More space for quality and reduce cost
5 lean principles
- Value for the customer
- Value stream
- Flow
- Pull
- Strive for perfection
1. Value for the customer
- Listen to customer, summarise its needs
- Moments of truth: occasions when the customer has direct contact with the organisation
- Kano model: gains insight into customer’s need
- Dis-satisfiers: basic requirements
- Satisfiers: what makes the customer happy
- Delighters: Unexpected features that wow the customer
- Customer forum: A tool to brush up on customer’s best practices and requirements
2. Value stream
- Succession of activities required to transform input into output
- Want to identify where the value for the customer is located within the process
- Identify waste in the process
- Value analysis
- Value added
- non value added
- business non value added
- 8 types of wastes TIMWOODS
- Transport: unnecessary movements
- Inventory: having more stock than necesary
- Motion: unnecessary actions
- Waiting: waiting time between activities
- Overprocessing
- Overproduction
- Defects
- Skills: not making the best use of employees’ skills
- Other type of waste method: DOWN TIME
- Overall process efficiency (OPE) = Value added time / Working hours
3. Flow
- Overall Process efficiency
- Rigidity (resources)
- Management time
- Variability
- Processind time
- Training, coaching…
- Map the process to better identify potential bottle necks
- Ensure that you monitor the new process
4. Pull
- Production only starts when there is a customer demand (vs push when it is made in advance
5. Strive for perfection
- Always room for improvement
- Kaizen
- Take small steps
- Use PCDA cycle for easy step (Plan, Do, Check, Act)
- Describe the problem
- Map the current situation
- Set goals
- Experiment
- Check how you are doing
- Standardise
- Counter measures: consider highest impact and minimum effort actions first
- Determine root cause using the 5x WHY technique
Stages of Change
- Denial
- Resistance
- Exploration
- Acceptance
- Dread
The Change compass
- Can influence the first 4 points
- believe in it -> set the example
- Understand it
- Necessary knowledge and skills
- Sufficient support and ressources
- They want to realise it (up to the employee)
OOPS feedback model (to give to co-worker)
- Observation: I see that…
- Outcome: how the observation affects you
- Pause: It is something you can relate to
- Suggestion: I would like to
Sit in
- Employee observed by the management while he is at work
- Purpose:
- Improve performance
- use standard operation procedure (SOP)
- Identify and encourage expertise
- Can combine with coaching
5S method
- Sort
- Set in order
- Shone
- Standardise (create structure)
- Sustain
Typical organisation
- Daily stand up meeting (identify surprises early)
- Weekly stand up meeting
- Improvement board
- Strategic goals are converted to sub-goals that can be realised in a short period of time (3 months)
- Use performance dialogue to achieve sub-goals (structure, effectiveness, coaching, be dynamic)