The Value-Adding Lean CEO. December 11, 2012 Art Byrne
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1 The Value-Adding Lean CEO December 11, 2012 Art Byrne
2 Housekeeping To enlarge slides, use the expand window icon just beneath the slides and to the right on your display console To adjust the sound, use the volume control on the console or on your computer Type questions into the console box
3 The Lean Turnaround by Art Byrne Available at lean.org/bookstore
4 Art Byrne in Orlando, FL Learn from: John Shook More Speakers, Learning Sessions, and Companies to be Announced! $350 Early Registration Discount, register today Team Discount: Send 4 people and the 5 th person is free! Register at lean.org/summit
5 Today s Presenter Art Byrne Implemented lean principles in 30+ companies Began lean journey as a GM at GE As group exec. - helped launch lean at Danaher As Wiremold CEO - increased value by 2,500% Wiremold documented in Lean Thinking by Womack & Jones Now - Operating Partner, J.W. Childs Associates
6 MY LEAN JOURNEY Started in January 1982 Always from a CEO Position Looked at It from a Business Perspective A BUSINESS BOOK... NOT A LEAN TOOLS BOOK
7 A BUSINESS IS: PEOPLE PROCESSES DELIVERING VALUE TO CUSTOMERS BEST TEAM WINS
8 TRADITIONAL APPROACH Strategy Create Shareholder Value Take Value-Adding Activities as a Given Get Customers to Conform to You Make the Month LOOKING AT EVERYTHING BACKWARDS
9 VALUE IS CREATED BY Improving Your Value-Adding Activities Delivering More Value to Your Customers Than Your Competitors Can Conforming What You Do, to Your Customers Needs THE OPPOSITE OF THE TRADITIONAL APPROACH
10 PRODUCTIVITY = WEALTH
11 PRODUCTIVITY = WEALTH Lean Strategy = Big Improvements in Your Value-Adding Activities This Creates Growth and Gains in Market Share Lean is the Greatest Wealth Creator Ever
12 BUT SOMEHOW WE TOOK: Just-In-Time and Lean Thinking
13 AND TURNED THEM INTO... Just-In-Time Inventory and Lean Manufacturing THIS IS A TRAGEDY
14 THE RESULTS Lean Focused on Manufacturing Lean Is Just a Minor Part of Strategy Lots of Companies Trying Not Many Are Successful LEAN TURNAROUND SHOWS THE WAY
15 LEAN TURNAROUND PREMISE: If You Are Leading a Business and Don t Want to Dramatically Improve Your Results Then, You Are in the Wrong Job
16 WHAT CAN YOU EXPECT? Lead Times Cut from Weeks to Days Inventory Turns Doubled in Two Years, Quadrupled in Four Annual Productivity Gains of 15-20% A 50% Reduction in Defects Per Year A 50% Reduction in Space in Two Years A 4-8% Improvement in Gross Margins Working Capital as a Percent of Sales Cut in Half Increased Growth by Taking Market Share Creation of a Kaizen/Team Culture
17 WIREMOLD RESULTS Lead Times Dropped from 4-6 Weeks to 1-2 Days Productivity Improved by 162% Gross Profit Improved from 38% to 51% Plus 82% Machine Changeovers Went from 3 per Week to per Day Inventory Turns Went from 3X to 18X Customer Service Improved from 50% to 98% Sales More than Quadrupled EBITDA Grew from 6.2% to 20.8% Working Capital/Sales Fell from 21.8% to 6.7% Operating Income Improved by 13.4X ENTERPRISE VALUE INCREASED BY 2,467%
18 WHY ISN T EVERYONE DOING THIS? Tell You Show You Bet You Can t Yoshiki Iwata EASY TO SAY, HARD TO DO
19 A LEAN STRATEGY CAN TURNAROUND ANY BUSINESS You Need a Proven Approach Three Management Principles Four Lean Fundamentals Leadership The Key Ingredient
20 THREE MANAGEMENT PRINCIPLES Lean Is the Strategy Lead from the Top Transform the People WITHOUT THESE YOU WILL FAIL
21 LEAN IS THE STRATEGY Focus On Process, Not Results Better Value Adding = New Strategic Options Lean Is a Time-Based Growth Strategy IMPROVING YOUR VALUE ADDING ACTIVITIES IS THE FOUNDATIONAL CORE OF YOUR STRATEGY
22 LEAD FROM THE TOP People Are Resistant to Change Lead by Example Commit to Becoming a Lean Expert Learn by Doing THE LEADER IS THE KEY
23 TRANSFORM THE PEOPLE The Only Asset That Appreciates People Respect Your People Best Ideas Create a Learning Environment Invert the Organizational Pyramid LEAN/CONTINUOUS IMPROVEMENT = CULTURE
24 LEAN FUNDAMENTALS Work to Takt Time One-Piece Flow Standard Work Pull System THE BUILDING BLOCKS OF YOUR TURNAROUND
25 SOME UP FRONT WORK Articulate Your Lean Vision Obtain the Lean Knowledge Kaizen Promotion Office Lean Consultant Add Some Lean Expertise to Your Board
26 WIREMOLD STRATEGY Be the leading supplier in the industries served and one of the top ten time-based competitors globally 1) CONSTANTLY STRENGTHEN OUR BASE OPERATIONS 100% On-Time Customer Service 50% Reduction in Defects Per Year 20% Productivity Gain Each Year 20X Inventory Turns Visual Control and the 5S s 2) DOUBLE IN SIZE EVERY THREE TO FIVE YEARS Pursue Selective Acquisitions Use QFD to Introduce New Products Every Month
27 BOARD-DRIVEN KAIZEN RESULTS AMERICAN SAFETY RAZOR Item Result % Change Inventory Turns 2.5X to 6.2X + 148% Working Cap./Sales 34% to 15% - 50% Customer Service 85% to 98% + 15% EBITDA Margin 17% to 23% + 35% Cash Freed From W/C $65 Mil n.a. Realized 3.5X Return On Investment
28 GETTING STARTED You Can t Drop Lean on a Traditional Organizational Structure Everything Has to Change Create a Value-Stream Organization Up Front Consider a Reduction in Force Before You Begin EVERYONE MUST BE ON BOARD
29 FULL SPEED AHEAD CEO Should Make the Announcement and Do the Initial Training CEO Should Pick the Early Kaizen Events and Set the Stretch Goals Kaizen Is Full-Time Job for the Week Cut Set-Up Time Free Up Space Create Flow and Pull INVENTORY IS THE ROOT OF ALL EVIL
30 TYPICAL RESULTS ONE WEEK KAIZEN Cut Lead Times 90% Reduce Staffing From 10 to 5 Reduce Inventory by 70% Reduce Floor Space by 50% Reduce Defects by 60% Reduce Travel Distance by 90% Reduce Set-Up Time by 90% Connect the Customer to the Shop Floor Pull System
31 LEAN LEADERSHIP Make the Case for Change Unfair Competitive Weapon Get Everyone on Board or Let Them Go Implement Policy Deployment Establish Disciplined Daily Management at the Point of Value-Adding Take the Leaps of Faith Overcome the Lore Push Through the Problems that Will Pop Up Create Your Future Leaders BE THE COMPANY S LEAN ZEALOT
32 DUMP THE STUFF THAT WILL HOLD YOU BACK Standard Cost Accounting System Traditional Measurements Tickets, Tickets, Tickets Big End-of-Month Financial Reviews Major Capital Appropriation Request Processes
33 LEAN APPLIES TO ANY BUSINESS Lean Gains Are Bigger in Nonmanufacturing Companies But Harder to Get Hospitals Life Insurance Distributors
34 VIRGINIA MASON MEDICAL CENTER Nurses spend 90% of Time w/ Patients vs. 35% Average Hospital Time to Report Lab Tests Down 85% Cost of Supplies Cut $1 Million per Year Hospital Liability Costs Down 48.9% Accounts Receivable Days >90 Days: Down 74% Spine Clinic: Space Down 78%; Headcount Down 29%; Margin Up 56% Surgery Center: Case Time Down 39%; Turnover Time Down 50%; Cases Per Day Up 60% Pharmacy: Order-to-Available Cut 93% MARGIN DOLLARS FROM: $0.7M in 2000 TO: $40.9M in 2010
35 SUMMARY Byrne-san, If You Don t Try Something, No Knowledge Will Visit You Chihiro Nakao LEAN PROVIDES UNFAIR COMPETITIVE ADVANTGE
36 The Lean Turnaround by Art Byrne Available at lean.org/bookstore
37 Art Byrne in Orlando, FL Learn from: John Shook More Speakers, Learning Sessions, and Companies to be Announced! $350 Early Registration Discount, register today Team Discount: Send 4 people and the 5 th person is free! Register at lean.org/summit
38 Q & A Type your questions in the question box
39 Follow lean.org on And Like us on Facebook
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