People Development process

Rick Guba

Executive in Residence

® All Rights reserved

2

Problem:

Put top talent

in lean jobs

Cant learn

fast enough

3

Problem:

Learning

piecemeal

through books

No time to get

hands on

experience

4

Problem:

Need ability to

see problems

Leverage solutions

so we don’t

recreate the wheel

5

Problem:

Knowledge

obtained

Move on to next

opportunity & need

replacement

6

Problem: Learning available but

not linked

7

Game Change

Training

Modules

& =

MBOE

Model

Inclusive

learning

process

8

Lean Vision

8

Current State

1. Basic Lean Principles not embedded into plant

culture

2. Lack of Lean Expertise in shops

3. Continuous Improvement culture non-existent,

resulting in fire fighting mentality, causing plants to

miss Delivery, Delinquency, Inventory and Cost.

Future State

1. Common Lean Culture in all shops

2. World Class Lean Program

3. Lean Infrastructure that is self-sufficient

Develop Lean Global Strategy Road Map that defines

process, infrastructure, people training, communication

plan and symbolic leadership actions that achieves

positive customer impact and meets business goal and

objectives

9

GE Aviation Lean Progression……

Green Belt

Black Belt / Master Black Belt / Site Lean Leader

Dedicated Lean Leader

10

Infrastructure

Lean Leaders at plants (BB)

Lean Focal at COE’s (MBB)

Central Lean

MBB / Expert

Line Lean Focal (hourly)

Advanced Lean Leaders (BB)

Few (6)

One for each

Value Stream (10)

Unknown

Current Amount Issue

Few (2) fully

certified

Few (1) at

coach level

Few (??) at

coach level

Few (??) at

practitioner level

Few (??) at

novice level

One at each

plant (87)

???

11

Lean infrastructure transformation

1| Each site understand current state• Site Lean resource Assessment and development plan (lean leader & Kaizen

office)

2

2| Linking all Value streams & Develop holistic strategy• Simplify and link initiatives to eliminate redundant requests

• Identify resource application opportunities

3| Identify strategy and apply expertise• Set strategy for Production system, Lean, Teaming, Simplification and

Brilliant Factory

• Partnership with all value streams to Apply all strategy's

4| Link value stream• Utilize all Lean resources globally to problem solve faster

Timing

1st qtr 2015

1st qtr 2015

2nd qtr 2015

3rd qtr 2015

Objective: Develop Lean infrastructure that creates a culture of

continuous improvement

Site Lean

resources

Lean council

Central Lean

Leveraging

resources

Resource roadmap to make Lean sexy

2nd qtr 2015

2nd qtr 2015

12

Lean Assessment

13

People Development

1| Training road map for Lean leaders in full time lean roles

• Self teaching roadmap with testing as preparation to training with an expert

• Lean fundamental Level (Lean Practitioner level core skills)

• Lean advanced level (Lean coach level skills)

2| Year long structured training for Business leaders

• Includes all problem solving tools

• Practitioner Level Lean experience on most lean skills

3| Apply Learning in GE facilities

• Capstone project applied on both fast track journey or Lean academy

4| Build Network of Lean experts• Increase personal connections within lean community

Timing

1st qtr 2015

2nd qtr 2015

2nd qtr 2015

3rd qtr 2015

Objective: Develop Lean knowledge in sites as well as emerging leaders through

individual development, formal training, hands on learning and networking .

Fast track

Learning for Lean

Leaders

Lean Academy for

Business Leaders

Mentoring

Connections

Develop current lean resources and future business leaders

1st qtr 2015

3rd qtr 2016

2nd qtr 2016

14

Lean Leader Fundamental Learning

E learning

with testxxxxxxx x

x x

Training with

hands on

application

Teach

others xxxxxx x

x x

Key project

focus

GE files, books,

websites

Prove basic

knowledge

Understand

variations

Practice through

teachingApply at home

Feedback

process

Pre-learning Learn – Apply – Teach - Adjust

self try with

mentoring

New Training Model

Do with

mentor

support

Focus Group

Skills

• Current plant lean leaders in full time problem solving

positions

• Module training scheduled • Skill Set 1 – Lean 202, GEAPS, PQ/PR, 5S, Takt, SWIP, Std Work,

Current state VSM all 7 flows, A3, time observations Yamazumi

chart, Mix model

• Skill Set 2 - capacity , root cause, Cause & Effect, cell creation,

AWO Prep, 7 ways, material presentation, Visual management

• Skill set 3 – Line re-ballancing, Future state VSM, Kan Ban, Pull,

Supper Market, CAP & Facilitation skills applications , Leader

Standard Work

• Skill set 4 – SMED

• Skill Set 5 – CAP & Facilitation (attend individualy)

Self Paced Learning Training with an Expert Capstone

Application

Structure

• Hands on learning of fundamental practitioner level

tools with proven teaching ability expertise

• Minimize travel (learning remotely) utilizing inspired

learning model

• Collaborative learning

• Mentoring

• Capstone Project application delivering business

results

Achieve Results

15

Lean Leader fundamentalsTimeline Training Other

Week 1

• One session at a site for SMED. The training would be teaching and hands on

application. (4 days)

Week 2

Self-

Learning

• Website reviews

• Books to read

• On-line modules to complete

• GE Training files to review

Capstone Gate 1

Week 3

Capstone Gate 2

Capstone Gate 3

Capstone Report

Out

Week 4

• Skill set event training to include Lean 202, GEAPS, PQ/PR, 5S, Takt, SWIP, Std Work,

Current state VSM all 7 flows, A3, time observations Yamazumi chart, Mix model

• Application of all skills taught (hands on doing)

• Homework assigned

Mentor assigned

Teach modules at

home site

Capstone Gate 3

Teach modules at

home site

• Evendale(??) CAP/Facilitation training session. (3 days)

• Evendale(??) coach training ( 2 days)FW??

Hamble

Wales

Dowty

Rick Guba

• Skill set event training to include capacity , root cause, Cause & Effect, cell creation,

AWO Prep, 7 ways, material presentation, Visual management

• Application of all skills taught (hands on doing)

• Homework assigned

• Skill set event training to include Line re-ballancing, Future state VSM, Kan Ban, Pull,

Supper Market, CAP & Facilitation skills applications , Leader Standard Work

• Application of all skills taught (hands on doing)

• Train the trainer

• Homework assigned

McAllen

16

Fundamentals Required Pre-LearningRequired Books to read• Learning To See ~Rother, Shook (needed for week one)

• Waste at the Genba and Value Stream Mapping

• The Toyota Way ~Jeffery Liker• Explains the management principles and business philosophy behind Toyota

• Creating a Lean Culture ~David Mann (need for week three)• Leadership practices to support and drive a lean culture

• The Toyota way field book ~ Jeffrey Linker and David Meier• A practical guide for implementing Toyota’s 4Ps

GE Aviation Files to read• Waste

• What are the seven forms of waste and how to observe them

• Value Stream Mapping• How to develop a value stream map and see all seven flows and waste

• Standard Work• How to calculate takt time and develop standard work

• Process Capacity• How to calculate process capacity

• 5S• How to make 5s a system not just a tool

• Seven Ways• Managing Creativity

17

Fundamentals Required Pre-Learning

Web sites to visit

• Trial & Error and the God Complex ~ Tim Hartford- Explains the power of Trial & Error http://www.ted.com/talks/tim_harford.html

• The Lean Startup ~ Eric Rice- Foundation for GE FastWorks – Continuous Innovation http://www.theleanstartup.com

• The Lean Institute ~ John Shook

- The Lean Enterprise Institute, Inc. (LEI), founded by James P. Womack http://www.lean.org

• Shingijutsu USA~ Chihiro Nakao

- Shingijutsu USA is a global leader in operations process improvement. http://shingijutsuusa.com/index.html

• Kaizen Institute

- We are the original built by Masaaki Imai > Our founder, Masaaki Imai. http://www.kaizen.com/home.html

• Gemba Academy

- Online Lean and Six Sigma Training. http://www.gembaacademy.com/

18

Lean Leader Advanced Learning

E learning

with test

xxxxxxx x

x x

Training with

hands on

application

Teach

others

xxxxxx x

x x

Key

project

focus

GE files, books,

websites

Prove basic

knowledge

Understand

variations

Practice through

teachingApply at home

Feedback

process

Pre-learning Learn – Apply – Teach - Adjust

self try

with

mentoring

New Training Model

Do with

mentor

support

Focus Group

Skills

• Current plant lean leaders in full time problem solving

positions interested in Lean career path

• Module training scheduled • Skill Set 1 – Root Cause, FMEA, A3, PDCA, Cause & Affect, MSA,

process capability (CpK), Statistical thinking

• Skill Set 2 – Cell creation, pull, kanban, process capacity, single

piece flow, mix model, super market, water spider

• Skill Set 3 – Material presentation, Visual Management, bus

schedule

• Skill set 4 – 3P & Moonshine

• Skill set 5 - TPM

• Six sigma BB certification

Self Paced Learning Training with an Expert Capstone

Application

Structure

• Hands on learning of fundamental

practitioner level tools with proven teaching

ability expertise (module certification)

• Minimize travel (learning remotely) utilizing

inspired learning model

• Collaborative Learning

• Capstone Project application delivering

business results

Achieve Results

19

Advanced Learning

Required Books to read• Shigeo Shingo

• A revolution in manufacturing: the SMED system

• Kanban made simple – John M Gross and Kenneth R Mcinnis• Demystifying and applying Toyota legendary manufacturing process

• Poka-Yoke• Improving product quality by preventing defects

• Lean Solutions – James P Womack and Daniel T jones• How companies and customers can create value and wealth together

GE Aviation Files to read• 3P

• How to develop solutions internally

• TPM• How to develop a equipment improvement plan

• Hejunka & Bus Schedule• Mix Model

• Kanban & Supermarkets & Pull• Single piece flow linkage

• Hoshin Planning• Strategic planning

• Leader Standard Work• Leaders role in the new production system

20

Lean Academy for Business Leaders

E learning

with test

xxxxxxx x

x x

Training with

hands on

application

Teach

others

xxxxxx x

x x

Key

project

focus

GE files, books,

websites

Prove basic

knowledge

Understand

variations

Practice through

teachingApply at home

Feedback

process

Pre-learning Learn – Apply – Teach - Adjust

self try

with

mentoring

New Training Model

Do with

mentor

support

Focus Group

Skills

• Future Plant leaders (Business Leaders)

• Module training scheduled • Skill Set 1 – GEAPS, Waste, 5S, Takt, SWIP, Std Work, Current

state and Future state VSM all 7 flows, time observations,

Yamazumi chart, A3, Pareto charts

• Skill Set 2 – Root Cause, FMEA, Cause & Affect, MSA, process

capability (CpK), Statistical thinking

• Skill Set 3 - Cell creation, pull, kanban, process capacity, single

piece flow, mix model, super market, water spider, SMED

• Skill Set 4 – Leader Standard Work, Material presentation, Visual

Management, Bus schedule, CAP & Facilitation, Mentoring

• Skill set 5 – 3P & Moonshine

• Skill set 6 - TPM

Self Paced Learning Training with an Expert Capstone

Application

Structure

• Focus on how to interpret lean and six sigma

tools

• Develop leading questions ability

• Collaborative Learning

• Capstone Project application delivering

business results

Achieve Results

21

Lessons Learned….

• Team staying together through learning process facilitates

collaborative learning and networking

• Attending sequential learning links concepts faster

• Structured learning process supports knowledge development

22

Questions