4 day programme
BIT Lean Process Training
Aims & Objectives
• Improve skills and knowledge of Lean Principles
• Identify importance of data and KPI’s to help determine potential improvements
• How to apply and manage Lean Principles in your work area
• Obtain the necessary skills to Facilitate an improvement project
• Deliver an Improvement Project
HAVE FUN!
Training Plan
• Teach points (tools and techniques):
- Data Analysis & Management; Problem Solving (inc 5S); Process Mapping; Kaizen; Work Balance; Standard Operations, Conflict Management, Change Resistance Management, Presentation Skills.
• Practical Simulation Activity “Power 4 U”
- Implement and evaluate improved process via a practical exercise
• Project Assessment Programme - Project review, Evidence requirement and Assessment plan
Philosophies of Continuous Improvement
1.Maximise efficient working practices (smarter not harder).
2. The achievement of
Customer Satisfaction (internal/external).
3. Involve Everyone in the
improvement. 4. Cascade the ‘Know-how’
5. Challenge fixed ideas! 6. Do it now! No Excuses. 7. Use your wisdom, not money! 8. Get to root cause of concerns. 9. Improvement is infinite - Better is not good enough!
Steps to Lean Enterprise NEEDS
Customer
Customer
EndCustomer
Supplier
Supplier
VALUE
VALUE
1. Understand your Customers - need and value?
0 2 4 6 8
1
2
3
4
5
62. Understand your process
- what actually happens?
3. Ensure that work flows - remove wastes
Effo
rt
Jobs
4. Balance jobs and ensure effective use of resources - work flow responds to customer demand?
Performance
Time
RADICALIMPROVEMENT
STEP BY STEPIMPROVEMENT
STABILISIATION
5. Continuously improve
Problem solving
BRAINSTORMING AFFINITY
GROUPING FISHBONE 5 WHY’S 5W 1H IS / IS NOT PROCESS
MAPPING
AGREEINGON A PROBLEM
AFFINITYGROUPING
MULTIVOTING
MONITORINGA PROBLEM
TALLY CHARTS HISTOGRAMS/
BAR CHARTS RUN CHARTS PARETO CONTROL
CHARTS
MANAGINGMEETINGS
PRESENTATIONSKILLS
PRESENTINGSKILLS
PROCESSMAPPING
QOS TRACKER
COMMUNICATINGA PROBLEM
DEFINING A PROBLEM
MANAGING A PROBLEM
MANAGINGMEETINGS
PDCA CHANGE
CONTROL
Problem Solving - Ishikawa
MAN METHOD
MATERIALS EQUIPMENT
Damaged in transit
No standard operation/ Work instruction
Wrong spec Copier Breakdowns
Concentration
Old/out dated
Skill
EFFECT
CAUSE AND EFFECT DIAGRAM
Process Mapping
What is it? • Effective tool to visually represent a process. • Allows for identification of bottlenecks and delays. Why use it? • Stimulates problem solving ideas within the team. • Promotes analysis and continuous improvement.
How to process map • Capture the current situation
• Follow Raw Material/Product through assembly process -
not the person
• Ask at each step – What happens?
• How much time does each step take?
• How much distance is travelled?
• Create the process map using the process mapping symbols
Process map activity
5S Work Place Organisation
What Is 5S ? A 5 step technique to stabilise, maintain and
improve the safest, best working environment to support sustainable QCD
• Sort • Set in order • Shine • Standardise • Sustain
REF Q5
REF Q5
• What do we mean by continuous improvement?
• What do we mean by Kaizen? They mean the same thing:
• small improvements on a continuous basis.
Kaizen
1. Select project 2. Explain reasons 3. Set goals. 4. Draw up an action plan.
5. Gather data 6. Analyse the data 7. Develop solutions 8. Perform the solution
9. Check the goals have been satisfied.
10. Adopt the solution 11. Review process 12. Consider further improvement PLAN
DO CHECK
ACT
MAKE IMPROVEMENT A CONTINUOUS ACTIVITY…
Follow: Plan, Do, Check, Act (PDCA) cycle in its never ending rotation, a 12 step continuous improvement cycle.
TRANSPORT
INVENTORY
MOTION
WAITING (IDLE TIME)
OVER PROCESSING
OVER PRODUCTION
DEFECTS (BAD QUALITY)
THE EIGHT WASTES
PERHAPS THE GREATEST WASTE OF ALL?
STAFF POTENTIAL!
Work Balance I want 100 applications processed an hour
The customer
The Office
…I could produce 240 an
hour if I got them…
…but I can only collate 80 an hour
…and I can post 300 an hour
I can supply 180 an hour…
…but I can only deliver 90 an hour…
Takt Time = The Rate at which The Customer Requires Product
Takt Time = Available Production time (seconds) Customer Demand
Takt Time = 36 seconds/part
Takt Time = 9 minutes x 60 15
Calculate TAKT Time
Line Balance
Takt Time = 9 minutes x 60 = 540 seconds = 36 seconds
15 = 15
Evidence Assessment TRAINING/ASSESSMENT PROCESS
LEAN TRAINING/IC PROCESS ADVICE AND GUIDANCE
VISIT 1 EVIDENCE ASSESSMENT
VISIT 2 EVIDENCE ASSESSMENT, PORTFOLIO SIGN OFF
OFF LINE/INTERNAL SUPPORT
PROJECTS REVIEW
DETERMINE ASSESSMENT PLAN
• Establish overall timing program and assessment plan • Review progress with each individual to establish evidence
completed to determine next visit progress
• Identify and plan issue resolution, if required
• Capture candidate communication details
ASSESSMENT VISITS X 2 • Identify evidence status by project
• Generate Feedback and Actions plan with candidate
• Candidate to identify “Actual v Target” and “Plan v Target”
activity plan
• Issue updated Activity Plan to Improvement coordinator • 2 weeks post visit, issue to candidates Feedback and
Actions agreed
• Current benchmark data that identifies the pre improvement process status
• Data to be relevant to the Project deliverable (Quality, Cost or Delivery)
• COMPLETE FOR VISIT 1
EV1 - Area Data
• Determine Project deliverable (Quality, Cost or Delivery)
• Identify benchmark measure (determined from the area data) and the target measure for when the improvement is delivered
• Signed by relevant mangers/sponsors
• COMPLETE FOR VISIT 1
EV2 – Improvement Project Charter (agreed with Sponsor & Line Manager)
Quality Cost Delivery Project
Location: Area:
Name:
Name:
Project Metric "Y": Project "Y" Definition:
Project Sign Off
Role: Signature: e-mail:
Business Case:
of
Benchmark Measure
Charter Creation Date (signed off):
Process Owner:
MCL:
Team MakeupRole: Phone: e-mail:
Lean Project CharterProject Information Worksheet
Please Tick Relevant Project Category
Target Measure
Project Definition:
Project Title:
Project Completion Date (Signed-Off):Project Start Date:
Problem Statement:
Project Objectives & Benefits:
.
Project Sponsor:
Before
After
• Don’t over complicate the process steps
• Use countermeasures to generate PDCA Action Plan
• Following improvement, identify which steps have been removed/reduced
• Colour code removed/reduced steps and amend time/distance to identify improvement
• COMPLETE EV4 VISIT 1, EV8 VISIT 2
EV3 & EV6 – Flow Process analysis
• Identify why you have selected the problem solving tool
• Determine root cause(s) so as to implement permanent fix solution
• COMPLETE FOR VISIT 1
EV4 – Problem Tool used (Fishbone, 5Why, Pareto)
• Format the action plan into PDCA/DMAIC
• Identify Action/Who/When/Status
• Key actions to have supporting evidence
• All team members (including team leader) must have at least one action
• PLAN COMPLETE & 50% OF ACTIONS COMPLETE FOR VISIT 1,ALLCOMPLETE FOR VISIT 2
EV5 – Kaizen Action Plan (PDCA) + Supporting Evidence CONTINUOUS IMPROVEMENT (KAIZEN) ACTION PLAN – ACTIVITY ONE EV11 NUMBER ACTION WHO WHEN STATUS 1.
PLAN - Define the problem Sally
11.04.2013
2.
PLAN - Gather data to illustrate current status/determine project target
Sally 11.04.2013
3.
PLAN - Assemble team for project/get project charter accepted
Sally, Paul S, Keith, David W.
11.04.2013
4.
PLAN - Evaluate inputs of process
Sally, Paul S.
11.04.2013
5.
DO - First team meeting ALL (as per project charter)
18.04.2013
6.
DO - Process map – actual situation; brainstorm wastes.
ALL (as per project charter)
18.04.2013
7.
DO - Process map – ideal situation
ALL (as per project charter)
18.04.2013
8.
DO - Write questionnaire for sorters to complete to quantify root cause.
Sally, Dave Gray, Dean, Chris,Tim.
18.04.2013
9.
CHECK – Second team meeting - summarise questionnaire responses.
Sally 08.05.2013
10.
CHECK - Second team meeting – suggest standard process.
Sally, Paul S, Keith, Dave W, Chris.
09.05.2013
11.
CHECK - Risk assess proposed SOP.
Sally, Rob Skelton
15.05.2013
12.
ACT - Write new DSOP. Sally, Paul S, Chris.
20.06.2013
13.
ACT – implement new DSOP to lock in gains.
Chris, Keith, Dave W.
24.06.2013
14.
ACT – suggest other improvements to further gains.
Sally 24.06.2013
• Can be created new or a revision of a current DSOP
• Must be a controlled document, signed by the relevant authorities
• Process identification and revisions identified
• COMPLETE VISIT 2
EV7 DSOP (create or review)
• Overview of the project from concept to conclusion
• Identify project objectives, benchmark & target improvement
• Identify problem solving tool used and Root Cause
• Action plan, key actions and countermeasures
• Conclusions, deliverables and next steps
• COMPLETE VISIT 2
EV8 – CI Summary sheet A3 (Story board)
EV9 – Resource Calculation
Calculate the optimum resources for the project based on customer demand. This can be represented in the unit of measure identified in EV3 For example, with a Delivery improvement project the improved “Delivery time improvement” may be shown as: Project Delivery
Pre Project Benchmark (generated from EV) = 75 mins Post Project Benchmark (generated from EV) = 50 mins
Project deliverable (sum of Resource calculation) = 25 mins
MANAGING CHANGE
How to define and communicate a case for change
Define the change • Determine a clear vision of the desired future state • Identify the services/products and technology that will be used to
support the new process
• Determine the extent of change required, the resources that will be required to implement the change
• Ensure you have thought about potential questions which may arise from the various stakeholder groups so that these can be incorporated into key messages and communicated effectively as part of a communications campaign.
MANAGING RESISTANCE TO
CHANGE
Understanding Resistance to Change
What is it and how can it help me? • Resistance is one of the main factors preventing organisational
change, so it is important to recognise it and develop strategies for managing resistance effectively.
When does it work best? • Change inevitably brings with it varying levels of resistance; but if
you are to make improvements, change is a necessity. If you can transform resistance into commitment, your changes and improvements are more likely to succeed.
Understanding Resistance to Change
Typical reasons for resistance to change • Fear of Change • Not being consulted • Poor communication • Change to routines • Low trust • Misunderstanding about the need for change • Exhaustion/Saturation • Change to the status quo
Thank You
Any Questions