2 - Lean Management Transformation

8/17/2019 2 - Lean Management Transformation

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Lean Management Implementation

: Systematic Approach


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Lean Management:Lean vs Traditional

Most American companies follow theWWII style of leadership, often called“Command and Control”:

– Leaders establish company ision andstrategy

– Leaders create r!les that goern employeebehaior

– Leaders sole problems that arise

– Wor"ers do the wor" that they are hired todo


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Lean companies re#!ire a hybrid form ofleadership $!pside down triangle%:

– Leaders still establish company ision and strategy

– Leaders ass!me the role of s!pporting&g!iding the'(AL e)perts, the wor"ers, in solingproblems&driing improement toward the ision

– Innoation and problem soling wor" is not onlyenco!raged, b!t re#!ired of eery employee

– Altho!gh decision ma"ing is p!shed to the lowestleels of the company, the balance of empowermentand discipline are maintained with a collaboratie *scienti+c decision ma"ing process


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Leading a LeanTransformation

Step : Create Moment!m for adi-erent paradigm

– .ic" a small area to begin improing

– Ma"e s!re it/s in a isible&p!blic place

– C(L(0'A1( the s!ccess as a “2ic"34-”eent


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Step 5: 2eep the 6aith7 – Someone has to lead the charge and "eep the wor"

moing

– 6oc!s on processes, 841 people

– Ma"e Lean a part of eeryday conersation – 9old reg!lar eents s!ch as training, improement

eents, meetings $shorter the better% 'eg!lar e-orts toimproe processes m!st become a large part of whatyo! do

– 8eer miss an opport!nity to celebrate a s!ccess nomatter how small7 1his doesn/t hae to be a party, b!timproement m!st be recogni;ed and celebratedappropriately


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Step


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The A3/PDCA Story BoardMethodology

An A< is a .=CA $.lan, =o, Chec", Act&Ad?!st%Story 0oard

– It can be ad?!sted for the type of story being told$#!ality problem, company strategy, process

problem, etc%

– Always !se the fo!r steps of .lan, =o, Chec",Act&Ad?!st

– 8o e)act or speci+c loo" or format

– 1he more is!al the better – 6I1S 48 48( .A@(777 $it/s o" to !se baby A


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A3/PDCA Story Board


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The A3/PDCA Story BoardMethodology

9eading Content: – What is this story abo!tB $type of story,

si;e, scope, etc%

– Who is it abo!tB $b!siness !nit,department, team, etc%

– Who is on the team telling the story and

who is the LeaderB – What time frame does it coerB


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“.lan” Content:

• What is the problem and teamB $1his re#!ires a@44= problem statement based on =A1A%

• .resent $or starting% conditions and any bac"gro!ndinfo re#!ired $pareto chartsB histogramsB .ict!resB%

• Analysis of the c!rrent sit!ation: – Common tools !sed by the organi;ation eery time

• Ca!se and (-ect =iagras $6ishbone =iagram%

• Whys

•

Ca!se Map• (tc

• Improement @oal $meas!reable res!lts and timebo!nd%


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“=o” Content:

• Co!ntermeas!res p!t in place – Short term +)es

• Long term root ca!se elimination

• Action plans for the co!ntermeas!res$gant chartB, who, what, where,when%


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“Chec"” Content:

• 'es!lts of actions $before and afterchart alidating impact%

• 1hat/s it


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“Act&Ad?!st” Content:

• Ad?!stments made

• Standardi;ation p!t in place to ins!recontin!ed res!lts $standardi;ed wor",training, etc%

• 8e)t target for improement and&orne)t reiew cycle for this iss!e

• Any additional follow3!p actionsre#!ired


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6ootnotes Content:

• When story was completed

• Who reiewed the story and signedo- on the res!lts and standardi;ation

• What additional action $if any% needsto ta"e place


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2 - Lean Management Transformation

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