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Advancing the World’s Supply Chains WEBINAR: Developing Lean Supply Chain Problem Solvers 1-Hour Webinar Brad Bossence Vice President, LeanCor Supply Chain Group www.scl.gatech.edu/blscps March 10-12, 2015 | September 15-17, 2015 Georgia Tech Global Learning Center www.scl.gatech.edu/LEAN & Lean Supply Chain Professional Series Building the Lean Supply Chain Problem Solver

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Advancing the World’s Supply Chains

WEBINAR: Developing Lean Supply Chain Problem Solvers

1-Hour Webinar

Brad Bossence Vice President, LeanCor Supply Chain Group

www.scl.gatech.edu/blscps

March 10-12, 2015 | September 15-17, 2015 Georgia Tech Global Learning Center

www.scl.gatech.edu/LEAN &

Lean Supply Chain Professional Series

Building the Lean Supply Chain Problem Solver

Copyright © LeanCor 2015

The Lean Enterprise System

PDCA

Long Term Thinking

Creating Customer Value

The Purpose

Th

e Peop

le

Learning Organization

Change Agent

“Go See”

Problem Solver

Systems Thinker

Responsibility & Results

Students & Teacher

Standardization

Stability

Flow - JIT

Quality at the Source

Waste Elimination

Customer Focus

Th

e P

roce

ss

Respect For Humanity

Copyright © LeanCor 2015

Lean Organizations Think Differently

POLL QUESTION: Where does your organization weigh? Left

(Traditional) or Right (Lean Thinking)

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Copyright © LeanCor 2015

Lean Thinking - Fundamentals

Articulate Your Purpose and Customer Value Proposition

Build the Learning Organization

Show Respect for People

Show Respect for Processes- Stability, Standardization, Quality at the Source

Make Problems Visible - Solve Problems in Real Time

Eliminate All Waste- Do Only Those Things That Add Value to the Customer

Think Long Term as Well as Short Term

Continuously Improve: Get Better Every Day

Teach the Power of Process Review and use a simple and standard problem

solving model

Copyright © LeanCor 2015

The Problem Solver

Audience Question: What does this

even mean?

1. What is a problem?

2. What are different fundamental types

of problems?

3. What is a solver?

Copyright © LeanCor 2015

ACTUAL

This Gap = Problem

“The problem is at the top; management is the problem. You have to manage the system, the system will not manage itself.”

- W .E . Dem ing

Copyright © LeanCor 2015

Problem Solving and Process

What we leaders need to recognize is that most problems are associated with processes.

Therefore, the Lean Problem Solver needs to be a process thinker.

Copyright © LeanCor 2015

Lean Thinking 101: Inputs and Outputs

Process Elements

Supplier

Input

Procedure

Timing

Output

Measure

Customer

If it’s all about processes, we should know what a process is:

Process: a systematic series of actions directed to some end.

Y = f(x) Business is about taking inputs and transforming them into outputs that our customer will see value in. How well we do this determines how well our organization performs.

What is a principle? What are principles inputs ?

Copyright © LeanCor 2015

Lean Thinking 102: Second Law of Thermodynamics

In a system, a process that occurs will tend to increase the total entropy of the universe.

Second law of thermodynamics

System: A group of interacting, interrelated, or interdependent elements forming a complex whole.

Entropy: A measure of the disorder or randomness in a closed system

Audience Question: What does this have to do with Problem Solving ?

Copyright © LeanCor 2015

Why Problem Solve?

Waste

Incidental Work

Value Added Work

Value Added Work

Waste

Incidental Work

Growth

Copyright © LeanCor 2015

Growth Through Continuous Improvement

CI Results

Waste

Incidental Work

Value Added Work

Waste

Incidental Work

Value Added Work

Apply CI Process

Additional Value Add

Copyright © LeanCor 2015

What are some Problem Solving model examples you use in your organization?

Why is it critical to have formal problem

solving models?

Application Questions

Copyright © LeanCor 2015

ORLOE Problem Solving Model Do the Work & Identify the Problem

Plan & perform the work.Identify gap between plan vs. actual condition.

Define the Problem

Document & validate current state.Develop a clearly defined problem statement.

Determine Root Cause

Identify all possible causes to the problem.Isolate critical few root causes to the problem.

Identify Solutions

Develop solutions that address the root causes to the problem.Ensure the solutions support the entire value-stream.

Implement & Sustain the Solution

Communicate, train, and Implement the solution.Measure and monitor the impact of the solution.

Learn

Op

tim

ize

Execu

teO

pera

teR

evie

w

Copyright © LeanCor 2015

Level Flow & Takt Time

Tools Are a Means, Not the Purpose! But Here Are Some Examples…

Picking Visuals

Shift Readiness

Problem Solving Board

Advancing the World’s Supply Chains

Included w/course Everything I Know About Lean I Learned in First Grade

Questions/Comments [email protected]

www.scl.gatech.edu/blscps

March 10-12, 2015 | September 15-17, 2015 Georgia Tech Global Learning Center

Lean Supply Chain Professional Series

Building the Lean Supply Chain Problem Solver

Thank You for attending