4 day programme

BIT Lean Process Training

Aims & Objectives

• Improve skills and knowledge of Lean Principles

• Identify importance of data and KPI’s to help determine potential improvements

• How to apply and manage Lean Principles in your work area

• Obtain the necessary skills to Facilitate an improvement project

• Deliver an Improvement Project

HAVE FUN!

Training Plan

• Teach points (tools and techniques):

- Data Analysis & Management; Problem Solving (inc 5S); Process Mapping; Kaizen; Work Balance; Standard Operations, Conflict Management, Change Resistance Management, Presentation Skills.

• Practical Simulation Activity “Power 4 U”

- Implement and evaluate improved process via a practical exercise

• Project Assessment Programme - Project review, Evidence requirement and Assessment plan

Philosophies of Continuous Improvement

1.Maximise efficient working practices (smarter not harder).

2. The achievement of

Customer Satisfaction (internal/external).

3. Involve Everyone in the

improvement. 4. Cascade the ‘Know-how’

5. Challenge fixed ideas! 6. Do it now! No Excuses. 7. Use your wisdom, not money! 8. Get to root cause of concerns. 9. Improvement is infinite - Better is not good enough!

Steps to Lean Enterprise NEEDS

Customer

Customer

EndCustomer

Supplier

Supplier

VALUE

VALUE

1. Understand your Customers - need and value?

0 2 4 6 8

1

2

3

4

5

62. Understand your process

- what actually happens?

3. Ensure that work flows - remove wastes

Effo

rt

Jobs

4. Balance jobs and ensure effective use of resources - work flow responds to customer demand?

Performance

Time

RADICALIMPROVEMENT

STEP BY STEPIMPROVEMENT

STABILISIATION

5. Continuously improve

Problem solving

BRAINSTORMING AFFINITY

GROUPING FISHBONE 5 WHY’S 5W 1H IS / IS NOT PROCESS

MAPPING

AGREEINGON A PROBLEM

AFFINITYGROUPING

MULTIVOTING

MONITORINGA PROBLEM

TALLY CHARTS HISTOGRAMS/

BAR CHARTS RUN CHARTS PARETO CONTROL

CHARTS

MANAGINGMEETINGS

PRESENTATIONSKILLS

PRESENTINGSKILLS

PROCESSMAPPING

QOS TRACKER

COMMUNICATINGA PROBLEM

DEFINING A PROBLEM

MANAGING A PROBLEM

MANAGINGMEETINGS

PDCA CHANGE

CONTROL

Problem Solving - Ishikawa

MAN METHOD

MATERIALS EQUIPMENT

Damaged in transit

No standard operation/ Work instruction

Wrong spec Copier Breakdowns

Concentration

Old/out dated

Skill

EFFECT

CAUSE AND EFFECT DIAGRAM

Process Mapping

What is it? • Effective tool to visually represent a process. • Allows for identification of bottlenecks and delays. Why use it? • Stimulates problem solving ideas within the team. • Promotes analysis and continuous improvement.

How to process map • Capture the current situation

• Follow Raw Material/Product through assembly process -

not the person

• Ask at each step – What happens?

• How much time does each step take?

• How much distance is travelled?

• Create the process map using the process mapping symbols

Process map activity

5S Work Place Organisation

What Is 5S ? A 5 step technique to stabilise, maintain and

improve the safest, best working environment to support sustainable QCD

• Sort • Set in order • Shine • Standardise • Sustain

REF Q5

REF Q5

• What do we mean by continuous improvement?

• What do we mean by Kaizen? They mean the same thing:

• small improvements on a continuous basis.

Kaizen

1. Select project 2. Explain reasons 3. Set goals. 4. Draw up an action plan.

5. Gather data 6. Analyse the data 7. Develop solutions 8. Perform the solution

9. Check the goals have been satisfied.

10. Adopt the solution 11. Review process 12. Consider further improvement PLAN

DO CHECK

ACT

MAKE IMPROVEMENT A CONTINUOUS ACTIVITY…

Follow: Plan, Do, Check, Act (PDCA) cycle in its never ending rotation, a 12 step continuous improvement cycle.

TRANSPORT

INVENTORY

MOTION

WAITING (IDLE TIME)

OVER PROCESSING

OVER PRODUCTION

DEFECTS (BAD QUALITY)

THE EIGHT WASTES

PERHAPS THE GREATEST WASTE OF ALL?

STAFF POTENTIAL!

Work Balance I want 100 applications processed an hour

The customer

The Office

…I could produce 240 an

hour if I got them…

…but I can only collate 80 an hour

…and I can post 300 an hour

I can supply 180 an hour…

…but I can only deliver 90 an hour…

Takt Time = The Rate at which The Customer Requires Product

Takt Time = Available Production time (seconds) Customer Demand

Takt Time = 36 seconds/part

Takt Time = 9 minutes x 60 15

Calculate TAKT Time

Line Balance

Takt Time = 9 minutes x 60 = 540 seconds = 36 seconds

15 = 15

Evidence Assessment TRAINING/ASSESSMENT PROCESS

LEAN TRAINING/IC PROCESS ADVICE AND GUIDANCE

VISIT 1 EVIDENCE ASSESSMENT

VISIT 2 EVIDENCE ASSESSMENT, PORTFOLIO SIGN OFF

OFF LINE/INTERNAL SUPPORT

PROJECTS REVIEW

DETERMINE ASSESSMENT PLAN

• Establish overall timing program and assessment plan • Review progress with each individual to establish evidence

completed to determine next visit progress

• Identify and plan issue resolution, if required

• Capture candidate communication details

ASSESSMENT VISITS X 2 • Identify evidence status by project

• Generate Feedback and Actions plan with candidate

• Candidate to identify “Actual v Target” and “Plan v Target”

activity plan

• Issue updated Activity Plan to Improvement coordinator • 2 weeks post visit, issue to candidates Feedback and

Actions agreed

• Current benchmark data that identifies the pre improvement process status

• Data to be relevant to the Project deliverable (Quality, Cost or Delivery)

• COMPLETE FOR VISIT 1

EV1 - Area Data

• Determine Project deliverable (Quality, Cost or Delivery)

• Identify benchmark measure (determined from the area data) and the target measure for when the improvement is delivered

• Signed by relevant mangers/sponsors

• COMPLETE FOR VISIT 1

EV2 – Improvement Project Charter (agreed with Sponsor & Line Manager)

Quality Cost Delivery Project

Location: Area:

Name:

Name:

Project Metric "Y": Project "Y" Definition:

Project Sign Off

Role: Signature: e-mail:

Business Case:

of

Benchmark Measure

Charter Creation Date (signed off):

Process Owner:

MCL:

Team MakeupRole: Phone: e-mail:

Lean Project CharterProject Information Worksheet

Please Tick Relevant Project Category

Target Measure

Project Definition:

Project Title:

Project Completion Date (Signed-Off):Project Start Date:

Problem Statement:

Project Objectives & Benefits:

.

Project Sponsor:

Before

After

• Don’t over complicate the process steps

• Use countermeasures to generate PDCA Action Plan

• Following improvement, identify which steps have been removed/reduced

• Colour code removed/reduced steps and amend time/distance to identify improvement

• COMPLETE EV4 VISIT 1, EV8 VISIT 2

EV3 & EV6 – Flow Process analysis

• Identify why you have selected the problem solving tool

• Determine root cause(s) so as to implement permanent fix solution

• COMPLETE FOR VISIT 1

EV4 – Problem Tool used (Fishbone, 5Why, Pareto)

• Format the action plan into PDCA/DMAIC

• Identify Action/Who/When/Status

• Key actions to have supporting evidence

• All team members (including team leader) must have at least one action

• PLAN COMPLETE & 50% OF ACTIONS COMPLETE FOR VISIT 1,ALLCOMPLETE FOR VISIT 2

EV5 – Kaizen Action Plan (PDCA) + Supporting Evidence CONTINUOUS IMPROVEMENT (KAIZEN) ACTION PLAN – ACTIVITY ONE EV11 NUMBER ACTION WHO WHEN STATUS 1.

PLAN - Define the problem Sally

11.04.2013

2.

PLAN - Gather data to illustrate current status/determine project target

Sally 11.04.2013

3.

PLAN - Assemble team for project/get project charter accepted

Sally, Paul S, Keith, David W.

11.04.2013

4.

PLAN - Evaluate inputs of process

Sally, Paul S.

11.04.2013

5.

DO - First team meeting ALL (as per project charter)

18.04.2013

6.

DO - Process map – actual situation; brainstorm wastes.

ALL (as per project charter)

18.04.2013

7.

DO - Process map – ideal situation

ALL (as per project charter)

18.04.2013

8.

DO - Write questionnaire for sorters to complete to quantify root cause.

Sally, Dave Gray, Dean, Chris,Tim.

18.04.2013

9.

CHECK – Second team meeting - summarise questionnaire responses.

Sally 08.05.2013

10.

CHECK - Second team meeting – suggest standard process.

Sally, Paul S, Keith, Dave W, Chris.

09.05.2013

11.

CHECK - Risk assess proposed SOP.

Sally, Rob Skelton

15.05.2013

12.

ACT - Write new DSOP. Sally, Paul S, Chris.

20.06.2013

13.

ACT – implement new DSOP to lock in gains.

Chris, Keith, Dave W.

24.06.2013

14.

ACT – suggest other improvements to further gains.

Sally 24.06.2013

• Can be created new or a revision of a current DSOP

• Must be a controlled document, signed by the relevant authorities

• Process identification and revisions identified

• COMPLETE VISIT 2

EV7 DSOP (create or review)

• Overview of the project from concept to conclusion

• Identify project objectives, benchmark & target improvement

• Identify problem solving tool used and Root Cause

• Action plan, key actions and countermeasures

• Conclusions, deliverables and next steps

• COMPLETE VISIT 2

EV8 – CI Summary sheet A3 (Story board)

EV9 – Resource Calculation

Calculate the optimum resources for the project based on customer demand. This can be represented in the unit of measure identified in EV3 For example, with a Delivery improvement project the improved “Delivery time improvement” may be shown as: Project Delivery

Pre Project Benchmark (generated from EV) = 75 mins Post Project Benchmark (generated from EV) = 50 mins

Project deliverable (sum of Resource calculation) = 25 mins

MANAGING CHANGE

How to define and communicate a case for change

Define the change • Determine a clear vision of the desired future state • Identify the services/products and technology that will be used to

support the new process

• Determine the extent of change required, the resources that will be required to implement the change

• Ensure you have thought about potential questions which may arise from the various stakeholder groups so that these can be incorporated into key messages and communicated effectively as part of a communications campaign.

MANAGING RESISTANCE TO

CHANGE

Understanding Resistance to Change

What is it and how can it help me? • Resistance is one of the main factors preventing organisational

change, so it is important to recognise it and develop strategies for managing resistance effectively.

When does it work best? • Change inevitably brings with it varying levels of resistance; but if

you are to make improvements, change is a necessity. If you can transform resistance into commitment, your changes and improvements are more likely to succeed.

Understanding Resistance to Change

Typical reasons for resistance to change • Fear of Change • Not being consulted • Poor communication • Change to routines • Low trust • Misunderstanding about the need for change • Exhaustion/Saturation • Change to the status quo

Thank You

Any Questions