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Building a Lean Enterprise: Navigating the Common Obstacles to Success
1. Building a Lean Enterprise:
Navigating the Common Obstacles
to Success
May 13, 2010
Company
LOGO
2. Your Instructor
Provides Lean transformation
support to non-manufacturing
settings.
Co-author, The Kaizen Event
Planner: Achieving Rapid
Improvement in Office, Service, and
Technical Settings
Co-Developer, Metrics-Based
Process Mapping: An Excel Solution
Lean Enterprise Program Instructor
University of California, San Diego
Karen Martin, Principle,
Karen Martin & Associates
2
17. Building a C.I. Culture
Years 5 & Beyond
Company-wide engagement –
everywhere, all the time
Support needed only for
audits, bandwidth gaps,
continued learning
“Life is Good” Stage
• Daily kaizen is the norm
• “Action now” dominates
• Most processes are
stabilized with minimal waste
and output variation
“Settling In” Stage
Years 3 & 4
More staff engagement –
reduced need for formal
Kaizen Events
Years 1 & 2
Small percentage of staff
engaged – project-based
Light support from
seasoned improvement
professionals
Heavy support from
seasoned improvement
professionals
• Demonstrating learned
competencies
• Process owners manage
performance
• Becoming more proactive
“Disruption” Stage
• Sensei-dominated
• Much mentoring & learning
• Heavy use of Kaizen Events
• Many issues to be resolved
17
43. Blue = Improvements that do not require help from others.
Yellow = Improvements that require help from others.
44. Shingo-Prize Winning Company’s
Suggestion Program
For ideas that require help from other departments:
1. The employee completes a yellow suggestion card and places it on
the Improvement Opportunity Board under the “new opportunity”
column for their department. Company-wide improvements are placed
in the Company-Wide row.
The department’s designated “improvement lead” reviews the
suggestions and talks with stakeholder departments as needed.
Company-wide suggestions are reviewed by the Lean team.
2.
•
•
If OK’d, the improvement lead moves the card to the “in process” column,
allocates resources, and the PDCA cycle begins. When the improvement is
complete, the card is moved to the “completed” column.
If not OK’d, the improvement lead contacts the employee directly and
communicates why the suggestion won’t be implemented.
45. Recognition board includes photos of the improvement and the suggestor’s name.
Names from successful improvements go entered in a monthly drawing for prizes.
46. Shingo-Prize Winning Company’s
Suggestion Program
For ideas that do not require help from other
departments:
1. The employee completes a blue suggestion card, gets a manager’s
2.
signature, and begins implementing the idea (via mini-PDCA).
When the improvement is complete, the blue card is moved to the
“completed column.”
Recognition
–
–
All the employees names for completed improvements (both yellow an
blue) are entered into a monthly drawing for a gift card (movies,
Starbucks, etc.) or T-shirt.
Pictures of visual improvements with the employee’s name are placed
on the “Wall of Fame.”