the lean handbook journey-asq lss conference

ASQ Lean and Six Sigma Conference 2012

1

The Lean Handbook Journey


Session C5Monday, February 27, 2:00 – 3:00 pm

Presented by

Anthony ManosLBC

Key Learning Outcomes

• Better understanding of the make–up of the Lean Handbook

• How the body of knowledge flows

• Moving beyond the tools of Lean into the

culture


2


Agenda

• The current Lean Body of Knowledge and

its history

• The make–up of the handbook and its

contributing authors

• Information related to the Bronze Lean

Certification

• Suggested readings

• Q&A

Introduction

• First and foremost, this is not the exam

prep book

• This is the “overall BOK book”

• It was written at the “tactical” level (vs. integrative or strategic)


3


Current BOK & History

Four Partner Associations


4


Brief History of the Lean Certification

• 2001 – Members of SME, AME, and constituents of the Shingo Prize

came together and determined the need to align practitioners to a

common foundation – fundamentals – of lean practice to provide a

roadmap to support workforce development and training efforts.

• 2004 – Development of the BOK began in earnest. The Shingo Prize

model served as a basis for the program’s Body of Knowledge.

• 2005 – The proposed lean body of knowledge was validated in a

study thus launching the Lean BOK version 2.0

• Kaizen Blitz Week – Nearly 60 lean practitioners gathered for a week

to develop the components of Lean certification program. Teams

were established to focus on exams, portfolios and the mentoring

requirements. Throughout the development process, nearly 200 Lean

practitioners were involved in the creation of this program not

including the couple of thousands that participated in the study.

ASQ Joins

• 2006, March - The first Bronze exam was offered to the public, the

Certification Oversight & Appeals Committee was established

• 2006, June - the Silver exam was available

• 2006, December – the Gold exam launched

• 2007 - The Shingo Prize Model was restructured, a second validation

study was performed

• 2008 - Updated BOK V3.0 (with weighting factors for Bronze, Silver,

Gold)

• 2010 – ASQ joins the partnership

• The Future of the BOK - Validation studies will be conducted every

5-7 years


5


The Shingo Principles

Results

Enterprise

Alignment

Continuous Process

Improvement

Cultural Enablers

Guiding Principles

Create Value for the Customer

Create Constancy of Purpose

Think Systematically

Focus on Process

Embrace Scientific Thinking

Flow & Pull Value

Assure Quality at the Source

Seek Perfection

Lead with Humility

Respect for Every Individual


6


Supporting Principles

Measure what Matters

Align Behaviors with Performance

Identify Cause & Effect Relationships

See Reality

Focus on Long-term

Align Systems

Align StrategyStabilize Processes

Rely on Data

Standardize Processes

Insist on Direct Observation

Focus on Value Streams

Keep It Simple & Visual

Identify and Eliminate Waste

Integrate Improvement with

Work

Nurture Long-term Relationships

Empower & Involve Everyone

Develop People

Assure a Safe Environment

Shingo Prize Transformation Process


7


BOK Basic Layout

1. Cultural Enablers

2. Continuous

Process

Improvement

3. Consistent Lean

Enterprise Culture

4. Business results

• Principles

• Processes

• Techniques and

practices

• Principles

• Measurement

Systems

• Key Lean Related

Measures

Alignment

Principles

Processes / Systems

Techniques & Practices

How?

Why?


8


Four Major Sections (Bronze %)

• Section 1 – Cultural Enablers (15%)

• Section 2 – Continuous Process

Improvement (60%)

• Section 3 – Consistent Lean Enterprise

Culture (10%)

• Section 4 – Results (15%)

Section 1 – Cultural Enablers

People


9


Rubric 1 – Cultural Enablers

1.1. Principles of Cultural Enablers (3%)

1.1.1. Respect for the individual

1.1.2. Humility

1.2. Processes for Cultural Enablers (4%)

1.2.1. Planning & Deployment

1.2.2. Create a sense of urgency

1.2.3. Modeling the lean principles, values, philosophies

1.2.4. Message Deployment - Establishing vision and direction

1.2.5. Integrating Learning and Coaching

1.2.6. People development - Education, training & coaching

1.2.7. Motivation, Empowerment & Involvement

1.2.8. Environmental Systems

1.2.9. Safety Systems

Rubric 1 – Cultural Enablers

1.3. Cultural Enabler Techniques and Practices (8%)

1.3.1. Cross Training

1.3.2. Skills Assessment

1.3.3. Instructional Goals

1.3.4. On-the-Job Training

1.3.5. Coaching & Mentoring

1.3.6. Leadership Development

1.3.7. Teamwork

1.3.8. Information Sharing (Yokoten)

1.3.9. Suggestion Systems


10


Section 2 – Continuous Process

Improvement

Tools

Principles of CI

2.1. Principles of Continuous Process Improvement (15%)

2.1.1. Process Focus

2.1.2. Identification & Elimination of Barriers to flow

2.1.2.1. Flow & the Economies of Flow2.1.2.2. 7 Wastes (Muda), Fluctuation (Mura), and Overburden (Muri)

2.1.2.3.Connect & Align Value added work

fragments

2.1.2.4. Organize around flow

2.1.2.5. Make end-to-end flow visible2.1.2.6. Manage the flow visually

2.1.3.Match rate of production to level of customer demand - Just-in-

Time

2.1.4. Scientific thinking

2.1.4.1. Stability 2.1.4.2. Standardization

2.1.4.3. Recognize Abnormality

2.1.4.4. Go and See


11


Principles of CI

2.1.5. Jidoka

2.1.5.1. Quality at the source

2.1.5.2. No defects passed forward

2.1.5.3. Separate man from machine2.1.5.4. Multi-process handling

2.1.5.5. Self detection of errors to prevent defects

2.1.5.6. Stop and Fix

2.1.6. Integrate Improvement with Work

2.1.7. Seek Perfection2.1.7.1. Incremental continuous improvement (Kaizen)

2.1.7.2. Breakthrough continuous improvement (Kaikaku)

Lean CI Systems

2.2. Continuous Process Improvement Systems 20%

2.2.1. Visual Workplace

2.2.1.1. 5S standards and discipline

2.2.2. Lot size reduction

2.2.3. Load leveling

2.2.4. 3P Production Process Preparation

2.2.5. Total Productive Maintenance (including predictive)

2.2.6. Standard Work

2.2.7. Built-in feedback

2.2.8. Strategic Business Assessment

2.2.9. Continuous Improvement Process Methodology

2.2.9.1. PDCA

2.2.9.2. DMAIC

2.2.9.3 Problems Solving Storyboards


12


Lean CI Systems

2.2.10 Quality Systems

2.2.10.1 ISO and Other standards

2.2.11 Corrective Action System

2.2.11.1. Root Cause analysis

2.2.12. Project Management

2.2.13 Process design

2.2.14 Pull System

2.2.15 Knowledge Transfer

Lean CI Techniques

2.3. Continuous Process Improvement Techniques &

Practices

25%

2.3.1. Work Flow Analysis2.3.1.1. Flowcharting2.3.1.2. Flow Analysis Charts2.3.1.3. Value Stream Mapping2.3.1.4. Takt Time Analysis2.3.2. Data Collection and Presentation2.3.2.1. Histograms2.3.2.2. Pareto Charts2.3.2.3. Check Sheets2.3.3. Identify Root Cause2.3.3.1. Cause & Effect diagrams (Fishbone)2.3.3.2. 5-Whys 2.3.3.3. Failure Mode and Effects Analysis2.3.4. Presenting Variation Data2.3.4.1. Statistical Process Control Charts2.3.4.2. Scatter and Concentration Diagrams


13


Lean CI Techniques

2.3.4. Presenting Variation Data2.3.4.1. Statistical Process Control Charts2.3.4.2. Scatter and Concentration Diagrams2.3.5. Product and Service Design (make sure to include engineering

changes re: capabilities)2.3.5.1. Concurrent Engineering2.3.5.2. Quality Function Deployment2.3.5.3. Product or Process Benchmarking2.3.5.4. Design for Product Life Cycle (DFx) - cradle to cradle2.3.5.5. Variety Reduction - product and component2.3.5.6. Design for Manufacturability2.3.6. Organizing for Improvement2.3.6.1. Kaizen Blitz Events

Lean CI Techniques

2.3.7. Countermeasure Activities2.3.7.1. Mistake and Error Proofing (Poka Yoke)2.3.7.2. Quick Changeover/Setup Reduction (SMED)2.3.7.3. One Piece Flow2.3.7.4. Right sized equipment2.3.7.5. Cellular Flow2.3.7.6. Sensible Automation2.3.7.7. Material Signals (Kanban)2.3.7.8. Source Inspection2.3.8. Supply Processes External2.3.8.1. Supplier managed inventory2.3.8.2. Cross-docking2.3.8.3. Supplier Assessment and Feedback2.3.8.4. Supplier Development2.3.8.5. Supplier Benchmarking2.3.8.6. Logistics


14


Lean CI Techniques

2.3.9. Supply Processes Internal2.3.9.1. Material Handling2.3.9.2. Warehousing2.3.9.3. Planning and Scheduling

Section 3 – Consistent Lean

Enterprise Culture

Culture


15


Principles of Lean Culture

3.1. Principles of Consistent Lean Enterprise Culture 5%

3.1.1. Systemic Thinking

3.1.1.1. Part-whole relationships are clear and explicit through holistic

thinking3.1.1.2. The organization evolves as necessary to accommodate future

conditions through dynamic thinking

3.1.1.3. Closed-loop thinking to assure effective feedback of

organizational learning

3.1.2. Constancy of Purpose3.1.2.1. Focus on Results

3.1.2.2. Focus on Waste Elimination

3.1.2.3 Focus on Value to customer3.1.3. Social Responsibility

Processes for Lean Culture

3.2. Processes for Developing Consistent Lean

Enterprise Culture

3%

3.2.1. Enterprise Thinking

3.2.1.1. Organize around flow3.2.1.2. Integrated business system and improvement system

3.2.1.3. Reconcile reporting systems

3.2.1.4. Information management3.2.2. Policy Deployment / Strategy Deployment

3.2.2.1. Scientific thinking as a strategy process

3.2.2.2. Series of nested experiments3.2.2.3. Dynamic give and take

3.2.2.4. Forming consensus3.2.2.5. Align strategies and execution

3.2.2.6. Standard work for strategy communication - how we think and

talk

3.2.2.7. Resource deployment and allocation


16


Techniques for Lean Culture

3.3. Consistent Enterprise Culture Techniques &

Practices

2%

3.3.1. A3

3.3.2. Catchball3.3.3. Redeployment of Resources

Section 4 – Business Results

Results


17


Principles of Business Reults

4.1. Principles of Business Results 4%4.1.1. Create Value first to drive performance

4.1.1.1. Measure what matters to the customer

4.1.1.2. Measure normal versus abnormal conditions - (triggers

response)

4.1.1.3. Guidelines for Measurement

Categories

* Customer demand and

characteristics

* Customer retention

* Waste

* People Development Measures* Quality

* Cost and Productivity

* Competitive Impact

Measurement Systems

4.2. Measurement Systems 3%

4.2.1. Measurement

4.2.1.1 Understand interdependencies between measures and

measurement categories

4.2.1.2 Align internal measures with what matters to customers

4.2.1.3 Measure the results from the 'whole' system

4.2.1.4 Measure flow and waste

4.2.1.5 Lean Accounting

4.2.1.6. Voice of the Customer

4.2.2. Goal and Objective Setting4.2.2.1. SMART (Specific, Measurable, Achievable, Realistic, Timely)

4.2.2.2. Tied to the customer

4.2.3. Analysis - Understand what moves the dial on measures

4.2.4. Reporting

4.2.4.1. Visible feedback real-time


18


Lean Measures

4.3. Key Lean Related Measures 8%

4.3.1. Quality

4.3.1.1. Rework

4.3.1.2. First Pass Yield

4.3.2. Delivery

4.3.2.1 Takt Time

4.3.2.2 Cycle Time

4.3.2.3 Lead Time

4.3.3 Cost

4.3.3.1 Inventory turns

4.3.3.2 Queue time

4.3.3.3 Wait time (delays)

4.3.3.4 Overall Equipment Effectiveness (OEE)

4.3.3.5 Changeover Time

4.3.4 Financial Impact

4.3.5.1. Cash Flow

4.3.5 Competitive Impact

4.3.6.1. Customer Satisfaction

Handbook & Authors

Many voices, many styles


19


Many Voices, Many Styles

• We were lucky enough to work with some

of the best minds in Lean

• Look around – a contributing author may be

sitting right next to you or attending this

conference

• Some of these authors are already on the

Recommended Reading list or have top

selling Lean books

• Different and varied backgrounds

A Special Thanks to -

• Christopher Abrey

• Andy Carlino

• Adil Dalal

• Grace Duffy

• David S. Foxx

• Dr. Gwendolyn Galsworth

• Bruce Hamilton

• John Kendrick

• Matthew Maio

• David Mann

• Anthony Manos

• Brian H. Maskell

• Timothy F. McMahon

• Dr. Mark W. Morgan

• Frank Murdock

• Mike Osterling

• Robert (Bob) Petruska

• Govind Ramu

• Rama Shankar

• Gregg Stocker

• Chad Vincent

• Pat Wardell

• Jerry M. Wright

Editors:

• Anthony Manos

• Chad Vincent


20


Lean Bronze Certification

Prepare, Exam, Portfolio

Preparation

1. Assess your knowledge - to earn this certification, you

should demonstrate your understanding of the Lean

Certification Body of Knowledge (PDF). You should also

understand the basics of lean.

2. Read the recommended material - Exam questions are

based on specific Recommended Readings (PDF) selected

by knowledgeable and experienced individuals.

3. Apply - After you apply for the Lean Bronze Certification,

you will receive an "Applicant Kit" which will include: Body of

Knowledge, Recommended Reading List, Portfolio

candidate portfolio instructions, Bronze level portfolio forms,

Lean Proctor form and agreement


21


Exam

4. Attend a classroom review course or register for LORP

(Lean Online Review Program) (Optional)

5. Take the exam - the open-book 170-question exam takes

three hours. It is strongly recommended that you bring your

recommended reading material to the exam. All exam

questions are taken from those sources. You can find exam

taking tips here. (PDF)

6. Receive the Knowledge Certificate - when you pass the

exam, you receive a certificate (not a certification) that

serves as a base for pursuit of the Lean Bronze, Silver and

Gold Certifications. It is valid for three years and is not

renewable.

Portfolio

7. Construct and submit your portfolio of experience -

you must submit your portfolio and have it accepted within

the three year timeframe beginning from the date on your

knowledge certificate.

It should document:

• Completion of 80 hours minimum of education/training

requirements.

• Five (5) tactical projects: events, projects and/or activities

to which specific lean principles and tools were applied.

• Portfolio reflection: results of the events, projects and/or

activities.


22


Next Steps

8. Work with a mentor (Optional)

9. Plan your next step - You may choose to pursue

recertification or the Lean Silver Certification. Your Lean

Bronze Certification is valid for three years.

Company Benefits

• With an established Lean standard, companies

enjoy a clear understanding of the capability of

their resources.

• Provides the opportunity for significant training

and development.

• Mentoring is a fundamental part of the Lean

program, helping to mold new Lean experts

• Standardize Lean practices within organizations,

regardless of size or industry


23


Individual Benefits

• Develop career planning milestones

• Gain a portable, career credential

• Share and gain Lean knowledge through

mentoring others

• Align to the Lean knowledge and competency

standard

• Attain abilities recognized across the industry

• Develop a portfolio of your experience

Suggested Readings

Bronze Level


24


Recommended Readings

Exam questions are based on these Recommended

Readings:

• Gemba Kaizen, Masaaki Imai

• Lean Production Simplified, Pascal Dennis or

Lean Hospitals by Mark Graban

• Lean Thinking, James P. Womack and Daniel T.

Jones

• Learning to See: Value Stream Mapping to Create

Value and Eliminate Muda, Mike Rother and John

ShookPlease note: exam questions are not based on specific information

from the Lean Handbook

Book Covers


25


Wrap-up and Q&A

Evaluations

Wrap-up, Q&A, and Evaluations

Key Learning outcomes:

• Better understanding of the make–up of the Lean Handbook

• How the body of knowledge flows

• Moving beyond the tools of Lean and into

the culture

• Q&A

• Evaluations


26


Thank you

Lean Handbook – Coming Soon!

the lean handbook journey-asq lss conference

Documents

lean practitioners

strategicasq lean

individualasq lean

tools of lean

cultureasq lean

yearsasq lean

lean handbook journeyagenda

lean bok version