Definition of models Key Concepts History 7 Wastes Observation 5S Visual Work Reorganization Spaghetti Diagram

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2 Definition of models Key Concepts History 7 Wastes Observation 5S Visual Work Reorganization Spaghetti Diagram

3 An old Chinese proverb states: You can t do today s job with yesterday s methods and be in business tomorrow.

4 A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI ), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" (Lean) improvement over time or "breakthrough" (Six Sigma) improvement all at once. Processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.

5 Lean Six Sigma (DMAIC) Baldridge ISO

6 Customer Driven

7 Focus on the customer Identify and understand how the work gets done (the value stream) Manage, improve and smooth the process flow Remove Non-Value-Added steps and waste Manage by fact and reduce variation Involve and equip the people in the process Undertake improvement in a systematic way

8 Lean is: Relentless reduction of waste from the point of view of the customer Identifying areas for improvement Streamlining processes/process improvement Creating greater customer value and increasing employee satisfaction with less work Improving quality and timely delivery An intense process analysis linked to customer needs to create more value from the same resources. James P. Womack

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10 If you can't describe what you are doing as a process, you don't know what you're doing. W. Edwards Deming

11 Lean is about the process, not the person Lean is easy to implement at the frontline Lean application reveals quick and effective results Lean is a proven methodology for process improvement and employee satisfaction

12 Lean is focused on eliminating waste(muda) in processes Lean is not about eliminating people Lean is about understanding what is important to the customer 12

13 Lean provides tangible (measurable) benefits Reduces costs & Improves quality Improves customer rating, perception, and overall satisfaction Improves employee involvement, morale, and company culture Helps transform organizations 13

14 Anything other than the minimum amount of: Equipment Materials Parts Space Worker s time which are absolutely essential to add value to the product.

15 1. Waiting Idle time created when people, information, equipment or materials are not at hand 2. Over Production Redundant work 3. Over Processing Activities that do not add value from the patient/customer perspective 4. Defects/Errors Work that contains errors or lacks something of value 5. Travel/Motion Movement of people or goods that do not add value 6. Inventory More materials on hand than are required to do the work 7. Confusion People doing the work are not confident about the best was to perform the task 8. Under utilized human creativity Cindy Jimmerson Lean Health West 15

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17 Observation Value Stream Mapping 5S Visual Work Reorganization Spaghetti Diagram

18 Basketball DVD Two teams one wearing white shirts and the other black shirts. Count how many successful passes the white team makes. Please do not speak. Write your number down on a piece of paper.

19 Finding Opportunities With Lean Value Stream Mapping A Value Stream Map is a visual representation of the process that includes: Information on time Quality Resources and most importantly, allows us to analyze Value Added and Non-Value Added activity

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21 Finding Opportunities With Kaizen & Kaizen Events Organizations that use Lean often have a Kaizen culture, and conduct Kaizen Events. Kaizen is a Japanese word that essentially means change for the better. Kaizen events are events or projects where we will be looking closely at specific processes to make changes for the better using Lean.

22 5/6S Workplace Organization S O R T S E T I N O R D E R S H I N E S A F E T Y S T A N D A R D I Z E S U S T A I N Sort Eliminate what is not needed Set in Order or Straighten Organize what remains Shine Clean work area Safety Resolve unsafe working conditions Standardize Schedule cleaning and maintaining Sustain Make New 6S a way of life Consistency and self-discipline for sustainability

23 Lack of organization and standardization creates waste, frustration and opportunities for defects 23

24 Why Sort is important Clean, orderly workplace 24

25 Why Sort is important Clean, Orderly workplace 25

26 What is a project charter? A project charter is a written document (usually on a single page) that describes what is the project all about, why we are working on this project, what is the timeline and who are team members working on this project. A project charter contains six main elements (and you can add more to this list if required by your company): Business Case: The business case describes why this project is important to the company. Why should the management support this? Problem Statement: The problem statement contains a brief description of what is the pain being experienced by the company. You need to relate the problem statement to the voice of the customer (whether internal or external). Goal Statement: What is the goal of the project? How much improvement are we targeting? The goal of the project should be specific, measurable and time bound.. Scope Statement: The scope of the project clearly describes what is included in the project and what is excluded in the project. Scope can include product families, geographical areas, departments etc. Timeline: The timeline describes the key milestones and when they will be completed. Team Members: Team members section includes all the resources that are required to work on this project. Typically, mentioned in this section are the project sponsor, key stakeholders, team members, subject matter experts. Sigmamagic.com

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28 Sort Keep only what is needed, when it is needed, Straighten only in the amounts needed Eliminate excess materials and equipment Remove unnecessary items

29 Set in Order A Place for Everything, and Everything in its Place Planning to ensure things are placed where they need to be to eliminate as much waste as possible Placing things in their home A shared understanding of: Where things belong What things belong where

30 Shine Everyone should see the workplace through the eyes of the visitor Identify targets and assignments Determine cleaning methods Perform cleaning of everything Red tag / replace worn equipment

31 Found something in your work area but are not sure of the use or need? Get your team together Establish a local red tag holding area Set red-tag criteria Evaluate items and attach red tags Plan for disposal of red tagged items Document the results Disposition List 31

32 Safety It's a very sobering feeling to be up in space and realize that one's safety factor was determined by the lowest bidder on a government contract. Alan Shepard Identify targets and assignments Determine cleaning methods Perform cleaning of everything Red tag / replace worn equipment

33 Standardize Standardization is a state that exists when sort, set in order, shine and the safety inspection are fully maintained. Standardization can only be done once you have successfully completed the initial 4 pillars Establish guidelines Make the standard conditions visual Maintain and monitor conditions

34 Sustain There are three types of innovations that affect jobs and capital: empowering innovations, sustaining innovations and efficiency innovations. Clayton M. Christensen Purpose is to maintain your gains. Make your changes a Habit. Total employee involvement Management support Develop awareness Ongoing, facility wide communication Make Workplace Organization standards part of daily work

35 Define visual workplace re-organization Physical Change 1. Sort 2. Set in Order 3. Shine 4. Safety Cultural Change 5. Standardize 6. Sustain

36 A spaghetti is a method of viewing data to visualize possible flows through systems. Flows depicted in this manner appear like noodles, hence the coining of this term. [ This method of statistics was first used to track routing through factories. Visualizing flow in this manner can reduce inefficiency within the flow of a system.

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38 Principles of Lean See things through the eyes of the customer Find a better way of doing things Look at the entire picture Respect the ideas and work of others Give staff the time and tools to make the necessary improvements Take small steps as well as big leaps 38

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