creating a sustainable lean culture · homework review 5 principal roles –for all “the lean...
TRANSCRIPT
Instructor: Mike HoseusModule 2
© Copyright 2009 Mike Hoseus. All rights reserved.Lean Enterprise Institute and the leaper image are registered trademarks of Lean Enterprise Institute, Inc.
Creating a Sustainable Lean Culture
Welcome to LEI’s Online Webcast “Creating a Sustainable Lean
Culture”
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Webcast Moderator:
Chet [email protected]
Webcast Instructor:
Mike [email protected]
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Each module will be recorded and e-mailed to you the next day after the webcast
Schedule Reminder
Course Schedule (11:00am-1:00pm EST):
• Module 1 – January 28
•Module 2 – January 30 • Module 3 – February 4• Module 4 - February 6
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Homework Review
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Principal Roles – For ALL“The Lean Management System”
1. Go and See: Understand the real situation, the real process, from the real
people who work it, at the real place of action.
2. Define Normal ConditionsIs the Current Condition (ab)Normal? Prove it.
Can you define (ab)Normal? Write it.
Can you SEE (ab)Normal? Visual Management
When is it (ab)Normal? Tracking Metrics
3. Solve a ProblemTeach the METHOD for Problem Solving – get involvement.
Implement Solutions / Permanent counter measures.
4. Sustain and Nurture the Processes/People
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P
DC
A
P
DC
A
P
DC
A
GtS
Tools
NEXT
TARGETED
CONDITION
TARGETED
CONDITION
Tools
Tools
GtS
GtS
In the lean organization, the work of
managers involves teaching this pattern
of thinking and acting in order to
continuously improve work.
Managing for Improvement
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CURRENT
CONDITION
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Actual
Employee -
Signal the
Problem
Manager -
Immediate
Response
Together – GtS,
ID root causes,
decide on
countermeasures
Apply tools
as
necessary
Standard
Andon
STANDARD ACTUAL
In the lean organization, the work of
managers involves putting in place the
system for signaling problems and
responding to them.
The Work of Managers -Developing Systems & People to set Standards
& Identify and Correct Out-of-Standard Conditions
Workers’ Roles
Traditional:
• Follow instructions
• Maintain “threshold” performance & behavior
• Keep production moving; stay busy
• Make suggestions
Lean:
• Participate in designing & improving own work
• Problem ID & solving
• Use QC methodology
• Working in teams
• Strictly follow rules
• Never pass bad quality to next process; make problems visible
• “Kaizen mind”
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Front Line Supervision’s Roles
Traditional:
• Work dispatcher—assign work to workers
• Expeditor—firefighting
• “Traffic cop” —encouraging & disciplining
Lean:
• Planner —every day’s work is planned before start of shift; work is designed so people know what to do next without being told
• Coach —support workers in learning and solving problems
• Problem solver —observe work and solve problems
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Management’s RolesTraditional:
• Reward good performance; take corrective actions for bad performance
Lean:Hoshin Kanri• Reinforce Vision & Values• Set priority targets• Establish Action Plans to achieve
targets
Leadership development• Identify & develop systems/
processes for subordinates to manage their areas
• Provide coaching & OJD to improve subordinates technical competence & ability to coach & motivate
• Identify problems & ensure appropriate problem solving
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“Sink or Swim”
• “Delegator”
• High Level Perspective• Provides Direction• Wait until deadline to check
Micro-management
• “Super Specialist”• Detail Oriented• Give Instructions• Check every day
Role of HR“The keeper of the values”
• Determine organizational competencies
• Use demonstration of competencies to link hiring, training, evaluation, promotion, recognition and promotion
• Ensure fair and consistent policies
• System of “checks and balances”
• System of “CA-PDCA” culture
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Human Resources
INPUTS
Assessment
Quality People
OUTPUTS
QualityOrganization
Lean Culture Model
ENGAGEDEVELOPATTRACT ENROLL
ORGANIZATIONALSTRUCTURE &
SYSTEMS
ORGANIZATIONAL LEADERSHIP &ENVIRONMENT
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Identifying Lean Core Competencies
Thinking and Operational Abilities
� Grasp the Situation
� Problem Solving
� Process Management
� Company Business Perspective
� Development
� Operational and Technical Skills
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Identifying Lean Core Competencies
Leadership & Teamwork Abilities
� Coordinate and Communicate
� Collaborate and Cooperate
� Initiate and Influence
� Build and Maintain Relationships
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Hiring Flowchart
On-SiteTesting
EZ App®
Recruiting
Behavioral Interviewing
Job OfferHealth Screen
Background Check
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Selection Process
Pre-screen:
• Automated, interactive application process allowing candidates to apply via phone or internet
• Entire process lasts 10 minutes
• Screened out unqualified candidates, cutting costs in the next phase of the process
• Automatically schedules candidates for next step in the process if they pass
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EZ App Questions
Are you 18 years of age or older?
Yes
No
Click the next button to continue with the application
Do you have the legal right to work in the United States?
Yes
No
Click the next button to continue with the application
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Example: On-line Simulation for Second Phase Testing
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Applicant Doing Simulated “Welding” Exercise in the
Assessment Area
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Manager Level Focus on Shop Floor and
Systems Improvement.
Tools: Visual Factory & TBP
TBP
Team Leader and Group Leader Manage Standardized Work, Process
Improvement and Develop Problem Solving Skills. Tools: FMDS, TBP & OJD
Team Member Focus on Fundamental Skills & Standardized Work
Tools: Skills Training, Job Instruction, Standardized Work and 5-S
General Manager and VP Level Business Planning and Policy
Deployment Tools: Hoshin Planning
& Toyota Business Practices (TBP)
Toyota Training and Development
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Sample TMMK New Hire Training Program
*PDCA
*A-3
*Problem
Solving
2008 2010
Skills/Pay
Overview:
Start 4/3/2006
OJT/Production Experience
2 years
Ready
to Hire *Safety
*Values *TPS
*Teamwork
*STW
*QC Tools
*Meeting
Facilitation
*STW
*External Hire
*Catch-up
*STW II.
*KPI’s
*Visual.
Control
*Ergonomics
*Two Way
Communicat.
*Process
Diagnostics
*Conflict
Resolution
PHASE II: TMMK New Hire
PHASE I: New Hire or Temporary
$$
$
Each Step:
Plan= Classroom
Training
Do= OJT/
Homework
Check= Assess./
Evaluation
Action=Extend
Assignment
5 years
*Business
Direction
*STW III
*Final
Problem
Solving
Demonstration
$$$
2013
Grow-in
Complete
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Step-by-Step Progression to Stable Job Performance
ID Fundamental Skills
for a Class of jobs
Job Breakdown to Work
Elements for Specific Job
Use Toyota Job Instruction
(TJI) to Train Associate
Train in Fundamental Skills off
of Line (GPC)
Follow-up & Support
until Masters Job
Continuously
Improve Job & Job Instruction
Off-Line Skills Training
On-Job- Development
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Example: Video Manual
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Example: Simulated Jobs
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Goal of Standardization in TPS
Foundation for development, maintenance and improvement of the
system by motivated employees
Improvement of standards and standard ways to achieve better results
Maintenance of standards and standard ways to achieve expected results
Establish Predictability
Achieve Repeatability
Define Expected Results
Achieve Standardization
Maintain Standardization
Improve Standardization
Define the Standard
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Standardization– Design through Production
If a company places emphasis on “High Quality” parts and “Customer First” then SPC must be embedded within each stage of production- starting with:
• Production Planning (Market Analysis)
• Product Quality (Material / Vendor Selection)
• Design Quality (Engineering)
• Manufacturing Quality (Plant Production- T/M Std. work)
• Service Quality (Dealerships)
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• Reduce variability, increase predictability
• Enhance repeatability, confidence, consistency
• Clarify procedures
• Enhance communication
• Improve Problem Solving
• Set good discipline
• Develop awareness
• Establish “Problem Consciousness”
• Establish a basis for education and training
• Establish a baseline for performance
• Improve Quality, Safety, Delivery, Cost
• Provide the basis for Improvement
The Objectives of Standardization
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How to Implement Standardization
Process Improvement / Standardization
Environment Change Problem
Occurrence
1. Clarify Job Expectations / Goals(Clarify customer expectations)
2. Visualize and break down Standardized work into Major steps (Visualize process into manageable steps)
3. Verify necessary conditions(Inputs, tools, parts, capability for each work element)
4. Clarify process criteria(clear specifications for each work element)
Document and Share
(Supervisor, staff and Related divisions)
5. Implement and Monitor(Confirm major steps meet process criteria)
4B.
5B.
6.
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Toyota Continuous Improvement Culture
Work TeamsCreate Initial Standards
Learning from Past Problems
Work Teams Workto Standard and Detect
Deviations From Standards
Work Teams Contain Disruptions
to Production
Work Team Root Cause Problem Solving
Improves Standards
Broader Problem Solving to Level Up
System
ContinuousImprovement
Underlying Assumption: Human and Technical Processes are interrelated and dynamic so initial designs are only a rough starting point which must be continuously improved by
every team member.
Results: High levels of engagement at all levels in the actual process leads to continuous strengthening of the system and high congruence between expectations and reality.
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Step 1: PREPARE
WORKERStep 4: FOLLOW UP
Step 3: TRY OUT PERFORMANCE
Step 2: PRESENTOPERATION
Plan
DoCheck
Action
Major Steps
Key Points
Reasons
The Four Steps of JI
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Typical Flexibility Chart
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Author:
J. Smith
Proces
s
Nr.
1 2 3 4 5 6 7 8 9 10 11 12 of
processeTarget (M an/Job)
Sectionnr. 10 A
Teamnr.: 1
Date: 6/98
J
O
B
N
A
M
E AS
SE
MB
LY
INS
PE
CT
ION
TO
E I
N
AD
JU
ST
ME
NT
HE
AD
LIG
HT
AD
JU
ST
ME
NT
RO
LL T
ES
T
BR
AK
E T
ES
T
EM
ISS
ION
TE
ST
FIN
AL D
RE
SS
CH
EC
K T
ES
T
WA
TE
R L
EA
K T
ES
T
DV
T
1M2J %1M2J
Name & Position PlanAct
John Jones 3 2 50%
Joe Bates 3 2
Wendy Smith 2 2
Geoff Smith 2 1
Tom King 3 2
George Whiteside 1 1
Danny Nelson 1 1
Tony Abila 1 0
Ken Anderson 1 1
John Smith (TL) 9 6
per process Plan 4 3 3 3 2 1 2 2 2
Act 3 3 3 4 2 1 0 0 2
Target (Job/Man) 1J2M
Target % 1J2M 66%
EVALUATION Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Group leader
Section manager
Department manager
GMIO Standard Form (flexchar.xls)
= Knows steps (in training)
= Can perform job to quality and
safety but not in takt
= Can perform job to quality, safety in
takt without supervision
= Can Train Job to job inst std
= Is authorised to do repairs
AB
C
D
E
F
G
H
# %
Jobs
Opera
tor
Nam
es
Plan vs. Actual
Monthly Evaluation
PDCA in our Daily Work
Business Planning
Project Management
Problem Solving/KaizenDaily Work
A-3 Report
A-3 Action Plans-Master Schedule
Hoshin Kanri
A
C
P
D
GTS
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“Homework “Identifying the Gap
Lean Culture Inventory
• Complete the first 5 pages of the Inventory
• Evaluate current policies, practices and procedures
• Are we currently doing anything to address the area? If so, is it effective in building trust and improvement?
• E-mail it to [email protected]
• Mike will provide feedback at the beginning of Module 3
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HOMEWORK
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Commitment and Tools for Stable Employment
Powerful HR Supports Fair and Consistent
Policies and Practices
Slow Promotion & Rewards for
Teamwork
Hoshin Kanri Policy Deployment
Work Groups & Team Problem Solving
Clean (5S) and Safe
Workplace
Two-Way Communication via Visual Mgmt
Servant Leadership
Organizational Supporting Processes
Human Resource Management
People Supporting Processes Daily Management
Building Culture and People the Toyota Way: The Human System for Lean Management
Quality People Value
Stream
INPUTS Toyota
Philosophy & Values,
Partnerships Toyota
Production System
Principles, Eligible Human
Resources
OUTPUTS
Quality People
working together to
continuously improve based on shared Toyota Values
-Roles -Training/ Coaching
-OJD
Engage Inspire
Able Performing Committed
Plan
Do
Check
Act
Respect for People & Continuous Improvement via Plan-Do-Check-Act
-Recruitment -Selection -Initial
Orientation
Attract Develop
Trainable
--Follow standards --Improve standards --Problem Solving –ID with Team
PURPOSE Long-Term
Mutual Prosperity by
producing high quality, low cost, and
on-time products
--Embrace Toyota Values
-Community/ Family -Environment
--ID with Company
Practice
7/27/03 1
Lean Human Systems/Culture Inventory
Component
List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Purpose
The company communicates
clear purpose and roles of the
company and team members in
their partnering relationship.
i.e. Orientation, training and everyday actions communicate and
demonstrate this.
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Purpose-
Business Indicators
Drive Everyone
Key Business performance
indicators are established along
the “horizontal value stream”
and communicated for each
level of the organization and
drive daily work and
improvement activity.
i.e. Key Performance Indicators for Company, Dept, Group, Team etc,
that include process measures directed to the end customer
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Vision and Values
The leadership integrates into
daily operations the
organization’s desired future
and core business and ethical
beliefs.
i.e. Vision & values integrated into HR systems
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STREAM- Purpose, Outputs & Inputs
7/27/03 2
Lean Human Systems/Culture Inventory
Component
List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Integration of Production
and Human Systems
The company has an operating
system based on problem
identification and waste
reduction and human systems
that respects team members
ability to solve problems.
i.e. Lean Production principles and practices are in place
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Eligible Human Resources
The company carefully filters
all inputs into the organization
and even makes investments in
the local community to
improve those inputs.
i.e. Outreach to schools, alternative populations for prepartation
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Job Analysis
There are clear, accurate and
up-to-date descriptions of all
jobs in terms of duties,
responsibilities, and team
membership, including
competencies required to
perform them at acceptable
levels.
i.e. Job analysis system connecting Production System to Competencies
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STREAM- Purpose, Outputs & Inputs
7/27/03 3
Lean Human Systems/Culture Inventory
Component List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Recruitment
1) There is a defensible process
for advertising, reviewing and
evaluating applications that is
clearly based on job duties and
responsibilities and
competencies. Effectiveness is
monitored
.
i.e. Turnover is a key indicator and drives improvement activity
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Selection
The applicant demonstrates
key job competencies through
paper and pencil tests and
behavioral work task
simulations and questions.
i.e. Standardized hands on tests, behavioral assessments/demonstration
and structured interviewing
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Initial Orientation
There is a clearly articulated
orientation curriculum and
corresponding schedule of
sessions aimed at initially
familiarizing new employees
with all significant company
policies, procedures, work
expectations, and programs.
i.e. Work hardening, training ramp up schedule, skills training,
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STREAM: Attracting Competent/Trainable
Employees
7/27/03 4
Lean Human Systems/Culture Inventory
Component List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Roles
The roles of all members of the
organization is established and
communicated throughout the
organization. This role includes
process improvement and
problem solving at all levels.
i.e. Published and Followed Roles
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Training
There is a process to match on
job-related learning, behavior,
sequences and performance
standards to individual and
team training needs
i.e. Curriculum design, job analysis, training needs assessment,
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OJD & Coaching
There is an established process
and standard developed,
trained and utilized for
coaching members on the job
i.e. Coaching training and follow up for supervisors and
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STREAM – Developing Competent and Able Employees
7/27/03 5
Lean Human Systems/Culture Inventory
Component List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Following &
Improving Standards
Standards and Standardized
work are established for all
jobs. Problem ID methods are
in placed and used and then
improvements are captured and
maintained in the new standard
i.e. Standardized Work, Andon, Visualizations
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Problem Solving
Team Members are performing
problem solving on a daily
basis as part of their jobs.
There is discipline and
accountability at all levels to
support the process.
i.e. Improvement Meetings, Suggestion System, Quality Circles,
Problem Solving Reports
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ID with Team
There is a solid relationship of
mutual trust & respect between
employees and front line
supervisors and there is activity
to simplify and improve the
work for the members
i.e. People skills training, Personal Touch funds, Birthday Cards i.e.
Individual Process Assessment, Noise Reduction Lighting Improvement
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STREAM- Engaging Competent and Performing Employees
7/27/03 6
Lean Human Systems/Culture Inventory
Component
List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Career Development
There is a process for
identifying individual and team
training needs in regards to
long-term goals and objectives
to match Company need to
individual goals.
i.e. Succession Planning, Career Counseling
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Family Community Focus
There are systems in place to
balance work and family and to
include the family in company
activities and community
outreach.
_ ie. Child Care, Family events, Volunteer Programs and Incentives
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Environment
Environmental improvements
are included as part of the
organization’s “key
performance indicators” and
are practiced by everyone in
the organization.
i.e Zero Land Fill , Composting, , Community Gardens
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STREAM-Inspiring Competent and Committed Employees
7/27/03 7
Lean Human Systems/Culture Inventory
Component List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Work Groups &
Team Problem Solving
Members are organized into
teams with less than 10 reports.
There is horizontal and vertical
alignment across the
organization. There are no
social distinctions.
i.e. Team Leaders ratio 5:1, HR teams for mfg., no executive parking,
lunchrooms or offices
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Clean Work Place
There are 5-S systems for all
areas of the organization that
gives responsibility to the
respective members. Systems
are also maintained for
common areas.
i.e. Admin 5-S, Painting schedule, Beautification Budget
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Safe Work Place
There are systems in which the
organization communicates
and practices safety as a
priority
i.e. Symptom Intervention, Safety Culture, Safety talks during shift
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STREAM – People Supporting Process
7/27/03 8
Lean Human Systems/Culture Inventory
Component List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Two-Way Communication
The company clearly
communicates expectations,
objectives and current events to
employees
i.e. Daily Report, Closed Circuit TV, Newsletters, Annual Plan System
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Two-Way Communication
The company has established
the environment and systems
where employees feel
comfortable to express their
opinion, ideas and concerns.
i.e. Daily 5 minute meetings, Mgr Meetings, President Roundtable
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Servant Leadership
There are systems in place for
members and the company to
hold management accountable
to follow the company values
and policies.
i.e. Manager report cards, 360 evals, promotion input,
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STREAM – People Supporting Processes
7/27/03 9
Lean Human Systems/Culture Inventory
Component
List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Commitment & Tools for
Stable Employment
The company is committed to
long term job security for the
team members and manages
manpower accordingly.
i.e. lay off policy, OT flexibility, temporary workforce, attendance
control, kaizen, yearly and monthly plans, review system, HR control
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Role of HR
Is HR the gate keeper for all
personnel issues in order to
have fairness and consistency
and maintain trust with the
team members.
i.e. Hiring, promotions, raises, disciplinary actions and terminations
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Fairness and Consistency
There are systems in place to
ensure that policies and
practices are followed and
systems for members to pull
the andon when they are not.
i.e. HR reps on the floor, trust audit, hotline system, concern resolution
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STREAM- Organizational Supporting Processes
7/27/03 10
Lean Human Systems/Culture Inventory
Component
List current Policies, Practices and Systems that support this item Effectiveness Rating
O = Effective
X = Ineffective
Rewards for Teamwork
Base wages and raises
compare favorably with
community and industry and
there is an opportunity to
receive pay based on daily
performance
i.e. Wage reviews, benchmark job wage scales, wage announcements
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Corrective Action
The company has fair,
consistent and strict measures
to deal with persons who fail to
perform to company
expectations with emphasis on
correcting behavior. Process
includes opportunity for
members to challenge the
decision.
Corrective Action Process, Peer Review
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Hoshin Kanri Process
The leadership formulates a
plan utilizing the entire
organization to reach
anticipated future goals
Company through team goals with communications plan and follow up
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STREAM- Organizational Supporting Processes Employees