Enterprise Transition to Lean Roadmap. Lean Aerospace Initiative

Transcription

1 Transition to Roadmap Aerospace Initiative

2 Transformation Issues Why do many lean transformation activities fail? What are the key success factors in implementing lean enterprise wide? How can we better assure that lean will impact bottom line results? Are there certain activities that are ideally performed before others? How do we assess an organization s readiness to change? Nightingale Massachusetts Institute of Technology

3 Key Principles of Change Management Apply to Transformation Strategic Alignment Management Commitment Sense of Urgency Stakeholder Involvement Organizational Structure Goals and Objectives Transformation Plan Monitoring and Nurturing Nightingale Massachusetts Institute of Technology

4 Implementation Processes and Tools Implementation Issue Tool What are the key lean principles and practices? How do I transform my enterprise to lean? How do I assess my progress? Model (LEM) Transition to Roadmap (TTL) Self Assessment Tool (LESAT) Nightingale Massachusetts Institute of Technology

5 Transformation Issues Why do most lean transformation activities fail? What are the key success factors in implementing lean enterprise wide? How can we better assure that lean will impact bottom line results? Are there certain activities that are ideally performed before others? What is the role of senior leadership in assuring success? Issues Motivated Development of Transition to Roadmap Nightingale Massachusetts Institute of Technology

6 Transformation Requires an Approach Customer Finance/Human Resources, etc. etc. Manufacturing Operations Product Support Product Development Supplier Network Nightingale Massachusetts Institute of Technology

7 Leadership is Key Element of Success LAI Aerospace Organizations Productivity Index Leadership Index Source: D. Tonaszuck, MIT Master s Thesis, January 2000 Nightingale Massachusetts Institute of Technology

8 Transition to Module Concept Level Roadmap HR Business Processes Acquisition Supplier Network Product Development Production Operations Roadmap Priorities Sequence Key Enablers How-To s Change Mgmt. Principles Transition to Plan Nightingale Massachusetts Institute of Technology

9 Level Roadmap Conceptual Framework What is the Level Transition-To- Model? Begins with a description of a Top Level Flow of primary activities referred to as The Roadmap Focus on the Value Stream Map Value Stream Internalize Vision Set Goals & Metrics Identify & Involve Key Stakeholders Then, provides descriptions of key tasks required within each primary activity Finally, leads discussion of issues, enablers, barriers, case studies & reference material relevant to each task in a common structured framework Why Why When When What What Where Where Who Who How How Nightingale Massachusetts Institute of Technology

10 Level Roadmap Conceptual Framework What Does the Level TTL Model Provide? A robust path that Leaders can follow to transition their organizations to a new plateau of leanness Efficient and effective tool that will improve the quality of thinking and awareness of Leaders on the challenge of transitioning their organization Framework for cultural, organizational & change management considerations Guidance in making the transition process, itself, a lean process Nightingale Massachusetts Institute of Technology

11 Level Roadmap Entry/Re-entry Cycle Adopt Paradigm Decision to Pursue Transformation Strategic Planning Initial Vision Environmental Corrective Action Indicators Focus on Continuous Improvement Outcomes on Metrics Focus on the Value Stream Long Term Cycle Detailed Vision Short Term Cycle Detailed Corrective Action Indicators Implement Initiatives Develop Structure & Behavior Transformation Framework Create & Refine Transformation Plan Level Transformation Plan Nightingale Massachusetts Institute of Technology

12 Adopt Paradigm Build Vision Convey Need Foster Learning Make the Commitment Obtain Senior Management Buy-in Nightingale Massachusetts Institute of Technology

13 Focus on the Value Stream Map Value Stream Internalize Vision Set Goals & Metrics Identify & Involve Key Stakeholders Nightingale Massachusetts Institute of Technology

14 Develop Structure & Behavior Organize for Implementation Identify & Empower Change Agents Align Incentives Adapt Structure & Systems Nightingale Massachusetts Institute of Technology

15 Create & Refine Transformation Plan Identify & Prioritize Activities Commit Resources Provide Education & Training Nightingale Massachusetts Institute of Technology

16 Implement Initiatives Develop Detail Plans Implement Activities Nightingale Massachusetts Institute of Technology

17 Focus on Continuous Improvement Monitor Progress Nurture the Process Refine the Plan Capture & Adopt New Knowledge Nightingale Massachusetts Institute of Technology

18 Level Roadmap Entry/Re-entry Cycle Adopt Paradigm Build Vision Convey Urgency Foster Learning Make the Commitment Obtain Senior Mgmt. Buy-in Decision to Pursue Transformation Strategic Planning Initial Vision Focus on the Value Stream Map Value Stream Internalize Vision Set Goals & Metrics Identify & Involve Key Stakeholders Environmental Corrective Action Indicators Focus on Continuous Improvement Monitor Progress Nurture the Process Refine the Plan Capture & Adopt New Knowledge Outcomes on Metrics Long Term Cycle Detailed Vision Short Term Cycle Detailed Corrective Action Indicators Implement Initiatives Develop Detailed Plans Implement Activities Develop Structure & Behavior Organize for Implementation Identify & Empower Change Agents Align Incentives Adapt Structure & Systems Transformation Framework Create & Refine Transformation Plan Identify & Prioritize Activities Commit Resources Provide Education & Training Level Transformation Plan Nightingale Massachusetts Institute of Technology

19 Level Roadmap The On-going Entry Strategic Planning Impact Response to the voice of the customer Focus on the Value Stream Environmental Corrective Action Indicators Focus on Continuous Improvement Outcomes on Metrics Long Term Cycle Detailed Vision Short Term Cycle Detailed Corrective Action Indicators Implement Initiatives Develop Structure & Behavior Transformation Framework Create & Refine Transformation Plan Level Transformation Plan Nightingale Massachusetts Institute of Technology

20 Common Discussion Framework Is Used Discussion of issues Six Interdependent Elements of Implementation What What Why Why Who Who When When How How Enablers Where Where Barriers Related Case Studies Further Reference Material Nightingale Massachusetts Institute of Technology

21 Drilling Down to an Example of TTL s Content Entry Adopt Paradigm Build Vision Convey Urgency Foster Learning Make the Commitment Obtain Senior Mgmt. Buy-in Decision to Pursue Transformation Strategic Planning Initial Vision Level Roadmap Outcomes on Metrics Focus on the Value Stream Map Value Stream Internalize Vision Set Goals & Metrics Identify & Involve Key Stakeholders Long Term Cycle Detailed Vision Environmental Short Term Cycle Corrective Action Indicators Detailed Focus on Continuous Corrective Action Improvement Indicators Monitor Progress Nurture the Process Refine the Plan Capture & Adopt New Knowledge Implement Initiatives Develop Detail Plans Implement Activities Develop Structure & Behavior Organize for Implementation Identify & Empower Change Agents Align Incentives Adapt Structure & Systems Transformation Framework Create and Refine Transformation Plan Identify & Prioritize Activities Commit Resources Provide Education & Training Level Transformation Plan The Discussion Outline Discussion of issue Six Interdependent Elements of Implementation Why Why When When What What Where Where Who Who How How Enablers Barriers Related Case Studies Further Reference Material Issues surrounding the task of Build Vision during the activity of Adopting the Paradigm Nightingale Massachusetts Institute of Technology

22 Build the Vision Description Template Transition to Roadmap PHASE: ACTION ITEM: Adopt Paradigm Build the Vision DISCUSSION ISSUES: How do you direct a vision in an existing culture that has been successful? Should this be an internal only or externally influenced process? How do you assess the applicability of other successful transformations to your? How does the lean vision tie into all levels of the enterprise? Nightingale Massachusetts Institute of Technology

23 Build the Vision Description Template TENSIONS What What A lean lean vision vision Why Why Communicate lean lean enterprise-wide Who Who The The Leader Leader When When First First step step in in TTL TTL How How Learn Learn from from successful lean lean implementations Where Where -wide Nightingale Massachusetts Institute of Technology

24 Build the Vision Description Template BARRIERS (Example) Lack of knowledge of the lean principles and practices ENABLERS (Example) Learn from other successful lean implementations at the level. CASE STUDIES (Example) Jack Welch, CEO-General Electric, transformational leader FUTURE RESEARCH QUESTIONS (Example) How important is Executive leadership in the success of lean initiatives? Nightingale Massachusetts Institute of Technology

25 Benefits of TTL Roadmap Facilitates enterprise focus Provides sequence for enterprise transformation Increases understanding of what went wrong in previous transformation attempts Focuses on people/leadership issues Provides an organizing framework for enterprisewide transition Nightingale Massachusetts Institute of Technology

26 Transition to Module Concept Level Roadmap Business Processes Acquisition Supplier Network Product Development Production Operations Roadmap HR Priorities Sequence Key Enablers How-To s Change Mgmt. Principles Transition to Plan Nightingale Massachusetts Institute of Technology

27 Legal Environmental Production Operations Transition-To- Roadmap Supply Chain/External Environment Government Reqd. Systems (MMAS, EVMS, etc.) Financial Information Build vision Build vision Establish need Establish need Foster lean Foster lean learning learning Make the Make the commitment commitment Obtain Sr. Obtain Sr. Mgmt. buy-in Mgmt. buy-in ENTRY Phase 0 Adopt Paradigm Top Leadership Commitment Expand Internally/Externally Procurement Engineering / Production System Interface Quality Safety Phase 1 Phase 2 Phase 3 Phase 4 Define Identify Design Prepare Value Value Stream Production System Integrate with Select initial Record current Develop a future Integrate with Select initial Record current Develop a future implementation state value state value implementation state value state value Level scope stream stream map Level scope stream stream map Establish an Define Chart product Identify takt time Establish an Roadmap Define Chart product Identify takt time Operations customer and requirements Operations customer and requirements Define value - information Review Define value - information Review Implementation Quality, flow make/buy Implementation Quality, flow make/buy Team(s) Schedule, and Chart operator decisions Team(s) Schedule, and Chart operator decisions Develop Target Cost movement Plan new layout Develop Target Cost movement Plan new layout implementation Chart tool Integrate implementation Chart tool Integrate strategy movement suppliers strategy movement suppliers Develop a plan Collect Design visual Develop a plan Collect Design visual to address baseline data control system to address baseline data control system workforce Estimate and workforce Estimate and changes justify costs changes justify costs Address Site Plan TPM Address Site Plan TPM Specific system Specific system Cultural Issues Cultural Issues Train key Train key people people Establish target Establish target objectives objectives (metrics) (metrics) Phase 7 Optimize quality Institutionalize 5S Strive for Perfection Team development Institute Kaizen events Remove system barriers Training and Human Resources Workforce/Management Partnership Expand TPM Evaluate against target metrics Phase 5 Phase 6 Implement Flow Achieve process Achieve process control control Implement TPM Implement TPM Implement selfinspection Implement selfinspection Eliminate/ Eliminate/ reduce waste reduce waste Cross train Cross train workforce workforce Standardize Standardize operations operations Reduce set-up Reduce set-up times times Mistake proof Mistake proof processes processes Implement cell Implement cell layout layout Implement Implement visual controls visual controls Evaluate progress using lean maturity matrices Implement Total System Pull Select Select appropriate appropriate production production system control system control mechanism mechanism Strive for single Strive for single item flow item flow Level and Level and balance balance production flow production flow Link with Link with suppliers suppliers Draw down Draw down inventories inventories Re-deploy Re-deploy people people Re-deploy/ Re-deploy/ dispose assets dispose assets IMPROVED COMPETITIVE POSITION Nightingale Massachusetts Institute of Technology