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Leading a Lean Turnaround Workshop by Art Byrne

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Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November

Published in: Education, Business, Technology

Leading a Lean Turnaround Workshop by Art Byrne

  1. 1. LEADING YOUR LEAN TURNAROUND Art Byrne November 6-7, 2013
  2. 2. DELIVER MORE VALUE TO YOUR CUSTOMERS THAN YOUR COMPETITION CAN
  3. 3. IMPROVE YOUR OWN VALUE ADDING Compete On Your Operational Excellence
  4. 4. ESTABLISH THE LEAN FUNDAMENTALS Work To TAKT Time One Piece Flow Standard Work Pull System
  5. 5. 5S AND SMED ARE FOUNDATIONAL ACTIVITIES
  6. 6. Set Up Reduction In One Week Kaizen Rolling Mill 720m to 34m -95% 150 Ton Press 90 to 5 -94% PM Punch Press 52 to 5 -90% Hole Cut Mill 64 to 5 -92 2.5” Extruder 180 to 19 -89% Injection Molder 120 to 15 -88% AVG SETUP REDUCTION = 91%
  7. 7. SET UP APPROACH Separate Internal From External No Tools No Cranes No Money
  8. 8. MAIN THRUST IS TO GO FROM BATCH TO FLOW
  9. 9. FIRST CREATE FLOW THEN PULL • Set Up Reduction Comes First • Create One Piece Flow Cells • Establish Standard Work • Create Visual Controls • Implement Pull
  10. 10. PACE • Be Aggressive • Two Kaizens Per Week Per Facility • Two Set Up Kaizens, One Flow, One Office • Celebrate Your Gains
  11. 11. RUN THE COMPANY ON YOUR OPERATIONAL EXCELLENCE GOALS • 100% On Time Customer Service • 50% Reduction In Defects Per Year • 20% Productivity Gain Each Year • 20X Inventory Turns • Visual Control And The 5S’s
  12. 12. TRANSFORM THE PEOPLE
  13. 13. EVERYTHING HAS TO CHANGE
  14. 14. YOU CAN’T DROP LEAN ON A BATCH ORGANIZATIONAL STRUCTURE • This Is The Most Common Error • The Whole Company; Sales, Marketing, Finance, IT, HR, Must Make The Shift • To Change The People Change The Structure
  15. 15. A LEAN ORGANIZATION REQUIRES; • TEAMWORK • TRUST • RESPECT FOR PEOPLE
  16. 16. RESPECT YOUR PEOPLE • Listen To Them • Support Them • Set Stretch Goals
  17. 17. REORGANIZE BY VALUE STREAM • Team Leaders • Buyer/Planner • Value Stream Engineers • Cell Leaders • Support Functions
  18. 18. VALUE STREAM LEADERS • Self Motivated Problem Solvers • Capable Of Running A Small/Medium Size Business • Report to Both VP Of OPS and Senior Team • Focus On Key Value Adding Measurements • Complimented With A Strong KPO
  19. 19. YOU WANT TO GET TO A KAIZEN CULTURE
  20. 20. GET EVERYONE ON A KAIZEN TEAM • Up Front Training • Learn By Doing • Multiple Kaizens • Kaizen Team Leader
  21. 21. GO TO THE GEMBA • Kaizen Is A Doing Exercise • Start With Projects That Will Give The Biggest Financial Impact • Set Stretch Goals • Attendance Should Be Mandatory
  22. 22. START WITH THE BIGGEST VALUE STREAM • Create Model Lines Or Model Factories • Two Set Up Kaizens and One Flow • Do The Whole Value Stream • Don’t Forget The Office
  23. 23. CREATE DAILY MANAGEMENT AT THE POINT OF VALUE ADDING • Hourly Production Control Charts • Quality And Productivity Measures/Trends • Set Up Time Tracking • Daily TPM Tracking • Daily Meetings Countermeasures • Constant Management Support
  24. 24. REMOVE PRODUCTIVITY BARRIERS • Multiple Job Classifications • Piece Part Incentives • Chairs, Food, Drinks In The Gemba • Provide Lots Of Cross Training
  25. 25. ESTABLISH PROFIT SHARING
  26. 26. GET MARKETING AND SALES INVOLVED AND COMMITTED
  27. 27. START HOSHIN KANRI • Aligns Your Team Around Clear Objectives • Must Do Can’t Fail Projects • Makes Available Resources Very Clear • De-Select What Can’t Get Done
  28. 28. YOU ARE RUNNING A BUSINESS • Progress Is Faster If You Learn From Your Mistakes • Maintain An Atmosphere Of Constant Learning • Kaizen Work Solves Customer Problems • You Have An Obligation To Your People • Protect There Jobs And Provide Opportunities For Growth And Wealth Creation
  29. 29. SUMMARY A KAIZEN CULTURE = AN UNFAIR COMPETITIVE ADVANTAGE

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