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September 20, 2017
Understanding and Implementing Lean
September 20, 2017 2
“There must be a better way to do my job”
September 20, 2017 4
Your Mission • Use continuous improvement methods to improve how
you do your job.
• Develop a culture of “problem solving” within your
organization.
• Use the tools of Performance Management.
Systems Mindset
94% of the problems are due to the system; only 6% are due to the worker.
~W. Edwards Deming
September 20, 2017 6
Lean Methodology – Key Features
A process based on customer pull.
Eliminating waste
Continuous flow – Not batching
Quickly identify problems and have the
organizational capacity to solve those problems
What was the origin of the term Lean?
• The Machine That Changed the World is a book based on the Massachusetts Institute of Technology's $5 million, five-year study on the future of the automobile, written by James P. Womack, Daniel T. Jones (scientist), and Daniel Roos.
• The MIT International Motor Vehicle Program (IMVP) identified the key differences between American mass-production and Lean manufacturing.
Shift from Mass Production to …
Lean Manufacturing
21 days32 days
Target Condition
Kaizen for Hospital Pre-opening Survey Process
60 days137 days
• Section of process not automated
• Hasn’t been addressed in prior iterations of PHHPC CON Reform
Initial Condition
September 20, 2017 13
8 Wastes (non-value added activities)
Tim Woods
▪ Transportation (of
material)
▪ Inventory
▪ Motion (of people)
▪ Waiting
▪ Over Processing
▪ Overproduction
▪ Defects
▪ Skills/People
September 20, 2017 14
8 Wastes (non-value added activities)
▪ Transportation (of material)
▪ Inventory
▪ Motion (of people)
▪ Waiting
▪ Over Processing
▪ Overproduction
▪ Defects
▪ Skills/People
Typically 90% of
all lead time is
non-value added!
September 20, 2017 15
Organizational Transformation
through the Kaizen Event
September 20, 2017 16
Planning●Assemble the Team: Your team should contain the key line staff who understand your process and each step in the process.
•Get to know your Empire Belt: Your Empire Belt has been trained in Lean implementation and will be your tour guide throughout the process. They are accessible and able to answer any questions you may have.
•Take part in Lean Awareness Training: Trainings are offered by your EB, OSPPI as well as the NYS Lean Office. Staff awareness of Lean helps to make this a more comfortable exercise.
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Prepare your Project Charter: Your project charter will define the scope of work for the kaizen as well as your business problem and voice of customer.
•Construct your Value Stream Map: This is a map of each step in the process and when completed it will also contain all of the data points that define your process.
•Obtain data on your process: You will need to develop a data plan and collect data on each aspect of the process. It needs to be large enough to be meaningful but not onerous to collect.
• Have access to additional data sources: The VSM dataset is not the only data you will need. You will also need to have data to help define your problem areas during the kaizen in order to develop meaningful counter measures.
Preparation
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Value Stream Maps
❖Process Time❖Cycle Time❖Work in Process
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Populating Your Map - Getting Data
Process BoxWIP
C/T = Cycle TimeP/T = Processing TimeQuality = % complete and correctFTE = full-time equivalent
Micro-steps
FTE
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KAIZEN
•Participate the Kaizen event: •Kaizen events are two or three days in duration. •They are run by a trained lead facilitator,•Kaizen events are challenging but fun as well!
September 20, 2017 21
• Develop a follow-up plan for Counter Measures: When you exit the Kaizen you will have identified some improvements to implement right away and others that need to be implemented over the next 30, 60 and 90 days.
• Monitor KPI metrics and report them to the PMRS.
Post-Kaizen
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Key Performance Indicator
Used to measure performance and improvements made in a process
The ability to identify “what works” and “what doesn’t”
• Baseline data – past performance
• Target – the goal for the process
• Actual – monthly, weekly or daily metrics on performance
September 20, 2017 23
September 20, 2017 24
Call 518-402-0962Robert Schmidt
Director, Strategic Planning and Performance Improvement Group
September 20, 2017 26
So What’s Lean Got To Do With
Early Intervention ?
• Child Outcome Summary Form
Submissions
• Coming Up Next…..