Chief Executives Boards International · and change through high impact, focused projects – Clear...
Transcript of Chief Executives Boards International · and change through high impact, focused projects – Clear...
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Chief Executives Boards International
National Summit April 25, 2014
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Are You Getting Most Out of Your
Businesses & Processes?
864-250-8063
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Copyright and Permission For Use:
Chief Executive Board International
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These materials are the sole and exclusive property of Greenville
Technical College.
The contents hereof contain proprietary trade secrets that are the
private and confidential property of Greenville Technical College.
Unauthorized use, disclosure, or reproduction of any kind of any
material contained in this Manual is expressly prohibited. Any
unauthorized use of these materials for training is prohibited.
Members of Chief Executive Board International are authorized to
use this presentation for personal use and reference. Members
are also authorized to use material internally to train employees
within their companies. Materials cannot be shared with public;
non-member individuals or companies; or any training, consulting
or other competitors of Greenville Tech.
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What’s Changing
•Higher costs of doing business
•Clients expect more at lower cost
•More and changing rules, regulations and
requirements
•Capacity issues
•Staff shortages
•Having to do more with less
•Technology improvements
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Your Situation
• What are the “internal” and “external” factors affecting your
organization?
• What is forcing you to change?
• What frustrates you about your work? What problems or
hassles do you encounter that make you less efficient?
• How are you currently approaching improvement?
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Objectives
• Expose you
– Effective approaches
• Get you to see work with new eyes
• Expand your view of what’s possible
• Motivate you to find out more
• Give you tips you can use and things you can do
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Agenda
• Summarize key improvement approaches
• Best practice management for improvement projects
and tasks
• More about approach called “Lean”
• Recognizing frequently missed waste
• What can you do? How can you get started?
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What Do You Think?
• How many of you have ever built a house?
• How long did it take?
• What is the record for building a house, from pouring
concrete to putting in the lawn?
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High Level Summary Key Improvement Approaches
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Key Improvement Approaches
• Lean
• Six Sigma
• Constraint Management
• Complexity Reduction (less well known)
• Power of integration?
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Well-Known
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Focus and Strengths of Lean?
• Speed, capacity, and flexibility improvements through
elimination of waste and creation of flow – Flow priority: Focus on cash and work flow first; then focus on
information and people flows as support first two flows
– Provide work at “beat” of customer
• Does not mean elimination of people
• Biased towards quick actions: – Philosophy of experimentation (just try it)
– Visual, noticeable changes
• “Simple” problem solving methods
• Involving everyone, everyday in
eliminating wasted time and work
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Focus of Constraint Management?
• Improve speed and capacity (throughput) of processes by: – Identifying, managing and improving bottleneck/constraint
– Subordinating all non-bottleneck steps to the pace of the
bottleneck/constraint
• Philosophies – Bottleneck/constraint limits output of entire process
– Minute lost at constraint or bottleneck is minute lost to system
– Minimize downtime
– Ensure constraint or bottleneck only processes good work
– Reduce changeovers
– Stagger workforce to run through lunch and breaks
– Buffer so is never starved for work
– Apply Lean or Six Sigma or both 12
Bottleneck/Constraint
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Focus of Six Sigma?
• Good for solving chronic problems, reducing variation, and improving quality
• Powerful, rigorous, data-driven problem-solving and design approaches (e.g. DMAIC/DMADV)
• Data driven decisions and actions • Defines, trains and dedicates resources to drive improvement
and change through high impact, focused projects – Clear defined roles and responsibilities (BB, GB, champion,
process owner, top management, others) – Ideally highest potential employees trained as dedicated change
agents – From many sectors of the company (not just Quality Department)
• Ambitious goals – 100X quality improvement every two to three years – World-class quality goal: Six Sigma Quality level
• Voice of the customer central to improvements and projects
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14 Copyright © 2014 Accenture All Rights Reserved
Lean Six Sigma
Roles and Responsibilities
Champion/Sponsor
Green Belt
Expert/ Master Black Belt
Team
Black Belt
Finance
Others?
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Six Sigma Roles and Infrastructure
• Management support and leader roles
– Top Management
– Corporate Deployment Champion
– Department Champion/Sponsor
– Project Sponsor/Champion
– Process Owner/Value Stream Manager
• Process Improvement Experts/Facilitators/Team Members
– Master Black Belt
– Black Belt
– Green Belt – team members or project leaders
– Yellow Belt – team members
– Kaizen Event Leader
• Finance
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16 Copyright © 2014 Accenture All Rights Reserved
Focus & Strength of Complexity
Reduction
Research indicates that product/service complexity (# of product/service offerings, components and/or processes) is often the greatest value destroyer and adder of cost to business
– Three Forms Product/Service Complexity:
• Offerings that add value in marketplace and earn adequate ROIC (profit)
• Offerings that add value but do not earn adequate ROIC (unprofitable)
• Features that are unseen by the customer (non value) but create internal complexity and cost to organization
– Often complexity goes undiagnosed and may causes an organization to close without knowing why
– Once identified, solutions include:
1) First, streamlining complexity (standardizing/commonizing components and lean Six Sigma) and
2) As a last resort after Step 1, reducing or eliminating unprofitable offerings (outsourcing or eliminating)
For more information see “Conquering
Complexity in Your Business” by
Michael George and Stephen Wilson
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Why Lean Six Sigma
(+ Constraints + Complexity + ...)
• Best combination of tools available today to
simultaneously attack quality, productivity, speed and
cost
• Build on each others strengths and minimize
weaknesses
• Great way to execute business strategy through: – Rigorous project selection and focus on highest impact
projects
• Seize management attention – High impact projects
– Talks language of management ($)
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Organizations Using
Lean Six Sigma
• GE – popularized Six Sigma
• Allied-Signal – refined it
• Other Manufacturers – Sealed Air, BMW, Caterpillar, Johnson & Johnson, Rockwell Automation, Boeing, Lockheed Martin, Dr. Pepper and many others large and small
• Military – Marine Corp., Navy, Army, Air Force
• Other government – DHEC, DoD, U.S. Mint
• Service – Starwood Hotels, PNC Bank, Net Bank, Starbucks, Staples, Hertz and many others
• Healthcare – Many hospitals; clinical labs
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Examples of Success
• In one year, a division exceeded their profit goal by $2,000,000, grew
net profit by 15%, achieved 100% on-time schedule commitment, and
took their division from worst to first in the company
• Lumber company reduces defects by 43%, exceeding their goal of 25%
reduction, and saves over $90,000 per year
• Hospital had a 25% reduction in requisition to hire time for nurses from
almost 60 days to 45 days, exceeding their goal of a 10% improvement
• Manufacturer reduced changeover time from approximately 2 hours to
20 minutes saving $116,000 per year
• Manufacturer reduced number of component variations from 353 to 114
at a savings of approximately $350,000 per year
• Blood center virtually eliminated their stock outs on blood drives
• A business service company reduced % errors in responding to
customer needs by 85% resulting in $1.8 million per year in reduced
penalties
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Which approach or approaches
• Problems and improvement opportunities can be
– Simple “go do it” improvements
– Medium complexity (2 weeks or less)
– Complex (2 weeks to months)
• Minimum Needs? – Lean
– Some type of Problem Solving method
• What is best? If you were to hire someone, who would you
want to hire?
• What should you call your improvement initiative?
– Whatever you do, what you call it will dictate whether it is “flavor
for month” or sustainable improvement
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Critical Approach to
Successfully Managing
Improvement Projects & Tasks
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Successful
Project or Task
Management
- SHORT ACTIVITY –
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Learning Objectives
• How inadvertently guarantee costly and long
improvement projects
• Understand drivers of long project or task completion
times
• Food for thought …
• Provide immediate takeaways – Keys to successful project/task management
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Exercise: Work Rules
• Work individually and quickly
• Maintain quality (normal signature)
• No breaks
• More important to work at consistent rate
• Don’t speed up over time
• Two (2) work periods
• Work content will essentially be the same
• When completed put your pen down
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Activity Questions • What if the notes were projects, what does that show?
• What if instead of one paper (project) at time, worked on 5 or
10 simultaneously – What happens to one project when another is being worked on?
• What is management’s view of projects?
• What would be impact of:
– Giving or receiving more projects, without prioritizing
– Variation or problems with work content
– Changing priorities, firefighting
– Interruptions
• Other questions
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How Apply 4 Resources on 8
Projects - Traditional
Project Resource
Months or Weeks or Days
1 2 3 4 5 6 7 8 9 10 11 12
1 Resource 1 $$$
after 8
Days,
Weeks
or
Months
2 Resource 1
3 Resource 2
4 Resource 2
5 Resource 3
6 Resource 3
7 Resource 4
8 Resource 4
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How Apply 4 Resources on 8
Projects – Best Practice
Project Resource
Months or Weeks or Days
1 2 3 4 5 6 7 8 9 10 11 12
1 Resource 1 & 2 $$$
after 2
Days,
Weeks
or
Months
2 Resource 3 & 4
3 Resource 1 & 2
4 Resource 3 & 4
5 Resource 1 & 2
6 Resource 3 & 4
7 Resource 1 & 2
8 Resource 3 & 4
RateExit
PIPPLT PIP = Projects-in-Process Little’s Law &
Projects
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Project Focus Summary
• More projects launched; more likely to take longer to get any one project done
• More projects given to any one person or team; more likely to take longer to get any one project done
and therefore
… more likely to become lower priority
… less likely to get done
… longer you will take to see return on project (if ever)
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An Implementation Perspective
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The most important things in any
improvement initiative is …
Focus …
Focus …
Focus …
Approximately 1 % of your business creates
50 % of your problems
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Keys to Project Success
• Focus number of projects, tasks or activities the organization and
any one resource works on at once
• Focus … on “right” things, not everything
– Best, highest impact projects or improvements
– Establish right strategy and pick right improvement projects or tasks to
execute strategy as quickly as possible
• Focus … project “scope” to get project done in 3-6 months time or
less
– Otherwise, business needs change and people lose interest (team and
management) and project never gets done
– Maximize impact doing multi-generations of short time “chunk” projects
• Focus … on dedicating resources, time and best people
– On these most important projects to get them done as quickly as
possible
• Focus … on controls and monitoring to sustain gains
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Solutions: If you want to complete
more projects in less time
1) Solution 1: Project launch must be based on resource
availability
• Projects constrained by availability of all required resources
• If recommend 2 projects per full-time change agent
– How many should a part-timer work on?
2) Solution 2: Reducing projects-in-process (PIP), can
generate results four times faster
• Counterintuitive: want to get more projects done, do fewer
• If you have to limit number of projects, which project or
projects should you work on?
3) Solution 3: Prioritize focus on highest value projects to
drive better results, faster
– Can still work on employee driven small improvements
– Based on strategy, customer needs 31
32 Copyright © 2014 Accenture All Rights Reserved
Tool to Track Resource Workload
and Availability
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Real-life examples
• R&D group of 200 had 900 active projects in pipe-line and worked
on unknown number of proposals. Is it any surprise they exited only
5 projects that contributed to bottom-line in prior year? What would
be the average process lead time per project?
• One company had 100 employees and launched five team-based,
green belt projects. After one year, how many projects do you think
they completed?
– What they did that saved over $1.5 million
• Another organization was always 3-6 months late and over-budget
on all their capital projects
– What they did that saved over $1.2 million/year?
• Full-time improvement expert did eight projects over one year, one
at a time, doubling capacity
– What would have happened if he worked on all eight at once?
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More About Lean
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History of Lean:
Henry Ford Quotes
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"Many people are busy trying to find better ways of doing
things that should not have to be done at all. There is no
progress in merely finding a better way to do a useless
thing."
Henry Ford
11/15/1922
"The competitor to be feared is one who never bothers
about you at all but goes on making his own business
better all the time."
Henry Ford
2/15/1923
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History of Lean
• Lean has been around a long time
• Henry Ford and Ford Motor company in 1920’s pioneered early concepts of lean in use today – Wanted work to flow and never stop
– Excellent quality necessary if want work to flow
– Shorten order to cash time
– Constant, small improvements
• Took _________ to go from iron ore to Model T
• Problems with Ford Motor Company – No flexibility – You could have any color Ford you want as
long as it was _____
– Bought by Dupont and forever changed
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History of Lean
• Toyota visited and learned from Ford Motor Company – Strapped for cash post-World War II
– Liked many of Ford’s concepts
• Toyota Production System came out of need for improved performance – Over 20 years to develop, in parts developed as counter-
measures to problems
• Toyota used concepts to become largest and most profitable car company in world – More importantly has become a benchmark for efficiency and
quality
• Toyota trained employees and suppliers in these methods – Concepts spread from there
– Now applied in every type of organization
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Becoming Sector Specific
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… and many other tailored applications of lean
• Lean accounting
• Lean construction
• Lean development
• Lean healthcare
• Lean hiring
• Lean government
• Lean logistics
• Lean manufacturing
• Lean project
management
• Lean design
• Lean purchasing
• Lean scheduling
• Lean supply chain
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Focus and Strengths of Lean?
• Speed, capacity, and flexibility improvements through
elimination of waste and creation of flow – Flow priority: Focus on cash and work flow first; then focus on
information and people flows as support first two flows
– Provide work at “beat” of customer
• Does not mean elimination of people
• Biased towards quick actions: – Philosophy of experimentation (just try it)
– Visual, noticeable changes
• “Simple” problem solving methods
• Involving everyone, everyday in
eliminating wasted time and work
• Achieve “Lean Ideal State”
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A Lean “Ideal State” Output of an ideal person, organization or process:
• Work at pace of customer
– Provide exactly product, service or work external or internal (next step) customer needs
– No more or less
• Error free; done right first time
• When needed, no earlier or later
– Responding quickly to changing requests
• Get each process to do and work on only what the next process needs, when it needs; linking all processes:
– In smooth, continuous flow
– Little or no wait time, detours, stops and interruptions
– Balanced and equal work
– That generates the shortest lead time, highest quality, and lowest cost
• Without waste
• At lowest cost
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Improvement Starts by
Defining Your Ideal State
Where can’t meet ideal, have opportunity to improve
To drive improvement, always ask:
• What is your ideal state for your process or improvement?
• How can you break down the achievement of the desired state
into smaller step-improvements and goals?
• What actions will move you or your organization closer to the
ideal state?
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Do You Use Lean Metrics?
Speed Measures:
Customer Lead Time
Process Lead Time (PLT)
Inventory and WIP
Process time (P/T)
Capacity Measures:
Exit Time/Exit Rate
Throughput or capacity
Takt time or takt rate
Process cycle efficiency or
process efficiency
Quality Measures:
% Good or %Yield
% Defects or Errors
Other typical measures
Others Inventory turns
Uptime or downtime
Overall Equipment
Effectiveness (OEE)
Changeover time/Setup Time
Lean accounting measures
Others 42
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Value Stream Mapping
Batch Reduction
Involvement/ Cross- Training
TPM
5S & Visual Management
Work Layout Standard Work
Work Cells/Cellular Flow/One Work Quantity Flow
Pull/Kanban
POUS
Quick Changeover
Quality at Source
Mistake Proofing
Waste Identification & Elimination Change Management
Balanced Work
House of
Lean Improvement
Recognize or Use Lean Tools?
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Why Lean?
• Estimated 60-80% of organization costs can be reduced
• 30-95% of work is considered “waste”
• Improves bottom-line: growing business and reducing
cost
– Through better performance and efficiency
• Organization and job survival depends on it
– Competition for your products and job can come from anywhere
• Who wouldn’t be interested in:
– _____ decrease in lead time
– _____ increase in capacity
– _____ quality improvement
– _____ reduction in inventory/WIP and _____ space reduction
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Key Lean Concept:
Learn to identify work and
waste,
starting from point of view of
customer
• Focus on value as defined by customer
• Helps identify often hidden, massive
opportunities for improvement
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Lean Helps Classify Work
To Focus Improvements
1) Customer value-added (CVA)
• Work that adds form, fit, function, or service on behalf of
customer
• Work that customer would be willing to pay you to do or
give you time to do
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Lean Helps Classify Work
To Focus Improvements
2) Business Non-Value Added (BNVA) • Also known as Non-value Added Required (NVA-R) or
Business Value Added (BVA)
• Work needed to meet legal and regulatory requirements
• Work that if not done would prevent the organization from doing business effectively – Examples: payroll, sales, marketing, h.r., training
3) Non-value added • Everything that doesn’t fall into other two categories
• Lean helps us classify “waste” or “muda”
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Where do we typically focus our
efforts? CVA, BVA, NVA?
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Lean = Elimination of Wasted
Work/Time (Not People)
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Value Added Non-Value Added
Typically 90-95% of
all lead time is non-
value added in an
organization that has
not applied lean!
Estimates indicate 60-
80% of costs can be
reduced through
WASTE ELIMINATION
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VSM – Starting Point
49 © Lean Enterprise Institute (LEI) – Sample Value Stream map is used with permission from LEI
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What is Waste?
• Known as “muda” or non-value added work
• Anything that adds cost or time to a product, work or
service without adding value
– Example: Things we don’t get money for
• Waste is a leading cause of unnecessarily slower,
inefficient, ineffective and costly processes
• Major contributor to lost capacity and long process
lead times and customer lead times • Even customer value added and business value added activities contain
lots of waste
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The Problem:
Waste is often unseen!
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First step to improvement is enhancing your
ability to see even tiniest bit of waste
You, your co-workers and customers feel impact of waste
Source of frustration and lost time
Results in workarounds
Problem: Waste often unseen to “untrained
Lean can help us recognize waste
Everything
looks good
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Identifying and Remembering
9 Categories of Wastes
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Identifying and Remembering
9 Categories of Wastes
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Confusion Waste
• Employees unclear about
– Best or right way to do work
– Instructions or procedures
– What to do next and in what order
– Where to find/store items or work
– How much time they have to do work
• Missing information need to adequately do work
• Source of many errors and rework
• Source of wasted time and great frustration to
employees and customers
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Overproduction Waste
• Sending more work or doing work earlier or faster than
can be handled by the next person or step
• As a result, the work __________
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Excess Inventory and
Work-in-Process (WIP) Waste
• Excess Inventory - Having more of something than need or can immediately use or process; material inventory ties up cash
• WIP - Any type of work, item or person contained within or queuing in front of process
– WIP also known as Things-in-Process (TIP), Projects-in-Process (PIP), Patients-in-Process (PIP), and other terms
• More WIP and inventory, more waste
– Creates searching, tracking, motion, handling, picking up and putting down, and other issues
– Lean is about controlled inventory and WIP, not none
• Symptom of other problems
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Waiting Waste
• Overproduction and WIP lead to waiting waste
• Biggest contributor to long process lead times
• Time is a valuable commodity in any office or work environment
• Anything (work, person, process, equipment) sitting or waiting to
be worked on or used, even for 1 minute is waste
– Do tolerate some employee wasted time, if it allows work to flow
through process faster
• Anything that causes work flow or employee flow to be
interrupted or stopped creates waiting waste
• Consider any idle time created when waiting for…?
– … material, information, instructions, people, task completion,
equipment, specimens, tests, supplies …
• What do you, other employees and your customers wait for?
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Motion Waste
•Any extra or unnecessary movement of people or
machines that does not add value to the product or
service
•For frequently used items waste is – Any movement more than 3-5 feet (within reach of wingspan)
– Anything not stored at point-of-use or where needed
•Consider – How far do you walk or move to get something you need to do
your work? Others?
– How often do you pick up and put down work?
– How would you feel if during a medical emergency, doctor or
nurse had to leave the room to get a needed item?
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Transport Waste
•Physically transporting or moving materials, work,
people, papers, or other items around the facility or
organization – Motion waste deals with motion of people or equipment; not
materials
• Consider: – How may times does an item or paperwork get picked up and
moved? How many feet does it travel?
– Have you ever been to a hospital? How far is a patient
transported around facility in a wheelchair or gurney?
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Motion & Transport Waste
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Unnecessary people or work movement
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Spaghetti or Transport Map -
Motion and Transport Waste
Office Waste
Manufacturing Waste
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Over-processing or Non-value
Added Processing Waste
• Unnecessary, extra, unproductive or inefficient work
or steps; duplication
• Work performed because that’s the way it has
always been done; workarounds
• Put more effort into product or
service than required or someone’s
willing to pay for
• Over-designing more into a service
or product or process
62
Please
approve.
Please
approve.
Please
approve.
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Defects/Errors/Mistakes/
Rework Waste
• Not doing work right the first time
• Process fails to meet internal/external
requirements/expectations
• Results in negative outcomes:
– Extra re-processing or rework
– Scrap
– Customer dissatisfaction
– Wasted time
– Over-inspection and audits
• You can’t be fast if you have excessive quality problems and
mistakes – Lost time, speed, capacity, cost
• Good quality saves lots of $; poor quality often a “hidden
drain” on business $ 63
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People/Skills/Idea/Human Talent
Waste
• Anything that reduces the full potential of employees
and their ideas
• Failure to create cross-trained and flexible workforce
• Failing to use or under-utilizing skills, knowledge,
abilities, creativity and ideas of all employees
– Failing to involve everyone in daily improvement
– Not asking staff that work in process how to improve
– Failing to use employee knowledge and experience
– Failing to improve your employees
– Lack of focus; No alignment of goals and objectives
• Who best understands and can improve process?
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Wasted Human Talent
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Waste: Not asking the staff that works the process how to improve
it & even to make the improvements themselves
I’ve made a few
changes to the
process.
Manager
Staff
Staff
Staff
I wish someone
would ask OUR
opinion…!
Staff
Staff
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True Story:
Can You See the Waste?
• You arrive at airport 1 ½ hrs early for your flight; Plane arrives and boards one hour late
• Pre-flight checklist detects a repair request that was reported and supposed to be handled the night before, but wasn’t
• Plane waits 30 minutes at gate for maintenance to arrive
• Flight cannot be fixed and is cancelled
• All luggage and passengers are de-boarded
• Two gate agents are overloaded re-booking international and national travelers
– Before they can finish, they have to go load another plane and tell remaining passengers to go to another gate or exit the security area to get re-booked
– Other gate agents don’t want to deal with it because not their flight
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True Story:
Can You See the Waste?
• One hour later, booking complete
• Wait for another two hours for next available flight, which
arrives 20 minutes late
• Arrive in connecting city and find re-booked ticket given was
never saved in system during re-booking rush, no seats are
available on overbooked flight
• Wait two hours for new flight
• Finally arrive at destination
• Luggage never left origination city
• Fill out lost luggage information, and luggage delivered next
afternoon
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Attacking Waste
All work and processes,
even value-added ones,
contain waste
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Remember, first step to becoming lean
is improving your ability to see even
tiniest bit of waste
What do you do after recognizing waste?
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Options for Attacking
Wasted Steps/Tasks
1) Eliminate?
2) Simplify? Make easier to do?
3) Streamline? Do it faster?
4) Do in parallel (same time)? Or do ahead of time?
5) Standardize on best, most efficient way? Will
doing same way make us faster?
6) Improve any other way?
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Where Do You Start
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What Can You Do?
• Focus, focus, focus on your high impact improvement
opportunities
– Get them done as quickly as possible
• Become an expert in seeing and eliminating waste;
then train your employees
– Attack even smallest amount of waste
• Involve your employees in seeing and implementing
many small improvements, every day (more in
appendix)
– Smaller improvement ideas, the better
71
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What Else Can You Do?
Observe
• Observe Work …Be Work
– Looking for nothing but waste
• Observe movement of one or more employees
• Identify interruptions to flow
• Evaluate process using 5P’s (see appendix)
• Do a waste walk analysis (see Appendix)
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What Else Can You Do?
Get Educated
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2secondlean.com
“Decoding DNA of Toyota Production System” by Spear and Bowman
“Must” reads
If want to know
more about
Lean Six Sigma
Written by CEO
for CEOs
Copyright © 2014 Greenville Technical College All Rights Reserved
What Else Can You Do?
• Create an ideal state vision for a process to better
help you identify opportunities for improvement
• What you name you improvement program matters
– Don’t call it Lean or Lean Six Sigma, make it general
• Implement standard work as a basis for sustainable
improvement and consistently effective operations
– No improvement is possible unless standard work is known
and followed
– Find and implement best known way to do a job (standard
work) and then make it better
• Hire a full-time expert or part-time consultant
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Copyright © 2014 Accenture All Rights Reserved
“To improve is to change;
to be perfect
is to change often.”
Winston Churchill
What are you waiting for?
Even if you start small, start right away!
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Copyright © 2014 Greenville Technical College All Rights Reserved
Contact Information
For questions or further information contact:
Marco Luzzatti, Lean Six Sigma Master Black Belt Train-the-Trainer
Corporate & Career Development Division – Greenville Technical College
Greenville, SC
864-250-8063 and [email protected]
• Corporate & Career Development is committed to providing the best
training for corporate, professional, and personal career development
• Over 400 companies and 22,000 students each year recognize Corporate
and Career Development as an innovative learning organization
• Our division does not work with college students, but provides training and
consulting for organizations, their employees and general public
• Training and services conducted with students from over 30 countries as
far away as Chile, England, Germany, Italy, Kuwait, Turkey, Vietnam
• Website: http://www.gvltec.edu/business-organization/
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Copyright © 2014 Accenture All Rights Reserved
Other Training Provided
Lean Events & Training
• 5S
• Quick Changeover
• Value Stream Mapping
• A3 Problem Solving
• Easy Employee Idea Implementation
• Others
Other Services
• Lean Six Sigma
• Project Management
• ISO 9001 and other standard training
• Auditor and Lead Auditor
• Quality Tools
• Problem Solving
• Leadership/Supervisory
• Many others
Copyright © 2014 Greenville Technical College All Rights Reserved
Appendix
Engaging All Employees in Implementing
Sustainable Continuous Improvement Ideas
Copyright © 2014 Greenville Technical College All Rights Reserved
There are more wagon Pushers than Pullers
and they are critical to making progress.
How would employees and organizations benefit if everyone was working, every day on improvement?
Review
Those companies that can engage everyone
in improvement will outperform those who can’t
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Copyright © 2014 Greenville Technical College All Rights Reserved
Types of Improvements
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Organizations need lots of
bunts, not just home runs to
be successful!
Whole team needs to bat as
well!
• Most organizations fail to capture opportunities from small changes
• Successful companies tap into small improvements, not just medium and large to maximize results
In the U.S., do we focus on home runs or singles?
Copyright © 2014 Greenville Technical College All Rights Reserved
Good News or Bad News First?
• Bad news
– We hardly ever ask employees for their ideas
– When we do, we don’t give them time to implement
– Disappointed with lack of “big” ideas
• Good news
– People have lots of good ideas to share
– Can help people see waste and missed opportunities
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Copyright © 2014 Greenville Technical College All Rights Reserved
Begin to think about square wheels
in your work area
• Simple improvement ideas
– Think eliminating waste, frustration, hassles
• Smaller and simpler is better
– Think saving seconds
– Easier to do with less risk
– Encourages experimentation
– More likely to get approved and done
– Employees may need coaching & encouragement
• Want ideas employee can implement themselves
with approval
– Need to give them time
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Copyright © 2014 Greenville Technical College All Rights Reserved
Goals
• Worker’s can eliminate hassles and frustrations
• Employees make improvements always known, but
could never implement
• Goal is NOT $, although that may be an outcome
• Create an improvement culture: “Thinking Culture”
– Change and improvement becomes way things are done
around here
• Engage, develop and motivate workers
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Copyright © 2014 Greenville Technical College All Rights Reserved
Imagine Power
Imagine power of involved employees
• Who constantly recognize waste and improvement opportunities
• Implement and share their solutions
Copyright © 2014 Greenville Technical College All Rights Reserved
Appendix
Process
Observation & Improvement
Questions
Copyright © 2014 Accenture All Rights Reserved
Work Observation & Simplification
Questioning Sequence
Questioning sequence used follows a well-established pattern which
examines:
• Why: Purpose for which the activities are undertaken,
• Where: Place at which the activities are undertaken,
• When: Sequence in which the activities are undertaken,
• Who: Person by whom the activities are undertaken, and
• How: Process/Means by which the activities are undertaken
with a view to:
– Eliminating,
– Combining,
– Rearranging, and/or
– Simplifying.
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The Purpose
• What is done?
• Why is it done?
• What else might be done?
• What should be done?
• Is the work or step value added, business non-value added or business value added, or non-value added (waste)
• If we eliminated job, step or work; would customer or anyone in the business care?
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The Place
• Where is it done? Where is it not done?
• Why is it done there? Where should it be done?
• Where else might it be done? Could we move it closer?
• Where is it stored? Do we need storage or storage area? Do we need to store that item? Could we move it out work area?
• Opportunity to redo layout?
• How can we minimize waste of motion and transport? Does task involve walking or moving to get something?
• Can we outsource? Can we do cheaper or better?
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The Sequence
• When is it done? When is it not done?
• Why is it done then?
• When might it be done? Can we change sequence?
• When should it be done?
• When is it scheduled? How is it prioritized? How do people know what to do next and by when?
• Where do inspections? Is there opportunity for full inspection?
• Can we do it while process is running (external) rather than while its down (internal)?
• Can we do it parallel rather than serially?
• Can we reorganize sequence around value streams and product/process families?
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The Person
• Who does it? Who doesn’t? Who else might do it?
• Why does that person do it? (in order to combine
wherever possible or rearrange the sequence of
operations for more effective results)
• Who should do it?
• Can we cross-train for flexibility?
• Is work evenly distributed? Opportunity to balance
work?
• If idle time, what do we want individual to do with idle
time (5S, replenish inventory, cross-train, problem
solving, waste elimination, team work, etc.)
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Copyright © 2014 Accenture All Rights Reserved
The Process/Means
• How is it done? Why is it done that way? (in order to simplify
operation) Why has it always been done this way?
• How else might it be done? How should it be done?
• Does it involve walking or moving to get something?
• Poor ergonomics? Poor safety?
• Errors? Can we make use of mistake or error proofing?
• Where is best place to do inspection and by who? Can we do full
inspection?
• Can we eliminate, combine, balance rearrange, or simplify work?
• Is done consistently and in currently best known, most efficient
manner (standard work)?
• Where do I deviate from or work around standard?
• Where are there disruptions or interruptions to work flow and what
can we do about it? 91
Copyright © 2014 Greenville Technical College All Rights Reserved
Copyright and Permission For Use:
Chief Executive Board International
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These materials are the sole and exclusive property of Greenville
Technical College.
The contents hereof contain proprietary trade secrets that are the
private and confidential property of Greenville Technical College.
Unauthorized use, disclosure, or reproduction of any kind of any
material contained in this Manual is expressly prohibited. Any
unauthorized use of these materials for training is prohibited.
Members of Chief Executive Board International are authorized to
use this presentation for personal use and reference. Members
are also authorized to use material internally to train employees
within their companies. Materials cannot be shared with public;
non-member individuals or companies; or any training, consulting
or other competitors of Greenville Tech.
Copyright © 2014 Greenville Technical College All Rights Reserved
Contact Information
For questions or further information contact:
Marco Luzzatti, Lean Six Sigma Master Black Belt Train-the-Trainer
Corporate & Career Development Division – Greenville Technical College
Greenville, SC
864-250-8063 and [email protected]
• Corporate & Career Development is committed to providing the best
training for corporate, professional, and personal career development
• Over 400 companies and 22,000 students each year recognize Corporate
and Career Development as an innovative learning organization
• Our division does not work with college students, but provides training and
consulting for organizations, their employees and general public
• Training and services conducted with students from over 30 countries as
far away as Chile, England, Germany, Italy, Kuwait, Turkey, Vietnam
• Website: http://www.gvltec.edu/business-organization/
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