2. • WHAT IS LEAN ?
• WASTES REDUCTIONS
• WASTES
• LEAN, HISTORY & APPLICATIONS
• LEAN, PROCESS, METHODS & TOOLS
• OTHER IMPROVEMENT METHODS
Lean
Principes
Fondamentaux
www.pm-coaching.org
3. • WHAT IS LEAN ?
• WASTES REDUCTIONS
• WASTES
• LEAN, HISTORY & APPLICATIONS
• LEAN, PROCESS, METHODS & TOOLS
• OTHER IMPROVEMENT METHODS
Lean
Principes
Fondamentaux
www.pm-coaching.org
4. • WHAT IS LEAN ?
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25%
On
Quality
On
Cost
On
Time
www.pm-coaching.org
5. • WHAT IS LEAN ?
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
Customer Satisfaction & Cost Optimization
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
www.pm-coaching.org
6. • WHAT IS LEAN ?
VALEUR
AJOUTEE
VALUE ADDED ACTIVITE DE TRANSFORMATION (Customer wants & need it, target : right first time)
NON VALUE ADDED ACTIVITE NECESSAIRES A LA TRANSFORMATION (regulatory, process inefficiencies, constraints…)
WASTES ACTIVITES NON NECESSAIRES (Gaspillages)
LEAN : REDUCTION DES GASPILLAGES
www.pm-coaching.org
7. • WHAT IS LEAN ?
VALEUR
AJOUTEE
LEAN : REDUCTION DES GASPILLAGES
VALUE
ADDED
NON VALUE ADDED WASTES
Méthode de travail standard
Amélioration LEAN – 6S
10% 60% 30%
20%
NON VALUE ADDED
40%
40%
20% 60%
VALUE
ADDED
NON VALUE ADDED WASTES
WASTES
Transformation (Evolution)
TOTAL LEADTIME
INITIAL
VALUE
ADDED
• LEADTIME RÉDUIT
• RÉDUCTIONS BASÉES SUR NVA & WASTES
• COMPÉTITIVITÉ à Possibilités de
o baisser les prix
o développer d’autres services/produits
o augmenter les volumes de production
o améliorer la qualité de vie au travail
20%
www.pm-coaching.org
9. • WHAT IS LEAN ?
• WASTES REDUCTIONS
• WASTES
• LEAN, HISTORY & APPLICATIONS
• LEAN, PROCESS, METHODS & TOOLS
• OTHER IMPROVEMENT METHODS
Lean
Principes
Fondamentaux
www.pm-coaching.org
10. • WHAT IS LEAN ?
VALEUR
AJOUTEE
LEAN : REDUCTION DES GASPILLAGES
LES 3 FAMILLES D’INEFFICACITÉS:
• MUDA = Gaspillages
• MURA = Variation
• MURI = Surcharge
VALUE
ADDED
NON VALUE ADDED
10% 60% 30%
20%
20% 60%
VALUE
ADDED
NON VALUE ADDED WASTES
WASTES
www.pm-coaching.org
11. • WHAT IS LEAN ?
GASPILLAGES
:
TIM
WOOD
/
7
WASTES
LEAN : REDUCTION DES GASPILLAGES Transportation
Inventory
Motion
Waiting
Over processing
Over production
Defects
DÉPLACEMENT
STOCKS TRANSPORT
SUR-QUALITE
REBUTS, NON
CONFORMITÉS
SOUS UTILISATION
DES COMPÉTENCES
Les 3 familles d’inefficacités:
• MUDA = Gaspillages
• MURA = Variation
• MURI = Surcharge
TEMPS
D'ATTENTE
SUR-
PRODUCTION
www.pm-coaching.org
12. • WHAT IS LEAN ?
GASPILLAGES
:
TIM
WOOD
/
7
WASTES
LEAN : UN ETAT D’ESPRIT… Ouvert & Curieux Thinking out of the Box
Solution based
Immediate Correction
No Perfection
Root Cause & Prevention
MFT & Collaboration
Continuous Improvement
KAI : CHANGE
ZEN : BETTER
KAIZEN
CONTINUOUS IMPROVEMENT
+ =
www.pm-coaching.org
14. • WHAT IS LEAN ?
• WASTES REDUCTIONS
• WASTES
• LEAN, HISTORY & APPLICATIONS
• LEAN, PROCESS, METHODS & TOOLS
• OTHER IMPROVEMENT METHODS
Lean
Principes
Fondamentaux
www.pm-coaching.org
15. • LEAN, HISTORY & APPLICATIONS
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
Japon Etats-Unis
QUALITE
PRODUIT
TOYOTA
LEAN – 6S
1960
1980
2000
1970
1990
OHNO – Toyota way
OHNO – Toyota Production System
Lean Production (Womack, Jones, Ross)
Lean Product Development System
Introduction des Statistiques
(Gauss, Crosby, Shewhart, Deming)
Outils d’amélioration de la Qualité
Réduction de la Variation
TQM – Total Quality Management
Six Sigma
www.pm-coaching.org
16. • LEAN, HISTORY & APPLICATIONS
L’approche fondamentale pour le Lean est composée de 5 étapes :
① Define Customer Value
② Identify Value Stream
③ Create the Continuous Flow
④ Let the Customer Pull
⑤ Continually Reduce Steps, Time Inventories
www.pm-coaching.org
17. • LEAN, HISTORY & APPLICATIONS
MAKE IT SIMPLE
MAKE IT VISUAL
TRUST PEOPLE
www.pm-coaching.org
19. • WHAT IS LEAN ?
• WASTES REDUCTIONS
• WASTES
• LEAN, HISTORY & APPLICATIONS
• LEAN, PROCESS, METHODS & TOOLS
• OTHER IMPROVEMENT METHODS
Lean
Principes
Fondamentaux
www.pm-coaching.org
20. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
www.pm-coaching.org
21. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
SIPOC
www.pm-coaching.org
22. • LEAN, PROCESS, METHODS & TOOLS
Suppliers Inputs Outputs Customers
Process
S I P O C
Materials, resources
or data required to
execute your process
Set of activities that
transform a set of
inputs into specified
outputs
The products or
services that
result from the
process
Customer of the
process output
Start End
5 to 10 major steps
The provider
of inputs to
your process
www.pm-coaching.org
24. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
SIPOC DMAIC - PDCA
www.pm-coaching.org
25. • LEAN, PROCESS, METHODS & TOOLS
• Le DMAIC implique toujours une équipe multifonctionnelle (MFT)
• Le DMAIC est composé de 5 phases associées chacune à l’utilisation d’outils spécifiques
Define Measure Analyze Improve Control
1 2 3 4 5
ü Gather VOC / VOB
ü Define the PROBLEM
ü Launch Team
ü Establish Project Charter
ü Plan Project & Change
ü SIPOC
ü VOC
ü PROJECT CHARTER
ü 5W & 2H / QQOQCCP
ü IS IS-NOT
ü Define the AS-IS
ü Define the TO-BE
ü Pareto Chart to focus
ü Design Roadmap
ü Define Action Plan
ü PARETO
ü SIPOC
ü VSM
ü 5S Analysis
ü Stakeholder Analysis
ü Spaghetti Chart
ü Analyse data
ü Identify root cause
ü Identify wastes
ü Identify solution to
remove wastes and
eradicate root causes
ü Ishikawa
ü 5 Why Tree
ü FMEA
ü PFEMA
ü Correlation Chart
ü Evaluate solutions
ü Optimize solutions
ü Test solutions
ü Implement solutions
ü Visual Management
ü 5S
ü KAIZEN
ü FMEA
ü Validate Project Benefits
ü Improve the process
ü Standardize solutions
ü Control Plan
ü Prevention
ü SPC
ü FMEA
www.pm-coaching.org
26. • LEAN, PROCESS, METHODS & TOOLS
Reflection
Compare the actual
outcome Vs the
expected outcome
ACT PLAN
DO
CHECK
Conclusion
Standardize what
works, or Start another
PDCA cycle
Hypothesis
What you expect
To do and to happen
Execution
Test the hypothesis
Observe closely
LEARNING
EXECUTION
Standardize
www.pm-coaching.org
27. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
SIPOC DMAIC - PDCA PPS
www.pm-coaching.org
28. • LEAN, PROCESS, METHODS & TOOLS
• Le PPS permet de gérer la complexité d’un problème en identifiant toutes les causes potentielles
• Le PPS permet de se focaliser uniquement sur l’origine de la cause du problème (Root Cause)
D8
D5
D4
D3
D2
D1
CONTROL
IMPROVE
ANALYZE
MEASURE
DEFINE
DMAIC
D0
8D
D7
D6
PLAN
CREATE A TEAM
DEFINE THE PROBLEM
CONTAIN THE PROBLEM
IDENTIFY ROOT CAUSE (PPS)
SELECT CORRECTIVE &
PREVENTIVE ACTIONS
TEST & IMPLEMENT
CORRECTIVE ACTIONS
TEST & IMPLEMENT
PREVENTIVE ACTIONS
RECOGNIZE TEAM
ALL INPUTS
> 50 INPUTS
CRITICAL
3 INPUTS
SCREENING
< 10 INPUTS
50%
ELIMINATED
PRACTICAL PROBLEM SOLVING
CONTROL
IMPROVE
ANALYZE
MEASURE
DEFINE
Root
Cause
www.pm-coaching.org
29. • LEAN, PROCESS, METHODS & TOOLS
STABILITY
HEIJUNKA STANDARDIZED WORK KAIZEN
• OPERATE WITH THE
MINIMUM RESSOURCE
REQUIRED
• MUDA – MURI – MURA
• PROCESS
• METHODS
• DETECT ANOMALY
• STOP & RESPOND
• MAN – MACHINES
HARMONIZATION
JUST IN TIME HIGH QUALITY JIDOKA
HIGHEST QUALITY – LOWEST COST - SHORTEST LEAD TIME
PROBLEM DETECTION
ROOT CAUSE
ELIMINATION
THE LINE IS STOPPED
DEVIATION FROM THE
NORMAL WORKFLOW
5
4
3
2
1
IMPROVEMENT
&
STANDARDIZATION
Toyota Production System
www.pm-coaching.org
30. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
SIPOC
VSM
DMAIC - PDCA PPS
www.pm-coaching.org
31. • LEAN, PROCESS, METHODS & TOOLS
Define Measure Analyse Improve Control
1 2 3 4 5
Define VSM Scope &
Objectives
Identify Waste & Issues in
the Process
Perform Root Cause
Analysis
Represent the Process
TO-BE
Create & Implement Action
Plan
Monitor & Standardize
DMAIC
VALUE
STREAM
MAPPING
MG
Identify the corresponding
Process
Represent the Process
AS-IS
Collect Data & Metrics
www.pm-coaching.org
33. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
SIPOC
VSM
DMAIC - PDCA
KAIZEN
PPS
www.pm-coaching.org
34. • LEAN, PROCESS, METHODS & TOOLS
1 - Get
employees
involved
2 - Gather
a list of
problems
3 - Encourage
solutions,
then choose
an idea
4 - Test the
solution
5 - Regularly
measure and
analyse the
results
6- If
successful,
adopt the
solution
7 - Repeat on
an ongoing
basis
Kaizen
Cycle for
Continuous
Improvement
Kaizen requires identifying areas
for improvement, creating solutions
and plans for a rollout-and then
Cycling through the process again
for other issues or issues that
Were inadequately
addressed
www.pm-coaching.org
36. • LEAN, PROCESS, METHODS & TOOLS
LEAN
–
6
Sigma
Management
6 Sigma : REDUCTION DE LA VARIABILITE
LEAN : REDUCTION DES GASPILLAGES
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
On
Quality
On
Cost
On
Time
On
Quality
On
Cost
On
Time
SIPOC
VSM
DMAIC - PDCA
KAIZEN
PPS
5S
www.pm-coaching.org
37. • LEAN, PROCESS, METHODS & TOOLS
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Supprimer - Trier
Supprimer l’inutile
Alléger l’espace de travail
Suivre
Contrôler l’application
Progresser
Encourager les efforts
Standardiser
Maintenir la propreté
Appliquer les 3 premiers S
quotidiennement
Situer - Ranger
Classer logiquement
Optimiser l’espace
Rendre ergonomique
Soigner - Nettoyer
Rendre propre
Remettre en état
Faciliter le nettoyage
Méthode
des 5 S
www.pm-coaching.org
42. BPR
• OTHER IMPROVEMENT METHODS
Business Process Re-engineering :
• Changement radical pour un process
• Pour des process techniques transverses à l’organisation
• Attente de gains importants
• Attention portée à l’architecture du processus
• L’implémentation inclut :
- Tests
- Formation
- Programme de déploiement avec force de résolution des problèmes
- Passage en mode croisière avec des compétences de traitement des anomalies
Plan
Design
Implement
www.pm-coaching.org
44. • OTHER IMPROVEMENT METHODS – TOTAL QUALITY MANAGEMENT
Le Total Quality Management a la réputation d’une méthode a grand coûts pour de
faibles retours sur investissement.
Néanmoins, elle a été une étape majeure et nécessaire pour voir le Lean 6 sigma se
développer dans l’industrie et les services.
Ses points forts :
• Engagement du Management Exécutif
• Collaborations Transverses
• La Qualité incluse dans les décisions stratégiques
• Responsabilisation des équipes dans la gestion Qualité
• L’entreprise modélisée en processus
• La Qualité est dictée par le Client
Customer
Focus
Total
Participation
Planning
Process
Process
Management
Process
Improvement
www.pm-coaching.org
46. • OTHER IMPROVEMENT METHODS – RUMMLER BRACHE
Construite à partir de différentes méthodes :
approche Processus, Lean, 6 sigma.
Appelé « Nine boxes model »
La méthode comprend 6 phases
• Improvement planning
• Definition
• Analysis and design
• Implementation
• Management of Process
• Turn over to daily teams
3 Dimensions de Performance
3
Niveaux
de
performance
Management Design Goals
PERFORMER
Concerned with feedback,
consequences & rewards
Concerned with the tools &
training needed to do the job
as well as job documentation
Concerned with performance metrics
& requirements at an individual leval
PROCESS
Concerned with who owns
the process & how they
might improve it
Concerned with the design of
the process, work space or
system
Concerned with the requirement of
the business & the customer
ORGANIZATION
Concerned with overall
leadership culture & the
requirement of
performance evaluation
Concerned with overall org
charts & process architecture
Concerned with operating plans &
top-level metrics
A proprietary program
www.pm-coaching.org
48. • OTHER IMPROVEMENT METHODS - SCRUM
PRODUCT
BACKLOG
SPRINT
BACKLOG
SPRINT
PLANNING
SPRINT
REVIEW
INCREMENT
SPRINT
RETROSPECTIVE
SCRUM
TEAM
Daily
SCRU
M
Sollicité pour des évolutions techniques de produits souvent
nécessaires pour suivre l’évolution des processus.
PREGAME GAME POSTGAME
www.pm-coaching.org
49. • OTHER IMPROVEMENT METHODS - SCRUM
Product Owner
- Définit les fonctionnalités
du Produit en fonction des
besoins et les priorise
- Garanti le ROI
Scrum Master
(manages the process):
- Diffuse les Valeurs Agile
- Facilite
- Coach l’équipe
Team
- Temps Plein
- Organisée et Autonome
- Transverse (MFT)
PRODUCT
BACKLOG
SPRINT
BACKLOG
SPRINT
PLANNING
SPRINT
REVIEW
INCREMENT
SPRINT
RETROSPECTIVE
SCRUM TEAM
Daily
SCRUM
www.pm-coaching.org
51. • OTHER IMPROVEMENT METHODS – CUSTOMER EXPERIENCE MANAGEMENT
• Une Méthode créée spécialement pour les environnements hors Manufacturing
• Elle a renforcée la perspective clients dans les méthodes d’amélioration
• Même pour les Processus sans relation directe avec le Client (Ressources humaines,
finance, légal,…)
àSatisfaction client
àLoyauté
àChiffre d’affaire
www.pm-coaching.org
53. • OTHER IMPROVEMENT METHODS – JUMP START
• Similaire à l’approche Practical Problem Solving du Lean ou les Kaizen Events
• Opération Flash
• Changements à petite échelle
• Approche light
• La phase de définition du problème est occultée (les gens savent où il est)
Problem Root causes Solutions
www.pm-coaching.org
