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How to Implement a Continuouscdn.modexshow.com/seminars/assets-2016/988.pdf · each PowerPoint...
Transcript of How to Implement a Continuouscdn.modexshow.com/seminars/assets-2016/988.pdf · each PowerPoint...
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Presented by:
Chase Sowden
Supply Chain Architect
How to Implement a Continuous
Improvement Program
© 2016 MHI® Copyright claimed for audiovisual works and sound recordings of seminar sessions. All rights reserved.
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At the epicenter of the Operational Assessment is the customer.
The customer is the primary focus – it’s not that the customer
is always right; it’s that the customer is everything. Every
organization needs to understand how their customer defines
value; the customer stimulates the demand for a
service/product; the customer defines the requirements; the
customer evaluates the results. Optimize all areas within your
supply chain to deliver customer value.
What i s Cont inuous Improvement? How Does Your Customer Def ine Va lue? Value Added vs Non -Va lue Added or Waste Value St ream Process Mapping Increased Va lue to the Customer f rom the New Process
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Failure is not fatal, but
failure to change is! “
- John Wooden
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What is Continuous Improvement?
Long-term process Involves your employees Improving organizat ional
effect iveness
Success is the sum of
small efforts, repeated
day in and day out!
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First rule of any technology used in a business
is that automation applied to an efficient
operation will magnify the efficiency. The
second is that automation applied to an
inefficient operation will magnify the
inefficiency.
“
-B i l l Gates
Just Throw Technology at the Issue?
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Bringing Order to Chaos
The key to success is focusing on people , process and technology , not one, but a l l three and how the three integrate and work together to provide superior col laborat ion, business process, and decis ion making results for an organizat ion.
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How Does the Customer Define Value?
Right product/service Time promised/expected Qual ity/defect free
“I’d like to upgrade
my phone!”
Receive Order Receive Payment
Valued Added Non-Value Added
or Waste
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What is Non-Value Added or Waste?
Transportation • Transportation waste in a service/product environment is unnecessary
and non-value-added movement of people, goods, and information in order to fulfill the service obligation to your customer.
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What is Non-Value Added or Waste?
Transportation Waiting
• If people, systems, materials or information are waiting, that’s waste.
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What is Non-Value Added or Waste?
Transportation Waiting Overproduction
• Are your services/products producing sooner, faster or in greater quantities than the customer is demanding or requiring?
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What is Non-Value Added or Waste?
Transportation Waiting Overproduction Defects
• Defective services/products are those that do not deliver the correct requirements to the customer, the first time.
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What is Non-Value Added or Waste?
Transportation Waiting Overproduction Defects Inventory
• Do you have service/build products no one wants?
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What is Non-Value Added or Waste?
Transportation Waiting Overproduction Defects Inventory Movement
• Are activities, paperwork, and other efforts unnecessarily juggled?
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What is Non-Value Added or Waste?
Transportation Waiting Overproduction Defects Inventory Movement Extra Processing
• How much extra paperwork of effort do people go to in order to deliver the service/product? Could any steps be eliminated?
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What is Non-Value Added or Waste?
Transportation Waiting Overproduction Defects Inventory Movement Extra Processing Safety
• Safety is the foundation of all activities. People must be able to deliver value to the customer without injury. Evaluate areas within the supply chain to ensure safety of all.
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Value Stream Process Mapping
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Tools of the Trade
Post It Notes
Non-Valued Added Waste
Value Added Execution
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Tools of the Trade
Post It Notes White Board or Butcher Paper
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Tools of the Trade
Post It Notes White Board or Butcher Paper How Does the Customer Define Value
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Value Stream Process Mapping
Current State Drawing • Understanding how things currently operate. • This is the foundation for the future state.
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Value Stream Process Mapping
Current State Drawing Future State Drawing
• Go to utopia and then back-off to reality
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Value Stream Process Mapping
Current State Drawing Future State Drawing T Chart
• Compare advantages and disadvantages of Current vs. Utopia • Determine impact and what will work in reality
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Current State Process Mapping
Get the people involved Tap into their expert ise
People don’t fight
change they fight being
changed!!
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Current State Process Mapping
Doctor ’s Off ice Vis it • Get’s you out of your environment • You have lived this process
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Current State Process Mapping
Doctor ’s Off ice Vis it • Need to account for every minute within the process
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Current State Process Mapping
1. Automated attendant 2. Wait for call back 3. Gather info 4. Make appointment 5. Wait for appointment 6. Transport to doctor 7. Wait at doctor office
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Current State Process Mapping
7 wasted steps
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Current State Process Mapping
Examination by the doctor
1. Wait at check-out 2. Obtain referral 3. Pay co-pay 4. Drive home 5. Make appointment 6. Gather info 7. Make appointment 8. Wait for appointment 9. Transport to specialist 10. Wait at specialist office
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Current State Process Mapping
Exam by doctor
7 wasted steps
10 wasted steps
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Current State Process Mapping
Examination by the specialist
1. Wait at check-out 2. Obtain script 3. Pay co-pay 4. Drive to pharmacy 5. Drop-off script 6. Wait to be filled 7. Check-out 8. Drive home 9. Take the medicine
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Current State Process Mapping
Exam by specialist
Exam by doctor
7 wasted steps
10 wasted steps
9 wasted steps
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Current State Process Mapping
The healing has begun!!!!!!!!
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Current State Process Mapping
Healing has begun!!!!!
Exam by specialist
Exam by doctor
7 wasted steps
10 wasted steps
9 wasted steps
Total Lead Time • Seven-days
Value Added Time • Ten-minutes
Non-Valued Added Time or Waste • Anything the customer is not willing to pay for • All the areas for improvement
Value Ratio • Value Added Time / Total Time • 0.000001%
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Value Stream Process Mapping
Future State Drawing • Go to utopia and then back-off to reality
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Utopia State Process Mapping
Start with c lean s late Design in utopia Customer ’s perspect ive
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Utopia State Process Mapping
1. Ear is hurting 2. Get dressed 3. Make sure doctor as
nearby as possible 4. Walk to office
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Utopia State Process Mapping
4 wasted steps
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Utopia State Process Mapping
Examination by doctor
1. Referral for specialist 2. Travel to specialist
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Utopia State Process Mapping
Exam by doctor
4 wasted steps
2 wasted steps
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Utopia State Process Mapping
Examination by the specialist 1. Send script to
pharmacy 2. Travel to pharmacy
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Utopia State Process Mapping
Exam by specialist
Exam by doctor
4 wasted steps
2 wasted steps
2 wasted steps
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Utopia State Process Mapping
Let the healing begin!!!!
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Utopia State Process Mapping
Healing has begun!!!!!
Exam by specialist
Exam by doctor
4 wasted steps
2 wasted steps
2wasted steps
Total Lead Time • 30-minutes
Value Added Time • Ten-minutes
“Lead time is equal to
costs!”
- Henry Ford
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Utopia State Process Mapping
Healing has begun!!!!!
Exam by specialist
Exam by doctor
4 wasted steps
2 wasted steps
2wasted steps
Total Lead Time • 30-minutes
Value Added Time • Ten-minutes
Value Ratio • 33.3%
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Compare Current & Utopia State
Pros and cons Use a T-Chart
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Compare Current & Utopia State
Pros and cons Use a T-Chart Inc lude the entire team
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Compare Current & Utopia State Advantages/Pros Disadvantages/Cons
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Compare Current & Utopia State Advantages/Pros
Cu stomer sat i s fac t ion
Disadvantages/Cons
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Compare Current & Utopia State Advantages/Pros
Cu stomer sat i s fac t ion Ch arge h ig h er p r i c e
Disadvantages/Cons
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Compare Current & Utopia State Advantages/Pros
Cu stomer sat i s fac t ion Ch arge h ig h er p r i c e
Disadvantages/Cons
B i l l rate goes d own • Wo r k 1 0 & b i l l 1 0 • Wo r k 1 0 & b i l l 7
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Compare Current & Utopia State Advantages/Pros
Cu stomer sat i s fac t ion Ch arge h ig h er p r i c e
Disadvantages/Cons
B i l l rate goes d own
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Compare Current & Utopia State Advantages/Pros
Cu stomer sat i s fac t ion Ch arge h ig h er p r i c e Red u c e overh ead
• Re c e p t i o n ro o m • C o m p u te r s c h e d u l i n g
sy s te m • B u sy w o r ke rs
Disadvantages/Cons
B i l l rate goes d own
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Compare Current & Utopia State Advantages/Pros
Cu stomer sat i s fac t ion Ch arge h ig h er p r i c e Red u c e overh ead
Disadvantages/Cons
B i l l rate goes d own
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Let’s Review the Steps
Current State Process • Identify all of the steps • Value added and non-value added from the customer’s perspective
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Let’s Review the Steps
Current State Drawing Future State Drawing
• Go to utopia and then back-off to reality
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Let’s Review the Steps
Current State Drawing Future State Drawing Breakdown the Init iatives
• Identify sequential major initiatives • The roll-out is living and breathing
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Now what do I do?
Change faster and more effectively than your
competition, or go out of business!
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Where do I start?
Comment in the # SupplyChainGeek Network
www.supplychaingeek.com
Supply Chain Self Opportunity Assessment
http://bit.ly/supplychainassessment
Continuous improvement is better than
delayed perfect ion! “ -Mark Twain
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For More Information:
Speaker email: [email protected]
Website: www.barcoding.com
#SupplyChainGeek
Or visit MODEX 2015 Booth 4973