Counseling vsm presentation_7-20-2011


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Lean presentation given to Counseling Services client before Value Stream Mapping and Problem Solving Event.

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Counseling vsm presentation_7-20-2011

  1. 1. NEW Lean Consulting Group October 24, 2011 Value Stream Mapping Event Counseling Services August 2-3, 2011
  2. 2. The Case for Change <ul><li>EXPECTATIONS AND RESULTS </li></ul><ul><li>Insanity is doing the same thing over and over again and expecting different results. </li></ul><ul><li>Albert Einstein </li></ul>October 24, 2011
  3. 3. Counseling Client Value Stream Mapping <ul><li>Agenda </li></ul><ul><li>Lean education </li></ul><ul><ul><li>Customer satisfaction through waste elimination </li></ul></ul><ul><ul><li>Value stream mapping </li></ul></ul><ul><li>Create current state map </li></ul><ul><li>Create future state map </li></ul><ul><li>Develop action plan </li></ul>October 24, 2011
  4. 4. Event Ground Rules <ul><li>Make no assumptions </li></ul><ul><li>Take nothing personally </li></ul><ul><li>Everyone’s opinion matters </li></ul><ul><li>Everyone on the team is equal </li></ul><ul><li>There are no bad ideas or stupid questions </li></ul><ul><li>Never leave in silent disagreement </li></ul><ul><li>Maintain a positive attitude </li></ul><ul><li>Think out side of the box! </li></ul>
  5. 5. What is Lean? A work philosophy of eliminating waste and increasing value of products and services
  6. 6. Elements of Lean Thinking <ul><ul><li>Learning to see </li></ul></ul><ul><ul><li>Continuous Improvement </li></ul></ul><ul><ul><li>Standard work </li></ul></ul><ul><ul><li>One piece flow </li></ul></ul><ul><ul><li>Error proofing </li></ul></ul><ul><ul><li>Focus on process not on people </li></ul></ul><ul><li> </li></ul>10/24/11
  7. 7. LEAN Principles Setup Reductions Teams 5S Error Proofing TPM Kanban Work Cell Standardized Work Kaizen A3 Problem Solving Value Stream Map
  8. 8. What Is Waste? <ul><li>Anything other than the minimum resources required to add value to an end product / service. </li></ul>
  9. 9. <ul><li>“ Eliminating…waste is not the problem, identifying it is.” </li></ul><ul><li>Taiichi Ohno </li></ul><ul><li>developer of the </li></ul><ul><li>Toyota Production System (TPS) </li></ul>October 24, 2011 The Real Problem:
  10. 10. Learning to see waste..… If we hadn’t challenged the status quo, we wouldn’t have: microwave ovens, cell phones, portable air conditioners, makes/model of cars, rollerblades, Ipods, laptops.
  11. 11. 8 Types of Waste October 24, 2011 1 2 3 4 5 6 7 8 Value Added Work 5 %
  12. 12. 8 General Types of Business Waste <ul><li>Rework (typing errors, missing info.) </li></ul><ul><li>Transportation (material handling) </li></ul><ul><li>Associate Motion </li></ul><ul><li>Associate Waiting Time </li></ul><ul><li>Inventory (supplies, WIP, emails) </li></ul><ul><li>Over Production (extra copies) </li></ul><ul><li>Over Processing (cadillac report) </li></ul><ul><li>Under Utilized Human Resources </li></ul>
  13. 13. Waste is everywhere….
  14. 14. Non-Value Add Activities Improve Evaluate Reduce Eliminate <ul><li>Value Add </li></ul><ul><li>Transforms material and information into products or services </li></ul><ul><li>The customer wants it </li></ul><ul><li>It’s done right the first time </li></ul><ul><li>Non-Value Add </li></ul><ul><li>Consumes resources but does not contribute to the product or service </li></ul><ul><li>Necessary </li></ul><ul><li>Customers require it </li></ul><ul><li>Regulatory or legal compliance </li></ul><ul><li>Can’t eliminate based on current technology or thinking </li></ul>Not Necessary
  15. 15. Waste <ul><li>Non-value added work, also called </li></ul><ul><li>waste, refers to work that doesn't </li></ul><ul><li>add value to or is unnecessary for </li></ul><ul><li>the overall project. </li></ul>
  16. 16. Why do we need Teams? <ul><li>By working together, rather than competing with each other, we’ll see: </li></ul><ul><li>Increased quality </li></ul><ul><li>Higher productivity </li></ul><ul><li>Reduced cost </li></ul>
  17. 17. Teams Add Value <ul><li>What’s in it for Me? </li></ul><ul><li>New job skills </li></ul><ul><li>Participate in decisions affecting your job </li></ul><ul><li>Realize you add value to the company </li></ul>
  18. 18. <ul><li>Together we can do what one cannot do alone! </li></ul>
  19. 19. Teamwork Fundamentals <ul><li>Open communication </li></ul><ul><li>Team members with diverse backgrounds </li></ul><ul><li>Common goals </li></ul><ul><li>Driven to succeed </li></ul>
  20. 20. Basic Ground Rules for the Team <ul><li>Maintain a positive attitude </li></ul><ul><li>Make no assumptions </li></ul><ul><li>Take nothing personally </li></ul><ul><li>Everyone on the team is equal </li></ul><ul><li>Each person’s opinion matters </li></ul><ul><li>There are no bad ideas or stupid questions </li></ul><ul><li>Resolve all issues respectfully </li></ul>
  21. 21. A team is a group of people working together towards a common goal.
  22. 22. … but you must be on the same page to succeed.
  23. 23. Japanese for improvement or change for the better . It refers to a philosophy or practice that focuses upon continuous process improvement. What is Kaizen?
  24. 24. Continuous Steady Improvement via Kaizen Events Standardize IMPROVEMENT TIME Kaizen Kaizen Kaizen From “Kaizen”, Masaaki Imai Standardize Standardize Kaizen Starting Process
  25. 25. What is VSM? <ul><li>One page visual representation </li></ul><ul><li>Flow of all information and material processes </li></ul><ul><li>Current state analysis including all value added and non-value added processes </li></ul><ul><li>Future state goals </li></ul><ul><ul><li>To improves value added processes </li></ul></ul><ul><ul><li>To eliminates non-value added work </li></ul></ul><ul><ul><li>Action plan for target state implementation </li></ul></ul>
  26. 26. Benefits of a VSM <ul><li>See entire process flow of information and materials </li></ul><ul><li>Identify waste and the source of waste </li></ul><ul><li>Establish priorities for improvement </li></ul><ul><li>Focus on low cost or no cost improvements </li></ul><ul><li>Based on objective information </li></ul>
  27. 27. More VSM Benefits <ul><li>Forms basis of an implementation plan </li></ul><ul><li>Creates a vision of the future </li></ul><ul><li>Reveals opportunities </li></ul><ul><li>Enables broad participation </li></ul><ul><li>Improves customer satisfaction </li></ul>October 24, 2011
  28. 28. Blue Print <ul><li>Establish areas of focus </li></ul><ul><li>Book Ends or Start and Stop points </li></ul><ul><li>Identify steps using: </li></ul><ul><ul><li>Yellow - tasks </li></ul></ul><ul><ul><li>Pink - problems or opportunities </li></ul></ul><ul><ul><li>Orange - Non Value Added activities </li></ul></ul><ul><li>Prioritize changes </li></ul><ul><li>Create Action Plan </li></ul>
  29. 29. By the end of event you will … <ul><li>Create Current State Map </li></ul><ul><li>Understand Current State problems and opportunities. </li></ul><ul><li>Create a Future State Map </li></ul><ul><li>Have a plan for implementing future state </li></ul><ul><li>Have started developing standard work and visual controls to sustain changes. </li></ul><ul><li>Celebrate your success! </li></ul>October 24, 2011
  30. 30. Remember! We cannot solve our problems with the same thinking we used when we created them. Albert Einstein
  31. 31. Begin with Framework <ul><li>Scope </li></ul><ul><ul><li>Process Start: Customer request received </li></ul></ul><ul><ul><li>Process End: Services paid for </li></ul></ul><ul><ul><li>Out-of-Scope: Needs to be filled in </li></ul></ul><ul><li>Objectives </li></ul><ul><ul><li>Eliminate 3-5 wastes </li></ul></ul><ul><ul><li>Increase Counselor availability by 50% </li></ul></ul><ul><ul><li>Implement improvements by end of week </li></ul></ul>October 24, 2011
  32. 32. Current State <ul><li>Map out each process step within the boundaries of start / stop </li></ul><ul><li>Map flow of materials from one step to the next </li></ul><ul><li>Map flow of information from start to finish </li></ul><ul><li>Map takt time and cycle time </li></ul><ul><li>Identify non value-added steps </li></ul><ul><li>Identify opportunities for improvement </li></ul>October 24, 2011
  33. 33. Creating the Future State <ul><li>Brainstorm opportunities for potential improvements </li></ul><ul><li>Focus on low cost or no cost improvements </li></ul><ul><li>Verify management support </li></ul><ul><li>Verify Future State meets the established goals. </li></ul><ul><li>Develop action plan for implementation within 30 -60 days </li></ul>October 24, 2011
  34. 34. Focus on Reducing Non-Value Added Work! October 24, 2011 1 2 3 4 5 6 7 8 Value Added Work 5 %
  35. 35. Develop Action Plan <ul><li>Create teams to work on tasks </li></ul><ul><li>Ensure the right members are on the team </li></ul><ul><li>Ensure teams have support and resources they need </li></ul><ul><li>Review progress regularly </li></ul><ul><li>Celebrate successes </li></ul>October 24, 2011
  36. 36. Communication is the Key! <ul><li>Conduct an initial “kick off” event involving all stakeholders </li></ul><ul><li>Inform everyone what was learned in the process </li></ul><ul><li>Inform everyone what we will be doing </li></ul><ul><li>Provide a variety of ongoing communications </li></ul><ul><li>Celebrate successes! </li></ul>October 24, 2011
  37. 37. Dr. Peter Bishop – University of Houston <ul><li>Change is hard ……… </li></ul><ul><li>but stagnation </li></ul><ul><li>is fatal. </li></ul>
  38. 38. Current State Process October 24, 2011 Request to Proposal Invoice to Cash Receipt Order Confirmed thru Shipping Focus Area for improvement due to high number of wastes
  39. 39. Future State Process Customer order through shipment <ul><li>Significantly streamlined process </li></ul><ul><li>Eliminated 16 wastes vs target of 5-10 wastes </li></ul><ul><li>Implementing improvements next week! </li></ul>
  40. 40. Ensure Success of Action Plan <ul><li>IMPORTANT TASKS: </li></ul><ul><li>Conduct regular scheduled meetings for participants. </li></ul><ul><li>Provide a structure to work on problem solving and to complete tasks </li></ul><ul><li>Verify progress on goals continuously </li></ul><ul><li>Give support for the process continuously. </li></ul><ul><li>Celebrate the success of the team. </li></ul>October 24, 2011
  41. 41. Chinese Proverb <ul><li>If we don’t change we will end up where we are headed… </li></ul>October 24, 2011