A review of the various factors that determine whether or not a :Lean implementation initiative is going to be successful.

1. The Challenge of Lean

2. Let’s put the Lean challenge in perspective.

3. Some typical descriptions of work areas prior to the implementation of the 5S System.

4. “ Leave me alone. This area works just fine for me.”

5. “ Leave me alone. This area works just fine for me.”

9. What does this mean? Human beings can work in highly dysfunctional work spaces and view them as normal.

10. What does this mean? Human beings can work in highly dysfunctional work spaces and resist changing them.

11. What does this have to do with implementing Lean?

13. From The Machine that Changed the World … “ Lean production is fragile. Mass production is designed with buffers everywhere---extra inventory, extra space, extra workers---in order to make it function. Even when parts don’t arrive on time or many workers call in sick or other workers fail to detect a problem before the product is mass-produced, the system still runs. However, to make a lean system with no slack---no safety net---work at all, it is essential that every worker try very hard.”

14. “ It is essential that every worker try very hard.”

15. Lean requires that workers be engaged. Are they?

17. The basic goal of Lean … Performance Potential Unlocking human potential How is human potential unlocked ? How do individuals move from disengagement to engagement ? Lean unlocks human potential and drives engagement

18. Unlocking the full potential of a workforce will spell the difference between success and failure in today’s global marketplace.

19. So this is a very big deal

24. Lean transformations depend upon…

26. Beliefs

27. A conversation a new college graduate had with a Toyota plant manager. The setting was a staff meeting and the new manager was reporting on his successes…

28. The Core Belief of Lean… “ Dave, I know you’re intelligent and I believe you’re a hard worker but from now on at our staff meetings, I only want to hear about mistakes you and your team made . And I’m going to tell you about my mistakes. And, working together, we’re going to figure out how to eliminate these mistakes.” “ And at that moment I figured out what Lean manufacturing was about. The relentless pursuit of perfection.”

29. An Ernst & Young Seminar in 1986 Why haven’t any of you asked about what we believe? I don’t think you understand what we’ve been talking about.

30. Americans grab tools. At Toyota we concentrate on a philosophy.

31. Do I buy my company’s vision?

33. Leadership

35. Supervision

36. How do supervisors spend their time?

37. Fighting fires and “managing” Raising the Bar Treading Water

38. It’s all about coaching and training Raising the Bar Treading Water Time %

39. Are supervisors part of the problem or part of the solution ?

40. Supervisors have to be part of the solution

41. They have to be a knowledgeable part of the solution

42. They have to be an enthusiastic part of the solution

43. Are they? What’s your experience?

44. Degrees of lean enthusiasm… Roadblock Challenge

45. This is where they need to be…

46. So, what needs to be done?

47. Supervisors need to be transformed into being Lean Champions

51. Work Processes

52. Work Processes: 5S

53. Work Processes: Kanban

54. Work Processes: Pull Production

55. Work Processes: Standardized Work

56. Work Processes: Kaizen

57. Work Processes: Work Cell Redesign

58. Work Processes: Value Stream Mapping

59. Lean transformations depend upon…

62. A great book…

63. Questions? Comments?