reflections…. · awb – leave it to the men eisenhower ‘the sergeant is the army’ (the story...

Reflections….

John Bicheno

What this is about..

Some personal stories had an impactLeading to

A way of thinking about Lean

Reflections on Lean Absolutes 2

Stories of Respect and Humility

Crew Size OptimisationGeneral v.d. RietAWB – Leave it to the MenEisenhower ‘The sergeant is the army’ (The story of Eisenhower, Allied Supreme Commander)

Reflections on Lean Absolutes 3

What are these about?

Reflections on Lean Absolutes 4

Stories about Growing People

Davidson – creating thinking peopleBolitho – every dayMahesh – Leading by Nourishing; Confirmation Bias; Seeds and the Tree

Note:Drucker ‘The goal of management is to make productive the specific strengths of each individual’

Reflections on Lean Absolutes 5

What are these about?

Reflections on Lean Absolutes 6

Stories of Time

The Laundry SupplierLEAP, 3 Day Car, and Muda, Mura, MuriFailure DemandJustin Watts (and others..)

So..Kingman!

Reflections on Lean Absolutes 7

Inventory Profile of the UK Automotive Supply Chain

0

10

20

30

40

50

60

70

80

90

100

Raw

Mat

eria

l

Boug

ht-o

ut P

arts

In-h

ouse

bui

ltPa

rts

Pre-

Asse

mbl

yW

IP

Asse

mbl

y W

IP

Fini

shed

Com

pone

nts

Inbo

und

Tran

sit

On-

site

Par

t(V

M)

Vehi

cle

Prod

uctio

n W

IP

Load

ing

&D

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tch

Out

boun

dTr

ansi

t

Mar

ketp

lace

Cus

tom

er

Day

s of

Inve

ntor

y

MaxAverageMin

First TierSuppliers

VehicleManufacturers

Distribution& Retail

Outbound Logistics

Inbound Logistics

Source: Holweg (2002)

Reflections on Lean Absolutes 8

Queue Time, Variation and Utilizationle

adtim

e

30% Utilisation ρ 100%

Moderatevariation

Zero variation

High uncertainty

Some uncertainty

Reflections on Lean Absolutes 9

Expected Lead Time (Kingman)

L = (C2a + C2

e)/2 x (ρ / (1- ρ)) x te + te

C2a is arrival variance; C2

e is process variance

ρ is utilization (load / capacity or arrival rate / service rate)

MURA MURI Ave Process Leadtime

Reflections on Lean Absolutes

ρ = λ / μ10

Expanding on Kingman

Reflections on Lean Absolutes

Capacity

Load

Utilization =

ValueDemand

FailureDemand+

Base Capacity Waste-

11

The Four Fundamental Variables Critical to Lead Time

Arrival variationProcess variationLoad (and especially Failure Demand)Capacity (and waste)

NoteReinertsen: Kingman in Design / NPI timeHopp and Spearman, Factory PhysicsSchmenner: Swift, Even Flow Toyota: Muda, Muri, Mura

Reflections on Lean Absolutes 12

What are these about?

Reflections on Lean Absolutes 13

Stories of Action and Improvement

PDSA and Changeover at RowenJohnny Williams and Small Wins at a Logistics Company (Kata: the everyday encouragement of small wins)

Note:Spear: Surfacing, Swarming, Spreading, EnsuringRother on KataRepetition: TWI, Shenk on ‘Genius’; Gladwell on 10k ruleAmabile and Kramer: Small winsMaurer: Small steps

Reflections on Lean Absolutes 14

What are these about?

Reflections on Lean Absolutes 15

Stories of Customers and Employees

Air SeychellesCutting Staff at Four Logistics Depots (and the effects on those remaining)Doc Hall on Compression (and others)

Reflections on Lean Absolutes 16

What are these about?

Reflections on Lean Absolutes 17

What do these lead onto?

The Absolutes!NeedsSpeedDeedsSeeds

(plus Humility and Reflection)

Reflections on Lean Absolutes 18

Five Lean Principles ….have served us well

Specify what creates value from the customers perspective Identify all steps across the whole value streamMake those actions that create value flowOnly make what is pulled by the customer just-in-timeStrive for perfection by continually removing successive layers of waste

Reflections on Lean Absolutes 19

..but beware of Interpretation

Value = ask the customer, market survey; the 7 wastes ; ‘what are they prepared to pay for?’ ; policy deploymentValue Stream = VSMFlow = constraints, layout, reduce inventory, changeoverPull = kanbanPerfection = six sigma, pokayoke, andon, A3Toolheads! This was not the intention, but was often the result

Reflections on Lean Absolutes 20

A Way of thinking about Lean

Reflections on Lean Absolutes 21

Humility

Reflection

Concepts..

Reflections on Lean Absolutes 22

Needs Speed Deeds Seeds

Customers Arrival variation Gemba (Go See)

Mentoring

Employees Process variation PDSA Socratic Method

Suppliers Utilization: Kata Confirmation Bias

Environment Failure demand Kaizen (end –to-end)

‘The Watchers’

Wastes Kaizen (small wins)

Flow TWI -JR

Leader StdWork

Reflections….

John Bicheno