The document discusses applying lean principles from GM's Global Manufacturing System (GMS) throughout the entire enterprise, including non-manufacturing functions. It outlines how GMS was expanded to offices by using value stream mapping to visualize office processes. The document also discusses standardizing the approach to GMS projects across functions, providing examples of projects in different functions like design, engineering, and finance. Leaders are encouraged to get personally involved in GMS projects to see the benefits and help integrate the process more fully.
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“Expanding GMS to the Enterprise”
• Established that the only difference between
Mfg. And Office Lean was that the fact that
the processes were not as visible
• Introduced Value Stream Mapping as a “tool”
within the GMS Toolbox that would make the
office processes visual
• Used GMS language throughout and retained
the notion of increasing value while while we
worked to eliminate waste.
• Identified 6 GMS elements as “foundational”
to implementing lean principles in the office.
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ImprovementImprovement StandardizationStandardization
Built-In-QualityBuilt-In-Quality
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InvolvementInvolvement
Preparing the Team
Training-Week One
Monday
• Introductions
• GMS
Overview
• Simulated
Work
Environment
•Debrief
Tuesday
•Learn by
Doing:
Conduct a
Plant project
using the
Value
Stream
Mapping
Tool
Wednesda
y
•Finish
Project
•Present to
Future State
Proposal to
Plant
Leadership
•Debrief
Thursday
•Learn by
Doing:
Conduct an
Office
project using
the Value
Stream
Mapping
Tool
Friday
•Finish
Project
•Present to
Future State
Proposal to
Office
Leadership
•Debrief
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GM-GMSGM-GMS
ContinuousContinuous
ImprovementImprovement StandardizationStandardization
Built-In-QualityBuilt-In-Quality
ShortShort
Lead TimeLead Time
PeoplePeople
InvolvementInvolvement
Preparing the Team
Training-Week One
Monday
• Introductions
• GMS
Overview
• Simulated
Work
Environment
•Debrief
Tuesday
•Learn by
Doing:
Conduct a
Plant project
using the
Value
Stream
Mapping
Tool
Wednesda
y
•Finish
Project
•Present to
Future State
Proposal to
Plant
Leadership
•Debrief
Thursday
•Learn by
Doing:
Conduct an
Office
project using
the Value
Stream
Mapping
Tool
Friday
•Finish
Project
•Present to
Future State
Proposal to
Office
Leadership
•Debrief
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GM-GMSGM-GMS
ContinuousContinuous
ImprovementImprovement StandardizationStandardization
Built-In-QualityBuilt-In-Quality
ShortShort
Lead TimeLead Time
PeoplePeople
InvolvementInvolvement
Functional Implementation War
Room
3GM ConfidentialWar Room 4-7-03
Individual Project Tracking Wall
Overall Layout
Team
Selection Criteria
GMS Project Plan
Current State Map Future State Map
Approved Changes
Kaizen Bursts
Project BPDs Metrics Measures Overall Status Countermeasures
PLAN DO CHECK ACT
Picture/
Powerpoint
Map or Scroll
Picture/
Powerpoint
Map or Scroll
Sponsor
Owner
Team
Leadership Panel
Why was this
project
selected
Plan from
Pre-scoping
through
Workshops
Listing of Kaizen
Projects
Listing of Changes
Approved By
Leadership Panel
BPD Forms for
Implementation
BPD Forms for
Implementation
BPD Forms for
Implementation
BPD Forms for
Implementation
Metric
/Target/Status
G Countermeasure
Countermeasure
Countermeasure
Countermeasure
Project Title
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ImprovementImprovement StandardizationStandardization
Built-In-QualityBuilt-In-Quality
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Lead TimeLead Time
PeoplePeople
InvolvementInvolvement
Example Projects by Function
Design/Pre-Production Process
Interior Design Process
Trans. Shift Algorythm Development Process
Air Quality Permitting Process
Die Development Process
Dealer Communication Process
Research Acquisition Process
Warranty Analysis Reporting Process
Tooling Purchasing Process
New Hire Process
Appropriation Approval Process
Outside Legal Retention Process
Hourly Timekeeping Process
• Design
• Vehicle Eng.
• Powertrain Eng.
• Mfg. Eng.
• Mfg. Support
• Sales
• Planning
• Quality
• Purchasing
• H.R.
• I.T.
• Legal
• Finance
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What Have We Learned about
Applying “Lean” in the Office?
• GMS Principles apply throughout the enterprise
• Value Stream Mapping is the right tool
– Technically
– Psychologically
• There is an absence of standardized work and clear
performance metrics in every function
• There is often no owner for the entire value stream
• Customer requirements are not known or are unclear
• Handoffs, even within functions, are a source of waste
• First Time Quality in the office is extremely low
• We have a lot more to learn!
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ImprovementImprovement StandardizationStandardization
Built-In-QualityBuilt-In-Quality
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InvolvementInvolvement
So How Can You Get Started?
• Learn about Lean
– Read Lean Thinking
– Read Learning to See
• If you are a leader, get personally engaged in a project
with your staff, at least as a sponsor
– Ask a sensei to help (internal or external)
– Find out for yourself that it works
– Determine how to integrate the process into your
current approach to lean
• Challenge the organization to make significant
improvement
• Develop internal resources (coaches)
• Expand the process throughout the enterprise (let the
results sell it)