Lunch and Learn The Best of Lean Visual Tools for the Holidays Tools and Techniques for Eliminating Waste and Streamlining Processes

Transcription

1 Lunch and Learn The Best of Lean Visual Tools for the Holidays Tools and Techniques for Eliminating Waste and Streamlining Processes Rebecca Altenhoff and Shelly Lizotte 1

2 Core Competencies Business Consulting Services Strategic Planning & Execution Building Centers of Excellence Program Management Project Management Vendor Partnerships People Change Management Organizational Design Training Talent Assessment Project Resourcing Recruiting / Staffing Technology Application Development Service Oriented Architecture Database development and management Web/ Internet development Systems development and management Network administration and support E-commerce and e-business Process Business Process Management Roles and Responsibilities Business and IT Requirements On-line Documentation Staffing Models Metrics 2

3 Objectives Participants Will: 1. Have a Basic Understanding of Lean 2. Learn the Categories of Waste 3. Have a Better Understanding of a Few Commonly Used Tools 4. Have Some Holiday Fun! 3

4 Warning Three Levels of Learning: Awareness Understanding Doing 4

5 Toyota Production System Mall Map Goal: Highest Quality, Lowest Cost, Shortest Lead Time Just In Time Built in Quality Kanban Operate with minimum resources required to consistently deliver: *Just what is needed *Just the required amount *Just where it is needed *Just when it is needed Min Input Motivated Workforce Max Output Don t create or pass on defects Manpower-saving Mistake Proofing Minimum Lead Time Waste 5 Why s Affinity Diagram Cause & Effect 5S Level Workload Standardized Work Kaizen Stability Voice of the Customer Value Process Mapping: Flowchart, Spaghetti Diagram, Point of Use Storage, VAFA RACI Data Gathering: Check Sheets, Tally Sheets, Observation 5

6 Defining Lean A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement Typical Results: Reduced Cycle Times Streamlined Workflow Standardized Tools and Templates Less Rework Eliminate Administrivia Reduced Costs Improved Customer Satisfaction Improved Employee Satisfaction 6

7 Defining Continuous Improvement Kai = Break apart To Change Zen = Study Make Better Kaizen Event = Rapid Improvement 7

8 It Can Be Overwhelming 8

9 Knowledge / Comfort with Tools 5 Why s 5S A3 Report Affinity Diagram Check Sheets/ Tally Sheets DMAIC Fishbone/Cause & Effect Gemba Kaizen / Sprint Kanban Pareto Principle Payoff Matrix / PACE PDCA/PDSA Poka Yoke Error Proofing Project Charter Process Mapping RACI SIPOC Spaghetti Diagram Value-Added Flow Analysis Visual Control/Visual Management Voice of the Customer (VOC) Value Stream Mapping (VSM) Waste 9

10 Knowledge / Comfort with Tools - Fist or Five 0, 1 = No knowledge / comfort don t know what it is 2 = A little knowledge, still need a lot more comfort 3 = I am good I think I know it 4 = Yeah, I know this, I'm on it 5 = I am very comfortable and I could use it with my team 10

11 Knowledge / Comfort with Tools 5 Why s 5S A3 Report Affinity Diagram Check Sheets/ Tally Sheets DMAIC Fishbone/Cause & Effect Gemba Kaizen / Sprint Kanban Pareto Principle Payoff Matrix / PACE PDCA/PDSA Poka Yoke Error Proofing Project Charter Process Mapping RACI SIPOC Spaghetti Diagram Value-Added Flow Analysis Visual Control/Visual Management Voice of the Customer (VOC) Value Stream Mapping (VSM) Waste 11

12 Today s Topics Waste 5S Kanban Mistake Proofing Visual Management 12

14 9 Areas of Waste DOWNTIME C Waste Definition Examples 1. Defects 2. Overproduction 3. Waiting (people and material) Work that contains errors, mistakes or lacks something necessary that results in rework, re-doing or correction Producing too much or producing it before it is needed. Waiting for anything - people, material, information, or equipment that is not ready or available when needed. Errors on reports Incomplete or outdated information provided/available Failure to report critical information Wrong form used or sent Multiple copies of forms saved on network drives or personal desktops Too many policies or instructional documents that are seldom needed Multiple forms with the same information Duplicate files; Unnecessary testing or permitting procedures, etc. Forms waiting for a signature Staff waiting for someone else to complete a task before they can complete their part of the process Waiting to access something they need to complete a work task [fax machine, copy machine...] 4. Not Utilizing People 5. Technology Not using people s mental, creative, or physical capabilities Not using technology to it's fullest or manual methods of managing information. Not delegating tasks to capable staff in other offices People not challenged / using their gifts Higher paid staff doing excessive administrivia Entering / re-entering data such as handwritten notes or paper forms Purchasing equipment or software that people are not trained to use Work that could be done more quickly or easily if people fully utilized available software capabilities 14

15 9 Areas of Waste DOWNTIME C Waste Definition Examples 6. Inventory 7. Motion / Transportation Having too much material, information, supplies on hand than internal or external stakeholders need right now. Any excessive motion or movement of people, materials, products or information that does not add value or not necessary to successfully complete a task. Overstocked materials or forms Improper use of storage locations Out of date materials sitting around Spoilage Storage and search of s Stacked up In-baskets; Excessive laptops sitting around Excessive stock of supplies; etc. Not able to find anything (electronic file, paper files, records, parts) Poor layouts that create long treks to copy/fax machine Moving paperwork / mail from office to office, Excessive travel for meetings that may be accomplished using SKYPE or other technology Processes where the information flows through an excessive number of people 8. Extra / Non- Value Added Processing 9. Confusion Efforts that create no value from the customer s viewpoint People doing work that are not consistent or confident about the best way to perform the task. Detailed reports that no one reads Deliverables that aren t really used Unclear work instructions, requests, or orders The same activity performed in different ways by different people, shifts, or different departments doing the same thing differently Things fall through the cracks Organization-wide initiatives poorly communicated 15

16 Places We Commonly See Waste 1. Duplicative Reports / Unnecessary Reports 2. Reentering Data 3. Hardcopies 4. Spreadsheets 5. Unorganized - Can t Find Stuff ( , Procedures, Forms, etc.) 6. Non-Standardized Work 7. Ineffective Use of Available Tools 8. Meeting Minutes vs. Work On-Line / Real Time 16

17 9 Areas of Waste DOWNTIME C As a group, come up with 3 examples of waste you see most often in your work areas. Which of the 9 Areas do the examples fall into? 17

19 5S - One Tool to Tackle DOWNTIME C 19

20 5S Workplace Organization System What is 5S? A workplace organization system that builds a quality work environment, both physically and mentally Clean, organized, safe Efficient and pleasant Purpose Promote: Fewer accidents Improved efficiency Improved quality Workplace control Reduced costs Improved employee morale Enhanced enterprise image to customers, suppliers, employees, and management 1. Sort - When in doubt, throw it out 2. Set in Order or Straighten - A place for everything, with everything in its place 3. Scrub or Shine Make it clean, Keep it clean 4. Standardize If you can t see, you don t know, and if you don t know, you can t control 5. Sustain Maintain the gain & forget the blame 20

21 The First S : Sort What is needed? What is not? Sort through items in the area Keep what is needed Eliminate what is not needed Reduce the number of items to the quantity required at any given time When in doubt, throw it out How often is it used? Never used Once or twice a year Once a month Once a week Once a day or more What to do with it Give, sell, or throw away Store in a distant place Store in the facility Store in the area Keep at the workplace or carry Red Tag Holding Area for Sort 21

22 The First S : Sort What is needed? What is not? Sort through items in the area Keep what is needed Eliminate what is not needed Reduce the number of items to the quantity required at any given time When in doubt, throw it out 22

23 The Second S : Set In Order Procedure Identify best locations Relocate out of place items Set height and size limits Focus on safety Install temporary location indicators A place for everything, with everything in its place 23

24 The Third S : Shine Make it clean, Keep it clean Clean everything inside and out - make cleaning part of your everyday work Inspect through cleaning Prevent dirt, grime, and contamination from occurring 24

25 The Fourth S : Standardize Who, What, How, How Often will you Sort, Set & Shine? Uniform standards Clarity about what is and is not normal Create and use checklists Establish a simple action plan Make everything visually apparent Guidelines for Standardization If you can t see, you don t know, & if you don t know, you can t control Make standards obvious and easy to see from a distance Ensure information is on or near the operation or object it relates to Make standards understandable by anyone Ensure that 5S standards accomplish their purpose: an organized, orderly, clean, safe, and efficient workplace 25

26 5S Example - Standardizing Before After Yellow = Urinary Supplies Orange = Gastro/ Intestinal Supplies Pink = Personal Care Supplies Red = Dressing Supplies Purple = IV Supplies Green = Orthopedic Supplies Blue = Respiratory Supplies Black on White = Other Supplies Color Key-Label reference kept near bins Visual Controls 26

27 5S Example - Standardizing 27

28 The Fifth S : Sustain Through Self-Discipline Stick to the rules, scrupulously Correct procedures have become a habit Proper training of all workers has occurred Buy-in from workers and a change in work habits has been achieved The workplace is well-ordered and run by agreed upon standards A new status quo 28

29 5S Example - Office Before After 29

30 DNR Publications Warehouse Before this project started, DNR had more than 11,000,000 documents spread over 2,600 publication titles stored at its warehouse. Team conducted a 5s exercise and red-tagged or recycled 2.25 million documents, and 370 titles. Control Plan is in place to sustain the gains. 0 D M A I C 30

31 5S Example - Forms Before After 31

32 Team Discussion What are the 5S opportunities in your work? 32

34 Kanban Kanban = Visual Sign or Signboard What: Why: How: Low tech, highly visual way to replenish items at the rate they are consumed Maintains an orderly & efficient flow of materials through the entire process Eliminates overproduction, thus reducing or preventing excessive space requirements or inventory levels Forces stock rotation to reduce risk of obsolescence Requires less effort and fewer resources to manage Create a trigger such as a sign, card, poster, billboard, divider, etc. 34

35 Kanban Examples 35

36 Kanban Examples Trailer Needs Pick-Up Place Card Here 36

40 Kanban Examples Kanban in the Kitchen Adding level lines to your pantry items allow you know make sure you buy more stock before you run out 40

41 Kanban As a group, discuss a time when you ran out of an item in your workspace and brainstorm ways you could create a signal to keep that from happening in the future. 41

43 Mistake / Error Proofing (Poka Yoke) Don t accept defects, Don t create defects, Don t pass defects along What: Why: Goals: How: To avoid inadvertent mistakes By using common sense ideas and methods to eliminate human and mechanical errors on repetitive tasks, we can free people to work on more value adding activities. 1) Prevent Eliminate error at source before it occurs. If you can t, then: 2) Detect Detect error as it occurs before it results in defect. If you can t, then: Detect defect after it s been made but before it reaches the next operation Eliminate what causes the error Replace it with an error proof process Make the correct choice easier than the incorrect choice. 43

44 Mistake / Error Proofing Philosophy Don t accept defects, Don t create defects, Don t pass defects along Quality is built in at every process and between processes Don t accept defects Don t create defects Don t pass defects along Supplier / Downstream Process No Errors Your process No Errors Customer / Upstream Process 44

45 Mistake Proofing (Poka Yoke) Examples 45

49 Mistake Proofing (Poka Yoke) As a team, come up with one or two examples of something that could be mistake proofed in your work areas Would you be able to prevent the mistake? Or just detect it? 49

51 Visual Control / Management What: Why: A technique used to provide visual signals which allows for quick recognition of the information being communicated Provides a visual communication system Increases efficiency and clarity Abnormal conditions stand out even to those unfamiliar with the process 51

52 Visual Control / Management - Examples 52

53 Small Payoff / Impact PAYOFF / IMPACT Big Payoff / Impact Visual Control / Management - Prioritization Payoff Matrix / PACE Diagram High Priority P riority (easy to do, payback BIG) Breakthrough C hallenge (hard to do, payback BIG) Quick Hit Low Hanging Fruit A ction (easy to do, payback OK) Least Worthy E liminate (hard to do, payback OK) Easy Implementation IMPLEMENTATION Tough Implementation 53

54 Visual Control / Management Measure Progress King County Washington 54

55 Visual Control / Management - Examples 55

56 Wrap Up NYC Food Bank While watching, make note of what tools and methods they used. 56

57 About Your Presenters cheaper better faster These materials are offered to registered participants in our learning events for reference purposes only. We appreciate your interest in these topics, and enthusiastically welcome your inquiries for additional supporting materials or assistance in removing the obstacles to your personal and/or organizational success. Rebecca Altenhoff Shelly Lizotte 57