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![3636Building
Blocks of
DWM™
Standard Work
Visual
Manage-
ment
SDCA/
PDCA
Cycle
Daily
Kaizen
Defined Zonal Ownership
MP/CP Aligned with KPIs
Communication
KPIs Aligned with Policy Deployment
DWM aligned to
Customer Value
[ Control ] [ Improvement ]
Evidence based
Decision Making
Customer
Focus
Leadership Engagement
of People
Process
Approach
Improvement
Relationship
Management](https://image.slidesharecdn.com/leanthinkingthrudwm-160311142029/85/Lean-Thinking-and-Daily-Work-Management-36-320.jpg)
Uploaded byHariharan Muthusubramanian
Lean Thinking and Daily Work Management
This document discusses lean thinking and leadership. It covers topics like changing cost perspectives in lean from focusing on costs to customer value. It emphasizes sustaining inequality between customer value and costs. The document presents models for lean thinking alignment with aspects like purpose, process, people and prosperity. It discusses integrating lean with quality management standards. Other topics covered include identifying types of waste, using tools like 5S, standard work and visual management. The document emphasizes leadership aspects such as engaging people, evidence-based decision making and developing a long term philosophy. It presents models for process control and improvement as well as aligning activities through hoshin kanri for business breakthroughs.
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Lean Thinking and Daily Work Management
- 1. 1 Lean Thinking ThruDaily Work Management M Hariharan Director Savoir faire Management Services Pvt Ltd Two days Workshop on QUALITY MANAGEMENT STANDARDS & QUALITY TECHNOLOGY TOOLS (QMS/QTT) Dt. : 11 December 2015 Venue : MCCIA Pune
- 2. 22 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 3. 33 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 4. 44 Lean Thinking ChangingCost Perspective Sustaining “Inequality” Lean Thinking - Alignment
- 5. 55 Lean Thinking ChangingCost Perspective Sustaining “Inequality” Lean Thinking - Alignment
- 6. 66 Changing Perspective ofCost C + P = S Blessing of Customer – Cost Reimbursement Model S - C = p Curse of Competition and Inefficiency S - P = C Customer Value Creation and Economic Value Creation Allowable Cost
- 7. 77 Lean Thinking ChangingCost Perspective Sustaining “Inequality” Lean Thinking - Alignment
- 8. 88 Sustaining the “INEQUALITY” CustomerValue Economic Value v > P > C
- 9. 99 Lean Thinking ChangingCost Perspective Sustaining “Inequality” Lean Thinking - Alignment
- 10. 1010 Visionary Leadership Purpose (Customer Value) Process (Methods, Supply Chain) People (Key Drivers of Results) Prosper (TBL) (adaptedfrom the Lean model of James Womack)
- 11. 1111 Visionary Leadership Purpose (Customer Value) Process (Methods, Supply Chain) People (Key Drivers of Results) Prosper (TBL) V>PP>C (adaptedfrom the Lean model of James Womack) V>P > CV>P > C Toyota Way - First Principle : Long Term Philosophy Base your management decisions on a long-term philosophy, even at the expense of short term financial goals
- 12. 1212 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 13. 1313 Visionary Leadership Purpose (Customer Value) Process (Methods, Supply Chain) People (Key Drivers of Results) Prosper (TBL) (adaptedfrom the Lean model of James Womack) Customer Focus Leadership Engagement of People Process Approach Improvement Evidence based Decision Making Relationship Management Integration with ISO 2015
- 14. 1414 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 15. 1515 Purpose… Customer Value “Understandwhat the customer wants”does Customer Focus
- 16. 1616 Purpose… Customer Value “Customeris the one who pays for our product/service” not only but every one who is impacted by our product/service Customer Focus
- 17.
- 18. 1818 7+1+1+1 Non-utilized creativity ofpeople - Shingo Mudas (Taichi Ohno) Defects Overproduction Waiting Transportation Inventory Motion Extra processing Design of product not meeting customer needs (Womack) Policy (Savoir faire) Customer Focus Process Approach
- 19. 1919 Sources of Defects(3 Ms) Not Understanding the Purpose Doing the work well ahead of time Doing the work at the last minute Non-utilised Creativity Unwanted movement Accumulated work to do in batch Corrections uda Waste Process Approach Customer Focus
- 20. 2020 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 21. 2121 Process ProcessInputs Output Outcome Effective andEfficient Process Process Approach Improvement Relationship Management
- 22.
- 23. 2323 Sources of Defects(3 Ms) Month end, Week end, Day end, Nearing lunch Syndrome Student’s Syndrome Uneven work flow Skill Variability Skill Mismatch ura Variability
- 24. 2424 Sources of Defects(3 Ms) Strenuous Postures Continuous, monotonous work All work, no play Lack of training Lack of Clarity of purpose Mood swings uri Strain
- 25. 25 Three eyes ofBuddha
- 26. 2626 Prof. Shoji Shiba MaintainWhat You DoIncrementally Improve Breakthrough
- 27. 2727 Stability and Improvement 5S StandardWork OEE Autonomous Maintenance CP/CPK VSM Kaizen Kanban Poka Yoke Six Sigma Process Approach Improvement Relationship Management
- 28. 2828 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 29. 2929 Prof. Shoji Shiba MaintainWhat You DoIncrementally Improve Breakthrough
- 30. 3030 Prof Tsuda’s Model Shareof Responsibility Operator Supervisor Engineer Manager Leadership Engagement of People
- 31. 3131 Share of responsibility.. With rampant fire fighting Share of Responsibility Operator Supervisor Engineer Manager
- 32. 3232 A “Day” ofa Leader Daily Fire Fighting Daily Routine Self Development Team Development Daily Kaizen Dream for the Future Daily Fire Fighting Daily Work Management Policy Deployment
- 33. 3333 33 OutputThe Reality ofKaizen Events Time Event #1 Event #2 What Standard should be What actually becomes the Standard when people do not sustain the changes. Maintenance Maintenance Event #3 Work Standard What Standard should be Evidence based Decision MakingProf Shiba
- 34. 3434 Process Control andProcess Improvement Run an existing process for a while Compute the natural variation limits, thus highlighting exceptional variation Find and eliminate the sources of exceptional variation Continue running and monitoring the new or now accurately followed processes, using methods of process control Eliminate the source of any unstable condition (exceptional variation) that begins to occur If desirable to reduce the natural variation of the process, use reactive improvement methods Continue running and monitoring new process, using methods of process control Eliminate the source of any unstable condition that begins to occur SDCA PDCA Evidence based Decision MakingProf Shiba
- 35. 3535 Alteration of SDCA andPDCA P D C A C A S D Use Standard Do Work Check work against standard Act: Either use present standard or improve Routine Work Plan Improvement Do Improvement Check Improvement results Adjust: Either Standardize or re-plan Improvement Activities Evidence based Decision Making Prof Shiba
- 36. 3636Building Blocks of DWM™ Standard Work Visual Manage- ment SDCA/ PDCA Cycle Daily Kaizen DefinedZonal Ownership MP/CP Aligned with KPIs Communication KPIs Aligned with Policy Deployment DWM aligned to Customer Value [ Control ] [ Improvement ] Evidence based Decision Making Customer Focus Leadership Engagement of People Process Approach Improvement Relationship Management
- 37. 3737 Leader’s Pie Dream forthe future
- 38.
- 39. 3939 Hoshin Kanri HoshinKanri is the first attempt at business break thru’ rather than process break thru’ Deals systematically with process improvement across company to produce desired business results MBO was not connected to processes
- 40. 4040 Hoshin Kanri forAlignment Aims to align all towards key company goals Using indirect enforcement Creating a sense of urgency Even hourly employees are influenced to choose activities with strategically important objectives Aims to align all jobs and tasks, (routine and improvement) focusing and coordinating efforts and resources to key company goals in order to create breakthroughs Aims to bring company’s goals and activities quickly and effectively into alignment with rapid societal and environmental changes
- 41. 4141 Plan Plan PDCA of HoshinKanri Long-Term Vision and Plan Company’s Mid-term Plan Environmental changes Diagnosis by CEO Annual Hoshins Hoshin & Measurement Plan deployment Control by Measurement Do CheckAdjust Prof Shiba
- 42. 4242 Five Elements ofHoshin Hoshin = Statement of desired outcome for next year + focused means + metrics to measure progress + target values for metrics + deadline date Prof Shiba
- 43. 4343 Eg : FiveElements of Hoshin Statement of desired outcome for next year Daily practice of market-in concept Focused means Create attractive product by improving market research Increase customer satisfaction of out product by using quality tables Assume on-time delivery by improving processes Metrics to measure progress On-time delivery rate Target values for metrics 100 % Deadline date March 2013 Prof Shiba
- 44. 4444 Plan Plan Proactive, Reactive andControl Long-Term Vision and Plan Company’s Mid-term Plan Environmental changes Diagnosis by CEO Annual Hoshins Hoshin & Measurement Plan deployment Control by Measurement Do CheckAdjust Proactive Reactive Control Prof Shiba
- 45. 4545 Agenda Lean Thinking- Alignment Integration with QMS Customer Value Process Alignment People Alignment Lean Leadership
- 46. 4646 Lean Leadership SeniorManagement is simply a flag bearer when a business decision is made. It is of no use unless others follow the flag Eiji Toyoda, Former Chairman of Toyota
- 47. 4747 Lean Leader Leaderis a coach Leader is a mentor Mission is to put the team in a position to “win”,i.e., add customer value. Encourage, enable self- development and develop others.
- 48.