In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
2. Our Expert: Tracy
• VP, Content Development at
GoLeanSixSigma.com
• Began Process Improvement career at
GE where earned Black Belt
• UCSD & SDSU Instructor: Lean
Enterprise and Lean Six Sigma Master
Black Belt Courses
• MBA from Pepperdine University
• BA in English Literature from San
Francisco State University
4. Let’s Interact!
Where are you from?
Share your location in the Questions area in your Control Panel!
4!
5. Who Is GoLeanSixSigma.com?
GoLeanSixSigma.com makes it
easy for everyone everywhere
to build their problem solving
muscles.
We provide the most
practical, easy to understand
and enjoyable Lean and Six
Sigma resources available.
5!
7. Today’s Agenda
• What is Lean?
• Why Do Organizations Implement Lean?
• Lean Myths
• 2 Basic Lean Tools:
• The 8 Wastes
• Spaghetti Chart
7!
8. Working ON the process
versus Working IN the
process
How much time do we
spend working ON the
process versus IN it?
What Is Process Improvement?
POLL:
What percent of your time is
spent working ON the
process versus IN it?
10. The Fathers of Lean Quality
W. Edwards
Deming
1900-1993
• American
statistician
• Helped the
Japanese
transform after
WWII
• Deming Prize
Henry Ford
1863-1947
• Founder, Ford Motor
Company
• Sponsor of the
assembly line
technique of mass
production
• Introduced the Model
T automobile
Taiichi Ohno
1912-1990
• Production Engineer at
Toyota
• The father of TPS –
Toyota Production
System
• Published the “Toyota
Production System”
Shigeo Shingo
1909-1990
Author of several books
about Lean concepts
including single-piece
flow, mistake-proofing
and the Shingo system for
continuous improvement
10!
12. A Lean process…
• Is faster
• Is more efficient
• Delivers
satisfactory quality
to customers
What Is A Lean Process?
13. Popular Lean Tools
• Intro to Six Sigma
• A3
• Process Walks
• Process Mapping
• 5S & Visual Workplace
• Standard Work
} We’ll cover these
two today!
• The 8 Wastes
• Spaghetti Chart
POLL:
If you had a choice, which
Lean tool would you like to
learn about in a future
webinar?
13!
20. Lean Is About Waste
People are not a waste, but often,
their talents are wasted on wasteful activities
that do not add value.
How can we eliminate wasteful steps so that
people’s time and energy are not wasted?
20!
21. Lean Myths
• Myth: LEAN stands for “Less Employees Are Needed”
• Myth: Lean applies mainly to manufacturing
processes
• Myth: Lean is too time consuming
• Myth: Lean is too hard to translate into “laymen’s
terms” for employees to use
21!
22. Applying Lean
• Customer Value: Determine what matters most to
customers
• Process Focus: Enable the workforce to identify and
remove waste from the system in order to satisfy
customers
• Lean Culture: Foster a respectful, interactive culture of
process ownership
22!
23. Defining Customer Value:
• Value-Add (VA) – Any activity or process step that an external customer sees
as valuable. The key characteristics of a value-add step is:
1. The customer is willing to pay for it
2. It transforms the item toward the final product
3. It must be done right the 1st time
• Non-Value Add (NVA) – Any activity or process step that does not add value
from the customer perspective.
• Necessary Non Value-Add (NNVA) – This activity/step is still considered NVA
from the customer perspective, but is deemed a necessary step by a specific
entity, i.e. fiscal compliance or regulatory activities.
23!
24. Critical Questions To Ask
For each core process, ask:
• Who are our customers?
• What do our customers care about?
(requirements by process)
• Do we measure what customers care about?
• What are we doing about gaps in performance?
24!
30. • Involve the people who do the
work in the improvements
• Process improvement should
not be “done to” people, but
with people
• Clear away organizational
barriers
Engage The People
POLL:
What is your experience
with Lean?
31. Questions To Ask About Culture
• Does your organizational culture encourage people to
solve problems?
• Are you delivering on what your customers are asking for?
Or are there gaps?
• Are employee improvement ideas implemented on a
regular basis?
• Do you get quick, measurable bottom-line results from
your efforts? Or does it take months?
• Are your current efforts resulting in quick and effective
process improvements?
31!
32. What Is A Waste?
• Waste is “muda” in Japanese
• Waste is a strain on an organization’s time and
resources
• Waste doesn’t add value for the customer
• The more an organization can reduce waste, the
better
32!
33.
34. “The real voyage of
discovery consists
not in seeking new
lands but seeing with
new eyes.”
- Marcel Proust
Seeing With New Eyes
35. Learning To See With New Eyes
• Process improvement requires us to look at our
processes in a new way
• Organizations that use Lean have different
conversations
• It’s OK to challenge the status quo
• Asking “why” is not reacted to defensively
• An example of this new view of work is knowing the 8
Wastes.
35!
36. • Excessive exception items or
exception processing
• Errors that occur in a process over
and over
• Customer dissatisfaction in a
process
• A data entry error causes the
wrong actions like shipping too
many or too few to the wrong
address, etc.
1. Defects
Efforts caused by scrap, rework and incorrect information.
Let’s Interact!
Please share some
examples of defects in your industry.
37. • Printing 20 copies of a report
that only 3 people look at
• “Reply-all” e-mails when it
pertains to only a few
• Large batch sizes
2. Overproduction
Production that is more than needed or over what is needed.
Let’s Interact!
Please share some
examples of overproduction in your industry.
38. • Excessive cycle time between
process steps
• Sub-optimization of the
whole process
• Wait time vs. Touch Time is
usually high
• Waiting for files or
information
3. Waiting
Wasting time waiting for the next step in a process.
Let’s Interact!
Please share some
examples of waiting in your industry.
39. • Not utilizing teams or
employee brain’s
• Micro-managing employees
• Lack of empowerment
• People do no get to “think,”
but rather are told what to
“do”
4. Non-Utilized Talent
Underutilizing people’s talents, skills and knowledge.
Let’s Interact!
Please share some
examples of non-utilized talent in your industry.
40. • Poor layout
• Inefficient “flow”
• Carrying large quantities in
and out of storage facilities
• Redundant movement of
materials
5. Transportation
Unnecessary movements of products and materials.
Let’s Interact!
Please share some
examples of transportation in your industry.
41. • Purchasing excess inventory
for greater discounts
• Unreliable suppliers
• Long cycle times for certain
parts, or suppliers
6. Inventory
Excess products and materials not being processed.
Let’s Interact!
Please share some
examples of inventory in your industry.
42. • Poor layout
• Inefficient workplace
organization
• People, Material, and Machine
Ineffectiveness
• Inefficient placement of
frequently used supplies,
tools, etc.
7. Motion
Unnecessary movements by people (e.g., walking).
Let’s Interact!
Please share some
examples of movement in your industry.
43. • Multiple re-work loops or
work-arounds
• Complex processes, or
redundant steps
• Excessive information in
systems or forms
8. Extra Processing
More work or higher quality than is required by the customer.
Let’s Interact!
Please share some
examples of extra processing in your industry.
44. How can you…
• Eliminate?
• Simplify?
• Streamline?
• Minimize?
Once Waste Is Identified
45. • A spaghetti chart is a visual
depiction of motion in a
process that helps:
• Understand the current
layout
• Understand how a layout
affects the process
• A start to changing a
layout to reduce wasteful
activities
What Is A Spaghetti Chart?
47. Today We Covered:
• What is Lean?
• Why Do Organizations Implement Lean?
• Lean Myths
• 2 Basic Lean Tools:
• The 8 Wastes
• Spaghetti Chart
47!
48. • Purchase this poster
• View all posters (scroll to
bottom of page)
Getting Started: The 8 Wastes Poster
49. Getting Started:
• Learn more by starting some more training!
• Yellow Belt training is FREE at GoLeanSixSigma.com
• Use coupon code December5 to get 5% off of any
GoLeanSixSigma.com course until December 31, 2015:
• Yellow Belt Certification
• Green Belt Training & Certification
• Black Belt Training & Certification
• Lean Training & Certification
• Start to look for waste in your organization
• Then reduce and eliminate the waste
49!
51. Upcoming Webinars
Look out for an email announcement
to learn about upcoming webinars.
We’ll select upcoming webinars based on what’s
interesting to you – please share your feedback on the
survey at the end of close of this webinar.
You can also follow us on social media for free
templates, infographics and news:
LinkedIn, Twitter and Facebook
51!
52. Thank You!
More Questions?
Ask us at contact@goleansixsigma.com!
Use coupon code December5 to save 5%
on any of our Lean and Six Sigma Training & Certification
Courses until December 31, 2015.