Hi, my name is Bob Reynolds. Over the next few minutes, I’ll introduce myself and then very briefly describe the three phases of a LEAN implementation and how I can help you navigate through each stage to help you get the maximum benefit of each one. Finally, I’ll briefly discuss how my own background provides the skills and experience necessary to enhance your LEAN deployment. I’ve worked in industry for over 30 years. In that time I have worked in the office and on the shop floor, managed both salaried and hourly workers, served on ERP implementation teams, and have generally spent my whole career working to continuously improve the way business is done. Back in the early 2000s, I was introduced to LEAN concepts, participated in a few LEAN events, and loosely used the tools to transform the departments I was responsible for. Along the way, I have learned some very valuable lessons. Today, having seen and understood the power of combining LEAN tools with a LEAN culture, I am a committed believer in LEAN thinking. Now, I want to help you transform your organization. LEAN transformations take a lot of work, but at the end of the day, they are well worth the effort.
I will help you improve operational excellence by partnering with your LEAN deployment team to improve the quality of the deployment, while shortening the challenging, but necessary early stages. Organizations must own their own implementation; no one else can do it for them. To be successful, associates at all levels must be fully engaged, for only they can develop solutions unique to their own organizations. I can help you find and implement those solutions. Some organizations will only need short term help for individual kaizen events. Others may want help facilitating, managing or leading a whole value stream makeovers. We will develop a plan that best suits your needs.So, in order to set the stage for the rest of the presentation, I’d like to briefly discuss a common model for a LEAN deployment.
This may be a familiar chart. It graphically depicts three typical phases of a LEAN deployment. The first segment is the startup phase or the tool/event driven stage. In this phase, organizations begin to use the various LEAN tools in point kaizens and they will make some modest gains. The primary purpose is to learn. Sustainment of gains is difficult and regression will probably occur. Unfortunately, many organizations never get past this stage.In the second or system driven phase, kaizens are targeted strategically along value streams IAW organizational strategies and as needed to support important value stream needs. Organizational culture is beginning to move toward LEAN thinking, but the implementation is still depending on the use of tools. Kaizen seeks the systematic elimination of waste, unevenness, and overburden. Sustainment is much improved and improvement gains are far more consistent.In last or the principle driven stage, an organizational LEAN culture is firmly rooted. The implementation is rooted in strategic plans and tactically executed. The organization is probably organized around value streams. Kaizen activity is part of every day work. Its an environment where associates spontaneously make improvements in a “just do it” mindset.
During the startup phase, everybody is beginning to learn what LEAN is and what it is not. People at all levels can be fearful and distrusting of another “fad” they fear will only be short lived or make their lives more difficult. They are often concerned with job security. Change is always difficult, and since we’re beginning to make profound changes in the way the business is run, it makes this phase all the harder. It can make or break your deployment. Since this is the learning phase, everyone must go through it, but it is essential to move through it well and move through it with confidence. We want to minimize the mistakes or false starts. Everybody makes them. Sometimes things just don’t always go well or as planned, so people at all levels get discouraged. Naysayers get to point at the mistakes and let everyone know that lean is not going to work. When they occur, we need to repair the damage quickly.First, we need to begin the education process. Learning is best done by doing, so associates at all levels need to be involved with the process and we need to utilize their expertise to determine the major sources of waste. We then teach them the tools and techniques to use as appropriate to eliminate that waste and put countermeasures in place to prevent their return. By including the associates involved in the process, we ensure we don’t do lean to people. This also gets everyone engaged, so understanding begins to grow gaining success and creating staff buy in.This slide shows only a few of the manyactivities needed during this phase. I can either facilitate events or supplement your kaizen leader in events to improve the quality and value of the event. From within the team, I can assist in drawing out ideas from apprehensive associates while helping to apply the tools for greater effectiveness. After completion of the event, I can help the team with any unfinished tasks, deal with post kaizen problems or issues, and reinforce the learning as they run with the new process. We can also begin to map value streams and develop a cohesive plan for events to help us shorten this phase and set up a powerful and effective entry to the next phase.
During the intermediate phase or the system driven phase, associates at all levels have begun to understand what LEAN is and many have begun to come on board. A LEAN culture is beginning to emerge. Point kaizens are now giving way to events directed toward improvement of the full value stream and beginning to capture serious productivity gains. This slide shows activities appropriate to this phase. I can continue to help you by developing value stream maps to guide when and where to have kaizen events and improving the crucial aspect of a visual work place. I can also help you to begin to level load demand, create flow and produce to takt time. I can coach supervisors and team leaders as they begin to lead in a new way, helping associates become more responsible for their work areas and attaining company goals. Since I am not an integral part of the organization, I can provide insights to organization changes that are unbiased and only informed by the company goals.If it has not already happened, in this stage the Sr. leadership of the organization needs to become fully engaged. It is their organization, and they must lead it. I can facilitate some of Sr. leadership’s efforts to begin to build a LEAN culture. Sr. leaders need to spend time where the work is being done, I can help them with this.
The high performance or principle driven phase is where we want to live. Many improvements are made in a “just do it” mode. Improvements are an everyday aspect of everyone’s job. Kaizen events are highly targeted in the value stream to make transformative improvements. At this stage the organization has matured and most associates are lean thinkers and self sufficient. Although the leadership and most associates are self sufficient, I can still add some value at this phase, particularly if I’ve been a part of your journey. I can provide project management services or additional capacity to company wide projects to help move them along. I can also bring innovative ideas and the different perspective to new challenges that can come from someone not engrossed in the day to day challenges of running the business.
As I’ve demonstrated in the last few slides, there are many ways that I can bring significant value to your LEAN implementation. There is always a lot of work to do. I was introduced to LEAN over 15 years ago, and even using just a few of the principles I made significant changes to the departments I was leading. More recently, I completed the Lean Facilitator Certification Program provided by the Maryland World Class Consortia. This was an intense course of study to give LEAN facilitators a broad understanding of LEAN principles, LEAN tools, and how to lead people and organizations through productive change. I’ve also worked with the LEAN leadership team at Smiths Detection to setup and run new production lines for x-ray machines. We setup the lines from scratch, creating the cell layout, tool carts complete with shadow boards, kanbans and min/max bins and visual management boards for status. Morning cell meetings were held to create and maintain goal alignment with all associates. These were new product lines, totally new to the site and were amazingly successful.
Beyond my LEAN experience is over 30 years in industry, where I‘ve spent my whole career improving current conditions. I’ve developed a deep understanding of people and organizations through a variety of assignments. I was on two high performance teams implementing EPR systems. I was responsible for the materials and manufacturing portions of the system, which not only required technical expertise in those areas, but also knowledge of the organization and the individuals who work with the system. As part of the implementation, I was also responsible for developing and delivering the required training. In addition to those assignments, for over 20 years, I’ve managed both salary and hourly associates at a variety of levels within the organizations.One of the most meaningful lessons in my career was enjoying the benefits of improving the operational excellence of a department from one of the worst to one of the best in the organization. I was asked to lead the Stockroom, Shipping and Receiving departments, who at that time, were the whipping “boys” of Operations. They could not be trusted to support the rest of the organization, so obviously morale was low. In the stockroom, inventory accuracy was in the upper 70% level, kits took a week or more to pull, and replacement material often took a day or more. Receipt to stock averaged two weeks. When we finished, confidence in the stockroom was so high, I was often no longer required at planning meetings – it was known that the stockroom would support the plan. Inventory accuracy was above 98%, dock to stock was less than a day, kits were ready when needed, and associates were confident in their abilities. I have experienced what it is like to feel demoralized from the moment I walked into the plant in the morning until I eventually went home. Most importantly, I’ve experienced what it is like to have such confidence in people and systems that I knew we were ready for whatever was thrown at us. I want to help you work toward this experience.
Throughout my career, I have developed other skills that can be brought to bear on your implementation. For example, I’ve developed a level of expertise with Microsoft office such that I’ve gained a “go to” reputation when people have problems with it. MS Access has been especially helpful. I have developed close to 10 full up applications in Access, a number of which used the ODBC functionality to integrate them with the ERP business system. It would have been much more difficult to turn around the stockroom without that ability.The experience and skills gained through the implementation of the two business systems have been immeasurable. I had the good fortune to co-lead the first implementation in 1998 in preparation for Y2K. The team had over 20 members in addition to three consultants and we incorporated data and functions from over 7 legacy systems into one integrated system. The teamwork was suburb. My already strong systems orientation was deepened and strengthened enormously. I learned how to create training material and deliver it. The implementation was very successful; it was delivered on time and under budget. The organization used it to run the business for six years, until we integrated it into the system of the company that bought us.My Project Management skills have been built and honed through the many process improvement projects I’ve managed, particularly the projects I’ve already mentioned.
I really appreciate your taking the time to view this presentation. I have the depth of experience to be a positive force of change for your organization. If your LEAN implementation needs additional hands or a fresh set of eyes or a boost of energy and innovation, I would find it a privilege to be a part of the solution. Please contact me at firstname.lastname@example.org or 301-873-2106. I would be happy to come by to explore with you how I might be of service. Thank you!
Robert W. Reynolds<br />Continuous Improvement Services<br />Implementing LEAN Principles<br />9/2/2011<br />
To help your business improve operational excellence by partnering with your<br />Lean Deployment Team<br />You own your implementation<br />I bring to the table:<br />a broad and deep skill set<br />a different view of the challenges you face<br />dedicated effort and a confident “can do” attitude<br />My Goal<br />Robert W. Reynolds 301-831-6130<br />
LEAN Deployment<br />Adapted from Kaizen Event Fieldbook<br />Robert W. Reynolds 301-831-6130<br />
Shortened Start-up Phase <br />Educating staff<br />Properly using the tools<br />Gaining early successes<br />Creating staff buy-in<br />Begin mapping value streams<br />Begin development of a cohesive plan for events<br />LEAN Deployment Activities<br />Robert W. Reynolds 301-831-6130<br />
Intermediate Phase <br />Develop coherent event plans along value streams<br />Continue with effective kaizen events<br />Continue to develop a visual workplace<br />Begin to level load demand, create flow & work to takt time <br />Coach supervisors and team leaders in aligning associates with company goals<br />LEAN Deployment Activities<br /><ul><li>Engage senior leadership in sustainment
Coach supervisors and team leaders in aligning associates with company goals
Engage senior leadership in sustainment</li></ul>Robert W. Reynolds 301-831-6130<br />
High Performance Phase <br />Project management<br />Additional short term capacity<br />A different perspective on challenges<br />LEAN Deployment Activities<br />Robert W. Reynolds 301-831-6130<br />
Completed the Lean Facilitator Certification Program provided by the Maryland World Class Consortia<br />Setup production lines for x-ray equipment, one with 19 assembly stations<br />Shadow boards for tools<br />Kanbans for raw material<br />Min/Max bins for fasteners, etc.<br />Cell/Floor layout (a place for everything & everything in its place)<br />Visual management boards for status and communication<br />LEAN Experience<br />Robert W. Reynolds 301-831-6130<br />
30 years in industry, over 20 years in middle management<br />Deep and broad understanding of organizations<br />Co-leader and member of several special purpose high performance teams<br />Experienced with turning around departmental organizations<br />Successfully turned people stuck in the “my way” rut or the “that’s the way we have always done it” rut<br />Related Work Experience<br />Robert W. Reynolds 301-831-6130<br />
Intermediate to expert with MS Office, with a specialty in MS Access database applications<br />Two highly successful business system implementations accomplished through<br />Superb team work<br />A systems oriented approach<br />Strong training<br />Project Management Skills<br />Additional special skills<br />Robert W. Reynolds 301-831-6130<br />
The depth of experience to be a positive force of change for your organization<br />Robert W. Reynolds<br />email@example.com<br />301-873-2106<br />For additional work history please see:<br />http://www.linkedin.com/in/bobreynolds7<br />Contact me<br />