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8 Ways to Create an Infrastructure that Supports Lean

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Creating a Lean organization is never an easy task, but with the right Lean systems in place, it can be far less challenging. Jeff Hajek and Tim McMahon describe 8 ways to create an infrastructure …

Creating a Lean organization is never an easy task, but with the right Lean systems in place, it can be far less challenging. Jeff Hajek and Tim McMahon describe 8 ways to create an infrastructure that supports Lean.

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  • Building a continuous improvement culture
  • Note to make processes for workshop—cleanup, maintenance, resupply, funding, etc.KEY: Make sure people are not wasting time looking for tools and materials that are commonly used in improvements. Treat it like a surgeon—during the operation, the focus should be on the task at hand, not logistics.
  • Forms and tools (kanban)BooksDVDsTraining KitsPostersQRCsCI Process DocsMultiple copies for brown bags
  • pre-work (timing long processes, building ahead, etc.)Specialized work (welding, fixture building, etc.)Training (creform, b-line, shop tools, etc.)Back-fillingParticipating in kaizenLeadership development
  • Transcript

    • 1. 8 Ways to Create an Infrastructure that Supports Lean
      Presented by
      Jeff Hajek
      Gotta Go Lean
      Tim McMahon
      A Lean Journey
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
      Version 8/3/2011
    • 2. Introduction
      What Makes Lean Thinking Work?
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 3. Leadership Vision & Strategy
      Leaders must create the vision, then energize and enable the organization to achieve it.
      Strategy makes decision making clear and consistent.
      An integrated strategy helps develop and strengthen interfaces amongst other teams.
      Additional Reading: The 6 P's of Leadership
      http://www.aleanjourney.com/2010/01/6-ps-of-leadership.html
      Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:2011_State_of_the_Union.jpg
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 4. Create Dedicated Project Areas
      If my area is 5S’ed, where do I work on projects?
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 5. Create Dedicated Project Areas
      Make an improvement workshop with…
      • Space to work
      • 6. Community tools
      • 7. A range of materials (use kanbans to stock)
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 8. Competency Through Training
      Deploying Lean is not for amateurs.
      Lean experts provide mentoring and support throughout your Lean deployment.
      Identify both current skills and forecasted requirements.
      Fill the skills gap with comprehensive training.
      Additional Reading: Learn Continuously
      http://www.aleanjourney.com/2011/01/learn-continuously.html
      Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:HAZMAT_training.jpg
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 9. Build a Lean Library
      With higher expectations on me, how can I learn more about Lean?
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 10.
      • Make a Lean Library with…
      • 11. Books
      • 12. Multiple copies of staple Lean books (i.e. Lean Thinking, Whaddaya Mean I Gotta Be Lean?)
      • 13. DVDs
      • 14. Posters, QRCs
      • 15. Training Materials
      • 16. Forms and Tools
      • 17. CI Process Docs (Internal)
      • 18. Best Practices
      Build a Lean Library
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 19. Cross Functional Teams
      Teams are greater than the sum of the individual parts.
      Teams need to be mentored and developed.
      Effective teams use a set of values that encourage listening and responding constructively to views expressed by others.
      Additional Reading: Not All Groups are Teams
      http://www.aleanjourney.com/2009/06/not-all-groups-are-teams.html
      Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:MAORI_TEAM_.jpg
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 20. Form a Resource Team
      How does production happen when I am on a project?
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 21. Form aResource Team
      Trained on “A”
      • Responsibilities
      • 22. Backfilling
      • 23. Specialized project skills (welding, MS Office etc.)
      • 24. Project area training
      • 25. Kaizen team member (ringer)
      • 26. Kaizen prep / pre-work
      • 27. Development opportunity
      Cross-
      Training
      A
      A & B
      B
      B & C
      C
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 28. Link to Suppliers and Customers
      Establish linkages with supplier and customer base.
      Promote learning across the entire value stream.
      Treat external and internal suppliers the same.
      Build relationship on mutual respect (win-win).
      Additional Resources: A Lean Journey Facebook Page Daily Lean Tips
      http://www.facebook.com/ALeanJourney?sk=notes
      Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Red_truck_USA.JPG
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 29. Provide Capacity for All Tasks
      When are we going to do that???
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 30. Provide Capacity for All Tasks
      Is it realistic to plan 40 hours per week for production?
      Make sure the time budget matches the improvement plan.
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 31. Conclusion
      Leadership Vision & Strategy
      Create Dedicated Project Areas
      Competency Through Training
      Build a Lean Library
      Cross Functional Teams
      Form a Resource Team
      Link to Suppliers and Customers
      Provide Capacity for All Tasks
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 32. Next Webinar…
      10 Random Tips to Help Supercharge You on Your Lean Journey
      September 3, 2011
      9:00 AM PDT
    • 33. Follow-up Information
      http://www.ALeanJourney.com
      http://www.facebook.com/ALeanJourney
      @TimALeanJourney
      A Lean Journey LinkedIn Group
      • http://www.GottaGoLean.com
      • 34. Lean Training System
      • 35. http://www.velaction.com/products-services/lean-training/
      • 36. COMING SOON…
      • 37. Lean Office Exercise
      • 38. Poka Yoke Exercise
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 39. Questions
      Jeff Hajek
      Info@Velaction.com
      www.GottaGoLean.com
      1.800.670.5805
      Tim McMahon
      http://linkedin.com/in/timothyfmcmahon
      860-469-LEAN (5326)
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.
    • 40. Copyright Terms
      You may modify this presentation for use within your own organization.
      You may distribute this presentation within your own organization.
      You may not distribute this presentation, its derivative works, or images contained within it outside of your own organization.
      © 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
      All Rights Reserved.