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Youll Lean and Ill Innovate
Phil Cowen
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To show you Fujitsus approach to lean demonstrated through a
practical session
Understanding Customer ValueCreate flow and remove waste
Its all about the thinking
Objective
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Introduction to Lean
Within Fujitsu, Lean is also referred to as Sense & Respond, originating in servicedesks, over time the principles have been adapted and developed so that Lean can
be applied throughout the organisation.
In the service space, Fujitsu is head and shoulders above the rest. Availabilityremains high and they take action to keep it high, which can be innovative.
Andy McLean General Manager of Operations, Post Office
Sense & Respond is the method of delivery, Lean is the term for what we do;Continual service improvement.
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What is Lean in Fujitsu?
Involve everyone
Learn by doing
Manage visually
Measure what mattersRemove waste
Standardise
Understand customer value
Lean is a way of working that creates value, eliminates waste and builds a culture of continuous
improvement. It does this through engaging people and through a deep understanding of what
matters to customers, supported by a set of tools. It is a journey, not a destination, during which
people discover what matters to their customer and continually find better ways to deliver it.
Fujitsus approach to lean is called Sense and Respond.
Fujitsus approach to
Lean is called Senseand Respond.
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Game Format
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Activity
Traditional Thinking
ROUND 1
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Comm Cell - How Well Did You Do?
Introduction to Comm. Cell
People
Performance
Continuous Improvement
What went well?
What were the most significant
issues?
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The Lean Approach
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Lean approach helps to deliver all three outputs
Reducing waste makesthings happen faster and at
a lower cost
Eliminating reworkeliminates cost and
improves quality
Continuous Improvementempowers people to
continually monitors andimprove quality, time and cost
Reducing defects increasesquality and reduces costs
Reducing waste eliminatesdefects and increases
quality
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Analysing Imbalance
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30
38
14 15
22
8
30 302230
A B C D EF
The process isclearly imbalanced
What should bedone?
How much work
should eachperson have?
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The Eight WastesTransport of materials, product,paperwork, etc., more than is necessary
Inventoryhaving morethanabsolute minimum
Motionof people more thannecessary to complete task
Waitingfor information, materials,people, equipment, etc., causinginefficient use of time
Over - processing...often associatedwith overkill, includes any form ofinspection
Over - productionahead ofdemand or over capacity
Defects / Reworkanything whichleads to rework
Wasted knowledgedisconnectionthat inhibits flow of knowledge, ideasand creativity
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Identify areas of waste in the
processThink about how you can improvethe flow and simplify the process
Select & implement improvementsand confirm them with your
customer
Improve 5 Minutes
Activity
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Activity
ELIMINATE ALL FORMS OF WASTE
STREAMLINE TO CREATE FLOW
ROUND 2
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Lean principles
The 7 Principles
Understand Customer Value
Involve Everyone
Learn by DoingManage VisuallyMeasure what matters
Remove WasteStandardise
If you can evidence all of these you know you have lean in your area
If you need a new process and dont install it, you pay for it without getting it.
Ken Stork
The most dangerous kind of waste is the waste we do not recognise.
Shigeo Shingo
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Lean business benefits
ImprovingEnd to End
service
Meeting andexceedingcustomer
expectations
Improvingorganisational
alignment
ReducingCosts
Improvingstaff
engagement
Creating ademonstrableapproach toContinuous
Improvement
Improvingefficiency andeffectiveness