Module 4Sustainable Lean

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

Review of Module 3

You can now:-• Create a future / aspirational state map

• Understand the importance of implementation planning and monitoring

• Brainstorm and share ideas with others

Lets Review Your Homework

Future State Implementation Plan

Let’s Review Your Homework

Agenda

• Metrics & Measures

• 5S

• Visual Management

• Creating a Lean Culture

You Should…

• Be able to apply sensible metrics to your projects

• Understand the value of 5S and Visual Management

• Understand your role in working towards a sustainable Lean University

What is Lean?

Plan

Do

Check

Act

Investigate the current situation & understand fully the nature of the problem to be solved

Develop a future state. Implement short term fixes and long term plans to eliminate root causes

Evaluate the effect of implementation; have actions delivered expected results?

Put plans in place to standardise the process & set further review dates

Why are Measures Important?

• To know you’ve been successful– To understand and communicate the outcomes of a

Lean improvement• To know you need to improve– To identify and target the right areas in a Lean review– To detect variance– To take corrective action (review A3)– To track changes over time and to inform next steps

Definitions

• Metric– Standards for

measuring or evaluating something e.g. Time, cost, quality etc

• Measure– A quantity or

qualitative comparison of some kind – a track against the metric

Metrics

Costeg Space, Resources

Deliveryeg Amount Processed,

Handovers, Time

Qualityeg Customer Satisfaction,

Accuracy

Select Metrics That:-•Have a purpose and focus on the goal•Provide useful information•Can be accurately measured•Are clear and concise•Focus on the customer•Enable informed decision making

Measures

QuantitativeHard Numbers

QualitativeDescriptive

Quantitative Examples•Total time to deliver a service•FTE freed up•Number of steps in the process

Qualitative Examples•Perception of a customer•Perception of staff•Observations

Scope out project & define ‘improvement’

Agree metrics

Collate baseline

measures

Implement changes

Measure at agreed

intervals

Roadmap

Act on the data

•Identify metric owners•Who will collect the data & how•Measure only what you need

•Metrics are worthless if not acted upon

•Measurement timescales

PD

CA

Targets

Cons• Drive Behaviour

• Staff• Management

• Demoralising• Stops You Performing at Your

Best• Imposed

Pros• Drive Behaviour• Healthy Competition• Focus on a Common Goal• Agreed

Must have the right managementattitude and behaviour

Chocolate Factory...

Metrics Summary

• Measure from the customer’s point of view.• Don’t just measure the parts, measure the

effectiveness of the end-to-end process.• Measure what matters because metrics drive

behaviour.• Establish what is truly relevant and then measure it,

not what is easy or what has always been measured.• What gets measured gets improved• Use targets wisely

What Metrics Could You Select To Measure Wastes In You Processes?

Plan

Do

Check

Act

Investigate the current situation & understand fully the nature of the problem to be solved

Develop a future state. Implement short term fixes and long term plans to eliminate root causes

Evaluate the effect of implementation; have actions delivered expected results?

Put plans in place to standardise the process & set further review dates

What is 5S?

• 5S is a structured programme to implement workplace organisation and standardisation

• 5S represents 5 disciplines for maintaining a visual workplace

• 5S is one of the foundations to Lean management

The 5S Steps

1. SortRemove what is not

needed & keep what is needed

2. Set LocationA place for

everything & everything in its

place

3. ShineCheck for

abnormalities, keep everything tidy

4. StandardiseEstablish standards

& guidelines for maintaining

5. SustainEnsure

adherence – Self Discipline

Why Does 5S in the Office Have Such Bad Press?

• Applied inappropriately. Do you need to label your own stapler?

• Seen as housekeeping (to be done by housekeepers)

• Seen as something over and above daily work

• Emphasis on tidy office rather than continuous improvement – visual management, immediate response to abnormalities etc

The Benefits of 5S

• A clean and orderly workplace that facilitates change

• To make problems visible and makes aBnoRmaIity jump out • Space is made available for work• Quality and safety are better in a well maintained environment• Objects and information are easily accessible• Promotes continuous improvement• 5S helps eliminate the 7 wastes

• The initial purpose of 5S is to help change the culture!

Change Culture How?

• Establishes routine behaviours, daily, weekly etc

• Breaks down barriers between departments• Encourages Lean thinking• Kick starts suggestion system• Establishes a continuous improvement

framework• Introduces visual management

1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20

http://www.youtube.com/watch?v=gzbhpHfqJiI

Cardiff University

How the Lean Team Works

Challenge the team to find any electronic file in 30 seconds!!!!!

University 5S

• Not a factory floor, move around papers, information, should do this as efficiently as possible.

• Having correct information available, accessible and current and in a standard form is essential to effective Knowledge management

• When you highlight the critical parts of your processes and make them visible using 5S methodology – then you’ll see at a glance when the process is deviating and correct

Visual Management

Which of these is easiest to understand?• APAGOREUETAI TO KAPNISMA• or VIETATO FUMARE or

Visual Management

• Performance Boards• Signage• 5S• Gemba walks

Visual Management

Big gaps

Visual Management

Visual Management

Visual Management

• Kanban – a visual signal

• The last water bottle is labelled as a signal to replenish supplies

The Lean Culture

“Lean philosophy is not a productivity model. It is an employee engagement model. It is designed to maximise the engagement of the employee. The productivity benefits are purely a by-product. A very important, powerful and ultimately profitable by-product, but a by-product none the less”

Alan Jones, Chairman of Toyota UK

Sustainable Lean

The Lean Iceberg Model (Hines et al, 2008)

5SVisual Management

Poka Yoke Mapping

Culture ChangePEOPLE

How to get the whole team aligned and moving in the same direction at the right speed!

Strategy and Alignment

Finance

HR

Schools

Estates

InternationalPlanning

Regis

try

Finance

H R

Schools

International

Estates

Planning

Lean

Registry

LeanStrategy /

Policy Deploymen

t

Peoples objectives inconsistent Working hard achieving

Departmental goals

Peoples objectives alignedWorking hard achieving University

goals

Strategy Policy Deployment

Strategic Vision & AlignmentNow the entire team can see the complete landscape

and not just the next mountain.

What is Organisational Culture?

To change the culture we must change our habits

- the habits and accepted norms that underpin how we work and what is and isn’t acceptable

in the workplace

Clasp your hands.

Fold your arms.

Now clasp them the other way.

Now fold your arms the other way.

Habits

Much of what happens in any organization is a result of the habits that people have learned through practice, whether deliberately or not.

Which Line is Longer?

A pitfall of many habits is that the past experiences that created them do not necessarily represent future situations

Changing Our Autopilot (The Toyota Kata)

A kata is a routine you practice deliberately so the pattern becomes a habit

Practicing specific new behaviours

Affects

Team / Organisational

CultureRoutinesHabitsNorms

Mindset and behaviourTeaches

This is deliberate, conscious

daily practicing

This is automatic unconscious

daily practicing

Kata (Practice) Creates Culture

The obstacles are situational & will

vary

5 Whys PDCAThe pattern of

thinking and acting stays the

same

Develop The Improvement Habit Through Practice..

Future State

Obstacles

Unclear territory

Obstacles

ObstaclesCurrent

State

Coaching (at the gemba) – 5 Key Questions

• What are you trying to achieve?• Where are you now?• What’s currently in your way?• What’s your next step? What do you expect?• When can we go and see what we have

learned from taking that step??

Sustainable Lean

The Lean Iceberg Model (Hines et al, 2008)

5S

Visual Management

Mapping

Standardised work

Single piece flow

PDCA Poka Yoke

Root Cause Analysis

A3s

A systematic, routine of thinking and acting

Leaders & Managers as teachers of that routine

Culture Change

• Culture change doesn’t start until somebody does something differently

• Culture change doesn't stick until nearly everybody does something differently

Your Homework

Complete Your A3

Your Homework

To Review Your Project

• Outline Your Project• What’s Gone Well?• What’s Not Gone so Well?• What Would You do Differently Next Time?• What’s the Future for You and Lean?

Lets Recap!

1. What is the difference between a metric and a measure?

2. What is the difference between quantitative and qualitative?

3. Name the 5S’s?

4. What is below the waterline on the iceberg?

5. What is KATA?

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

Freedom from Command and Control (John Seddon)

I Want You to Cheat (John Seddon)

Further Reading

Any Problems

Kate Hales02920 870445

lean@cardiff.ac.uk