Lean Road Map

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Lean Road Map

  1. 1. THE ROAD MAP 6 STEPS FOR IMPROVEMENTS IN THE OFFICES
  2. 2. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  3. 3. FILES VOC.xls VOC analysis.xls
  4. 4. VOICE OF CUSTOMER What happens with time? Attractives Attractives (unknown) (unknown) Performance Performance (Spoken) (Spoken) Time Not done (or done in a bad way) Ne ra l ut Well done Basic Basic (Expected) (Expected)
  5. 5. INTERPRETING RESULTS Functional presentation POSITIVE (+) Customer requirements Satisfied Functional presentation NEGATIVE (-) Satisfied ? Neutral Attactive Reverse Indiferent Reverse Reverse Unsatisfied Performance Basic Neutral Unsatisfied ?
  6. 6. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  7. 7. UNDERSTAND THE CURRENT PROCESS Voice of Customer Survey > 70% answers to be trustful Gather people’s activity information 30 days to avoid seasonality Critical Analysis Prioritized & Critical VSMs
  8. 8. GATHER PEOPLE’S ACTIVITY INFORMATION Data Gathering.xls Data Gathering - Consolidation.xls
  9. 9. VALUE STREAM MAPPING VSM.xls VSM.pdf VSM.vsd
  10. 10. WASTES IN OFFICES  BOUNDARY WASTES  KNOWLEDGE WASTES  PLANNING WASTES
  11. 11. 9 WASTES IN OFFICES USELESS INFORMATION WAITING LARGE BATCHES BOUNDARY BOUNDARY LACK OF LEVELLING PLANNING PLANNING REDUNDANT TASKS LACK OF SYNCHRONISM POOR QUALITY REINVENTION KNOWLEDGE KNOWLEDGE STOP AND GO TASKS
  12. 12. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  13. 13. DMAIC TOOLS (ubertool) BRAINSTORMING PARETTO CHART CHECK-LIST CHARTS PRIORITY MATRIX ISHIKAWA 5W 1H 5W / 1H
  14. 14. DMAIC TOOLS (ubertool) Quick Hits Complex JUST DO IT! PLAN = 5W1H & 5 WHYs ~ 40% of cases ~ 60% of cases
  15. 15. 5W1H
  16. 16. 5 WHYS
  17. 17. FILES 5W1H 5 Whys
  18. 18. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  19. 19. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
  20. 20. FLOW  LEVEL THE WORKLOAD;  ELIMINATE INTERRUPTIONS;
  21. 21. LEVEL THE WORKLOAD DEMAND • QUESTIONS: • WHAT IS THE CAPACITY OF THE PROCESS? • IS THERE A BOTTLENECK? • IS THERE AN OVERLOAD? • WHAT IS THE RIGHT TIME TO START? • WHO SETS PRIORITY?
  22. 22. BALANCE CHART
  23. 23. BALANCE CHART
  24. 24. BALANCE CHART Balance chart.xls
  25. 25. ELIMINATE INTERRUPTIONS PROCESS DATA DEPTS INFORMATION FLOW WITH NO HAND OFFS •PRECIOUS INFORM.; • GOOD DECISION
  26. 26. TRADITIONAL PROCESS
  27. 27. LEAN PROCESS
  28. 28. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
  29. 29. STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION Content: 1 – Work flow SWI.xls 2 – Processes Inputs and Outputs 3 – Method: detailed instruction, step by step (element instruction)
  30. 30. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
  31. 31. • LEAN MANAGEMENT SYSTEM • VISUAL MANAGEMENT • LESSONS LEARNED
  32. 32. Daily Accountability Routine 7.00 – 8.00 am Operators Supervisor Tier 11 Tier 8.00 – 8.30 am Data acquisition Supervisor Process Eng Plant Manager Superintendent Gather together the information to share with tier 4 Site Manager Plant Managers Superintendent Tier 22 Tier Maintanance Planning Task Accountability Board Task Accountability Board 9.00 – 9.30 am Tier 33 Tier 9.30 – 10.00 am Tier 44 Tier Signatures YYYYY XXXXX Maintanance Manager XXXXX Planning Manager
  33. 33. LEAN MANAGEMENT Lean Management.xls
  34. 34. VISUAL MANAGEMENT Make easy and widely accessible the comparison of the expected performance versus actual
  35. 35. VISUAL MANAGEMENT Call Center Management
  36. 36. VISUAL MANAGEMENT Delivery Issues
  37. 37. VISUAL MANAGEMENT Kamishibai – Routine control
  38. 38. Action Log VISUAL MANAGEMENT
  39. 39. VISUAL MANAGEMENT KPIs Visual Management.xls
  40. 40. LESSONS LEARNED Structured meetings with the following targets:  Measure results  Focus in facts and data  Process analysis  Feedback of internal customer  Written improvement plan
  41. 41. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  42. 42. A3 REPORT Title DATE 17/06/08 E.O. F. B. M. E. P. P. D. M. A.C. BACKGROUND / TARGETS FUTURE STATE •Historical Context C. F. • Actions and why are recommended • Countermeasures to the root-cause •What is the problem? What is the relation with the business? CURRENT STATE •Where are we? •How are we? •Facts and data ACTION PLAN • Which activities are required to reach the target condition? • Responsible and when? ANALYSIS •What is the root cause? •What is the restriction? INDICADORES • Measurement of impact of the actions in the KPIs
  43. 43. FILES A3 Report Template.xls A3 Report Example.xls

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