LeanContinuous

Improvement

Over the next short while …

What is Lean?– Well, what is it?– 5 Pillars of Lean

Lean at the University of St Andrews– How we do Lean (Estates Job Tracking Project)

Lean History in a Nutshell 1910s

o Ford and Mass Production: any colour, as long as it’s black

1950s onwardso Toyota develops their production

system

1980so “Lean” coined to describe the Toyota

Production System

1990so Service industry discovers that Lean

works for other than physical parts

What is Lean? Philosophy of work

Lean is a way of doing more with less – less human effort, less equipment, less material, less time and less space

Two Fundamentals– Continuous Improvement– Respect for People

Continuous Improvement: PDCA

PlanPlanActAct

DoDoCheckCheck

Evaluate & follow up

Evaluate & follow up

Define the problemDefine the problem

Identify root cause(s)

Identify root cause(s)

Implement solutionImplement solution

Establish temporary fix?

Establish temporary fix?

Identify solutions

Identify solutions

Define your objective

Define your objective

Examine the consequences

Examine the consequences

Respect for People Staff are our greatest asset

– Knowledge and experience– What works well and what needs to be improved

Lean– Uses cultural change to deliver dramatically

improved service and decreased costs– Involves people at the right level to develop a

sense of ownership for work– Develops team working

5 Pillars of Lean Maximise VALUE

Understand work as a PROCESS

Create smooth FLOW

Respond to PULL

Aim for PERFECTION

Maximise VALUE Only do that which adds value

Eliminate waste– Transportation– Inventory– Motion– Waiting– Over production– Over processing– Defects– Skills

Understand work as a PROCESS

Something comes in

Something different goes outSomething

happens in here

Create smooth FLOW

Respond to PULL Think about the process from the

customer’s perspective

What does the customer need and when?

Aim for PERFECTION University of St Andrews motto:

– Aien Aristeuein – ‘Ever to be the best’

Why settle for ‘that will do’? Benchmarking? Pick up one piece of work and

complete it, or pass on perfect

Lean at the University of St Andrews Work with Service Units

– Customer Service, Quality, Efficiency– Schools can focus on Teaching and Research – Students can focus on Learning

Embed Lean– ‘Lean’ is how we do things around here– It’s everyone’s job to improve everything– Staff take responsibility

8 Step Process1. Request2. Scope3. Plan4. Train5. Redesign6. Implement7. Review8. Feedback

Request An area of potential work is identified

– By anyone– The process concerned will not be

broken– Evolved to where it is now

Scope Goals, project team and resources

agreed– Half a day

• Process owner/s• Key stakeholder/s

– Outcomes• Goals defined• Deadline set• Resourcing identified• Project team members identified

Plan Project Team reviews goals etc.

– Half a day– Outcomes

• Goals finalised • Data gathering and stakeholder consultation

identified• How long? How long!• When and Where

Training Similar to this presentation

– What is Lean?– What is the project all about?– What is going to happen during the

project?

and ….

– What does this mean for me?

Redesign What happens?

– Map how things are done at the moment

– Generate and analyse ideas about how things could be done

– Design a new process (Interim and/or Ideal)

– Create an action plan to ensure the new process is put in place

– Presentation to peers and management

How do we do it?– Working with the right people, the right information, with the authority to

act

– Asking lots of questions - Why? Why? Why? Why? Why?

– Low tech

– Enjoyment!

Implement

New process put in place– Ideally, the new world begins

immediately– All or part may happen during Redesign– Usually, takes time: days, weeks or

months– Perseverance

Review Lean Team maintains a management role Progress is monitored

– Regular meetings with Project Team• 2 to 3 hours• 2 weeks, then monthly until new processes proven

– Maintain enthusiasm– Maintain momentum– Deal with issues immediately

Project Outcomes Better service to Students and

simpler administration for Staff:– Student status letters– Library Services – Acquisitions, Cataloguing, Re-shelving– Student society formation– Student self certification of absence– Menu planning– Finance processes - Cash handling policy, AP, Sales

invoicing– Estates job tracking

More time to do the important stuff

Mark Robinson

Lean

University of St AndrewsBute Annexe

Westburn LaneSt Andrews KY16 9TS

01334 461780lean@st-andrews.ac.uk