living lean imeche workshop presented by …...cheaper using approaches such as lean, six sigma and...

© Burge Hughes Walsh Partnership; www.burgehugheswalsh.co.uk 1

1 The Burge Hughes Walsh Partnership 1

LIVING LEAN

IMechE Workshop

presented by Stephen Walsh

[email protected]

www.burgehugheswalsh.co.uk

2 The Burge Hughes Walsh Partnership



BHW: “so what is it you do?”

We work with private and public sector organisations who recognise that they need to improve customer satisfaction through improved products and services.

We help them to improve their performance by making their processes better, faster and cheaper using approaches such as Lean, Six Sigma and Systems Design.

Knowledge transfer is a key principle of ours – enabling the organisation’s people to be able to sustain continuous improvement. We do this by training, coaching and facilitating

them as they undertake real projects in their company.

Develop your leadership and your team as change agents.

Improve your processes and products by reducing and controlling variation.

Make your organization more effective and efficient by removing waste.

Design better products and processes by using the systems approach.

Using the Systems World to understand and improve the real world.

4 The Burge Hughes Walsh Partnership The Burge Hughes Walsh Partnership

•THE BURGE HUGHES WALSH PARTNERSHIP - WHAT WE DO

Six Sigma

Training &

projects ‘Train-the Trainer’

-Lean

-Six Sigma

Systems

Engineering

Systems

Thinking

THINK

TANK:

What IS

CI?

Coaching (Lean) Champions

- facilitation and training skills

‘Focus on Improvement’

-all staff engaged

- branch head team building,

- facilitator training,

- Continuous Improvement

Performance

Improvement

through BSG system

Lean

Kaizen Blitz

8D problem solving

Six Sigma

Coaching (Lean) Champions

- facilitation and training skills



…AND A FEW MORE

Systems

Engineering

Six Sigma

Training &

projects

Systems

Thinking

Systems

Engineering

Systems

Thinking

Systems

Engineering

Systems

Engineering

Six Sigma

Training &

projects

Systems

Engineering Systems

Engineering

Systems

Thinking

Systems

Engineering

Systems

Thinking

Systems

Engineering

Systems

Thinking

Systems

Engineering


•THE BURGE HUGHES WALSH PARTNERSHIP - LOCAL AUTHORITY WORK

Embedding Continuous Improvement – the

‘Bronze Silver Gold’ methodology:

trained and coached CI officers in BSG and

in lean techniques, data analysis and

facilitation skills; supported projects in

housing repair and street cleansing

Supported Rapid Improvement

Workshops

Conducted Rapid Improvement Projects;

trained staff to run their own workshops

Process Excellence

Training, coaching and project

support

Intro for pilot team 2.7.12.doc



LIVING LEAN

SECTION 1: INTRODUCTION

- aims and objectives of this

workshop


THIS SESSION: LIVING LEAN

• Lean is more than a technique to improve processes – Lean is not

something you do but something you live. In this interactive session

the focus will be on the heart of Lean – the behaviours that underpin

the philosophy.

• Often described as central to Lean is the identification and

elimination of waste and through a hands-on exercise, the

participants will gain a deep understanding of what is meant by

value adding and non-value-adding activities.

• The practical exercise will demonstrate how Lean can work for any

day-to-day activity and is really a state of mind that steers

behaviours.

•



LIVING LEAN

SECTION 2: WHAT IS LEAN?

- principles, tools and techniques


…ENTER THE ‘CHANGE INITIATIVE’

• Tools

• Techniques

• Methodologies

• Philosophies

• Culture



SYSTEM DESIGN Systems Thinking

SIX SIGMA Variation Reduction

LEAN WORKING Waste Reduction

APPROACHES TO IMPROVEMENT HAVE NAMES…

CORRECTIVE

ACTION Fix it


LEAN (SYSTEMS) THINKING

Lean (Systems) Thinking provides the holistic

approach that

• puts customers at the heart of change by being

outcomes based;

• ensures that requirements of all stakeholders of a

system are understood thoroughly before

attempting to provide solutions or problem

resolutions, which are otherwise substandard.



higher quality,

lower cost

and on-time …

which increases

Customer Satisfaction

AN EFFICIENT, EFFECTIVE PROCESS DELIVERS

OUTPUTS

WHICH ARE OF. . .

CONSISTENTLY!


HOW IT GOES WRONG – why Lean has failed

“Irrespective of the Lean model used …

the organisational and cultural factors shape

the degree of success of Lean.

In most cases, improvement initiatives had not been

integral to organizational strategy…and needed to more

clearly allocate resources to improvement activities.

This implies that a more sustained and effective Lean

application would link strategy and operational

improvement in a whole systems approach.”

Extracted from Zoe Radnor’s report to the Scottish Executive -

Evaluation of the Lean Approach to Business Management



HOW IT GOES WRONG – why Lean has failed:

Based on findings given in Zoe Radnor’s report to the Scottish Executive -

Evaluation of the Lean Approach to Business Management


THE WAY WE THINK - A PARADIGM

A paradigm is a view of the world,

a way of seeing things.

In a way, it is a manner of thinking

that can hinder the introduction of

new and more appropriate

solutions.

‘’We’ve always done it this way!’’

‘’That’s life!’’

“It cannot be done”



THE WAY WE THINK – A PARADIGM


PULL

FLOW

VALUE

STREAM

CUSTOMER

VALUE Understanding and agreeing

exactly your customer needs

Understanding all your processes

Pulling value through the chain, not

pushing

Smoothing the flow of work

Continuing to attack waste all the

time

PERFECTION

THE FIVE PRINCIPLES OF LEAN



FEATURES OF A LEAN PROCESS

• Single items or small batches of work keep flowing,

synchronised to delivery requirements

• Error prevention rather than checking

• Minimised work in progress, queues and delays

• Working to the beat of customer demand

• People work in self-managed teams to deliver a first

class service

• Active involvement of everyone in the improvement

process

• Focus on process not functions

The principle is to focus on adding value and removing waste


FEATURES OF A LEAN PROCESS

REMEMBER -

Smooth the Flow

THEN

Pull the Work Through



THE LEAN ICEBERG -

TOOLS AND PROCESSES ARE ONLY THE TIP

Process Management

Technology Tools & Techniques

Vis

ible

E

na

bli

ng

& S

us

tain

ing

Leadership

Strategy & Alignment

Culture & Engagement

Staying Lean Thriving Not Just Surviving, Hines, Found, Griffiths

& Harrison, 2008

Lean is a holistic management system with mix of hard and soft

(cultural) features




LIVING LEAN

SECTION 3: LEADING LEAN

- Leadership Behaviours


CONTINUOUS IMPROVEMENT AND LEAN CULTURE

Ultimately, Lean is not something you do...

It is something you

It is a set of VALUES that underpin

a particular set of behaviours



LIVING ‘LEAN’

Lean Six Sigma is a set of Values describing behaviours.

It is a Lifelong journey.

“Go and see the actual situation” means imagining

what you are observing is your own job, rather

than someone else’s problem, and making efforts

to improve it.

Job titles are unimportant. In the end, the people

who know the gemba (where the actual work is

done) are most respected.”

Akio Toyoda, president, Toyota Motor Corporation,

2009


Respect

For People

Continuous

Improvement

Respect

Teamwork

Go and See to

Understand

Improvement

Challenge

We respect others, make every

effort to understand each other,

take responsibility and do our

best to build mutual trust

We stimulate personal and

professional growth, share the

opportunities of development

and maximise individual and

team performance

We form a long-term vision,

meeting challenges with

courage and creativity to

realise our dreams

We improve our operations

continuously, always striving

for innovation and evolution

We go to the source to find the

facts to make right decisions,

build consensus and achieve

our goals at our best speed

THE TWO PILLARS AND FIVE CORE VALUES

OF LEAN



LEADERSHIP AND THE FIVE CORE VALUES (REFERENCE SLIDE)

• Respect – is the most fundamental of the core values and the

root purpose of the organisation. Respect for people starts

with a sincere desire to contribute to society through providing

the best possible services. This then extends to respects for

the community, customers, employees and all partners.

• Teamwork – a view that individual success can happen only

within the team and that the team benefits from the personal

growth of individuals is constantly reinforced and lived up and

down the chain of command. This deep belief is built into the

promotion process (which focuses heavily on team behaviour)

and into incentives and measurement for performance (where

team-based performance predominates).


LEADERSHIP AND THE FIVE CORE VALUES (REFERENCE SLIDE)

• Challenge – is the core value that energises leaders and team members

to strive for perfection. It is by taking on successively greater challenges

and reflecting at each step that Lean leaders develop themselves.

• Continuous Improvement – at the root of this value is the idea that

nothing is perfect and that everything can be improved. This is critical as

every leader is taught that the process is never perfect and that the perfect

lean solution can never be achieved. Successful initiatives are followed

immediately by the launch of a deep reflection to identify weaknesses that

lead to a programme to further improve.

• Go and See to Deeply Understand – this is less in the act of going and

seeing and more in the philosophy of how leaders make decisions. All

leaders must have a first-hand, personal knowledge of any issue in their

charge. Otherwise finding the root cause of the problem and identifying a

solution based on facts is impossible. By first gathering facts, decision

makers can understand the real situation faster and avoid unproductive

debates with peers over proposed solutions that do not target the real

problem.



PEOPLE AT EVERY LEVEL NEED TO BE

DEVELOPED AND TO BE INVOLVED

FACILITATORS – Support the staff teams;

Provide specialist process improvement

knowledge and experience (eg of DMAICT)

STAFF – Provide system/process

knowledge;

Engage directly in team-based

activity

MANAGEMENT – Identify projects;

Provide resources;

Monitor progress

Support top-down/bottom-up

activity


LEADERSHIP AND EMPOWERED TEAMS

What does it mean to be ‘self-managing’?



LEADERSHIP AND EMPOWERED TEAMS

If people are to be empowered, they need to know the DIRECTION to go in


WHAT A LEAN ORGANIZATION LOOKS LIKE

• Senior Managers DIRECT – i.e. give direction, build

strategy and...

• communicate priorities.

• Managers HELP others to manage themselves by

coaching, supporting, providing resources and removing

obstacles.

• Team members work as a team to MANAGE their work,

identify and SOLVE problems, to ...

CONTINUOUSLY IMPROVE performance for their

customers (internal and external).

In fact , EVERYONE continuously improves what they do.



MANAGEMENT COMMITMENT

It would seem obvious that a senior manager commits to a

programme that is about improving the business’ …

- so why do they seem to resist?


MANAGEMENT COMMITMENT:

HURDLES TO OVERCOME

The Senior Team needs to understand what they are being asked to

support;

They need to share the vision of what is to be achieved by the programme

and for that, there needs to be a vision that is articulated and

communicated;

They need to believe that the programme is a valid way of achieving that

vision;

They need to identify the blockers and drivers to the effectiveness of

the programme;

They need to know what they need to do to support the

programme.

They need to DO IT!!!



BECOME AWARE OF THE NEED

CREATE & COMMUNICATE STRATEGIC DIRECTION

SHOW COMMITMENT

PLAN THE IMPLEMENTATION

TRAIN THEMSELVES & OTHER STAFF

DO IT !!!

MANAGEMENT COMMITMENT:

JUMPING THE HURDLES


CHARACTERISTICS OF LEAN LEADERS

Lean Leaders…

• Observe the work, “go see” when problems arise and make

fact-based decisions;

• Think long-term. Do not sacrifice the long-term to secure

short-term gains;

• Focus on continuous improvement, not on achieving an end-

point;

• Enjoy challenging their views and are willing to learn new

things.

SERVANT LEADERSHIP is the key to Lean…



YOUR ROLE AS A LEADER

• Adopt a committed and supportive leadership role throughout the change process

• Participate in improvement activity

• Be involved in team sessions

• Engage with teams to encourage, monitor and sustain continuous improvement activity

• Unblock any problems

• Celebrate with teams


TEAM EMPOWERMENT

PURPOSE:

– Provide colleagues with the tools, opportunity and responsibility to continuously

improve their ways of working to achieve better results, more efficiently

• Natural work teams

• Training in improvement

• Visual management

• Regular huddles

• Improvement ideas system

• Maturity model

FEATURES:

“with every pair of hands you get a free brain”

– Tom Peters



EMBEDDING CONTINUOUS IMPROVEMENT IS

LIKE...

Trying to get a barbecue going!

- you need to put more fuel on it than you intended…

- you need to put more effort into it than you expected…

- and you daren’t leave it untended for too long UNTIL those coals are…

SELF COMBUSTING!!!!


SUCCESS FACTORS INCLUDE…

Zoe Radnor’s report again:

The evidence uncovered a wide range of factors related to

the successful implementation of Lean.

These are:

• Organisational culture and ownership

• Developing organisational readiness

• Management commitment and capability

• Providing adequate resources to support change

• External support from consultants in the first instance

• Effective communication and engagement throughout the organisation

• Strategic approach to improvements

• Teamwork and joined-up whole systems thinking

• Timing to set realistic timescales for change and to make effective use of

commitment to and enthusiasm for change



SUCCESS FACTORS INCLUDE…

Zoe Radnor’s report again:

The evidence uncovered a wide range of factors related to

the successful implementation of Lean.

These are:

• Organisational culture and ownership

• Developing organisational readiness

• Management commitment and capability

• Providing adequate resources to support change

• External support from consultants in the first instance

• Effective communication and engagement throughout the organisation

• Strategic approach to improvements

• Teamwork and joined-up whole systems thinking

• Timing to set realistic timescales for change and to make effective use of

commitment to and enthusiasm for change




LIVING LEAN

SECTION 4: WASTE


Non-

essential

Non-Value

Adding

ie

- WASTE

Value-Adding

Non Value-Adding

(but required

by the business)

Activities that

progress inputs

towards being

outputs - that the

customer values

Activities that we

are doing – but

which DO NOT

turn inputs into

outputs

Activities we are required

to do in order to complete

the VA activities but which

do not actually help to

transform inputs into

outputs

Everything we do adds COST – only some of the things we do add VALUE

The rest is NON-VALUE ADDING ACTIVITY, and some of that is WASTE.

90% of

what is

done is

NVA

SO WHAT IS WASTE?



T ransport

I nventory

M otion

W aiting

O ver production

O ver processing

D efects

WAYS OF IDENTIFYING WASTE: ‘TIM WOOD’


AN ALTERNATIVE ACRONYM: ‘DOWNTIME’

D efects

O verproduction

W aiting

N on-engagement

T ransport

I nventory

M otion

E xcess processing



10% 90 %

Categorise each

activity: is it…

Map process

or conduct

activity listing

nva?

Reduce cost of

va activity

no

yes

essential?

Eliminate

nva activity

Reduce cost of

nva activity

no

yes

10%

DEALING WITH WASTE


TAKE THE WINDOW CLEANER…



THE WINDOW CLEANER WOULD LIKE TO

INCREASE HIS INCOME, BUT…

Traditional economic environment

Selling price =

overall costs + profit margin

Current economic environment

Profit margin = Selling price - total costs

The price takes into account the product delivered

together with related costs.

We must work to reduce costs to remain competitive!


LET’S TAKE A LOOK AT A DAY/WEEK/MONTH IN

THE LIFE OF THE WINDOW CLEANER…

Make a flipchart list of activities that the Window Cleaner does:

• Daily (be quite detailed – task level), from leaving home to returning

• Weekly

• Monthly

Small groups, 10 minutes



CHALLENGING OUR PARADIGMS AND

THINKING CREATIVELY




LIVING LEAN

SECTION 5: SUMMARY AND CLOSE


54

WORKSHOP REVIEW

In your table group, review

- what were the key learning points?

- how do these points apply to your workplace?

Capture the ‘so what’ learning points on a flipchart.

living lean imeche workshop presented by …...cheaper using approaches such as lean, six sigma and...

Documents