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Counseling vsm presentation_7-20-2011

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Lean presentation given to Counseling Services client before Value Stream Mapping and Problem Solving Event.

Lean presentation given to Counseling Services client before Value Stream Mapping and Problem Solving Event.

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Transcript

  • 1. NEW Lean Consulting Group October 24, 2011 Value Stream Mapping Event Counseling Services August 2-3, 2011
  • 2. The Case for Change
    • EXPECTATIONS AND RESULTS
    • Insanity is doing the same thing over and over again and expecting different results.
    • Albert Einstein
    October 24, 2011
  • 3. Counseling Client Value Stream Mapping
    • Agenda
    • Lean education
      • Customer satisfaction through waste elimination
      • Value stream mapping
    • Create current state map
    • Create future state map
    • Develop action plan
    October 24, 2011
  • 4. Event Ground Rules
    • Make no assumptions
    • Take nothing personally
    • Everyone’s opinion matters
    • Everyone on the team is equal
    • There are no bad ideas or stupid questions
    • Never leave in silent disagreement
    • Maintain a positive attitude
    • Think out side of the box!
  • 5. What is Lean? A work philosophy of eliminating waste and increasing value of products and services
  • 6. Elements of Lean Thinking
      • Learning to see
      • Continuous Improvement
      • Standard work
      • One piece flow
      • Error proofing
      • Focus on process not on people
    10/24/11
  • 7. LEAN Principles Setup Reductions Teams 5S Error Proofing TPM Kanban Work Cell Standardized Work Kaizen A3 Problem Solving Value Stream Map
  • 8. What Is Waste?
    • Anything other than the minimum resources required to add value to an end product / service.
  • 9.
    • “ Eliminating…waste is not the problem, identifying it is.”
    • Taiichi Ohno
    • developer of the
    • Toyota Production System (TPS)
    October 24, 2011 The Real Problem:
  • 10. Learning to see waste..… If we hadn’t challenged the status quo, we wouldn’t have: microwave ovens, cell phones, portable air conditioners, makes/model of cars, rollerblades, Ipods, laptops.
  • 11. 8 Types of Waste October 24, 2011 1 2 3 4 5 6 7 8 Value Added Work 5 %
  • 12. 8 General Types of Business Waste
    • Rework (typing errors, missing info.)
    • Transportation (material handling)
    • Associate Motion
    • Associate Waiting Time
    • Inventory (supplies, WIP, emails)
    • Over Production (extra copies)
    • Over Processing (cadillac report)
    • Under Utilized Human Resources
  • 13. Waste is everywhere….
  • 14. Non-Value Add Activities Improve Evaluate Reduce Eliminate
    • Value Add
    • Transforms material and information into products or services
    • The customer wants it
    • It’s done right the first time
    • Non-Value Add
    • Consumes resources but does not contribute to the product or service
    • Necessary
    • Customers require it
    • Regulatory or legal compliance
    • Can’t eliminate based on current technology or thinking
    Not Necessary
  • 15. Waste
    • Non-value added work, also called
    • waste, refers to work that doesn't
    • add value to or is unnecessary for
    • the overall project.
  • 16. Why do we need Teams?
    • By working together, rather than competing with each other, we’ll see:
    • Increased quality
    • Higher productivity
    • Reduced cost
  • 17. Teams Add Value
    • What’s in it for Me?
    • New job skills
    • Participate in decisions affecting your job
    • Realize you add value to the company
  • 18.
    • Together we can do what one cannot do alone!
  • 19. Teamwork Fundamentals
    • Open communication
    • Team members with diverse backgrounds
    • Common goals
    • Driven to succeed
  • 20. Basic Ground Rules for the Team
    • Maintain a positive attitude
    • Make no assumptions
    • Take nothing personally
    • Everyone on the team is equal
    • Each person’s opinion matters
    • There are no bad ideas or stupid questions
    • Resolve all issues respectfully
  • 21. A team is a group of people working together towards a common goal.
  • 22. … but you must be on the same page to succeed.
  • 23. Japanese for improvement or change for the better . It refers to a philosophy or practice that focuses upon continuous process improvement. What is Kaizen?
  • 24. Continuous Steady Improvement via Kaizen Events Standardize IMPROVEMENT TIME Kaizen Kaizen Kaizen From “Kaizen”, Masaaki Imai Standardize Standardize Kaizen Starting Process
  • 25. What is VSM?
    • One page visual representation
    • Flow of all information and material processes
    • Current state analysis including all value added and non-value added processes
    • Future state goals
      • To improves value added processes
      • To eliminates non-value added work
      • Action plan for target state implementation
  • 26. Benefits of a VSM
    • See entire process flow of information and materials
    • Identify waste and the source of waste
    • Establish priorities for improvement
    • Focus on low cost or no cost improvements
    • Based on objective information
  • 27. More VSM Benefits
    • Forms basis of an implementation plan
    • Creates a vision of the future
    • Reveals opportunities
    • Enables broad participation
    • Improves customer satisfaction
    October 24, 2011
  • 28. Blue Print
    • Establish areas of focus
    • Book Ends or Start and Stop points
    • Identify steps using:
      • Yellow - tasks
      • Pink - problems or opportunities
      • Orange - Non Value Added activities
    • Prioritize changes
    • Create Action Plan
  • 29. By the end of event you will …
    • Create Current State Map
    • Understand Current State problems and opportunities.
    • Create a Future State Map
    • Have a plan for implementing future state
    • Have started developing standard work and visual controls to sustain changes.
    • Celebrate your success!
    October 24, 2011
  • 30. Remember! We cannot solve our problems with the same thinking we used when we created them. Albert Einstein
  • 31. Begin with Framework
    • Scope
      • Process Start: Customer request received
      • Process End: Services paid for
      • Out-of-Scope: Needs to be filled in
    • Objectives
      • Eliminate 3-5 wastes
      • Increase Counselor availability by 50%
      • Implement improvements by end of week
    October 24, 2011
  • 32. Current State
    • Map out each process step within the boundaries of start / stop
    • Map flow of materials from one step to the next
    • Map flow of information from start to finish
    • Map takt time and cycle time
    • Identify non value-added steps
    • Identify opportunities for improvement
    October 24, 2011
  • 33. Creating the Future State
    • Brainstorm opportunities for potential improvements
    • Focus on low cost or no cost improvements
    • Verify management support
    • Verify Future State meets the established goals.
    • Develop action plan for implementation within 30 -60 days
    October 24, 2011
  • 34. Focus on Reducing Non-Value Added Work! October 24, 2011 1 2 3 4 5 6 7 8 Value Added Work 5 %
  • 35. Develop Action Plan
    • Create teams to work on tasks
    • Ensure the right members are on the team
    • Ensure teams have support and resources they need
    • Review progress regularly
    • Celebrate successes
    October 24, 2011
  • 36. Communication is the Key!
    • Conduct an initial “kick off” event involving all stakeholders
    • Inform everyone what was learned in the process
    • Inform everyone what we will be doing
    • Provide a variety of ongoing communications
    • Celebrate successes!
    October 24, 2011
  • 37. Dr. Peter Bishop – University of Houston
    • Change is hard ………
    • but stagnation
    • is fatal.
  • 38. Current State Process October 24, 2011 Request to Proposal Invoice to Cash Receipt Order Confirmed thru Shipping Focus Area for improvement due to high number of wastes
  • 39. Future State Process Customer order through shipment
    • Significantly streamlined process
    • Eliminated 16 wastes vs target of 5-10 wastes
    • Implementing improvements next week!
  • 40. Ensure Success of Action Plan
    • IMPORTANT TASKS:
    • Conduct regular scheduled meetings for participants.
    • Provide a structure to work on problem solving and to complete tasks
    • Verify progress on goals continuously
    • Give support for the process continuously.
    • Celebrate the success of the team.
    October 24, 2011
  • 41. Chinese Proverb
    • If we don’t change we will end up where we are headed…
    October 24, 2011