Lean Leadership

Lean Leadership consists of 2 major processes: Managing Change and Managing Transitions. 

Managing Change is the project part, that simply and straightforwardly deals with the “x by y” (do X by Y date) changes required to become a Lean Enterprise by implementing the Lean Tools in your Value Stream.

Managing Transitions is the people part, that not so simply and not so straightforwardly deals with the “z” issues…..what goes on with people required to effectively implement and sustain the Lean changes.

The Lean Leadership workshop uses a Leadership Value Stream that builds the participants capability to both Manage Change and Manage the Trasitions necessary to bring people through the change process.

Content includes:  Transforming Organizational Change, Leader-Manager Assessment, Transition Management, and a Leadership Development Plan (created by each participant in order to improve his/her leadership skills).

Learning Objectives:

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Lean Manufacturing System Design & Development

Most, if not all, of our business enterprises do not provide any process for ensuring Product Designs are smoothly and efficiently transitioned into full-scale production.  They are, quite often, literally “thrown over the wall” to manufacturing without addressing manufacturability of the design or manufacturing capabilities.

Lean Manufacturing System Design/Development (MSDD) is a workshop that helps you develop a robust process for insuring manufacturability of the design and manufacturing capability to produce that design.

Results will enable you to reduce Concept-to-Launch-to-Market Lead Time, reduce Product Development Costs due to Engineering Changes, Improve Process Capability.

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Lean Materials Handling Systems, Water Spiders & Milk Runs

Lean Materials Handling Systems, Water Spiders  & Milk Runs: once One-Piece Flow Cells are in place in your Value Stream, and once you have your Kanbans/Supermarkets/Heijunka Boxes/FIFO Lanes in place, you’re ready for the Lean Materials Handling System (LMH) to tie them all together.

LMH has 4 major parts:

1.  Water Spider(s)…..the person(s) doing the materials handling.

2.  Milk Run (s)…..the delivery route(s) the Water Spider(s) travel.

3. Duration & Frequency….the time it takes per Milk Run, and the # of Milk Runs per day.

4. Mailbox Address…..the specific drop off and pick up points on the Milk Run Route(s).

Learning Objectives:

1. The 7 Rules of Kanban
2. The 3-Bin System
3. The 2-Bin System
4. The 1-Bin System
5. The Signal System
6. POUS (Point-of-Use Supplies)
7. VMI (Vendor Managed Inventories)
8. Determining # of Water Spiders
9. Determining the Milk Run
10. Designing a Lean Materials Handling System for your Value Stream
11. Covering Lunches and Breaks
12. LMH Organization

Duration: 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Lean Measurement (Metrics)

Lean Metrics concern themselves primarily with Process-Oriented Criteria (P-Criteria), as compared to traditional metrics which concern themselves primarily with Results-Oriented Criteria (R-Criteria).

P-Criteria deal with process controls, process variances, and people.  In process-oriented management a manager must support and stimulate efforts to improve the way employees do their jobs.

R-Criteria deal with results: hard measures such as cost, quality, on-time delivery, rejects, and a variety of financial indicators.  In results-oriented management a manager emphasizes controls, performance, tangible results (usually financial), and rewards (and sometimes punishment).

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Lean Office

Lean Office is the application of Lean Principles, which were originally designed for a repetitive, linear manufacturing materials environment, to the non-repetitive, non-linear office information processing environment.

Our office processes are loaded with waste.  In fact, there are up to nine discrete types of waste found in the office, in addition to the eight kinds of waste found on the shop floor.  Lean Office is the elimination of these wastes in order to achieve better information flow: less cost, less rework, less duplicate work, less waiting, lower lead time, better quality, and better customer satisfaction (plus better quality of work life for the office workers).

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Lean Principles (Introduction to Lean)

Lean Principles (Lean Introduction) is a foundation workshop intended to impact the current thinking of what is possible in any business enterprise.   It is applicable to all functions in a business: staff and line operations, purchasing, warehousing, planning, finance, information technology, shipping, manufacturing, engineering, technical support, and all types of management. The intent of this workshop is to dramatically illustrate the results possible with Lean, and what’s required to become a Lean Enterprise. (more…)

Lean Project Implementation

Lean Project Implementation is a workshop, based on your Value Stream Map, that has you identify specific projects by Value Stream Loop. Then, prioritizing these projects into 90-day action plans, assigning responsibility for the completion of each one, and setting up management reviews on a regular basis to insure these projects are completed and the appropriate results achieved.

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Lean Tools & Objectives

Lean Tools → Objectives

This is a simple listing of the various Lean Tools and their associated objectives….which you must know in order to use the tool effectively.

8 Wastes (Muda) See → & Eliminate Muda in all its forms

Value Stream Mapping→ Use as a roadmap for change

Kaizen → Rapid, focused, improvement

Hoshin → Align efforts w/measureable results

Lean Metrics → Establish a baseline & SET/ACHIEVE goals

5S Parlor Factory → Organize the workplace

Visual Controls → See the process, self-manage it & continuously improve it

One-Piece (1→ ) Flow Cells → Establish process flow without waste

Cell Teams → Enable extraordinary performance

GEMBA → Go-And-See Management

Kanbans & Supermarkets → Pull scheduling (across the Value Stream) and control the inventories (RMI, WIP, FG)

Lean Materials Handling → Control the schedule & the inventory (w/water spiders & milk runs)
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Lean Transformation

Lean Transformation is a change….a radical and far-reaching change….from a traditional functional-based organization to a lean enterprise.  Lean Transformation must be led, it cannot be managed!

The Lean Transformation itself starts with the 5 Lean Principles:

1. Customer Value
2. Mapping the Flow of Value
3. Flow
4. Pull
5. Seek Perfection

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Mixed Model Production(Heijunka)

Mixed Model Flows (Mixed Model Production) are a somewhat common occurrence in Lean. They are parts of your Value Stream that produce multiple products…..not one product….within a given time period.  This is called “Heijunka” or Load Leveling in the Toyota Production System.

Lean implementation can be more straightforward in dedicated parts of your value stream – those places where only one product is made and where one-piece flow cells (1à) are appropriate.

But what if your value stream produces more than one product? What if it produces many products in any given month, or week? MMF is the solution you may have been looking for.

What is MMF? Simply stated: Mixed Model Flow is making value flow by taking out the waste in your value stream so that multiple products can be made in the same value stream each time period.

This is accomplished by making the MMF part perform AS IF it were a dedicated asset. Each product “flows” at the rate of customer demand, even though multiple products are made there.

HOW DO YOU DO THIS?
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