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NPESNovember 16 -17, 2008
M. Taubitz
© Lean Journey LLC 2008
Understanding Lean & Safe
TOPMGT.
Safety
Employee
NO!!!
Safety model based on decadesof “we need more support and commitment………..”
Safety is a leadership issue
TOPMGT.
Safety
Employee
YES!!!In
tegra
ted
Info
rmat
ion
Action
Inputs
The proper mantra is“Hey boss, you lead andI’ll support you…..”
Lean & Safe are both leadership issues….
MIT defines “lean” as “production design that is aimed at the elimination of
waste in every area, including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand, while producing top quality products in the most efficient and economical manner possible.”
A simpler definition with broader application is:1)Identify waste2)Eliminate waste
Companies UsingCompanies Using
• Toyota• General Motors• Boeing• UTC / Sikorsky• Printing• Financial Services• Engineering• Testing Labs
Lean is a term coined to describe the Toyota Production System
Fujio Cho, Toyota Chairman, in a Business 2.0 interview, Jan/Feb 2005
“…..Some people think that if they just implement our techniques, they can be as successful as we are. But those that try often fail. That's because no mere process can turn a poor performer into a star. Rather, you have to address employees' fundamental way of thinking. At Toyota, we start with 2 questions:
1. "Where are we wasting resources like time people or material?"
2. "How can we be less wasteful?"
• Difficult to recognize
• Need to make waste obvious
• Waste identification is the first step towards attaining improvement in efficiency
• Must re-examine the way we think about waste
But first, we need to better understand Lean & Safe……..
The Relationship of Culture and Lean & Safe Operations
Leadership
5S
Application
Self sustainingCulture
ContinuousImprovement
Other Lean Tools
Value StreamMapping
Verify & Validate
Implement
Design
Risk Assessment
Lean & Safe CultureChanges organizational
culture using 5S, value stream mapping and other lean tools to establish a self sustaining
lean culture
Lean & Safe Designapplication specific
safeguardingfor lean & safe productive
operations; utilizes risk assessment and waste
elimination based on 5S and lean principles
Company “x”
Traditional Safety vs. Lean & Safe• Traditional Safe strives for
– acceptable risk
• Lean & Safe strives for– acceptable risk with minimized waste
• The integration of lean and safe is an emerging issue full of opportunity– Threat is confusion about “Lean” and how it
integrates with Safety
Emerging issue
Confusion• “Lean” seems to be an “in” thing
– Many companies are tacking “Lean” onto whatever they’re currently doing and selling it as “lean”• Lean 6 Sigma, Lean Behavior Based Safety, Lean Ergonomics,
Lean Accounting, Lean Office, Lean Engineering….. may all have value,
• “Lean” is thought of for the factory floor, engineering and supply chain, but
• Lean is the identification and elimination of waste in every facet of your daily business………..
Let’s first look at the factory………….
1. Sort
2. Straighten
3. Shine
4. Standardize
5. Sustain
5S on the factory floor....
5S / Lean uses simple changes toeliminate
waste
What you needWhen you need itWhere you need it……
Lean & Safety are both Leadership Issues
• Broad application beyond the factory floor
• Must apply to offices, sales, administration, etc…. To develop desired culture
• If we expect leaders to lead the integration of lean and safe, it’s incumbent upon safety pros / staff to understand both………– Can you name the 7 forms of waste and the 5
repeatable steps to eliminate waste?
• Learn how to identify and eliminate waste
• Organize your business• Learn fundamentals for future
efforts
The 1st Step
• WASTE NOT DEFINED• REACT TO LARGE EXAMPLES• REACTIVE IMPROVEMENT
• WASTE IS "TANGIBLE"• IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE• CONTINUOUS IMPROVEMENT
Over-Production
Processing
MaterialMovement
Waiting
Inventory
Correction
MotionWASTEWASTE
TYPES OF
WASTE
?
1. SORT2. STRAIGHTEN3. SHINE4. STANDARDIZE5. SUSTAIN
Customer Service Center Before 5S:
Service Center After 5S:5S Kaizen
Workshop resulted in identifying
9, 300 excess filefolders
Copy Center
Moving the printer next to the half-wall eliminated the necessity for employees to walk inside the area
Which has more wastewith associated tasks
or
#1
#2
#2#1
#2
The winner is……..
We start with 5S for common areas to learn about waste….
Tackling the hidden waste in business systems is much more difficult………..
Hidden waste is always the worst
Computer issues……..• OS runs slowly• Files won’t open• Crashes• Virus• Can’t find files• Email jail• Redundant files• Shared drive chaos• Etc…..
Resultant waste……1. Corrections (defects)2. Over-production3. Motion (extra key
strokes)4. Material movement
(electrons)
5. Waiting6. Inventory7. Process (call IT,
compress files, reboot, pray….)
=
Value stream / process mapping is used to make hidden waste visible
Typical Value Stream Mapping Workshop
Current State VSM with material flow; lead times, capacity profile and simulation
• cross functional team• no computers• effective not pretty• displays the true current state• promotes team work and brainstorming…..
How would an executive or staff tackle the waste in this process if they can’t see all of the steps???
Value Stream Mapping Makes Hidden Waste Visible
Team of knowledge workers estimated that they would have 20-50 steps in this process…. Two hours of work identified 101 steps
Knowledge FoldersA series of folders stored in one central location, each of which has detailed and
complete information on how to do something
• Usually filed alphabetically• simple manila folders work just fine• storage can be a strong box or a plastic milk crateUsed to
standardize work within
a value stream or process
Initial 5STraining
Office orWorkspace
Process
Lean Tool kit
5S is the enabling process to identify& eliminate waste in value stream mapping
A lean culture is more productive and less stressful
Do your offices have?– 5S – Process or value stream mapping of
Salaried business processes– Lean Council– Safety for salaried workers– Metrics for waste / visual wall to display
Projects and metrics – Standardized one-page reports– Visual controls– Standardized work– Knowledge folders– Teamwork and balanced workloads– Quality and problem solving training– Continuous improvement efforts– Management system
Lean Tool kit
Like safety, lean demands active leaders who wish to demonstrate “I care”
Staffing Productivity
Waste Productivity=
=
Lean is not just for the factory floor…………
Reduce Waste & Stress - - not people
Respect for
people
Stress in Today’s World• Waiting for:
– Someone to return a call– Approvals– Paperwork– Meeting to start
• Correcting other’s mistakes• Last minute changes – working OT• Searching frantically for paperwork• Excess steps• Bureaucratic processes• Incorrect or incomplete instructions• Email “Jail”• Unbalanced workload• Roles and responsibilities not clear• Technology problems….
Learning to apply lean in offices helps the entire organization…
Comparison of Traditional Learning with hands-on Lean
Traditional
• Difficult to translate into action in the workplace– Read
– Seminars
– Webinar, etc….
• Describes “what” without “how”
• Kaizen / Other Lean Workshops– Hands-on learning
– Teamwork
– Workplace is improved
– Foundation for continuous improvement
– Act your way to a new way of thinking…• Lean Living
– Truly a learning journeyExperiential
Learning
Your Current State?
• Workplace neat, clean & organized• Good cadence of work – little stress• Inventory of business processes
– Processes mapped and waste eliminated• Standardized non – standard work• Safety integrated into daily operations• Visual controls and common processes• Good teamwork and workload balance
– Employees understand how lean and safety work together
Standardizing non-standard work
• On a factory floor, this concept is well understood– Quality and operational standards– Safety, etc….
• In an office setting, most everything is non-standard– An organization cannot become truly lean until the
leaders and front office personnel also become lean
– How then does one proceed?
Standards……
• Represent the best, easiest and safest way to do a job
• Preserve know-how and organizational knowledge
• Provide a means to measure performance• Provide a basis for maintenance and improvement• Facilitate objectives and training goals• Create a basis for audit or analysis• Prevent recurring errors • Minimize variability
Standardizing Office Work Overview
• 5S – standards for each area• Lean Council – standard agenda• Safety – standardized visitor protocol / emergency procedures• Visual Controls
– Tape– Order / reorder cards– Signs– Templates– Visual Wall
• Written standards, procedures, etc….• E.g. meetings
• One page reports – standard format• Knowledge folders – template for instructions• Management system – standardizes the way you do business
Something is missing
How to do it wrong……• WSJ Oct 27, 2008: “Neatness Counts at Kyocera and at Others in the 5S
Club ; Sort, Straighten, Shine, Standardize, Sustain…..”
• Overview of Kyocera approach– Corporate mandate with audits
• “….. companies like Kyocera are patrolling to make sure that workers don't, for example, put knickknacks on file cabinets. To impress visitors, the company wants everything to be clean and neat…..”
– “Perfect 5S” misses the point• Reviewer comments…..
– “It's all about removing waste, not looking neat.”– “I'm afraid that this article is a guide to how NOT to implement 5S. Kyocera,
like unfortunately many other companies, doesn't seem to realize is that 5S involves change management, not just the perfect execution of a lean tool….”
Lean and safe is a long journeyCulture change and respect for people comes from the top
Lean & Safe Network• Open to all – free
• Webinars– Hosted by Pilz USA
• Teleconferences
• Email network
Send email to [email protected]
Lean & Safe Summary
• Lean and safe are leadership issues
• Safety has an opportunity to become truly integrated with the business– Lean works in any organization, eliminating
waste and improving productivity and teamwork
• Organizations must understand waste as well as hazards and risk mitigation, aiming for acceptable risk with minimized waste
It may be simple, but…….