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The Lean Handbook Journey - ASQ LSS Conference - Feb 27 2012

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This is a copy of the presentation by Anthony Manos at ASQ's Lean and Six Sigma Conference in Phoenix, AZ February 27, 2012. It walks through the Lean Body of Knowledge as a basis for ASQ's "The Lean …

This is a copy of the presentation by Anthony Manos at ASQ's Lean and Six Sigma Conference in Phoenix, AZ February 27, 2012. It walks through the Lean Body of Knowledge as a basis for ASQ's "The Lean Handbook".

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  • 1. The Lean Handbook Journey The Lean Handbook Journey Session C5 Monday, February 27, 2:00 – 3:00 pm Presented by Anthony Manos LBCKey Learning Outcomes• Better understanding of the make–up of the Lean Handbook• How the body of knowledge flows• Moving beyond the tools of Lean into the culture ASQ Lean and Six Sigma Conference 2012 1
  • 2. The Lean Handbook JourneyAgenda• The current Lean Body of Knowledge and its history• The make–up of the handbook and its contributing authors• Information related to the Bronze Lean Certification• Suggested readings• Q&AIntroduction• First and foremost, this is not the exam prep book• This is the “overall BOK book”• It was written at the “tactical” level (vs. integrative or strategic) ASQ Lean and Six Sigma Conference 2012 2
  • 3. The Lean Handbook Journey Current BOK & HistoryFour Partner Associations ASQ Lean and Six Sigma Conference 2012 3
  • 4. The Lean Handbook JourneyBrief History of the Lean Certification• 2001 – Members of SME, AME, and constituents of the Shingo Prize came together and determined the need to align practitioners to a common foundation – fundamentals – of lean practice to provide a roadmap to support workforce development and training efforts.• 2004 – Development of the BOK began in earnest. The Shingo Prize model served as a basis for the program’s Body of Knowledge.• 2005 – The proposed lean body of knowledge was validated in a study thus launching the Lean BOK version 2.0• Kaizen Blitz Week – Nearly 60 lean practitioners gathered for a week to develop the components of Lean certification program. Teams were established to focus on exams, portfolios and the mentoring requirements. Throughout the development process, nearly 200 Lean practitioners were involved in the creation of this program not including the couple of thousands that participated in the study.ASQ Joins• 2006, March - The first Bronze exam was offered to the public, the Certification Oversight & Appeals Committee was established• 2006, June - the Silver exam was available• 2006, December – the Gold exam launched• 2007 - The Shingo Prize Model was restructured, a second validation study was performed• 2008 - Updated BOK V3.0 (with weighting factors for Bronze, Silver, Gold)• 2010 – ASQ joins the partnership• The Future of the BOK - Validation studies will be conducted every 5-7 years ASQ Lean and Six Sigma Conference 2012 4
  • 5. The Lean Handbook Journey The Shingo Principles Results Enterprise Alignment Continuous Process Improvement Cultural Enablers Guiding PrinciplesCreate Value for the CustomerCreate Constancy of PurposeThink SystematicallyFocus on ProcessEmbrace Scientific ThinkingFlow & Pull ValueAssure Quality at the SourceSeek PerfectionLead with HumilityRespect for Every Individual ASQ Lean and Six Sigma Conference 2012 5
  • 6. The Lean Handbook Journey Supporting Principles Measure what Matters Align Behaviors with Performance Identify Cause & Effect Relationships See Reality Focus on Long-term Align Systems Stabilize Processes Align Strategy Rely on Data Standardize Processes Insist on Direct Observation Focus on Value Streams Keep It Simple & VisualIdentify and Eliminate Waste Integrate Improvement with Nurture Long-term Relationships Work Empower & Involve Everyone Develop People Assure a Safe Environment Shingo Prize Transformation Process ASQ Lean and Six Sigma Conference 2012 6
  • 7. The Lean Handbook Journey BOK Basic Layout 1. Cultural Enablers • Principles 2. Continuous • Processes Process • Techniques and Improvement practices 3. Consistent Lean Enterprise Culture • Principles • Measurement Systems 4. Business results • Key Lean Related MeasuresAlignment Principles How? Processes / Systems Techniques & Practices Why? ASQ Lean and Six Sigma Conference 2012 7
  • 8. The Lean Handbook JourneyFour Major Sections (Bronze %)• Section 1 – Cultural Enablers (15%)• Section 2 – Continuous Process Improvement (60%)• Section 3 – Consistent Lean Enterprise Culture (10%)• Section 4 – Results (15%) Section 1 – Cultural Enablers People ASQ Lean and Six Sigma Conference 2012 8
  • 9. The Lean Handbook JourneyRubric 1 – Cultural Enablers 1.1. Principles of Cultural Enablers (3%) 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes for Cultural Enablers (4%) 1.2.1. Planning & Deployment 1.2.2. Create a sense of urgency 1.2.3. Modeling the lean principles, values, philosophies 1.2.4. Message Deployment - Establishing vision and direction 1.2.5. Integrating Learning and Coaching 1.2.6. People development - Education, training & coaching 1.2.7. Motivation, Empowerment & Involvement 1.2.8. Environmental Systems 1.2.9. Safety SystemsRubric 1 – Cultural Enablers 1.3. Cultural Enabler Techniques and Practices (8%) 1.3.1. Cross Training 1.3.2. Skills Assessment 1.3.3. Instructional Goals 1.3.4. On-the-Job Training 1.3.5. Coaching & Mentoring 1.3.6. Leadership Development 1.3.7. Teamwork 1.3.8. Information Sharing (Yokoten) 1.3.9. Suggestion Systems ASQ Lean and Six Sigma Conference 2012 9
  • 10. The Lean Handbook Journey Section 2 – Continuous Process Improvement ToolsPrinciples of CI 2.1. Principles of Continuous Process Improvement (15%) 2.1.1. Process Focus 2.1.2. Identification & Elimination of Barriers to flow 2.1.2.1. Flow & the Economies of Flow 2.1.2.2. 7 Wastes (Muda), Fluctuation (Mura), and Overburden (Muri) Connect & Align Value added work 2.1.2.3. fragments 2.1.2.4. Organize around flow 2.1.2.5. Make end-to-end flow visible 2.1.2.6. Manage the flow visually Match rate of production to level of customer demand - Just-in- 2.1.3. Time 2.1.4. Scientific thinking 2.1.4.1. Stability 2.1.4.2. Standardization 2.1.4.3. Recognize Abnormality 2.1.4.4. Go and See ASQ Lean and Six Sigma Conference 2012 10
  • 11. The Lean Handbook JourneyPrinciples of CI 2.1.5. Jidoka 2.1.5.1. Quality at the source 2.1.5.2. No defects passed forward 2.1.5.3. Separate man from machine 2.1.5.4. Multi-process handling 2.1.5.5. Self detection of errors to prevent defects 2.1.5.6. Stop and Fix 2.1.6. Integrate Improvement with Work 2.1.7. Seek Perfection 2.1.7.1. Incremental continuous improvement (Kaizen) 2.1.7.2. Breakthrough continuous improvement (Kaikaku)Lean CI Systems 2.2. Continuous Process Improvement Systems 20% 2.2.1. Visual Workplace 2.2.1.1. 5S standards and discipline 2.2.2. Lot size reduction 2.2.3. Load leveling 2.2.4. 3P Production Process Preparation 2.2.5. Total Productive Maintenance (including predictive) 2.2.6. Standard Work 2.2.7. Built-in feedback 2.2.8. Strategic Business Assessment 2.2.9. Continuous Improvement Process Methodology 2.2.9.1. PDCA 2.2.9.2. DMAIC 2.2.9.3 Problems Solving Storyboards ASQ Lean and Six Sigma Conference 2012 11
  • 12. The Lean Handbook JourneyLean CI Systems 2.2.10 Quality Systems 2.2.10.1 ISO and Other standards 2.2.11 Corrective Action System 2.2.11.1. Root Cause analysis 2.2.12. Project Management 2.2.13 Process design 2.2.14 Pull System 2.2.15 Knowledge TransferLean CI Techniques 2.3. Continuous Process Improvement Techniques & 25% Practices 2.3.1. Work Flow Analysis 2.3.1.1. Flowcharting 2.3.1.2. Flow Analysis Charts 2.3.1.3. Value Stream Mapping 2.3.1.4. Takt Time Analysis 2.3.2. Data Collection and Presentation 2.3.2.1. Histograms 2.3.2.2. Pareto Charts 2.3.2.3. Check Sheets 2.3.3. Identify Root Cause 2.3.3.1. Cause & Effect diagrams (Fishbone) 2.3.3.2. 5-Whys 2.3.3.3. Failure Mode and Effects Analysis 2.3.4. Presenting Variation Data 2.3.4.1. Statistical Process Control Charts 2.3.4.2. Scatter and Concentration Diagrams ASQ Lean and Six Sigma Conference 2012 12
  • 13. The Lean Handbook JourneyLean CI Techniques 2.3.4. Presenting Variation Data 2.3.4.1. Statistical Process Control Charts 2.3.4.2. Scatter and Concentration Diagrams 2.3.5. Product and Service Design (make sure to include engineering changes re: capabilities) 2.3.5.1. Concurrent Engineering 2.3.5.2. Quality Function Deployment 2.3.5.3. Product or Process Benchmarking 2.3.5.4. Design for Product Life Cycle (DFx) - cradle to cradle 2.3.5.5. Variety Reduction - product and component 2.3.5.6. Design for Manufacturability 2.3.6. Organizing for Improvement 2.3.6.1. Kaizen Blitz EventsLean CI Techniques 2.3.7. Countermeasure Activities 2.3.7.1. Mistake and Error Proofing (Poka Yoke) 2.3.7.2. Quick Changeover/Setup Reduction (SMED) 2.3.7.3. One Piece Flow 2.3.7.4. Right sized equipment 2.3.7.5. Cellular Flow 2.3.7.6. Sensible Automation 2.3.7.7. Material Signals (Kanban) 2.3.7.8. Source Inspection 2.3.8. Supply Processes External 2.3.8.1. Supplier managed inventory 2.3.8.2. Cross-docking 2.3.8.3. Supplier Assessment and Feedback 2.3.8.4. Supplier Development 2.3.8.5. Supplier Benchmarking 2.3.8.6. Logistics ASQ Lean and Six Sigma Conference 2012 13
  • 14. The Lean Handbook JourneyLean CI Techniques 2.3.9. Supply Processes Internal 2.3.9.1. Material Handling 2.3.9.2. Warehousing 2.3.9.3. Planning and Scheduling Section 3 – Consistent Lean Enterprise Culture Culture ASQ Lean and Six Sigma Conference 2012 14
  • 15. The Lean Handbook JourneyPrinciples of Lean Culture 3.1. Principles of Consistent Lean Enterprise Culture 5% 3.1.1. Systemic Thinking 3.1.1.1. Part-whole relationships are clear and explicit through holistic thinking 3.1.1.2. The organization evolves as necessary to accommodate future conditions through dynamic thinking 3.1.1.3. Closed-loop thinking to assure effective feedback of organizational learning 3.1.2. Constancy of Purpose 3.1.2.1. Focus on Results 3.1.2.2. Focus on Waste Elimination 3.1.2.3 Focus on Value to customer 3.1.3. Social ResponsibilityProcesses for Lean Culture 3.2. Processes for Developing Consistent Lean 3% Enterprise Culture 3.2.1. Enterprise Thinking 3.2.1.1. Organize around flow 3.2.1.2. Integrated business system and improvement system 3.2.1.3. Reconcile reporting systems 3.2.1.4. Information management 3.2.2. Policy Deployment / Strategy Deployment 3.2.2.1. Scientific thinking as a strategy process 3.2.2.2. Series of nested experiments 3.2.2.3. Dynamic give and take 3.2.2.4. Forming consensus 3.2.2.5. Align strategies and execution 3.2.2.6. Standard work for strategy communication - how we think and talk 3.2.2.7. Resource deployment and allocation ASQ Lean and Six Sigma Conference 2012 15
  • 16. The Lean Handbook JourneyTechniques for Lean Culture 3.3. Consistent Enterprise Culture Techniques & 2% Practices 3.3.1. A3 3.3.2. Catchball 3.3.3. Redeployment of Resources Section 4 – Business Results Results ASQ Lean and Six Sigma Conference 2012 16
  • 17. The Lean Handbook JourneyPrinciples of Business Reults 4.1. Principles of Business Results 4% 4.1.1. Create Value first to drive performance 4.1.1.1. Measure what matters to the customer 4.1.1.2. Measure normal versus abnormal conditions - (triggers response) 4.1.1.3. Guidelines for Measurement Categories * Customer demand and characteristics * Customer retention * Waste * People Development Measures * Quality * Cost and Productivity * Competitive ImpactMeasurement Systems 4.2. Measurement Systems 3% 4.2.1. Measurement 4.2.1.1 Understand interdependencies between measures and measurement categories 4.2.1.2 Align internal measures with what matters to customers 4.2.1.3 Measure the results from the whole system 4.2.1.4 Measure flow and waste 4.2.1.5 Lean Accounting 4.2.1.6. Voice of the Customer 4.2.2. Goal and Objective Setting 4.2.2.1. SMART (Specific, Measurable, Achievable, Realistic, Timely) 4.2.2.2. Tied to the customer 4.2.3. Analysis - Understand what moves the dial on measures 4.2.4. Reporting 4.2.4.1. Visible feedback real-time ASQ Lean and Six Sigma Conference 2012 17
  • 18. The Lean Handbook JourneyLean Measures 4.3. Key Lean Related Measures 8% 4.3.1. Quality 4.3.1.1. Rework 4.3.1.2. First Pass Yield 4.3.2. Delivery 4.3.2.1 Takt Time 4.3.2.2 Cycle Time 4.3.2.3 Lead Time 4.3.3 Cost 4.3.3.1 Inventory turns 4.3.3.2 Queue time 4.3.3.3 Wait time (delays) 4.3.3.4 Overall Equipment Effectiveness (OEE) 4.3.3.5 Changeover Time 4.3.4 Financial Impact 4.3.5.1. Cash Flow 4.3.5 Competitive Impact 4.3.6.1. Customer Satisfaction Handbook & Authors Many voices, many styles ASQ Lean and Six Sigma Conference 2012 18
  • 19. The Lean Handbook JourneyMany Voices, Many Styles• We were lucky enough to work with some of the best minds in Lean• Look around – a contributing author may be sitting right next to you or attending this conference• Some of these authors are already on the Recommended Reading list or have top selling Lean books• Different and varied backgroundsA Special Thanks to -• Christopher Abrey • Dr. Mark W. Morgan• Andy Carlino • Frank Murdock• Adil Dalal • Mike Osterling• Grace Duffy • Robert (Bob) Petruska• David S. Foxx • Govind Ramu• Dr. Gwendolyn Galsworth • Rama Shankar• Bruce Hamilton • Gregg Stocker• John Kendrick • Chad Vincent• Matthew Maio • Pat Wardell• David Mann • Jerry M. Wright• Anthony Manos Editors:• Brian H. Maskell • Anthony Manos• Timothy F. McMahon • Chad Vincent ASQ Lean and Six Sigma Conference 2012 19
  • 20. The Lean Handbook Journey Lean Bronze Certification Prepare, Exam, PortfolioPreparation1. Assess your knowledge - to earn this certification, youshould demonstrate your understanding of the LeanCertification Body of Knowledge (PDF). You should alsounderstand the basics of lean.2. Read the recommended material - Exam questions arebased on specific Recommended Readings (PDF) selectedby knowledgeable and experienced individuals.3. Apply - After you apply for the Lean Bronze Certification,you will receive an "Applicant Kit" which will include: Body ofKnowledge, Recommended Reading List, Portfoliocandidate portfolio instructions, Bronze level portfolio forms,Lean Proctor form and agreement ASQ Lean and Six Sigma Conference 2012 20
  • 21. The Lean Handbook JourneyExam4. Attend a classroom review course or register for LORP(Lean Online Review Program) (Optional)5. Take the exam - the open-book 170-question exam takesthree hours. It is strongly recommended that you bring yourrecommended reading material to the exam. All examquestions are taken from those sources. You can find examtaking tips here. (PDF)6. Receive the Knowledge Certificate - when you pass theexam, you receive a certificate (not a certification) thatserves as a base for pursuit of the Lean Bronze, Silver andGold Certifications. It is valid for three years and is notrenewable.Portfolio7. Construct and submit your portfolio of experience -you must submit your portfolio and have it accepted withinthe three year timeframe beginning from the date on yourknowledge certificate.It should document:• Completion of 80 hours minimum of education/training requirements.• Five (5) tactical projects: events, projects and/or activities to which specific lean principles and tools were applied.• Portfolio reflection: results of the events, projects and/or activities. ASQ Lean and Six Sigma Conference 2012 21
  • 22. The Lean Handbook JourneyNext Steps8. Work with a mentor (Optional)9. Plan your next step - You may choose to pursuerecertification or the Lean Silver Certification. Your LeanBronze Certification is valid for three years.Company Benefits• With an established Lean standard, companies enjoy a clear understanding of the capability of their resources.• Provides the opportunity for significant training and development.• Mentoring is a fundamental part of the Lean program, helping to mold new Lean experts• Standardize Lean practices within organizations, regardless of size or industry ASQ Lean and Six Sigma Conference 2012 22
  • 23. The Lean Handbook JourneyIndividual Benefits• Develop career planning milestones• Gain a portable, career credential• Share and gain Lean knowledge through mentoring others• Align to the Lean knowledge and competency standard• Attain abilities recognized across the industry• Develop a portfolio of your experience Suggested Readings Bronze Level ASQ Lean and Six Sigma Conference 2012 23
  • 24. The Lean Handbook JourneyRecommended ReadingsExam questions are based on these RecommendedReadings:• Gemba Kaizen, Masaaki Imai• Lean Production Simplified, Pascal Dennis or Lean Hospitals by Mark Graban• Lean Thinking, James P. Womack and Daniel T. Jones• Learning to See: Value Stream Mapping to Create Value and Eliminate Muda, Mike Rother and John ShookPlease note: exam questions are not based on specific informationfrom the Lean HandbookBook Covers ASQ Lean and Six Sigma Conference 2012 24
  • 25. The Lean Handbook Journey Wrap-up and Q&A EvaluationsWrap-up, Q&A, and EvaluationsKey Learning outcomes:• Better understanding of the make–up of the Lean Handbook• How the body of knowledge flows• Moving beyond the tools of Lean and into the culture• Q&A• Evaluations ASQ Lean and Six Sigma Conference 2012 25
  • 26. The Lean Handbook Journey Thank youLean Handbook – Coming Soon! ASQ Lean and Six Sigma Conference 2012 26

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