Four different industries and one

passionate teacher, is there

always a happy ending?Viktoría Jensdóttir, M.Sc Industrial Engineer

Project Manager, KPO Office, The national hospital of Iceland

Who is Viktoría?

• Student groups

–Operators, Engineers etc.

• Alcoa Business System – ABS

–4 rules in use

–8 stability tools

•A3&DI, DMS, Process management,

standardized work, problem solving,

kaizen, tpm, suggestion system.

• Training in the beginning

–3 weeks training course

•5 days ABS & 2 day teamwork

Industry 1: Manufacturing

I have NEVER heard that

before!

•Total length of teaching: 4-5 days

•ABS – 1 day

•8 stability tools

•Lego games

•Videos

•Contractors&Temps – 2 hours

•Quick training on the floor

•Refresment training

•Lessons learnt

•People were learning a lot at the same

time

•Knowledge of teachers in the

beginning

•Starting a plant is hard!

•Don’t batch the training so much

•Teach&Train the tools when needed

•Employees participate more when they

have done their job for some time

• Student groups

–Mainly Operators

–Specific training for Engineers&Process Owners

• Össur uses lean in the Manufacturing&Operations.

• Global Co-operation

• In the beginning the training was ad hoc

–4 hour workshops for supervisors&engineers

•A3

•Kaizen

•Value Stream mapping

•5s and visual management

–We needed a better way to spread knowledge

Industry 1: Manufacturing

•The Lean School

•15 employees

•First– only operator hand picked by supervisors

•Later – mixed, applications

•60 minutes sessions every 2 weeks

•End with a visit to another company

No problems,

is a problem,

Company visit

to Marel

Safety nr. 1,2 & 3.

Better understanding

on Kaizen, I can see

the benefit of Lean so

much better.

It is better to have

everything visual to

have overview and

to be quicker to

spot problems.

It has opened my

mind and I think more

about time

management and

waste. I want to find

ways to improve the

processes

• Lessons Learnt

–Mixing the groups M&O, Logistics, R&D worked best and actually

got some problems solved

–Company visits were a big hit

–Very good discussion about questions from book when people came

prepared

–We used material from assignments in the material for next group

–Group can’t be too big

–Took time to develop all the material

–Supervisors thought initially that this was too much for operators to

go from operations – later they saw the benefits

–Good support from management

• Síminn – TelCo company

–1000 employees

–Lean journey started 2014, ended 2015

• Students: Front line staff, IT people,

engineers, HR, etc.

• Training

–Lean School

–Specific Training in departments in

connection to implementation in

departments

Industry 2: Office environment

• Implementation in specific department

• Inspired by McKinsey roll out at RBS

• Phase 1, preperation

– Training: What is lean and implementation plan.

• Phase 2, analysing

– Training: PDCA, Waste, Kaizen

• Phase 3, design

– Training: Visual Management&5s, standardized work

• Phase 4, Implementation

– Training: Root Cause Analysis, Coaching, One pice flow game

• Phase 5, follow up

– Training: At least 4 people participate in the lean school.

Un

dir

bú

nin

gur

Skipuleggja verkefni og útbúa charter

Þjálfun deild: Hvað er lean og hvað er framundan

Gre

inin

g Go to Gemba –fylgjast með og gagnaöflun

Ferlagreining (AS IS + SIPOC)VSM

Þjálfun deild: PDCA, Sóun og kaizen

Hö

nn

un Setja upp töflu

Meta umbótarverkefni og forgangsraða

Þjálfun: Sjónræn stjórnun (töflur, kpi‘s og 5s) og stöðluð vinna

Inn

leið

ing Innleiðing á verkefn.

Hefja töflufundi

Setja upp þekkingar matrix

Vinna með stjórnanda í breyttum vinnuháttum

Þjálfun deild: RCA, Coaching, One pice flow leikur

Efti

rfyl

gni Þjálfun: Velja amk 4 í

Lean skólann

Úttektir

• Lean School – inspired by the Össur lean school

• 90 minutes every 2 weeks, 12 sessions

• More homework & Quiz at the end

• New material, deeper dive in the tools

• Changed book from Andy&me to This is Lean

• Visit to a Manufacturing company

• Minimum attendance 70%

• Lessons Learnt

–Material needs to reflect the crowd

–Preferably have example from office environment

–Even though they said they don’t have the same problems as

manufacturing, guess what….

–It is different teaching operators and IT specialists

–Have your facts straight about agile&Scrum

–Making our own videos was a big hit

•Daily huddles video

–More skeptics in office environment

• The National Hospital of Iceland

• 5000 employee

• Been on the lean journey since 2011

• Students: Doctors, Nurses, front line

staff, office employees etc.

• Training

–Lean 01: What is Lean?

–Lean 02: Lean Projects

–Lean 03: Lean coaches

–Lean 04: Management training

Industry 3: Healthcare

• Lean 01: What is lean

–2 hours

•PDCA, Waste, 5 whys, 5s, One pice flow,

ball game

–Target group: Every employees should attend

within 6 months of when they start the job

–Lean coaches give the training

• Lean 02: Lean Project

–Need to have finished Lean 01

–4 hours

•Value Stream Mapping, A3 thinking, RCA

•Participants choose a project they want to

do under the guidance of a lean coach

–Lean coaches give the training

• Lean 03: Lean coaches

–Eight workshops&trainings

–The entire winter

–Projects during the winter

–Participants need to have finished lean 01 and lean 02

–Nomination from managers, interview&acceptance process

–Lean coach for each participant

–Deep dive into all the tools of the LSH lean way

•Kaizen, A3, RCA, visual mangement, 5s, etc.

–Read various books, projects & discussions

• Lean 04: Lean management training

–Participants need to have finished Lean 01

and Lean 02

–Management teams from departments go

together and do projects together.

–6 workshops&projects during the winter

–Lean coach for each management team

–Lean coaches & outside trainers teach

–Read various books, projects and

discussions

• Lessons Learnt

–We can’t just train, we need to do as well

–Get the lean coaches more support

–Get more lean coaches to train lean 01 &

lean 02

–We need to get everyone on board,

doctor’s also

–Get more doctors as lean coaches

–Management support is very important

–For such a big workplace you have very

different work groups so your examples

need to represent that.

–You need to have stamina to train so many

people

• University of Reykjavík – open classes

–Lean Bronz certification training

–People who are already working with lean or

really interested in the subject

–People in the job market

–8 x 8 hours

–A3, kaizen, waste, visual management etc.

–Participants take the bronz test from SEM

• University of Iceland

–Part time lean teaching in quality

management and Production management

–University students aged 20-23

–Very little job experience

Industry 4: Universities

• Lessons learnt:

• It is very different teaching in the university

and in companies

• It was hard getting real projects for students

• It was not optimal to divide topics between

two courses

• ----

• In the open university it was hard having more

than 3 teachers, it caused material to overlap

• Timing changed between courses – we are

still trying to find the best rythm

• Really good opportunity for people to network

and deepen knowledge

• Keep on developing the training plan and teaching material for the

hospital

• Use skill matrix to ensure connection between L01-L04

• Get the lean coaches more training on the floor to get them more

confident

• Try out the Lean School for a service&logistics company

• Update, Update, Update

• Keep the spark alive

–Too much teaching and too little doing can give you a burn out!

Next steps

So, is there a happy ending?