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Mark Graban
@MarkGraban
www.PracticingLean.com
www.LeanBlog.org
Slides & More: www.MarkGraban.com/LFMay16
Practicing Medicine
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Practicing Law
Practicing Lean?
© Nicole Yearly (“chicagozen“ on Flickr), used under Creative Commons License
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Implementing
Practicing
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Learning
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Learn
By
Doing
Learn
By
Doing *
*With a Qualified Coach
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“I’m Jim Pell.
I’ve been
learning Lean
for 25 years.”
Learning
Through
Mistakes
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We All
MAke
Mistaks
Your
Going to
Make
Mistakes
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One of
My
Mistakes
(2004)
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“My” Kanban System
When inventory reaches 2160,
take care to Level 4
Meterbody kanban board.
Qty to build: 660 units
Actual Build Qty:
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Or…
ean
s isguidedly
xecuted
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Or…
Just not good
at this yet?
Their Kanban System
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We All Start
Somewhere
ean
s istakenly
xplained
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“Toyota would tell you
to kick the patient out
of the room at 19:59
because you have to
keep on takt time.”
We All Start
Somewhere
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“Which
Lean Tool
Should I
Start With?”
Start from need.
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What problem are
we trying to solve?
“Which
Lean Tool
Should I
Start With?”
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“Always start
with 5S”
“Always start
with 5S?”
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We’ve
Always
Done it
That Way
We’ve
Always
Done it
That Way??
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Toyota
Production
System
Thinking
Production
System
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Learn, But Don’t Copy
ean
s isguidedly
xecuted
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Mistakes
in
Manufacturing
(1995)
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Right Tool, Wrong Culture
7 am
8 am
9 am
10 am
11 am
12 am
1 pm
2 pm
92
92
92
92
92
92
92
92
BLOCKS • Plan
• Actual
• Reasons why
Right Tool, Wrong Culture
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Right Tool, Wrong Culture
7 am
8 am
9 am
10 am
11 am
12 am
1 pm
2 pm
92
92
92
92
92
92
92
92
BLOCKS 60
60
60
60
45
60
14
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My GM Mistakes
• Gemba observation
• Ergonomic assist
• Kanban tooling board
• Quality or cost?
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1996 Current State at GM
• Worst performing engine plant
• Worst performing part of GM Powertrain
• Worst performing part of GM N.A.
• Worst performing part of GM
• Worst performing automaker
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Mistakes
in
Service
Settings
(2005-)
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"We were offering suggestions
and getting pushback on safe
staffing, yet being told to reduce
the number of pens and pencils.”
ean
s istakenly
xplained
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“Go ahead and use Lean on
that quality problem…
you’ll speed up your quality problem
and make bad stuff faster.”
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“Lean will help you to reduce or
eliminate [wastes] 1 through 6.
Six Sigma will help you to
reduce number 7 [defects].”
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Jidoka Just-in-Time
Or…
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Questions for Reflection
• Is this helpful?
• Is this kind?
What’s the Situation?
• New to Lean?
• Don’t have the right mentor?
• Ignoring a good coach?
• Repeating the same garbage?
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Or…
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Lack
of
Sustainment?
“We were only holding
the gains on about
40 percent
of those
[Kaizen Events]”
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Why?
Lack
of
Adoption?
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“We’ve been
implementing Lean
for 5 years…
now we’re focusing
on continuous
improvement.”
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The
Power
of
Kaizen
The
Power
of Frontline
Staff
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Franciscan St. Francis Health
Franciscan St. Francis Health
• ~27,000 improvements since 2007
• 33-40% staff participation each year
• Millions in hard cost savings
• And better patient & staff safety, quality,
patient satisfaction, waiting times
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Learning
From
Lean
Hospitals
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“White Coat
Leadership”
• All knowing
• “In charge”
• Autocratic
• “Buck stops here”
• Impatient
• Blaming
• Controlling
“Lean Improvement
Leadership”
• Patient
• Knowledgeable
• Facilitator
• Teacher
• Student
• Helper
• Communicator
• Guide
1. Safety / Quality
2. Customer Satisfaction
3. People
4. Financial Stewardship
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Why
Lean?
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Why
Lean?
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My Hypotheses:
• Reflecting and sharing mistakes and
lessons learned will encourage others
to have a “growth mindset”
• We’ll get better at getting better, which
helps others get better… better
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Q&A / Contact Info
• www.MarkGraban.com
• www.LeanBlog.org
• Slides& More: www.MarkGraban.com/LFMay2016
www.PracticingLean.com