1. LEAN JOURNEY.
CULTURE CHANGE.
STAFF ENGAGEMENT.
AIDAN HOLLAND
DECEMBER 2016

2. STANDARD PROCESS INCREASED EFFICIENCY.
ENGAGEMENT CHANGED THE CULTURE.
GREATER THROUGHPUT OF WORK
WORKING SMARTER RATHER THAN HARDER.
THE TEAM LOOKS FOR WAYS TO BECOME EFFICIENT.
PDCA METHODOLOGY EMBEDDED IN CULTURE.
ALL HAVE PARTICIPATED IN KAIZEN EVENTS.
FIVE S’s, S.M.E.D., ASSET CARE, STANDARD WORK PART OF
OUR TOOL KIT.

3. 1ST LEAN PROJECT STANDARDISED THE PROCESS
2ND LEAN PROJECT AUTOMATED 10% OF PRODUCTION AND
CREATED A BETTER CUSTOMER SERVICE.
3RD LEAN PROJECT REDUCED THE NUMBER OF RE-WORKS.
4TH PROJECT EMBRACED NEW SYSTEM AND MAINTAINED
EFFICIENCY.
5TH PROJECT CREATED TEMPLATES FOR REPEAT USE.
COMMUNICATION BETWEEN SALES-CUSTOMER-DESIGNER
SIMPLIFIED.
TEAM EMBRACE CHANGE AND TECHNOLOGY.

4. ANALYSIS OF PROCESS
USING PCDA METHODOLOGY
Plan:
1. Problem Definition
2. Current state
3. Target to achieve
4. Root cause analysis
5. Agreed counter measures
Do
6. Implementation plan.
Experimental learning.
Act:
8. Standardise success,
learn from failures,
using process mapping
and training.
Check:
7. Evaluate results and
process using KPI’s

5. OLD PROCESS
CURRENT PROCESS
MANY STEPS.
INDIVIDUAL PROCESS.
STAFF REVIEW
PROCESS.
KAIZEN EVENTS.
AGREED TARGET.
ENGAGED STAFF.
SIMPLER PROCESS,
LESS STEPS.
STANDARD PROCESS.
ALL INVOLVED.
IMPACT MEASURED.
TARGETS ACHIEVED.
STAFF INVOLVED.
NEW PROCESS

6. CONCLUSION
LEAN IS A WAY OF CHANGING THE CULTURE, EMBRACING
CHANGE, BECOMING MORE EFFICIENT, WORKING AS A TEAM.
WE HAVE CREATED A CONTINUOUS IMPROVEMENT CULTURE
IN AN EVOLVING INDUSTRY, IN A CREATIVE DEPARTMENT.
WE CAN BECOME MORE EFFICIENT AND THE LEAN JOURNEY
CONTINUES.