Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Course Objectives
CountyExecutiveOffice
CountyExecutiveOffice
In partnership with:
Employees
CountyExecutiveOffice
Solutions
1.
2.
Complaints
3.
Process
More employees
Improved employees
Training
Multitasking
Incentives
Accountability
Customers have to wait
Manage
expectations
Customers
4
Employee
CountyExecutiveOffice
Service Delivery
CountyExecutiveOffice
Before
After
Process
Improvement
Customer
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System Perspective
CountyExecutiveOffice
CountyExecutiveOffice
Fundamental truth
Training Environment
CountyExecutiveOffice
CountyExecutiveOffice
Supplies
Sign in sheet, name tents
Exercise equipment (Statapult etc.)
Teams
Color coded, pick team names
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Team Agreements
CountyExecutiveOffice
HAVE
CountyExecutiveOffice
FUN!!!
Have fun
Active participation in class activities
Ask questions
Notice the terminology
Appreciate the concepts; no memorization
Get the Sampler; Check out the specials
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Getting Acquainted
CountyExecutiveOffice
CountyExecutiveOffice
To provide public
infrastructure, services and
support so that all residents
have the opportunity to
achieve a high quality of life
and enjoy the benefits of a
healthy economy.
13
DFA Mission
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CountyExecutiveOffice
CountyExecutiveOffice
DFA
Strategy
Map
15
CountyExecutiveOffice
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CountyExecutiveOffice
Board of Supervisors
Michael Powers, CEO
Matt Carroll, Asst. CEO
additional projects)
Service
Excellence
Council
Measurable results
Service
Excellence Office
All Employees
Provide data and voice of
customer inputs to Just Do
Its, Kaizen Events and
Projects
Apply concepts to their own
jobs and work areas
Infrastructure:
Support it.
GTE, $, Resources
Value Stream
Champion
Team
Leaders
Team
Members
Practitioners
Council
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Lean Coordinator
Belts
Execution:
Do it.
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CI Deployment
CountyExecutiveOffice
CountyExecutiveOffice
Others
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Three Gears
20
CountyExecutiveOffice
CountyExecutiveOffice
Lecture
Kaizen
Simulation
25 minutes
Tools Simulation
(Exercise)
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Learning Objectives
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Simulation Requirements
Round 1
CountyExecutiveOffice
CountyExecutiveOffice
Current State
1. Exercise Requirements
1.
2.
3.
4.
Baseline
Shoot
Calculations
*Pick your team name*
Baseline
CountyExecutiveOffice
Customer Requirements
Round 1
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Exercise Requirements
Round 1
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Business Requirements
Round 1
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Statapult Requirements
Round 1
Roles
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Marker
Shooter
Inspector
Sorter
Customer Liaison
Observer(s)
Take 5 minutes to review what your role is
before the Round 1 shoot
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Round 1 Layout
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Round 1 Shoot
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Sorter
Customer
Target
Observer
Customer
Liaison
Inspector
Box of
Balls
Marker
Shooter
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Calculations Round 1
______ (1)
(Effort-Quality)
______
(2)
3. Total Failures
______
(3)
______
(4)
______
(5)
(Expected response)
______
(6)
7. Yield
______
(7)
34
30 min
Exercise:
What Went Wrong?
CountyExecutiveOffice
CountyExecutiveOffice
10 min
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Module 2
Module 2 Objectives
CountyExecutiveOffice
CountyExecutiveOffice
Introduction to:
38
CountyExecutiveOffice
CountyExecutiveOffice
Lean
Speed
A. A college sorority
Six
Sigma
Quality
Performance Improvement
B. A diet aid
Theory of
Constraints
Focus
40
Origin of Lean
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Lean Basics
Examples of Wastes
CountyExecutiveOffice
Time
Lean Is . . .
Redundant
capture of information
Information
Time
A War on
WASTE!
not accurate
Excess
Limited
Variations
CountyExecutiveOffice
Low
Information/equip
unavailability
43
Traditional Process
Improvement vs. Lean
44
Traditional Process
Improvement vs. Lean
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Traditional
Focus
Inspect
Inspect
Transport
Re-work
Wait
Work
Disconnect
Work
Wait Transport
Reinstall
Work
Time
Improve Value-Added
work steps
Small Amount of
Time Eliminated
LARGE
Start
Finish
FLOW TIME
Inspect
Transport
Disconnect
Start
Wait
Re-work
Work
Work
FLOW TIME
= Value
Added Time
LeanFocus
= Non-Value-Added
Time (WASTE)
= Value
Added Time
amount
of time saved
ReduceoreliminateNVA/waste
Result:LARGE timesavings
Timesavingshaveadirect impacton
Cost
Capacity
Schedule
Flexibility
Resources
Etc.
45
CountyExecutiveOffice
CountyExecutiveOffice
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Wait Transport
Work
Reinstall
Finish
= Non-Value-Added
Time (WASTE)
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CountyExecutiveOffice
99%
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Sources of Variability
99.99966% (6 Sigma)
15 minutes of unsafe
drinking water per day
1 unsafe minute
every seven months
1 long/short landing
every five years
CountyExecutiveOffice
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CountyExecutiveOffice
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Information unavailability
Equipment & tools unavailability
Poor planning that results in rushed work
Low process yields (Defects)
Material condition not as expected
Unique/custom products
Change notices, holds, customer changes
Vacations, illness = absent staff
Many, many more... (obstacles to consistent outcomes)
51
Its Scientific!
CountyExecutiveOffice
1.
2.
3.
4.
5.
6.
7.
Y = f (x1, x2,xn)
CountyExecutiveOffice
Y = f (x1, x2)
Define Y (Charter)
Identify the Xs (tribal knowledge)
Identify the red Xs (tribal knowledge) (Vital Few)
Validate the red Xs (Gemba/data)
Analysis
Solution
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Theory of Constraints
Checking In
CountyExecutiveOffice
CountyExecutiveOffice
1.
2.
3.
4.
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Module 3
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Team Members
Roles and Responsibilities
57
Module 3 Objectives
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Lean Thinkers
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Where do you
find team members?
Suppliers
Process Step
1
CountyExecutiveOffice
External Customer(s):
Those who receive or use
your product or service,
outside your organization
Process Step
2
Here
Here
Stakeholders:
Here
61
CountyExecutiveOffice
CountyExecutiveOffice
Here
Team Members
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Change is Uncomfortable
CountyExecutiveOffice
Metrics
Processes
Invisible:
Change is difficult
Need to develop a culture of change
Look out for CAVE dwellers
Resistance
Norms
Assumptions
Habits
Perceptions63
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Module 4
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66
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Module 4 Objectives
Lean Toolkit
CountyExecutiveOffice
CountyExecutiveOffice
Just Do It
CountyExecutiveOffice
It!
it!
69
CountyExecutiveOffice
Manager/supervisor or approves
Report
Do
68
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Tools
If I had one hour to save the world, I would
spend 59 minutes defining the problem and 1
minute finding solutions.
Charters
SIPOC Map
- Albert Einstein
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72
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CountyExecutiveOffice
CountyExecutiveOffice
What
Where
When
74
Impact
SIPOC
DEFINE
CountyExecutiveOffice
Y = f (x)
SUPPLIERS
INPUTS
PROCESS
OUTPUTS
CUSTOMER
Be sure to
understand the
scope.
Focus effort toward
the goals and
deliverables.
SIPOC
Suppliers
Y?
Inputs
Process
Outputs
CountyExecutiveOffice
SIPOC - Exercise
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Customers
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10 minutes
Houseplants/Firehose (S, C); Looking for the 20% that have 80% of impact
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78
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Module 5
CountyExecutiveOffice
CountyExecutiveOffice
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80
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CountyExecutiveOffice
Objectives
Tools
82
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Spaghetti Map
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17
3 6 8 10 12
14 16 18 20
1
13
9 19
11
17
3 6 8 10 12
14 16 18 20
9 19
4b
4b
1
13
CountyExecutiveOffice
Number of Handoffs: 9
Number of Handoffs: 18
Total Time: 45 days
Touch Time: 5 days
Waiting 40 Days
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84
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CountyExecutiveOffice
CountyExecutiveOffice
Linda
Flow Diagram
Number of Handoffs: 11
Total Time: 8 days
Touch Time: 5 days
Waiting 3 Days
Paul
Yoko
John
Pete
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Consumption Map
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20 minutes
89
90
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Module 6
CountyExecutiveOffice
CountyExecutiveOffice
Objectives
Identify and validate the root cause(s)
that assure the elimination of waste,
variation, and constraints.
Integrating the
Toolsets
Using DMAIC
Approach
92
CountyExecutiveOffice
CountyExecutiveOffice
Office Setting:
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CountyExecutiveOffice
-People
-Process
X
Machinery
-Policy
People
-Product
Methods
Materials
96
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Knowledge Work
Product Work
8- Wastes
Defects
CountyExecutiveOffice
Scrap, rework, lost
capacity due to
mistakes, inaccurate SOPs.
Overproduction
Waiting
Non utilization of
people/talent
Paper- based data vs. electronic
transfers. Routing of unnecessary
approvals/processing.
Transportation
Inventory
Motion
Repetitive/unnecessary movement
caused by poor ergonomic design.
Extra or Over
Processing
CountyExecutiveOffice
10minutes
1.
2.
3.
4.
5.
6.
7.
8.
Overproduction
Waiting
Defects
Transportation
Overprocessing
Inventory
Motion
Underutilize People
97
98
CountyExecutiveOffice
Customer Requirements
Review
Value Added
(to customer)
Non-Value Added
(to customer)
------------E
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100
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Module 7
CountyExecutiveOffice
CountyExecutiveOffice
Objectives
Identify potential solutions
Question/Validate
requirements
Question non-value added
steps
Map out TO BE process
Develop an implementation
Plan
Pilot solution
Consider 5 S
Add error proofing
103
CountyExecutiveOffice
104
Elementsofa5SProgram
CountyExecutiveOffice
Sort Removefromtheworkplaceallitemsthatare
notneededforcurrentoperation.
Shine Thekeypurposeistokeepeverythingintop
conditionsothatwhensomeoneneedstouse
something,itisreadytobeused
Standardize Thestandardshouldbeeasily
understoodandeasytocommunicate(i.e.visual
controls).
Sustain Implementingsolutionstoaddresstheroot
105
The 7th S
causesofworkareaorganizationissues.Allemployees
mustbeproperlytrainedandusevisualmanagement
techniques
What is most difficult?
Prosperity Corner
CountyExecutiveOffice
Before
106
CountyExecutiveOffice
After
Manifesting intent
through thoughtful
placement of
objects/furniture
107
108
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CountyExecutiveOffice
Intentional Placement
Love & Marriage AreaBefore
After
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Before
111
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113
45 minutes
114
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Learning Objectives
Round 2
CountyExecutiveOffice
CountyExecutiveOffice
Flow Improvements/Variation
Reduction
115
Exercise Requirements
Round 2
116
Customer Requirements
Round 2
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CountyExecutiveOffice
117
Requirements Round 2
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118
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Business Requirements
None
Statapult Requirements
The Statapult must be placed so that the base
is on the floor and in a stationary position
119
120
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6/10/2013
Round 2 Shoot
CountyExecutiveOffice
CountyExecutiveOffice
Module 8
15 minutes
121
122
CountyExecutiveOffice
CountyExecutiveOffice
Objectives
Integrating the
Toolsets
Using DMAIC
Approach
Solution implementation
Establish control plan (Metrics: Avg/Std Dev; oven/bucket)
Verify improvements (Monitor targets)
Verify long term capability
Transition project to process owner
123
CountyExecutiveOffice
Tools
124
CountyExecutiveOffice
Control Charts
Standard Operating Procedures
Process Control Plan
Communication Plan
Mistake Proofing
Team Feedback Session
No Control Plan?
126
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6/10/2013
Celebrate!
CountyExecutiveOffice
CountyExecutiveOffice
V-Validate
Improvements/Savings will be validated six
months to one year after completion of your CPI
project to insure improvements are realized and
sustained.
Champions
/Leads
Tools
Team certificates
Publicize results
Brag!
CountyExecutiveOffice
128
Push to Change
129
Now What?
CountyExecutiveOffice
CountyExecutiveOffice
130
CountyExecutiveOffice
WE HAVE
ALWAYS
DONE IT
Be
Positive
THIS
WAY.
131
132
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6/10/2013
CountyExecutiveOffice
Congratulations
Yellow Belts!
133
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