Module 2Current State Analysis

Agenda for all 5

Module Description Homework

1 Introduction to Lean Thinking

Project documentation and customer information

2 Current State Analysis Current state map

3 Future State Future state implementation plan

4 Sustainable Lean Complete A3

5 Lessons Learnt and Final Presentation

Continue implementation and further Lean work

Review of Module 1

You can now:-• Understand the principles of lean

• Appreciate the need to remove wastes and failure demand

• Analyse who your customers are, what they need from you and how they feel about your service

Lets Review Your HomeworkTalk to your Customer Complete the Project

Documentation

Agenda

• Plan Do Check Act and A3

• Current state mapping, why, how and tips

• The importance of Gemba

• Root cause analysis

You Should…

Be able to:-• Understand the importance of mapping

• Be able to create a current state map

• Want to actively adopt Gemba

• Have options for root cause analysis

What is Lean?

Plan

Do

Check

Act

Investigate the current situation & understand fully the nature of the problem to be solved

Develop a future state. Implement short term fixes and long term plans to eliminate root causes

Evaluate the effect of implementation; have actions delivered expected results?

Put plans in place to standardise the process & set further review dates

Plan

Do

Check

Act

Investigate the current situation & understand fully the nature of the problem to be solved

Develop a future state. Implement short term fixes and long term plans to eliminate root causes

Evaluate the effect of implementation; have actions delivered expected results?

Put plans in place to standardise the process & set further review dates

A3 Problem SolvingProject Title:Plan Developed By:

Issue Definition:

Background:· Any background information necessary to understand

the issue· Purpose· Goals

Current State Map:

Root cause analysis:· 5 Whys· Ishikawa

Future state & Counter Measures:· Map or diagram that illustrates how the process will

work· List countermeasures that will address the root cause(s)

identified

Implementation Plan with Measures:

Measures:

Activity By When Who Outcomes

MetricUnit of

Measure Baseline 3 mth 6 mth

Follow Up:· Include remedial actions if necessary· Plans for sustaining / rolling out

Project Title:Plan Developed By:

Issue Definition:

Background:· Any background information necessary to understand

the issue· Purpose· Goals

Current State Map:

Root cause analysis:· 5 Whys· Ishikawa

Future state & Counter Measures:· Map or diagram that illustrates how the process will

work· List countermeasures that will address the root cause(s)

identified

Implementation Plan with Measures:

Measures:

Activity By When Who Outcomes

MetricUnit of

Measure Baseline 3 mth 6 mth

Follow Up:· Include remedial actions if necessary· Plans for sustaining / rolling out

A3 is Aligned to PDCA

Plan

Do

Check

Act

A3 – Business School

Plan – Prioritise Improvements

Plan

Do

Check

Act

Problem Statements

• A clear statement that describes the symptoms of the problem, the boundaries and reason for review. A good problem statement:– Has a desired state or goal– Contains measurement– Is short and to the point– Has no implied cause or solution– Is limited in scope

Good Problem Statements

• It takes 7 weeks to process an expenses form – staff would like payment within 1 week

• The cost of replacing damaged lab equipment is excessive – we need to reduce this by 50%

• Returned library books take days to go back on shelves. We want books on shelves within 5 hours

• Our department wastes too much time searching for information. We need to be able to find a file on the shared drive within 45 seconds

Lean and Mapping

What is a Process?

• Everything that happens within the University is a process or a series of processes

• A process may be contained within one department or may be cross- functional or university wide

• Our success is determined by how well these processes work and work together

What is a Process Map?

• A visual picture of everything that happens– Common understanding– Understanding outside of your immediate area

• Issues clearly highlighted– Symptom and cause

• Drawn by the people who do the job– Realisation– Buy-in to change

• Management tool– Make decisions now and in the future

21

Lean and Mapping

CURRENTSTATE

IDEALSTATE

FUTURESTATE

FUTURESTATE

FUTURE STATE

Why Map the Current Process?• Understanding - gives an overall picture of the end to end process

including all activities and decisions and highlighting complexities.

• Analysis – When all the activities are clearly visible it is easier to see the problems, errors and wastes. It directs improvement efforts to the right areas.

• Communication – The act of creating the map helps to bring the team together and provides a common language. It allows for plenty of discussion

• Customer Focus - details how we are meeting customer requirements . . . Or not!!

How to Map Current State

Identify Your Process

Establish a Process Team• We need people who:– Are enthusiastic and interested– Are honest and open– Believe that there is room for improvement– Play a key role in the current process

How to Map Current State

Establish the Environment• Sensitivities need to be acknowledged• Set rules• Location• Empowerment – Senior endorsement• Engage with everyone

Set the Boundaries of the Process

Determine the Appropriate Level of Detail

How to Map Current State

25

issues

process steps

ownership

inputs & outputs

Muda

timeline

measures

Identify the Activities – Post-its on a big sheet of brown paper.

Visually capture a process from end to end on one piece of paper

suggestions

Questions to AskWhen Process Mapping

• What triggers the process?• What are the inputs?• What is the next step?• What are the outputs?• How is information forwarded? (hardcopy, email, system

updated)• How many people undertake this step?• How long does this step take?• What is the time delay between steps?• What are the issues?

0.5mins

Example: Buying Lunchat McKenzie House

How Do We Do It Now?Issues

Process

Make A Cup of Teaand Create a Process Map

Mapping Checklist

Pre-Mapping Workshop Checks

Do you have enough stationery – post-its, marker pens, sticky tape etc PIs there plenty of flip chart paper and a stand PIs the room big enough for people to move around and put post-its on the map?

PIs there enough space to hang a length of brown paper horizontally PDo you need breakout rooms? PPut up the brown paper before people come into the room – often a 2 person job (masking tape is useful as it doesn’t mark the walls)

PArrange the room so that everyone is facing the map – bring people as close to the map as possible

P

Are colleagues from each stage of the process represented? P

Mapping Workshop ChecksGet the team to write out the post-its (make sure it’s readable) P

Capture all issues on a flipchart - number each issue and highlight on the map

P

When the map is complete, check with everyone that the map is a true reflection of what actually happens not what should happen

P

Agree what data needs to be gathered and who will gather it P

Before taking the map off the wall tape down all the post-its – they tend to fall off when the map is unrolled

P

Post Mapping ChecksTransfer the map to Visio (or Powerpoint) – it is easier to store and circulate but not essential

P

Circulate the map widely and record feedback and additional issues – this helps to gain buy-in from those that did not attend the workshop

P

Display the map in the workplace (gemba) P

If applicable, feedback to sponsor P

Remember

• Current State Maps are the team’s PERCEPTION of what

happens within the process

• Map is produced from comments of those in session so

will also need to get comments from outside

• We then need to go CHECK THE FACTS35

Gemba

Gemba = The Real Place

Why do Gemba walks?

• Managers become more accessible - barriers to speak with them are lowered

• Management understands what is actually happening and why - seeing not just analysing data (disconnect between understanding & decision making)

• Management can visibly support change efforts -actively supporting not just empowering

• Develops a culture of trust - people should not be surprised to see you

Gemba Rules• Show respect, know who people are• Explain to people what you have come to see• Build trust – gemba walks should be common place• Don’t be afraid to ask why (not why don’t you..?)• The objective of Gemba Walk is to understand the value

stream and its problems rather than review results or make superficial comments.

Gemba is not a pat on the back exercise , it’s going to the actual place to see the actual work in

actual time.http://www.youtube.com/watch?v=2jL5EUtiTJ4

A3 – Business School

Plan

Root Cause Analysis

Problem Solving

Problem solving is like pulling weeds…. Unless we address the root that causes the problem, poor results will keep coming

back.

Root Cause Analysis (RCA)

• Root Cause Analysis seeks to identify the primary cause of a problem so that you can:

– Determine what happened?– Determine why it happened?– Figure out what to do to reduce the likelihood of

it happening again

Root Cause Analysis

1. Define the problem2. Gather evidence3. Identify all causal factors4. Identify the root cause using RCA tools e.g. 5 whys,

Pareto charts, fishbone diagrams etc5. Identify solutions6. Implement7. Observe8. Continuously improve

5 Whys

Why?

Why?

Why?

Why?

Why?

Why? Because the marks are late into the office from the lecturers

Why? Because the timescales are too tight

Why? Because there are just too many exam papers to mark

Why? There are too many courses / modules

Why? Because we keep adding new modules but don’t switch any off! Conclusion: A strategic decision needs to be taken

on thenumber of modules on offer.

“The staff in the Exams and Assessment office are not getting the

marks to students on time”

Ishikawa

• Helps identify root causes of a problem

• Encourages group participation & utilises group knowledge

• Easy to understand

• Identifies areas for further data collection

aka cause and effect analysis andfishbone analysis

Ishikawa

Problem statement

Identify all the factors

Identify all causes

Identify root cause

Fishbone/Ishikawa

ManpowerMachineryMethod

Environment Materials

Wrong marks issued to students

Temp. staff wasn’t properly trainedRecoding system makes

it easy to get a whole batch of marks wrong

Manager not given financial budget to

allocate staff training

Phone rings all time

Frequent student requests

No policy exists about how to

issue marks or what happens

when it goes wrong

Exam officer on sick leave

Problem statement

Factor

Identify root cause

Measles Chart

• A map, picture or form with a rash of dots to identify problem areas. To complete:– Get a copy of form or process where problems are

occurring– Agree timescales for recording problem– Mark the location of each problem on the form /

diagram as it occurs– Identify where problems are clustered– Use the measles chart to inform improvement

activities

Measles Chart Example

• Issue – incomplete forms returned to Staff development.

– Using a blank form the team recorded the areas of missing information

– At the end of the month the main problem areas were identified and action taken

A3 – Business School

Plan

Your Homework

Current State Mapping

Lets Recap!

1. What does PDCA stand for?

2. What are the elements of an A3?

3. What does OPTIMISM stand for?

4. What is an issue?

5. What is meant by GEMBA?

6. How many times should you ask “Why”?

7. What is another name for Ishikawa?

Useful Websites

• www.cardiff.ac.uk/lean

• www.leanuk.org

• http://www.systemsthinking.co.uk/home.asp

• http://www.bobemiliani.com/

• www.st-andrews.ac.uk/business-improvements

Further Reading

Gemba Walks (Jim Womack)

Learning to See (Mike Rother and John Shook)

Managing to Learn: Using the A3 Management Process (John Shook)

Any Problems

Kate Hales02920 870445

lean@cardiff.ac.uk