What Happens When You Add a "Green" Lens to Lean?

Copyright © 2014 Technology Forecasters Inc., all rights reserved
By Pamela J. Gordon
Winner of the 2014 Leadership Award
President,
2014 Lean & Six Sigma World Conference
What Happens When
You Add a “Green” Lens
to Lean?

Agenda
Lean and Green: Leverage One for the Other
Synergistic Parallels and Executive Influence
Case Studies
Where to Start
2

3
Which holds more weight at your organization?
Sustain-
ability
Lean & Six
Sigma
*EHS = Environment, Health, Safety
“Revenue per
employee has
quadrupled
owing to LSS
and other
factors.”
– Dr. Trafford
Clarke, Eli Lilly,
at 2013 LSS
World Conf.

4
Which holds more weight at your organization?
Lean & Six
Sigma
Sustain-
ability
“TFI identified more
than US$35M in
cost savings oppor-
tunities over 5
years through a
strategic
environmental
roadmap.”
–David Cox, Former
SVP Global
Operations, Blue
Coat Systems Inc.

5
Comparative Trainings: in Lean and in Green
LSS Green Belt Training
(Sustainable Solutions Group NW)
Design-for-Environment
Training (DfE Online Training, TFI)
Identify wastes for projects Reduce material resources
Develop CPI project plan with
metrics for quality, cost and, delivery
Design energy-efficient electronics
with high-value ‘afterlife’
Oversee facilitators Manage suppliers for reducing social
and environmental impacts
Understand and apply LSS tools and
statistics
Use tools to measure environmental
performance and monetary ROI
Complete a successful process
improvement project
Learn from DfE case studies and
create a future roadmap

6
Address the CEO’s 3 Motives
Reduce
Costs
Reduce
Risk
…and
look
good
doing
so
Reduce
Time to
Market
For top executive support…
Gear LSS and Sustainability
Programs to These Aims

• USE A GREEN LENS:
LOOK FOR…
– Smaller, lighter products and
packaging
– Renewable, recycled materials
– Reclaim value from products’ end
of life
– Energy and water efficiency
– Paperless processes
7
“We’ve been
conducting PIPs* for
10 years; we’ve
identified everything
possible!”
Use Green to Get Around Lean Roadblocks
*PIP = Process Improvement Project

• USE A GREEN LENS:
EMPHASIZE…
– Personal passion for a
sustainable planet
– Competition for the most efficient
products
– Public goals for reducing CO2
emissions
8
“Employees have ‘Lean
fatigue’; they want to
hear about something
new and different.”
Use Green to Get Around Lean Roadblocks
“ .” • USE A GREEN LENS:
EMPHASIZE…
– (Your examples)

• USE A LEAN LENS:
SPEAK TO…
– Measurable reduction of
waste
– Cost-reduction roadmaps
– Black Belt promotions
9
“I’m not on board
with ‘Greening’ of our
company… I don’t
believe in Global
Warming.”
Use Lean to Get Around Green Roadblocks

WARN ABOUT…
– Market closures and tarnished
brands; avoid regulatory risk by
getting ahead
– Competitors’ products’ lower
operating costs through Design
for Environment strategies
10
“All we should focus
on is being minimally
compliant to stay out
of jail.”
“ .”
Use Lean to Get Around Green Roadblocks
EMPHASIZE…
– (Your examples)

11
Los Alamos National Lab
Case Studies (Illustrating Lean and Green Synergies)
*Jennifer Carr’s presentation at 2013 LSS World Conference
Lean story from LANL*
Created 2-hour overview for all
managers on LSS; found strong
champions.
Conducted a Super PIP in the
prototype development stage
(design, fab, assembly).
Had each manager identify
his/her own goals instead of
‘”coming in on a white horse
telling them to fix what’s broken.”
If strengthened by Green
Include in the overview how LSS
can foster LANL’s environmental
stewardship goals.
Leverage Design-for-Environment
principles for efficient product
design through manufacturing
and beyond.
Run E-Heroes awards program to
leverage employees’
environmental care-abouts,
generating company-wide ideas.

12
Saab Aeronautics
*Patrick Hendricksson’s presentation at 2013 LSS World Conference
Lean story from Saab*
Long-time employees proud of
Saab, but were stuck in old
habits; 2 reluctantly started Lean
and inspired others.
Thanks to 5S, etc., in 2012 there
were no scraps or rework.
Reduced variation, lead time, and
labor time.
We reevaluate how we are
working every other month; we
use lots of checklists.
Create a team of champions by
inspiring employees in multi-
functional roles to tap their
environmental values at work.
Typical sustainability goal is “zero
waste” in operations, product
manufacturing, etc.
Use a Design-for-Environment
checklist for continuous
improvement.

13
MEDHOST (Software for medical emergency, surgery, in-patient)
*Interview with Darren Flynn, February 2014
**Meaningful Use, under the HITECH Act
Lean story from MEDHOST*
Problem: Growing complexity
owing to M&A. Opportunity:
new US Government program**
to digitize medical records.
Solutions: Stage-Gate
methodology coupled with A3s.
One True North for the company,
faster time to market, less wasted
effort and time, cultural change.
Improved integration of code for
fewer configurations of
hardware; increase Cloud-based
services to reduce hardware.
Quantify vast amount of CO2
emissions, trees, and costs saved
by reducing paper medical
records nationally.
Employee efficiency often
reduces CO2 emissions, water,
and supplies in company facilities
and through less commuting.
Reducing material extraction,
processing, transportation, energy
use, and E-waste through “de-
materializing” hardware.
“Energize Lean with Green to remove obstacles. If you shot at the problem
from the Lean perspective, now use the Green perspective.” -DF

14
Free Resources
Where to Start
READ…
• Lean and
Green books
available
• Tech
Forecasters
Blog sign-up
TRAIN…
• Overview of
DfE Online
Training
• Videos on
Lean and
Green
BRAINSTORM…
• Talk to me
today, or…
• Contact me
at
Pgordon@T
echForecast
ers.com

Pamela J. Gordon
PGordon@TechForecasters.com
Oakland, California
Winner of the 2014 Leadership
Award at the Lean & Six
Sigma World Conference
15
Thank you for exploring Lean and Green!
What Happens When You Add a “Green” Lens to Lean?

What Happens When You Add a "Green" Lens to Lean?

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