More Related Content Similar to YNPN Lean Presentation 2015 10 15 Similar to YNPN Lean Presentation 2015 10 15 (20) 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
17. © 2015 Matt Horvat
Mary, Joe, Gary, Denise, Rachel
basically all of the senior leadership
+ Bret, Matt, Janice, Richard and others from LeanPDX
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!
26. © 2015 Matt Horvat
Your Turn
Take 15 minutes to clarify the problem and get prepared
to report back
Editor's Notes 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.
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.
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.
