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NPES November 16 -17, 2008 M. Taubitz © Lean Journey LLC 2008 Understanding Lean & Safe.

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Presentation on theme: "NPES November 16 -17, 2008 M. Taubitz © Lean Journey LLC 2008 Understanding Lean & Safe."— Presentation transcript:

1 NPES November , 2008 M. Taubitz © Lean Journey LLC 2008 Understanding Lean & Safe

2 TOP MGT. Safety Employee NO!!! Safety model based on decades of we need more support and commitment……….. Safety is a leadership issue

3 TOP MGT. Safety Employee YES!!! Integrated Information Action Inputs The proper mantra is Hey boss, you lead and Ill support you….. Lean & Safe are both leadership issues….

4 MIT defines lean as production design that is aimed at the elimination of waste in every area, including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand, while producing top quality products in the most efficient and economical manner possible. A simpler definition with broader application is: 1)Identify waste 2)Eliminate waste

5 Companies Using Toyota General Motors Boeing UTC / Sikorsky Printing Financial Services Engineering Testing Labs

6 Lean is a term coined to describe the Toyota Production System Fujio Cho, Toyota Chairman, in a Business 2.0 interview, Jan/Feb 2005 …..Some people think that if they just implement our techniques, they can be as successful as we are. But those that try often fail. That's because no mere process can turn a poor performer into a star. Rather, you have to address employees' fundamental way of thinking. At Toyota, we start with 2 questions: 1. "Where are we wasting resources like time people or material?" 2. "How can we be less wasteful?"

7 Difficult to recognize Need to make waste obvious Waste identification is the first step towards attaining improvement in efficiency Must re-examine the way we think about waste But first, we need to better understand Lean & Safe……..

8 The Relationship of Culture and Lean & Safe Operations Leadership 5S Application Self sustaining Culture Continuous Improvement Other Lean Tools Value Stream Mapping Verify & Validate Implement Design Risk Assessment Lean & Safe Culture Changes organizational culture using 5S, value stream mapping and other lean tools to establish a self sustaining lean culture Lean & Safe Design application specific safeguarding for lean & safe productive operations; utilizes risk assessment and waste elimination based on 5S and lean principles Company x

9 Traditional Safety vs. Lean & Safe Traditional Safe strives for –acceptable risk Lean & Safe strives for –acceptable risk with minimized waste The integration of lean and safe is an emerging issue full of opportunity –Threat is confusion about Lean and how it integrates with Safety Emerging issue

10 Confusion Lean seems to be an in thing –Many companies are tacking Lean onto whatever theyre currently doing and selling it as lean Lean 6 Sigma, Lean Behavior Based Safety, Lean Ergonomics, Lean Accounting, Lean Office, Lean Engineering….. may all have value, Lean is thought of for the factory floor, engineering and supply chain, but Lean is the identification and elimination of waste in every facet of your daily business……….. Lets first look at the factory………….

11 1. Sort 2. Straighten 3. Shine 4.Standardize 5. Sustain

12 5S on the factory floor....

13 5S / Lean uses simple changes to eliminate waste

14 What you need When you need it Where you need it……

15 Lean & Safety are both Leadership Issues Broad application beyond the factory floor Must apply to offices, sales, administration, etc…. To develop desired culture If we expect leaders to lead the integration of lean and safe, its incumbent upon safety pros / staff to understand both……… –Can you name the 7 forms of waste and the 5 repeatable steps to eliminate waste?

16 Learn how to identify and eliminate waste Organize your business Learn fundamentals for future efforts The 1 st Step

17 WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS "TANGIBLE" IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE CONTINUOUS IMPROVEMENT O ver- Production P rocessing M aterial Movement W aiting I nventory C orrection M otion WASTE TYPES OF WASTE ?

18 1. SORT 2. STRAIGHTEN 3. SHINE 4. STANDARDIZE 5. SUSTAIN

19 Customer Service Center Before 5S:

20 Service Center After 5S: 5S Kaizen Workshop resulted in identifying 9, 300 excess file folders

21 Copy Center

22 Moving the printer next to the half- wall eliminated the necessity for employees to walk inside the area

23 Which has more waste with associated tasks or #1 #2 #1

24 #2 The winner is…….. We start with 5S for common areas to learn about waste…. Tackling the hidden waste in business systems is much more difficult………..

25 Hidden waste is always the worst Computer issues…….. OS runs slowly Files wont open Crashes Virus Cant find files jail Redundant files Shared drive chaos Etc….. Resultant waste…… 1.Corrections (defects) 2.Over-production 3.Motion (extra key strokes) 4.Material movement (electrons) 5.Waiting 6.Inventory 7.Process (call IT, compress files, reboot, pray….) = Value stream / process mapping is used to make hidden waste visible

26 Typical Value Stream Mapping Workshop Current State VSM with material flow; lead times, capacity profile and simulation cross functional team no computers effective not pretty displays the true current state promotes team work and brainstorming …..

27 How would an executive or staff tackle the waste in this process if they cant see all of the steps??? Value Stream Mapping Makes Hidden Waste Visible Team of knowledge workers estimated that they would have steps in this process…. Two hours of work identified 101 steps

28 Knowledge Folders A series of folders stored in one central location, each of which has detailed and complete information on how to do something Usually filed alphabetically simple manila folders work just fine storage can be a strong box or a plastic milk crate Used to standardize work within a value stream or process

29 Initial 5S Training Office or Workspace Process Lean Tool kit 5S is the enabling process to identify & eliminate waste in value stream mapping

30 A lean culture is more productive and less stressful Do your offices have? –5S –Process or value stream mapping of Salaried business processes –Lean Council –Safety for salaried workers –Metrics for waste / visual wall to display Projects and metrics –Standardized one-page reports –Visual controls –Standardized work –Knowledge folders –Teamwork and balanced workloads –Quality and problem solving training –Continuous improvement efforts –Management system Lean Tool kit Like safety, lean demands active leaders who wish to demonstrate I care

31 Staffing Productivity WasteProductivity = = Lean is not just for the factory floor………… Reduce Waste & Stress - - not people Respect for people

32 Stress in Todays World Waiting for: –Someone to return a call –Approvals –Paperwork –Meeting to start Correcting others mistakes Last minute changes – working OT Searching frantically for paperwork Excess steps Bureaucratic processes Incorrect or incomplete instructions Jail Unbalanced workload Roles and responsibilities not clear Technology problems…. Learning to apply lean in offices helps the entire organization…

33 Comparison of Traditional Learning with hands-on Lean Traditional Difficult to translate into action in the workplace –Read –Seminars –Webinar, etc…. Describes what without how Kaizen / Other Lean Workshops –Hands-on learning –Teamwork –Workplace is improved –Foundation for continuous improvement –Act your way to a new way of thinking… Lean Living –Truly a learning journey Experiential Learning

34 Your Current State? Workplace neat, clean & organized Good cadence of work – little stress Inventory of business processes –Processes mapped and waste eliminated Standardized non – standard work Safety integrated into daily operations Visual controls and common processes Good teamwork and workload balance –Employees understand how lean and safety work together

35 Standardizing non-standard work On a factory floor, this concept is well understood – Quality and operational standards – Safety, etc…. In an office setting, most everything is non- standard – An organization cannot become truly lean until the leaders and front office personnel also become lean – How then does one proceed?

36 Standards…… Represent the best, easiest and safest way to do a job Preserve know-how and organizational knowledge Provide a means to measure performance Provide a basis for maintenance and improvement Facilitate objectives and training goals Create a basis for audit or analysis Prevent recurring errors Minimize variability

37 Standardizing Office Work Overview 5S – standards for each area Lean Council – standard agenda Safety – standardized visitor protocol / emergency procedures Visual Controls – Tape – Order / reorder cards – Signs – Templates – Visual Wall Written standards, procedures, etc…. E.g. meetings One page reports – standard format Knowledge folders – template for instructions Management system – standardizes the way you do business Something is missing

38 How to do it wrong…… WSJ Oct 27, 2008: Neatness Counts at Kyocera and at Others in the 5S Club ; Sort, Straighten, Shine, Standardize, Sustain….. Overview of Kyocera approach –Corporate mandate with audits ….. companies like Kyocera are patrolling to make sure that workers don't, for example, put knickknacks on file cabinets. To impress visitors, the company wants everything to be clean and neat….. –Perfect 5S misses the point Reviewer comments….. –It's all about removing waste, not looking neat. –I'm afraid that this article is a guide to how NOT to implement 5S. Kyocera, like unfortunately many other companies, doesn't seem to realize is that 5S involves change management, not just the perfect execution of a lean tool….

39 Lean and safe is a long journey Culture change and respect for people comes from the top

40 Lean & Safe Network Open to all – free Webinars –Hosted by Pilz USA Teleconferences network Send to

41 Lean & Safe Summary Lean and safe are leadership issues Safety has an opportunity to become truly integrated with the business –Lean works in any organization, eliminating waste and improving productivity and teamwork Organizations must understand waste as well as hazards and risk mitigation, aiming for acceptable risk with minimized waste

42 It may be simple, but…….


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