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How can lean help handout

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How can lean help handout

  1. 1. Can LEAN solve your everyday-chaos? 10.11.2020 Pirita Johnsen Bergen Lean & Agile Leadership(People, Product & Project)-MeetUp
  2. 2. What is my role in this chaos? How is your day at work?
  3. 3. How can LEAN help? LEAN is a journey, not a destination Intrinsic motivation instead of extrinsic motivation First LEAN mindset AND then LEAN tools
  4. 4. LEAN mindset • Purpose of the Business — Understand the customers that the business serves. • What business are we in? Who are our customers? What do the customer need? • Energized people — Challenge processes and people to energize them. Energized people have a purpose which is bigger than the company. • Delighted Customers —Great products are built by teams that can empathize with the customers. • Genuine Efficiency —Focus on the LEAN principles like: • Optimize the whole • Empower the team • Eliminate Waste • Breakthrough Innovation — Every business is vulnerable. Develop breakthrough innovations instead of getting blindsided by other’s disruptive innovations. Ref: The Lean Mindset: Ask the Right Questions by Mary &Tom Poppendieck
  5. 5. The 5 and 7 Lean principles 1. Eliminate waste. 2. Build quality in. 3. Create knowledge. 4. Defer commitment. 5. Deliver fast. 6. Respect people. 7. Optimize the whole. 1. Respect people. 2. Create knowledge. 3. Optimize the whole 4. Build quality in. 5. Eliminate waste. 6. Deliver fast. 7. Defer commitment. 1. Value 2. VSM 3. Flow 4. Pull 5. Perfection
  6. 6. Situation at start: • high number of activities to coordinate at a given time and high number of staff, both full-time and agency • inherent challenges of dealing with patients’ health and suffering -> many of the simplest tasks become very complicated -> it seems difficult to maintain “normal conditions” For years they tried to tackle all the problems one by one -> management created a lots of procedures Change of plan: • set up a task force to study how to maintain the “basic stability” (clean corridor) • the nurses participate in defining the root cause and proposition to the solution (use of principles and tools) -> clean corridors, less disciplinary problems, empowering experience, continuing work with LEAN How to LEAN: Hospital Nord 92 in Villeneuve-La-Garenne Ref: https://acutecaretesting.org/en/articles/lean-as-a-learning-system-in-a-hospital-ward
  7. 7. Situation at start: • Toyota ventured with GM -> New United Motor Manufacturing Inc. in Fremont, California, a.k.a. NUMMI • NUMMI became the best plant of GM: comparable quality and efficiency to the Toyota plants in Japan • Lean had the support of the staff, the managers were familiar with the lean culture, and many people knew how to do LEAN properly What happened next: • GM wanted to expand LEAN to other plants: Van Nuys near Los Angeles and Norwood in Cincinnati. • They set up a LEAN competition: Looser would be closed, the winner did NOT get closed, but would get 25% headcount reduction. • Management delegated LEAN, used only methods and tools, but missed the big picture and didn’t have the mindset -> No trust to LEAN, doomed to fail How NOT to LEAN, GM case Ref: https://www.allaboutlean.com/failed-lean-transformation/
  8. 8. What is your intrinsic motivation and how does it fit with the company vision and values? What can you do with LEAN? List all the tasks you do and define the interfacing people/groups/departments you interact with Study the organization chart and find yourself in it, where are you in the big picture? Create a chart if there isn’t any. Study processes applying to yourself first. Are they accurate? Afterwards you can see through the interfacing processes Talk to people, ask questions, challenge status quo (nicely, no accusations or personal comments! ) Finally, use the tools! Examples: 5S (clean inbox, clean desktop) Personal Kanban (visual to-do-list) VSM (what creates value to customer)

Notas do Editor

  • Mindset is important, first you have to challenge the situation (every day) and then use the tools. If you only use tools, you don’t get the intrinsic motivation and therefore the innovation to bloom and the results of Lean will be poor.
    LEAN is a journey, it is never done, always evolving. Lifelong exercise
    Intrinsic motivation is the most important. Compare to the company’s vision: why are we doing this? What is the purpose of this company? What is my motivation? And to does those match?
  • 1. What business are we in? Who are our customers: discover a customer need and find a way to satisfy the need. Customer first, always!
    2. Energized people: Challenge the people, every day, to think through the work, stay on the path of expertise. BUT be aware of the: “ if you come with a problem, you should come with a solution as well” NOT MOTIVATING, problems should be seen as gifts!! “Every problem is a gift—without problems we would not grow.” Anthony Robbins. Workers are the experts of the work, not the leaders!! IF the workers understand the vision and values of the company and can relate to it on their day-to-day tasks AND are empowered to challenge the STATUS QUO, they WILL create better ways of working.
    3. Customer: Do they really know what they want? Put yourself into their shoes, see beyond the list of specifications.
    4. Genuine efficiency; not only the tools, but also the principles. We’ll look into the principles later
    5. Innovation: LEAN is a long-time plan, Infinite game, never done. Be ready for the future, do not just do what you always have done! Challenge the status quo.
  • 5 original LEAN principles: Valuecreation, value stream mapping, flow in the process, pull not push, perfection and 0 errors.
    7 LEAN principles used today: often in this order and therefore the eliminate waste (=tools) is used first.
    Eliminate waste, lot’s of tools for this (7 waste types: TIMWOOD, Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing and Defects. They are often referred to by the acronym.
    Build quality in: Quality mindset, continuos improvement, standardized processes, no fixing later on
    Create knowledge: Share knowledge, training
    Defer commitment: decide the irreversible matters as late as possible, keep the options open to gather more knowledge
    Deliver fast: if you manage the flow you can deliver faster. Think about a highway: lot of cars=traffic jam
    Respect people: every voice should be heard, most value is created in the heads of the employees.
    Optimize the whole: don’t just suboptimalize your own part, look at the bigger picture
    In my opininion should be reorganized to create energized employees

    Let’s see examples, one good way to lean, one not so good
  • Hw to lean: main goal was to use lean as a learning system
    Busy ward,
    Lots of wheelchairs, beds, dirty laundry everywhere on the corridors
    Lot of procedures, but no overview, lot of failures made with different root causes

    Team to study Basic stability, Decision: clean corridors
    Take nurses with, define root causes (no storage room) and create solutions (use nurses rest room for storage)
    -> energisize employees and minimize disiplinary problems

    Respect people/Empowering the team, create knowledge. Tools used: 5S and continue using Lean
  • NUMMI had good knowledge of LEAN together with Toyota
    Trust and support, empowered teams

    LEAN competition to make «make it more efficient». Prizes in the competition were cruel: looser will be closed, winner ge’s 25% headcount reduction.

    Here they just used the tools and not the mindset - > no trust in LEAN
    Management didn’t participate-> no trust to LEAN
  • If your ocmpany doesn’t have LEAN, what can you do?
    Intrinsic motivation, why, company values and vision = respect people, empower teams
    What are your tasks: do you know them? Do others know what you do?
    Org chart and processes: create knowledge, big picture. See what is your place, what happends before you, what happends after you. Does this serve the customer?
    Communicate: challenge the norms and invite to discussions. Spread the information of LEAN with the language of the others
    Using of tools: you can use the tools for yourself: clean desk (5S), sit the others to see what they do (Gemba), value stream mapping, what creates value to the customer
    And last, one more time: communicate and inspire your colleagues, share your knowledge!