CREATING A PROBLEM SOLVING CULTURE - Twin Citiesism-twincities.org/...problem_solver___ism_7_20_17.pdf · • Therefore, the Lean Problem Solver needs to be a process thinker

CREATING A PROBLEM SOLVING CULTURE

ISM 7/20/2017

Copyright © 2016 LeanCor LLC

Your Presenter: Ashley Yentz

Director - Account Management LeanCor Supply Chain Group

[email protected]

Career Focus Areas: Responsibilities in vision creation and deployment, project coordination, team leadership, detailed data analysis and forecast modeling, also conducting core functions within several operational disciplines. Skilled in coaching organizations through their lean logistics implementation: strategy deployment, culture change, process standardization Prior Roles:

•Kaizen Leader, Strategic Planning - Toyota Motor Sales U.S.A.

•Continuous Improvement Leader - Toyota’s Parts Operation Supply Chain

•Transportation Analyst - Hilti, Inc.


About LeanCor Supply Chain Group

• Lean, supply chain, six sigma,

and leadership courses that

develop people capability and

problem solving skills while

building a culture of operational

excellence.

Project-based, end-to-end

supply chain solutions that

improve your processes,

reduce inventory and Total

Cost, and optimize your

network.

Outsourced transportation,

supplier, and warehouse

management solutions that

optimize material flow and

reduce costs.

Advancing the World’s Supply Chains

Trusted supply chain partner that specializes in lean principles to deliver operational improvement.


IMPROVE Transportation and Supply Chain PERFORMANCE

REDUCE Transportation and Supply Chain COST

4

Supporting Manufacturers, Distributors and Retailers to…

TRANSPORTATION

MEASURED RESULTS THROUGH ADVANCED PROCESSES:

o Planning o Visibility o Control o Leading Technologies o People Development o Continuous Improvement

+ LEAN PRINCIPLES:

o Visibility o Standardization o Leveled Flow o Velocity o Quality at the Source o End-to-End Supply

Chain Management


RCI Goals: RCI reporting and management system to strive towards the customer VOC and customer defined metrics. ( eg. safety, cost, quality, delivery) RCI Stage 1: RCI generated from day to day activities, plan vs. actual gaps in hour to hour activities; immediate improvement. ( eg. freight consolidation, cube utilization, master bill of lading, mode selection) RCI Stage 2: Pro-active tactical RCI from # 2, but may require longer implementation timelines. (eg. packaging, supplier fill rate improvement, carrier performance) RCI Stage 3: Pro-active, LeanCor generated strategic RCI recommendations. ( eg. network design, velocity, flow, process quality, supplier and customer network performance )

Relentless Continuous Improvement (RCI)

5

Right Product > Right Place > Right Source > Right Time > Right Quantity > Right Cost > Right Providers


Customers

http://www.yourlogoresources.com/wp-content/uploads/2012/01/The-Home-Depot-logo.jpg�


The Lean Enterprise System

PDCA

Long Term Thinking

Creating Customer Value

The Purpose

Th

e Peo

ple

Learning Organization

Change Agent

“Go See”

Problem Solver

Systems Thinker

Responsibility & Results

Students & Teacher

Standardization

Stability

Flow - JIT

Quality at the Source

Waste Elimination

Customer Focus

Th

e P

roce

ss

Respect For Humanity


Lean Thinking - Fundamentals

Articulate Your Purpose and Customer Value Proposition Build the Learning Organization Show Respect for People Show Respect for Processes- Stability, Standardization, Quality at the Source Make Problems Visible - Solve Problems in Real Time Eliminate All Waste- Do Only Those Things That Add Value to the Customer Think Long Term as Well as Short Term Continuously Improve: Get Better Every Day Teach the Power of Process Review and use a simple and standard problem

solving model


The Problem Solver

What does this even mean?

• What is a problem?


Problem Solving and Process

• What we need to recognize is that most problems are associated with processes.

• Therefore, the Lean Problem Solver needs to be a process thinker.

http://www.google.com/url?sa=i&rct=j&q=process+thinker&source=images&cd=&cad=rja&docid=fk8LWO4vx6xdlM&tbnid=fPvngjNzcz7aNM:&ved=0CAUQjRw&url=http://blog.alesyabags.com/background/problem-solving-through-non-linear-thinking/&ei=r6ojUZPcO_S40gHO34HYDw&bvm=bv.42553238,d.dmQ&psig=AFQjCNGfGPx3PEMk0iBm_AvqHGHs4CVaiQ&ust=1361378334665117�


Application Question

What is a process?


Brilliant Processes

Process Elements:

Supplier

Input

Procedure

Timing

Output

Measure

Customer

If it’s all about processes, we should know what a process is:

A systematic series of actions directed to some end.

Y = f(x) Business is about taking inputs and transforming them into outputs that our customer will see value in. How well we do this determines how well our organization performs.


Inputs and Outputs What other inputs are required to make this

delicious burger?

= f( +x+x)


Second Law of Thermodynamics

In a system, a process that occurs will tend to increase the total entropy of the universe.

Second law of thermodynamics

System: A group of interacting, interrelated, or interdependent elements forming a complex whole.

Entropy: The steady deterioration of a system or society.

What does this have to do with Problem Solving?


Application Question

• Why is it critical to have formal problem solving models?


ORLOE Problem Solving Model Do the Work & Identify the Problem

Plan & perform the work.Identify gap between plan vs. actual condition.

Define the Problem

Document & validate current state.Develop a clearly defined problem statement.

Determine Root Cause

Identify all possible causes to the problem.Isolate critical few root causes to the problem.

Identify Solutions

Develop solutions that address the root causes to the problem.Ensure the solutions support the entire value-stream.

Implement & Sustain the Solution

Communicate, train, and Implement the solution.Measure and monitor the impact of the solution.

Learn

Op

tim

ize

Execu

teO

pera

teR

evie

w




Reinforcing the Learning Organization

Learning Organization

Problem-Solving Organization

Makes Problems Visible

Lowers the Water Level

Natural Teamwork Created

Organizational Learning Occurs


Lean Organizations Think Differently


Questions?

Ashley Yentz Director, Account Management

[email protected]

mailto:[email protected]�

Documents

CREATING A PROBLEM SOLVING CULTURE - Twin Citiesism-twincities.org/...problem_solver___ism_7_20_17.pdf · • Therefore, the Lean Problem Solver needs to be a process thinker