‘lean’ continuous improvement heads & managers forum 1/12/2014 1

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  • Slide 1
  • Lean Continuous Improvement Heads & Managers Forum 1/12/2014 1
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  • Agenda 1.Background & Strategic Context 2.Initial Progress 3.Training Update 4.Introduction of Damian Morris, Leading Edge Group 2
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  • UCC Strategic Plan 2013-17 Project 21 Introduce lean practices to the key processes of the University Action initiated in May 2014 Leading Edge awarded the training contract 3
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  • LEAN - What is it? A collaborative team approach to simplify processes and to reduce the time they take 4
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  • Why? Highlighted by staff as an opportunity A technique to simplify complex processes Provides a staff development opportunity 5
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  • Training Levels Black Belt: expert level Green Belt: project leader level Yellow Belt: 2-day training White Belt: 1-day familiarisation training 6
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  • Key Points from initial Staff Briefing Learn from others Confirm support from budget holders Start small Pilot the training Initiate all levels of training at once Establish a Steering Group 7
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  • Initial Steering Group (for the first 12 months) 8 Verdi Ahern (Campus Accommodation) Adrienne Buckley (Finance) Mary Byrne (CACSSS) Ger Cully (IT Services) Margo Hill (Registrars) Gary Hurley (IEO) Alan Kelly (SEFS) Maeve Lankford (HR) Mary McSweeney (UCC AL) Niamh McGettrick-Cronin (B&E) John McNulty(Registrars) Kathryn Neville (M&H) Rnn Dubhghaill (Ext Relations) Tom OGrady (Tyndall) Seamus OReilly (B&L) Dave Sammon (B&L) Eileen Savage (M&H) Mark Stanton (SU)
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  • Steering Group Terms of Reference for the first 12 months Influence project selection ensure alignment with strategic plan and local needs Provide support and advice for staff Facilitate cross-office engagement Provide support for key projects Report regularly to UMTS Set realistic goals to support CI in UCC PR Continuous Improvement across UCC 9
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  • 12 Month Plan 2014/15 Initial Governance Setup a cross university steering group Strategy Develop a 5-year strategy Communications Produce a website and a communications plan Training Complete 2 Green Belt training programmes 20 participants to achieve GB certification Complete 2 Yellow Belt training programmes Complete 2 White Belt training programmes Select 2 cross-office Green Belt projects 10
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  • Progress on Training 7 Finance staff completed Green Belt training 12 staff on Green Belt training 15 staff completed Yellow Belt training 42 staff completed White Belt training 11
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  • Green Belt Training (Finance) Tyndall National Institute Transfer to Agresso Procurement System Adrienne Buckley Identification and Elimination of Waste in the process of applying Tyndall Funding to Students Account Mary Martin Report Automation Clare Lehane Improving the Expense Claim Process in University College Cork Catherine Donovan Bank Account Rationalisation Mary McSweeney Elimination of Manual Intervention in the Allocation of Pension Costs Tom Cremin Improving the Email Management Process in the Procurements and Contracts Office Fiona Thompson 12
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  • Thank You 13
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  • + LEAN Training
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  • About Leading Edge Group Established: 1995 International Locations: Ireland, Canada and Australia (Dubai Q1 2015) Employs: Over 40 staff/consultants Provider of: Continuous improvement consulting and training improving efficiencies and productivity Client Sectors: healthcare; life sciences; general manufacturing; supply chain management; public sector; financial services etc. Track Record: Over 15 international Lean transformations in the last 5 years
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  • THE LEADING EDGE GROUP Training and Education Consulting Services Leading Edge Group Models Accredited Education Leadership / Change Management Competency-Based Skills Customised Training Solutions What We Do Diagnostic / Analysis Lean Transformation Tailor-made CI Solutions Supply Chain Optimization LEAN Model LEGACY Model LEARN Model CIMM / Mentor Assessment CIMM / Mentor Assessment www.leadingedgegroup.com
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  • Working together with UCC 17 Executive Education Masters in Supply Chain Management (NFQ9) Certificate / Diploma in Supply Chain Management (NFQ7) Delivery of modules in association with Department of Food Business and Development & ACE UCC Staff Training / Professional Development Administration and Services Belts Participants - White Belt 72, Yellow Belt 15 & Green Belts 19 School of Economics MBS Economics of Business Practice Thesis - The Influences of Lean Education
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  • Introducing Lean The burning platform: Without changing the way we do our work, even without considering the additional pressures of the current financial climate, we will be unable to maintain our success, and our competition is always raising the bar. Lean Thinking is now being used in the public and private sectors around the world to improve: Customer service Quality Efficiency Staff morale Internal communication and cooperation Lean in Higher Education works by applying the same principles as those of Lean's origins.
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  • Managing the White Space Value Add What the customer values Non Value Add Waste All organisations have value streams; process conduits to deliver customer value. In a typical business, Value Add represents less than 5% of the total lead time. Lean is all about identifying, reducing and managing the white space.
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  • Two Key Concepts Lean is a philosophy of work, an approach that has grown from the application of two key concepts: Current State Future State 1. Continuous improvement (Kaizen) Continuously looking at your work processes and striving to improve them (using the Plan-Do-Check-Act or DMAIC improvement cycle). 2. Respect for people Remembering that our staff are our greatest asset. It is, after all, the staff of an organisation who know what works well and what needs to be improved, and who have the ability to suggest and make the necessary improvements.
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  • The Five Lean Principles Understand what it is that your customer values and express that value in terms of Quality, Delivery and Cost Specify value in the customers terms The series of steps or actions that collectively build value for the customer, from request to delivery, capturing data to characterise the performance Identify and map the value stream Implement a process that quickly produces the value-creating activities, without backtracking or rework Make value flow Ensure that the process is driven by pull from the customer, rather than pushed by the producer/supplier of the process Pull from later processes to earlier ones Constantly learn, improve and sustain, supporting and respecting people Continually strive for perfection 21
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  • Product/Service Delivery 22 Employees Processes Information Customers Inputs Quality Cost Delivery Outputs Inflexibility Variation Waste Inflexibility Variation Waste Sources of Loss Lean is about attacking these sources of loss Action Process
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  • Sources of Performance Loss 23 Traditional view: do whatever it takes to get results. Lean view: people utilising standard processes to get results Traditional view: sorry, thats not our departments responsibility. Lean view: demand is increasing beyond our colleagues teams capacity, we know how to do this work and we have available capacity, lets help! Traditional view: thats the way we have always done this work. Lean view: if I can identify waste, I can do something to reduce it.
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  • Waste: TIM WOODS Transportation: Unnecessary movement of materials, people, information, equipment or paper. Inventory: Excess stock, unnecessary files and copies, extra supplies. Motion:Unnecessary walking and searching. Things not within reach or readily accessible. Waiting: Idle time that causes the workflow to stop, such as waiting for signatures, machines, phone calls. Over-processing: Processing things that don't add value to the customer, such as asking for student details multiple times, excessive checking or duplication. Over-production: Producing either too much paperwork / information, or producing it before it is required. This consumes resources faster than necessary. Defects: Work that needs to be redone due to errors (whether human or technical) or because incorrect or incomplete information was provided. Skills Under-utilisation: Not using the full potential of staff by wasting available knowledge, skills and experience. 24
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  • Activities Breakdown 25 NNVA VA Employee activities NVA Value creation Activities that directly add value to the product Waste Work that does not add value to the product Necessary supporting activities. Non value adding, but unavoidable activities Lean is about improving by cutting out wasteful activities, reducing non- value added activities and creating more time for value-added activities
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  • 26 Kaizen: Continuous Improvement Kaizen: many small changes for the better Without a standard way of working, there can be no improvement. Standards are the basis for comparison (before/after) Improvements are applied value stream by value stream Standardised Problem Solv


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