Professional Documents
Culture Documents
Lean will work anywhere, but Many companies have tried Not every company is successful, In fact, most arent.
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Broader definition
thinking, systematic, holistic entire enterprise, business system
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Thinking
cartoon copyright U of M
Just in Time
The right part at the right time in the right amount
Continuous Flow Pull System Takt Time
Automatic Machine Stop Fixed Position Line Stop Error Proofing Visual Control Labor-Machine Efficiency
HEIJUNKA
Kaikaku
Dramatic improvements By
Continuous
Never tell anyone exactly what to doYou remove the responsibility for the outcome.
Mr Ushikawa to John Shook
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knowledgeable, often right, fact-driven, an expert negotiator, strong-willed yet flexible, influence/persuasion. Chief Engineer model: helpful in manufacturing; essential in healthcare!
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Body Eng.
Interior Chassis
Elect.
HR
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Med
Surg
Anes
Nursing Pharm
Modified from John Shook 15
Unit A Unit B
Modified from John Shook 16
Leadership at Toyota
The Why? Technique
At Toyota, the burden of proof is clearly on the subordinate to justify why a proposed action is necessary. Managers in Toyota rarely say Yes easily they usually simply ask Why? 1. Why did things go wrong; what is the root cause? 2. Why do you propose that? A huge difference in determining organizational focus. Each justification is rooted in actual practice, in the results of actual activities. This applies to each and every decision, ensuring true organizational learning at every step.
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Excuses
Barry Melrose (Canadian Hockey coach): The coachs job is to take excuses away from the player no travel problems, no equipment problems, no bad practices, no bad game plans so that there is nowhere for the player to look but in the mirror.
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Lean Leadership
The 1:15,000 Dilemma The Leader as Dictator of the old days tried to tell everyone what to do.
No
The Empowering Leader of the 80s and 90s just set goals and let everyone do as they pleased. (MBO management by objective)
Loss
P-D-C-A Cycle
GRASP the SITUATION
HYPOTHESIS
By influence
by example; by being knowledgeable by getting into the messy details by coaching and teaching
through PDCA learning cycles through questioning
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REFLECT
DO
TRY
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Best Quality - Lowest Cost - Shortest Lead Time Best Safety - Highest Morale
Continuous Improvement
GM Toyota
?? ??
How can we build structured opportunities for people to learn the way they learn most naturally? P-D-C-A as a model for OPERATIONAL LEARNING
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Impact
MIDDLE MANAGEMENT
Problem: MUDA
MUST DO
FRONT LINES
Shook
The challenge of any manufacturing business: Matching capability (capacity) with demand MUDA = Waste
MUDA (Excess)
Capability Demand
MURI (Overburden)
MURI = Overburden 1. Design the system with sufficient capacity to fulfill customer requirements without overburdening people, equipment, or methods. 2. Strive to reduce variation/fluctuation to a bare minimum. 3. Then strive to eliminate sources of waste! Quality first, then cost first stop shipping scrap
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MURA (Instability)
Know your demand Know your true capability (capacity) Create flexibility to enable them to match TIME
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System Kaizen
Eliminate Muri and Mura
Middle Mgmt.
Ask Why.
Use the Why? technique daily.
Show Respect.
Front Lines
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What is Lean?
A true lean system should be: Simple & Practical
Data are of course important,
Go see
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J I T
J I D O K A
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Lean Transformation
Its easier to act your way to a new way of thinking than to think your way to a new way of acting.
Appendix
Billis 6 Favorite Slides (What are yours?) The Lean Thinking House (UMHS versions)
We know half the plan is wrong, we dont know which half. We have to watch it unfold, detect normal from abnormal right now, and fix it.
Traditional companies think of a plan - as a prediction of what will happen. Lean companies think of a plan - as an experiment to be conducted - to tell us what we didnt know about the work
Paraphrase of Steven Spear , Fixing Healthcare HBR05
Fix the problem now Find and fix the root causes of the problem Solving problems:
1. Go and See 2. Ask why 5 times 3. Respect people Mr. Cho
www.lean.org www.med.umich.edu/mqs
Med
Surg
Anes
Nursing Pharm
Modified from John Shook 46
Impact
MIDDLE MANAGEMENT
Problem: MUDA
Just-In-Time
Built-in Quality
MUST DO
FRONT LINES
Shook
Just-in-Time
Using the fewest resources to consistently deliver exactly what the customer needs Leveled Workload
Built-in-Quality
Error-Free
Just-in-Time
Using the fewest resources to consistently deliver appropriate care
Built-in-Quality
Ideal Patient Care Experience Error-Free
Right Care, Right Time, Right Setting Leveled Workload Continuous Improvement (P-D-C-A) and Learning
Just-in-Time
Pacing by Demand
Built-in-Quality
Error Proof
QUANTITY
Surface Problems Stop and Respond to Abnormalities Solve Problems at Root Cause
QUALITY
Leveled Workload
STABILITY
Work Force
Standardized Work
Materials - Materials Readiness - Supplier involvement
Methods - Robust Processes - Skilled, Capable, Flexible - Organized Workplace (5S) - Engaged, Motivated - Design Work, Solve Problems - Visual Control
Technology and Equipment - Reliable, Tested - Serve People and Processes - Preventive Maintenance -TPM