20 Keys To Workplace Improvement (Lean Tools)

The 20 Keys To Workplace Improvement
The Lean Transformation
Enterprise Excellence
20 Keys: Lean Transformation

Strategy Maps Popular Improvement Programs Policy Deployment (Hoshin Kanri) Project Management Balanced Scorecards Strategic Goals & Tactical Initiatives Information Dashboards Real Time Actionable Information 20 Keys Relationship Diagram Measurable Initiatives
Strategy Maps: Lean Transformation

Strategy Maps
1-Financial 2-Customer 3-Internal 4-Growth
Deployment: Lean Transformation

Strategy Maps
Policy Deployment
1-Strategies 2-Tactics 3-Metrics 4-Results
Scorecards: Lean Transformation

Strategy Maps
Policy Deployment
Balanced Scorecards
1-Objectives 2-Initiatives 3-Measures 4-Targets
Dashboards: Lean Transformation

Strategy Maps
Policy Deployment
Balanced Scorecards
Actionable Dashboards
20 Keys to Workplace Improvement

Strategy Maps

Financial Perspective
Long-Term Profit Plan Improve Cost Structure Increase Asset Utilization Expand Revenue Opportunities Enhance Customer Value
Customer Value Proposition
Customer Perspective
Price Quality
Delivery Service
Partnership Warranty
Life-Cycle Society
Internal Perspective
Operations Supply Production Distribution Risk
Customer Selection Acquisition Retention Growth
Innovation Opportunities R&D Portfolio Design Launch
Regulatory Environmental Health & Safety Employment Industry
Growth Perspective
Human Capital
Information Capital
Organizational Capital

Financial Perspective
Program Development (PD) How Production Flows
Job Methods (JM) How People Improve Processes
Job Instructions (JI) How People Work
Training Within Industry (TWI)
Growth Perspective
Job Relations (JR) How People Connect

Financial Perspective Program Development (PD) Job Methods (JM)
Systems Thinking (Theory of Constraints)
Statistical Methods (Process Controls)
Profound Knowledge Knowledge Theory (Subject Matter Experts)
Job Instructions (JI) Job Relations (JR)
Growth Perspective
Psychology (Leadership & Teamwork)

Financial Perspective Program Development (PD) Systems Thinking (TOC)
2-Create Flow (Link Stability)
Job Statistical Methods Methods (JM) Lean (CI) Job Instructions (JI) Job Relations (JR)
1-Reduce Variation (Establish Stability)
Six SigmaKnowledge
Theory (SME)
3-Eliminate Waste (Standardized Work)
Growth Perspective
Psychology 4-Add Value (Leadership & Teamwork) (Continual Improvement)

Financial Perspective Program Development (PD) Job Methods (JM) Job Instructions (JI) Job Relations (JR) Systems Thinking (TOC) Statistical Methods (CI) 20 Keys to Workplace Improvement Knowledge Theory (SME) Psychology (Leadership & Teamwork) Create Flow
Foundation (Long-Term Profit Plan) Faster (Repeatable Methods) Cheaper (Reliable Equipment) Better (Robust Quality)
Reduce Variation
Eliminate Waste
Growth Perspective
Add Value

Strategy Maps
Policy Deployment
Balanced Scorecards
Information Dashboards
Financial: Competitive Advantage ... Growth: Organizational Learning Customer: Adapt Quickly to Changes
Internal: Provide Safe Environment
20 Leading Technology
2 Rationalize the System
1 Clean & Organize (5S)
Better: Loss Rate < 2.0%
Cheaper: Gross Profit > 15%
... Team Leader ...
...
3 Improvement Team Activities
Faster: On Time Delivery = 100%
Safer: OSHA Accidents < 0.5% ... Edgar Perez Iris Labadie John Hatakeyama Mary Jones
Radar Charts (Score 1 5) Management by Objectives (MBO) Six Implemented Improvements (A3)
Radar Charts (Benchmarking Results)
Strategies
What?
... Team Leader Legend ...
...
Safer: OSHA Accidents < 0.5% ... Edgar Perez Iris Labadie John Hatakeyama Mary Jones
Strategies
... ... Team Leader Legend ...
...
Safer: OSHA Accidents < 0.5% Edgar Perez Iris Labadie John Hatakeyama Mary Jones
Metrics
Why?

...
Strategies
...
2 Rationalize the System (MBO)
Safer: OSHA Accidents < 0.5%
How?
... Edgar Perez Iris Labadie Legend Team Leader ... Mary Jones
Tactics Metrics
Radar Charts (Score 1 5) Management by Objectives (MBO) Six Implemented Improvements (A3) Radar Charts (Benchmarking Results)

...
Strategies
Tactics
... ... Team Leader Legend ...
Safer: OSHA Accidents < 0.5% Taiichi Ohno W. Edwards Deming Bruce Tuckman Walter Shewhart
Metrics
Who? Where?

... ... Better: Loss Rate < 2.0% 20 Leading Technology
Strategies Tactics Results
Safer: OSHA Accidents < 0.5%
When?
... Taiichi Ohno Team Leader Legend ...
Metrics
W. Edwards Deming Bruce Tuckman
Walter Shewhart

20 Leading Technology ... 3 Improvement Team Activities

1 Clean & Organize (5S) Customer: Adapt Quickly to Changes Six Implemented Improvements (A3)
Management by Objectives (MBO)
Financial: Competitive Advantage
Growth: Organizational Learning
Tactics Strategies
Radar Charts (Score 1 5)
Metrics
W. Edwards Deming
Results
Better: Loss Rate < 2.0% Faster: On Time Delivery = 100% Cheaper: Gross Profit > 15% ... Safer: OSHA Accidents < 0.5%
...
...
Team Leader Legend Strong Positive + Positive Neutral (blank) - Negative Strong Negative
Correlation!
Walter Shewhart
Bruce Tuckman
Taiichi Ohno
...

Strategy Maps
Policy Deployment
Balanced Scorecards
Objectives Measures Targets Initiatives
Internal
Growth
Vision & Strategy
Financial
Customer

Material Method
Results
Machine
Manpower
Internal
(Material)
Objectives Measures Targets Initiatives Objectives Measures Targets Initiatives
Financial
(Machine)
Growth
Customer
(Method)
(Manpower)
Results
Strategy Maps
Policy Deployment
Balanced Scorecards
20 Keys to Workplace Improvement
Dashboards: Lean Transformation

1 20
9
7 14 6 17
11
12
16 5 4 8
Better Safer
18
19 2 10 13
15
3

Financial
1
Customer
Cleaning & Organizing (4S) 1

5S
Internal
Growth Sort, Straighten, Scrub, Standardize

Key 1: Cleaning and Organizing (4S) 1S - Sort 2S - Straighten 3S - Scrub 4S - Standardize 5S - Sustain 6S - Safety 7S - Security
5S

Financial
1
Customer
2 Rationalizing the System

MBO
Internal 1
5S
2
Management by Objectives (MBO)
Growth

Key 2: Rationalizing the System Management by Objectives (MBO) Convergence of Top-Down and Bottom-Up Nemawashi Catch Ball Consensus Handshake

Financial
1
Customer 2
Improvement Team Activities
MBO
Internal 1
5S
2 A3 Problem Solving Report
3 3
Teams
Growth

Key 3: Improvement Team Activities Problem Solving Report (A3, 8D, 6s) 1D - Recognize (KPI) 2D - Define 3D - Measure 4D - Analyze 5D - Improve (PDCA) 6D - Control 7D - Standardize 8D - Integrate
A3

Financial
4
1
VSM
Customer
Reducing Inventory & Shortening Lead Times
2
MBO
4
Internal 1
5S
2 Value Stream Map (VSM)
3 3
Teams
Growth

Key 4: Reducing Inventory Overproduction Identify and Eliminate Root Causes Product Family Matrix Current State Value Stream Map Future State Value Stream Map Transition Plan Project Management

Key 4: Reducing Inventory
TECHNOLOGY (R&D)
DESIGN & RE-DESIGN OF PRODUCTS & PROCESSES
FEEDBACK (MARKETING)
AFFECT ON MATERIALS AFFECT ON PROCESSES
AFFECT ON PRODUCTS
SUPPLIERS (Material, Services, & Equipment)
VALUE STREAM (Information & Material Flow)
CUSTOMERS (Distribution & Sales)

Financial 4
VSM
Customer
Quick Changeover Technology
5
4
2
MBO
Internal 1
5S
5
SMED
3 3
Teams
Growth
Single Minute Exchange of Die (SMED)

Key 5: Quick Changeover Technology Single Minute Exchange of Die (SMED)
Separate Internal and External Tasks Convert Internal to External Setup Standardize Function not Shape Use Functional Clamps or Eliminate Fasteners Use Intermediate Jigs Parallel Setup Tasks Eliminate Adjustments Mechanization

Financial 4
VSM
Customer
Manufacturing Value Analysis
5 4
2
MBO
6
Value
Internal 1
5S
5
SMED
2 Worker Movements (Motion)
3 3
Teams
Growth

Key 6: Manufacturing Value Analysis Motion Improve Methods (TWI: Job Methods) Increase Efficiencies
Net Work 7 Wastes Non-Value Added Non-Essential Worker Movements Value Added
Non-Value Added Essential
Value Add Non-V Essential Non-V Non-E Queues

Value Add
Time
Non-value
Value Added Non-Value Essential Non-Value Non-Essential Queues 15% 10% 40% 35%

Value Add
Non-value
All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value added wastes. - Taiichi Ohno
Value Added Non-Value Essential Non-Value Non-Essential Queue 15% 10% 40% 35%
Time

Financial 4
VSM
7
5 6 2
MBO
Customer 6
Value
7
6 Sigma
Zero Monitor (Zero Defects)
4 Internal 1
5S
5
SMED
2 Six Sigma Defect Reduction
3 3
Teams
Growth

Key 7: Zero Monitoring Zero Defect Campaign Poka Yoke Six Sigma Performance Defect Reduction Attribute Data (DPMO) Process Capability Variable Data (Cpk)
Sigma 2 3 4 5 6
DPMO 308,537 66,807 6,210 233 3.4
Cpk 0.67 1.00 1.33 1.67 2.00

Financial 4
8
Flow
1
7 5 6
VSM
Customer 2
MBO
6
Value
7
6 Sigma
Coupled Manufacturing
4 Internal
1
5S
5
SMED
2 Creating Flow Linked Stability
3 3
Teams
Growth

Key 8: Coupled Manufacturing Creating Flow Building Cooperation Linking Stability Pull Mechanisms Kanban FIFO Lanes Supermarkets
Kanban

Financial 4 8
Flow
VSM
9
7 5 6 2
MBO
Customer 6
Value
7
6 Sigma
Maintaining Equipment
4 Internal 8 1
5S
5
SMED
9
TPM
3 3
Teams
Growth
Total Productive Maintenance (TPM)

Key 9: Maintaining Equipment Total Productive Maintenance (TPM) Overall Equipment Effectiveness (OEE) Availability = Actual / Planned Time Performance = Actual / Standard Units Quality = Good / Total Units
TPM - OEE
OEE = A x P x Q

Financial 4 8
Flow
1
9 7 5 4
VSM
Customer 2
MBO
6
Value
7
6 Sigma
Time Control and Commitment
Internal 8 1
5S
5
SMED
9
TPM
10
Time
10
2 Standardized Work 3 3
Teams
Growth

Key 10: Time Control and Commitment Standardized Work
Prerequisites Reliable Equipment (TPM) Repeatable Methods (JIT) Robust Quality (TQM) Elements Cycle Times (Takt) Standard Inventory Sequenced Work Tools
Tools Work Chart Combination Table Capacity Sheet Time Study Balance Chart

Financial 4 8
Flow
1
9 7
VSM
11
Customer 5 4 Internal 8 1
5S
2
MBO
6
Value
7
6 Sigma
11
TQM
Quality Assurance System
5
SMED
9
TPM
10
Time
10 2 3 3 Total Quality Management (TQM)

Teams
Growth

Key 11: Quality Assurance System Total Quality Management (TQM) ISO-9001 Quality Management Standard Jurans Quality Trilogy Planning Controlling Improving

Financial 4 8
Flow
1
9 7 5 6
VSM
11
12
2
MBO
Customer 6
Value
7
6 Sigma
11
TQM
Developing Suppliers
4 Internal 8 1
5S
5
SMED
9
TPM
10
Time
10 2 Lean Supply Chain (NAPM) 3 3

Teams
Growth
12
Partners

Key 12: Developing Suppliers Lean Supply Chain Strategic Partners Sustainable Solutions Packaging Materials Inventory Optimization Distribution and Transportation Performance Evaluation Weakest Link? On Time Delivery Total Cost Quality

Financial 4 8
Flow
1
9 7
VSM
11
12 5 4 2
MBO
Customer 6
Value
Eliminating Waste (Treasure Map)

10
7
6 Sigma
11
TQM
Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
13
3
2 Muda, Mura, and Muri
Growth 3
Teams
12
Partners

Key 13: Eliminating Waste Treasure Map Muda 7 Wastes
Correcting Defects Overproduction Over Processing Motion Waiting Inventory Conveyance
Wastes
Organization Level
Muri Mura Muda
Mura Unevenness Muri Overburdened

Financial 4 8
Flow
1
9 7
VSM
11
12 5 2
MBO
Customer 6
Value
14
6
7
6 Sigma
11
TQM
Empowering Workers
4 Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
10 2
13
3 3 12
Partners
Growth
14
Empower
Consensus Decision Making
Teams

Key 14: Empowering Workers Tell me, Ill probably forget. Show me, I might remember. Involve me, I will understand! Transfer Decision Making Responsibility Accountability Authority
Gung Ho!
Spirit of the Squirrel Worthwhile Work Way of the Beaver Control of the Goals Gift of the Goose Cheering for Results

Financial 4 8
Flow
1
9 7 14 6
VSM
11
12 5 4 2
MBO
Customer 6
Value
Skills Versatility & CrossTraining 15

10
7
6 Sigma
11
TQM
Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
13
3 3 12
Partners Teams
Growth 14
Empower
15
Skills
Training and Development (ASTD)

Key 15: Skills Versatility and Cross-Training TWI: Job Instructions Repeatable Methods Job Breakdown Sheet Job Safety Analysis Institute On-the-Job Training Required Skill Training Matrix Trained Qualified Trainer
Skills Dept A B C D E F G H AB CD EF Employees GH IJ KL

Financial 4 8
Flow
16
JIT
1
9 7 14 6
VSM
11
12
16
5 2
MBO
Customer 6
Value
7
6 Sigma
11
TQM
Production Scheduling
15 10
4 Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
13
3 3 12
Partners
2 Just-in-Time (APICS)
Growth 14
Empower
15
Skills
Teams

Key 16: Production Scheduling (JIT) Value Stream Map Loops Pacemaker Cell (Flow) System Constraint Level Mix and Volume (OXOX) Single Point Scheduling (EPEX) Common Resources (Pull) Production Control Board Schedule Information Suppliers
Time Part Plan Act ???
...

Financial 4 8
Flow
16
JIT
1
9 7 14 6
VSM
11
12 16 5 2
MBO
Customer 6
Value
7
6 Sigma
11
TQM
17
Takt
Efficiency Control
15 10
4 Internal 8 1
5S
17
13
5
SMED
9
TPM
10
Time
13
Waste
2 Standards vs. Takt
3 3
Teams
Growth 12
Partners
14
Empower
15
Skills

Key 17: Efficiency Control Direct Labor Hours Engineering Time Standards Takt Customer Demand Capacity Utilization Earned Value Value Engineering
Wastes
Cycle Times
Operator Balance Chart
Total
Takt Time Time per Unit
(Available Time) (Customer Demand)
Headcount
(Total) (Takt Time)
Process (Operation Sequence)

Financial 4 8
Flow
16
JIT
1
9 7 14 6 17
VSM
11
12 16 5 2
MBO
Customer 6
Value
7
6 Sigma
11
TQM
17
Takt
Information Systems
18
10 15
4 Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
13
3 3 12
Partners
2 Actionable Dashboards
Growth 14
Empower
15
Skills
18
Info!
Teams

Key 18: Information Systems Microprocessors CAD/CAM CIM CNC PC Applications Dashboards Real Time Information Visual Factory Actionable Data

Financial 4 8
Flow
16
JIT
19
Conserve
1
9 7 14 6 17 18
VSM
11
12 16 5 4 2
MBO
Customer 6
Value
7
6 Sigma
11
TQM
17
Takt
Conserving Energy & Materials

15
Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
19 10
2
13
3 3 12
Partners
Growth 14
Empower
15
Skills
18
Info!
Cost Reduction Initiatives
Teams

Key 19: Conserving Energy and Materials Cost Savings Initiatives Improve Stakeholder Returns Social Responsibility Minimize Corporate Footprint Technologies Energy Consumption Reduce-Reuse-Recycle Material Utilization

Financial 4 8
Flow
16
JIT
19
Conserve
20
Plan!
1
9 7 14 6 17 18 15
20
11
12 16 5
VSM
Customer 2
MBO
6
Value
7
6 Sigma
11
TQM
17
Takt
Leading Technology
4 Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
19
2
10
13
3 3 12
Partners
Growth 14
Empower
15
Skills
18
Info!
Constancy of Purpose
Teams

Key 20: Leading Technology Generation-to-Generation Long-Term Projects and Profitability Benchmarking World Class Practices Ongoing Education and Self Improvement Constancy of Purpose
Looking to the Future

Financial 4 8
Flow
16
JIT
19
Conserve
20
Plan!
1
9 7 14 6 17 18 Strategy Map Perspectives and The 20 Keys To Workplace Improvement 15
20 11
12 16 5 4
VSM
Customer 2
MBO
6
Value
7
6 Sigma
11
TQM
17
Takt
Internal 8 1
5S
5
SMED
9
TPM
10
Time
13
Waste
19
2
10
13
3 3
Teams
Growth 12
Partners
14
Empower
15
Skills
18
Info!

Material
(TWI PD)
#16 JIT #19 Conserve #4 Inventory (VSM) #20 $ Plan #8 Flow
Method
(TWI JM)
#2 MBO #6 Value #7 Six Sigma #17 Efficiency (Takt) #11 TQM
Results
#10 Standardized Work #5 SMED #9 TPM #13 Waste #1 5S #3 Teams #15 Skills #18 Information #14 Empowered #12 Partners
Machine
(TWI JI)
Manpower
(TWI JR)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
5
4 3
2
1

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
5
4 3
2
1 Initial Awareness Baseline (Benchmarking & Training)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
5
4 3
2
1
Below Average Establish Stability (Reduce Variation)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
5
4 3 On Par Link Stability (Create Flow)
2
1

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
5
4 3 Above Average Standardized Work (Eliminate Waste)
2
1

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
5
4 3
World Class Continual Improvement (Add Value)
2
1

Dashboard
Better Faster Cheaper
5S
TPM - OEE
20 Keys
Enterprise Excellence
Continuous Improvement Standardized Work
Better Faster Cheaper
TQM
JIT
TPM
Problem Solving : Customer : TWI JM : Repeatable Methods : Statistical Methods : Reduce Variation People & Partners : Growth : TWI JR : Robust Quality : Psychology (Leadership & Teamwork) : Add Value Process : Internal : TWI JI : Reliable Equipment : Knowledge Theory : Eliminate Waste
Philosophy : Financial : TWI PD : Profitability : System Thinking (Theory of Constraints) : Create Flow
Kenneth M. Albrecht
Certified Lean Six Sigma Black Belt Certified Project Manager

20 Keys To Workplace Improvement (Lean Tools)

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20 Keys To Workplace Improvement (Lean Tools)

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The 20 Keys To Workplace Improvement

The Lean Transformation

20 Keys: Lean Transformation

Strategy Maps: Lean Transformation

Deployment: Lean Transformation

1-Strategies 2-Tactics 3-Metrics 4-Results

Scorecards: Lean Transformation

1-Strategies 2-Tactics 3-Metrics 4-Results

1-Objectives 2-Initiatives 3-Measures 4-Targets

Dashboards: Lean Transformation

1-Strategies 2-Tactics 3-Metrics 4-Results

1-Objectives 2-Initiatives 3-Measures 4-Targets