Transcription
Where Should We Begin?LEAN DEPLOYMENTROADMAPThe First 90 Days
OVERVIEWThe 90-Day Get Started Plan is a model for guiding GembaAcademy subscribers through the first phases of a leandeployment. There is no single right way to begin a leanjourney. This plan uses only a few lean practices and toolsto get an organization started with both a lean managementsystem and a lean production system in a pilot area.The intent is for your team to learn from the deployment inthe pilot area in about 90 days. The lessons learned shouldthen be used to improve the approach and deploy to thenext area.The roadmap is for people at various levels of theorganization. It illustrates what is to be done and by whom,while establishing a timeline for completion.The emphasis is on developing lean leadership routinesalong with continuous improvement and problem-solvingroutines.Gemba Academy 2020
LEAN DEPLOYMENT ROADMAPThe First 90 DaysWHY?HOW?Provide clarity on where to start and how to easilydevelop leadership routines along with dailycontinuous improvement practicesSpecific actions by role according to a plannedtimelineWHAT?A simple, visual, and manual system to drivelearning and progress toward a specific goalGemba Academy 2020
KEY MILESTONESCHANGE MANAGEMENTCONTINUOUS IMPROVEMENTLEARNING BEGINSLEAN MANAGEMENT SYSTEMSUPPORTSDAILY GEMBA WALKS BEGINLEAN PRODUCTION SYSTEMUpcoming changes areSupervisors teach 5S to associatesSenior leaders walk through theThe beginnings of the leancommunicated to the organization.in a pilot area and then coach themvalue creating processes to see withmanagement system arePeople are aware that work will bethrough the implementation andtheir own eyes how customer needsestablished and actively used at thedone differently using lean methodssustainment of 5S.are being met and how problems arevarious levels of leadership toand principles, and that they will bebeing solved. They use theirsupport the lean production system.supported through this change. Theobservations to coach theKey elements include:essentials (who, what, when, where,supervisors.1. Visual Management: Whiteboards orwhy, and how) are clarified.other simple visual tools to make thework visible and to drive collaboration.2. Leader Standard Work: Simpleleadership routines to support teams.3. Daily Accountability: Brief stand-upmeetings, or huddles, to keep teamsaligned with customer need,organizational goals, and problemsolving.Gemba Academy 2020ASSOCIATES DRIVE CONTINUOUSIMPROVEMENTThe people who own the processessolve their own problems withcoaching from supervisors.
THE TIMELINEKeeping the Team on The PathThe timeline shows responsibilities for three roles: senior leaders,supervisors, and associates. The titles and layers of leadershipwill vary from one organization to the next. You’ll need to decidehow to categorize the roles in your organization.A key aspect of the timeline is the list of general responsibilitiesassociated with each role. Leadership roles (both senior leadersand supervisors) are associated with learning, teaching, coaching,and practicing lean. What is to be learned, taught, coached, andpracticed is listed on the timeline.The sequence of events on the timeline is more important thanthe schedule. The recommendation is to move quickly, allowingno unnecessary delays.Gemba Academy 2020
THE TIMELINEDon’t Let Perfect Get in the Way of ProgressMistakes will be made, and they will become great learningopportunities. Do your best to avoid analysis paralysis.You’re strongly encouraged to keep the team moving.Gemba Academy 2020Simple, Visual, ManualThe suggestion is to write your own timeline on awhiteboard. While the example in this plan was createdusing information technology for simple distribution, asimple and manual visual timeline is essential topromote teamwork and clear communication.
THE SWIMLANEClarity of Task AssignmentThe swim lane diagram lists general tasks by role and time period.The example provided lists the tasks by month. You’reencouraged to do what works best for your team. The intent is tomake the work visible and have the diagram illustrate workloadand progress.Again, a simple visual and manual system such as a whiteboard issuggested.Gemba Academy 2020
THE LEARNING PATHLearn Then DoThe lean learning path organizes Gemba Academy’s lean learningcontent to align with the deployment in the 90-day roadmap. Itexplains the general topic covered, its purpose, the relatedresources, and what to do at the place the work is done.There are three parallel paths. One each for senior leaders,supervisors, and associates.Gemba Academy 2020Supervisor Learning PathTopicGoalResourcesPracticeIntroductoryTopics Gain an understandingof the general conceptof lean Introductory Topics 5S WorkplaceProductivity Dealing with the 7Deadly Wastes Become familiar with these concepts to gain an understandingof new methods that will be used Understand that your organization is adopting a new way ofworking. There will be challenges ahead and your contributionsare critical to your organization’s success Part of your role is to teach these topics to your team usingGemba Academy MaterialsFacilitating aLearning Event To effectively facilitatelean learning events Use the resourceswithin your organization Organize a learning event with your team Become very familiar with the learning content to be presented Practice with other supervisors to built your skills andconfidence Facilitate a 5S learning event in the pilot areaDaily Practicewith VisibleResults Teach the pilot areaassociates 5S whilesimultaneouslyimplementing 5S inthe pilot area Implementing 5S as adaily activity whileemphasizingsustainment Implement an auditand improvementsystem 5S WorkplaceProductivity Gemba Academy Live atFastCap 2012 5S Action Guide SFS Cross-TrainingBoard Teach the 5S course to your team using Gemba Academy videos,facilitator guide and learner books Teach then do one “S” at a time Use the action guide to report out on the team’s achievements The supervisor shouldn’t do any of the improvement workbecause the achievement belongs to the process owners The supervisor’s role is to teach, coach, mentor and inspire Keep the team movingEliminatingWaste Gain a deeperunderstanding of theseven deadly wastesand teach them toyour team Implement a system tosolve problems wherethe work is done Dealing with the 7Deadly Wastes Use the Gemba Academy videos, guides and workbooks to teachyour team to find and eliminate the seven deadly wastes Focus on small improvements by everyone every day Create a single, visual system for collecting, prioritizing andimplementing improvement ideas
ROLES ANDRESPONSIBILITIESTeach, Coach, Mentor, and InspireThe associate’s responsibility is to both create value for thecustomer and to continuously improve processes. The leader’sresponsibility is to teach, coach, mentor, and inspire.The timeline shows leaders learning a topic using GembaAcademy resources, then teaching direct reports. Theconversations that come up and the questions addressed duringlearning sessions are a valuable part of the learning process. Notonly does the learner develop an awareness of the topicpresented, but also gains clarity on the direction of theorganization and the intent of leadership.Gemba Academy 2020Players take the field and coaches lead from the sidelines
OUR COMMITMENTTO YOUYour Subject Matter ExpertGemba Academy ContentLeaders teaching lean topics can rely on Gemba Academy contentto present the material. Facilitator guides and learner workbooksare included with the course content. Every learner gets the samemessage from one learning session to the next. Learning contentcan be reviewed quickly and easily in the training room or at theplace the work is done.Gemba Academy 2020
CONTACT USLean SupportGemba Academy Customer Success TeamOptional coaching support is available from the Gemba AcademyCustomer Success Team. Biweekly coaching calls are encouragedthrough this 90-day period. Our lean coaches are experiencedlean leaders and practitioners.To inquire about our coaching support, please contact us atcoach@gembaacademy.com. We’re here to help you besuccessful.Gemba Academy 2020
“ Progress cannot be generatedwhen we are satisfied with existing situationsTaiichi OhnoGemba Academy 2020”
Academy subscribers through the first phases of a lean deployment. There is no single right way to begin a lean journey. This plan uses only a few lean practices and tools to get an organization started with both a lean management system and a lean production system in a pilot area. The intent is for your team to learn from the deployment in
