How 2 Lean Summary

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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/how-2-lean-summary-3352 DOCUMENT DESCRIPTION ACTION PLAN (HOW) When I first became involved in Lean Transformation, there was a lot (really a lot) of training. When we returned from training, there was always a similar comment from the attendees: "I know WHAT we need to do, but I don't have a clue HOW to do it." That is why all of my presentations include an action plan slide. WHAT IS LEAN The first step in implementing a Lean Transformation is to be sure that the entire leadership team is on the same page. They must understand the differences between what they are doing today, and what they need to do to transform. They must also understand that Leadership Behavior change is 90% of their Company's transformation. So, if we ask the Leadership Team "What is Lean?" we should have one common answer, right? Try asking your leadership team to describe Lean, and you will be amazed at the variety of answers. You will also observe that Lean is mostly described in terms of HOW (reduce waste, improve visuals, 5-S, Six Sigma, PM, etc.) rather than WHAT. This is not an aligned objective, and must be addressed to move forward. This presentation: How 2 Lean Vol 1 Summary shows HOW to implement a Lean Transformation. It aligns your Leadership Team by answering "What is Lean?" in terms of WHAT rather than HOW. It also stresses the need for Behavior change.

Empresariales

How 2 Lean
Chapter 1: Overview
@Edward Kemmerling Lean System Results

Instead of describing
Lean in terms of Tools
and Actions, let’s
describe lean in terms of
Desired Results
@Edward Kemmerling Lean System Results
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THE BESTValue $$$
@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/how-2-lean-summary-3352

The Bottom Line:
More Revenue..…+$$$$$$
Lower Cost……………....….-$
Increase Profit….$$$$$
WHY???
@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
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HOW: ToolsTPM
5-S
HOUR BY HOUR BOARDS
VISUAL CONTROLS
STANDARD WORK
JOB ROTATION
ANDON
POKE YOKE
QUICK CHANGEOVER
8D PROBLEM SOLVING
TEAM MEETINGS
HOUR BY HOUR AND VALUE STREAM BOARDS
KAN BAN
THE LIST GOES ON AND ON…@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
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HOW? Tools Example
@Edward Kemmerling Lean System Results
PROBLEM SOLVING/CONTINUOUS IMPROVEMENT
This document is a partial preview. Full document download can be found on Flevy:
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But… Why in the heck
isn’t it working for us???
@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
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HOW Do We Make the
Greatest Impact (90%)?
Improve Enablers:
•Leadership
•Behavior Change
•Engage Everyone
@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/how-2-lean-summary-3352

WE DO!!!
DO WHAT I
SAY
Help me with my
process.
@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
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LET’S PLAY “PICK A TOOL”
TOOL: STANDARD WORK
PHYSICAL CHANGE: DESIGN A FORM & FILL IT OUT
PROCESS CHANGE: STANDARD, BEST PROCESS FOR EACH JOB
JOB ROTATION
BEHAVIOR CHANGE: OPERATORS OWN THE PROCESS
LEADERS GIVE OPERATORS WHAT THEY NEED
REGULAR AUDITS
LEADERSHIP ENGAGEMENT & COACHING
DRIVE WASTE ELIMINATION / CI
@Edward Kemmerling Lean System Results
90%
This document is a partial preview. Full document download can be found on Flevy:
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HOW MUCH TIME DOES
YOUR PLANT SPEND ON
COACHING BEHAVIOR
CHANGE?
Time To Teach
Operators How To
Improve Metrics?
Time To Change &
Improve YOUR
Leadership Behavior?
Time To Develop Effective
Team Leaders?
@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/how-2-lean-summary-3352

HOW TO DO IT
(Action Plan)
1. Conduct Leadership Team Meetings
a) Review this presentation with them
b) Create a common future vision
c) Help them understand the differences from what they do now
d) Engage them
i. Complete Self Assessment
ii. Complete “Pick a Tool”
iii. Create action plans
2. Increase & Track Leadership Time on the Floor
3. Conduct individual Behavior Coaching Sessions
a) Self Assessment
b) Action Plans
4. Engage Leadership in Process Audits
a) Regular reviews of progress
b) Hold people accountable
5. Always focus on a lean system to satisfy the Customer@Edward Kemmerling Lean System Results
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/how-2-lean-summary-3352

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Sales Excellence - Diagnostic Tool

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More Information: https://flevy.com/browse/business-document/variance-analysis-2726 DOCUMENT DESCRIPTION Variance analysis is used to understand and assess the drivers of change in measured variables. Variance analysis helps explain and understand what drives the difference between two measures of the same variable. Variance analysis explains differences between measures by breaking those measures into their base components. This deck has 37 slides and contents include: - What is variance analysis? - Linear variance - Two component variance analysis - Variance analysis with more than two components - Key takeaways Got a question about this presentation? Email us at support@flevy.com.

Variance Analysis

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/change-management-models-1214 BENEFITS OF DOCUMENT These models/frameworks can be used to enhance your project management and process improvement projects. A wide range of models/frameworks for you to choose from to suit your specific needs and situation. DOCUMENT DESCRIPTION This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks. INCLUDED MODELS/FRAMEWORKS: 1. The Change Curve Model 2. Bridges' Transition Model 3. Lewin's Three Stage Change Model 4. Impact Analysis 5. Leavitt's Diamond 6. The Burke-Litwin Change Model 7. The McKinsey 7S Framework 8. The ADKAR Change Model 9. Kotter's Eight Phases of Change 10. The Training Needs Analysis Framework 11. The Power/Interest Grid for Stakeholder Prioritization 12. Osgood-Schramm's Model of Communication 13. Szpekman's Communication Framework 14. The Johari Window 15. The ADDIE Model 16. The Conscious Competence Learning Model 17. Kirkpatrick's Four-Level Training Evaluation Model 18. The PDCA Cycle 19. Six Sigma Quality Improvement (DMAIC) 20. Business Process Redesign (BPR) 21. Xerox Benchmarking Model 22. Project Management Body of Knowledge (PMBoK) 23. PRINCE2 Project Management 24. Managing Successful Programmes (MSP) 25. Management of Risks (M_o_R)

Change Management Models

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