How to develop managers able to lean and sustain end to-end value streams
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Transcript of How to develop managers able to lean and sustain end to-end value streams
Lean Enterprise Academy www.leanuk.org
21st November 2008
How to Develop Managers able to Lead & Sustain end-to-end
Value Streams
David BruntSenior Fellow
Lean Enterprise Academy
Lean Enterprise Academy www.leanuk.org
Lean ImplementationSome Lessons Learned
Cherry picking tools is not enoughThe tools comprise a system
We focus on the flow of value to create a system
A way of thinking underlies the tools & system
We learn the thinking through doing
Ref: John Shook: Lean Enterprise Institute Senior Advisor
Lean Enterprise Academy www.leanuk.org
What is this way of Thinking?Purpose, Process, People
Lean starts with value from the perspective of the customerDelivers value through end to end processes (Value Streams) that no one seesThe aim is to get all the actions that add value to flow at the pull of customer demandBuilding in quality and standardising workPerformance delivered by a management system that at its heart is characterised by two principles
Respect for people and the engagement of everyone in continuous improvement
How do we Develop Managersin this Thinking?
Lean Enterprise Academy www.leanuk.org
Learn to Use PDCA
Do 4. Implement
PlanWhat
Why
How
1. Definition of Problem
2. Analysis of Problem
3. Planning Countermeasures
Check 5. Confirm Results
Act 6. Standardise
Lean Enterprise Academy www.leanuk.org
Systems ViewpointProblem Consciousness at Different
Levels in the Organisation
Important to understand:
The purpose of the cause of actionHow the action furthers the organisation’s goals, needs & prioritiesHow it fits into the larger picture & affects other areas of the organisation
Ref: Sobek & Smalley “Understanding A3 Thinking” (2008)
Lean Enterprise Academy www.leanuk.org
Grasp the SituationWhat is the Role of the Manager?
Knowledge of workHow we do things “Go and See”
Knowledge of responsibility
What we need to do by when
Skill in improvementHow can we do things better?
Leadership behaviour & motivation
Why we do things this way?
Teaching abilityHow to pass along skills to others?
ManagementResponsibilities
Right person on right job
Start new employees
Trainemployees
Plan handling & storing
Controlmaterial costs
MAN MACHINE
MATERIAL METHOD
Availability
Controlmachine costs
Maintain safety
Operate Co. policies
Timingschedules
StandardsMaterial quality
Develop cooperation
Maintainhigh morale
Improve everyone’sperformance
Lean Enterprise Academy www.leanuk.org
Define the Problem
A “problem” is… the gap between the way things are now & the way they’re supposed to be, or you want them to be, in the futureA manager has a problem when the work assigned fails to produce the expected results (Ref: TWI Training Materials)
Different levels of the organisation have different gaps to close
Lean Enterprise Academy www.leanuk.org
How should it be done?Learn how to learn
Focus on real problemsLearn by doing & “Go See”Teach the correct process for closing gaps
Prioritise the “vital few”Design a series of experiments
Set based concurrent developmentNo one best intervention method, but a mix that we test to find out the best ways
Spec
ific
atio
ns
Launch
Analyse& Test
Detail(repeat for sub-
systems, then assemble)
ImprovePick One
Concepts
Diagram Ref: Allen C. Ward, “Lean Product & Process Development” (2007)
Lean Enterprise Academy www.leanuk.org
From Strategy Deployment through Value Streams to
Standardised Work
AssemblyWipersStamping
Current State
44d55m
738
Steps
Time
Steel
DELTA STEEL
Stamping
GAMMA STAMPING
Warehouse Cross Dock
Wipers
BETA WIPERS
Assembly
Dist. Centre
Cross Dock
ALPHA MOTORS
Amplification
F E D C B A
%403020100
F E D C B A
Quality & Deliveryppm200015001000500
0
F E C A
%10
5
0
SteelDist. Centre
16d55m
398
Steps
Time
Amplification
F E D C B A
%403020100
Quality & Deliveryppm200015001000500
0
F E C A
%10
5
0
F E D C B A
DELTA STEEL
GAMMA STAMPING BETA WIPERS ALPHA MOTORS
Future StateFlow and Pull between Plants
The lessons can be used from strategy deployment, through value stream re-design to process step levels
Lean Enterprise Academy www.leanuk.org
What is a Plan?A set of agreements for
making a change or series of changes
Lean Enterprise Academy www.leanuk.org
How do we get Agreement?
Make performance visibleRegularly review, audit & apply PDCA to the gapsAsk why
Tell persuasive storiesCreate dialogue through the process
Lean Enterprise Academy www.leanuk.org
SummaryDefine the business problem and understand the gap(s)Teach managers how to see work as a process
The difference between value and wasteIdentify where problems occurGrasp the situation visuallyGet consensus on the “vital few” countermeasures
Develop a plan (with alternative experiments) to give managers the skills to think in the right way & create stability in the management process so we can connect activities together
Gemba walks & Value Stream MapsStructured “learn by doing” activities
Problem solving - “No problems is a problem!”Reviewing progress
Coaching – “one to one” & peer basedManaging visually
Be sure to make responsibility for the plan and deliverables clearDevelop a Check & Adjust process (with regular reviews) so we can see how successful we are & build learning into the process
Lean Enterprise Academy www.leanuk.org
Conclusions
Mastery of tools is importantBut success will come when we apply the right thinking to management development
Use the P-D-C-A methodology“What is/are the gaps we are trying to close?”Think in terms of alternatives rather than one best way
If we can compress time “from finding and defining a problem to implementing countermeasures” we will have a true competitive advantageOver time we will be able to apply the methodology to ever more difficult problems our businesses face
Lean Enterprise Academy www.leanuk.org
21st November 2008
How to Develop Managers able to Lead & Sustain end-to-end
Value Streams
David BruntSenior Fellow
Lean Enterprise Academy