lean symposium 2008 irish centre for business excellence beau keyte managing value stream...
TRANSCRIPT
Lean Symposium 2008Irish Centre for Business Excellence
Beau Keyte
Managing Value Stream Improvement Projects
Let’s Put This in Context
• What does your company want from lean?• What do you personally want from lean?• What do you really think will happen?• What do YOU have to do to get “it”?
It Isn’t About Waste Elimination(and never has been)
• How many Wall Street analysts stand up and cheer when a company announces how much waste was eliminated?
• Toyota (and others!) focus on performance all the time!
• Lean thinking adds capacity in many forms. What can this capacity do?
It’s About Performance
• Performance to Purpose– Additional capacity ensures the ability to
perform to customer expectations
• Performance to Plan– Once Purpose is secured, additional
capacity ensures the ability to perform to Plan….ANY plan
Hotel-Dieu Grace
• Find it at “case studies” at www.lean.org• Start with “grasping the situation” in the
Emergency Department– High volumes of ED visits– Long waits– Unsafe conditions– Unable to transfer to hospital– High staff turnover
What Isn’t Told
• Realized purpose: serve the needs of the community
• Problem: not enough capacity to meet needs• Solution: improve throughput times (LOS) to
support more patients with existing capacity• Re-aligned focus to drive throughput: the
discharge process
Results
• Performance improved: purpose is being met• Performance to Plan is engaged: efforts have
spread to many other areas to improve efficiencies
• And……………..waste was reduced• What is discussed with the community?
– Performance to purpose?– Elimination of waste?
Visual Management
First response, corrective action, containment
Tracking Centers
Periodic reflection, tracking process metrics, system-level problem solving
A3 Reports
Strategic deployment, breaking barriers, supporting drivers
Directors – Enterprise Level
Drivers – System Level
Doers – Front Lines
Responsibility (and managing)Agree on what level is responsible for what problems
Visual Management
First response, corrective action, containment
Tracking Centers
Periodic reflection, tracking process metrics, system-level problem solving
A3 Reports
Strategic deployment, breaking barriers, supporting drivers
Directors – Enterprise Level
Drivers – System Level
Responsibility (and managing)
Where do we capture process information? How do we visualize an abnormal condition?How do we improve the quality of the material/information?How do we create better standards of work?
Doers – Front Lines
Visual Management
First response, corrective action, containment
Tracking Centers
Periodic reflection, tracking process metrics, system-level problem solving
A3 Reports
Strategic deployment, breaking barriers, supporting drivers
Directors – Enterprise Level
Doers – Front Lines
Responsibility (and managing)
How do we level demand?Where and when should we trigger work?What are the system trends and “problems”?
Drivers – System Level
Visual Management
First response, corrective action, containment
Tracking Centers
Periodic reflection, tracking process metrics, system-level problem solving
A3 Reports
Strategic deployment, breaking barriers, supporting driversDrivers – System Level
Doers – Front Lines
Responsibility (and managing)
Are we meeting our customer needs? What’s happening in the market that influences our efforts?Should we be going in a new direction?How do we deploy our new extra capacity?
Directors – Enterprise Level
Visual Management
First response, corrective action, containment
Tracking Centers
Periodic reflection, tracking process metrics, system-level problem solving
A3 Reports
Strategic deployment, breaking barriers, supporting drivers
Directors – Enterprise Level
Drivers – System Level
Doers – Front Lines
Responsibility (and managing)
Back to Managing!!
• At Hotel-Dieu Grace, who would be responsible for what type of “performance?”– Wait time in the ED– Standard work for rooming patients– Finding ways to deal with maximum
capacity– Understanding community needs– Understanding staff needs
Problem Solving by LevelA PC D
StrategiesBusiness ObjectivesFinancial Performance
GoalsOps/Project PlantsBudgets
Action PlansProduction SchedulesTargets
Assignments Rates/Due DatesStandards
Executive
Manager
SupervisorTeam LeaderStaff
Team
“Good thinking” “Good Products/Services”
A PC D
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A PC D
A PC D
A PC D
A PC D
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In Your Handout: Invisible Work
• Invisible work leads to lack of job satisfaction.
• Workers go home to “accomplish something”
• Why not have them solve problems, display visible solutions at work?
PROBLEM CAUSE COUNTER RESPON TARGET REVIEWMEASURE DATE DATE
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F M A M A S O N D
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F M A M A S O N D
Value Stream Improvement Tracking CenterCurrent State
Value Stream MapFuture State
Value Stream Map
Master Schedule Actions Plans
Value Stream Output Measures
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In-Process Improvements
DELIVERABLE RESPONSIBLE DUE REVIEW CHAMPIONDATE DATE
Review Responsibilities
Countermeasure Sheets
Week ending:
Item Task Metric Champion
Target Date
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Started Task Proposed Completion Review DateActual Start Actual Completion
Week ending:
Item Task Metric ChampionTarget Date
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Started Task Proposed Completion Review DateActual Start Actual Completion
Week ending:
Item Task Metric ChampionTarget Date
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Started Task Proposed Completion Review DateActual Start Actual Completion
Week ending:
Item Task Metric ChampionTarget Date
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Started Task Proposed Completion Review DateActual Start Actual Completion
PROBLEM CAUSE COUNTER RESPON TARGET REVIEWMEASURE DATE DATE
PROBLEM CAUSE COUNTER RESPON TARGET REVIEWMEASURE DATE DATE
Standard Work: VP Of Ops.
• Walk the Gemba at site being visited– Safety, quality, delivery issues– Signs of problem solving, continuous
improvement– Repeat same route and questions each visit
• Review progress and assign actions– What has been accomplished since last visit?– What is the plan to improve? – Are there new problems to address?– What will happen by the next visit?
Which of These Are Review Problems?
• Cross functional team can't find time to work through Kaizen so VSM is going to complete it.
• Work is progressing well and the improvements seem to be working.
• Kaizen uncovered need for IT support, but they are too busy to deal with it.
• Accounting wasn’t involved in the VSM workshop and doesn’t see the need to change.
Who owns the countermeasure?
Let’s End With This Context
• What does your company want from lean?• What do you personally want from lean?• What do you really think will happen?• What do YOU have to do to get “it”?