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Module 1Introduction to Lean Thinking
Agenda for all 5
Module Description Homework
1 Introduction to Lean Thinking
Project documentation and customer information
2 Current State Analysis Current State Map
3 Future State Future State MapImplementation Plan
4 Sustainable Change Complete A3
5 Lessons Learnt and Final Presentation
Continue implementation and further Lean work
Agenda
• The Training Course
• The Philosophy of Lean
• Improving a Process
• Knowing your Customer
• Your Project
You Should…
Be able to:-• Explain the five principles of lean
• Identify the seven wastes
• Understand the difference between value and failure demand
• Understand how the attributes of your service relate to the satisfaction level of your customer
• Utilise methods for gathering and measuring the customer experience
Purpose of the Lean University
• We Will: develop a Lean University• Where:
• People are confident to act and innovate• Internal and external users value services as being
timely, responsive and uncomplicated• Leadership is aligned and consistent to deliver our
vision• The working environment is vibrant and creative
• In order to: be one of the world’s leading universities with an academic community recognised for its international distinction and impact.
The Plane Game
The Rules – Round 1
• Instructions for each stage are on the cards provided
• All materials are to be moved through the fork lift truck driver
• No communication between stages except through the
factory manager
• Ten minutes to produce as many planes as possible
• Record findings on flipchart
How Was That for You?
Top Two Changes
What is Lean?
Lean MaturityNursery Primary Secondary University Real Life
Apply tools to a particular problem - Kaizen
Creation of teams to apply tools on a regular basis
Teaching lean as a way of life. Start to create a culture of continuous improvement
Applying lean on key processes. Coaching and mentoring people
Using lean to inform strategic decisions. Application on all key processes. Culture of continuous improvement
Is This a Typical Day?
• I’ve produced all this information and no-one uses it!
• I can’t get on with my job because I am waiting for someone else!
• My diary is full of meetings where we don’t do anything!
• That piece of work has disappeared into a black hole!
• My in-tray is full of overdue work!
• I’ve been hunting for that information for ages!
• I’ve sent that back twice and it’s still not right!
• I haven’t got time to do my job properly!
So What is Lean About?
Muri = overburden Mura = unevenness, fluctuation, variation
Muda = waste No Muri, Mura or Muda
Process Make-up – Service Example
Value Adding
(5%)
Waste
(60%)
Non Value Adding
(35%)
7 Manufacturing Wastes
7 Service Wastes
Value vs. Failure Demand
Value Demand
• The demand customers make for things
they want and are of value to them
Failure Demand
• The demand caused by a failure to do
something or not do something right for the
customer
http://www.youtube.com/watch?v=WmkPe6Equro&feature=related
Failure Demand
• “Fire fighting”
• Creates ‘noise’ in the system
• False idea about what customer demand is
• Damages customer value
• Overloads our staff
• Creates a negative organisational culture
http://www.youtube.com/watch?v=zEYI9VYXU1g&feature=related
Demand Check Template
Name ________________ Team __________ Date ___________
Purpose of Communication Tel/Email
V/F Response It would be a good idea
if…
Failure Demand Diary
Or, Is This a Typical Day?
• I know and understand what my customers want from me.• I understand who can help me and how long they need to do
their job.• All my meetings are productive and are used to make
decisions.• I know exactly where all work is at any given time no matter
who has it.• All my work meets the agreed delivery time.• I can find any information I need in 30 seconds.• All work is right first time.• I feel I have more control over what and how I do my work.
Everything I do is value added.
The Plane Game
The Rules – Round 2
• Can make two changes
• Five minutes to produce as many planes
as possible
• Record findings on flipchart
How Was That for You?
What is Lean?
Who Is the Customer?
Stakeholder Matrix
What Makes a Customer…
The Kano Model
Absent
HighSatisfaction
“enragers”
“Delighted”
Neutral
LowSatisfaction
High quality performance
Quality or performancenot achieved
“Disgusted”
Fully Implemented
“delighter”
“performance”“basic”
Example of Kano ModellingBASICS
(Needs)
PERFORMANCE
Wants)
DELIGHTERS
(Wows)
Hotel –
Business
Customer
Comfortable bed Price Gym
Express checkout
Fast check-in Swimming pool
Internet access Room location Jacuzzi
Continental breakfast
Fast Room Service
Free Internet Access
Newspaper
Hotel –
Holiday Maker
Comfortable bed
Room location Continental breakfast
Price Express checkout
Internet access
Swimming pool Jacuzzi Newspaper
Gym Restaurant Kids Club
Fast check-in
Example of Kano Modelling
Area Basics or Needs (expected requirements)
Wants or Performance (more is better)
Delighters
University Library Service
Course related books
Multiple copies of course related books
Text messages to remind student of due-back date
Quiet working areas
Ability to reserve books on-line from off campus
Ability to preview books electronically
System to enable easy location of books
No waiting for computer facilities
System automatically updated with recommended reading list
Computer facilities
Group Working Areas
Free teas and coffees
Understandingthe customer experience
Look at cinema times on website
Decide film
Buy tickets
Arrive at cinema
Get ticket from ticket machine
Buy drinks & popcorn
Check ticket with usher
Go to toilet
Find seat in cinema
Watch film
Leave cinema
Cycle of Service: Cinema Visit
(Stage 1: Identifying
Moments of Truth)
Stage 2: Analysing Steps
Moment of Truth Questions to consider
Look at cinema times on website
Website easy to navigate? Convenient times? Good range of times?
Decide Film Good synopses available? Other customers’ reviews?
Buy Tickets Easy to use internet ordering system? Expensive?
Arrive at cinema Ample parking? Distance from car to cinema? Pleasant surroundings? Feel like you are going to see a film?
Get ticket from ticket machine
Is there a queue? Is the machine easy to operate? Is it working?
Buy drinks & popcorn Good range of choices available? Popcorn too salty? Can I get the size of drink I actually want?
Stage 3: Experience of Steps
Moment of truth Customer Experience
Look at cinema times on website
Excellent website, surprisingly, it knew my home cinema, easy to find showing times, film is on at the time I want – it seems to be being shown on 5 screens tonight
Decide Film Links to well written synopsis.. no customer reviews though. Decide to look up film at www.imdb.com
Buy Tickets Easy to use purchasing system, remembers lots of my details from the last visit. Slightly begrudge high booking fee as I’m booking tickets myself
Arrive at cinema
Excellent parking, really like the movie murals, starry ceiling & Hollywood walk of fame feels showbiz
Get ticket from ticket machine
Ticket machine is broken. Have to queue with people who haven’t pre-booked. Irritated.
Buy drinks & popcorn
Fresh, tasty popcorn, no queue.. good price. ‘Small’ drink is most certainly not small & costs £2.50
Performance andDelighter Features
• Performance– Excellent, easy to use website– Wide range of cinema times, lots of showings of
the big film
• Delighters– Opening webpage at my home cinema and
remembering my customer details– Hollywood style entrance
Enragers
• Broken ticket machine – negates the positive website booking experience
• Not being able to buy a fairly priced, fairly sized drink
• Toilets not clean – negates the nice entrance
• Only one exit for the car park
The Kano Model
Absent
HighSatisfaction
“enragers”
“Delighted”
Neutral
LowSatisfaction
High quality performance
Quality or performancenot achieved
“Disgusted”
Fully Implemented
“delighter”
“performance”“basic”
Excellent, easyto use website
Wide choice of films and showings
Already pre-booked my favourite seat
Pre-booked food ready for me at my seat
Free noisy food
Sound too loud
Clean cinema
Working projector
Value Adding Opportunities
• Linking website to other websites of interest to the customer
• Rewarding the customer for booking online• Seat selection on line• Valued customer discounts• Invites to premiers and previews
Staff CounsellingClient Lifecycle
How do I know…
What the customer wants
Customer Driven Improvement Process (CDIP)
A postgraduate course that allows me to continue my undergraduate studies.
A postgraduate course that stands out in the job market
A Postgraduate course that is related to the career I want to go into.
12 7 58%Stands out in the job market
Good choice of career related options
Promote the university more with businesses.3 months time
Your Improvement Project
1Introduction
2Current state
3Future state
4SustainableLean
5Project
•Ideally project fits the timeline – think about the size of the project
•This is about getting the most out of the training – think about how the project fits itself to the required output
•Is simple enough to move forward – think about who needs to be involved
•Provides you with a result – think about a process that needs to change
Lean Project Document
• Helps you to project plan• Sets expectations• Defines roles• Manages the project’s scale• Describes the project using a common
language• Working document• Provides a case study
Your Homework
Talk to your Customer Complete the Project
Documentation
Lets Recap!
1. Name the five principles of Lean (in order).
2. What are the seven “manufacturing” wastes?
3. What are the seven “service” wastes?
4. Explain what is meant by “Value Demand”.
5. Explain what is meant by “Failure Demand”.
6. What are the four factors of the Kano model?
7. What does CDIP stand for?
8. What is the point at which a customer interacts with your service called?
Useful Websites
• www.cardiff.ac.uk/lean
• www.leanuk.org
• http://www.systemsthinking.co.uk/home.asp
• http://www.bobemiliani.com/
• www.st-andrews.ac.uk/business-improvements
Further Reading
Lean Higher Education: Increasing the Value and Performance of University Processes by William K. Balzer (30 Apr 2010)
Lean Thinking: Banish Waste and Create Wealth in Your Corporation by James P. Womack and Daniel T. Jones (7 Jul 2003)
I Want You to Cheat!: The Unreasonable Guide to Service and Quality in Organisations by John Seddon (1 Sep 1992)
