taking lean to the enterprise
DESCRIPTION
by Kent Sears of General Motors and John Shook of TWI Network shown at the Lean Service Summit on 23rd June 2004 ran by the Lean Enterprise AcademyTRANSCRIPT
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to theLeanLean
Taking
EnterpriseEnterprise
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Kent SearsVice PresidentGeneral MotorsNorth AmericaManufacturing Processes and GMS Implementation
Kent SearsVice PresidentGeneral MotorsNorth AmericaManufacturing Processes and GMS Implementation
John ShookSenior AdvisorLean Enterprise InstitutePresident TWI Network
John ShookSenior AdvisorLean Enterprise InstitutePresident TWI Network
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Today’s PresentationToday’s Presentation
History of Lean at GM
Taking Lean to the Enterprise
“Learning to See”
Value Stream Mapping
Nature of office work
History of Lean at GM
Taking Lean to the Enterprise
“Learning to See”
Value Stream Mapping
Nature of office work
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The Awakening…The Awakening…
Feeling the competitive threat
Toyota introduces something new
GM and Toyota negotiate
NUMMI joint venture– Toyota Production System
– Manufacturing in the United States
Feeling the competitive threat
Toyota introduces something new
GM and Toyota negotiate
NUMMI joint venture– Toyota Production System
– Manufacturing in the United States
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“All GM plants“All GM plants are a part of the same company are a part of the same company and must operate with and must operate with oneone production system production system with common elements…run common, run lean”with common elements…run common, run lean”
Jack Smithpast
GM Chairman
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Lean HistoryLean History
GM Global Manufacturing System
Develop leadership
Deliver superior business results
Build value and reduce waste
GM Global Manufacturing System
Develop leadership
Deliver superior business results
Build value and reduce waste
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Standardization
Standardization
PeopleInvolvement
PeopleInvolvement
ContinuousImprovementContinuous
Improvement
ShortLead Time
ShortLead Time
Built-in QualityBuilt-in Quality
5 Principles5 Principles
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Global Manufacturing SystemGlobal Manufacturing System
LEAN thinking leadership
Exceptional business results
Sustained performance improvement
Competition was not standing still!
Fierce competitive pressures
LEAN thinking leadership
Exceptional business results
Sustained performance improvement
Competition was not standing still!
Fierce competitive pressures
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The ChallengeThe Challenge
Leverage the learning
Optimize the whole
Leverage the learning
Optimize the whole
Accelerate performance
Competitive challenge
Accelerate performance
Competitive challenge
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Success with Lean in manufacturing was difficult and took a long time.
Was taking GMS, GM’s Lean production system, from the plant to the office even possible?
Success with Lean in manufacturing was difficult and took a long time.
Was taking GMS, GM’s Lean production system, from the plant to the office even possible?
Lean at General Motors:From the plant to the office
Lean at General Motors:From the plant to the office
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NUMMI: The Success Story:Lean Success with a UAW Workforce
Agreement between Toyota and GM:Toyota manages the plant and implements the Toyota Production System
Almost all former GM workers offered jobs: Including the old “troublemakers”
Extensive training program:Over 600 employees sent to Japan for trainingOver 400 trainers sent from Japan to NUMMI
About 30 managers or "coordinators" from Japan
Results: Quality Equal to Takaoka JapanProductivity Close to Takaoka Japan
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NUMMI: The Other StoryWhat did the JV partners really get?
The Business Agreement:Toyota manages the plant and implements the Toyota Production System
The Business Case for GM:Small profitable carTPSIdle capacity – plant and people
The Business Case for Toyota:??
Results: GM ??Toyota ??
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The Toyota Production SystemThe Toyota Production System
Just in TimeJust in Time“The right part“The right partat the right timeat the right timein the right amount”in the right amount”
•Continuous Flow•Pull System•Takt Time
Leveled ProductionLeveled Production
JidokaJidoka
Production LinesProduction LinesThat Stop forThat Stop forAbnormalitiesAbnormalities
•Automatic Machine Stop•Fixed Position Line Stop•Error Proofing•Visual Control•Labor-Machine Efficiency
Standardized Work Robust Products and ProcessesPreventative Maintenance; 4S Supplier Involvement
Best Quality Best Quality -- Lowest Cost Lowest Cost -- Shortest Lead TimeShortest Lead TimeThrough Shortening the Production Flow By Eliminating WasteThrough Shortening the Production Flow By Eliminating Waste
“Built“Built--in Quality”in Quality”
Operational Stability and KaizenOperational Stability and Kaizen
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What could GM, or any company, do??
Toyota is Toyota.
We can learn from them, but we can’t copy them exactly.
How can we operationalize the same principles in our own organizations?
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Lean ThinkingWomack and Jones’ Five-Step Approach has
been followed by many:
1. Find a change agent (how about you?)2. Find a sensei (a teacher)3. Seize or create a crisis4. Map your value streams 5. Pick something and get started
But, many skipped Step Four and jumped from Step Three to Step Five.
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“Learning To See”“Learning To See”
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VALUEVALUE--STREAM MAPPING: STREAM MAPPING:
Welding
Assembly
Stamping
•Draw a map of your current material and information flows•Draw a map of how your material and information should flow•Create and implement a plan to achieve your future state vision
“Learning To See”
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VALUEVALUE--STREAM IMPROVEMENT STREAM IMPROVEMENT and PROCESS IMPROVEMENTand PROCESS IMPROVEMENT
RawMaterial
PROCESS
VALUE STREAM
FinishedProduct
PROCESSPROCESSStamping Welding
AssemblyCell
• Order to Delivery• Concept to Launch• Life Cycle Maintenance and Service
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CurrentCurrent--State Map State Map
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What To Do?What To Do?What To Do?
Reduce Lead Time!Reduce Lead Time!–– Get each process to produce only what Get each process to produce only what
the next process needs when it needs it.the next process needs when it needs it.
–– Orchestrate (control, manage, regulate) Orchestrate (control, manage, regulate) operations to get ever closer to this ideal, operations to get ever closer to this ideal, ever shortening the lead time.ever shortening the lead time.
ORDER CASH“All we’re trying to do is shorten the time line…”
Taiichi Ohno
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INDIVIDUAL EFFICIENCY vs.INDIVIDUAL EFFICIENCY vs.SYSTEM EFFICIENCYSYSTEM EFFICIENCY
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Takt Time = 58
FutureFuture--State Map State Map
<5d
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The Work Planand Implementation
The Work PlanThe Work Planand Implementationand Implementation
Product Family
Current-State
Drawing
Work Plan andImplementation
Future-StateDrawing
A Detailed Plan of How to Get There•Step-by-step -- When, Who, How•Clear checkpoints with
•real deadlines and•named reviewers•reviewable outcomes
A Detailed Plan of How to Get There•Step-by-step -- When, Who, How•Clear checkpoints with
•real deadlines and•named reviewers•reviewable outcomes
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EXTENDED V.S. GOALS Person REVIEWV.S. OBJECTIVES (measurable) YEARLY TIMELINE In
and PLANT and ChargeOBJECTIVES ACTIVITIES 1 2 3 4 5 6 7 8 9 10 11 12
Value-StreamValue-Stream MANAGERDATE
INITIALS
Value-Stream Plan
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PP--DD--CC--A CycleA Cycle
ACTION
CHECK
PLAN
DO
GRASP the SITUATIONGRASP the SITUATION
HYPOTHESIS
TRYREFLECT
ADJUST
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Lean: From the “Gemba” to the OfficeLean: From the “Gemba” to the Office
What’s so different, really, between the “Gemba” (the plant floor or the “real place”) and the office?
The office is also a “Gemba”.
How should we think about the Office Gemba?
Let’s use the Value Stream Mapping tool.
How?
What’s so different, really, between the “Gemba” (the plant floor or the “real place”) and the office?
The office is also a “Gemba”.
How should we think about the Office Gemba?
Let’s use the Value Stream Mapping tool.
How?
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Applying VSM to the Office Gemba-- What we knew
Applying VSM to the Office Gemba-- What we knew
Lean works everywhere we’ve tried it.
Leadership will be key.
Learning must be the focus.
Lean works everywhere we’ve tried it.
Leadership will be key.
Learning must be the focus.
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Applying VSM to the Office Gemba-- What we thought
Applying VSM to the Office Gemba-- What we thought
A workshop will be an effective process.
If we provide good training and clear expectations, excellent GM people will deliver results.
The specific benefits of the VSM tool are natural for the Office Gemba.
A workshop will be an effective process.
If we provide good training and clear expectations, excellent GM people will deliver results.
The specific benefits of the VSM tool are natural for the Office Gemba.
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Applying VSM to the Office Gemba-- Some initial bothersome questionsApplying VSM to the Office Gemba-- Some initial bothersome questionsCan we distinguish work (“material”) flow from information (“control information”) flow?
Can we do system Kaizen as well as process or point Kaizen?
What is “waste” in the Office Gemba?
What about “creative” or “knowledge-based” work?
How to think about the “core value stream”, the real work of the business, versus support processes?
How to think about internal customers vs. external customers?
Can we distinguish work (“material”) flow from information (“control information”) flow?
Can we do system Kaizen as well as process or point Kaizen?
What is “waste” in the Office Gemba?
What about “creative” or “knowledge-based” work?
How to think about the “core value stream”, the real work of the business, versus support processes?
How to think about internal customers vs. external customers?
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Lean FunctionsLean Functions
Takt Time = 58
<5d
What must your function do to help create the Future State?
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“The aim of the Product Development process is the creation of Profitable Value Streams.”
“The aim of the Product Development process is the creation of Profitable Value Streams.”
Product Development as an example function…
Product Development as an Product Development as an example function…example function…
-- Al Ward
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In Overall Value Stream Terms…
THE VALUE STREAMDefine value from the perspective of the customer
What thecustomer wants
when he/shewants it
Support Processes
Support Processes
Support Processes
Support Processes
Support Processes
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Insurance Claim Processing
CompileFolder
withDocs
Receiving:Open &
Array Docs
VerifyClaim
CalculateAmount &Address
Print,Stuff &
MailCheck
Policy Holder’sFamilyFuneral Home
FIFO FIFO FIFO
2 Min 5 Min 10 Min 1 Min 1 Min
P/T =
L/T =
# inputs =
Reliability =
P/T =
L/T =
%C&A =
# ops =
P/T =
L/T =
% rejects =
Reliability =
P/T =
L/T =
% rework =
# ops =
P/T =
L/T =
Reliability =
% errors =
7 Days7 Days7 Days7 Days
FIFO
28 Days
19 Min
email mail
manualfinan
Process Box
Process DataBox
Inbox Queue
Customer/Supplier
TechnologyUsed
Work Priority:FIFO
System Metric
Information System Output
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Getting StartedGetting Started
Communicating the vision
Leadership buy-in
Mapping the flow of value
Let’s go big!
Communicating the vision
Leadership buy-in
Mapping the flow of value
Let’s go big!
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Roll Out Process:Roll Out Process:Shared vision
Leadership engagement
Dedicated resource
Clear objective
Simple metrics
Detailed strategy
Individual accountability
Monitoring and follow up
Shared vision
Leadership engagement
Dedicated resource
Clear objective
Simple metrics
Detailed strategy
Individual accountability
Monitoring and follow up
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Shared VisionShared Vision
Lean principles apply equally well in the office and on the factory floor
Using lean thinking to optimize the enterprise
Lean principles apply equally well in the office and on the factory floor
Using lean thinking to optimize the enterprise
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Leadership EngagementLeadership Engagement
“Top 50” leadership meeting– Dr. James P. Womack
Extensive debate
“All in” consensus
Taking LEAN to the enterprise
“Top 50” leadership meeting– Dr. James P. Womack
Extensive debate
“All in” consensus
Taking LEAN to the enterprise
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Dedicated ResourceDedicated Resource
Candidate selection
Selection process– High potential list
– North American Strategy Board approval
GMS Functional Implementation Leader– 13 executives assigned
Candidate selection
Selection process– High potential list
– North American Strategy Board approval
GMS Functional Implementation Leader– 13 executives assigned
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Dedicated ResourceDedicated Resource
13 Functional Implementation Leaders13 Functional Implementation Leaders– Planning
– Quality
– Purchasing
– Human Resources
– Information Systems
– Legal
– Finance
– Planning
– Quality
– Purchasing
– Human Resources
– Information Systems
– Legal
– Finance
– Design
– Vehicle Engineering
– Powertrain Engineering
– Manufacturing Engineering
– Manufacturing
– Vehicle Sales, Service, and
Marketing
– Design
– Vehicle Engineering
– Powertrain Engineering
– Manufacturing Engineering
– Manufacturing
– Vehicle Sales, Service, and
Marketing
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Dedicated ResourceDedicated Resource
Training– Lean principles
– “Learning to See”Value Stream Mapping
– Facilitation and coaching training
– Workshop mentoring
Training– Lean principles
– “Learning to See”Value Stream Mapping
– Facilitation and coaching training
– Workshop mentoring
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Roles and ResponsibilitiesRoles and Responsibilities
Leadership development– Leadership matrix
Deliver results– Manage the process
– Coach and support
Leadership development– Leadership matrix
Deliver results– Manage the process
– Coach and support
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Clear ObjectiveClear Objective
Confirm our original hypothesis– “Lean Applies Everywhere”
Not just a philosophical exercise
Urgency and context
$1 Billion/year Structural Cost Improvement
Confirm our original hypothesis– “Lean Applies Everywhere”
Not just a philosophical exercise
Urgency and context
$1 Billion/year Structural Cost Improvement
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Simple MetricsSimple Metrics
Leadership matrix
$$$ of structural cost saving confirmed
Leadership matrix
$$$ of structural cost saving confirmed
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Detailed StrategyDetailed Strategy
Needed a NEW approach
Not just:– Belt tightening
– Head count reduction
Lean Principles and Value Stream Mapping
Hidden processes
Optimize the Enterprise value streams
Needed a NEW approach
Not just:– Belt tightening
– Head count reduction
Lean Principles and Value Stream Mapping
Hidden processes
Optimize the Enterprise value streams
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The New Way: Lean Approach The New Way: Lean Approach
Planning R&DFinancialHR
WWPLabor Relations
IS & SLegalCommunications
DesignDesign EngEng MfgMfgEngEng SellSell
ActAct
PlanPlan
DoDo
CheckCheck
Product Plan
Product Plan
CustomerDealer
CustomerDealer
Leadership Board
Leadership Board
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ScopingScoping
Project sponsor
Process owner
Project purpose statement
Metrics
Customer and customer requirements
Process data set
Workshop participants
Leadership panel
Project sponsor
Process owner
Project purpose statement
Metrics
Customer and customer requirements
Process data set
Workshop participants
Leadership panel
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Conducting the WorkshopConducting the Workshop
Participant training
Current state map
Waste and root cause identification
Applying lean principles
Future state map
Leadership review
Implementation planning
Leadership panel approval
Participant training
Current state map
Waste and root cause identification
Applying lean principles
Future state map
Leadership review
Implementation planning
Leadership panel approval
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Enablers for SuccessEnablers for SuccessLeadership engagement
Business objective
Project scope
Workshop participants
Quantifiable metrics
Bold moves
Implementation planning
Bottom line results
Leadership engagement
Business objective
Project scope
Workshop participants
Quantifiable metrics
Bold moves
Implementation planning
Bottom line results
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Value Stream Mapping Status Value Stream Mapping Status
Lean-VSM Training 4000
Workshops 200
Workshop participants 3500
Hundreds of $Millions Saved $$$
Lean-VSM Training 4000
Workshops 200
Workshop participants 3500
Hundreds of $Millions Saved $$$
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How it went…How it went…The EVSM Workshops were successful.
They were not easy:
- not easy to map the Current State
- not easy to map the Future State
- not easy to get enough learning in the
right people quickly enough
The project to apply Lean (GMS) to the enterprise was successful by any measure.
The EVSM Workshops were successful.
They were not easy:
- not easy to map the Current State
- not easy to map the Future State
- not easy to get enough learning in the
right people quickly enough
The project to apply Lean (GMS) to the enterprise was successful by any measure.
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The Nature of Office
Work
The Nature of Office
Work
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The Nature of Office WorkThe Nature of Office Work
Value is always assumed:
Question the value of everything!
Value is always assumed:
Question the value of everything!
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The Nature of Office WorkThe Nature of Office Work
Office processes are not visible
All process steps are not comprehended
Business processes rarely operate as expected
Mapping exposes the hidden process
Office processes are not visible
All process steps are not comprehended
Business processes rarely operate as expected
Mapping exposes the hidden process
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The Nature of Office WorkThe Nature of Office Work
Standardized work is the fundamental building block of lean
There are two types of work in the office: Creative and Transactional
Contrary to popular belief the majority of is transactional
Even the creative process can be standardized
Standardized work has wide application
Standardized work is the fundamental building block of lean
There are two types of work in the office: Creative and Transactional
Contrary to popular belief the majority of is transactional
Even the creative process can be standardized
Standardized work has wide application
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The Nature of Office WorkThe Nature of Office Work
Are the customer requirements understood?
Are they detailed and specific?
Unfortunately, in the office this is not the case
First time quality is extremely low (5-15%)
Built-in-Quality is the key
Are the customer requirements understood?
Are they detailed and specific?
Unfortunately, in the office this is not the case
First time quality is extremely low (5-15%)
BuiltBuilt--inin--Quality is the keyQuality is the key
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The Nature of Office WorkThe Nature of Office Work
What constitutes inventory in the office?
Primary value streams generally lack ownership
Process flow breaks down at the functional intersection
There are few formal tools to manage this discontinuity
Lean material flow strategies can help
What constitutes inventory in the office?
Primary value streams generally lack ownership
Process flow breaks down at the functional intersection
There are few formal tools to manage this discontinuity
Lean material flow strategies can help
![Page 58: Taking Lean to the Enterprise](https://reader034.vdocuments.mx/reader034/viewer/2022042814/554a55f9b4c9054b328b4b36/html5/thumbnails/58.jpg)
The Nature of Office WorkThe Nature of Office Work
Performance metrics are not widely used
Process out-puts may be measured
Effectiveness and efficiency are not!
Waste reduction opportunity is consistently greater than
Performance metrics are not widely used
Process out-puts may be measured
Effectiveness and efficiency are not!
Waste reduction opportunity is consistently greater than40%
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Consider the Notion…Consider the Notion…
If nearly half of what we do in the office is non-value added waste why would our organization allow it to exist?
If nearly half of what we do in the office is non-value added waste why would our organization allow it to exist?
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EVSM at GM-- Reflections EVSM at GM-- Reflections
Value Stream Mapping proved to be even more powerful in the office than it is in the factory.
But, the real key to the project success was the leadership provided by GM senior management.
Value Stream Mapping proved to be even more powerful in the office than it is in the factory.
But, the real key to the project success was the leadership provided by GM senior management.