Surviving an Avalanche: How to Reduce Waste and Improve Efficiency Using Lean Thinking
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This document discusses Lean Thinking and waste reduction. It defines Lean as looking to reduce the timeline between a customer order and collecting payment by removing non-value added wastes. The primary Lean concepts are reducing waste, adding value, and visual management. Various Lean techniques are described, including observation, spaghetti diagrams, 5S, value stream mapping, and root cause analysis. These techniques help identify and eliminate waste to improve processes and customer satisfaction.
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Surviving an Avalanche: How to Reduce Waste and Improve Efficiency Using Lean Thinking
- 1. surviving an avalanche
- 3. “All we are doing is looking at a 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.” TaiichiOhno INTRODUCTION
- 4. WHY I’M TALKING ABOUT IT
- 5. WHY I’M TALKING ABOUT IT
- 12. Productivity
- 13. Increased Employee SatisfactionAfter Value Add Time (Work) Non Value Add Time (Waste) PRIMARY CONCEPTS: waste reduction
- 14. Value Added Activity: Any activity that changes the form, fit or function of a product/transaction Something the customer is willing to pay for Non-Value Added Activity: All other activity is WASTE Grow Value Unnecessary Waste Eliminate Necessary Waste PRIMARY CONCEPTS: adding value Minimize
- 15. The practice of making all standards, targets and actual conditions highly visible in the workplace PRIMARY CONCEPTS: visual management
- 16. PRIMARY CONCEPTS: visual management
- 17. PRIMARY CONCEPTS: visual management
- 21. Root Cause Analysis methods & techniques
- 22. methods & techniques: the “gemba”
- 23. methods & techniques: observation
- 24. Analyzers Sample Storage Analyzer Analyzer Analyzer Analyzer Accessioning Desk Pneumatic Tube System (3) Chem Centrifuges Before methods & techniques: spaghetti diagram
- 25. After Analyzer Analyzer methods & techniques: spaghetti diagram
- 26. methods & techniques: root cause analysis
- 28. Supported by senior leadership
- 29. No substitute for the “gemba” LEAN RESOURCES http://en.wikipedia.org/wiki/Lean_manufacturing http://en.wikipedia.org/wiki/Toyota_Production_System http://www.lean.org/ http://agilezen.com/ AVALANCHE RESOURCES http://www.avalanche.org/ http://www.avalanche.ca/ final thoughts & additional resources
- 30. questions?
Hinweis der Redaktion
- 93 percent of avalanche victims survive if dug out within 15 minutes. After 45 minutes, only 20 to 30 percent of victims are alive. After two hours, very few people survive.
- Toyota Production System (originally called "Just In Time Production,”) developed by Toyota, comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "Lean manufacturing." Taiichi Ohno, Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975.[1]Although inspired by Henry Ford, they were unimpressed while observing the assembly line and mass production that had made Ford rich.
- Clinton brought this application to our attention a couple months agoCo-founder of AgileZen, Niki Cohari, studied the TPS while working on her Ph.D. in Industrial/Organizational Psychology and wanted to look beyond manufacturing in applying lean thinking
- Rachel was a good resource to draw onTons of information availableHealthcare is in desperate need of cost savings through waste elimination and process improvementRachel was excited to help the systemMuch time is spent watching employees do their job to see where waste occurs
- Many definitions availableUsed by Inova for easier comprehension by large groups
- Began in manufacturing, where waste can be more obvious (but not necessarily to the employee)Having to walk a long way to complete a taskWe think about these things already, convincing clients that mood boards add valueReduce where possible – e.g.: reports that aren’t reviewed
- Brian & Andy and the directors work on this all the timeStreamlining and standardizing internal processes Finding new tools to enable standardization (Basecamp, Unfuddle, Harvest)
- Blog entries add valuePlaying Wii does not for the client, but does for employee moraleFor me, necessary waste seems to be running reports to prepare the clients invoice
- Kanban(看板?), also spelled kamban and literally meaning "signboard" or "billboard", is a concept related to lean and just-in-time (JIT) production.According to Taiichi Ohno,kanbanis one means through which JIT is achieved.[1]Blue = oralRed = anal
- AgileZen draws on an idea from lean manufacturing called kanban — a Japanese word that literally means visual card. In an AgileZen project, work is organized on a kanban board, which has a number of columns that represent the phases that work has to go through in order to be considered complete.
- Our own Unfuddle uses colors for visual management, but perhaps not as effectively as we’d like
- Techniques for identifying waste or process trouble spotsExamples of a few
- The “gemba” is where the work happens and value is addedAt your desk or a client meetingMore easily observed by a third partyIn lean manufacturing, the idea of gemba is that the problems are visible, and the best improvement ideas will come from going to the gemba. The gemba walk, much like MBWA or Management by Walking Around, is an activity that takes management to the front lines to look for waste.
- From previous pie chart, we see: Value added (needs to be done) Necessary waste Waste (determine where elimination is possible)
- Rachel will observe people in their work environmentGive each person a colorRecord their actual movements
- By moving things around and saving steps, they were able to eliminate three positions and save the hospital thousands
- Taken from DUX Playbook that Tom and UX team put togetherShows how the root cause is found by asking “why” when encountering a problem until the root cause is found
- Be thinking of ways that you can eliminate waste in your positionViget management already leads the charge when it comes to process improvement, but they are willing to listen to and support ideasIf it makes sense, watch each other to see where waste occurs