LEAN    

  

Roger JonesJoe Novello

Introductions

Historical Background

• Baldridge Quality Framework

Faculty & StaffFocus

5.0

Processes6.0

Aim of theSystem

(stakeholder)3.0

Goals &MEASURES

2.0

Results7.0

Leadership1.0

2000 Pinellas County Schools

Historical Background

• Baldridge Quality Framework

- Lean manufacturing or lean production, which is often known simply as "Lean", is the optimal way of producing goods through the removal of waste and implementing flow. (Toyota)

• LEAN/ Six Sigma

− 99.997% error free

Lean Process

• Flowchart the process• Eliminate Waste

What is waste in a process? • Does it change the product?

• Is the customer willing to pay the price?

• Is it rework?

If the answer to any of these is "No", then it is waste.

First Attempt

Field Trip Permission Process

Flowchart the Process(Field Trip Permission)

Eliminate the Waste(Field Trip Permission)

New Lean Field Trip Process

Findings - Wastes

• Transportation was the major cause of time waste

• Duplication of hard copies and filing wasted paper, staff time, and storage space

Bring in the Expert

What is Quality?

• A customer perception

• NEVER defined by the provider

• Did I get –

o What I wanted?

o When I wanted it?

o For what I was willing to pay?

• Did it meet my expectations?

• If the answer is “YES”, the provider has

o Met quality objectives

o Created customer satisfaction

• If the answer is “Not exactly”, then you have incurred cost of poor quality.

What is Lean?

• Did I meet my quality objectives at the least possible cost?

• Accomplished by doing only value-added activities

• Knowing the difference between cost of doing business and the cost of poor quality

Lean – NOT Another “Efficiency” System

• A discipline and culture

• Focus on the customer

• Eliminating waste by doing only value-added

• Challenge EVERYTHING you do, including “legal”

Allay Fears

• Avoid the negative

• Lean = get the waste out • loss of jobs

• Emphasize the positive

• Lean = doing only value added • improved performance

Basic Tools – DMAIC – The Discipline

• Define the problem or opportunity (current state)• Map and measure the current state• Analyze. Drive to root cause• Improve and implement the process (future state)• Control the new process through measurement• A circular process = continuous improvement

The Quality Management System

Records

Work Instructions

System Procedures

QMSPhilosophy

How the philosophy is achieved

Day-to-day operating instructions

Proof that you did what you documented

Basic Tools – Five Whys?

• Ask Why? five times!

• Can be obnoxious and highly annoying

• Pick up on the answer of the first Why to phrase the next one

• A good tool for developing fishbone diagrams

WHY?Why?

Why? Why? Why?

Basic Tools – Fishbone Diagram

Coffee tastes terrible

Coffee PotBarista

CoffeeWater

Hung overDirty

2 days old

Not ground

Not filtered

40th birthday

TIM I WOODS – The Nine Sinful Wastes

• Transportation – moving things from one place to another

• Inventory – putting money into things you really don’t need

• Motion (movement) – having to reach, stoop

• Inspection – having to check someone else’s work

• Waiting – stopping the flow of a process

• Over-production – producing more than you need

• Over-processing – doing more than is required to achieve a result

• Defects – results that are not right when they are delivered

• underutilized Skills – not getting the most out of the brain trust

 5-S   Sort - sort things used every day from the things that need

to be saved

Search-free - get visual.  Organize things so that you can see them and do not have to look for them

Spotless - keep things clean

Standardize - document your processes in simple instructions, and teach your staff the “right way”

Sustain - make it a way of life, but audit

Second Attempt

From Requisition to Paycheck(Hiring Process)

Why Requisition to Paycheck

• Complaints by principals and applicants:– Losing high quality candidates to other districts– Hiring process took up to three months– Open positions not being filled

• Incorrect paychecks for new hires– 15 to 20 errors per month

Two Teams of Four, Five Days

Flowchart the Process(Requisition to Paycheck)

Analysis:

•Over sixty steps

•Replication of data acquisition and input

•Numerous opportunities for errors = REDO

The Results

• Short Term– All electronic applications eliminate Administrators traveling

to the District Office, minimum $9000 and three to five days savings

– Eliminate the Salmon Form, savings 10 – 20 hours overtime each month

– “Jidoka” (Pull the rope) at three paycheck errors in a month

The Results

• Long Term– Use the capabilities of the technology we have in

place:• EPARS (requisition)

• Edzapp (posting)

• EPARS (processing)

• VISIONS (Payroll)

The New Culture

 

Think LEAN!

Challenge everything we do.

Does it add value?