stories from my sensei

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  • 1. Stories from My Sensei:Two Decades of Lessons LearnedImplementing Toyota-Style SystemsSteve Hoeft, Altarum Institute Lean Six Sigma and Process Improvement inHealthcare SummitMarch 14, 2010

2. Steve Hoeft: Brief Bio 26 years of experience: Lean enterprise, quality, continuous improvement efforts; plus facility design, simulation and schedulingLean! Delta (Kogyo) USA lean supplier to Mazda (Sensei: Joe Shimada) Johnson Controls developed internal Lean Office: Studied lean principles directly from Toyota in KY (with Sensei) Co-authored JCI Manufacturing System (ASTD Award winner) Lean Enterprise coach (8 years): Over 250 Lean events; developed hundreds of successful Lean Facilitators Helped establish Value Stream Visions with auto firms, JCI, PPG, Framatome (nuclear fuel), Landing Gear supply chain Altarum Institute (since Feb 2003): Lean Six Sigma for Healthcare: Scott & White, Memorial Sloan-Kettering Cancer Center, William Beaumont, Veterans Health Administration (VHA), University of Michigan Healthcare System, St. Johns (IL) and the entire Hospital Sisters Health System, Blue Cross Blue Shield, Henry Ford Health System, Univ. Health System-San Antonio, Yale New Haven Health, Ontario Health Quality Council, Vancouver Coastal, Kaiser Permanente, Tri-City Medical Center, Lakewood Health System, hospitals in Singapore, and others Major Government transformation projects: Military: OSD, Air Force-wide, Repair & Base Ops, Lean Purchasing- PSCM Healthcare: AF SG, VHA** Principal Instructor for the University of Michigans Lean Manufacturing, New Product Design and Healthcare Certificate programs 3. The Big Lie, Story #6 (pg. 35)automation applied to an inefficient operation will magnify theinefficiency. Bill GatesWork expands so as to fill the time available for its completion. C.Northcote Parkinson, 1958Everything expands to fill all available time, space, etc. (Just look atyour garage.) So, dont allow it. StevePut a good person in a bad system and the bad system wins, nocontest. W. Edwards Deming (also in Stories from My Sensei)3 4. Leadership Lessons (Hansei) Communication! (7x) Find teachers whose learning curve we canborrow (avoid the bear traps) 4 5. Typical Results 25-55% Cost Reduction 60-90% Throughput Increase 50-90% Less Errors 60-90% Inventory Reduction 35-50% Space Reduction 50-90% Lead Time Reduction 45-75% Direct Labor/Productivity Greatly Improved MoraleNOTE: Requires full implementation. Actual results vary by processand situation.Going Lean in Health Care, Jim Womack et al, Inst. for Healthcare Improvement, 2005 5 6. Lean Production is a process improvement philosophy which shortens thetime between start and end by eliminating sources of waste. Business as Usual START PROCESS Waste END PROCESSTimeLean ProductionSTART PROCESSEND PROCESS WasteTime (Shorter)6 7. Lead Time & Value AddedTriage DiagnoseWaiting TreatTestMove & Move Wait WaitOut-processMove StartTimeFinish= ValueValue Added Time is only a very Added Time small percentage of the Leadtime= Non-ValueTraditional Cost Saving efforts Added Timefocused only on Value Added Items (WASTE) LEAN THINKING FOCUSES ON NON-VALUE ADDING ITEMS 7 8. Traditional vs. Lean ResultsTraditional Improvement ResultsTimeFocused on Non-Value Adding Items Time Small Amount ofTime Time Eliminated Lean ResultsLarge Amountof TimeEliminatedTime 8 9. Exploitation vs. Better Way to Work 1. ExploitationWe Choose Option 22. Better Way to WorkValue Added Work 1995 S. Hoeft 9 10. The Toyota House Model: Timeless, Unchanging Principles vs. ToolsYou Will Fail, Story #26Highest Quality, Lowest Cost, Best Delivery Guaranteed through shortening lead time by eliminating wasteRespect forBuilt-in Quality Just in Time WorkersUnwavering right part, time, amountNever pass bad parts tothe next process Principles* Flow where you can * Make problems visible * Pull where you must* Andon-Stop the LineAuthority Cells Problem Solving Kanban Error ProofingTailorable Quick Setup Visual ControlsTools Level Production Flexible, Capable, Person-Machine Takt TimeHighly Motivated People Separation (Jidoka) Foundation of Operational StabilityUnwavering Standardized WorkRobust Products & Processes PrinciplesPreventive Maintenance* Kaizen Early Supplier Involvement PDCA-Scientific MethodWaste Elimination Visual Management 11. Stand in Circle, Story #9 (pg. 44)Dont Just DO Something, Stand There! Get perspective and reflect rather than just continuing to do the same thing.~Dr. Scott Simmerman (www.squarewheels.com)11 12. Where is Factory?, Story #33 (pg. 70)"Managers will try anything easy that doesnt workbefore they will try anything hard that doeswork." ~Jim Womack 12 13. Must Cut Inventory in Half?, Story #34(pg. 74)"I have been impressed with the urgency of doing.Knowing is not enough; we must apply. Beingwilling is not enough; we must do." ~Leonardo da VinciA Bias for Action! 13 14. Door Here!, Story #35 (pg. 76)A Bias for Action! 14 15. Leadership Lessons x 15 16. These Always Lie, Story #10 (pg. 49)A desk is a dangerous place from which to view the world. ~Adapted from John Le Carre"We are what we repeatedly do. Excellence, then,is not an act, but habit." ~Aristotle 16 17. Leadership Lessons Try this next time someone says they need more resources (e.g., noroom). Say, Lets go and see! For those that actually did this, what did you learn? How many of your managers and leaders could survive a point test? Ifyou asked them to point to the value-adding persons that they directlysupport, could they do it? If you then asked these workers how manyhours per day (if any) this manager or leader visibly supports them, whatwould they say? Can they survive the point test? Can you? Where should the offices of managers who directly support productionbe located? In the eyes of your supervisors and leaders, how can you increase thepriority of the gembathe place where work occurs?From: Stories from My Sensei, pg. 5117 18. Bonus Story: What You Measure is WhatYou Get So Be Careful What You Measure!Related to Body Audits and Layered Audits, Story #40 (pg. 139)18 19. In Process Project Results Board (Huddle Spot)Last Update: May 2009 Results Board Owner: {Sponsor} Tracking Chart forTrackingTrackingTracking Goal #1Chart for Chart for Chart forGoal #2 Goal #3 Goal #4 Action PlanAction Plan Action Plan Action Plan to Achieve to Achieveto Achieveto Achieve Goal #1Goal #2 Goal #3 Goal #4 Owner! 20. Leadership Lessons x 20 21. A Few Next Steps (Use Lean Principles) Find Senseis (teachers whose learning curve you can borrow) Establish training schedule for leaders Develop Common language; Ask Whats the Plan, Stan? (Goals) Identify 2010 goals for performance improvement: Access, Quality, Productivity, Floorspace, Idea Generation (Plan?) Assemble your Lean Leadership Council (eVSM) Prioritize 2010 Lean Projects (~2 in every major Value Stream) Establish embedded Lean experts/facilitators in major department Develop Problem Solving expertise (A3 tool) for front line spotimprovements, and also to develop Lean Thinking leaders 21