Simpler, Faster, Better, Less Costly - Lean.Ohiolean.ohio.gov/Portals/0/docs/training/BootCamp/BootCamp2.0_Day2… · • Use different color Post-it notes when mapping multiple groups

Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

Day 2

DAY TWO MAKING THE INVISIBLE VISIBLE

REVIEW OF DAY #1

2-3Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

Carousel discussion• 4 Small groups• 4 Stations• Discuss the topic/question at

your first station, scribe top 3 to 5 major points

• Move to next station when time is called

• Repeat• At last station, review all

comments and summarize. • Report out

DAY #2: Making the Invisible Visible

We Will Cover

• Gemba• Process Mapping• Identifying Waste• Value Add/Non-Value Add• Interpreting a Process Map • Metrics and Data Collection• Root Cause Analysis - Fishbone Diagram• 5S• Teams and Team Dynamics


Making The Invisible Visible:

Gemba

GEMBA:“Where the Work Gets Done.”


Process Mapping

PROCESS MAP

A tool used to display the current process and information from the customer request to the delivery of the product or service to the customer. A picture of the process.


VIDEO:Process Map

PLAY TIME: 7 mins

2-9

PROCESS MAPPING


*

PROCESS MAPPING Process Map KeyDifferent functions of the process

Beginning and end points of the process

Any task / activity where work is performed

Places where information is checked against established criteria (standards) & decision made on what to do next

Any time information is waiting before the next process or decision (i.e. in-baskets, out-baskets, waiting to be batched)

Task

Inspect &Decision

Delay

Beginning& End Points

Function


PROCESS MAPPINGProcess Map Arrows

Used between tasks performed by the same person or area, but no physical movement has occurred

Indicates physical movement of information/product from one function to another

Demonstrates electronic movement of information from one person/function to another


PROCESS MAPPING: TIPS• Use the 80/20 Rule• Use letters, numbers, or stickers to connect loopbacks • Use different color Post-it notes when mapping multiple groups or use a

different space on the map• Draw lines in with a pencil first before using the marker

• One Voice!• Write tasks as Noun-Verb/Verb/Noun format• Stay out of the Weeds!!!!


PROCESS MAP


PROCESS MAP: CHOCOLATE CHIP COOKIESUse SIPOC from Yesterday

Develop a Process Map for Baking Chocolate Chip Cookies

• 1st Step in the Process• Last Step in the Process• Functions• Tasks• Delays

Enjoy this journey!


DoP SIPOCAlways Start with the Process!


DoP PROCESS MAPPING


VA-NVA-NVANWaste

VA, NVA, NVANValue Added (VA)

Transforms information into services and products the customer is willing to accept

VA Activities Must Meet Three Requirements:

• Done right the first time• Transformational • Customer is willing to pay for

*5% of the Process2-19Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

VA, NVA, NVAN

Non-Value Added (NVA)

• Consumes resources• Does not directly contribute

to service• Customer does not care


VA, NVA, NVAN

Non Value Added but Necessary

• Customer does not care• Required to perform the

step by current statute or law


TIM U WOOD

Identifies Waste in a Process

Transportation

Information/Inventory

MotionWaiting

Over Processing

Over Production

Defect

Underutilization


Transportation

Unnecessary movement of products & materials

Information/Inventory

Unnecessary storage of products & materials

Motion

Unnecessary movement by people (e.g., walking)

Underutilization

Underutilizing systems and people’s skills & knowledge

Waiting

Wasted time waiting for the next step in the process

Overproduction

Production that is more than needed or before it is

needed

Over Processing

More work or higher quality than is required by the

customer

Defects

Efforts caused by rework, fixing mistakes, and

incorrect information

TIM U WOOD

2-23

*

Interpret A Process Map

INTERPRET A PROCESS MAPThe More you Map….the more you see common process issues

Red Flags.• Multiple Entry Points• Several Decisions in a Row• Multiple Databases• High Level Staff Performing Administrative Work• Everything going to a certain section (i.e. Legal, Director, IT)• Multiple Reviews, Inspections, Approvals• Loop Backs Between Sections, Employees, Functional Areas• Different “ways” of doing some thing 2-25

INTERPRETING PROCESS MAP

What is going on in this map?

Too many functions


*

INTERPRETING PROCESS MAPWhat is going on in this map?

Too many delay points2-27Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

*

INTERPRETING PROCESS MAP

What is going on in this map?

Too many decisions in a row2-28


*

ROOT CAUSE ANALYSIS“It takes too long to

get a permit. Therefore,

everybody needs to work faster.”

Root Cause

Separates the symptoms from the true cause of the issue or problem.Root Cause Analysis Tools:

• 5 Whys• Fishbone Diagram• Pareto Chart• FMEA


ROOT CAUSE ANALYSIS: 5 WHY’S

Peel back the layers to

discover the “root cause” of

the problem.


ROOT CAUSE ANALYSIS: Why is the Lincoln Memorial disintegrating?Because harsh chemicals are frequently used to clean the monumentWhy are harsh chemicals needed?To clean off the large number of pigeon droppings on the monument.Why are there so many pigeons?Because the large population of spiders in and around the monument are a food source to the local birdsWhy so many spiders? Because vast swarms of insects, on which the spiders feed, are drawn to the monument at dusk.Why so many insects? Because the lighting of the monument in the evening attracts the local insects. 2-32

*


Change how the monument is illuminated in the evening to prevent attraction of swarming insects(Turn on the lights at a later time)


FISHBONE DIAGRAM


Making Informed Decisions

VIDEO:Wildebeest: Shall We Cross the River?


MAKING INFORMED DECISIONS

1. What data do you need to help you understand the problem or to establish a baseline?

2. What measures will tell you if your improvement is successful?

3. How can you clearly define the measurement of that data?

4. What will you do with that data?


DATA COLLECTION

1 2 3 4 5


VIDEO:Bush’s Baked Beans

PLAY TIME: 30 sec


OPERATIONAL DEFINITIONS• An operational definition, when applied to data collection, is a clear,

concise detailed definition of a measure • The need for operational definitions is fundamental when collecting all

types of data• Precisely defines the characteristic and how data collectors measure the

characteristic to be sure they have the right one

• Should be written anytime data is being collected• Without them data will usually be inconsistent or wrong• It is easy to assume everyone understands• Should be documented, standardized, accessible and tested routinely


OPERATIONAL DEFINITIONS:• Overtime

• Be home by dark

• Late

• Weight

• Backlog


OPERATIONAL DEFINITIONS

Good: Response Time = minutes elapsed from application email date/time to decision email date/time

Better: The response time in minutes will be determined by the date and time of the fax received (as shown on the emailed application), to the time the approval or rejection letter is faxed to the applicant (as shown on the email log)



Define a “Sweet”




*


Stevia


*



*

Measure Operational Definition

Data source and location

Sample Size

Who will collect data

When collected

How collected

Time to process application

Email date, timeDecision email date, time

Applications for XYZ

289 Joe Smith During the first 2 weeks of the month

Randomselection. Use simple spread sheet

Application rejects

Any reason application is rejected

Applications for XYZ

Joe Smith During the first 2 weeks of the month

Randomselection. Use simple spread sheet

How will the data be used? How will the data be displayed?

Average, shortest & longest time# per submitting organizationLook for trends. Day of week, time of submission. Identify issues for rejects

Pareto chartRun chart

DATA COLLECTION PLAN

2-49

COLLECT DATA


DISPLAY DATA


Quarter 2Quarter 2

WHAT METRICS SHOULD YOU USE?

2-52

What will tell you if your process is improved?Typically process improvement projects measure:• Time it takes to do something (Lead time, Process time)• Errors or defects and rework • Customer satisfaction • Backlog of work • Number of process steps, handoffs, loopbacks, decision

points, delays, dedicated staff hours • Cost savings – to the agency or to the customer

http://lean.ohio.gov/Portals/0/docs/tools/LeanOhio_MetricsGuide_ver1.pdf


WHAT METRICS FOR YOUR PROJECT?

PerformanceMeasure

OperationalDefinition

Data Sourceand Location Sample Size

Who willcollect the

Data?

When willdata be

collected?

How willdata be

collected?

Other datathat shouldbe collectedat same time

How will data be used? How will the data be displayed?

Page 2-10 in Participant Materials 2-53

5S + Safety

VIDEO:State of Ohio 5S


5SDesigned to help build a quality work environment, both physically and mentally.

Sort—Eliminate whatever is not needed Straighten—Organize whatever remains Shine—Clean the work area Standardize—Schedule regular cleaning

and maintenance Sustain—Make 5S a way of life


5SSort: Eliminate whatever is not needed.- Sort essential stuff from non-essential items- Non-Essential “STUFF” includes:

• Not needed now• Not needed here• Not needed ever again• Not needed in the first place• Not needed any more


5S

Straighten:Organize whatever remains


*

5SShine: Clean the work areaDid you know?

Phone, Water fountain handle, Microwave door handle and Keyboard are the top five most germ-contaminated spots in the office. And, on average, the area where you rest your hand on the desk has 10,000,000 bacteria


5S

Standardize: Define the best way and do it consistently


5SSustain: Make 5S a way of life

2-61

5S

2-62

Before After


*

Improvement Teams And Team Dynamics

• A group of people working together towards a common purpose

TEAM


Obstacles? Things that help?

TEAM WORK


• Who • Core Team Members: People who do the work

or supervise the work• Team Leader• Process owner• SME’s• Fresh Perspective• Perhaps Customers

• Ideal team size 5-8 core members

IMPROVEMENT TEAM MEMBERS


• Define roles or functions needed on team

• Follow Chain of Command

• Define Expected Time Commitment

• Functional Areas and Expertise Needed

• Customer Representation

OBTAINING TEAM MEMBERS


• Clear and Common Goals

• Defined Roles• Clear Agreed Upon

Procedures• Understanding

InterpersonalDynamics

STRUCTURE FOR SUCCESS


• Manages the project and the team

• Primary contact point• Keeps the team and project

records• Solicits help from the project

sponsor to overcome project barriers

• Assists with team conflict resolution

TEAM LEADER ROLE


• Someone in leadership who has the ultimate authority to implement changes

• Signs off on Team Charter• Helps remove barriers• Helps provide resources (time, SME’s,

etc.)• Needs to be kept in the communication

loop

TEAM SPONSOR/CHAMPION ROLE


• Process owner is the team member who is responsible for seeing that the project gets implemented

PROCESS OWNER ROLE


• “Outsider” – neutral person• Provides process and tools

expertise• Focuses on process NOT

content• Engages and Guides the

team

FACILITATOR ROLE


• Do you have a large project? Does it cross multiple sections or units or departments?

• Do you have a large team?• Is the topic potentially controversial?• Is this your first improvement project?• Do you need group management expertise?• Do you need process and tools expertise?

DO YOU NEED A FACILITATOR?


• Ground Rules• Meeting Management

• Agenda • Distribute pre-work before meeting• Start and end on time• Action registers • Clear and simple minutes

• Decision-making methods• Problem-solving methods• Communication protocols

TEAM PROCEDURES


TEAM DYNAMICS


INTERPERSONAL DYNAMICS


TEAM PERFORMANCE


http://www.nbc.com/saturday-night-live/video/more-cowbell-with-will-ferrell-on-snl--video--saturday-night-live--nbc/n41046

FROM FORMING TO PERFORMING

2-78

https://vimeo.com/158218608

http://www.nbc.com/saturday-night-live/video/more-cowbell-with-will-ferrell-on-snl--video--saturday-night-live--nbc/n41046http://www.nbc.com/saturday-night-live/video/more-cowbell-with-will-ferrell-on-snl--video--saturday-night-live--nbc/n41046http://www.nbc.com/saturday-night-live/video/more-cowbell-with-will-ferrell-on-snl--video--saturday-night-live--nbc/n41046https://vimeo.com/158218608

• Ground rules• Clear team goals• Improvement plan• Defined roles• Communication• Respectful team behavior• Clear decision-making

procedures• Equal participation

SUCCESSFUL TEAM TIPS


TIME TOPIC OUTCOME WHO AND/OR HOW

10 min Check-in, review agenda

Ready for work!

Leader

10 min Review pre-work Informed Jim-Bob20 min Discussion of XXX Decision Sam/Force-

field analysis10 min Brain storming on

YYYYYIdeas for solution

Jane

5 min Next Steps Assignments Leader/Action register

5 min Evaluate meeting Improvements LeaderPlus/Delta

MEETING MANAGEMENT: AGENDAS

Simpler, Faster, Better, Less Costly - Lean.Ohio.gov2-80

Team Meeting Minutes

Meeting/Team Name:Date: TimeAttendees:

TOPIC DISCUSSION DECISIONS/ACTION ITEMS

MEETING MANAGEMENT: MINUTES

Simpler, Faster, Better, Less Costly - Lean.Ohio.gov 2-81

END OF DAY

• Questions• What Went Well• Lessons Learned


Shape Representation Descriptor Likes Dislikes Pitfalls

SquareOrganizers

(Bill Gates)

Stable, even, balanced

Get it right!Give me a deadline and I’ll do it.

Organized - everything in its right place. Works hard, Follows the rules. Logical, sequential thinkers. Analytical, patient, perseverant, assertive, loyal. Black & white. Asks “How”

Data. Structure and order in the universe. Rules, clarity, status quo. Prefers working alone.

Situations where they don’t know what is expected. Things being out of place.

Compulsive attention to detail, procrastinator, perfectionist, aloof, resistant to change, meticulous.

TriangleLeaders(Steve Jobs, Margaret Thatcher)

Focus, pointed, hierarchical,Pyramids“Get it done” NOWFollow me.

Decisive and focused; Takes charge, moves fast, confident, competitive, has strong opinions. Ambitious. Self-motivated. Bottom –line, efficient. Asks “When”

Recognition, competition, action, debate; likes to be in charge. Results!

Restrictions, those who slow things down. Not being in charge.

Can be dogmatic and shoot from the hip. Can be seen as aggressive. Impatient, outspoken, self-centered.

CircleHarmonizers(Marilyn Monroe, Albert Schweitzer)

Round, inclusive

“Can’t we all just get along?”

Works well with others; good communicator. Can read people. Kind and caring. Friendly, persuasive, empathic, generous, reflective, optimist. Asks “Who”

Harmony. Inclusiveness. Likes to talk. Fun! Working with others to get things done

Dealing with conflict or making unpopular decisions.

Can be swayed by other people’s feelings and opinions. May try too hard to please. Indecisive, moody. May over commit. Worry.

SquiggleInnovators(Lady Gaga, Walt Disney, Albert Einstein)

Unique, creative, free flow, no boundaries

“Be creative. Find another way.”

Creative, “what if” person, always thinking of new ways to do something. High energy, flexible, spontaneous, risk-taker, conceptual, intuitive, expressive, motivating, witty, inventive. Asks “Why”

Excitement, newness, ideas, originality.Trying new things. Thrives on change.

Highly structured environments and the mundane. Rules

May be indecisive or easily distracted. May speak or act without thinking. Easily bored - don’t always follow-through & finish projects. Drives others crazy.

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Documents

Simpler, Faster, Better, Less Costly - Lean.Ohiolean.ohio.gov/Portals/0/docs/training/BootCamp/BootCamp2.0_Day2… · • Use different color Post-it notes when mapping multiple groups