Going to the Floor
Going to Gemba Frames of Reference for Direct Observation & Leader Action
1
“A vision of the ideal . . “
“What we should do, not what we can do.”
2
Two Sciences of Lean
Human Development Philosophy
Technical – Bottom-up
Social – Top Down
3
Chairman Cho of Toyota: Three Keys to Lean Leadership Go See. • “Sr. Mgmt. must spend time on the front lines.” Ask Why. • “Use the “Why?” technique daily.” Show Respect. • “Respect the people.” 4
Respect for People Focus on the front line worker – Enable the worker • To work safely • To know his/her customer • To be involved, engaged • To be successful – Build your system from the worker out. continually removing wasteful steps from his work, giving it to support people (isolate the waste), so that nothing is left but value-creating steps. Don’t waste the operator’s time and effort! – “The order of improvement must be easier, better, faster and then cheaper.” – Shigeo Shingo
5
• Muda
Waste & Struggles
• Muri – strain or irrationality
1. Storage (material or information) 2. Transport 3. Over-production (material or information, too much or too soon.) 4. Processing (over-, under-, or redundant) 5. Motion (person or machine) Hurry up! • Mura –unevenness 6. Defects (Correction) 7. Waiting (person or Hurry up! machine) 8. Lost Creativity
Wait.
Hurry up!
Wait.
6
Value Stream View • Material • Information • Work
c
c
7
Kaizen Understanding
“Many small changes for the better that come from the experience and common sense of the people who do the work.” Yo! Look here.
Many Small Improvements (Kaizen) ∆x
VA
Superficial Improvement
“Identification of waste is the problem, not elimination of waste.” 8
Kaizen Maturity Standardization Kaizen
Improvement Kaizen
Current Standard
Process
System
Stability Kaizen
Work is chaotic & unpredictable. Let’s agree on a standard.
There is a standard, but we have fallen below. Why?
How can we improve on this standard? 9
System Maturity Perspective
•Chaos to Stability - large P/D ratio Just-in-time •Stability to Standardization – smaller P/D ration but still long •JIT – short P/D ratio, Standardization but still greater than 1 •Higher JIT – P/D < 1 Stability Chaos
Higher JIT
Lean Social Science
Lean Technical Science
10
Countermeasures Maturity
– Depth of Understanding – Breadth of Participation
Known
Practiced
Not Known
Not Practiced
• What do you expect to see? • What is the actual?
North Haven Window Window AnalysisAnalysis 11
Constraints • Logistical
– Layout, physical environment, walls, distance
Them
• Behavioral
– Pecking orders, mores, cultural differences
• Managerial (80% of constraints)*
– Strategy, Policy, Organization, Measures *Eli Goldratt
US 12
Shingo Examiner Perspective 1) Does the environment appear to enable problemsolving and improvement? 2) Do I see evidence of a tool? What is the breath of deployment? 3) Is the tool employed as part of a system, or is it a point solution? 4) What is the intensity and frequency tool/system use? By employees? By managers? By leaders? 5) Is the principle behind the tool or system understood? What is the depth of understanding? 6) Does the tool or system align to a larger objective? Can employees and managers articulate this? 7) Have expected results from tools and systems shown consistent improvement? Dramatic improvement? 13
Dynamic Equilibrium Framework • What is moving them towards their goals? • What is holding them back?
14
1
“A vision of the ideal . . “
“What we should do, not what we can do.”
2
Two Sciences of Lean
Human Development Philosophy
Technical – Bottom-up
Social – Top Down
3
Chairman Cho of Toyota: Three Keys to Lean Leadership Go See. • “Sr. Mgmt. must spend time on the front lines.” Ask Why. • “Use the “Why?” technique daily.” Show Respect. • “Respect the people.” 4
Respect for People Focus on the front line worker – Enable the worker • To work safely • To know his/her customer • To be involved, engaged • To be successful – Build your system from the worker out. continually removing wasteful steps from his work, giving it to support people (isolate the waste), so that nothing is left but value-creating steps. Don’t waste the operator’s time and effort! – “The order of improvement must be easier, better, faster and then cheaper.” – Shigeo Shingo
5
• Muda
Waste & Struggles
• Muri – strain or irrationality
1. Storage (material or information) 2. Transport 3. Over-production (material or information, too much or too soon.) 4. Processing (over-, under-, or redundant) 5. Motion (person or machine) Hurry up! • Mura –unevenness 6. Defects (Correction) 7. Waiting (person or Hurry up! machine) 8. Lost Creativity
Wait.
Hurry up!
Wait.
6
Value Stream View • Material • Information • Work
c
c
7
Kaizen Understanding
“Many small changes for the better that come from the experience and common sense of the people who do the work.” Yo! Look here.
Many Small Improvements (Kaizen) ∆x
VA
Superficial Improvement
“Identification of waste is the problem, not elimination of waste.” 8
Kaizen Maturity Standardization Kaizen
Improvement Kaizen
Current Standard
Process
System
Stability Kaizen
Work is chaotic & unpredictable. Let’s agree on a standard.
There is a standard, but we have fallen below. Why?
How can we improve on this standard? 9
System Maturity Perspective
•Chaos to Stability - large P/D ratio Just-in-time •Stability to Standardization – smaller P/D ration but still long •JIT – short P/D ratio, Standardization but still greater than 1 •Higher JIT – P/D < 1 Stability Chaos
Higher JIT
Lean Social Science
Lean Technical Science
10
Countermeasures Maturity
– Depth of Understanding – Breadth of Participation
Known
Practiced
Not Known
Not Practiced
• What do you expect to see? • What is the actual?
North Haven Window Window AnalysisAnalysis 11
Constraints • Logistical
– Layout, physical environment, walls, distance
Them
• Behavioral
– Pecking orders, mores, cultural differences
• Managerial (80% of constraints)*
– Strategy, Policy, Organization, Measures *Eli Goldratt
US 12
Shingo Examiner Perspective 1) Does the environment appear to enable problemsolving and improvement? 2) Do I see evidence of a tool? What is the breath of deployment? 3) Is the tool employed as part of a system, or is it a point solution? 4) What is the intensity and frequency tool/system use? By employees? By managers? By leaders? 5) Is the principle behind the tool or system understood? What is the depth of understanding? 6) Does the tool or system align to a larger objective? Can employees and managers articulate this? 7) Have expected results from tools and systems shown consistent improvement? Dramatic improvement? 13
Dynamic Equilibrium Framework • What is moving them towards their goals? • What is holding them back?
14
