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Guide To Lean
Guide To Lean
Guide To Lean
Guide To Lean
Guide To Lean
Guide To Lean
Guide To Lean
Guide To Lean
Guide To Lean
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Guide To Lean

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Good principles to follow to transform to a lean culture

Good principles to follow to transform to a lean culture

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  • 1. Guide to Lean Principles Leadership Personal
  • 2. Principles of Lean <ul><li>Directly observe work as activities, connections, & flows </li></ul>A B C D E F Flow Activity Connection
  • 3. <ul><li>2. Systematic Waste Elimination </li></ul><ul><li>8 Types of waste- </li></ul><ul><ul><li>1.Overproduction (more or sooner) </li></ul></ul><ul><ul><li>2. Transportation ( movement of anything) </li></ul></ul><ul><ul><li>3. Inventory </li></ul></ul><ul><ul><li>4. Motion (any movement of people) </li></ul></ul><ul><ul><li>5. Waiting (any downtime) </li></ul></ul><ul><ul><li>6. Overprocessing (doing more than the customer requires) </li></ul></ul><ul><ul><li>7. Defects (any error) </li></ul></ul><ul><ul><li>8. Talent </li></ul></ul>Principles of Lean
  • 4. <ul><li>3. Establish high agreement of what & how </li></ul><ul><ul><li>- The people closest to an activity or process should be in agreement about what & how an activity or process should be accomplished </li></ul></ul><ul><li>4. Systematic problem solving </li></ul><ul><ul><li>Five Whys </li></ul></ul><ul><ul><li>DMAIC (Define, Measure, Analyze, Improve, Control) </li></ul></ul><ul><ul><li>Get to the root cause of a problem, </li></ul></ul><ul><ul><li>not the root blame </li></ul></ul>Principles of Lean
  • 5. <ul><li>5. Create a learning organization </li></ul><ul><ul><li>Plan – Do – Check – Act </li></ul></ul><ul><ul><li>- Experimentation means that the plan must include a hypothesis </li></ul></ul><ul><ul><li>- Reflection (requires time) </li></ul></ul>Principles of Lean Plan Do Check Act
  • 6. Leadership Lean <ul><li>Leaders Must be Teachers </li></ul><ul><ul><li>- Transfer ideas, skill & understanding to others </li></ul></ul><ul><li>2. Build Tension, Not Stress </li></ul><ul><ul><li>- People feel stress when conditions are nearly impossible </li></ul></ul><ul><ul><li>- People feel tension when they sense a gap between the current state & the ideal state </li></ul></ul><ul><ul><li>- The leader must pull people together </li></ul></ul><ul><ul><li>& provide the means to cross the chasm </li></ul></ul>
  • 7. <ul><li>3. Eliminate Fear & Comfort </li></ul><ul><ul><li>- Force people out of the comfort zone by setting clear goals & providing mechanisms </li></ul></ul><ul><ul><li>- Provide physical, emotional & professional safety </li></ul></ul><ul><ul><li>- Model the proper behavior </li></ul></ul>Leadership Lean Comfort Zone Fear Zone Current Knowledge Learning Zone
  • 8. <ul><li>4. Lead through visible participation, not proclamation </li></ul><ul><ul><li>- Pull the organization through the process </li></ul></ul><ul><ul><li>- Active engagement of Lean Coordinator and other training sources </li></ul></ul><ul><li>5. Build lean into personal practice </li></ul><ul><ul><li>- Leaders need to look at their own practices </li></ul></ul><ul><ul><li>- Design a structured flow for work </li></ul></ul><ul><ul><li>- Standardization </li></ul></ul><ul><ul><li>- Use the scientific method </li></ul></ul><ul><ul><li>(hypothesis) </li></ul></ul><ul><ul><li>- Broadcast incorporation of lean </li></ul></ul>Leadership Lean
  • 9. Personal Lean <ul><li>Always work for the customer </li></ul><ul><ul><li>Push means there is no demand for the resource </li></ul></ul><ul><ul><li>Pull means that there is a demand </li></ul></ul><ul><li>Problem solving at a relationship level </li></ul><ul><ul><li>Manage commitments </li></ul></ul><ul><ul><li>Use systemic problem solving & the 5 Whys to determine the true root cause, not root blame </li></ul></ul><ul><li>Personal learning through Plan/ Do/ Check/ Act </li></ul><ul><ul><li>Capture expectations – this leads to developing a hypothesis </li></ul></ul><ul><li>Master what you can control – by eliminating variation you can create more predictable outcomes </li></ul><ul><li>See more with your own eyes – directly observe work as activities, connections & flows </li></ul>

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