understanding and implementing lean - lean awareness...understanding and implementing lean . ......

September 20, 2017

Understanding and Implementing Lean

September 20, 2017 2

“There must be a better way to do my job”


Your Mission • Use continuous improvement methods to improve how

you do your job.

• Develop a culture of “problem solving” within your

organization.

• Use the tools of Performance Management.

Systems Mindset

94% of the problems are due to the system; only 6% are due to the worker.

~W. Edwards Deming


Lean Methodology – Key Features

A process based on customer pull.

Eliminating waste

Continuous flow – Not batching

Quickly identify problems and have the

organizational capacity to solve those problems

What was the origin of the term Lean?

• The Machine That Changed the World is a book based on the Massachusetts Institute of Technology's $5 million, five-year study on the future of the automobile, written by James P. Womack, Daniel T. Jones (scientist), and Daniel Roos.

• The MIT International Motor Vehicle Program (IMVP) identified the key differences between American mass-production and Lean manufacturing.

Shift from Mass Production to …

Lean Manufacturing

21 days32 days

Target Condition

Kaizen for Hospital Pre-opening Survey Process

60 days137 days

• Section of process not automated

• Hasn’t been addressed in prior iterations of PHHPC CON Reform

Initial Condition


8 Wastes (non-value added activities)

Tim Woods

▪ Transportation (of

material)

▪ Inventory

▪ Motion (of people)

▪ Waiting

▪ Over Processing

▪ Overproduction

▪ Defects

▪ Skills/People


8 Wastes (non-value added activities)

▪ Transportation (of material)

▪ Inventory

▪ Motion (of people)

▪ Waiting

▪ Over Processing

▪ Overproduction

▪ Defects

▪ Skills/People

Typically 90% of

all lead time is

non-value added!


Organizational Transformation

through the Kaizen Event


Planning●Assemble the Team: Your team should contain the key line staff who understand your process and each step in the process.

•Get to know your Empire Belt: Your Empire Belt has been trained in Lean implementation and will be your tour guide throughout the process. They are accessible and able to answer any questions you may have.

•Take part in Lean Awareness Training: Trainings are offered by your EB, OSPPI as well as the NYS Lean Office. Staff awareness of Lean helps to make this a more comfortable exercise.


Prepare your Project Charter: Your project charter will define the scope of work for the kaizen as well as your business problem and voice of customer.

•Construct your Value Stream Map: This is a map of each step in the process and when completed it will also contain all of the data points that define your process.

•Obtain data on your process: You will need to develop a data plan and collect data on each aspect of the process. It needs to be large enough to be meaningful but not onerous to collect.

• Have access to additional data sources: The VSM dataset is not the only data you will need. You will also need to have data to help define your problem areas during the kaizen in order to develop meaningful counter measures.

Preparation


Value Stream Maps

❖Process Time❖Cycle Time❖Work in Process


Populating Your Map - Getting Data

Process BoxWIP

C/T = Cycle TimeP/T = Processing TimeQuality = % complete and correctFTE = full-time equivalent

Micro-steps

FTE


KAIZEN

•Participate the Kaizen event: •Kaizen events are two or three days in duration. •They are run by a trained lead facilitator,•Kaizen events are challenging but fun as well!


• Develop a follow-up plan for Counter Measures: When you exit the Kaizen you will have identified some improvements to implement right away and others that need to be implemented over the next 30, 60 and 90 days.

• Monitor KPI metrics and report them to the PMRS.

Post-Kaizen


Key Performance Indicator

Used to measure performance and improvements made in a process

The ability to identify “what works” and “what doesn’t”

• Baseline data – past performance

• Target – the goal for the process

• Actual – monthly, weekly or daily metrics on performance

Call 518-402-0962Robert Schmidt

Director, Strategic Planning and Performance Improvement Group


So What’s Lean Got To Do With

Early Intervention ?

• Child Outcome Summary Form

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