Building Better Companies by Building Better People

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  • This is the infrastructure for Lean deployment. It is not meant to imply an organizational or managerial reporting structure. The level are used to define roles, responsibilities, and training requirements.
  • Executive Champion
  • Deployment Champion
  • Lean Leader
  • Planning activities for the deployment of lean begin with Level 1 and migrate down to Level 4. However, implementation and reporting begin at Level 4 and rollup to Level 1. However, this does not imply that the implementation is a bottoms up or grass roots approach. On the contrary, a Lean deployment must be supported from the top and driven by the Executive and Deployment Champions throughout the organization.
  • Training requirements are specific within a level. Based upon the training requirements of a given level, the most effective method of training is being proposed. For Level 1 and Level 4, the objectives can easily be met cost effectively with e-Learning modules. However, for Levels 2 and 3, a blended approach involving classroom facilitation is required.
  • Phases of the Lean Roadmap.
  • Phases 2 - 6
  • Listed here are just some of the characteristics of the program.
  • We have defined four major groups that have various training needs and requirements to fulfill their roles and responsibilities in the deployment of Lean. We have identified these groups by levels.
  • Obviously ‘more resources’ and ‘improved accountability’ are only a few of the causes here … could be improper scope, better upper management support, etc. etc.
  • Building Better Companies by Building Better People

    1. 1. Building Better Companies By Building Better People 2005
    2. 2. Agenda <ul><li>Introductions </li></ul><ul><li>Lean Steering Team </li></ul><ul><ul><li>Purpose </li></ul></ul><ul><ul><li>Roles and Responsibilities </li></ul></ul><ul><ul><li>Connectivity from Strategy to Tactics </li></ul></ul><ul><li>Lean Organizational Structure </li></ul><ul><ul><li>Execution and Site Steering </li></ul></ul><ul><ul><li>Lean Leaders </li></ul></ul><ul><ul><li>The Lean Masses </li></ul></ul><ul><ul><ul><li>Training </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Execution </li></ul></ul></ul><ul><ul><li>Deployment Roadmap, the Lean version of DMAIC </li></ul></ul><ul><ul><ul><li>Ownership </li></ul></ul></ul><ul><ul><ul><ul><li>Pride of Ownership </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Enthusiasm </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Sustainability </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Early Wins </li></ul></ul></ul></ul>
    3. 3. Site Steering Team: Purpose, Roles & Responsibilities <ul><li>Responsibilities of a Site Steering Team </li></ul><ul><li>Makes change happen across functional and departmental boundaries </li></ul><ul><li>Monitors all aspects of lean implementation </li></ul><ul><li>Defines the lean implementation plan </li></ul><ul><li>Champions the lean effort </li></ul><ul><li>Defines the lean vision </li></ul><ul><li>Identifies lean leaders </li></ul><ul><li>Eliminates barriers </li></ul><ul><li>Supports the lean leader in the identification of the lean opportunities </li></ul><ul><li>Provides on-going support for lean initiatives and SEE </li></ul><ul><li>Reports progress on lean activities to Sylvania Enterprise Excellence (SEE) Team </li></ul><ul><li>Role of a Site Steering Team: </li></ul><ul><li>The SST crafts the strategy </li></ul><ul><li>Identification of initial target areas </li></ul><ul><li>The committee provides the direction and guides the Lean implementation team(s) </li></ul><ul><li>Why assemble a Site Steering Team? </li></ul><ul><li>The purpose of an SST is to ensure that true Lean transformation occurs within the organization. </li></ul>
    4. 4. Site Steering Team: Team Members <ul><li>Lean Site Steering Team Members </li></ul><ul><li>Plant Manager and Lean Champion: </li></ul><ul><li>Manufacturing Superintendent(s): </li></ul><ul><li>HR Manager: </li></ul><ul><li>Materials Manager: </li></ul><ul><li>Quality Manager: </li></ul><ul><li>Finance Manager: </li></ul><ul><li>Industrial Engineer / Facilities Manager: </li></ul><ul><li>Design Engineering Manager: </li></ul><ul><li>Lean Implementation Manager: </li></ul>“ Lean Leaders keep their eyes on the horizon, not just on the bottom Line” <ul><li>Future “Enterprise Excellence” Site Steering Team Members </li></ul><ul><li>Six Sigma Manager : Expert in six-sigma. Gives recommendations for implementation as well as educates SST in Process quality initiatives. </li></ul><ul><li>TPM Manager : Expert in Total Productive Management. Gives recommendations for implementation as well as educates SST in TPM. </li></ul>
    5. 5. Site Steering Team: Meeting Agenda Proposed Site Steering Team meeting agenda & topics: I. Review upcoming Kaizen events (charters) and prioritize event calendar : II. Discuss Lean implementation: pilot area progression, future area involvement. III. Discuss Development / Updates to the Lean Total Program : IV. Discuss Internal Lean training initiatives : V. Review SST Reading Assignment : “ A Champions job is to look into the future and see the organization not as it is, but as it can be. The Site Steering Team ensures that the organization achieves that vision” “ A meeting without an Agenda is nothing more than a conversation”
    6. 6. Realizing the Lean Vision: From Strategy to Policy Deployment. Choosing where to begin with the Lean Transformation Unless an organization can unquestionably see “blood gushing from the jugular”, it needs a sure indicator for determining where it is bleeding the most. This is where to begin with Lean Implementation. One method for determining this is through Financial Mining. Step 1 - Identify the top 3 business objectives for the next 3 to 5 years. Step 2 – Work with finance to determine what “Percentage of Pain” each product / Service is causing for each business objective. Step 3 – Rank the top 3 business objectives from 1 to 3, with 3 being the most important objective. Step 4 - Multiply each product / Service “Percentage of Pain” by the business Objective’s Rank. Step 5 – Add up numbers for the top 3 Business Objectives for each Product / Service and choose which one you will perform Value Stream Analysis on. Steps to take to perform financial mining to uncover a “breakthrough” or “Discovery” are as follows:
    7. 7. Realizing the Lean Vision: From Strategy to Policy Deployment. (Cont.) Once identifying a breakthrough, you need to take steps to understand your process. The first step is through generating a SIPOC Diagram. SIPOC Stands for,,, Suppliers - Who provide Inputs. Inputs – What goes into the process. Process – How the process is performed. Outputs – What comes out of the process. Customers – Who receives the outputs SIPOC is the starting point for where you will begin to create your process maps. <ul><li>SIPOC is High Level . </li></ul><ul><li>Gives overall view of the process </li></ul><ul><li>Can show the scope of potential project. </li></ul><ul><li>Identifies key players. </li></ul><ul><li>Demonstrates process and customer requirements. </li></ul><ul><li>A great communication tool throughout the project. </li></ul>
    8. 8. Realizing the Lean Vision: From Strategy to Policy Deployment. (Cont.) Value Stream Analysis will identify projects and allow you to develop a Future State Vision for the Breakthrough area. <ul><li>Step I - Generate Current State Value Stream Map. </li></ul><ul><ul><li>Identify current process and wastes. Include ALL data (material flow, information flow, Process data and labor utilization) </li></ul></ul><ul><li>Step II - Craft the “Ideal State” Value Stream Map </li></ul><ul><ul><li>Where you envision the breakthrough in 5 years. </li></ul></ul><ul><li>Step III - Develop the Future State “Vision” Value Stream Map. </li></ul><ul><ul><li>12 months to achieve. </li></ul></ul><ul><li>Step IV - Identify projects required to achieve Future State Vision. </li></ul><ul><ul><li>Identify resources and project sequence required to achieve Future State Vision. </li></ul></ul><ul><li>Step V - Develop plan to achieve Future State Vision within 12 month Time Frame – Policy Deployment . </li></ul>
    9. 9. Realizing the Lean Vision: From Strategy to Policy Deployment. Value Stream Mapping, Value Stream Analysis and Policy Deployment planning required to realize a 12-month Future State Vision can be accomplished via traditional 5-day Kaizen activities!!! The Value Stream Mapping Kaizen is the first Kaizen activity that a pilot area will participate in. This eliminates a “Drive-by Kaizen” syndrome
    10. 10. Realizing the Lean Vision: From Strategy to Policy Deployment. Spaghetti Mapping and Process Flow Mapping are the “front lines” tools used to improve a process. Spaghetti maps are frequently used “tools of the Kaizen event”. Process Spaghetti Diagram Process Pedometer Study Mechanic I Mechanic II Mechanic III Technician Material Handler
    11. 11. Program Deployment <ul><li>Phase 1: Planning for Change </li></ul><ul><ul><li>Executive Planning </li></ul></ul><ul><ul><li>Communication Planning </li></ul></ul><ul><ul><li>Deployment Planning </li></ul></ul><ul><ul><li>Financial System Development </li></ul></ul><ul><ul><li>Organization Systems Planning </li></ul></ul><ul><ul><li>Champion Selection & Training </li></ul></ul><ul><ul><li>Project Identification, Prioritization & Selection </li></ul></ul><ul><ul><li>Belt Selection & Training Planning </li></ul></ul><ul><li>Phase 2: Rapid Profitability Improvement </li></ul><ul><ul><li>Kaizen </li></ul></ul><ul><ul><li>Lean Sigma Black Belts </li></ul></ul><ul><ul><li>Lean Sigma Green Belts </li></ul></ul><ul><ul><li>Lean Sigma Transactional </li></ul></ul><ul><li>Phase 3: Long Term Growth </li></ul><ul><ul><li>Voice Of The Customer </li></ul></ul><ul><ul><li>Six Sigma Process Design </li></ul></ul><ul><ul><li>Marketing with Six Sigma </li></ul></ul><ul><li>Phase 4: Internalization </li></ul><ul><ul><li>Implementation Leader </li></ul></ul><ul><ul><li>Train-The-Trainer </li></ul></ul><ul><ul><li>Master Black Belt </li></ul></ul><ul><li>Phase 5: Strategy </li></ul><ul><ul><li>Executive Strategy Planning </li></ul></ul>
    12. 12. Process Improvement Methodology  Site Lean Organizational Structure
    13. 13. Lean Organizational Structure Lean Champion Note: This chart represents a structure for Lean Implementation and does not imply a managerial reporting structure Lean Awareness Lean Leader Executive Champion Level 1 Deployment Champion Level 1 Lean Leader Level 2 Kaizen Team Leader Level 3 Kaizen Team Members Level 4 Kaizen Team Leader Level 3 Kaizen Team Members Level 4
    14. 14. Lean Roles And Responsibilities Supports and is committed to the plan Owner of the Corporate Benefit Tracker (identified, implemented, realized) Ensure Lean Activities are linked to Corporate Metrics Knowledgeable of Lean Concepts and Lean Conversational Member of the Executive Steering Committee (Corporate Level) Roles and Responsibilities Sponsoring member of the Executive Management team who is committed to the implementation of Lean principles in the organization Definition Executive Champion (Corporate) Title
    15. 15. Lean Roles And Responsibilities Removes roadblocks and ensure resources are available Provides guidance to Lean Leaders Ensure Lean activities are linked to Business Unit Metrics Owner of the Site Benefit Tracker (plan vs. actual) Provides environment conducive to Lean applications Knowledgeable of Lean Concepts and Implementation Methodology Leader of the Site Steering Committee Roles and Responsibilities Liaison between executive management and Lean Implementation Teams Definition Deployment Champion (Site) Title
    16. 16. Lean Roles And Responsibilities Responsible for developing site Lean Core Competencies Member of the Site Steering Committee Accountable to deliver the metrics to the Site Benefit Tracker Leverages knowledge across multiple sites Local Lean Knowledge Expert Define, Design, and Deploy local Lean implementation plan Roles and Responsibilities Lean Expert, consultant, trainer and facilitator for Lean activities Definition Lean Leader Title
    17. 17. Lean Activities Executive Champion Level 1 Deployment Champion Level 1 Lean Leader Level 2 ACE Team Leader Level 3 ACE Team Members Level 4 ACE Team Leader Level 3 ACE Team Members Level 4 Planning Implementation Reporting
    18. 18. Lean Training Requirements By Level Lean Leaders Drive This Level Executive Champion Level 1 Deployment Champion Level 1 Lean Leader Level 2 ACE Team Leader Level 3 ACE Team Members Level 4 Champion R&R Awareness Lean Expert Classes Simulation Workshops Application Workshops Lean Awareness
    19. 19. Process Improvement Methodology  Lean Deployment Roadmap
    20. 20. SBTI’s Lean Roadmap For Implementation <ul><li>Phase 0: Assess </li></ul><ul><ul><li>Evaluate Opportunity </li></ul></ul><ul><ul><li>Level 1 Entitlement - “Setting the Bar” The best day in the life of the process </li></ul></ul><ul><ul><li>Level 2 Entitlement – “Raising the Bar” Creating the best Competitive Advantage </li></ul></ul><ul><li>Phase 1: Plan </li></ul><ul><ul><li>Value Stream Mapping across business areas </li></ul></ul><ul><ul><li>Locate areas of opportunity to apply Lean </li></ul></ul><ul><ul><li>Organizational System for Lean implementation </li></ul></ul>Pilot Plan Train Deploy Globalize Assess
    21. 21. SBTI’s Lean Roadmap For Implementation <ul><li>Phase 2: Train </li></ul><ul><ul><li>Lean Methodology </li></ul></ul><ul><ul><li>Lean Leaders (How) </li></ul></ul><ul><ul><li>Benefits Tracker (Why) </li></ul></ul><ul><ul><li>Lean Management System </li></ul></ul><ul><li>Phase 3: Pilot </li></ul><ul><ul><li>Kaizen </li></ul></ul><ul><ul><li>5S </li></ul></ul><ul><ul><li>Process Maps </li></ul></ul><ul><ul><li>Quick Hit Kaizen </li></ul></ul><ul><li>Phase 4: Deploy </li></ul><ul><ul><li>Deployment Model </li></ul></ul><ul><ul><li>Lean Leaders </li></ul></ul><ul><li>Phase 5: Globalize </li></ul><ul><ul><li>Leverage across internal and external supply chain </li></ul></ul><ul><ul><li>Lean Experts that can be “plugged and played” </li></ul></ul><ul><ul><li>Wave 2 </li></ul></ul>Pilot Plan Train Deploy Globalize Assess
    22. 22. Keys To Successful Lean Deployment <ul><li>Outside Experts: </li></ul><ul><ul><li>Facilitate kaizen event </li></ul></ul><ul><ul><li>Train leaders on applicable tools </li></ul></ul><ul><ul><li>Coach Team Leaders through barriers </li></ul></ul><ul><ul><li>Provide contact, representation for future support </li></ul></ul><ul><li>You: </li></ul><ul><ul><li>Maintain enthusiasm </li></ul></ul><ul><ul><li>Champion success </li></ul></ul><ul><ul><li>Monitor implementation </li></ul></ul><ul><ul><li>Coach Leaders </li></ul></ul><ul><ul><li>Define next areas of attack </li></ul></ul>Globalize Deploy
    23. 23. Nominate A Site Steering Committee <ul><li>Not necessarily management </li></ul><ul><li>People who get things done </li></ul><ul><li>Correct balance </li></ul><ul><li>Typically: </li></ul><ul><ul><li>Plant Mgr </li></ul></ul><ul><ul><li>HR </li></ul></ul><ul><ul><li>Finance </li></ul></ul><ul><ul><li>Production Mgr </li></ul></ul><ul><ul><li>6s / Lean Coordinator (logistics, implementation) </li></ul></ul><ul><li>Drive & track progress of implementation </li></ul>Globalize Deploy
    24. 24. Define Strategic Direction <ul><li>Where does the plant need to be in </li></ul><ul><ul><li>2 years, </li></ul></ul><ul><ul><li>5 years, </li></ul></ul><ul><ul><li>10 years? </li></ul></ul><ul><li>Do site / corporate goals align? </li></ul><ul><ul><li>How is the plant measured? </li></ul></ul><ul><ul><li>Balanced scorecard </li></ul></ul>Globalize Deploy
    25. 25. Understand The Business <ul><li>Map entire Value Stream(s) at a high level </li></ul><ul><ul><li>Inventory </li></ul></ul><ul><ul><li>Core competency </li></ul></ul><ul><ul><li>Interrelationship of business units / supply chain </li></ul></ul><ul><ul><li>Capacity </li></ul></ul><ul><ul><ul><li>RTY, Uptime, Performance Efficiency </li></ul></ul></ul><ul><ul><li>Replenishment times </li></ul></ul><ul><ul><li>Both information & material flow </li></ul></ul><ul><li>Identifies </li></ul><ul><ul><li>Initiatives => programs </li></ul></ul><ul><ul><ul><li>6s projects </li></ul></ul></ul><ul><ul><ul><li>Lean opportunities, </li></ul></ul></ul><ul><ul><ul><ul><li>Kaizen Events, Production Lines </li></ul></ul></ul></ul>Globalize Deploy
    26. 26. Lean Program Attributes <ul><li>Training & Implementation </li></ul><ul><ul><li>Infrastructure of executives, managers, process experts, and others embracing the Lean strategy and mobilizing change </li></ul></ul><ul><ul><li>Lean thinking (Lean Discipline) in the organization’s strategic planning and deployment processes </li></ul></ul><ul><ul><li>Accountability using quantifiable measures </li></ul></ul><ul><ul><li>Commitment to well-trained Lean Professionals throughout the organization </li></ul></ul><ul><ul><li>Ongoing process measurements using the “Benefit Tracker” where measurements are closely linked to business and corporate goals </li></ul></ul><ul><ul><li>Lean project selection process with support to ensure selected projects succeed </li></ul></ul><ul><ul><li>Rewards and recognition programs linked to results </li></ul></ul>
    27. 27. Lean Training & Implementation Program <ul><li>There are four major groups that require different levels of training and guidance in the implementation of Lean: </li></ul><ul><ul><li>Level 1: Kaizen Team Members </li></ul></ul><ul><ul><li>Level 2: Kaizen Team Leaders </li></ul></ul><ul><ul><li>Level 3: Lean Leader </li></ul></ul><ul><ul><li>Level 4: Lean Champions: </li></ul></ul><ul><ul><ul><li>Executive Champions </li></ul></ul></ul><ul><ul><ul><li>Deployment Champions </li></ul></ul></ul>Globalize Deploy
    28. 28. Lean Implementation Roadmap <ul><li>Milestone Plan </li></ul><ul><ul><li>M1 understand the corporate goals and vision </li></ul></ul><ul><ul><li>M2 define the site plans that support the company vision </li></ul></ul><ul><ul><li>M3 link site plans to corporate goals </li></ul></ul><ul><ul><li>M4 define current performance with linked metrics </li></ul></ul><ul><ul><li>M5 define desired target performances with linked goals </li></ul></ul><ul><ul><li>M6 define projects to close gap of current vs. Desired performances </li></ul></ul><ul><ul><li>M7 prioritize projects </li></ul></ul><ul><ul><li>M8 define project charters with metrics </li></ul></ul><ul><ul><li>M9 define org responsibilities to support project structure </li></ul></ul><ul><ul><li>M10 create master program structure </li></ul></ul><ul><ul><li>M11 form teams </li></ul></ul>Globalize
    29. 29. Lean Implementation Roadmap <ul><li>Milestone Plan </li></ul><ul><ul><li>M12 define resources requirements </li></ul></ul><ul><ul><li>M13 train teams </li></ul></ul><ul><ul><li>M14 standardize processes </li></ul></ul><ul><ul><li>M15 define team implementation plans </li></ul></ul><ul><ul><li>M16 launch teams </li></ul></ul><ul><ul><li>M17 link timing with benefits </li></ul></ul><ul><ul><li>M18 track implementation </li></ul></ul><ul><ul><li>M19 close projects as exit criteria is met </li></ul></ul><ul><ul><li>M20 audit results after teams disband </li></ul></ul><ul><ul><li>M21 archive results for reference </li></ul></ul><ul><ul><li>M22 define next level of performance targets </li></ul></ul>Globalize
    30. 30. Tracking the Benefits Identified Implemented Realized $ Project Weeks 100 - 200 - 300 - 400 - 500 - 700 - 600 - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 800 - 900 - Implementation Management with Continuous Improvement and Continuous Course Correction More Resources? Improved Accountability? ? ? ? ?
    31. 31. Tools Synergy Control Measure Improve Analyze <ul><li>Process Maps </li></ul><ul><li>Takt Calculation </li></ul><ul><li>Demand Segmentation </li></ul><ul><li>Process observation </li></ul><ul><li>Interview </li></ul><ul><li>Data collection </li></ul><ul><li>SPC </li></ul><ul><li>MSA </li></ul><ul><li>Observation </li></ul><ul><li>y=f(x) process map </li></ul><ul><li>Multi-Vari </li></ul><ul><li>DOE (Screening) </li></ul><ul><li>Control chart </li></ul><ul><li>ANOVA </li></ul><ul><li>FMEA </li></ul><ul><li>Product / Process Matrix </li></ul><ul><li>Multi-Cycle Analysis </li></ul><ul><li>Activity / Movement Analysis </li></ul><ul><li>Time Value Chart </li></ul><ul><li>Cell Design </li></ul><ul><ul><li>(Co-location) </li></ul></ul><ul><li>Kanban / Pull </li></ul><ul><li>Mixed Model Sequence </li></ul><ul><li>Monument Management </li></ul><ul><li>Line Balancing </li></ul><ul><li>Cross-Training / Skill Matrix </li></ul><ul><li>SMED </li></ul><ul><li>DOE (Optimizing) </li></ul><ul><li>Training </li></ul><ul><li>Change mgmt </li></ul><ul><li>Control plan </li></ul><ul><li>SPC </li></ul><ul><li>SOP </li></ul><ul><li>Performance to TAKT </li></ul><ul><li>5S discipline, Visual Control </li></ul><ul><li>Standard Work </li></ul><ul><li>Demand Telescope </li></ul><ul><li>TPM </li></ul><ul><li>Poke - Yoke </li></ul>Lean Tools Six Sigma Tools Lean Tools
    32. 32. Summary <ul><li>Successful Strategies Include: </li></ul><ul><ul><li>Strategic, Tactical, and Operational Components </li></ul></ul><ul><ul><li>Deployed Consistently Throughout </li></ul></ul><ul><ul><li>Actively Engaging All Employees on a Daily Basis </li></ul></ul><ul><ul><li>Focused on Creating Value for the Customer </li></ul></ul><ul><li>The tool set selection should not drive the implementation process and supporting systems </li></ul>

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