & Lean
TODAY
Pure Lean and Six Sigma.
Simulation as a risk reduction tool.
Management Consulting.
Simulation as an engagement tool.
Advocate for Integration.
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• Established 1994
• Suite of Simulation Products
– SIMUL8 Professional – Core Product
– LeanHDX – Architectural Layout Design
– LeanSim Toolkit – Teach Lean Concepts
– Scenario Generator – Strategic Planning
– SIMUL8 Web – Collaborate on Models Online
SIMUL8 Corporation
Easy to Use
Quick to Learn
Visual & Interactive
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“Thinking Lean”
What does it mean to “Think Lean”?
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Continuous Improvement
QUALTIYAD
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LOW
MEASUREMENT
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Challenges for Improvement
• Sustainment of change.• Lots of high priorities.• Adoption/stakeholder engagement.• Complex process interactions.• Interdependent changes/projects.
As improvement practitioners, we face challenges when it comes to implementing a culture of continuous improvement.
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Mounting Pressures
• Need to get more done, faster.• More improvement opportunities than you can
handle with existing staff.• Mandate to quantify results.• Requirement to reduce risk and ensure the
success of every implementation.
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Lean & Simulation’s Shared Philosophy
Variability impacts outcomes. Measure performance. Value everyone’s ideas. Pilot before you implement.
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SIMUL8 Corporation | SIMUL8.com | info@SIMUL8.com 1 800 547 6024 | +44 141 552 6888
Models of Integration
Independent Simulation
Small Model built during a Lean Project
Simulation Integrated into the Standard Lean Process
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Value Stream Mapping
04/09/2023
Even Value Stream Mapping can benefit from simulation.
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Value Stream Mapping
04/09/2023
Use simulation to get even more from a VSM.
1. Validate the VSM by examining inventory levels.2. Prioritize potential projects based on projected
impact on key metrics.3. Identify interactions between projects.4. Set evidence-based improvement targets.
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Compare Scenarios
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Risk-Free Pilots
Visualize everyone’s suggestions and their impact on key outcome measures – for minimal time or cost.
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Post-Kaizen Implementation
Answer questions such as:• Do I have enough resources to handle the increased throughput?• Is the new process robust enough to handle unusual or unexpected
situations?• What downstream effects have we forgotten to plan for?
After a Kaizen event, there is always some uncertainty about how the new process will work after “go live”. For critical business processes, simulation can help mitigate implementation risk.
SIMUL8 Corporation | SIMUL8.com | info@SIMUL8.com 1 800 547 6024 | +44 141 552 6888
Simulation in Lean & Six Sigma
Value Stream Mapping
Identify Improvement Opportunities
PrioritizeProjects
Develop Charters
Map Current State
Design Future State
PilotFuture State Implement Sustain
• Conduct observations.
• Collect data.• Document
value stream statistics.
• Document all barriers, rework, and wait times.
• Estimate the impact and effort for each improvement.
• Combine for prioritization.
• Define process and outcome metrics.
• Establish target (%) for improvement.
• Create a detailed process map.
• Identify potential interventions.
• Develop and document a future state process map.
• Implement the proposed future state on a small scale.
• Identify issues & unexpected effects.
• Modify the future state as needed.
• Conduct training.
• Go live.
• Document standard work and policies & procedures.
• Monitor and sustain improvements. Incorporate
variability into VSM.
Understand dependencies.
Set evidence-based targets.
Validate your current state.
Reduce risk.
Gain buy-in.
Visualize improvement
results.
Simulation is a powerful tool, but it is most effective when integrated with the Lean Six Sigma approach. By doing so, we can maximize the impact of our improvement efforts.
TEACH LEAN CONCEPTS
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Situations For Simulation
• Average is not enough • Complex process
• Many possible input variables• Dependent relationships between variables
• Need a “Sand Box” test environment• Risky (potential danger)• Expensive (moving equipment, building walls)• Time & Resource (running many tests to find the optimum)• Rare occurrence (extremely high demand, disaster response)
• Data constraints (estimational, not available, or “dirty”)• Stakeholder engagement (visualize the future in order to gain buy-in)
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SIMUL8 Corporation | SIMUL8.com | info@SIMUL8.com 1 800 547 6024 | +44 141 552 6888
Key Takeaways
1. Lean and Simulation share a common philosophy.
2. There are many opportunities to incorporate Simulation into standard Lean practice.
3. Lean ROI can be enhanced by integrating Simulation.
4. Careful deployment and strong advocacy will be required in order to fully integrate Lean and Simulation.
SIMUL8 Corporation | SIMUL8.com | info@SIMUL8.com 1 800 547 6024 | +44 141 552 6888
Additional Resources
Visit SIMUL8.com for case studies that demonstrate how Lean and Six Sigma benefit from simulation.
For free downloadable booklet and models from Warwick University, visit SimLean.org.