More Related Content Similar to Building a Lean Enterprise: Navigating the Common Obstacles to Success (20) More from TKMG, Inc. (20) Building a Lean Enterprise: Navigating the Common Obstacles to Success1. Building a Lean Enterprise:
Navigating the Common Obstacles
to Success
May 13, 2010
Company
LOGO
2. Your Instructor
Provides Lean transformation
support to non-manufacturing
settings.
Co-author, The Kaizen Event
Planner: Achieving Rapid
Improvement in Office, Service, and
Technical Settings
Co-Developer, Metrics-Based
Process Mapping: An Excel Solution
Lean Enterprise Program Instructor
University of California, San Diego
Karen Martin, Principle,
Karen Martin & Associates
2
3. You will learn…
How to establish a five-year improvement plan.
Essential organization-wide learning needs.
How to accelerate results via organization-wide 5S/ Visual
Management, Standard Work, & Error-Proofing activities.
The benefits of establishing a Lean Steering Committee.
How to develop a kaizen culture that generates “single
hits,” while also achieving home runs and grand slams.
How to establish an infrastructure that builds
organizational competencies, while generating measurable
results.
The importance of building a foundation for success even
if you’ve been on the Lean journey for years.
© 2010 Karen Martin & Associates
3
4. Do not underestimate the degree of
learning, patience and resources
needed to experience success!
© 2010 Karen Martin & Associates
4
8. The Journey Begins
Create and communicate
a sense of urgency /
burning platform
“Why should we care?”
The delicate balance
between motivating and
inducing fear
Data sells!
© 2010 Karen Martin & Associates
8
9. Establish a Sense of Urgency
Shrinking margins
Customer dissatisfaction
Shrinking market share
Rising costs
Increased domestic and/or
global competition
Desire to absorb growth
without adding commensurate
staffing
Impending acquisition
Safety and quality slips
Reduced innovation
© 2010 Karen Martin & Associates
Staff burnout
Rising turnover
Regulatory pressure /
compliance issues
Rising litigation
Social, economic,
environmental, or political
pressures
Downward performance
trends (in speed and/or
quality)
The unknown
9
11. Develop a Strategic
Improvement Plan
In many organizations, there is fairly
significant disconnect between what they
aim to achieve with Lean and the way
they go about achieving it.
© 2010 Karen Martin & Associates
11
12. Five-Year Plan
1. Where are we now (in terms of performance)?
2. Where do we want to be?
3. What’s it going to take to get there?
Expertise / guidance
Learning / workforce development
Time
Resources
Strong communication
Leadership
© 2010 Karen Martin & Associates
12
13. Establishing a Strategic
Improvement Plan
Tied to business goals / strategic plan
How much? How fast? Priorities?
Evolution vs. revolution
Establish clear goals and objectives.
What do you hope to achieve with Lean?
Within what time period?
What does that future state look like?
How does it feel?
What is it like to operate in that future state?
How will we measure our success?
© 2010 Karen Martin & Associates
13
15. Lean as a process design technique
Hoist Rig Up Spaghetti Diagram
Before Kaizen Blitz Improvements
Estimated distance walked during Rig Up = 3095 ft
Diagram follows the Floor Hand and does not include moving the A-Frame
Rig Up Time = 90 minutes
Florida Hospital DeLand
Discharge Process - 2A Pilot
VAlue Stream Champion: Nancy Clark
Future State Value Stream Map
1/26/2010
Customer Demand (2A Only):
8 discharges/day; 55/week; 2,860/year
(Takt Time = 26.2 minutes)
Patient
Relieve nursing from
transporting
nurse-collected
specimens to lab
Perform /
Improve Med Rec
at admission
Process Blocks
Additional
Cerner
Training
Canopy
Green border = Value-Adding
Yellow border = Necessary Non-Value-Adding
Red border = Unecessary Non-Value Adding
Cerner
Kaizen Improvement Bursts
Implement
Discharge
Huddles
Clear
Patient
Relieve Nursing
of Patient
Transportation
Case
Management
%C&A = 99%
Create
Standard W ork
for Entire
Process
Clear
Patient;
Create
Transfer
Packet (if
needed)
Implement
Visual
Tracking
Enter Order
Streamline
Attending/Consult
Communication
Primary
Nurse
Primary
Nurse
PT: 1 mins.
%C&A = 99%
Note: Ongoing
1 mins.
Hold
Discharge
Huddle
Enter DC
Info
(Depart I)
Case Mgr &
Charge
Nurse
Primary
Nurse
PT: 15 mins.
%C&A = 90%
15 mins.
PT: 10 mins.
%C&A = 90%
10 mins.
Before:
3,095 feet walked
Transport
Patient
Error-Proof
Disposition
Codes
HUC
PT: 1 mins.
%C&A = 99%
Write
Order;
Complete
Paper Med
Rec
Phy sician
PT: 30 mins.
%C&A = 80%
30 mins.
© 2010 Karen Martin & Associates
Perform
Med Rec;
Print DC
Packet
Primary
Nurse
PT: 20 mins.
LT: 40 mins.
%C&A = 50%
40 mins.
20 mins.
Messengers
0900-0430
Nursing
0430-0800
PT: 5 mins.
%C&A = 99%
Error-Proof
Med Rec
%C&A = 99%
Add Pt. to
Discharge
Board;
Update as
Needed
AFrame
Purple = RIE-1
Blue = RIE-2
Orange = Project (Owen)
Green = Leadership (Opal & Daryl)
Prepare
Patient
Primary
Nurse
PT: 15 mins.
LT: 30 mins.
%C&A = 80%
Remove
Equip &
Items w/
Meds/Body
Fluids;
Call EVS;
Discharge
Patient
Discharge
Patient
Primary
Nurse
PT: 1 mins.
LT: 1 hrs.
%C&A = 99%
P/U
HUC
2.0 hrs.
5 mins.
Water
EVS
PT: 5 mins.
LT: 2 hrs.
%C&A = 90%
30 mins.
15 mins.
Clean
Room;
Change
Bed Status
to Available
60 mins.
1 mins.
PT: 30 mins.
LT: 60 mins.
%C&A = 95%
60 mins.
30 mins.
Lead Time (LT) = 6.1 hrs.
Process Time (PT) = 127 mins.
% Activity = 34.7%
Rolled First Pass Yield = 21.7%
Power Pole
15
16. Lean as a business management
approach
© 2010 Karen Martin & Associates
16
17. Building a C.I. Culture
Years 5 & Beyond
Company-wide engagement –
everywhere, all the time
Support needed only for
audits, bandwidth gaps,
continued learning
“Life is Good” Stage
• Daily kaizen is the norm
• “Action now” dominates
• Most processes are
stabilized with minimal waste
and output variation
“Settling In” Stage
Years 3 & 4
More staff engagement –
reduced need for formal
Kaizen Events
Years 1 & 2
Small percentage of staff
engaged – project-based
Light support from
seasoned improvement
professionals
Heavy support from
seasoned improvement
professionals
• Demonstrating learned
competencies
• Process owners manage
performance
• Becoming more proactive
“Disruption” Stage
• Sensei-dominated
• Much mentoring & learning
• Heavy use of Kaizen Events
• Many issues to be resolved
17
19. Create a Lean Steering Committee?
Role
Gather improvement ideas from across the enterprise.
Evaluate & prioritize improvement opportunities (closely tied to
annual business goals).
Enable alignment across leadership team.
Communicate upcoming improvements and outcomes.
Aid in necessary culture shift.
Assure ongoing process measurement and continuous improvement
is occurring.
Determine ongoing workforce development needs.
Stay informed about competing priorities and shift improvement
focus accordingly.
Allocate resources.
Assess progress and adjust as needed.
© 2010 Karen Martin & Associates
19
© 2010 Karen Martin &
20. Lean Steering Committee
Composition - 10 people max
Cross-functional
Mixed perspectives (sr. leadership, middle
management, improvement resources)
Meeting Frequency – scaled back over time
Monthly for first year or two
Possibly quarterly for years 2-5
Disband in year 5, if organizational DNA is “set”
© 2010 Karen Martin & Associates
20
22. Largest Obstacle to Success:
Lack of Understanding & Skills
Lack of training
Ineffective training
Poor timing - Large gap between classroom content
and real-world application
Inappropriate content – too much, too little, etc.
Establish clear learning objectives – what should participants
be able to do after the training?
Does Sr. Leadership really need to go through green belt training?
Improvement professionals need to be proficient in ALL Lean tools and
leading change
No application – learn-do is vital!
All principles and tools and no “sales” (here’s what Lean can do
for us)
© 2010 Karen Martin & Associates
22
25. Largest Obstacle to Success: Lack of
Understanding & Skill Development
Leadership
Initial ½-day to full-day overview
Reflection and continued learning every six months
Required reading – The Toyota Way and others
Middle management
Eventually at least a 2-day overview about key principles and
process management
Frontlines
Eventually at least a 2-hour overview about key principles
Heavy emphasis re: “what’s in it for me?”
Improvement resources
Significant development
© 2010 Karen Martin & Associates
25
26. Improvement Professionals’
Learning Needs – The Basics
Business
Finance, sales & marketing, operations, etc.
Your industry
Your customers
Your competitors
Regulatory and political environment
Market trends
Your company / organization
SWOT (strengths, weaknesses, opportunities, threats)
Revenue streams
Cost structure
Business goals
Leadership concerns (and other key stakeholders)
© 2010 Karen Martin & Associates
26
27. Improvement Professionals’
Learning Needs (continued)
General
Process management
Project management
Communication
Countering resistance
Lean Philosophy
Value, Value Stream,
Flow, Pull, Seeking
Perfection
PDCA
Workforce engagement
© 2010 Karen Martin & Associates
Analytical and
Execution Tools
Key Lean Metrics
A3 Management
Root Cause Analysis
Value Stream Mapping
Metrics-Based
Process Mapping
Spaghetti diagrams
Kaizen Events
27
30. Professional Development for
Improvement Resources
University-based
University of Michigan; Ohio
State;University of Kentucky; University of
Tennessee; San Diego State University;
University of California, San Diego
In-house certificate programs or singlesubject workshops
Workshops & conferences – LEI, AME,
Shingo, ASQ, IIE, etc.
Read, read, read…
© 2010 Karen Martin & Associates
30
31. Organization-wide Learning
Lean foundation tools
Tools: Work standardization, error-proofing, 5S & visual
management (using the PDCA method)
Audience: middle managers to senior leaders
Initial training: half to full-day session
Assignment: Improve one area or one process; one
month to complete
Reporting & reflection
A3 problem-solving development
20 max; 4-8 problem teams (owners)
Skilled coach
© 2010 Karen Martin & Associates
31
33. Improvement Resources
Internal
Dedicated vs. shared responsibility
Quantity
External
Training & development
Leading improvement activities
Observational learning + results generation
Coaching
© 2010 Karen Martin & Associates
33
34. How many dedicated resources?
Ultimately 3-5%, per GK.
Examples
2,400 employee org has 4
dedicated resources and
15 part-time trained
facilitators.
1,200 employee
organization has 6
dedicated resources.
© 2010 Karen Martin & Associates
34
36. Year One
Experience quick successes
Requires skilled professionals – if not internal, then
bring in external support
Don’t attempt to solve your toughest problems first –
build “improvement muscles”
Gain leadership support
Via education, experience, and results
Familiarize the workforce to Lean principles and
benefits
Begin identifying and/or developing dedicated
improvement staff.
© 2010 Karen Martin & Associates
36
37. Year One – Quick Successes
Select 1-3 value streams, based on business need
Select executive sponsors and/or value stream
champions
Conduct proper value stream mapping activities,
including the development of an actionable
implementation plan
Execute the implementation plan
Heavy use of Kaizen Events to begin shifting culture, develop the
workforce, and gain quick results
© 2010 Karen Martin & Associates
37
41. Process Management
Process Owner
Monitors KPIs (key performance indicators)
2-5 max
Types
Operational (Time & quality)
Financial
Customer / external stakeholders
Employees / internal stakeholders
Reports performance
Leads continuous improvement as necessary
Manager or lower is best
© 2010 Karen Martin & Associates
41
43. Blue = Improvements that do not require help from others.
Yellow = Improvements that require help from others.
44. Shingo-Prize Winning Company’s
Suggestion Program
For ideas that require help from other departments:
1. The employee completes a yellow suggestion card and places it on
the Improvement Opportunity Board under the “new opportunity”
column for their department. Company-wide improvements are placed
in the Company-Wide row.
The department’s designated “improvement lead” reviews the
suggestions and talks with stakeholder departments as needed.
Company-wide suggestions are reviewed by the Lean team.
2.
•
•
If OK’d, the improvement lead moves the card to the “in process” column,
allocates resources, and the PDCA cycle begins. When the improvement is
complete, the card is moved to the “completed” column.
If not OK’d, the improvement lead contacts the employee directly and
communicates why the suggestion won’t be implemented.
45. Recognition board includes photos of the improvement and the suggestor’s name.
Names from successful improvements go entered in a monthly drawing for prizes.
46. Shingo-Prize Winning Company’s
Suggestion Program
For ideas that do not require help from other
departments:
1. The employee completes a blue suggestion card, gets a manager’s
2.
signature, and begins implementing the idea (via mini-PDCA).
When the improvement is complete, the blue card is moved to the
“completed column.”
Recognition
–
–
All the employees names for completed improvements (both yellow an
blue) are entered into a monthly drawing for a gift card (movies,
Starbucks, etc.) or T-shirt.
Pictures of visual improvements with the employee’s name are placed
on the “Wall of Fame.”
47. Obstacles to Success
Problem: Workforce remains
disengaged; improvement resources
are expected to “do for others”
© 2010 Karen Martin & Associates
47
48. Breaking Old Habits
Define facilitator for all
Coach and teacher vs. “do-er”
Communicate improvement resources’
roles and responsibilities
Demonstrate through action
Avoid having improvement professionals
serve as the process owner
Audit function only to assess organizational
learning, progress, and reporting
© 2010 Karen Martin & Associates
48
49. You will learn…
How to establish a five-year improvement plan.
Essential organization-wide learning needs.
How to accelerate results via organization-wide 5S/ Visual
Management, Standard Work, & Error-Proofing activities.
The benefits of establishing a Lean Steering Committee.
How to develop a kaizen culture that generates “single
hits,” while also achieving home runs and grand slams.
How to establish an infrastructure that builds organizational
competencies, while generating measurable results.
The importance of building a foundation for success even if
you’ve been on the Lean journey for years.
© 2010 Karen Martin & Associates
49
50. The Transformation Process:
Key Success Factors
Strong sense of urgency / burning platform
Leadership alignment around strategy
Improvement priorities are closely tied to organizational
strategy and annual business goals.
Careful planning to avoid “implosion” and change fatigue
Value-stream driven improvements.
Heavy use of Kaizen Events in first 1-3 yrs.
Dedicated improvement resources.
Entire workforce receives exposure to Lean.
© 2010 Karen Martin & Associates
50
51. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
© 2010 Karen Martin & Associates
51