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Lean Event: March 13 - 15, 2013

CALS/CHE BSC process improvement towards the goal of providing optimal financial support services to the College of Agriculture and Life Sciences and the College of Human Ecology to enrich the teaching, research, and extension programs of both colleges.

Change Leadership at Cornell

StrategicPlanning

Goal Alignment

Process Improvemen

t

Implementation &

Continuous Improvement

*Change Leadership

4

Mission VisionCU ObjectivesFaculty

ExcellenceEducational Excellence

Excellence in Research

Engagement Excellence

Staff Excellence

University Strategic Initiatives

College/Division Goals

•How you are doing: M,A

•How you will lock in the gains: C

•How you will improve: D,I

•Where you are going: D

Strategic Deployment Daily Kaizen

Visual Management

Standard Follow-up

Seek knowledge

Dignity, respect, and fairness

Support intellectual

inquiry

Sustain excellence

Use knowledge to enlighten and

benefit

Reward and recognize

merit

Embrace difference

Promote cross-cultural

understanding

Be a collaborative and collegial community

Be accessible and affordable

Core

Val

ues Core Values

What is Lean?

What is Lean?James P. Womack and Daniel T. Jones (2003), coined the term in Lean Thinking about

the Toyota Production System

They noticed 5 Principles at work:

1. Customer defines valueHow do you understand what your customer wants—and then build that

into what you produce?2. Organize work to deliver valueHow can you align your organization so that all that’s needed for a

product or service is organized together? This contrasts with a stove-piped, traditional structure of Finance , HR, etc.

3. Focus on the flow of workHow smooth is the flow? How short is the flow? How flexible is the

system to adapt when a problem occurs?4. Produce at rate of customer demandSet the pace for your activities to match your customer’s demand.5. Pursue perfectionToyota instilled a relentless desire in everyone to continually improve

Why Lean?Process Improvement is a tool to address Cornell’s workload

challenge• Involves people doing the jobs figuring out what parts of the process

need examined, are unnecessary, take time, and lead to inefficiency.

• Creates a culture of change regarding how to streamline and size work to fit the hours people have to accomplish the work.

• Builds capacity of staff and units while improving processes.• Protects the core mission by streamlining processes within

organizations.• Encourages stewardship.

Lean thinking and improvements help us to: • Build a common culture–those closest to the work constantly

discovering how to make work better.• Train our leaders to create work environments that support

observation, experimentation and speed.• Become better problem finders and solvers.• Encourages recognition and feedback in all directions.• Develop universal competencies, transferrable job skills, and career

growth.

Reducing Process to Core Value

Identifying the 8 Key Wastes

Overproduction Waiting Hand-offs & Transportation

Extra Processing

Inventory Errors & Defects System Stress and Motion

Under-utilized talents

How Does Lean Work at Cornell?Lean is “a systematic approach to identifying and eliminating waste...” There

are many aspects and approaches. We usually start with Value Stream Mapping, by— Identifying current state Envisioning future state Launching rapid process improvements Ensuring stakeholder customer involvement

We “practice” Lean in a predictable setting — 90-day improvement cycle Lean Advisor coaching Leadership “step-backs” and “gemba-walks”

We integrate improvement and daily work— Application of “4 Key Systems” into operations Peer coaching Leader, executive, consultant , and program support

It all starts with getting the ‘mess on the wall’…Cross-functional teams participate in a 3-day LAUNCH.

They learn to value-stream map, identify pain points, see waste, “own” their reality, and envision a future state.

More important than tools, they embrace an opportunity to make their work-lives better, together.

…followed by a 90-day improvement cycle: a ‘learning lab’ of sorts

Teams learn and experience

• visual management

• weekly rhythm

• what it means ‘to win’

• seeing gaps

• problem solving through ideas

Along the way, we discover

untapped talents, creativity,

and energy we as employees

possess.

What’s Unique About Lean?

“Wing-to-wing” improvements involve customers internal and external to the team, staff, and process partners

Lean requires a much faster rate of change than process improvement

Customers define what’s valuable

Aggressive improvement goals (at least 50% at the outset)

Continuous improvement is a way of life—the launch and Rapid Process Improvement all lead toward “daily kaizen”

Cornell’s Lean Journey

• There is widespread support for Lean improvements across the University.

• You are the first team to launch at Cornell.

• We are confident in your ability to set goals, identify barriers, and continuously problem-solve and improve.

Value-Stream Mapping

Bookend current process Complete major process steps Add qualifiers: times (WT, PT, TT), rework,

%CAC and multiple paths Identify pain-points and issues Map (or describe) future state Identify possible improvements/focus areas Connect back to goals Report out

First Things First: Set an audacious goal that scares you

Anything less than 50% improvement encourages just working harder

Tweaks aren’t worth the time you’re spending here

An impossible goal requires that you dismantle a (dysfunctional) process

Line of Sight ensures success