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© 2015 Matt Horvat
October 15, 2015
© 2015 Matt Horvat
Matt Horvat
Management Systems Coach
1. Quarterly “gemba” visits to a member’s organization
2. Collaboration with and for non-profit Lean work
3. Information sharing at local relevant events
4. Offline mentoring and collaboration
LeanPDX.org Started 2010
Refreshed Vision 2015
Now 300 members on Linked In
0+ turned out for our first Un-Conference in August, 201
© 2015 Matt Horvat
Agenda
Brief history of industrial improvement
Your problem solving culture today
Barriers to effective problem solving:
depersonalization and organization
Tips and tools to help
Friends of the Children case study
Your turn
+/^
© 2015 Matt Horvat
Lean: a bad reputation
Benevolent
tools used by
tyrants promote
tyranny
The VW Bug was commissioned by Adolf Hitler in 1934
© 2015 Matt Horvat
1891
Shewhart
1867
Toyoda
1900
Deming
1863
Ford
1868 & 1878
Gilbreths
1856
Taylor
© 2015 Matt Horvat
What describes your
culture?
• A focus on ‘big problems’ or on solving small problems daily
• Managers ask ‘what did you do?’ or ‘what caused it?’
• A new priority every month vs. accountability over time
• Problems discussed at length or meaningful action
• Decisions reserved for senior leadership or experimentation
promoted
• Director leading or director enabling
• A belief that if people would just do their job and not screw it up
things would be better
6
© 2015 Matt Horvat
52 percent of millennials
said “living or working in a
healthy environment” is
influential to their personal
health, over only 35 percent
of Baby Boomers.
-Consumer Health Mindset,
2014
© 2015 Matt Horvat
Lean is about
improvement
Nichij Kanriō
(daily fundamental management)
Hoshin Kanri
(direction-setting management)
Mattaku Kanri shimasen
(It is not at all management)
Time
Performance
© 2015 Matt Horvat
Action
Cycle
Adapted from http://conversationsforaction.com/history/basic-action-workflow
© 2015 Matt Horvat
What’s the difference?
• Metric
• Goal
• Problem
• Solution
• Cause
© 2015 Matt Horvat
Problem Solving Tips
1. Disregard the negative
assessment to depersonalize
the gap!
2. Measure the gap with
numbers!
3. Use a problem solving
framework to help get
organized!
4. Focused on the customer!
© 2015 Matt Horvat
Tools are Useful
When They:
Assist with
communicatin
g
Apply science
to problem
solving
© 2015 Matt Horvat
Communication Tools
• Process Capabilities
• Graphical Analysis
• Cause and Effect Diagram
• Failure Mode and Effect Analysis
• Hypothesis Testing
• ANOVA
• Correlation
• Simple Linear Regression
• Single Minute Exchange of Dies
• Total Productive Maintenance
• Design for Six Sigma
• Quality Function Deployment
• Design of Experiments
• Mood’s Median Test
• Control Plans
• Cellular Processing
• Cellular Processing
• Spaghetti Diagrams
• Histograms
• Pareto Charts
• Capability Analysis
• Control Charts
• Defects per Million Opportunities
• Project Charters
• SIPOC
• 5S
• 7/8 Wastes
• Kaizen
• Fishbone Diagrams
• Root Cause Analysis
• Process Mapping
• Financial Justification
• One Point Lessons
• Value Stream Mapping
• Poka Yokes
• Kanbans
• Pull and Push Flows
• Visual Management
• Kano Model
• Critical to Quality (CTQ)
• Affinity Diagram
• Measurement Systems Analysis
• Comic Strip
© 2015 Matt Horvat
Problem Solving
Tools
• Scientific Method
© 2015 Matt Horvat
1 page problem solving tool
known as A3 for metric size of tabloid paper
https://goo.gl/CmDPRW
© 2015 Matt Horvat
© 2015 Matt Horvat
Mary, Joe, Gary, Denise, Rachel
basically all of the senior leadership
+ Bret, Matt, Janice, Richard and others from LeanPDX
© 2015 Matt Horvat
© 2015 Matt Horvat
A few known problems surfaced immediately
1. Accessibility
2. Using data for coaching best practices
3. Travel time
4. Communication with field staff
© 2015 Matt Horvat
And then the
map hung out for
a while
21 different initiatives were identified.
© 2015 Matt Horvat
Focus Group
1. What three activities take up most of your time when
you're not working directly with a child?
2. What ideas do you have for reducing time spent
away from direct work with children?
3.What small opportunities do you see for increasing
efficiency?
4. What things are you asked to do by management
that you don't understand/want to do?
5. What is your preferred mode of internal
communication? How valuable are meetings?
6. How can time spent with children be more effective?
7. What is your biggest frustration as far as time
wasters?
8. If asked by the FOTC Board for your advice, what
would be your three best suggestions for improving
efficiency at FOTC?
© 2015 Matt Horvat
2 groups
50% of all employees
Conversations
transcribed,
categorized and tabulated,
considered and prioritized,
analyzed and
scrutinized…
Lesson Learned:
Once we had focus;
action was easy!
© 2015 Matt Horvat
https://goo.gl/wn8Lv7
© 2015 Matt Horvat
Parent A3
© 2015 Matt Horvat
Child A3
(can be many children)
© 2015 Matt Horvat
Your Turn
Take 15 minutes to clarify the problem and get prepared
to report back

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YNPN Lean Presentation 2015 10 15

  • 1. © 2015 Matt Horvat October 15, 2015
  • 2. © 2015 Matt Horvat Matt Horvat Management Systems Coach 1. Quarterly “gemba” visits to a member’s organization 2. Collaboration with and for non-profit Lean work 3. Information sharing at local relevant events 4. Offline mentoring and collaboration LeanPDX.org Started 2010 Refreshed Vision 2015 Now 300 members on Linked In 0+ turned out for our first Un-Conference in August, 201
  • 3. © 2015 Matt Horvat Agenda Brief history of industrial improvement Your problem solving culture today Barriers to effective problem solving: depersonalization and organization Tips and tools to help Friends of the Children case study Your turn +/^
  • 4. © 2015 Matt Horvat Lean: a bad reputation Benevolent tools used by tyrants promote tyranny The VW Bug was commissioned by Adolf Hitler in 1934
  • 5. © 2015 Matt Horvat 1891 Shewhart 1867 Toyoda 1900 Deming 1863 Ford 1868 & 1878 Gilbreths 1856 Taylor
  • 6. © 2015 Matt Horvat What describes your culture? • A focus on ‘big problems’ or on solving small problems daily • Managers ask ‘what did you do?’ or ‘what caused it?’ • A new priority every month vs. accountability over time • Problems discussed at length or meaningful action • Decisions reserved for senior leadership or experimentation promoted • Director leading or director enabling • A belief that if people would just do their job and not screw it up things would be better 6
  • 7. © 2015 Matt Horvat 52 percent of millennials said “living or working in a healthy environment” is influential to their personal health, over only 35 percent of Baby Boomers. -Consumer Health Mindset, 2014
  • 8. © 2015 Matt Horvat Lean is about improvement Nichij Kanriō (daily fundamental management) Hoshin Kanri (direction-setting management) Mattaku Kanri shimasen (It is not at all management) Time Performance
  • 9. © 2015 Matt Horvat Action Cycle Adapted from http://conversationsforaction.com/history/basic-action-workflow
  • 10. © 2015 Matt Horvat What’s the difference? • Metric • Goal • Problem • Solution • Cause
  • 11. © 2015 Matt Horvat Problem Solving Tips 1. Disregard the negative assessment to depersonalize the gap! 2. Measure the gap with numbers! 3. Use a problem solving framework to help get organized! 4. Focused on the customer!
  • 12. © 2015 Matt Horvat Tools are Useful When They: Assist with communicatin g Apply science to problem solving
  • 13. © 2015 Matt Horvat Communication Tools • Process Capabilities • Graphical Analysis • Cause and Effect Diagram • Failure Mode and Effect Analysis • Hypothesis Testing • ANOVA • Correlation • Simple Linear Regression • Single Minute Exchange of Dies • Total Productive Maintenance • Design for Six Sigma • Quality Function Deployment • Design of Experiments • Mood’s Median Test • Control Plans • Cellular Processing • Cellular Processing • Spaghetti Diagrams • Histograms • Pareto Charts • Capability Analysis • Control Charts • Defects per Million Opportunities • Project Charters • SIPOC • 5S • 7/8 Wastes • Kaizen • Fishbone Diagrams • Root Cause Analysis • Process Mapping • Financial Justification • One Point Lessons • Value Stream Mapping • Poka Yokes • Kanbans • Pull and Push Flows • Visual Management • Kano Model • Critical to Quality (CTQ) • Affinity Diagram • Measurement Systems Analysis • Comic Strip
  • 14. © 2015 Matt Horvat Problem Solving Tools • Scientific Method
  • 15. © 2015 Matt Horvat 1 page problem solving tool known as A3 for metric size of tabloid paper https://goo.gl/CmDPRW
  • 16. © 2015 Matt Horvat
  • 17. © 2015 Matt Horvat Mary, Joe, Gary, Denise, Rachel basically all of the senior leadership + Bret, Matt, Janice, Richard and others from LeanPDX
  • 18. © 2015 Matt Horvat
  • 19. © 2015 Matt Horvat A few known problems surfaced immediately 1. Accessibility 2. Using data for coaching best practices 3. Travel time 4. Communication with field staff
  • 20. © 2015 Matt Horvat And then the map hung out for a while 21 different initiatives were identified.
  • 21. © 2015 Matt Horvat Focus Group 1. What three activities take up most of your time when you're not working directly with a child? 2. What ideas do you have for reducing time spent away from direct work with children? 3.What small opportunities do you see for increasing efficiency? 4. What things are you asked to do by management that you don't understand/want to do? 5. What is your preferred mode of internal communication? How valuable are meetings? 6. How can time spent with children be more effective? 7. What is your biggest frustration as far as time wasters? 8. If asked by the FOTC Board for your advice, what would be your three best suggestions for improving efficiency at FOTC?
  • 22. © 2015 Matt Horvat 2 groups 50% of all employees Conversations transcribed, categorized and tabulated, considered and prioritized, analyzed and scrutinized… Lesson Learned: Once we had focus; action was easy!
  • 23. © 2015 Matt Horvat https://goo.gl/wn8Lv7
  • 24. © 2015 Matt Horvat Parent A3
  • 25. © 2015 Matt Horvat Child A3 (can be many children)
  • 26. © 2015 Matt Horvat Your Turn Take 15 minutes to clarify the problem and get prepared to report back

Editor's Notes

  1. My goal is for you at the end of this to say, yea, that makes sense or yea, that is obvious. And you approach your team with the framework so you better tell the story of your problem so you can get over it.
  2. Introduce myself with credentials because if someone thinks I’m cooky or that everything I say is completely obvious then at least you’ll know that others at least think I’m credible enough to certify me and give me a job.
  3. All I’ve done in my career is show people some basic tools then get them to form powerful assessments. This leads to action. We’d ask repeatedly, what is going well? What surprised you? What needs more attention? They would start generating powerful assessments and that would compel them to action. I would get major kudos for leading my clients to success but it wasn’t magic.