Agenda Ice-breaker Review of Last Meeting Lean Overview SIPOC Refresh 8 Wastes Process Map Next Steps 2
3 LAST MEETING
The Team Executive Support Sponsor Team Lead Team Members CII Facilitator 4 Resources
Major Deliverables Project Viability Matrix for you Why: Identify potential risk factors in project Stakeholder Analysis Why: to develop communications plan and determine Team Members Approved Charter Why: Sponsorship support and direction 6
7 Four I s Framework for managing an improvement project. Introduction Investigate Improve Implement Define & Plan Sponsorship Strategic links Scope Objectives Communication Measure & Analyze Current state Problem Involve Refine scope Improve Design and Experiment Evaluate alternatives Recommend Define change Set up implementation plan Communicate Act & Control Follow up on results Continue Communications Train Close out project
8 LEAN OVERVIEW
You may have heard about TOC TQM Lean Continuous Improvement HPO 9 Six Sigma Backgroun d
Who s using Lean? King County Issaquah State of Washington Port of Seattle Seattle Children s Hospital 70% of Manufacturers Redmond Virginia Mason University of Washington Group Health Toyota Boeing 10 Backgroun d
What Makes This Different? Focus on rapid change and immediate implementation. Trust and accountability. Customer focus and active involvement. Emphasis on doing over planning or reporting. Dedicated resources. Frontline workforce asked to improve processes. Data driven decision making. Focus on priority projects. 11 Citywide collaboration and perspective. Backgroun d
12 DEFINITIONS
Lean The systematic elimination of waste. 13
Waste Any action, process or product that adds cost, without adding value as perceived by the customer. 14
Customer The internal or external recipient of any output (or final product) throughout the process. 15
Output Information or materials after a task is performed in a process; input for the next task (unless a final product). 16
Process Any step or series of steps that transforms an input into an output by adding value. 17
Value An action has value if: 1. The customer considers the task important (they would be willing to pay for that action) 2. The input physically changes 3. The task is done right the first time 18
Input Information or materials required to perform the next task in a process. Provided by a supplier. 19
Supplier The internal or external provider of any input (or final product) throughout the process. 20
Supplier SIPOC Process Input Value Output Customer 21
SIPOC through Stakeholders We operate factories / processes that make for these people to use so that this will happen for these people. Supplier Input Process Widget/ Output Customer Outcome/ Results Stakeholders The internal or external provider of any input (or final product) throughout the process. Information or materials required to perform the next task in a process. Provided by a supplier. Any step or series of steps that transforms an input into an output by adding value. Information or materials after a task is performed in a process; input for the next task (unless a final product). The internal or external recipient of any output (or final product) throughout the process. The value and results that you created by producing the widget/output. The people vested and interested in the outcomes of the process. 22 start to see what to measure
SIPOC Time Approx. 1 hour Purpose Identifies the key supplier and customer relationships within the organization. Focuses on understanding the purpose of a process rather than the process itself. Execution Excellent starting place for lean thinking Require coordination between departments Identify gaps between inputs/outputs that are received/produced versus what s needed 23
24 http://www.gahanna.gov/uploads/images/finance/sipoc.png Tools
25 TOOLS
Voice of Customer Tools Focus Groups Surveys/ Interviews Point of Use Observations Voice of the Customer 26
Voice of the Customer Tools Assume a beginner s mindset Engage with extreme users What? How? Why? Interview for empathy Story share-and-capture User empathy map: (Say, Do, Think, Feel) Understand Mixtape (d.school) 27
8 Wastes Process Maps Value Analysis Core Tools Root Cause Analysis 28
8 Wastes Waiting Overproduction Over processing Defects Motion Inventory Transportation Unused Employee Creativity (fun) 29
Waste Activity What process would you like to streamline/improve in your department? Customers Requirements: Gaps: Suppliers Requirements: Gaps: W O O D M I T E 30
Waiting Idle time created when material, information, people, or equipment is not ready; time when no value is added to the product or service 31 Waiting (30 second video)
Overproduction Producing more than is required at that time by your customers. Leads to other forms of waste. Also, consider uselessproduction: choosing or continuing to produce products, reports, or services that do not add value. 32 Overproduction (2 minute video)
Over processing Performing non-value added activities to change products or services beyond what the customer expects and is willing to pay for. Often the result of inefficient attempts to mitigate risks or forgetting what the customer values. 33 Over processing (2 minute video)
Defects Mistakes; unusable products that result from variations in the process; errors in documents or reports; activities that must be reworked before the product or service meets the customer s requirements. 34 Defects (52 second video)
Motion Unnecessary movement of people to complete the task. This may include travelling or motions such as bending, reaching, and lifting. 35 Motion (1:22 minute video)
Inventory Money and resources tied up in supplies, raw materials, work in progress, or finished products beyond what is necessary for short term operations. 36 Inventory (cartoon)
Transportation Unnecessary movement of materials (compared to motion which is the unnecessary movement of people). Moving supplies more often or further than should be necessary to complete the job. 37 Transportation (57 second video)
Unused Employee Creativity Underutilization of employees knowledge, energy, or talent. Lost time, ideas, productivity and improvements - often as a result of not empowering employees or asking them to be creative. 38 Unused Employee Creativity(cartoon)
Waste Activity What process would you like to streamline/improve in your department? Customers Requirements: Gaps: Suppliers Requirements: Gaps: W O O D M I T E 39
Batching versus one piece flow Flip the coin exercise. 1. Four people pass coins. 2. One person will time the operation. 3. Start with a batch of 20 coins. 4. With the opposite hand, the first person flips over 20 coins and passes to the next person. That person flips all 20 coins and passes them to the next person and so on. Record the final time and number of mistakes. On the next round, use a batch of 10 coins. Third round, use a batch of 5 coins. Final round, try single piece flow one coin at a time. Compare the results. After reviewing the results, perform a group brainstorming session and devise a faster way to process the coins! 40
41 PROCESS MAPPING
How to make toast Draw on you sheet how to make toast. No words. Try to illustrate the important actions to someone who has never made toast before. Get together in a group of 3 and re-draw the process. Tape up all on the wall and look around the room How are the illustrations similar? In what ways do they differ? Which are clearer? Which contain surprises? Which would actually do the best at explaining how to make toast. 42
43 Think IKEA
Reasons for Mapping Visual representation of project Understanding scope Does anything come before this Does anything come after Does it make sense to focus our attention on this scope Communication between team members Communication with project outsiders 44
Types of Mapping SIPOC High-level (9 steps) Detailed process maps Value Stream Maps (BMC) Swim Lane 1 2 3 4 5 6 7 8 9 45
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http://www.smarthammerin.com/services/value-stream-mapping-thedevelopment-process.html Detailed Process Map 47 http://impactwashington.org/value-stream-mapping