Lean Enterprise System - wyrickenterprises.com

QUALITY AND TIMELINESS OF SERVICE

CUSTOMER DELIVERY

COST CONTROL AND IMPROVEMENT

CUSTOMER

SATISFACTION

PROFITABLE

SALES

GROWTH

T.E.I.

BENCHMARK CELLULARIZATIONFLOW

PRODUCTION5S TAKT TIME

PROBLEM

SOLVING

VISUAL

MGMT.

STANDARD

WORK CEDACMEASUREMENTS SMED KAIZEN

STRATEGIC DEPLOYMENT

Lean

Enterprise System

CONCURRENT

DEVELOPMENT

DEVELOPMENT

SYSTEMDFM QFD TPMJIDOKA POKA-YOKE

TARGET

COSTING

LEVELED

SCHEDULE

KANBANSUPPLIER

DEVELOPMENT

MULTI-SKILLED

WORK FORCECHAKU-CHAKU

ONE-PIECE

FLOW

V.O.C.

Lean Enterprise Systems

Lean Six Sigma Integration Specialists

It’s all about Time ● Quality ● Results

[email protected]

WYRICK ENTERPRISES

It is all about Reliability, Sustainability, & Repeatability

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Toyota Production SystemBest Quality - Lowest Cost - Shortest Lead Time

Through shortening the Production Flow by Eliminating Waste

Just in Time“The right part

at the right time

in the right amount”

• Continuous Flow

• Pull System

• Level Production

Jidoka“Built in Quality”

• Manual / Automatic

Line Stop

• Labor-Machine

Efficiency

• Error Proofing

• Visual ControlFlexible, Capable,

Highly Motivated

People

Standardized Work

Total Productive Maintenance

Robust Products & Processes

Supplier Involvement

Operational

Stability

The workplace issafe, orderly, and

immaculatelyclean

Products are built“Just In Time”,only to customerdemand

Six Sigma qualityis built into theproduct and theprocess

There is arelentless pursuitof perfection

Lean Strategy

Workplace

safety, order,

cleanliness

JIT

ProductionSix Sigma

QualityEmpowered

Teams

Visual

Management

Pursuit of

Perfection

Shop floor teams

are empowered

to make key

decision

Visual

Management to

track performance

and open the

company to all

people

6LeanP

DC

A

Act Plan

Check Do

P

DC

A

Act Plan

Check Do

P

DC

A

Act Plan

Check Do

P

DC

A

Act Plan

Check Do

Lean Enterprise Office

General Manager

Value Stream Manager

Lean Practitioner Master Black Belt

Lean Facilitators Black/Green Belts

Lean Project Teams

5S-Visual Mgmt-SMED

Cellular Flow-TPM

Kanban-TAKT Time

Six Sigma Teams

SPC-DOE-FMEA

CP/CPK-Variation

Regression-Quality

Process Mapping

Cycle/Lead Time

Visual Mgmt

Poka-Yoke

Std Work

6LeanP

DC

A

Act Plan

Check Do

P

DC

A

Act Plan

Check Do

P

DC

A

Act Plan

Check Do

P

DC

A

Act Plan

Check Do

6LeanP

DC

A

Act Plan

Check Do

Lean Six Sigma Practitioners

Customize and Integrate the LSS ToolBox

for Optimum Performance.

The Building Blocks

A Complete Portfolio Of Tools

Technical

Excellence

High

Performing

Work

Organization

Customer

Excellence

Operational

Excellence

Learning

Organization

Lean

Principles

The Six Sigma Lean Enterprise

The workplace issafe, orderly, and

immaculatelyclean

Products are built“Just In Time”,only to customerdemand

Six Sigma qualityis built into theproduct and theprocess

There is arelentless pursuitof perfection

Lean Sigma Enterprise

Workplace

safety, order,

cleanliness

JIT

ProductionSix Sigma

QualityEmpowered

Teams

Visual

Management

Pursuit of

Perfection

Shop floor

teams are

empowered to

make key

decision

Visual

Management to

track performance

and open the

company to all

people

Lean Sigma Enterprise Systems Begin With A Basic Strategy

Develop a “Lean Sigma Strategy”

Applying the SMART Technique

Everything should be made as

simple as possible, but not

simpler.

ALBERT EINSTEIN

Mission

Values

Business Objectives

Strategies & Tactics

Action Plans, Goals, and Resource

Requirements…all measurement based.

VisionWhat we’re going to do on

our way to our vision.

What we’re going to be in

our future desired state.

What we believe in.

How we’re going

to win.

Where we’re going to win.

Specific

Measurable

Attainable

Realistic

Time/Target

FEEDBACK

Lean & Six Sigma Integration Specialistswww.wyrickenterprises.com [email protected]

Strategic Deployment

1. Establish Organizational Vision

3. Develop Annual Objectives

4. Deploy Annual Objectives

5. Implement Annual Objectives

6. Monthly Review Process

7. Annual Review Process

7 Step Strategic Deployment Process:

Self

Diagnosis

Catchball

Strategic Planning: Develop 3-5 Year Breakthrough Objectives

2.

LMS Tools

PD

C A



Keys to Success

Accountability + Continuous Improvement

➢ Without clearly defined, assigned, focused, and accountableresponsibilities… clearlydefined objectives are almost impossible

➢ Any company can make a list of what they want. But to really succeed… you need to geteveryone on the samepage

➢ You need a plan… you need to follow it. “No plan survives first contact with the enemy”…so you need to constantly measure and improve it. But most of all, we need to finish thingswe start. A 75% solution now is better than a 100% solution never. The rest should beaccomplished through continuous improvement activities

What,

How,

Who,

When

Adherence

Plan Doct

Act Check

The Business Renewal Process

Phase I:

Focus

The Strategic Improvement Cycle

Phase II:

Standardization

Phase III:

Adherence

Phase IV:

Reflection

Phase I:

FocusOutside

Stakeholders

Top

Management

Business

Renewal Team

Vision1. Envision the

future

2. Analyze the vision

3. Revise the vision

4. Deploy the vision

Development plan

5. Conduct Corporate

Diagnosis

6. Review strategic

information

7. Define strategic keys

8. Produce

Development Plan

Focus Team Focus Team

1. Select theme

and set an overall

target

2. Define critical keys

3. Define critical

control points

4. Write proposed

deployment plans

5. Estimate financial

impacts

6. Summarize

Operators

and Staff

Focus TeamFocus TeamFocus Team

1. Organize

deployment teams

2. Announce

annual policy and

transmit

Deployment Plans

(After deploy-

ment teams finish

their first two

steps:)

3. Play catchball

4. Finalize budgets

5. Summarize

Deployment

Teams1. Collect, analyze,

evaluate data

2. Determine critical

checkpoints

3. Play catchball

4. Write Action Plans

Action Teams

1. Draw up

workcenter plans

2. Assign workteam

targets

3. Set personal targets

4. Apply reliable

methods

• Target/

Means

Diagram

• X-Type

Matrix

•Action

Plans

1. Complete Plan

Summary

2. Conduct Corporate

Diagnosis

• Create a visual

information system

• Maintain a reporting

system

• Support continuous

learning in the

workplace

Action Teams

Deployment

Teams

1. Create a monthly

analysis system

Middle

Management

Team

Leaders and

Supervisors

Documents

and

Forms

•Vision Statement

•Lean Management Scoreboard

•Lean Radar Chart

•Product/Mrkt. Matrix

•Key Factor Matrix

•Development Plan

•Target/Means Diagram

•X-Type Matrix

•Proposed Deployment

Plans

•Plan Summary (initial)

•Target/Means

Diagram

•X-Type Matrix

•Deployment

Plans

(confirmed)

•Plan Summary

(revised)

•Planning Sheets

•Control Boards

•Team Action Plans

•Monthly Planner

•Daily Planner

•Control Boards

•Daily and Monthly

Self-Reports

•Monthly

Analysis

•Periodic

Status

Reports

•Plan Summary

(completed)

•Scoreboard

•Radar Chart

•Analysis Summary

1. Collect information

2. Identify critical

performance gaps

3. Identify emergent

gaps and barriers

4. Analyze gaps

and barriers

5. Summarize

1. Select theme

and set an overall

target

2. Define critical

keys

3. Define critical

control points

4. Write proposed

deployment plans

5. Estimate

financial impacts

6. Summarize

The 5 Interdependent

Lean Principles

After Womack and Jones,

Lean Thinking, Banish

Waste and Create Wealth in

Your Corporation, Simon and

Shuster, 1996

5 Key Elements of Lean5 Key Elements of Lean The 5 Interdependent

Lean Principles

After Womack and Jones,

Lean Thinking, Banish

Waste and Create Wealth in

Your Corporation, Simon and

Shuster, 1996

Value Value

Stream Flow Pull Perfection

Ensure WASTEdoes not creep back

into my VALUE

STREAM.

Determine what my Customer Values and what my Customer considers WASTE.

Ensure that only those

products and services that my customers immediately

want are FLOWINGthrough my VALUE

STREAM.

Determine the Steps I go through to

design, make, and/or deliver my product or service to my Customer and

where VALUEis created in these steps.

Reduce the WASTEand shorten the

cycle-time in the steps of my VALUESTREAM.

Tools and Techniques to Eliminate WasteTools and Techniques to Eliminate Waste

•Customer

Value

Definition

•Processing Mapping -

Cycle-Times Customer

Needs

•JIT - Work Cells

•PokaYoke -Visual Control

•TPM - Setup Reduction

•TTAKT -Batch Sizes of 1

•Kaizen -Empowerment

•Kanban•Customer

Value

Definition



Needs

•JIT - Work Cells




•Kaizen -Empowerment

•Kanban•Customer

Value

Definition

•Customer

Value

Definition



Needs



Needs

•JIT - Work Cells




•JIT - Work Cells



•TAKT -Batch Sizes of 1

•Kaizen -Empowerment•Kaizen -

Empowerment

•Kanban•Kanban

Stream Flow Pull PerfectionValue

Value Stream

Flow Pull Perfection

Lean Production Implementation Roadmap

Phase 1-Plan 1-6

months

Perform

assessment

Define goals,

objective,

measures, and

milestones

Establish a lean

organization

Research current

conditions

Deploy policy

and

master plan

Communicate

policy

PO matrix

and

master plan

Catchball

Corporate

diagnosis

Decision to

implement

lean

production

Lean

production

policy

statement

Team

charters

Target means

analysis

Lean

production

assessment

Visual

management

plan

Training and

education

plan

Awareness

education

Formal

launch

Phase II-Apply 3-6

months

Initial

Applicatio

n

Area

Teams

Form

Prepare and focus

Apply 5S

Standardize work

and inventory

buffers

One-piece flow

Apply quick

changeover

Apply autonomous

maintenance

Apply visual

controls

Apply

mistake-proofing

Reapply 5S

Implement

area-specific

methods

Workplace

scan

Develop

criteria,

prepare team,

assess, etc.

Standard

work combo

sheets

Standardized

work

direction

manual

Standardized

CO

procedures

Lessons

learned and

targets

refocused

Inspired

safety

condition

program

Phase III-Deploy 6-12

monthsAdditional Teams Form and

NormDeploy Phase II activities throughout

plant

Improve

implementation

plan

Repeat application

in other areas

Apply advanced

one-piece flow

Implement

automation

(jidoka)

Implement

production

smoothing

Apply a

kanban system

Analyze results

Analyze results

Interface with

MRPII

Analyze results

Multi-

machine

handling

Additional

TPM

Cycle time

management

Address

system

integration

issues,

schedule, etc.

Phase IV-Integrate 2-6

monthsTeams Perform

Deploy Phase III activities throughout the

plant

Deploy lean

enterprise in

value chain

Educate and

involve all

employees

Analyze results

Analyze results

Apply concurrent

engineering

Analyze results

Initiate supplier

development

program

Analyze results

Apply QFD

Analyze results

Study results and

revise strategy

CIM and FMS

Internal

integration

Link to

process

engineering

Link to

supply chain

Link to

customer

Phase V-Excel Forever and

alwaysTeams

TransformDeploy Phase IV activities throughout the

plant

Break your

paradigms

New ideas for

future

improvement

Invest in R&D of

new methods and

technology

FMS

CMS

Operator

automation

specialists

Publish your

results

Trade

journals

Productivity

books and

newsletters

Celebrate success!

Transition-To-Lean Roadmap

Prepare

• Select initial

implementation

scope

• Define

customer

• Define value -

Quality,

Schedule, and

Target Cost

• Record current

state value

stream

• Chart product

and

information

flow

• Chart operator

movement

• Chart tool

movement

• Collect

baseline data

• Standardize

operations

• Mistake proof

processes

• Achieve process

control

• Implement TPM

• Implement self-

inspection

• Eliminate/

reduce waste

• Cross train

workforce

• Reduce set-up

times

• Implement cell

layout

• Implement visual

controls

• Select

appropriate

production

system control

mechanism

• Strive for single

item flow

• Level and

balance

production flow

• Link with

suppliers

• Draw down

inventories

• Reassign people

• Re-deploy/

dispose assets

Define

Value

Identify

Value Stream Implement FlowImplement Total

System Pull

IMPROVED

COMPETITIVE

POSITION

• Develop a future

state value

stream map

• Identify takt time

requirements

• Review

make/buy

decisions

• Plan new layout

• Integrate

suppliers

• Design visual

control system

• Estimate and

justify costs

• Plan TPM

system

Design

Production System

ENTRY

• Integrate with

Enterprise Level

• Establish an

Operations

Lean

Implementation

Team(s)

• Develop

implementation

strategy

• Develop a plan

to address

workforce

changes

• Address Site

Specific Cultural

Issues

• Train key

people

• Establish target

objectives

(metrics)

• Build vision

• Establish need

• Foster lean

learning

• Make the

commitment

• Obtain Sr.

Mgmt. buy-in

Phase 5 Phase 6Phase 1 Phase 2 Phase 3 Phase 4Phase 0

Adopt Lean

Paradigm

Phase 7

Strive for Perfection

Expand

Internally/Externally

Enterprise / Production System Interface

• Financial

• Information

• Quality

• Safety

• Training and Human Resources

• Workforce/Management Partnership

+

• Institutionalize 5S

• Institute Kaizen events

• Remove system barriers

• Expand TPM

• Evaluate against

target metrics

• Evaluate progress

using lean maturity

matrices

• Team development

• Optimize quality

Top

LeadershipLean

Roadmap

Supply Chain/External Environment• Legal

• Environmental

Commitment

• Procurement

• Engineering

• Government Reqd. Systems

(MMAS, EVMS, etc.)

+

+

++

The Transition to a Lean Enterprise...

…Is Tightly Integrated Into the Formal Planning Cycle

Lean Enterprise Planning Strategic/Business Planning

Results

Long Range

Plan

Business

Plan

Performance

Mgt Process

+

++

Enterprise RoadmapEntry

• Build Vision

• Establish Need

• Foster Lean

Learning

• Make the

Commitment

• Obtain Senior

Mgmt Buy-in

Adopt Lean

Paradigm

Decision to

Pursue

Enterprise

Transformation

• Map Value Stream

• Internalize Vision

• Set Goals & Metrics

• Identify & Involve

Key Stakeholders

Focus on the

Value Stream

• Organize for Lean

Implementation

• Identify & Empower Change

Agents

• Align Incentives

• Adapt Structure & Systems

Develop Lean Structure &

Behavior

Initial

Lean

Vision

Detailed

Lean

Vision

++

Short Term CycleEnvironmentalCorrective

Action IndicatorsDetailed

Corrective

Action

Indicators

Lean

Implementation

Framework

• Monitor Lean Progress

• Nurture the Process

• Refine the Plan

• Capture & Adopt New

Knowledge

Focus on Continuous

Improvement

Outcomes on

Enterprise

Metrics• Develop Detail Plans

• Implement Lean Activities

Implement Lean InitiativesEnterprise

Level

Implementation

Plan

• Identify & Prioritize Activities

• Commit Resources

• Provide Education & Training

Provide Enterprise

Level Focus

+

Long Term Cycle

Enterprise

Strategic

Planning

Lean Practices Lean Measures

Process Management Overview

Mobilization and Deployment

⚫ Who are the customers?

⚫ What are our products and

services?

⚫ What are the requirements?

⚫ What is the process map?

⚫ How is our process

performing?

⚫Does the standardized process

continuously perform as expected?

⚫What action is warranted by careful

checking of process data?

◼ Continue with the next SDCA

◼ Initiate PDCA to find and

remove root cause of special

variability

⚫What actions are needed to

improve my process?

⚫ Identify the largest source of

variation in standard process.

⚫ Find and eliminate a root cause

of variation.

⚫Define new standard process.

PROCESS

CONTROL

ASSESSING PROCESS

PERFORMANCE

*

*

PROCESS

DISCOVERY

UNDERSTAND THE

CUSTOMER AND THE

PROCESS

REACTIVE

IMPROVEMENT

1. Theme selection

2. Data collection & analysis

3. Causal analysis

4. Solution planning &

implementation

5. Evaluation of effects

6. Standardization

7. Reflection and next

problem

7 STEPS / Q.I.T.

Point Of Use

5S + Safety

Quick Set-Ups

Visual Workplace

Leveling

LeadTime

Reduction

Standard Work

Reduced Batch Size

Total Productive

Maintenance

Integrated Sourcing

OptimizeValue

Stream

Enabled People

LeanLeadership

Optimize Decision Levels

Common Processes

Process Capability

Customer Focus

Integrated Enterprise Solutions

ValueCreation

Lean Business

Mgmt..

JIT Tools

Strategy

Foundation

Detailed

Roadmaps

Change theMeasurement

Systems

ProvideEducation

Nurture the

Process

Lean Enterprise

System

Lean Toolbox for Maximizing Gains

• High Performance Teams

– Empowerment Chartered

– Line-Of-Sight

– Cross-Trained

• 5S

– Sort, Shine, Standardize

– Stabilize, Sustain

• Visual Controls

• Team Scoreboards

– Safety, Cycle Time

– Quality, Cost

– Customer[s] Satisfaction

• Pull - Demand Based

• Sequential Flow Without Queues

• One Piece/Small Batch Flow

• Mixed Rate Scheduling

• Rapid Set-Up

• Mistake Proofing

• Statistical Control Methodologies

• Point Of Use Inventory

• Work Standardization

• TAKT Time

• VOC/Value Migration

• Supply Base Integration

Tools That Are Proven To Deliver Value

LEAN

Lean… A Strategy And Way Of Thinking

• Waste Elimination

• Work Concentration

• Flow

• At the Pull Of The Customer

• CI

• Variation Reduction

• Scrap / Rework Elimination

• Process Control

• CI

Speed Accuracy = Performance+

Lean Six Sigma

{

Focused Prioritization To Optimize Results

• Lean Exposes NVA/VA And Makes Value Added Flow

• Six Sigma Reduces Variation Of Value Added

Lean + Six Sigma . . . a Powerful Marriage

Lean Sigma Metrics

COMMON METRICS:

• Inventory Turns

• Days of inventory on-hand

• Defective parts per million

• Uptime

• Total value stream WIP

• Total cycle time

• Total lead time

• On-time delivery

• Overall equipment effectiveness

• First pass yield

• First time through capacity

• Health and safety

Lean Eliminates Non-Value-Added Activities and Makes Value Added Activities Flow

Six Sigma Reduces Variation Of Value-Added Activities

Major CPI

Tools (6) Lean Description

Cp/Cpk Process capability assessmentDOE √ Design of experiments

SPC Process control based on statistics and data analysisFMEA √ Risk assessment tool

Regression Correlate effect one variable has on anotherProcess Map √ √ Map process steps to communicate and identify opportunities

5 whys /2 hows Determination methods for root cause discoveryPareto √ √ Column chart ranking items highest to lowest

Fishbone Cause / Effect Diagram

5S Elimination wasteVisual Mgmt √ √ Emphasis on visual techniques to manage process

Poka-Yoke √ Error proofing techniques

Spaghetti Chart √ Time, distance, space and movement analysis

Kanban √ Material storage technique used to control process

Takt Time √ Determine pace or beat of a process

Std Work Evaluate tasks done during a process

SMED Single minute exchange of dies - Quick machine set upTPM √ Integrate maintenance strategy with process

Cellular Flow Reduce inventory & cycle time thru process layout and pull

production techniques

The process and desired end-result will determine which tools to use

Integrating Lean & Six Sigma Tools

Major CPI

Tools (6) Kaizen Lean Description

Cp/Cpk Process capability assessment

DOE Design of experiments

SPC Process control based on statistics and data analysis

FMEA Risk assessment tool

Regression Correlate effect one variable has on another

Process Map Map process steps to communicate and identify opportunities

5 whys /2hows Determination methods for root cause discovery

Pareto Column chart ranking items highest to lowest

Fishbone Cause / Effect Diagram

5S Elimination waste

Visual Mgmt Emphasis on visual techniques to manage process

Poka-Yoke Error proofing techniques

Spaghetti Chart Time, distance, space and movement analysis

Kanban Material storage technique used to control process

Takt Time Determine pace or beat of a process

Std Work Evaluate tasks done during a process

SMED Single minute exchange of dies - Quick machine set up

TPM Integrate maintenance strategy with process

Cellular Flow Reduce inventory & cycle time thru process layout and pull

production techniques

Expand Process Improvement Program to Utilize Kaizen Tool Kit

Tool Kit Comparison

$

A Transition

We had a Threat — and responded to negate the threat

We saw the Opportunity — and are responding to the opportunity

We now have an Obligation —as leaders we do not have a choice

• Business

and Commercial

Objectives for Events

• Standard Work

• A Formal

Structured

Review Process• Local Multiple-

Year Objectives

• Driver Measures • How the Business is

Lead & Managed

• Focused Events

• Flow & Linkage

• Random

Use of

Tools

• Product vs.

Process

Centers.

• De-Layering

Collocation

• The New Reality

- LWW & CI

Lean as a

Core Competency

Lean Skills

Development

and

Application

Organization

Evolution

Strategic

Deployment• Hardwired to

Compensation

for everyone

• Tasks & Activities

not

Functions

• Value Streams

• Strategically Focused

Objectives Linked

to Business Plan

Results Visible

To Immediate Area

By the Customer

At a Business Level

At a Facility level

Skills Development Tracks

Module # 7 Goal = 70 Units

THRUPUT = 68 The Process: Production: MATERIAL

Inventory - 4 units Thruput: 68 units produced

COST = 294 Transfer Batch - 1 unit (Minimum)

Material Movement - “During Shift” Overtime: No Option

LABOR = 200 Low Process Variability Labor: Everyone worked = 200

WIP Variable -WIP: 35 units left in the system

Work In Process = 35

· Reduced variation dice (2-5). Overhead: 1/3 of 200 = 67

OVERHEAD = 67

Learning’s - Material Cost: Thruput 68 x 4.32 = 294

TOTAL COST = 596

1. With a reduction in variation within the Total Cost: 294 + 200 + 35 + 67 = 596

UNIT COST = 8.76 process product flows more evenly.

1. More thruput due to reduction in Unit Cost: 596 ÷ 68 = 8.64

LEAD TIME = 11 days variation.

1. Smaller piles of inventory in

front of everyone during the

round.

Lead Time: 11 Days

THE "GOING BACK TO ZERO" RULE

The Paradigm Shift Question

What today is impossible to do in

your business, but if it could be

done would fundamentally change

what you do?

When a paradigm shifts "everyone goes

back to zero". It doesn't matter how big

your market share is or how strong your

reputation or how good you are at the

Old Paradigm; with the New Paradigm

you go back to zero. "Your past

successes guarantees nothing".

Lean Management Systems

The Four Phases of Hoshin (Strategic) Management

P D C

Environment

Changes

Diagnosing the Step

Function Goal

(by President)

A

Long-Term

Vision and Plan

Company's

Mid-Term Plan

Annual

Step

Function

Goal

Monitoring

the Step

Function Goal

Deploying

the Step

Function Goal

Phase II: Deploying the Hoshin Phase III: Monitoring the Hoshin

Phase IV: Diagnosing

the Hoshin

Phase I: Setting the Hoshin

P D C

Environment

Changes

Diagnosing the Step

Function Goal

(by President)

AA

Long-Term

Vision and Plan

Company's

Mid-Term Plan

Annual

Step

Function

Goal

Monitoring

the Step

Function Goal

Deploying

the Step

Function Goal

Phase II: Deploying the Hoshin Phase III: Monitoring the Hoshin

Phase IV: Diagnosing

the Hoshin

Phase I: Setting the Hoshin

WHAT

Deploy Annual Objectives

RESOURCES

3-5 YEAR

BREAKTHROUGHOBJECTIVES

ANNUAL

OBJECTIVES

TARGET

TO

IMPROVE

BENEFITS

Top Level Strategic Deployment Matrix


WHAT

HOW

WHOWHAT HOW MUCH

Cascade Annual

Objectives

2nd Level Matrix

3rd Level Matrix









Self

Diagnosis

Catchball


2.

LMS Tools

PD

C A









Self

Diagnosis

Catchball


2.

LMS Tools

PD

C A

WHAT

Deploy Annual Objectives

RESOURCES

3-5 YEAR

BREAKTHROUGHOBJECTIVES

ANNUAL

OBJECTIVES

TARGET

TO

IMPROVE

BENEFITS

Top Level Strategic Deployment Matrix


WHAT

HOW

WHOWHAT HOW MUCH

Cascade Annual

Objectives

2nd Level Matrix

3rd Level Matrix

CASUAL ANALYSIS OF STRATEGIC GAPSCASUAL ANALYSIS OF STRATEGIC GAPS

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Tar

get

actu

al

Performance Status

Post-it™

Header

cards

Strategic Gap Focus Team

Gap Statement Suggested Target

Lean Management Systems

“Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.”

Visual Factory

Historical Industrial Paradigms

1885

Craft Production

Machine then harden

Fit on assembly

Customization

Highly skilled

workforce

Low production rates

High cost

1913

Mass Production

Parts inter-changeability

Moving production line

Production engineering

Workers don’t think

Unskilled labor

High production rates

Low cost

Persistent quality

problems

Inflexible models

1955-1990

Toyota Production

System

Worker as problem

solver

Worker as process

owner enabled by:

-- Training

-- Upstream quality

-- Minimal inventory

-- Just-in-time

Eliminate waste

Responsive to change

Low cost

Improving

productivity

High quality product

“Lean” is the efficient delivery of stakeholder value

1993-...

Lean Enterprise

“Lean” applied to all

functions in

enterprise value

stream

Optimization of value

delivered to all

stakeholders and

enterprises in value

chain

Low cost

Improving

productivity

High quality product

Greater value for

stakeholders

Change effects multiple business functions.MISSIONS High Level Functions

Manage Intensive Items

Provide Asset Visibility

Maintain Interfaces

Maintain Accounts

Maintain History

Process Requests

Status

Reconciliation

Manage Stock

Report Battle Loss

Adjust Parameters

Maintain Planning Data

Adjust Stock Levels

Conduct What-if Analysis

Manage Backlog

Report ProductionMaintain Reference Data

Post Accountable Records

Inventory StockResearch Cross-References

Process Referrals

Execute Distribution

Process Credit

Support Financial Transactions

Conduct Split OperationsReport Readiness

Produce Electronic Forms

Execute Financial Controls

Execute Budget Guidance

Report Performance

Track Movements

Logistical Management

Logistical Planning

Readiness – Sustainment

Supply Control

Logistics Automation

Support

Financial

Contracts Provide Map Backgrounds

Support Free Text Messages

got

change

agent?

Lean Enterprise System - wyrickenterprises.com

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