Staying Alive: Strategies for Dealign with Change and Increasing Professional Viability
STAYING ALIVE SYMPOSIUM HOW CAN LEAN HELP? · STAYING ALIVE SYMPOSIUM HOW CAN LEAN HELP? Why Lean:...
Transcript of STAYING ALIVE SYMPOSIUM HOW CAN LEAN HELP? · STAYING ALIVE SYMPOSIUM HOW CAN LEAN HELP? Why Lean:...
STAYING ALIVE SYMPOSIUM HOW CAN LEAN HELP?
Why Lean:
How Lean empowers the team and improves worklife:
What you need to do:
Agenda
Change Leadership
Too much work
Too little time
Why Lean?
Reduce your workload
Re-think and rapidly
improve processes
Focus on what matters
Spend time on
meaningful tasks
Improve your worklife
Reduce stress
Give and receive feedback
Have career opportunity
Get recognition
Increase satisfaction and teamwork
How Lean empowers the team
Learn about Lean: origin
Customer defines value
Organize work to deliver value
Focus on the flow of work
Produce at the rate of customer demand
Pursue Perfection
James P. Womack and Daniel T. Jones (2003) Lean Thinking
Remove waste
from the process
Focus on activity
that adds value
Increase value for
clients and YOU
Learn about Lean: reason
Learn about Lean: reason
Begin the Lean Journey
Set audacious goals
Map the current process
Map the future (ideal) process
Discuss next steps
Set goals that scare you
Map the current process
Set the boundaries
Where is the start?
Where is the end?
Define the major process
steps
Most-important steps
Add details
Where pain points and issues are:
How much time a step takes: WT, PT, TT
What rework or defects occur: % CAC
What other paths the process follows
Get the mess on the wall
Map the future state of the process
Decide on and describe an ideal process
How will your new process meet your goals?
What areas will produce the biggest improvements?
Next Steps
Roles
Lean advisor
Team leader
Kaizen leads
Team members
Kaizen meetings
Daily: check-in
Weekly: re-evaluate and plan for coming week.
Periodicaly: Kaizen teams
meet as needed.
30-60-90 days: meet to update all stakeholders.
Visual management
Visual board by second weekly
meeting.
Metrics by first weekly meeting
and gathered immediately.
Goals and ideas: how well is the new way
working and what is next after this process
works well?
Launch results
Report out to the
stakeholders
Share lessons learned
Close the session
Visual Management
Visual Management
Teams learn and experience so much:
visual management
weekly rhythm
winning: what it means ‘to win’
seeing gaps
problem solving through ideas
planning what to improve next
Along the way, we discover the
untapped talents, creativity, and
energy we as employees possess.
Next Steps: 90-day cycle
Launch, Measure, Follow Up: continually improve
In the pipeline
In progress
All done
AHDC Value Streams
Financial
Inventory
Accounts Receivable
Billing Statements
Billing Adjustments
Lab Specific
Selenium/
Vitamin E
EIA
Mass Spec
Fecal Floats
Operations
Equipment Life Cycle
Corrective Action
Workflow
Package Tracking
Courier Labels
University
Salary Recovery
Pcard Processing
Professional Development
Scheduling