Date post: | 03-Jun-2018 |
Category: |
Documents |
Upload: | sonnylangsa |
View: | 227 times |
Download: | 0 times |
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 1/16
LEAN TRAINING
POLICY DEPLOYMENT
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 2/16
LEAN TRAINING
1. INTRODUCTION.
2. POLICY DEFINITION.
3. KEY FACTOR SUMMARY.
2
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 3/16
LEAN TRAINING
1. INTRODUCTION.
Policy deployment is useful to:
• To orientate the whole organization of which is the
company VISION… where the company GOES.
• To define what is necessary to get the VISION.• To define how is going to be measured that the company is
getting the VISION.
3
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 4/16
LEAN TRAINING
1. INTRODUCTION.
With a correct definition, a good deployment and a rigorousmaintenance it is possible to get:
4
A) ENGAGEMENT of the people with
the project. This effect is bigger as:
• The bigger it is the detail level.
• The lower it is the last level of
communication.
(In both cases it is necessary to increase the
level of dedication and effort.)
TOP
MANAGEMENT
INTERMEDIATE
MANAGERS
FIRST LINE MANAGERS
WORKERS
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 5/16
LEAN TRAINING
1. INTRODUCTION.
With a correct definition, a good deployment and a rigorousmaintenance it is possible to get:
5
B) PROPERTY OF SENSE: and
responsibility of what can anyone do
to contribute to get the VISION.
(If anyone reach the established objectives at
his level, the company will get the VISION.)
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 6/16
LEAN TRAINING
1. INTRODUCTION.
With a correct definition, a good deployment and a rigorousmaintenance it is possible to get:
6
C) HOW TO MEASURE.
Knowledge of the people of how is
the organization advancing incomparison with the established.
(visibility increases the commitment
with the objectives).
(What is not measured it is not controlled, andcan not be improved).
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 7/16
LEAN TRAINING
1. INTRODUCTION.
With a correct definition, a good deployment and a rigorousmaintenance it is possible to get:
7
D) IMPORVEMENT PARTICIPATION.
The participation level in the
improvement activities increases withthe policy deployment, and specially
when there are resources to make it
possible in a reasonable time.
(Multifunctional teams are the best solution togive autonomy to the company improvement).
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 8/16
LEAN TRAINING
2. POLICY DEFINITION.
8
3-5 YEARS VISION
1 YEAR STRATEGY
METRICS DEFINITION
SETTING OBJECTIVES
REGULAR
MONITORING
IMPROVEMENT
PLAN
COMMUNICATION(TO ALL LEVELS)
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 9/16
LEAN TRAINING
2. POLICY DEFINITION.
9
3-5 YEARS VISION – BLUE SKY VISION
Vision of how we would like to see our company in a medium
term, representing the goals (as a blue sky without clouds).
It must be created by the Top
Management and
communicated to all the
organization.
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 10/16
LEAN TRAINING
2. POLICY DEFINITION.
10
3-5 YEARS VISION – BLUE SKY VISIONDifferent departments, functions or plants can have their own vision to make it
more close to their teams, but these visions must be aligned with the main one,
be coherent with the other departments visions and be validated.
IMPORTANT:
The lack of coherence
between visions can
create interest conflicts
between department,
specially at low level.
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 11/16
LEAN TRAINING
2. POLICY DEFINITION.
11
Once the vision is defined, it is necessary to define which will be the strategy
during the next year (what to do), and how the organization is going to measure
that they are advancing in the correct way.
1 YEAR STRATEGY – METRICS DEFINITION
KEY POINTS TO DEFINE THE METRICS (INDICATORS) :• Select only the “key” and necessaries (it is as bad not to follow the evolution
as to have so much information that do not allows you to see what it is
important).
• They must be broken down to the different levels (to assure that the personwho track the indicator can change it).
• They must be objectively measurable (if possible by an informatic systems),that do not lead to manipulation or interpretation.
• That the definition does not allow leaks (usually leave areas without measure
and control) for which the data can be manipulated without real improvementindicator.
• That the official data of the indicator is provided by a person, institution or
function not directly linked to the indicator.
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 12/16
LEAN TRAINING
2. POLICY DEFINITION.
12
Once the metrics are defined (how they are going to be measured), the values
of the objectives must be established to ensure that the one year strategy is
going to be reach.
KEY POINTS TO DEFINE THE OBJECTIVES:
• They must be SMART (Specific, Measurable, Achievable, Realiable and Timed).
• The further down in the organization they are, the
bigger will be the impact.• An initial reference must be defined at the beggining
• The evolution of the objective need not be horizontal, it
can be defined in stages or sloping.
• They must be coherent with the other areas, plants,
functions and levels of the organization, or the benefits ofthe policy deployment can be turned into frustration and
conflicts (specially at low level).
SETTING OBJECTIVES
0
10
20
30
40
50
60
70
80
90
100
0
10
20
30
40
50
60
70
80
90
100
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 13/16
LEAN TRAINING
2. POLICY DEFINITION.
13
A good objectives system will give no good performance if there is no defined a
regular monitoring system.
KEYS FOR THE REGULAR MONITORING:
• Must be followed by all members of the organization, and preferably with two
zooms. One to show how the whole organization is advancing with respect tothe vision, and the other one of how is the performance of each organization
member against what is in his hands.
• Management levels must maintain the system doing pressure from top to
bottom, following the activity with checking at different levels (go, look and
see) and doing that “emergencies do not kill priorities”. (Lead by the example).
• The attendance of persons to the track meetings of higher levels facilitates
the commitment and importance to the activity.
REGULAR MONITORING
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 14/16
LEAN TRAINING
2. POLICY DEFINITION.
Monitoring examples: (both can be used at the same time).REGULAR MONITORING
14
N
N -1
N -2
DAILY METRIC
REVIEWMONTHLY OBJECTIVES
REVIEW
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 15/16
LEAN TRAINING
2. POLICY DEFINITION.
IMPROVEMENT PLAN
15
Once you know where you want to go, you know how to measure yourself and
you have set goals, it is necessary to define what to do to achieve those goals.
KEYS FOR THE IMPROVEMENT PLAN:
• Multifunctional teams must be defined, they should be tied to a process or
activity, and with the greatest possible degree of autonomy.
• With the vision, objectives and analysis tools (VSM, process diagrams, ...)the team must define what they will do to achieve the objectives. That plan
must be submitted to the Direction seeking support and validation.
• The monitoring of the plan must be periodic, and should establish
mechanisms to allow Direction to support or unblock the different actions.
• Operators must be included in the definition, monitoring and implementation
of the plan from the beginning, with voice and vote.
8/12/2019 6 - Lean Training - Policy Deployment
http://slidepdf.com/reader/full/6-lean-training-policy-deployment 16/16
LEAN TRAINING
3. KEY FACTOR SUMMARY.
16
• There must be a VISION toward which to go and communicate it well
throughout the WHOLE organization.
• Each member of the organization must feel and know that his effort
helps to get the target.
• The lack of consistency in the definition and policies deployment
between levels, can be a cause of frustration and the contrary to the
desired effect.
• The definition, monitoring and improvement of the objectives must be apriority for the organization, which can not “die” for emergencies, or the
organization will never reach the vision.