lean management by daniel t jones
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Managing Lean
Organisations
Daniel T Jones
Reflections on Toyota
Toyota created a unique synthesis of three
improvement streams : -
Quality – from analysing variation
to managing using PDCA
End-to-end – from creating value
streams to managing value systems
Learning – from learning by doing
to everyone thinking and doing
www.leanuk.org The Reference Model
Managing Lean
Direction
Focus Top Vital Few
Aligning Hoshin
Enabling Oobeya
The Value Stream
Stability
Plan/Actual
Problems Gemba Kaizen
Stability
Plan/Actual
Problems
Stability
Plan/Actual
Problems
Stability
Plan/Actual
Problems
Stability
Plan/Actual
Problems
Fu
nctio
n Value Stream
End-to-End VS Analysis
Defining Value
Value for the Customer
in the Work
Quality
Cost
Time
New Products
Value for the Organisation
in the Results
Growth / Customer Satisfaction
Cost / Margins
Save Cash and Capital
Investment
www.leanuk.org The true Win-Win-Win
The Vital Few
High Level Objectives
Interdependencies
Which
Performance
Gaps?
Deployment
Catchball
Which
Value
Streams?
www.leanuk.org
“Follow Me”
Hoshin
The Current Supply System
Seeing the Whole Value Stream
weeks
The Future Supply System
www.leanuk.org
days
The Next Generation Product
Box Score
www.leanuk.org
“Better, Faster, Cheaper and Closer”
Different Starting Points
Auto – Standard
Work & Flow
Process – Separate High
Volume from the Tail
Retail – Basket Fulfilment
& Rapid Replenishment
Service – Turn Unpredictable
into Predictable Work
Construction – Specify
the Design up-front
Healthcare – Unblock
Discharge & make the
Plan of Work Visible
Government – Synchronise
the Delivery of Services
Finance/Admin – Eliminate
Created Demand
Software/IT – Rapid Experiments
Automated Testing and Feedback
Every Organisation is a Collection of these Activities www.leanuk.org
Establishing the Foundations
Sieve Pull Flow Stability
Visual Plan / Actual Teamwork Kaizen
“Go See” “Respect People” “Ask Why?”
TWI Learning by Doing A3 Analysis Kata practice
Standard Work for Managers
Enable the Work Develop the Capabilities
www.leanuk.org “Learning is the Work”
The Effectiveness of Management
Focus on the vital few and deselect
To stop doing unnecessary things
Visual, frequent, stand up project reviews
To save unnecessary time in meetings
Create stability and Gemba management
To eliminate fire-fighting and emails
To develop the capabilities of subordinates
By mentoring A3s and Gemba learning
And prepare to meet new challenges
By designing lean solutions for the web era
www.leanuk.org
How do managers use their time?
When are they adding value?
Managing Lean
Organisations
www.leanuk.org