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8/6/2019 Ron Bartram - MAS2011 Presentation
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Ron Bartram
Managing Director, Herbert Parkinson (the John Lewis
Partnership)
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Herbert Parkinson
A branch of the John Lewis Partnership
Ron Bartram, MD
Dancing with Lean
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Agenda
1. The Business
2. What weve achieved with Lean
3. What works and why ?
4. Achieving critical mass !
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Home Furnishings including..
Design & Weave
Fabric
7 day Curtains & Blinds
Duvets & Pillows
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People make the difference
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Total Sales in 2010 up +15 %
21.718.8m
15.9m
2008/09 2009/10 2010/11
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4 stages on the journey
Parity with the
competition
Gain support for amanufacturing strategy
Eliminate negative
potential
Competitive
advantage
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Making it
Happen
Vision..
..and clear Key Objectives
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Agenda
1. The Business
2. What weve achieved with Lean
3. What works and why ?
4. Achieving critical mass !
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Improvements Obtained :-
Created a future state map for the area
Improvement in efficiency
Waste reduction re-cut and rejects
Highlighted 7 Wastes Balanced workload
Moved closer to one piece flow
Identified capacity & line balance
Share the workload Better planning with maintenance
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25% less space required
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Improved Visual Management
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How can we measure ownership ?The team now look after the dept -
it has become a way of life.
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Agenda
1. The Business
2. What weve achieved with Lean
3. What works and why ?
4. Achieving critical mass !
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Dont trust fortune tellers
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Starting up Improvement teams
Objectives:-
Put LEAN theory into practice
Kick start the improvement process Improve Visual Management
LEAN is fun!
Utilise cross functional teams
Ability to roll out to other areas
Understanding the whole flow
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Value Stream Mapping identifies all thewaste in the process
.. and needs a X functional team
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Using PSDQC boards
..with Key Performance Measures that are relevant tothe area
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The team ensure they achieve theiraction plan targets
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Team proposes Future Improvements.
Apply visual standards to other areas of the business
Value Stream Map other areas
Opportunity to map stock accuracy process
understand root cause Involvement of other Partners take ownership
Re-visit areas are we where we want to be?
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What we can tell about the future is that it
implies major changes
Status quo is not an option
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Working Highlights for theTeam
Everyone working together
Applying LEAN training to practical process learn through doing
Uncovering day to day issues in the area
Better communication
Understanding changes in demand beingproactive rather than reactive
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Agenda
1. The Business
2. What weve achieved with Lean
3. What works and why ?
4. Achieving critical mass !
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Train all your team
and pick your projects.
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Find your Facilitator
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Long-term winners will be those who are
flexible and adapt
Test, accept failure, learn
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Accelerating improvement
Train all your people, but use them in projectteams as soon as you can.
The pay off is not always quick.
Be prepared to revisit projects.
Sustaining improvement is the hardest.
Some techniques are easy and fun to do
but process mapping is scary until youvedone a few. Use MAS. However, the pay off
can be great and the improvement teamgains great confidence and want to do more !
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Its not about matching the competition.
Everything he did, Idid too, butbackwards and inheels.
Ginger Rodgers
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