1. ACARP Presentation Developing Worker Problem Solvers Implementing Lean Techniques and Challenges

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5. 5 Standard Work 

6. 6 Standard Work  Visual Management 

7. 7 Standard Work  Visual Management  Quick Changeovers 

8. 8 Standard Work  Visual Management  Quick Changeovers  Auditing 

9. 9 Standard Work  Visual Management  Quick Changeovers  Auditing  Levelling out work 

10. 10 Standard Work  Visual Management  Quick Changeovers  Auditing  Levelling out work  Worker problem solvers 

11. HBS professor Steven Spear on Toyota “Kent (H. Kent Bowen) and I started to form the impression that despite all the attention that had already been paid to Toyota, something critical was being missed …” “…observers (of the Toyota Production System) confuse the tools and practices they see on their plant visits with the system itself.” “Toyota Production System makes a deliberate effort to develop the problem-solving skills of workers” 11

12. HBS professor Steven Spear on Toyota 12 “The Toyota Production System has so far been transferred successfully only when managers have been able and willing to engage in a similar process of questioning to facilitate learning by doing ”

13. 13 Jim Womack – Author of Lean Thinking, Jan 2006 “A Lean management system involves managers at every level posing the key problems that need to be solved and asking the teams they lead to develop and implement the answers. This practice of asking the correct questions rather than providing the correct answers … is perhaps the starkest contrast between Lean Thinking and orthodox mass production and the hardest to implement.”

14. Lesson – Go and have a look Go to the place where value is added! Ohno – who is credited with the development of the Toyota Production System said... Management should walk the factory floor at the rate of 100m per hour 14 Slow down! Observe! Talk to the people adding value! Involve these people in the improvements!

15. 15 If you want a step change in performance you need to develop Worker Problem Solvers To develop Worker Problem Solvers you need to design work so they can see that a problem has occurred, and they need to be involved in solving it.

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17. Lesson – Audit and improve front line management Re-design mining tasks into “Standard Work” … 17 Audit the way “Standard Work” is done… Develop front line managers who coach & facilitate their teams in problem solving

18. Standard Work and Auditing Audit Front Line Managers need to audit standard work and use open ended questioning. They then become coaches and mentors

19. Lesson – Measure Success Develop a “dashboard” that ensures future success – not just looks at the problems of the past 19

20. 24 April 2007 20 W aiting O ver Production R epairs / Defects M otion (unnecessary) P rocessing (unnecessary) I nventory T ransport

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22. If you want a step change in productivity Design work to promote the development of worker problem solvers. Involve your total workforce Focus on real problems. Standardise and audit work – this allows problems to be identified early and solved in real time – this promotes the development of worker problem solvers. Teach manager to ask the right questioning to facilitate learning by doing. 22

23. 23 Total Available Time 24 * 7 Scheduled Production Time Scheduled Down Time Scheduled Down Time Reduced by maintenance shifts Available Run Time Set-up Time Set-up Time Reduced by panel advances Reported Run Time Unplanned Recorded Stoppages Impacted by breakdowns as per Deputies reports Net Run Time Minor Unrecorded Stoppages Unrecorded Stoppages Reduced by getting supplies to face / wait on car / ventilation extensions Efficient Net Run Time Slow Speed Slow Speed Proficiency (speed) of bolters and miner driver Value Add Time Rejects Rework Rejects Rework Repairing roadways, intersections, off-centre or over-wide roadways Equipment Value Adding Time

24. 24 Big productivity gains - Its about the people There are enormous productivity paybacks in eliminating non value adding time. And These productivity gain do not require big capital investment There are enormous productivity paybacks in eliminating non value adding time. And These productivity gain do not require big capital investment Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Efficient Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Value Add Time Net Run Time Reported Run Time Total Available Time Efficient Net Run Time Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Value Add Time

25. 25 Big productivity gains - Its about the people Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Efficient Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Value Add Time

26. 26 Big productivity gains - Its about the people Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Efficient Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Value Add Time Net Run Time Reported Run Time Total Available Time Efficient Net Run Time Net Run Time Reported Run Time Available Run Time Scheduled Production Time Total Available Time Value Add Time

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