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O. Oregon State University PFLA. Influencing Organizational Change: The Lean Leader Method. How to Understand & Apply Lean in the Workplace Professional Development Lean Series . Charles M. Saunders Lean Libra Consult, LLC. November 3, 2010 . Seminar Purpose and Goals.

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How to Understand & Apply Lean in the Workplace Professional Development Lean Series


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    1. O Oregon State University PFLA Influencing Organizational Change: The Lean Leader Method How to Understand & Apply Lean in the Workplace Professional Development Lean Series Charles M. Saunders Lean Libra Consult, LLC November 3, 2010

    2. Seminar Purpose and Goals • To fully prepare each participant to take a Lead role in a Lean self-installation • To clearly explain why self installing can be an effective method • For each participant to understand Lean concepts, metrics and tools • To deliver the most cost effective method for companies to install continuous quality

    3. The Lean Story • Brief overview of the development of Continuous Quality programs • Deming’s 14 Points • The House of Toyota and evolution of the Toyota Production System (TPS) • How Lean works for manufacturers and all other organizations alike • Where we are today in Lean development

    4. Today’s Seminar • Intro to Lean key elements, concepts and tools • The Body of today’s work: Installing Lean from Storyboard to Sunset Report • Attributes of Value Stream Management (VSM) • The 8 steps of VSM • Key activities for Management and Staff • Sample Kick-off “Kaizen” event • Macro/ Micro VSM exercise • Team VSM Simulation • Team Project Charter

    5. Intro to key elements, concepts and tools Key elements: • Lean Thinking- New way to approach the job • Leadership- focused on interpersonal communication-”Personal Mastery” • Continuous Systematic Improvement (CSI) • Customer driven process, Voice of the Customer • Commit to Lean, learn it, do it (LE-AP) • A sense of Urgency • “Catch ball”

    6. Customer DrivenEnterprise Strategy • Customer Value sets pace for all • Planning and Operations

    7. Key Elements • Put People First! Blame System not Employees • Customers- Hear the voice of the customer • Employees- Acknowledge as key player • Management- Strategic Goals need to be reflected in “kaizen” plans

    8. Key Concepts • Value- As seen by the customer • The Value Stream- The flow of information and materials to produce value • Flow- The process that moves work from external customer to finished “product” • Pull- No work begins until the customer order is placed- Upstream/Downstream Customers • Visual Workplace- ‘See’ your workflow Map it! • “Muda”= Waste = Variation

    9. Lean Office Assessment

    10. Measurables • Lead time- From ‘door to door’ • Cycle/process time- Internal Work • “Takt” time- Customer demand • Pitch- Leveling the Workload • One Piece FlowHeijinka/Kanban • Value/non-value added process • Queue time

    11. Lean Tools • Storyboard to Project Charter • Map Process Flow- Walk it, ‘Picture’ it! • Catch ball! Adjust between Lean Leader and Team • Muda walk- Identify Waste • 5S- sort, set in order, shine, standardize, sustain • Value Stream Map (VSM) Chart each Product • “Kaizen” events- Improve Work Continuously

    12. Value Stream Management • Commit to Lean • Choose the Value Stream • Learn about Lean • Map the Current State • Identify Lean Metrics • Map the Future State (demand, flow, leveling) • Create Kaizen Plans • Implement Kaizen plans

    13. Value Stream Map

    14. Cause and Effect/Fishbone Diagram

    15. Pareto Chart

    16. Waterfall and “Bubble” Chart

    17. VSM- Mapping Complexity

    18. Key Activities for Mgmt/ Staff • Choose Champion- authorizes changes • Core Team selection-cross functional members • Visit the area- Muda walk, identify process flow • Communicate! Storyboard, wall map, newsletter • Experiment and learn from mistakes • Document all phases- Project charter, etc. • Project selection through VS complexity mapping

    19. Other Important Items • Cost reduction principle Price-Cost=Profit • 7 deadly wastes: overproducing, waiting (queue time), transport, over processing, inventory, motion, defects • Just-in-time- right amount only as needed • 3 phases of Lean application: customer demand, continuous flow, leveling • 3 areas of a Value Stream: concept to launch, raw material to finished product, order to cash

    20. Sample “Kick off” Kaizen Event • Project charter action plan: Who, What, When? • Champion leads team meeting • 2 hours- Review charter • 2 hours- Plot out selected Value Stream • 1 hour - Choose goals for Muda and 5S • 1 hour - Begin process flow map • ½ hour - Continue or begin Storyboard

    21. Thank you OSU PFLA… • Charles Saunders, Principal Lean Libra Consult, LLC Chass02186@yahoo.com 503-380-0627