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Lean Continuous Improvement. Over the next short while … n What is Lean? –Well, what is it? –5 Pillars of Lean n Lean at the U niversity of St Andrews.

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Presentation on theme: "Lean Continuous Improvement. Over the next short while … n What is Lean? –Well, what is it? –5 Pillars of Lean n Lean at the U niversity of St Andrews."— Presentation transcript:

1 Lean Continuous Improvement

2 Over the next short while … n What is Lean? –Well, what is it? –5 Pillars of Lean n Lean at the U niversity of St Andrews –How we do Lean (Estates Job Tracking Project)

3 Lean History in a Nutshell n 1910s o Ford and Mass Production: any colour, as long as it’s black n 1950s onwards o Toyota develops their production system n 1980s o “Lean” coined to describe the Toyota Production System n 1990s o Service industry discovers that Lean works for other than physical parts

4 What is Lean? n Philosophy of work n Lean is a way of doing more with less – less human effort, less equipment, less material, less time and less space n Two Fundamentals –Continuous Improvement –Respect for People

5 Continuous Improvement: PDCA Plan Act Do Check Evaluate & follow up Define the problem Identify root cause(s) Implement solution Establish temporary fix? Identify solutions Identify solutions Define your objective Examine the consequences

6 Respect for People n Staff are our greatest asset –Knowledge and experience –What works well and what needs to be improved n Lean –Uses cultural change to deliver dramatically improved service and decreased costs –Involves people at the right level to develop a sense of ownership for work –Develops team working

7 5 Pillars of Lean n Maximise VALUE n Understand work as a PROCESS n Create smooth FLOW n Respond to PULL n Aim for PERFECTION

8 Maximise VALUE n Only do that which adds value n Eliminate waste –Transportation –Inventory –Motion –Waiting –Over production –Over processing –Defects –Skills

9 Understand work as a PROCESS Something comes in Something different goes out Something happens in here

10 Create smooth FLOW

11 Respond to PULL n Think about the process from the customer’s perspective n What does the customer need and when?

12 Aim for PERFECTION n University of St Andrews motto: –Aien Aristeuein –‘Ever to be the best’ n Why settle for ‘that will do’? n Benchmarking? n Pick up one piece of work and complete it, or pass on perfect

13 Lean at the University of St Andrews n Work with Service Units –Customer Service, Quality, Efficiency –Schools can focus on Teaching and Research –Students can focus on Learning n Embed Lean –‘Lean’ is how we do things around here –It’s everyone’s job to improve everything –Staff take responsibility

14 8 Step Process 1.Request 2.Scope 3.Plan 4.Train 5.Redesign 6.Implement 7.Review 8.Feedback

15 Request n An area of potential work is identified –By anyone –The process concerned will not be broken –Evolved to where it is now

16 Scope n Goals, project team and resources agreed –Half a day Process owner/s Key stakeholder/s –Outcomes Goals defined Deadline set Resourcing identified Project team members identified

17 Plan n Project Team reviews goals etc. –Half a day –Outcomes Goals finalised Data gathering and stakeholder consultation identified How long? How long! When and Where

18 Training n Similar to this presentation –What is Lean? –What is the project all about? –What is going to happen during the project? and …. –What does this mean for me?

19 Redesign n What happens? –Map how things are done at the moment –Generate and analyse ideas about how things could be done –Design a new process (Interim and/or Ideal) –Create an action plan to ensure the new process is put in place –Presentation to peers and management n How do we do it? –Working with the right people, the right information, with the authority to act –Asking lots of questions - Why? Why? Why? Why? Why? –Low tech –Enjoyment!

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22 Implement n New process put in place –Ideally, the new world begins immediately –All or part may happen during Redesign –Usually, takes time: days, weeks or months –Perseverance

23 Review n Lean Team maintains a management role n Progress is monitored –Regular meetings with Project Team 2 to 3 hours 2 weeks, then monthly until new processes proven –Maintain enthusiasm –Maintain momentum –Deal with issues immediately

24 Project Outcomes n Better service to Students and simpler administration for Staff : –Student status letters –Library Services – Acquisitions, Cataloguing, Re-shelving –Student society formation –Student self certification of absence –Menu planning –Finance processes - Cash handling policy, AP, Sales invoicing –Estates job tracking n More time to do the important stuff

25 Mark Robinson Lean University of St Andrews Bute Annexe Westburn Lane St Andrews KY16 9TS


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