Date post: | 21-Apr-2017 |
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10 KeysTo Lean Daily Management
Tom Fabrizio
Effective Lean LeadershipAn Overview
What is Lean Daily Management?• A system (including the structure) to manage daily work, including
• Customer demand• Best Practices and Standards• Equipment & the workplace• Improvement• People
Who Does It?• Work Teams
• Supported by supervisors and managers• Supported by specialists• These are not temporary project teams• Note: Technicians and specialists may be on the team as full or extended members• Also Note: The team concept extends beyond front line teams – it includes management teams
Time Frame• At the speed of “now”• Actions, information flow, measurement, and improvement occur in the moment(no waiting)
Location• Designated, discrete area “owned” by the work team. Everything else is for support.
Why Lean Daily Management?• Know the real facts
• Team members are closest to the work and ongoing events• Quick Response
• Team members can be fastest to respond• Have a complete view
• Team thinking is more complete• Create a Learning Organization
• Provides a platform for personal and professional growth and improvement
How to Build the SystemKaizen
VisualManagement
Intent Teams
Daily Processes
StandardizedWork
10 Keys To Lean Daily Management
The 10 Keys1. KPIs that matter2. Work Teams3. Best Practices4. Daily Huddles5. Visual Displays6. 5S7. Problem Solving8. Coaching9. Gemba10.Leadership
1. KPIs that MatterKey Performance Indicatorsthat matter
Key Performance Indicators• Quantifiable measurements• Agreed to beforehand• Reflect critical success factors• Measured as summaries, over time (trend charts)• Linked to organizational goals• Examples:
• # units per hour• Cycle times• On time delivery• Patient wait times• Rework time• Lost time due to accidents• Accounts receivable turnover
0.0
0.5
1.0
1.5
2.0
01 J F M A M J J A S O N D
Defec
ts / M
achine
s Aud
ited *
2002 Actual Target Trend
0.0
0.5
1.0
1.5
2.0
01 J F M A M J J A S O N D
Defec
ts / M
achine
s Aud
ited *
2002 Actual Target Trend
Outgoing Quality - Defects / Units Audited
2. Work Teams Work Teams that are Accountable for Daily Work
Work Teams- Functional teams who do the work- Base daily work on customer demand
Work Teams: A Shift In Thinking• The team manages daily work• The team facilitator may be the supervisor or can be chosen by the team• The facilitator is an operator and also a coordinator (spokesperson/link)• The team receives business objectives from management
From Group to Team
3. Best Practices Standardized Work
What is Standardized Work?• The most effective way for a worker to complete their work (doing the right work right)• Standardized Work considers the relationship of the worker with:
• Work flow (sequence of work)• Time (demand and efficiency)• Materials (parts and supplies)• Information• Equipment and tools• Work space and environment
Purpose of Best Practices• Perform work in the best way possible• Define the “job” of a worker• Create a training platform• Determine normal from abnormal• Establish a platform for improvement
Without standards there can be no improvementTaichi Ohno
Operator Instruction Sheets
4. Daily HuddlesScheduled Stand Up Meetings
Shift Start Up Meetings• Daily meetings are a forum for communicating and sharing information
5. Visual DisplaysTeam Display Boards
Facility-wide
Team Board
6. 5SAn Organized & Standardized Workplace
Remember the 5S System?
Standardize
Sort
Set In OrderSustain Workplace Organization & StandardizationWorkplace Organization & Standardization
Shine
When in doubt, you must move it out
Make it clean & keep it clean
A place for everything,with everything in its place
Get control through a visual show
Maintain the gain, forget the blame
7. Problem SolvingSystematic Frontline Problem Solving
Daily Problem Solving• Small tests of change• Every day• By everyone• Using a systematic method
• Standards are your platform for improvement• KPIs provide the context• Teams do the work
Problem Solving is a later step in building a lean daily management system. Putting it first is like putting lipstick on a pig.
DO IT Every Day•Define problem•Open yourself to solutions•Identify the best solution•Take Action (use PDSA)
Focus
Categories
Small Testsof Change
Improvement Tracking
Work Team Action SheetsACTION SHEET “TO DO” LIST
David Miller Large Assembly Line
1 Overall Layout Install U-shapedlayout2 Hard to grasp bases from bin Install gravityfeed bin3 Center fixture4 Keys stick on keyboard Install new keyboard
Tool arrangementlocating/reachingRearrange to eliminaterepetitive motions
6 Reaching to stackcartons
Install workplaceorganization
Off centerfixture
5 Hard to grasp parts from bin Install gravity feedbin & change location
7
Item# Problem Corrective Action
Manager Or Team Leader Area Or Process Name05/16/03Bill Bucher
D. McAlpine 5/17L. Slonski 6/19A. Zver 5/5T. Lenke 5/20
6/25/307/1
E. HaromiG. Erkman
R. Tustin
Date: Page of
PersonResponsible DateDue PercentComplete2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
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10075
Person Doing This SheetACTION SHEET “TO DO” LIST
David Miller Large Assembly Line
1 Overall Layout Install U-shapedlayout2 Hard to grasp bases from bin Install gravityfeed bin3 Center fixture4 Keys stick on keyboard Install new keyboard
Tool arrangementlocating/reachingRearrange to eliminaterepetitive motions
6 Reaching to stackcartons
Install workplaceorganization
Off centerfixture
5 Hard to grasp parts from bin Install gravity feedbin & change location
7
Item# Problem Corrective Action
Manager Or Team Leader Area Or Process Name05/16/03Bill Bucher
D. McAlpine 5/17L. Slonski 6/19A. Zver 5/5T. Lenke 5/20
6/25/307/1
E. HaromiG. Erkman
R. Tustin
Date: Page of
PersonResponsible DateDue PercentComplete2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
2550
10075
Person Doing This Sheet
.
8. CoachingContinuous Coaching Cycles
Two Primary Roles
CoachUses coaching methods toteach Kaizen. Usually one
level up from Learner
LearnerPerson leading or
responsible for a group, team, or process
Coaching Cycles• Used to guide the learner through the steps of the Improvement Kata for a real issue• They are a way to guide and give feedback• They are short, to the point, with follow-up
• Assess the current status of readiness & the focus process• Find out how much the learner knows about the current condition• Give procedural guidance• In addition, you are also learning and growing as a coach
Each cycle should lead to a small test of change, a next step
9. GembaGo to the Source
Go to the Gemba• Gemba means “the real place”• Go to gemba means “go to the source”
• Go to the scene• Report from the scene• Talk to real witnesses
LDM
10. LeadershipStandard Work for Leaders
Planday
The 3 Actions• The 3 Actions for Standard Work for Leaders are:
• Find• Fix• Fortify
• These actions relate to standards• Find problems or non-adherence (see)• Fix the variation, problem (solve problems)• Fortify, make stronger (sustain)
Mapping Your Standard WorkPeople here & ready to work?
Planday
Effective startupmeeting?
Standards followed?
GoalBoardmeeting
Assign Improvement TasksGembaWalk
Complete my improvement tasks
Coaching &Facilitation
Post today’s results.OK?
Plan tomorrow’sstaffing.
Open Circle Implementation1. Full staff presentation2. Management Team3. Std. Work for Leaders4. Work Teams5. Improvement Kata6. Long-term improvement
234
1
56
Reasons Why Attempts to Empower Fail• Lip service but no belief• Managers don’t really understand it• No clear boundaries for empowerment• Micromanagement of the work• Second guessing• No strategic framework (no compass)• Lack of information & training• Allowing barriers to exist• Blame environment• Overburden & underpaid
Do You Want to Know More?• I will be teaching these related workshops at Portland State University, Center for Executive and Professional Education
• The Kaizen Way – October 14• Standardized Work and The Visual Workplace – December 2• 10 keys to Lean Daily Management – December 9
For more information and to register you can go topdx.edu/cepe/lean-practitioner
Thank YouTom [email protected]