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Module 3 Future State

Module 3 Future State. Welcome!. Agenda for all 5. Review of Module 2. You can now:- Create a current state map Understand root cause analysis Understand Plan Do Check Act and A3 Run a mapping workshop. Lets Review Your Homework. Current State Mapping. Agenda .

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Module 3 Future State

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  1. Module 3Future State

  2. Welcome!

  3. Agenda for all 5

  4. Review of Module 2 You can now:- • Create a current state map • Understand root cause analysis • Understand Plan Do Check Act and A3 • Run a mapping workshop

  5. Lets Review Your Homework Current State Mapping

  6. Agenda • Things to avoid/build in to your future state • Brainstorming ideas • Developing an aspirational state • Developing future states • Choosing the right solutions • Implementation planning and monitoring

  7. You Should… Be able to:- • Understand how to generate ideas with an improvement team • Use various techniques to develop aspirational states • Develop future state maps that meet customer requirements • Create basic implementation plans that can be easily monitored

  8. What is Lean?

  9. Put plans in place to standardise the process & set further review dates Investigate the current situation & understand fully the nature of the problem to be solved • Plan • Act • Do • Check 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?

  10. Put plans in place to standardise the process & set further review dates Investigate the current situation & understand fully the nature of the problem to be solved • Plan • Act • Do • Check 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?

  11. A3 – Business School Do

  12. The Future State I’ve got my current state now what? So many issues and suggestions where do we start? What must the future have that the current didn’t?

  13. Meeting Customer Demand

  14. Runners, Repeaters, Strangers Runner: Are tasks that occur on a daily basis and are sufficient volume to justify a dedicated process e.g. changes to staff details Repeater: Are tasks that occur on a regular basis but less frequently than runners and are not part of the day to day activity of the organisation e.g. managing adoption leave Stranger: Are tasks that occur infrequently and are best dealt with as they occur on an ad hoc basis e.g. member of staff arrested http://www.youtube.com/watch?v=3s2VdtYw-g0&feature=related

  15. Make the Process Flow

  16. Making Work Flow - Batch & Queue/Push • Producing or processing multiple items and then moving it all (in a batch) to the next stage before they are needed there • Inventory (work in progress) waiting to be worked on • Poor resource allocation • Longer cycle times • Defects may not be identified until a number of batches have gone a long way through the system • Lower morale as people are always surrounded by piles of unfinished work! • Takes longer

  17. Batch & Queue – Processing Exam Papers 5 hours 5 hours 5 hours 15 + hours Example: An exam paper is marked by 3 examiners. At each stage (A,B and C) a paper takes 30 minutes to process. There are 10 papers to mark.

  18. One Piece Flow • ‘One piece flow’ aka ‘single piece flow’,’ make one, move one’ and continuous flow) involves : • With single piece flow one item at a time is processed and there is no build up of inventory as work is processed to customer demand (pull). • Keeps work moving • Work is more varied • Quicker

  19. Single Piece Flow Example: An exam paper is marked by 3 examiners. At each stage (A,B and C) a paper takes 30 minutes to process. There are 10 papers to mark.

  20. The Penny Game

  21. Stopping it from Happening Again

  22. Attention Type Highlighting that an error has been made e.g. spell checker Shut out Type Preventing an error being made e.g. a three pin plug Poka Yoke My name is Msr Smith

  23. Experts • Have you got your experts in the right place? • Do decisions get made too late on in the process? • Are errors being picked up at the end? • Put expertise where needed (early in the process) • Get the expert to send the work down the right path • Put experts where errors can be picked up early and use the expert to put preventative measures in place

  24. The F Test

  25. The Future State Ok so we know what the problem is what do we do about it? http://www.youtube.com/watch?v=qtw33b9TCfU

  26. Brainstorming – The Rules • No judgment • Going for quantity of ideas • All people are to be involved • Record responses as they are said with no editing • Can add to comment but not alter or delete • All viewpoints recorded • 3rd Party recorder • Create a limit (time, no of ideas, pages of flipchart etc)

  27. How Could You Find out the Height of Big Ben’s Tower?

  28. Some Suggestions… • Drop the barometer from the top of the building and time its descent. Calculate the height based on the acceleration of gravity. • Tie the barometer to the end of a piece of string. Lower the barometer over the building and measure the length of the string. • Counting the number of steps taken whilst carrying the barometer up the stairs to the roof and multiplying that by the height of the stair tread. • Walk the barometer up the side of the building, end to end. Measure the length of the barometer and calculate the building’s height. • Place the barometer vertically on the ground. Compare the ratio of the barometer’s height to the length of its shadow and the ratio of the building to the length of its shadow. • Offer to give the barometer as a gift to the janitor in exchange for information about the height of the building. • Chuck the barometer at the teacher, then whilst he is knocked out, read the answer sheet.

  29. Aspriational

  30. Lean and Mapping CURRENT STATE FUTURE STATE FUTURE STATE FUTURE STATE IDEAL STATE Aspirational

  31. Aspirational • What is it? • Blue sky thinking • No constraints • Why do it? • Break paradigms • Initial future state is not always visionary • Brilliant ideas • How do you do it?

  32. One Way to do it If it was a ship what kind of ship would it be? http://www.youtube.com/watch?v=cvJ9tacoXuw&feature=player_embedded

  33. Another Way

  34. Another Way

  35. Future State

  36. Lean and Mapping CURRENT STATE FUTURE STATE FUTURE STATE FUTURE STATE IDEAL STATE 36

  37. The Future State Should… • Quality • Be customer focussed • Build the customer feedback into your future state (Kano) • Remove waste and failure demand • Build in error proofing • Align process and resource to meet demand • Consider runners, repeaters and strangers • Manage batch sizes and bottlenecks • Expertise at the front • Incremental steps as well as step changes • Time • Waste • Cost

  38. Developing Future States • Sometimes you can collect good ideas as you progress • Aim for a solution to every issue • Massive post-its over blocks of issues, collate into themes • Brainstorm improvements • In teams • Individually • Think radically – bring in ideas from the aspirational • Think short term, medium term, long term

  39. Before After

  40. Choosing the Right Improvement Suggestions • Need to reach a consensus • Make sure that the change is in the customer’s best interest, not the process operator’s • Try things out! • Plan Do Check Act – means that even when something doesn’t work, you’ve still LEARNED • Can’t do everything at once so prioritise • Short, Medium and Long Term implementation

  41. Pain Gain Chart Put plans in place for long term implementation Implement ASAP Implement Not for now

  42. PHARM PGT - Future State

  43. PHARM PGT - Priorities

  44. PHARM PGT - Priorities

  45. Pain/Gain Improving Christmas

  46. MoSCoW • Words not Numbers • Understand the importance the customer places on each requirement • Good if you have a tight timescale Must have – miss one and the project fails Should have – not time critical or have a workaround Could have – nice to have, can delight the customer Won’t have – would like to have in the future

  47. MoSCoW Improving Christmas

  48. Put plans in place to standardise the process & set further review dates Investigate the current situation & understand fully the nature of the problem to be solved • Plan • Act • Do Plan & Do • Check 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?

  49. Minimise the Plan Do Action Plan

  50. What Makes a Good Plan? “Some of our action plans” he said, ” have delivered great results, and improvements to our top line and our bottom line…and some have just generated meetings and activities and no results.” The more you do in the workshop the less you need to plan • Include short, medium and long term actions • Don’t plan to plan • Be specific • “Attend ABC conference in November” is far easier to act on than “Research latest thinking on student fees” • When you attach the resource tell them and help them • Make it visual • Ensure spread workload • Highlight dependencies and critical path

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