A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor. Terms are defined in English and if Japanese, Romaji and Kanji are also included.

1. ABN 95 844 017 962
No part of this
presentation to be
used commercially
without written
permission.
kanriconsulting@adam.com.au

2. 



Toyota Production System (TPS‟s) Just
in Time Plant was established in 1938
at Koromo in Japan.
In 1947 Taiichi Ohno from Toyota
develops policies to reduce waste
within the TPS. By 1955 visual
management, kanban, and process
levelling are in place.
During 1979 /1980 Detroit
manufacturers start to investigate the
TPS and implement lean principles in
USA (although the term lean has not
yet been defined in 1980).
During 1990 The Machine That
Changed The World is released by
Womack and Jones. Within the book,
the concepts of TPS are given the
name „lean‟. This is the first use of
the terminology lean.
導入
(c) Ewan Pettigrew
2

3. 

During the 1990s lean spreads from
automotive manufacturing to all
manufacturing sectors.
By year 2000 lean methodologies are
being used in other industries such as
education, defence, health, and the
public sector.
導入
(c) Ewan Pettigrew
3

4. 
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Lean is based on the customer's
viewpoint in opposition to the
traditional view from internal
management.
Lean is a process based approach
looking at the organisational entity
process by process.
A process has to be of value to the
customer to be efficient and effective.
The customer may not always be the
end user, but may be the next step in
the process.
Lean looks at the flow of material or
information through the process
crossing functional boundaries.
導入
(c) Ewan Pettigrew
4

5. 



Once the full process or value stream
can be understood, waste can be
eliminated improving the process.
Lean was developed to be simple
where practitioners could range from
senior managers to machine
operators.
Lean‟s simpleness an effectiveness
have ensured that lean is a powerful
tool used by all.
On the contrary Six Sigma, another
form of continuous improvement
requires a good understanding of
statistical methods.
導入
(c) Ewan Pettigrew
5

6. 



Unlike Six Sigma, everyone can
participate in lean with minimal
training.
However, due to personal traits, only
some people will be able to effectively
function in the role of facilitator.
Nevertheless, the success in the role
of facilitator is not based on
mathematical expertise, but on
personal and psychological traits.
The facilitator understands the tools
and leads the team to solve the
problem. However, the facilitator
relies on the team of subject matter
experts.
導入
(c) Ewan Pettigrew
6

7. 

Lean removes processes or steps
which are non value adding. Value is
what the customer would be willing to
pay for.
Why use lean
◦ Lowers costs.
◦ You don‟t have to be a Green or
Black belt to understand lean.
◦ Reduces cycle time.
◦ Uses the expertise of process
owners to find solutions.
◦ Identifies and eliminates waste.
◦ Minimises inventory.
◦ Improves process flow
◦ Involves the customer.
◦ Increases capacity where there is
no funding to increase staffing.
導入
(c) Ewan Pettigrew
7

8. What lean is
 Visual
 Simple
 Able to be transferred across
industries
 A methodology
 System to increase capacity without
increasing labour force.
What lean is not (misconceptions)
 Tool to take away jobs / layoffs
 Only for car manufacturers
 System to make people work harder
 A fad
 Removing all safety stock
導入
(c) Ewan Pettigrew
8

9. 

Lean is about the reduction of waste,
overburden, and inconsistency to
increase value within a process.
The three key concepts of lean
◦ Waste
- Muda
◦ Overburden
- Muri
◦ Inconsistency
- Mura
Muda
Muri
Mura
導入
(c) Ewan Pettigrew
9

10. 
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The Iceberg Model of above and
below the line
Above the line is visible operational
work.
Below the line is harder to see
strategic work.
4. Use of lean toolset
3. Identification of opportunities for
improvement
2. Accepted in behaviour and culture
1. Strategy
Implementation starts below the
water and sustains the visible part.
More work is required „below the
water‟.
4. Toolset use
3. ID of Opportunities
2. Cultural Acceptance
1. Strategy
導入
(c) Ewan Pettigrew
10

11. 
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Early management views the
organisation using the functional
approach.
Under this approach, organisations
are built from a number of functions
such as finance and human resources.
The problem is that if an organisation
is built from separate functions, the
functions must compete to survive
where cooperation lacks.
This results in a decreased sharing of
knowledge leading to what are known
as functional silos.
工程管理
(c) Ewan Pettigrew
11

12. 
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Lean methodology considers an
organisation as containing a number
of processes.
The value stream of each process
crosses functional boundaries.
Therefore process improvement
activity involves stakeholders from
many traditionally competing
functions working together towards a
common goal.
The process and not the person
acting within the process should be
viewed as the problem.
工程管理
(c) Ewan Pettigrew
12

13. 


Change management is about having
a process (change plan) in place to
guide the people and organisation to
a new state.
People have to be involved in the
change process.
Organisation‟s culture is not fixed,
but ever evolving.
Two types of change programs
Activity centred program - creating
the culture, training
Result driven program - achieving
measurable improvements
Resistance
Commitment
Performance

Acceptance
Emotional
Time
変化点管理
(c) Ewan Pettigrew
13

14. 

There are four main steps on the
change curve. Although the
nomenclature may vary between
author, the terms are synonymous.
The actual curve, or line on the
diagram takes the form of an
oscillating wave starting with
moderate performance and leaving
the diagram with a high level of
performance.
Change agents should refer to where
the culture is on the diagram and aim
to raise performance by acting in the
relevant quadrant.
Resistance
Commitment
Performance

Acceptance
Emotional
Time
変化点管理
(c) Ewan Pettigrew
14

15. Prosci‟s Seven Principles
◦ 1. Senders and receivers
2. Resistance and comfort
3. Authority for change
4. Value systems
5. Incremental vs. radical change
6. The right answer is not enough
7. Change is a process
Senders and receivers
Resistance and comfort
Authority for change
Value systems
Incremental vs radical change
The right answer is not enough
Change is a process
変化点管理
(c) Ewan Pettigrew
15

16. 
Prosci‟s 3 Phase Model

Phase 1: Preparing for change

Phase 2: Managing change

Phase 3: Reinforcing change

Similar to Lewin‟s change model
Prepare
Manage
Reinforce
Unfreeze
Change
Refreeze
変化点管理
(c) Ewan Pettigrew
16

17. 
Prosci proposed a model to manage
and enact cultural change is the
ADKAR model. The five steps in the
ADKAR model are;

Awareness

Desire

A
D
• Awareness
• Desire
Knowledge

Ability

Reinforcement
K
A
R
• Knowledge
• Ability
• Reinforcement
変化点管理
(c) Ewan Pettigrew
17

18. 
The alternative to the ADKAR model is
Kotter‟s 8 Steps.
Anchor Change
Build Change
Create Wins
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1. Create urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build the change
8. Anchor the changes in corporate
culture
Remove Obstacles
Communicate Vision
Create Vision
Form Coalition
Urgency
変化点管理
(c) Ewan Pettigrew
18

19. 
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Under Maslow‟s needs model, people
must satisfy lower needs (such as
basic needs and safety needs) before
they can act towards satisfying higher
level needs.
It is therefore important to
understand that key to getting
employees onboard the change
process is to ensure that there basic
needs are met, and that safety such as
job security is guaranteed.
Listening to the employee and getting
the employee‟s insight into the
process will help to satisfy the
employee‟s basic needs. Satisfying the
lower needs will help to reduce
resistance to the change process.
Self
actualusation
Esteem needs
Social needs
Safety needs
Basic needs
変化点管理
(c) Ewan Pettigrew
19

20. 
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Sources of resistance to change
Employee
A
D
K
A
R
Notes / solutions
Past experience of
organisational change
Deficiencies in awareness
Message not communicated
clearly
Lack of ownership
Insufficient visible support by
management
Fear of job loss
Loss of control
Coaching Plan
変化点管理
(c) Ewan Pettigrew
20

21. 
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
Sponsor Roadmap
The sponsor roadmap details the
main activities required from the
project sponsor to ensure that the
organisational changes can be made
to proceed the project,
The sponsor roadmap should be
prepared by the project manager.
Target Group
Activity
Date / Time
Notes
With the
Project Team
With
Executive
Managers
and Sponsors
With
Employees
Sponsor Road Map
変化点管理
(c) Ewan Pettigrew
21

22. 
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
Force field Analysis
Developed by Kurt Lewin
Where forces are equal there is no
change.
Driving forces must exceed
restraining forces for change to
proceed.
Restraining Forces
Driving Forces
Desire
d
State
変化点管理
(c) Ewan Pettigrew
22

23. 
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Dice Model
Developed by Boston Consulting
Group.
Duration (D)
Integrity (I)
Commitment (C)
◦
◦
C1 From Sponsor
C2 From implementation team.

Effort (E)

D + (2 x I) + (2 x C1) + C2 + E

An online calculator can be found at
http://dice.bcg.com/dice.html
変化点管理
(c) Ewan Pettigrew
23

24. 

Building a successful team is crucial
to progression of a lean project.
Teams should contain a number of
stakeholders from different functions
associated with the process. Looking
at the full value stream, it is not
uncommon to have external
customers as part of the improvement
team for a project.
It is important to have team members
who hold different positions and
attitudes to avoid groupthink. There
may be times when persons have to
be removed from the team for the
greater good of the project. However,
this should be avoided unless totally
necessary, as these resistant
members may have valuable input
which is not being effectively elicited.
Performing
Forming
Norming
Storming
Performance
チーム ビルディング
(c) Ewan Pettigrew
24

25. 

Dr. Bruce Tuckman developed a
model of team development, which if
followed, allows us to understand why
challenges are occurring in the teams
relationships, and gives us insight
into how to overcome these
challenges.
Performing
Forming
1. Forming
Norming

2. Storming

3. Norming

4. Performing
Storming
Performance
チーム ビルディング
(c) Ewan Pettigrew
25

26. 
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The facilitator guides a team through
a process whilst staying neutral to the
outcome.
The facilitator uses knowledge and
expertise of lean tools to guide the
stakeholders who have knowledge in
the process through the lean activity.
The facilitator must stay neutral to the
content
The facilitator must handle all
participants equitably regardless of
opinion
The facilitator must prevent or stop
conflict forming within the group
促進
(c) Ewan Pettigrew
26

27. 
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The facilitator must steer the discussion
back on course
The facilitator should allow the group to
set its own rules
The facilitator must remain impartial
whilst guiding the group
enable every voice to have a say
be able to step in as an authority when a
group rule is breached
show an interest in the discussion
without taking a position
促進
(c) Ewan Pettigrew
27

28. 


Often facilitating is difficult, as in
many instances the facilitator will be
drawn from the group or from an
external organisation.
In these cases, where the facilitator is
not a direct manager, the facilitator
will have no direct authority over the
group.
Therefore the facilitator must
effectively influence the group. The
facilitator is therefore not the
manager, but the leader.
促進
(c) Ewan Pettigrew
28

29. 

Without a facilitator, the groups
output will generally align with the
opinion of the strongest person in the
group, or group leader.
This leads to what is known as group
think, where members feel inclined to
put forward ideas aligned with the
groups internal culture.
促進
(c) Ewan Pettigrew
29

30. 
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Stages of Facilitation
Planning - Plan the scope of the
workshop and ensure that it meets
the sponsor's expectations
Planning
Designing
Designing - Develop the inner details
of the workshop and inform attendees
The Event - Use a number of lean
tools to guide the team to provide
output
Afterwards - Review the process to
learn how to improve future
workshops
Event
Afterwards
促進
(c) Ewan Pettigrew
30

31. 
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
Before the event, the facilitator must
have goals and a plan for the event.
However, the facilitator must allow
the discussion to flow as per the
group‟s intent.
During the event, the facilitator
should be free to facilitate.
Roles such as minute taking should
be given to other individuals to allow
the facilitator to concentrate on the
voice of the customer.
Planning
Designing
Event
Afterwards
促進
(c) Ewan Pettigrew
31

32. 

At the end of the event, if a summary
is to be given to the project sponsor
(who usually will not attend
workshops), the facilitator will guide a
member of the group to present the
summary to the sponsor.
The guiding shall include mentoring
and coaching.
Planning
Designing
Event
Afterwards
促進
(c) Ewan Pettigrew
32

33. 
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Brainstorming
Focus on quantity
Withhold criticism
Welcome unusual ideas
Combine and improve ideas
Each brainstorming session should
address a single problem. One sitting
could involve a number of sequential
problem sessions.
 affinity ideas
Group the sticky notes in vertical
categories.
The largest category may be the most
important.
促進
(c) Ewan Pettigrew
33

34. 
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All employees are involved in the
improvement process
Employees are empowered to make
change
Feedback is given as to why or why
not an initiative gains sponsorship
Improvements are rewarded and
recognised through mechanisms such
as newsletters
Muda
Muri
Mura
瑛展
(c) Ewan Pettigrew
34

35. • LEAN IS
•
•
•
•
Visual
Simple
Customer Focused
Value Focused




LEAN IS NOT
A tool to takeaway
jobs
Only for car
manufacturers
Weighed down by
statistics
瑛展
(c) Ewan Pettigrew
35

36. 
1. Identify and Map the Value Stream

2. Create Flow by Eliminating Waste

3. Respond to Customer Pull
Value
Stream
Value


4. Pursue Perfection
5. Identify Customers and Specify
Value
Perfection
Flow
Pull
(c) Ewan Pettigrew
36

37. 
1. Identify Customers and Specify
Value.
Value must be seen from the
customer‟s viewpoint. We should not
view value from an internal viewpoint.

Value
Stream
Value
2. Identify and Map the Value Stream.
The value stream may cross
organisational boundaries and
includes all steps required to provide
a product or service to the customer
Perfection
Flow
Pull
(c) Ewan Pettigrew
37

38. 
3. Create Flow by Eliminating Waste.
Focussing on the product, ensure that
there can be one piece flow by
eliminating bottlenecks and batching.


4. Respond to Customer Pull.
Match production with demand. Do
not over or under produce, try to
avoid forecasting as much as
possible, to produce what the
customer wants, when the customer
wants, delivered to where the
customer wants.
Value
Stream
Value
Perfection
Flow
Pull
(c) Ewan Pettigrew
38

39. 
5. Pursue Perfection
As pull and flow increase, more waste
becomes visible, eliminate that
newfound waste in an iterative
process.
Value
Stream
Value
Perfection
Flow
Pull
(c) Ewan Pettigrew
39

40. 
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The customer is any stakeholder who
has a vested interest in our product or
service.
The customer may be internal or
external to the organisation. The
customer should not be confused with
the end user.
Identify Customer
Identify Requirements of
Customer
The end user is one of many
customers.
Customers include the next step and
the next process, along with users of
the product or service.
Identify Relevance of
Customer‟s Requirements
(c) Ewan Pettigrew
40

41. 
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To determine what is Critical to
Quality (CTQ) for the customer.
Identify Customer
We can use focus groups,
interviews.
We must question both internal and
external customers.
VOC is used to identify
requirements.
There are numerous forms and
templates for collecting the voice of
the customer.
Identify Requirements of
Customer
Identify Relevance of
Customer‟s Requirements
(c) Ewan Pettigrew
41

42. 
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Developed by Taiichi Ohno from
Toyota
Transportation
Inventory
Motion
Waiting
Over processing
Over production
Defects
Transportation
Motion
Inventory
Muda
Over Production
Remember these by thinking of the
name TIMWOOD.
Motion
Over Processing
Waiting
無駄
42

43. 

Transportation – Excessive relocation
of goods, information, or workers.
Usually inter process instead of intra
process. Adds time to process. Risk of
damage.
Causes – Poor layout, lack of regional
supplier relationships, lack of
understanding of the flow within the
process.
Typical Process
5% Value
95 % Non value (waste)
無駄
(c) Ewan Pettigrew
43

44. 
Inventory – There is a cost involved in
storing items or information. The cost
could be from insurance, space used,
stocktaking, or many other reasons
such as stored items becoming
damaged, obsolete, or lost.
VA
RNVA
NVA


Therefore many supermarkets and
hardware stores (most visibly) have
reduced the size of their warehouses,
to have items delivered to be stocked
straight to the retail floor.
SAVED
0
50
100
Causes - Batch production, over
production, push systems, incorrect
forecasting, excessive safety stock
(unreliable suppliers).
無駄
(c) Ewan Pettigrew
44

45. PROCESS – WASTE MEASUREMENT TOOL


Motion – Motion should not be
confused with transportation. Motion
generally involves movement within
the process. This could be due to
poor work cell layout, poor
organisation of a process or distance
to a spare parts bin. Motion should
not be limited to physical motion, it
could also encompass movement
around a badly designed GUI.
Causes - No 5s, bad layout, no
standard work.
STEP
DESCRIPTION
V
T
I
M
W
O
O
D
PIE CHART OF
WASTES
無駄
(c) Ewan Pettigrew
45

46. 


Waiting – Waiting is where
downtime, idling, or inactivity results
from such problems as queuing in the
process. Waiting results in longer lead
times and reduced flow. Work in
progress is also increased.
Slowed delivery reduces customer
satisfaction.
Causes – Bottlenecks, Insufficient
capacity, no standardised
work, unbalanced work, no
maintenance planning, upstream
quality problems, excessive setup
times.
無駄
(c) Ewan Pettigrew
46

47. 
Over processing – Any non required
processing involved in the production
of an item or service such as rework.
Transportation
Motion

Inventory
Causes – Rework, defects, lack of
training, excessive lead times, unclear
goals, misunderstanding of VOC,
Muda
Over Production
Motion
Over Processing
Waiting
無駄
(c) Ewan Pettigrew
47

48. 
Over production – Is inaccurately
forecasting demand and producing
too many items.
Transportation
Motion


Inventory
These items have to be stored at a
cost, become obsolete in storage, or
have to be sold below cost, or
destroyed at a cost.
Over production also results from
batch processing or producing the
wrong item and can also hide
inefficiencies
Muda
Over Production
Motion
Over Processing

Waiting
Causes - Batch production,
forecasting, not using SMED, push
systems.
無駄
(c) Ewan Pettigrew
48

49. 
Defects - Errors resulting from the
process which create additional work
or quarantine.
Transportation
Motion

Inventory
Causes. Improper tools being
used, poor communication, untidy
workspace, no standard work, lack of
quality, lack of training.
Muda
Over Production
Motion
Over Processing
Waiting
無駄
(c) Ewan Pettigrew
49

50. 

Radar or spider chart showing audited
amounts of waste in a fictional
organisation.
Each of the wastes in a process could
be given an overall percentage by
time or occurrence rate form
example.
Transport
Defects
Inventory
Over Processing

Motion
The radar chart could be placed on a
visual management board.
Over Production
Waiting
無駄
(c) Ewan Pettigrew
50

51. 

Continuous Improvement must be
part of the strategic plan.
A strategic plan is a document used
to communicate the organisation‟s
goals, the actions needed to achieve
those goals and all of the other
critical elements developed during the
planning exercise
方針 管理
(c) Ewan Pettigrew
51

52. 
Vision:
+ Mission:
+ Values:
= Strategy

PEST



Political
Economic
Social
Technical





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


SWOT
Strengths
Weaknesses
Opportunities
Threats
方針 管理
(c) Ewan Pettigrew
52

53. 
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
PEST is a tool used to identify and
understand external environmental
factors that affect our organisation.
Political:
Extent of bureaucracy
Government in power/Stability
Employment legislation
Likelihood of change on the political
front
Tax policy, and trade and tariff
controls
方針 管理
(c) Ewan Pettigrew
53

54. 
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
Economic:
Stage of the business cycle
Budget
Labor supply
Exchange rates (procurement)
along with new and retiring
equipment.
Sociological:
Health consciousness
Attitudes to work
Cultural aspects
Career attitudes
方針 管理
(c) Ewan Pettigrew
54

55. 
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

Technological:
Competing technology developments
Maturity of technology
Information technology
Networks, internet
Technology access
Intellectual property issues, advances
in manufacturing
Sharing of information
方針 管理
(c) Ewan Pettigrew
55

56. 






A SWOT analysis enables us to
identify the positives and negatives
both inside our organisation and
external to our organisation.
Internal
S
W
External
O
T
Strengths, Weaknesses - Internal
Opportunities, Threats - External
Strengths: Characteristics of our
organisation that give us an
advantage.
Weaknesses: Characteristics of our
organisation that disadvantage us.
Opportunities: Situations where we
could potentially excel.
Threats: Environmental factors
external to our organisation that may
disadvantage us.
方針 管理
(c) Ewan Pettigrew
56

57. 
The P in PDCA
 Vision statement
 Mission statement
 Goals

Used to develop and uses
◦ Types of strategic planning
 Goals based strategic planning
 Issues Based strategic planning
方針 管理
(c) Ewan Pettigrew
57

58. 
Hoshin Kanri
◦ Developed by Professor Kaoru
Ishikawa
◦ Influenced by tableu de bord
◦ Authority must be delegated
◦ Focus on a shared goal, align
goals
◦ Communicate that goal to all
leaders
◦ Involve all leaders in planning to
achieve the goal, and
◦ Hold participants accountable for
achieving their part of the plan
方針 管理
方針 管理
(c) Ewan Pettigrew
58

59. 
Hoshin Kanri
◦ Visual method of strategic planning
◦ The hoshin process does not lose
sight of the day-to-day "business
fundamental
◦ Follows on from a SWOT or PESTL
analysis
◦ Uses PDCA cycle
FIND
ALIGN
DEPLOY
IMPLEMENT
REVIEW
• the Hoshin
• The organisation
• plans
• changes
• and improve
方針 管理
(c) Ewan Pettigrew
59

60. 

Data must be collected firstly to
measure a baseline, and secondly to
confirm that an improvement has
been made. We can also use the data
for later stages. If we collect and
understand the data, we can control
the process.
Measure
Data Type
Definition
Who
collects
Source
Frequency
Data
Collection
Form
We will concentrate on measuring
quantitative data (numerical).
However, in cases such as cultural
surveys, qualitative data may be
measured.
Data collection plan
(c) Ewan Pettigrew
データ収集
60

61. 



Data can consists of efficiency and
effectiveness measures.
Measure
Data Type
Definition
Who
collects
Source
Frequency
Data
Collection
Form
Effectiveness Measures investigate
whether customers‟ requirements are
being met. These measures could
include the percentage defective and
delivery time.
Efficiency Measures investigate the
allocation of resources used to meet
customers‟ requirements. These
measures could include cost and cycle
time.
Do not use anecdotal data.
Data collection plan
(c) Ewan Pettigrew
データ収集
61

62. 

Data Collection Plan.
Measure
Data Type
Definition
Who
collects
Source
Frequency
Data
Collection
Form
When measuring baselines, we can
use either historical or new data. The
advantage of historical data is that it
already exists. However, there may be
costs such as time involved
converting historical data to a useful
format.


When measuring results, we generally
use new data. If new data is to be
collected, a data collection plan
should be created. The data collection
plan should be verified with project
stakeholders to ensure that the data
can be collected, and permission is
granted to collect the data. Can use
historical data or new data.
Data collection plan
(c) Ewan Pettigrew
データ収集
62

63. 
We must define the unit of
measure….
Measure
Data Type
Definition
Who
collects
Source
Frequency
Data
Collection
Form



Methods of data collection. Automatic
or manual.
From the data, we can determine if
there is a problem to improve.


A good method is to collect
continuous data, as count can be
derived from continuous, but not the
other way around.
Data collection plan
(c) Ewan Pettigrew
データ収集
63

64. 


After we have completed the data
collection plan, we can then organise
the data collection form for our
specific job.
Measure
Data Type
Definition
Who
collects
Source
Frequency
Data
Collection
Form
This could be a check sheet to collect
the data through ticks, or a form for
excel.
Do not get data collection plan and
data collection form confused.
データ収集
(c) Ewan Pettigrew
64

65. 




Each process contains a number of
steps. Process elements can be
measured as;
Step time – The time taken for a step
of a process, there will be multiple
step times in a process
Cycle time – Is the total time taken for
a process. All step times added
together equal cycle time.
Touch Time – Is the actual time that
an operator interacts in a step. Touch
time identifies efficiency.
Queue time - awaiting next step
(c) Ewan Pettigrew
65

66. 




Takt time – Time available per shift /
customer demand per shift. Lean
organisations aim to produce or move
to takt time so that there is neither
excess or under inventory. In other
words takt reduces inventory.
OEE = Availability x Performance x
Quality
Lead time = inventory quantity * takt
/ available work time per day
Pitch = number of parts in box * takt
time
Little‟s Law - Lead Time = WIP (units)
/ ACR (units per time period).
(c) Ewan Pettigrew
66

67. 



Traditionally manufacturing used a
push system to push parts through a
production line or to the customer.
Push systems rely on forecasting
demand and the error between
forecasting and demand equals
inventory.
Push systems should be eliminated
where possible and reduced where
push systems are absolutely required.
Materials
Continuous Flow
Product
Push systems lead to bottlenecks and
overburden.
流れ
(c) Ewan Pettigrew
67

68. 

Lean aims to remove bottlenecks and
use one piece continuous flow. In
addition, the flow should only occur
when an item is requested or needed
(otherwise unneeded inventory must
be stored at the end of the process). If
demand is forecast incorrectly or
inconsistently the system is known as
a push system.
Japanese managers created a pull
system to request items when
required known as kanban. The
kanban system was created before the
widespread use of computers, and
utilises cards to signal demand for
items.
流れ
(c) Ewan Pettigrew
68

69. 

When an item or batch (we aim to
minimise, not eliminate batching) is
used from a local parts inventory, the
customer, or process worker sends
back the card or empty container (for
batch) which requests the next
process upstream to move forward
the part(s).
The kanban card may travel all the
way to the start of the process
crossing divisional and organisational
boundaries right back to the mine for
the raw material if so required
(although this case may be a little
extreme).
流れ
(c) Ewan Pettigrew
69

70. 


FIFO stands for first in first out.
Many supermarkets now employ
(parallel) FIFO lanes for milk. The milk
is stocked from inside the fridge by
the operator and falls down a chute
type hopper with the first one put
on, the first one to be removed by the
customer (so that the earliest use by
dates are used first).
However the FIFO lane concept in lean
goes further. The FIFO lane is also
used as a buffer with marking lines
for inserting and removal. If the
inserting line overflows, then there is
an obvious alert of overproduction.
Analyse current
work flow
Redesign process
Produce for one
piece flow
Develop employees
that are multi skilled
Balance the load
Pace to takt time
流れ
(c) Ewan Pettigrew
70

71. 


The FIFO line can therefore be used to
ensure that earliest perishable items
are used first, and to couple the
supply side to the customer side
where there is no continuous flow,
kanban, or supermarket (the lean
term supermarket).
Supermarkets can also be used where
there is no continuous flow in part of
the process upstream. This may be
due to one step requiring a part which
can only be made by batch
production.
The supermarket is a storage box or
location which holds the required
inventory.
People
Information
Raw Material
Components
Products
Tools
Engineering
流れ
(c) Ewan Pettigrew
71

72. 



Real Life Example
Think of when we order a sandwich at
a famous worldwide chain store. The
sandwich is not premade. The
sandwich is customisable to the voice
of the customer (you).
The sandwich is made on front of you
just in time in one piece flow.
Compare that to other food retailers
which may use forecasting.
FIFO lanes in drive though
restaurants. If the operators skipped
the hardest orders to do the easiest
orders first, there would be no way to
change the orders of the cars in line
to collect it. Therefore drive throughs
use FIFO.
流れ
(c) Ewan Pettigrew
72

73. BEFORE




Aim to level peaks and troughs in
demand and hence production.
We are looking at Mura (unevenness)
also reduced Muri (overburden).
Process levelling creates a balance of
work at each step.
Customer demand variation and batch
processing causes unevenness
1
2
3
4
5
6
7
8
9
10
11
AFTER
60
50
40

Levels production over a specific
period of time
30
20
10
0
1
2
3
4
5
6
7
8
9
10 11
平準化
(c) Ewan Pettigrew
73

74. 




Load Levelling Charts.
Load Levelling Charts can be used for
load levelling.
Draw Takt time on chart.
120
100
80
60
40
20
0
1
Draw time for each worker on chart.
If Takt time is 100%, then it is a
Percent Load Chart.
2
3
4
120
100
80
60
40
20
0
1
2
3
4
平準化
(c) Ewan Pettigrew
74

75. 
Real life examples

◦ A road where lanes can be
reversed depending on time of
day.
◦ Traffic control centrally modifying
traffic light sequences due to
traffic.
◦ One line in a shop, which splits
into 5 registers. A number flashes
up when the next register is free.
平準化
(c) Ewan Pettigrew
75

76. 


Cell layout can be seen as a concept
from manufacturing, where work cells
are laid out to reduce number of
operators for a process and reduce
wasteful motion in a process or
processes step.
Spaghetti chart tools are first used to
map out motion and distance in the
cell. Once the motion is mapped, the
physical layout of the process can be
redesigned to reduce waste so that
the process contains more value.
Methods engineers are employed
within some organisations to develop
work processes which involve fewer
steps hence less motion.
屋台
(c) Ewan Pettigrew
76

77. 




Everything required for step or set of
steps in process is contained within
the cell.
Floor space required is reduced.
More tasks can be undertaken by one
person.
Less motion required in task.
Cell layout is an evolution of the
production „line‟. Different cell
layouts can be more efficient than a
straight line.
屋台
(c) Ewan Pettigrew
77

78. 
I or Straight

U cell

T cell

Comb and Spine

L shape
屋台
(c) Ewan Pettigrew
78

79. I

I Cell

The traditional production line.




Yes, it can be used as a cell to
contain all processing functions.
Traditionally there would be a
number of lines for different
functions. New lines cross functions
by using cellular theory.
Examples
Sandwich shop
Production „line‟
I
屋台
(c) Ewan Pettigrew
79

80. 


U cells
U Cell – Gives ownership, reduced
handling and operator can see entire
path, multi skilling. Good when short
on labour.
I
I
U cells are actually a variation of the I
cell or straight line. However, the line
has been curved to allow multiple
steps to be undertaken by one
operator.


Example – Think of how your
kitchen may be designed at home so
that you can work in the kitchen as
one operator.
屋台
(c) Ewan Pettigrew
80

81. 

T Cell – Where there are two or more
sources of input. Good for work areas
with different products but similar
processes. Can be used for process
levelling. I.e. where the two feeder
lines are half the rate than the output
line.
Example – Lucky dip factory
(uses same outer wrapper, but
different contents).
屋台
(c) Ewan Pettigrew
81

82. 



Comb and Spine
For products that should exit the
process at various stages of
transformation.
Examples
Where you can buy a product
assembled or unassembled, chances
are, that the product came from a
comb and spine cell.
屋台
(c) Ewan Pettigrew
82

83. 



L Shaped
In a square shaped room or to give an
operator more desk or table space
(allowing the operator to perform
more than one task).
Examples
The office environment. Computer on
one desk, filing cabinet at 90 degrees.
屋台
(c) Ewan Pettigrew
83

84. 
Spaghetti Diagram
Used to get a bird‟s eye view of the
process

Create a scale map




Different colours could be different
people or different steps in the
process
Real life example
Has been used on TV to show where a
player has been on a football field.
屋台
(c) Ewan Pettigrew
84

85. 











We can transfer the principles of work
cell layout to.
Retail layout
In the coffee shop
The barista has a sell
where the coffee is made.
Transfers to your cell at
table with cinnamon,
sugar, lids, spoons etc.
You then move to next
cell, where you drink it.
Office layout
Fax Machine ->
Computer ->
Printer ->
a
Mail Tray ->
屋台
(c) Ewan Pettigrew
85

86. 


Quick changeover is also known as
Single Minute Exchange of Die (SMED).
We use the term quick changeover
more commonly, as we don‟t want to
limit the technique to change of dies.
Although we may aim for change
over to take a single minute, rarely is
that achievable.
(c) Ewan Pettigrew
86

87. 


SMED was developed by Shigeo
Shingo of Toyota.
SMED originally contained 8 steps.
Although these 8 steps may seem
suited to the manufacturing
environment, certain steps can also
be seen as value adding in the office
environment.
Separate internal and
external setup operations
Convert internal to
external setup
Standardise functions
Eliminate fasteners or
use clamps
We aim to do as much of the
preparation to change the setup
whilst the process is running.
Use jigs
Use parallel operations

Traditionally we have to stop the
process to change the setup of the
process.
Eliminate adjustments
Mechanise
(c) Ewan Pettigrew
87

88. 



Changeovers contain elements.
Internal Elements - must be
completed once the equipment is
stopped
Change over time
External Elements may be completed
while the equipment is running.
Before quick changeover all elements
of the changeover are internal.
Change over time
(c) Ewan Pettigrew
External Time
88

89. 





Real Life Examples
Position tools and work stands
Loading your computer up (could
already have it booted in the morning
instead)
Finding files before starting process.
Bringing paper from warehouse and
reloading photocopier during process
of copying.
Reading procedure 'for the first time'
during process (why not read first, so
you get your head around process).
Don't be confused, still read
procedure and follow in process.
Change over time
Change over time
(c) Ewan Pettigrew
External Time
89

90. 




Just in time means having only what is
required at the right place; when
needed in the right time by one piece
flow.
Sometimes JIT is used as another
name for lean.
JIT in its essence is inventory
reduction.
Kanban (or a similar system) is central
to the success of JIT.
A mizusumashi (water strider) is a
person employed to bring parts to
where they are required just in time.
(c) Ewan Pettigrew
90

91. 




Real Life Examples
By using JIT in a mechanical
workshop, monthly stocktaking
requirements are reducing allowing
mechanics to concentrate on core
responsibility of servicing cars.
Just in time employees?
Casual workforce employed
on call when
demand requires. Fast
food etc. Otherwise
rosters scheduled no
earlier than a week in
advance.
We get milk JIT. Why would we stock
up in bulk on a perishable item?
(c) Ewan Pettigrew
91

92. 


Supplier associations should be
formed from a network of suppliers.
The focus should be on the whole
supply chain to enable a lean supply
chain crossing organisational
boundaries.
The relationship should be mutually
benefitting and long term. As such,
meetings should be held on a regular
basis to discuss planning and
improvement. Trust is a prerequisite
to ensure sharing of knowledge.
A
C
B
D
Traditional
A
Strategic suppliers and key customers
should be involved in the discussion.
D
E
B

E
C
Kyoryoku Kai
強力 会
(c) Ewan Pettigrew
92

93. 



Founded on shared knowledge and
shared goals.
These joint logistic working group
associations are required to ensure
and sustain kanban and JIT.
All suppliers must be assessed and/or
trained before entering the supply
chain.
A
C
B
D
E
Traditional
A
D
E
All suppliers must embrace CI.



Improvement Leaders
Social events may be organised to
cross organisational boundaries.
B
C
Kyoryoku Kai
強力 会
(c) Ewan Pettigrew
93

94. 


The engineering discipline has
developed up with a number of root
cause analysis tools over the .
These tools include FMEA and 8
Disciplines.
If we wish to make our analysis
understandable to all participants of a
lean activity, we may wish to choose
the Ishikawa or Fishbone method.
Effect
Secondary Level

However, we are not bound to the
simplest methods and may wish to
choose FMEA where it is required
(FMEA is not discussed in this course).
Tertiary Level
根本原因分析
(c) Ewan Pettigrew
94

95. 



Whilst consulting for Kawasaki in the
1960s Dr. Ishikawa developed
fishbone diagrams as a simple cause
and effect tool.
The fishbone diagram is designed to
show causes of an unwanted event.
Effect
Most commonly in the manufacturing
environment, there are six major fish
bones being;
Methods, Machinery, Management, Ma
terials, Manpower, and Environment.
Secondary Level
Tertiary Level
From each major bone connects a
minor bone, which can again connect
to a smaller bone to flow back as far
as we wish to investigate. All bones or
causes shall flow to the effect.
根本原因分析
(c) Ewan Pettigrew
95

96. 

Another example is the 5 whys. The 5
whys involves asking why 5 times to
get to the root of the problem.
5 Whys Real Life Example

Speeding ticket

Why 1

Late for work

Why 2

Slept in

Why 3

Went to bed too late

Why 4

Soccer was on

Why5

Don‟t have PVR

We can actually delve less or deeper.
However 5 levels seem to be a fair
depth.
根本原因分析
(c) Ewan Pettigrew
96

97. 
Developed in Japan by Hiroyuki
Hirano, 5s can simply be seen as
good housekeeping. By following five
simple steps, all tools were easily
accessible, in the right spot, and the
workshop was not cluttered with
unneeded tools.
Sort
Sustain

Straighten
Over the last 20 years, the 5s
methodology has been transferred
from the shopfloor to the
administrative, medical, and defence
industries to good effect.
Standardise
Shine
整理 整頓 清楚 清潔 躾
(c) Ewan Pettigrew
97

98. 

Sorting – Sorting is removing
unnecessary or duplicate tools. In the
office environment these tools may be
staplers or photocopiers. Unneeded
tools clutter the workspace, make it
harder to find the right tools and have
to be maintained and calibrated like
needed tools.
Sorting may be the hardest step as we
humans have a primal tendency to
horde in case of disaster. Therefore if
a team member resists removal of an
item, the item could instead be
quarantined or „red tagged‟ for a
period of time. If the tool is not used
in this period of time, the tool can
then be disposed of for good.
Sort
Sustain
Straighten
Standardise
Shine
整理 整頓 清楚 清潔 躾
(c) Ewan Pettigrew
98

99. 
Where items cannot be disposed of
completely, the runners, repeaters,
and strangers method may be used.
This method may be called for, where
an item is too costly to replace, or
where an item is used intermittently
and outsourcing is uneconomical.
Sustain




Sort
Straighten
Runners – Place within the work cell
tools or machines used everyday.
Repeaters – Place within short reach,
tools or machines used weekly or less
(such as irregularly)
Standardise
Shine
Strangers – Place within a warehouse
tools or machines which are rarely
used
整理 整頓 清楚 清潔 躾
(c) Ewan Pettigrew
99

100. 

Straighten – Straightening is
organising the tools so that they are
easily accessible, not piled up, are
easily seen, and have a recurring
home. It is also important in the
straighten process to ensure that
tools are positioned relative to their
position within the process.
Shine – Shining is cleaning the
workspace and tools to the new level
of standard. At this stage,
photographs should be taken of the
new work area. It should be ensured
that the work area is kept to this
standard not just at the end of each
day, but during each process.
Sort
Sustain
Straighten
Standardise
Shine
整理 整頓 清楚 清潔 躾
10
(c) Ewan Pettigrew
0

101. 

Standardise – Standardising is using
the photographs to ensure that the
new layout becomes the new standard
or baseline.
Sustain – Is being disciplined to
ensure that the workplace does not
return to its old standard. To ensure
sustainment, check sheets for 5s
compliance may be created, which
managers can ensure compliance to at
consistent timeframes.
Sort
Sustain
Straighten
Standardise
Shine
整理 整頓 清楚 清潔 躾
10
(c) Ewan Pettigrew
1

102. 


As Toyota put it, jidoka is automation
with a human touch.
Machine automatically stops work,
and operator is alerted through signal
such as andon
The operator can therefore correct the
problem (containment), restart the
machine, and raise the issue to
management (to pass to suppliers) or
maintenance to ensure that the
problem does not occur again.

Jidoka improves quality and
empowers the operator.

Allows operator to manage more than
one machine at once.
(c) Ewan Pettigrew
自働化
10
2

103. 




Real life examples.
Washing machine stops and beeps
where there is a load imbalance.
Thermostat turns oven off if oven
exceeds a certain temperature.
Computer stops processing and
displays error message for user when
problem develops.
TV turns off if remote is not used for
certain period.
(c) Ewan Pettigrew
自働化
10
3

104. 



Suggestion of improvement direction
can come from a number of
directions.
A top down direction can come from
management, internal direction may
come from quality circles.
Bottom up initiatives may come from
process workers. In
addition, improvement suggestions
may come from customers within the
process this is known as Voice of the
Customer (VOC).
Problem and Countermeasures
Area:
Manager:
N
o
Date
Description
Immediate
Action
Long term
Solution
A
p
p
r
o
v
e
d
Owner
Due Date
S
af
et
y
Pr
io
ri
ty
St
at
u
s
1
11/01/13
Trip hazard
Moved
cables
5s area
Y
Hasselhoff
12/12/1
3
N
2
C
o
m
p
A standardised way to collect
improvement initiatives is to position
a Problem and Counter Measures
sheet in a commonly traversed work
area, even the lunch room. The
philosophy of lean is to be open
about direction and accessible for
every worker‟s input.
(c) Ewan Pettigrew
提案
10
4

105. 
The PCM may be reviewed on a weekly
basis by the section supervisor or lean
representative who shall approve an
initiative, or provide feedback to the
initiator.
Problem and Countermeasures
Area:
Manager:
N
o
Date
Description
Immediate
Action
Long term
Solution
A
p
p
r
o
v
e
d
Owner
Due Date
S
af
et
y
Pr
io
ri
ty
St
at
u
s
1
11/01/13
Trip hazard
Moved
cables
5s area
Y
Hasselhoff
12/12/1
3
N
2
C
o
m
p
(c) Ewan Pettigrew
提案
10
5

106. 

Poka Yoke is a Japanese term which
translates as mistake proofing. It is
sometimes mistakenly assumed to
translate as idiot proofing.
The innovators behind Poka Yoke
realised that the error was in the
process and not in the operator. Every
year, many highly regarded skilled
people make mistakes in their jobs.
Often this is through complacency
from zoning out, or after taking one
mistaken shortcut after 40 years.
(c) Ewan Pettigrew
ポカヨケ
10
6

107. 









Through Poka Yoke opportunities for
error are eliminated from the process.
A Poka Yoke template can be used to
record opportunities for error
proofing and actions taken.
Process:
Owner:
Problem
Problem
rate
Step in
process
Error
resultin
g
Root
Cause
Poka
Yoee
Solution
Control
Measure
ment
Respons
ible
3 types of mistake proofing devices
Stop device
Control Devices
Error control
Flow control
Warning Devices
Warning signal
Defect signal
(c) Ewan Pettigrew
ポカヨケ
10
7

108. 

Examples in our lives;
Unleaded and Diesel nozzles
 Electrical plugs
 3.5” disk orientation
 Safety handle on lawnmower
 Hole near top of some sinks
 Go-no go gauge in car parks
 ATM take your card before
money
 Spell checker on computer
 Laser in elevator
 Car beeps when keys left in
 Car beeps when keys out but
headlights on
 Baby proof lids
(c) Ewan Pettigrew
ポカヨケ
10
8

109. 



Visual management is making the
operations of the workplace visually
simple so that anyone in the
environment can determine what is
happening without having to read
documentation or asking questions.
Visual management can be the
colouring of screwdrivers for different
screws, the displaying of warning or
caution lights in the workplace, or
more in depth “visual management
boards”.
The aim of visual management is to
convey the message, or what is
happening to everyone within the
environment.
Measures are not to be aggregated.
(c) Ewan Pettigrew
めで見る 管理
10
9

110. 


A simple visual management system
is the „andon‟ light. On a printer, the
andon light may glow if there is a
paper jam, or flash when the printer
runs out of paper. What is important
is that different signals describe
different situations.
Visual management boards detail
process or business metrics such as
number of defects, downtime,
injuries, or current tasks to be
completed.
XYZ Administrative Tasks
Daily tasks
Weekly tasks
Visual management boards should be
simple and uncluttered. It is more
important to get a little good
information than a lot of non useful
information on the visual
management board.
Kamishibai Board
(c) Ewan Pettigrew
(c) Ewan Pettigrew
めで見る 管理
11
011
0

111. 


Visual management boards should be
updated by persons undertaking the
work and not just management.
Everyone should be empowered by
lean and take responsibility. For
managers to update the boards would
not be lean, as there is an extra step
in the process to share information.
The more steps, the more
opportunities for corruption in the
data.
By making information available in a
public area, supervisors or other team
members can see the facts on the wall
and do not have to rely on hearsay
whilst making decisions.
Japanese companies have rooms
called the Obeya where graphs and
statistics are displayed.
(c) Ewan Pettigrew
めで見る 管理
11
1

112. 
Real Life Examples

Traffic Lights

Vacancy sign on motel

Andon lights in car park

Beeping buzzer you get given in cafe


Pressing in the decaf or skim plastic
on disposable coffee lid.
Different coloured milk bottles.
(c) Ewan Pettigrew
めで見る 管理
11
2

113. 
Standard work involves documenting
the best practices for work, so that
work is performed the same way each
time. No one likes to buy an item
after inspecting a friend‟s to find that
it is considerably different. If work
was standardised, all items from a
manufacturer‟s line would be of
identical quality.
Organisation Name
Procedure Name
Work Cell Name
Machine Name
PHOTO
Step
Description
Tools
Procedure
Operators
Approved by
1

Standard work should involve the
process simplified using as few steps
as possible. Once the process is
documented, the process should be
followed each time the process is
performed. Through standard work,
safety is increased and downtime is
minimised.
2
3
4
5
6
7
8
9
10
11
Date
(c) Ewan Pettigrew
作業標準
11
3

114. 
Standardised work is documenting the
best practices for work, so that work
is performed the same way each time.
No one likes to buy an item after
inspecting a friend‟s to find that it is
considerably different. If work was
standardised, all items from a
manufacturer‟s line would be of
identical quality.
Organisation Name
Procedure Name
Work Cell Name
Machine Name
PHOTO
Step
Description
Tools
Procedure
Operators
Approved by
1

Standard work should involve the
process simplified using as few steps
as possible. Once the process is
documented, the process should be
followed each time the process is
performed. Through standard work,
safety is increased and downtime is
minimised.
2
3
4
5
6
7
8
9
10
11
Date
(c) Ewan Pettigrew
作業標準
11
4

115. 









Organisation Name
Three elements of Standard Work
Takt time
Work sequence
Standard WIP
5 Steps to Standard work
1. Identify improvement
2. Observe current process
3. Find the problems (waste)
4. Resolve problems and initiate
countermeasures
5. Create new standard work
sheet.
Procedure Name
Work Cell Name
Machine Name
PHOTO
Step
Description
Tools
Procedure
Operators
Approved by
1
2
3
4
5
6
7
8
9
10
11
Date
(c) Ewan Pettigrew
作業標準
11
5

116. 


Organisation Name
Real Life Examples
Procedure Name
Work Cell Name
Putting grocery list in order of store
isles.
Machine Name
PHOTO
Instructions for flat pack / MDF book
shelf.
Step
Description
Tools
Procedure
Operators
Approved by
1
2
3
4
5
6
7
8
9
10
11
Date
(c) Ewan Pettigrew
作業標準
11
6

117. 
The SIPOC is used to scope the work
area where a continuous improvement
activity is to be undertaken. SIPOC
stands for suppliers, inputs,
processes, outputs, and customers.
SIPOC for Sandwich


The steps in a SIPOC activity are to
identify processes, identify outputs,
identify customers, identify inputs,
and identify suppliers.
After identifying the customers, we
can follow on to identify the
customers‟ requirements if we are
using a SIPOCR.
Inputs
Processes
Outputs
Customers
Baker
Bread
Make
sandwich
Fresh
Persons
dropping in
from street
Butcher

Suppliers
Meat
Vegetable
Grower
Vegetables
Condiment
supplier
Tomato
Sauce
Farmer
Cheese
Person
phoning
ahead for
pickup
The SIPOC is also known as COPIS as
some facilitators prefer to work
backwards from customer.
(c) Ewan Pettigrew
11
7

118. 



Value stream maps are a type of
process map which detail data on
process performance. Value stream
mapping consists of creating three
maps being; the current state, ideal
state, and future state. The current
state can be based on the current
process map.
Value stream maps detail the full
value stream and may cross
organisational boundaries depending
on the level of detail required.
Value stream is all activities which
add value (and waste) to a product or
service
Simplified value stream map – car
servicing
Service
car
Enter in
log
book
Wash
car
50
S
10
s
30
s
Surf
internet
12
s
Check
log
book
34
s
Value streams show the movement of
information in one direction, and the
movement of material generally in the
opposite direction.
バリューストリームマッピング
11
(c) Ewan Pettigrew
8

119. 
Steps in the process are timed, and
marked as „Value Add, Business Value
Add, and Non Value Add‟. The desired
end state is to remove the non value
add steps within the process.


Business value add (BVA) differs from
value add and non value add, as BVA
often cannot be removed from the
process, may be seen as inefficient by
the customer,. However BVA may be
required for regulatory requirements
or even to keep the business running.
Simplified value stream map – car
servicing
Service
car
Enter in
log
book
Wash
car
50
S
10
s
30
s
Surf
internet
12
s
Check
log
book
34
s
バリューストリームマッピング
11
(c) Ewan Pettigrew
9

120. 
Even if a step is determined to be
value add, that does not mean that it
can not be modified to reduce time.
Title of VSM


Unlike traditional process maps, value
stream maps are most commonly
mapped backwards so as to be
starting from the customer‟s
perspective.

We start with a current state VSM

Then we produce a future state VSM

Production
Control
Sup
plier
Custo
mer
Ste
p1
Ste
p2
I
V
A
NV
A
5
min
Ste
p4
I
I
7
min
20
min
Ste
p3
6
min
7
10
min
min
Total Lead Time =
277 Minutes
Value added time =
45 Minutes
Ste
p5
I
15
min
12
min
15
min
Must incorporate VOC requirements
Must incorporate VOB requirements
May use spaghetti diagram for layout
バリューストリームマッピング
12
(c) Ewan Pettigrew
0

121. 
The factory where the materials or
services are produced.

A step in the process or value stream.

Inventory.

The truck symbol to represent
movement of materials.

Push, where materials or services
move along a push system.

I
A human. Usually underneath a step
to show that a human is required to
control the relevant step.
バリューストリームマッピング
12
(c) Ewan Pettigrew
1

122. 
(manufacturing) supermarket.
C/T=

Data box symbol
C/O=
Batch=
Avail=

Physical pull symbol

Pull
バリューストリームマッピング
12
(c) Ewan Pettigrew
2

123. 
Manual information flow

Electronic information flow

Kaizen burst

Safety stock
バリューストリームマッピング
12
(c) Ewan Pettigrew
3

124. 
Steps to map current state









1. Gather voice of the customer
2. Walk through the process and
sketch the process
3. Enter the data boxes and
inventory levels
4. Document flow of goods to the
customer.
5. Gather information for the
suppliers.
6. Enter the information flows.
7. Sketch how material moves
between the processes.
8. Draw timelines for production
lead time and processing.
バリューストリームマッピング
12
(c) Ewan Pettigrew
4

125. 
As discussed in the previous topic,
lean should be accessible to all. If an
overview of a project is to be posted
in the lunch room, foyer, or corridor
the ideas should be accessible to all.
The language should be clear and
simple, and ideas should be short and
precise. Anyone should be able to
understand the project from a one to
two minute glance.
Problem Name:
Section:
Facilitator::
Sponsor:
Team Members:
Goals / Deliverables:
Problem statement:
Risks:
Scope:

Background
Schedule:
Resources:
Approvals:
The A3 Charter should follow from an
approved business case.
(c) Ewan Pettigrew
A参
12
5

126. 
If the organisation wishes to report
more traditionally, large reports may
still support the project behind the
scenes for sponsors and stakeholders.
However, the intent, or A3 charter
should be accessible to all.
Problem Name:
Section:
Facilitator::
Sponsor:
Team Members:
Background
Goals / Deliverables:
Problem statement:
Risks:
Scope:
Schedule:
Resources:
Approvals:
(c) Ewan Pettigrew
A参
12
6

127. 
There are many freeware templates
available for A3 Charters and 8
Blocks. However, the main points to
detail are;
Problem Name:
Section:
Facilitator::
Sponsor:
Team Members:




Background
Goals / Deliverables:
Problem statement:

Risks:
Scope:
Schedule:
Resources:
Approvals:
Background
Problem Statement
Scope
Resources

Goals
Risks

Schedule /plan

Approvals


Some may add a root cause
analysis to the charter.
(c) Ewan Pettigrew
A参
12
7

128. 

Storyboards are to be presented so
that stakeholders or the Sponsor can
see a simplified summary at the end
of the project.
There are multiple templates to be
purchased or in some cases
downloaded royalty free on the
internet.
Title
Logo
Act
Plan
Graph
Do


In larger projects the storyboard may
span multiple A3 sheets including
numerous graphs. In many cases, the
storyboard is talked over throughout
a presentation by the project
facilitator.
Graph
Discussion
Check
Value Stream Map
Graph
The story board should progress
through the PDCA stages.
(c) Ewan Pettigrew
A参
12
8

129. 
The PDCA cycle, also known as the
Deming or Shewart cycle, is the 4 step
process for progression of quality and
continuous improvement activity. The
cycle is detailed in ISO 9001.


The four steps are
Act
Plan
Check
Do


Plan – Plan the activity which involves
the objectives, risk scope

Do – Is where we implement our plan
ensuring progression of our project.


Check – Check whether the small
scale improvement was successful.


Act – If this experiment or project was
successful, act out on a greater scale.
(c) Ewan Pettigrew
計画 実行 評価 改善
12
9

130. 
Unlike DMAIC (Define, Measure,
Analyse, Improve, Control), PDCA is
continuous. Nevertheless, DMAIC is
another suitable and well used
process for improvement.
Act
Plan
Check
Do
(c) Ewan Pettigrew
計画 実行 評価 改善
13
0

131. 






PLAN
Plan is the first step of the PDCA
Cycle. During the planning step or
phase opportunities for improvement
are investigated, teams are formed,
baselines are measured, root causes
are investigated, and sponsor
approval is sought. The plan for the
improvement is developed.
Act
Plan
Check
Do
Inputs may include;
Data collection – quantitative
preferred for the baseline so that
determination can be made during the
check phase as to whether an
improvement has been made.
Outputs may include;
The A3 charter, a detailed charter for
Sponsor approval if required,
(c) Ewan Pettigrew
計画 実行 評価 改善
13
1

132. 

DO
Do is the second step of the PDCA cycle.
During the do step, the plan is trialed in
a small scale where the conditions are
controlled. During this stage,
performance should be measured,
particularly baseline performance. The
do stage is where the actual
improvement is enacted.



Act
Plan
Check
Do
Inputs may include;
The action plan and Gantt chart,


Outputs may include;


Standard work, 5sed environment, waste
reduced, SIPOC, Fishbone Diagram /
Root Cause Analysis, value stream
maps, pareto charts.
(c) Ewan Pettigrew
計画 実行 評価 改善
13
2

133. 

CHECK
Check or study, is the stage where
results are studied. We should not
only study the change in the process,
but also the change in people and
culture.
Act
Plan
Check
Do







Inputs may include;
Run Charts
Pareto Charts
Value Stream Maps
Outputs may include;
Amended Action Plan
(c) Ewan Pettigrew
計画 実行 評価 改善
13
3

134. 

ACT
Is where the successes of the project
are implemented on a wider scale
across the organization. This is where
substantial difference between the
planned outcomes and actual
outcomes are corrected. To avoid
confusion with the Do stage, some
facilitators refer to the act stage as
the adjust stage.
Act
Plan
Check
Do





Inputs may include;
Action Plan
Outputs may include;
Project Completion Report
(c) Ewan Pettigrew
計画 実行 評価 改善
13
4

135. 

Kaizen is Japanese for improvement.
There a two types of Kaizen which
cause confusion amongst newcomers
to lean. Kaizen is a sustained
continuous improvement activity,
whereas a kaizen blitz is a smaller
duration workshop. Generally there
are a number of kaizen bursts within
a continuous improvement activity or
project.
The concept behind Kaizen is to
remove unnecessary hard work by
working as a team to find ways to
improve the workplace.
改善
Kai
Change
(c) Ewan Pettigrew
Zen
Good
改善
13
5

136. 
Kaizen bursts can be events proposed
to bring stakeholders together for a
purpose or step within a larger
improvement project such as to
produce value stream maps. Kaizen
bursts can also be non project events
where multiple employees across an
organisation get together to
brainstorm ideas for improvement.

Many small changes.

改善
Incremental progress.
Kai
Change
(c) Ewan Pettigrew
Zen
Good
改善
13
6

137. 
Kaikaku is „breakthrough Kaizen) or
radical improvement.
Work is halted and waste is eliminated
immediately.

Kaikaku spans whole enterprise.

Sometimes known as Kaizen Blitz.

Improvement

There is another method called
Jishuken, which is management driven
improvement activity.
Time
(c) Ewan Pettigrew
改革
13
7

138. 
Self reflection.

Seeing our mistakes.

Seeing the world.

Learning from our mistakes.


Acknowledge when we make a
mistake and strive to improve.
反省
Even when our project is successful
overall, there must be some things we
could do better or differently.
(c) Ewan Pettigrew
反省
13
8

139. Developed in Japan in 1962 by K
Ishikawa based on the guidance from
Deming,


Management
8-12 members participating in quality
improvement activities. Also focus on
improving OHS.
Supervisors

Participant management.

Used for problem solving.

Voluntary.

Operators
Not as prevalent as in the 1970s and
1980s.
(c) Ewan Pettigrew
13
9

140. 
Office TPM
Education and training
Autonomous maintenance
Safety
Initial control
Planned maintenance
Traditionally there would be a number
of maintenance staff in a factory who
would repair and maintain machines
for operators.
TPM
Eight pillars
Quality maintenance

Total Productive Maintenance (TPM)
can trace its history back to the
quality movement in Japan during the
1950s.
Continuous Improvement

5s
As the number of machines in plants
increased and the output rate of
machines increased, the number of
required maintenance staff increased.
(c) Ewan Pettigrew
総合生産保全
14
0

141. 
Office TPM
Education and training
Autonomous maintenance
Safety
Initial control
Planned maintenance
This at the same time empowered
production staff and increased morale
on the shop floor.
TPM
Eight pillars
Quality maintenance

Denso, an electrical parts supplier to;
and partially owned by Toyota
discovered that by training the
operators in simple machine
maintenance tasks, the number of
maintenance staff would not have to
be increased.
Continuous Improvement

5s
Maintenance time was freed up for
maintenance staff, who were able to
concentrate on upgrades and
modifications to machines.
(c) Ewan Pettigrew
総合生産保全
14
1

142. 




Office TPM
Education and training
Autonomous maintenance
Safety
Initial control
Planned maintenance
TPM also acts to increase safety and
install preventative maintenance.
TPM
Eight pillars
Quality maintenance

The ideology was that the person who
noticed the fault would be most likely
to be able to solve or suggest a
correction to the fault. When
information is relayed between
production and maintenance staff,
information is lost.
Continuous Improvement

5s
TPM‟s goals are;
Zero Product Defects
Zero Unplanned Failures
Zero Accidents
Office TPM is therefore following the
principles of TPM in the office.
(c) Ewan Pettigrew
総合生産保全
14
2

143. 

Term originally created by US Navy to
describe the quality movement in
Japan (including TPS) which resulted
from the work of Deming, Juran, and
Crosby.
TQM uses statistics and fact for
decision making. Is the essence of ISO
9000 series. Focussed on the system
(quality management system).
Requires operating procedures in
process to reduce variation.
Act
Plan
Check
Do
(c) Ewan Pettigrew
品質管理
14
3

144. 
Deming‟s Seven Deadly Diseases
◦
◦
◦
◦
◦
Lack of consistency when planning
Emphasis on short term profits
Annual performance appraisals
Mobility of management (short term
tenures)
Management using only visible figures with
no consideration for the unknown figures.




Excessive medical costs
Excessive liability costs
Act
Plan
Check
Do
Customer Focussed (there is a
misconception that TQM is not
customer focused.
PDCA Continuous Improvement.
(c) Ewan Pettigrew
品質管理
14
4

145. 
The cost of doing things wrong.
External


Has been up to 40% of some well
known business‟ costs.
Not all poor quality can be easily
seen
◦
Easily seen – Scrap, Rework, Warranty
◦
Appraisal
Poor
Quality
Internal
Harder to See – customer dissatisfaction,
reduced capacity, inventory
Prevention

COPQ 4 elements
◦
◦
◦
◦
external failure costs,
internal failure costs
prevention costs
appraisal costs.
(c) Ewan Pettigrew
14
5

146. Drilling station one: Worker - Machine Chart

Performed by improvement
consultant or methods engineer.
Reducing unnecessary motion of
workers, equipment, and materials.
Study activities and movement.
Worker

Use SREDIM process to investigate
methods. Select, Record, Examine,
Develop, Install, Maintain.
Worker-Machine Charts – to study
and improve a cell. Shows
relationship between person and
machines cycles to balance the
work cycle. Previously known as
man-machine charts.
1
Load metal
Action
Place in
Machine
2
5
Drill metal
Turn over
metal and
reload
Drill Metal
Switch off
machine
Wait
Turn over
and
reload
Wait
Press
button
6

No
Step
Remove
metal
Machine
Remove
from
machine
3
4
Ti
me
Action
5
Idle
10
Drilling
10
5
Idle
Drilling
Shutdown
process
5
5
1
0
1
0
5
5
2
0
20
Idle
15
30
35
45
77.78%
20
45
44.44%
Measured by:
Hasselhoff
Date:
20/01/2012
Authorised
by:
Date:
Worker
Idle Time
Working
Time
Cycle Time
Utilization
Time
Machine
(c) Ewan Pettigrew
14
6

147. 
The Production Preparation Process
(3P) eliminates waste through
process design.





Developed by Chihiro Nakao.
Production
Simulates a new product during
development.
The simulation is run concurrent
with other operations.
Preparation
Process
Mock-ups can be made of
Styrofoam, wood etc.
◦
An example could be work cells for new line
made out of cardboard boxes.
(c) Ewan Pettigrew
生産準備プロセス法
14
7

148. 
The Production Preparation Process
(3P) eliminates waste through
process design.





Developed by Chihiro Nakao.
Production
Simulates a new product during
development.
The simulation is run concurrent
with other operations.
Preparation
Process
Mock-ups can be made of
Styrofoam, wood etc.
◦
An example could be work cells for new line
made out of cardboard boxes.
(c) Ewan Pettigrew
生産準備プロセス法
14
8

149. 


The theory of constraints is a
methodology developed by Dr.
Eliyahu Goldratt and published in his
1984 book titled „The Goal‟.
Exploit Constraint
The Theory is broken into 5 steps.
1. Identify the Constraint – Find the
constraint, it may be the weakest part
of the system or a bottleneck. Internal
constraints within an organisation can
be seen as; equipment, people, or
policy.


Identify Constraint
2. Exploit the Constraint – Where we
must try to get as much capacity out
of the constraint as possible such as
by decreasing downtime.
Subordinate Constraint
Elevate Constraint
Return to Step One
(c) Ewan Pettigrew
14
9

150. 


Identify Constraint
3. Subordinate the Constraint – All
non constraint parts of the process
should be adjusted so that the
constraint runs at maximum
effectiveness. The system should then
be evaluated to see if the constraint
has moved to another part of the
process.
Subordinate Constraint
4. Elevate the Constraint – Whatever
action is required must be undertaken
to remove the constraint.
Elevate Constraint
5. Return to Step One
Exploit Constraint
Return to Step One
(c) Ewan Pettigrew
15
0

151. 



Developed at Mitsubishi Heavy
Industries in 1972.
Matrix is also known as house of
quality.
Driven by customer requirements.
Relates the customer requirements
(whats) to the technical parameters
(hows).
Customer Requirements (whats)
Hows
Whats and hows relationships
Interrelationships
Competitive Assessments
Prioritise whats
Prioritise hows
(c) Ewan Pettigrew
品質機能展開
15
1

152. 

KPIs and rewards must encourage
lean actions.
Specific
◦

Measurable
◦

Can the target of this KPI be achieved
Relevant
◦

Can we tangibly measure the metric
Achievable
◦

What, When, Who, Where
Does this KPI relate to our goals.
Timely
◦
Can this KPI be measured over a certain
time period, i.e.. Monthly, weekly, daily?
(c) Ewan Pettigrew
主要業績評価指標
15
2

153. OEE
Shows the percentage of a machine
compared to ideal state.
Availability
At the highest level, it is the productive
time divided by planned productive
time.
Therefore;
OEE = Availability*
Performance * Quality
Performance
Quality
Where;
Availability = Operating time / planned
time
Performance = total output / operating
time / ideal run rate
Quality = accepted product / total
product
(c) Ewan Pettigrew
主要業績評価指標
15
3

154. OEE
Shows the percentage of a machine
compared to ideal state.
Availability
At the highest level, it is the productive
time divided by planned productive
time.
Therefore;
OEE = Availability*
Performance * Quality
Performance
Quality
Where;
Availability = Operating time / planned
time
Performance = total output / operating
time / ideal run rate
Quality = accepted product / total
product
(c) Ewan Pettigrew
主要業績評価指標
15
4

155. 
The action plan should be used
during the PDCA cycle.
Action Plan
ID

Task
Project Name Team
Metric
Responsible
Party
Target
Date
J
F
M
A
M
J
J
A
S
O
N D
Review
Reviewer
The action plan contains dates
required for certain actions to ensure
completion of the project.

The action plan will initially be carried
out during the Do phase.

Steps will detail the package of work
for the project.
Prepared by:


When the project progresses to the
Act stage, the action items can
reiterated on a larger scale.
Revision no:
Date:
Prioritise where possible (some steps
may be required first).
(c) Ewan Pettigrew
行動計画
15
5

156. 
Many organisations state that the
organisation is lean or conducts
continuous improvement. Less truly
are.
Continuous improvement
representatives
Gemba Walks

Toolbox meetings

Bottom up suggestions.

Initiative of the Month

Control plan
Lean
Standard
work
Jidoka

5s

Strategy
Our CI must be faster than
competitor‟s CI to be of value.
JIT

Heijunka
Kaizen
(c) Ewan Pettigrew
保つ
15
6

157. 
Program Management Plan
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦
Objectives
Methodology used
Marketing
Strategic Alignment
Organisational Structure (the leader etc)
Roles
Strategic partners / consultants
Profile of champions and facilitators
Timeline
Tools and templates
Processes for business
Training
Communications strategy
PR Strategy
Reward and recognition
Budget
(c) Ewan Pettigrew
保つ
15
7