Lean schools


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Quick overview of how lean management principles apply to local school districts and the importance of lean education for school staff, adapted from The Elusive Lean Enterprise by Keith Gilpatrick and Brian Furlong.

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Lean schools

  1. 1. What is Lean? Simply put, Lean is a total change in the culture of any organization. The new culture creates processes that are free of waste and deliver value to the end customer at lower costs, higher quality, and on time, based on the expectations of the customer.
  2. 2. What is Lean? Some facts: • Lean has very little to do with the product or service that your organization produces. • Lean can not be successfully planned and implemented unless everyone in the organization has detailed knowledge of Lean. • Lean can not be implemented by a few. Everyone in the organization must be involved.
  3. 3. What is Lean? Facts: • Lean, as a program to eliminate people, is doomed to fail. • Suppliers and customers must participate in the implementation of Lean. • Lean is never fully implemented. Lean is a continuous process improvement program that demands periodic reviews of processes that have been changed.
  4. 4. What is Lean? Facts: • Lean is about creating processes that have predictable and reliable results. • The focus of process change is to create a process that meets the value expectations of the downstream customer. • More than 50% of the time and money spent on existing non-lean processes is wasted!
  5. 5. What you may have heard about Lean: “We don’t have the money or resources to attempt a lean implementation” Response: If 50% of what you do today is wasteful and does not add value to the end customer, surely you can afford to do things differently.
  6. 6. What you may have heard about Lean: “Oh, we tried Lean and it did not work” Response: If your organization failed to educate everyone on the elements, rules, and tools of Lean, you were destined for failure. If your organization failed to produce a strategic plan for a lean implementation, you were destined for failure. If management was not committed to a culture change and to participating and supporting the Lean effort, you were destined for failure.
  7. 7. What you may have heard about Lean: “Lean does not apply to schools” Response: Lean works everywhere. Lean started in the automotive industry but has moved on to healthcare, service businesses, government and education. Again, Lean is about processes, not products or services.
  8. 8. What you may have heard about Lean: “My organization is not large enough to receive any benefits from a Lean implementation”. Response: No organization is too small to receive benefits from a Lean implementation. There is no organization that is void of processes. If just one of those processes is broken, you can receive a benefit from it being fixed.
  9. 9. Lean for Schools Lean for Education is identical to Lean for Healthcare. At first glance healthcare involves the patient and the doctor and education involves the student and the teacher. Both require facilities for delivery of the service, hospitals for doctors, schools for teachers.
  10. 10. Lean for Schools The challenge for administrators of both hospitals and schools is to provide facilities and services that deliver the service at an affordable cost and in a safe environment and at the same time comply with regulations imposed by third party organizations. In today’s world both hospitals and schools find themselves competing for customers and there is a constant demand to deliver quality results at low costs.
  11. 11. Lean for Schools Both healthcare and education are burdened with emotions that can have an impact on how effective the respective systems work from both a quality and cost perspective. Emotions in education can have the same impact on the results as egos have in business. Sometimes things are done that do not produce a good result from a cost or quality perspective. The challenge for everybody involved is to focus on the key component of Lean which is VALUE and provide the best result from both a cost and quality standpoint.
  12. 12. What is Lean? Elements of Lean: Value Value Stream Flow Pull Perfection
  13. 13. Value What is value? Value is what the downstream or end customer is asking or paying you to provide. Value is always defined by the downstream or end customer. Rule of thumb: If your processes include steps that your customers would not be willing to pay for, you should make every attempt to eliminate those process steps.
  14. 14. Value Question: Who is the customer? • The Student • The Parent • The Taxpayer Each of these would have a different value statement if asked. The challenge for school administrators is to create a balance that will meet the value expectations of all parties involved.
  15. 15. Value Stream The value stream is represented by everything that your school does to deliver an education. Rule of thumb: A successful and sustainable lean program must examine every process in the value stream.
  16. 16. Flow Flow relates to processes that move students through the education value stream at a pace that meets the end customers expectation of a quality and timely delivery. On a macro level that could mean students progressing successfully through a curriculum. On a micro level that could mean how students physically move through the transportation system or within facilities from class to class.
  17. 17. Pull Pull relates to processes that start on the demand of a downstream customer. Avoid spending human or financial resources if there is no real demand.
  18. 18. Perfection A Lean school seeks perfection in everything that it does. Every process in a Lean school is free of waste and delivers quality results, at less cost, and delivers the education in a safe and timely fashion.
  19. 19. Culture Change If the current culture at your school has created processes that are wasteful and fail to educate students on time, at a competitive price (cost to taxpayers), and of high quality, changes must be made. Lean forces a culture change. Lean accomplishes culture change in a controlled environment. The key component of culture change is EDUCATION.
  20. 20. LEAN EDUCATION Any culture that was developed and has sustained itself did so by educating everyone as to the basic concepts and beliefs of that culture. Rule of thumb: If every executive in your organization is not educated relative to the elements, rules, and tools associated with a lean implementation you will fail in the implementation of that program.
  21. 21. LEAN EDUCATION Rule of thumb: If every worker in the organization does not receive a comprehensive education in the elements, rules, and tools of a lean program you will fail. If everyone in your organization fails to participate in a lean implementation, you will fail.
  22. 22. Kaizen Once everyone in your organization has received a comprehensive lean education you are ready to begin a lean implementation. • “Kaizen” is a team event that deals with every aspect of change within your organization. • Kaizen teams are used to identify value as perceived by the end or downstream customer. • Kaizen teams are used to depict the value stream of every product or service offered by your organization.
  23. 23. Kaizen • Kaizen teams are used to analyze and fix every process in the many value streams that exist in your organization. • Traditionally, Kaizen teams are small (6 to 8 people) who have a short period of time to analyze and fix a process (one to two weeks is ideal).
  24. 24. Kaizen • Kaizen teams are made up of workers from your organization as well as supplier and customer organizations. • No more than 2 of the team members should have working knowledge of or work within the process being examined. • Function over form is the rule for a Kaizen event. It does not have to look pretty and any time spent on making it pretty is wasted.
  25. 25. Kaizen • Every process should be revisited by a Kaizen team one year after a Kaizen event. As workers become more familiar with Lean they will make changes to processes as they are needed, using Kaizen methods and Lean rules and tools.
  26. 26. Benefits What can You expect to gain from a successful and sustainable Lean implementation? • A complete overhaul of your organization’s culture. • Processes that are free of waste, cost less, and provide a safe environment for students, teachers, and administrators.
  27. 27. Benefits • Facilities that are safe, functional, and operate at a lower cost. • Employees that are lean thinkers and who can adapt to change.. • Processes that can meet budgeted operating costs. • Reduced inventories (think supplies, food).
  28. 28. Benefits • Reduced capital equipment costs. • Maintenance programs that extend the useful life of assets. • Suppliers who can react to fluctuations in volume needs. • Satisfied customers (students, parents, taxpayers) . • Growth.
  29. 29. Next Steps Contact Back in the Game, Inc. www.backinthegameinc.com/contact info@backinthegameinc.com Shawn Stockman: 207-266-4362 Keith Gilpatrick: 561-445-1401 www.backinthegameinc.com