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Lean Office. Dean Pomykala, MBA, LSS. Agenda. My Bio Lean Overview What is Lean? Why go Lean? Value Added vs. Non-Value Added Activities Value Stream Mapping One Piece Flow Kaizen Events 6S Wrap Up. Agenda. My Bio Lean Overview What is Lean? Why go Lean?

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lean office

Lean Office

Dean Pomykala, MBA, LSS

agenda
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

agenda1
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

my bio
My Bio
  • Dean Pomykala - MBA, LSS Green Belt
    • Presently
      • Director of Instruments Operations
      • Business Improvement Manager
    • Canberra Industries
      • Radiation Detection & Analysis Equipment
        • Used in Power Plants, Labs, Military Applications
      • 1000+ Employees worldwide
      • 400 in Meriden, CT

Dean Pomykala - Lean Office

my bio1
My Bio
  • Dean Pomykala -
    • Education
      • Electronics Technology
      • Bachelor’s Degree in Business
      • MBA
      • Lean Six Sigma Green Belt
    • Over 25 years of experience in creating & improving standard work processes
      • Industries include Medical, Military, Aerospace
      • Standards
        • FDA, ISO, GMP, MIL-SPEC, OSHA

Dean Pomykala - Lean Office

agenda2
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

lean principles
Lean Principles
  • Lean Principles can be applied to any industry
    • Health Care
    • Food Service
    • Financial
    • Shop Floor
    • Customer Service
  • Any department
    • Customers can be internal

Dean Pomykala - Lean Office

why go lean
Why go Lean??
  • Survival…..

Dean Pomykala - Lean Office

why go lean1
Why go Lean??
  • Why are Companies going Lean?
  • Financial Savings
    • Huge savings can be made initially from low hanging fruit
    • Product 1
      • 32 Hours Saved Plus Material
      • $8,000 Each
      • $250,000 in 2013
    • Product 2
      • 4.4 Hours Saved Plus Material
      • $590 Each
      • $20,000 in 2013
      • 184 Square Feet

Dean Pomykala - Lean Office

why go lean2
Why go Lean??
  • Lean Office Projects
    • Reduce time to enter an order
    • More efficient method for sales to quote an order
    • Real-Time Production results displayed in sales office
    • Freed 6 hours of Shipping/Receiving time
  • Soft Savings
    • Hidden Value
      • Improved Customer Satisfaction
      • Improved On Time Delivery
      • Faster turn around
      • More efficient process / Time saved
        • More time to be productive in other ways

Dean Pomykala - Lean Office

why go lean3
Why go Lean??
  • General Electric
    • Saved $12 billion over five years
    • Added $1 to its earnings per share.
  • Honeywell
    • Saved more than $800 million
  • Motorola
    • Reduced manufacturing costs by $1.4 billion from 1987-1994

Dean Pomykala - Lean Office

why go lean4
Why go Lean??
  • Baxter Healthcare Corporation
    • Over a three-day event, a team developed Value Stream Maps (VSM) that detailed the plant’s use of water and identified processes with potential for improvement
    • Using the VSMs, the team developed an implementation plan that saves 170,000 gallons of water per day and over $68,000 over the next year, with little or no capital investment

Dean Pomykala - Lean Office

why go lean5
Why go Lean??
  • Canyon Creek Cabinet Company
    • Expect savings of almost $1.5million annually from process improvements
    • Process improvements include lead time reduction, defect reduction, overproduction, operator motion, and material loss and damage

Dean Pomykala - Lean Office

why go lean6
Why go Lean??
  • The Boeing Company
    • Boeing Everett
      • Productivity improvements of 30-70%
      • Eliminated the use of 350 cubic feet of cardboard & bubble wrap packing material per 747 wing panel set
      • Reduced chemical usage per airplane by 11.6 %
    • Boeing Auburn
      • Defects have been reduced from 1,200/10,000 (12%) to fewer than 300/10,000 (3%)
      • Reduced floor space by 200,000 square feet

Dean Pomykala - Lean Office

why go lean7
Why go Lean??
  • General Electric
    • Peebles, Ohio Facility
      • General Electric's jet engine facility found ways to reduce its greenhouse gas emissions by implementing Lean methods, while also producing significant cost savings. Lean events contributed to the following successes at the facility:
      • Reduced fuel consumption for GE90 engine testing from 20,000 gallons to 10,000 gallons.
      • Achieved cost savings of $1,000,000 due to fuel use reduction.

Dean Pomykala - Lean Office

why go lean8
Why go Lean??
  • NBC & Universal Studios
    • The Energy Treasure Hunt Model
      • Conducted well over 200 treasure hunts globally with a combined emissions reduction of over 250,000 metric tons of Green House Gas.
      • Saved over $14 billion dollars

Dean Pomykala - Lean Office

why go lean9
Why go Lean??
  • Monetary Savings are easy to see
  • Soft Savings or Efficiency Savings
    • Increase in Efficiency
    • Increased Customer Satisfaction
    • Increased Market Share
      • Revenue will follow

Dean Pomykala - Lean Office

world class
World Class
  • It should be everybody’s goal to become a “World Class” Company
  • World Class
    • Standard-Setting Excellence
    • The standard by which all others are measured

Dean Pomykala - Lean Office

world class1
World Class
    • Does your product or service have “Standard-Setting Excellence”?
    • Are your internal processes the standard by which all others are measured?
  • Does your company function like a World Class Company?
  • Is your competition World Class?

Dean Pomykala - Lean Office

becoming world class
Becoming World Class
  • Implement Lean Principles
  • Systematic Continuous Improvement
    • Product/Service & Processes
  • Reduce Costs
    • Not just raw material costs….
    • The cost of doing business
      • People spend too much time fighting fires
      • Bureaucracy gets in the way
  • Generate a Road Map
    • Where are you & where do you want to be

Dean Pomykala - Lean Office

what is lean
What is Lean??
  • Lean is a philosophy that characterizes all activities as either
    • “Value Added” (VAT)
    • “Non-Value Added” (NVAT)

Lean strives to eliminate or reduce all Non-Value Added Activity

Dean Pomykala - Lean Office

continuous improvement
Continuous Improvement
  • Identify which Processes need to be addressed
  • Use Lean Tools to identify road blocks, bottle necks, redundancies, bureaucracies, etc.
  • Use Lean Tools to determine where you want to be & make consistent improvements over time to reach your goals

Dean Pomykala - Lean Office

implementing lean principles
Implementing Lean Principles
  • DISCUSSION QUESTION
    • Three minutes

Can you list 2 – 3 internal processes

that can be improved?

Dean Pomykala - Lean Office

change
Change
  • Fear of change is the biggest obstacle in implementing Lean Principles
    • That’s the way we do it
    • We’ve always done it that way
    • That won’t work here
  • Change is not only inevitable, it is necessary

Dean Pomykala - Lean Office

paradigm shift
Paradigm Shift
  • Paradigm
    • A philosophical or theoretical framework
    • The way we look at the world
  • Paradigm Shift
    • A radical change in underlying beliefs
    • When a conventional world view is replaced with another
  • Business Models Change
    • The preferred method today may not be preferred tomorrow

Dean Pomykala - Lean Office

slide26

Business Models & Paradigm Shifts

“That’s the way we’ve always done it.”

Dean Pomykala - Lean Office

paradigm shift1
Paradigm Shift
  • The “Vuja De” Moment! (Simon T. Bailey)
    • “Vuja De” is the reverse of the Déjà vu, which means “already seen it.” The “Vuja de” moment is when “you’ve never seen something” but you intend to create it.
    • The Vuja De Moment! When your own eyes become “a fresh set of eyes” to see the same thing everyone else sees, but in a unique way.

Dean Pomykala - Lean Office

agenda3
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

value added activity
Value Added Activity
  • Value Added Activity
    • Any activity that transforms raw material (Inventory) into a finished product that the customer is willing to pay for
      • Painting
      • Assembling
      • Face time with Clients
      • Medical
        • Face time with Patients
      • Food Service
        • Food Prep
        • Serving

Dean Pomykala - Lean Office

non value added activity
Non-Value Added Activity
  • Non-Value Added Activity
    • Any activity that consumes resources (Labor & Material), but does not add value to the product
  • Anything that your customer does not perceive as value is waste
    • Ask yourself, “Is the customer willing to pay for what I am doing at the moment?

Dean Pomykala - Lean Office

the 7 wastes
The 7 Wastes
  • Overproduction
  • Waiting
  • Transportation (The Product)
  • Motion (People)
  • Inventory
  • Over Processing
  • Defects

Dean Pomykala - Lean Office

the 7 wastes1
The 7 Wastes
  • Transportation (The Product)
  • Motion (People)
  • Inventory

Dean Pomykala - Lean Office

waste non value added activity
Waste/Non-Value Added Activity
  • Examples
    • Getting Approvals
    • Waiting for Medical Tests
    • Searching for Medical Records
    • Walking to get ingredients
    • Setting Tables / Washing Dishes
    • Non-Value Added, but Necessary

Dean Pomykala - Lean Office

waste non value added activity1
Waste/Non-Value Added Activity
  • Anything that your customer does not perceive as value is WASTE
  • What is the customer willing to pay for?
    • Assembling? Yes
    • Repair? No
    • Time spent walking to copier
    • Time waiting for approvals
      • Bureaucracy
    • Checking other people’s work
    • Searching for files

Dean Pomykala - Lean Office

review of waste
Review of Waste
  • DISCUSSION QUESTION
    • Three minutes

Can you list 2 – 3 forms of waste or

Non-Value Added Activities at work?

Dean Pomykala - Lean Office

agenda4
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

value stream mapping
Value Stream Mapping
  • A tool used to show the work flow
    • Clearly lays out Value Added & Non-Value Added Activities
    • Exposes the 7 forms of waste
  • Create a map for:
    • “Present State”
    • “Future State”

Dean Pomykala - Lean Office

value stream mapping1
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping2
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping3
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping4
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping5
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping6
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping7
Value Stream Mapping

Dean Pomykala - Lean Office

value stream mapping8
Value Stream Mapping
  • Get all of the appropriate people in a room
    • At least one per department
  • Map your “Current State”
  • Map your “Future State”
  • Make the Future State your new Present State
  • Re-Visit for Continuous Improvements

Dean Pomykala - Lean Office

agenda5
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

one piece flow
One Piece Flow
  • One Piece Flow is not just for Manufacturing

Moves Stack to Person 2

Person 1

10 Minutes

Person 2

10 Minutes for each folder

Waits for 10 folders

VAT = 10 Minutes

5% Efficient

NVAT = 90 Min (Wait Time)

NVAT = 1 Min (Transportation Time)

VAT = 10 Min

Total Time = 201 Minutes

Total Value Added Time = 20 Minutes

NVAT = 90 Min (Wait Time)

Dean Pomykala - Lean Office

benefits of one piece flow
Benefits of One Piece Flow
  • Does not overwhelm Shipping at the end of the day
  • Ship Product to each Customer faster
  • Customers get consistent service
    • Is it 100% customer focused to let one customer wait while you work on another?
  • Steady Out = Steady In
    • Inventory Control

Dean Pomykala - Lean Office

slide49

New Fast Food Model

  • One Piece Flow / One Touch
  • Pull System / Only build what the Customer Orders
  • Custom Builds
  • 6S
  • Visual Management of Inventory / Supply Chain Management

Wastes??

Overproduction?

Waiting?

Transportation?

Motion?

Inventory?Over Processing?

Defects?

Dean Pomykala - Lean Office

agenda6
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

kaizen events
Kaizen Events
  • Kaizen Events
    • Short Term Project
    • Intense & Focused
    • Concentrate the focus on clear & concise objectives
      • Reduce Cost, Reduce Lead Time, Reduce Customer Wait Time, etc…
    • Cross-Functional Team
      • Includes personnel from several departments

Dean Pomykala - Lean Office

kaizen events1
Kaizen Events
  • Kaizen Events
    • Create a Value Stream Map
    • Create a Future State
      • Move work areas
      • Set up new work stations
        • Make custom tool sets
          • Tools
          • Office supplies
      • Documentation

Dean Pomykala - Lean Office

agenda7
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

slide54
6S
  • 6S is intended to create an Efficient work area
    • Safety
    • Sort
    • Straighten
    • Shine
    • Standardize
    • Sustain

Dean Pomykala - Lean Office

slide55
6S

Dean Pomykala - Lean Office

slide56
6S

Organized & Accessible

Tools

Easily Identified Missing Tool

Dean Pomykala - Lean Office

slide57
6S

Dean Pomykala - Lean Office

slide58
6S
  • Which is more efficient?
  • Which looks World Class?

Dean Pomykala - Lean Office

agenda8
Agenda
  • My Bio
  • Lean Overview
    • What is Lean? Why go Lean?
  • Value Added vs. Non-Value Added Activities
  • Value Stream Mapping
  • One Piece Flow
  • Kaizen Events
  • 6S
  • Wrap Up

Dean Pomykala - Lean Office

wrap up
Wrap Up
  • Lean Concepts
    • Value Stream Map
    • Identify Waste
      • Eliminate or Reduce Waste
    • One Piece Flow where possible
    • 6S for an efficient workplace
    • Continuous Improvement
      • Re-Visit everything

Dean Pomykala - Lean Office

wrap up1
Wrap Up
  • Become World Class
  • Use Systematic Continuous Improvement
  • Enhance the entire Organization by:
    • Examining your own Processes & Procedures
    • Several small but consistent successes make one big SUCCESS

Dean Pomykala - Lean Office

wrap up2
Wrap Up
  • The Key to Success
  • Continuous Improvement

Visualize a “World Class Environment”

Then make your vision a reality

Dean Pomykala - Lean Office

questions
Questions??
  • Dean Pomykala
    • deanp66@yahoo.com
    • dean.pomykala@canberra.com

Dean Pomykala - Lean Office