Transcription
Quality & Business Excellence Conference26 – 27 November 2012Lean for Service OverviewElizabeth M. KeimPast President ASQ
Quality & Business Excellence Conference26 – 27 November 2012Learning Objectives Introduction to lean Introduction to waste Application to service processes
Quality & Business Excellence Conference26 – 27 November 2012Role Of Lean Efficient way to reduce waste Eliminate preventable demand Stop doing wrong things righter3
Quality & Business Excellence Conference26 – 27 November 2012Lean Principles Define value from customers’ perspectiveDocument value streamReduce wasteImprove flowDrive for pullContinuously improve4
Quality & Business Excellence Conference26 – 27 November 2012Lean Goals Best qualityLowest costShortest lead timeBest safetyHighest morale5
Quality & Business Excellence Conference26 – 27 November 2012Lean Is and Is NotLean is nottelling people how to do their jobs more effectivelyLean isempowering people to plan how they willimplement changes that simplify satisfyingcustomers6
Quality & Business Excellence Conference26 – 27 November 2012Purpose of Value Stream Map Customers/transaction perspective Single view– Complete– Fact-based– Time-based Common view for analysis Information triggers and flows Time and value for activities7
Quality & Business Excellence Conference26 – 27 November 2012Total Value Stream All actions currently required to bringservice/transaction through organization– Big picture– uirementson theseImprove thisCustomerEnd UserConsumerDeterminesvalue8
Quality & Business Excellence Conference26 – 27 November 2012Waste Categories PeopleProcessInformationAsset Value-add95%5% Over-processingTransportation, storageOver-productionWaiting, delaysRework, defectsUnclear communicationWork-in-processUnnecessary movementValue-add9
Quality & Business Excellence Conference26 – 27 November 2012Value Three categories of tasks in process: Value-add (essential) tasks– Cause actual change– Customer notices and wants change– Done right first time Waste– Business value-add (BVA) - currently necessary– Non-value-add (NVA) - not necessary10
Quality & Business Excellence Conference26 – 27 November 2012Toyota Production System Operational stability &Cultural alignment Just-in-time Built-in quality Continuousimprovement– People and teamwork– Waste alityOperational StabilityCultural Alignment11
Quality & Business Excellence Conference26 – 27 November 2012Cultural Alignment &Operational Stability12
Quality & Business Excellence Conference26 – 27 November 2012Liker Model ofCultureGenchiGenbutsuProblemSolvingPeople and PartnersKaizenRespect andTeamworkProcessChallengePhilosophy13
Quality & Business Excellence Conference26 – 27 November 2012Process and Problem Solving FlowPullWorkload balanceError reductionStandardizationVisual controlsMistake proofingGoing to problem, getting hands dirtyDecisions based on factsContinual learning14
Quality & Business Excellence Conference26 – 27 November 2012Operational Stability Leveled production– Standard times for different services Standardized work– Countermeasure to problems Visual management– Transparency and ability to see what is going on 5S– Tools to facilitate teamwork15
Quality & Business Excellence Conference26 – 27 November 20125S Tool to facilitate teamwork Create and maintain organized, clean, safe,and high-performance workplace16
Quality & Business Excellence Conference26 – 27 November 2012Sort Distinguish between what is essential andwhat isn’t– Discuss value of items in work area– Understand more about work and how to workdifferently17
Quality & Business Excellence Conference26 – 27 November 2012Straighten Put things where best meet functionalpurpose rather than neat workplace Improve flow, putting everything at point ofuse18
Quality & Business Excellence Conference26 – 27 November 2012Shine Identify and eliminate root causes of waste,dirt, and damage Gather data for root cause analysis(uncovering)19
Quality & Business Excellence Conference26 – 27 November 2012Standardize Visually maintain agreed-upon conditionsrather than writing work instructions Employees value doing right things right wayevery time Provides means to speak same language androad map20
Quality & Business Excellence Conference26 – 27 November 2012Sustain Do what is required even if difficult Constant vigilance Management deploys ways for teams to moreeasily follow standards21
Quality & Business Excellence Conference26 – 27 November 2012Just-in-Time22
Quality & Business Excellence Conference26 – 27 November 2012Just-in-Time Takt time Continuous flow– Preceding process must always do whatsubsequent process says Quick setup Pull system Kanban – ticket or signal23
Quality & Business Excellence Conference26 – 27 November 2012Built-in Quality24
Quality & Business Excellence Conference26 – 27 November 2012Built-in Quality Stop the process– Automatic stops– Signal for assistance Mistake proofing In-station quality control 5 Whys25
Quality & Business Excellence Conference26 – 27 November 2012Continuous Improvement26
Quality & Business Excellence Conference26 – 27 November 2012Future State Map Identify utopia Identify more grounded future state Develop plan to achieve future state27
Quality & Business Excellence Conference26 – 27 November 2012Eliminate Obstacles to Flow Functional organizationInadequate resourcesUnnecessary documents, approvals, waitsExcessive work-in-processBatch processes28
Quality & Business Excellence Conference26 – 27 November 2012PilotTest solution on small scale Test solution in small part of organization Find possible failure points Validate/refine cost/benefit estimates Evaluate process measures Increase buy-in29
Quality & Business Excellence Conference26 – 27 November 2012Criteria for Pilot Two areas to test– Implementation– Solution Success criteria established for both30
Quality & Business Excellence Conference26 – 27 November 2012Lean Principles to achieve– High performance– Add value to customers and society Focus on– Value-adding processes– No interruptions– Customer pull– Continuous improvement31
Quality & Business Excellence Conference26 – 27 November 2012Lean for Service OverviewElizabeth M. KeimPast President ASQIntegrated Quality Resources, LLCLiz.keim@comcast.net32
Quality & Business Excellence Conference26 – 27 November 2012References 5S for Service Organizations and Offices, DebashisSarkar, 2006, ASQ Quality Press. (office processes) Kaizen Event Fieldbook, Mark R. Hamel, 2010, Societyof Manufacturing Engineers. (planning Kaizen events) Lean for Dummies, Natalie J. Sayer and Bruce Williams,2007, Wiley Publishing Inc. The Lean Office, 2005, Productivity Press.(implementation) Lean Thinking, James P. Womack and Daniel T. Jones,2003, Free Press. (philosophy)33
Quality & Business Excellence Conference26 – 27 November 2012References Mapping Work Processes, Dianne Galloway, 1994, ASQQuality Press. (basic process mapping) Office Kaizen 2, William Lareau, 2011, ASQ QualityPress. (waste categories) Metrics-Based Process Mapping, Karen Martin andMike Osterling, 2008, Productivity Press. (value streammapping) The Toyota Way, Jeffrey K. Liker, 2003, McGraw-Hill.(culture) Value Stream Management, Don Tapping, Tom Luyster,and Tom Shuker, 2002, Productivity Press. (people side)34
Quality & Business Excellence Conference 26 – 27 November 2012 34 References Mapping Work Processes, Dianne Galloway, 1994, ASQ Quality Press. (basic process mapping) Office Kaizen 2, William Lareau, 2011, ASQ Quality Press. (waste categories) Metrics-Based Process Mapping, Karen Martin and M
