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8/17/2019 2 - Lean Management Transformation
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Lean Management Implementation
: Systematic Approach
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Lean Management:Lean vs Traditional
Most American companies follow theWWII style of leadership, often called“Command and Control”:
– Leaders establish company ision andstrategy
– Leaders create r!les that goern employeebehaior
– Leaders sole problems that arise
– Wor"ers do the wor" that they are hired todo
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Lean Management:Lean vs Traditional
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Lean Management:Lean vs Traditional
Lean companies re#!ire a hybrid form ofleadership $!pside down triangle%:
– Leaders still establish company ision and strategy
– Leaders ass!me the role of s!pporting&g!iding the'(AL e)perts, the wor"ers, in solingproblems&driing improement toward the ision
– Innoation and problem soling wor" is not onlyenco!raged, b!t re#!ired of eery employee
– Altho!gh decision ma"ing is p!shed to the lowestleels of the company, the balance of empowermentand discipline are maintained with a collaboratie *scienti+c decision ma"ing process
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Lean Management:Lean vs Traditional
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Leading a LeanTransformation
Step : Create Moment!m for adi-erent paradigm
– .ic" a small area to begin improing
– Ma"e s!re it/s in a isible&p!blic place
– C(L(0'A1( the s!ccess as a “2ic"34-”eent
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Leading a LeanTransformation
Step 5: 2eep the 6aith7 – Someone has to lead the charge and "eep the wor"
moing
– 6oc!s on processes, 841 people
– Ma"e Lean a part of eeryday conersation – 9old reg!lar eents s!ch as training, improement
eents, meetings $shorter the better% 'eg!lar e-orts toimproe processes m!st become a large part of whatyo! do
– 8eer miss an opport!nity to celebrate a s!ccess nomatter how small7 1his doesn/t hae to be a party, b!timproement m!st be recogni;ed and celebratedappropriately
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Leading a LeanTransformation
Step
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The A3/PDCA Story BoardMethodology
An A< is a .=CA $.lan, =o, Chec", Act&Ad?!st%Story 0oard
– It can be ad?!sted for the type of story being told$#!ality problem, company strategy, process
problem, etc%
– Always !se the fo!r steps of .lan, =o, Chec",Act&Ad?!st
– 8o e)act or speci+c loo" or format
– 1he more is!al the better – 6I1S 48 48( .A@(777 $it/s o" to !se baby A
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A3/PDCA Story Board
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The A3/PDCA Story BoardMethodology
9eading Content: – What is this story abo!tB $type of story,
si;e, scope, etc%
– Who is it abo!tB $b!siness !nit,department, team, etc%
– Who is on the team telling the story and
who is the LeaderB – What time frame does it coerB
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“.lan” Content:
• What is the problem and teamB $1his re#!ires a@44= problem statement based on =A1A%
• .resent $or starting% conditions and any bac"gro!ndinfo re#!ired $pareto chartsB histogramsB .ict!resB%
• Analysis of the c!rrent sit!ation: – Common tools !sed by the organi;ation eery time
• Ca!se and (-ect =iagras $6ishbone =iagram%
• Whys
•
Ca!se Map• (tc
• Improement @oal $meas!reable res!lts and timebo!nd%
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“=o” Content:
• Co!ntermeas!res p!t in place – Short term +)es
• Long term root ca!se elimination
• Action plans for the co!ntermeas!res$gant chartB, who, what, where,when%
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“Chec"” Content:
• 'es!lts of actions $before and afterchart alidating impact%
• 1hat/s it
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“Act&Ad?!st” Content:
• Ad?!stments made
• Standardi;ation p!t in place to ins!recontin!ed res!lts $standardi;ed wor",training, etc%
• 8e)t target for improement and&orne)t reiew cycle for this iss!e
• Any additional follow3!p actionsre#!ired
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6ootnotes Content:
• When story was completed
• Who reiewed the story and signedo- on the res!lts and standardi;ation
• What additional action $if any% needsto ta"e place
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