The Lean Handbook Journey: Make - Up Flows Culture

The Lean Handbook Journey

Session C5
Monday, February 27, 2:00 3:00 pm
Presented by
Anthony Manos
LBC
Key Learning Outcomes

Better understanding of the makeup of
the Lean Handbook
How the body of knowledge flows
Moving beyond the tools of Lean into the
culture
ASQ Lean and Six Sigma Conference 2012

1
Agenda
The current Lean Body of Knowledge and
its history
The makeup of the handbook and its
contributing authors
Information related to the Bronze Lean
Certification
Suggested readings
Q&A
Introduction
First and foremost, this is not the exam
prep book
This is the overall BOK book
It was written at the tactical level (vs.
integrative or strategic)

2
Current BOK & History
Four Partner Associations

3
Brief History of the Lean Certification

2001 Members of SME, AME, and constituents of the Shingo Prize
came together and determined the need to align practitioners to a
common foundation fundamentals of lean practice to provide a
roadmap to support workforce development and training efforts.
2004 Development of the BOK began in earnest. The Shingo Prize
model served as a basis for the programs Body of Knowledge.
2005 The proposed lean body of knowledge was validated in a
study thus launching the Lean BOK version 2.0
Kaizen Blitz Week Nearly 60 lean practitioners gathered for a week
to develop the components of Lean certification program. Teams
were established to focus on exams, portfolios and the mentoring
requirements. Throughout the development process, nearly 200 Lean
practitioners were involved in the creation of this program not
including the couple of thousands that participated in the study.
ASQ Joins
2006, March - The first Bronze exam was offered to the public, the
Certification Oversight & Appeals Committee was established
2006, June - the Silver exam was available
2006, December the Gold exam launched
2007 - The Shingo Prize Model was restructured, a second validation
study was performed
2008 - Updated BOK V3.0 (with weighting factors for Bronze, Silver,
Gold)
2010 ASQ joins the partnership
The Future of the BOK - Validation studies will be conducted every
5-7 years

4
The Shingo Principles
Results
Enterprise
Alignment
Continuous Process
Improvement
Cultural Enablers
Guiding Principles
Create Value for the Customer
Create Constancy of Purpose

Think Systematically
Focus on Process
Embrace Scientific Thinking
Flow & Pull Value
Assure Quality at the Source
Seek Perfection
Lead with Humility

Respect for Every Individual

5
Supporting Principles
Measure what Matters

Align Behaviors with Performance
Identify Cause & Effect Relationships
See Reality
Focus on Long-term
Align Systems
Stabilize Processes
Align Strategy
Rely on Data
Standardize Processes
Insist on Direct Observation
Focus on Value Streams
Keep It Simple & Visual
Identify and Eliminate Waste
Integrate Improvement with Nurture Long-term Relationships
Work Empower & Involve Everyone
Develop People
Assure a Safe Environment
Shingo Prize Transformation Process

6
BOK Basic Layout
1. Cultural Enablers Principles

2. Continuous Processes
Process Techniques and
Improvement practices
3. Consistent Lean
Enterprise Culture Principles
Measurement
4. Business results Systems
Key Lean Related
Measures
Alignment
Principles Processes /
How?
Systems Techniques &
Practices
Why?

7
Four Major Sections (Bronze %)

Section 1 Cultural Enablers (15%)
Section 2 Continuous Process
Improvement (60%)
Section 3 Consistent Lean Enterprise
Culture (10%)
Section 4 Results (15%)
Section 1 Cultural Enablers
People

8
Rubric 1 Cultural Enablers
1.1. Principles of Cultural Enablers (3%)

1.1.1. Respect for the individual
1.1.2. Humility
1.2. Processes for Cultural Enablers (4%)
1.2.1. Planning & Deployment
1.2.2. Create a sense of urgency
1.2.3. Modeling the lean principles, values, philosophies
1.2.4. Message Deployment - Establishing vision and direction
1.2.5. Integrating Learning and Coaching
1.2.6. People development - Education, training & coaching
1.2.7. Motivation, Empowerment & Involvement
1.2.8. Environmental Systems
1.2.9. Safety Systems
Rubric 1 Cultural Enablers
1.3. Cultural Enabler Techniques and Practices (8%)

1.3.1. Cross Training
1.3.2. Skills Assessment
1.3.3. Instructional Goals
1.3.4. On-the-Job Training
1.3.5. Coaching & Mentoring
1.3.6. Leadership Development
1.3.7. Teamwork
1.3.8. Information Sharing (Yokoten)
1.3.9. Suggestion Systems

9
Section 2 Continuous Process

Improvement
Tools
Principles of CI
2.1. Principles of Continuous Process Improvement (15%)

2.1.1. Process Focus
2.1.2. Identification & Elimination of Barriers to flow
2.1.2.1. Flow & the Economies of Flow
2.1.2.2. 7 Wastes (Muda), Fluctuation (Mura), and Overburden (Muri)
Connect & Align Value added work
2.1.2.3.
fragments
2.1.2.4. Organize around flow
2.1.2.5. Make end-to-end flow visible
2.1.2.6. Manage the flow visually
Match rate of production to level of customer demand - Just-in-
2.1.3.
Time
2.1.4. Scientific thinking
2.1.4.1. Stability
2.1.4.2. Standardization
2.1.4.3. Recognize Abnormality
2.1.4.4. Go and See

10
Principles of CI
2.1.5. Jidoka
2.1.5.1. Quality at the source
2.1.5.2. No defects passed forward
2.1.5.3. Separate man from machine
2.1.5.4. Multi-process handling
2.1.5.5. Self detection of errors to prevent defects
2.1.5.6. Stop and Fix
2.1.6. Integrate Improvement with Work
2.1.7. Seek Perfection
2.1.7.1. Incremental continuous improvement (Kaizen)
2.1.7.2. Breakthrough continuous improvement (Kaikaku)
Lean CI Systems
2.2. Continuous Process Improvement Systems 20%

2.2.1. Visual Workplace
2.2.1.1. 5S standards and discipline
2.2.2. Lot size reduction
2.2.3. Load leveling
2.2.4. 3P Production Process Preparation
2.2.5. Total Productive Maintenance (including predictive)
2.2.6. Standard Work
2.2.7. Built-in feedback
2.2.8. Strategic Business Assessment
2.2.9. Continuous Improvement Process Methodology
2.2.9.1. PDCA
2.2.9.2. DMAIC
2.2.9.3 Problems Solving Storyboards

11
Lean CI Systems
2.2.10 Quality Systems

2.2.10.1 ISO and Other standards
2.2.11 Corrective Action System
2.2.11.1. Root Cause analysis
2.2.12. Project Management
2.2.13 Process design
2.2.14 Pull System
2.2.15 Knowledge Transfer
Lean CI Techniques
2.3. Continuous Process Improvement Techniques & 25%
Practices
2.3.1. Work Flow Analysis
2.3.1.1. Flowcharting
2.3.1.2. Flow Analysis Charts
2.3.1.3. Value Stream Mapping
2.3.1.4. Takt Time Analysis
2.3.2. Data Collection and Presentation
2.3.2.1. Histograms
2.3.2.2. Pareto Charts
2.3.2.3. Check Sheets
2.3.3. Identify Root Cause
2.3.3.1. Cause & Effect diagrams (Fishbone)
2.3.3.2. 5-Whys
2.3.3.3. Failure Mode and Effects Analysis
2.3.4. Presenting Variation Data
2.3.4.1. Statistical Process Control Charts
2.3.4.2. Scatter and Concentration Diagrams

12
Lean CI Techniques
2.3.4. Presenting Variation Data

2.3.4.1. Statistical Process Control Charts
2.3.4.2. Scatter and Concentration Diagrams
2.3.5. Product and Service Design (make sure to include engineering
changes re: capabilities)
2.3.5.1. Concurrent Engineering
2.3.5.2. Quality Function Deployment
2.3.5.3. Product or Process Benchmarking
2.3.5.4. Design for Product Life Cycle (DFx) - cradle to cradle
2.3.5.5. Variety Reduction - product and component
2.3.5.6. Design for Manufacturability
2.3.6. Organizing for Improvement
2.3.6.1. Kaizen Blitz Events
Lean CI Techniques
2.3.7. Countermeasure Activities

2.3.7.1. Mistake and Error Proofing (Poka Yoke)
2.3.7.2. Quick Changeover/Setup Reduction (SMED)
2.3.7.3. One Piece Flow
2.3.7.4. Right sized equipment
2.3.7.5. Cellular Flow
2.3.7.6. Sensible Automation
2.3.7.7. Material Signals (Kanban)
2.3.7.8. Source Inspection
2.3.8. Supply Processes External
2.3.8.1. Supplier managed inventory
2.3.8.2. Cross-docking
2.3.8.3. Supplier Assessment and Feedback
2.3.8.4. Supplier Development
2.3.8.5. Supplier Benchmarking
2.3.8.6. Logistics

13
Lean CI Techniques
2.3.9. Supply Processes Internal

2.3.9.1. Material Handling
2.3.9.2. Warehousing
2.3.9.3. Planning and Scheduling
Section 3 Consistent Lean

Enterprise Culture
Culture

14
Principles of Lean Culture
3.1. Principles of Consistent Lean Enterprise Culture 5%

3.1.1. Systemic Thinking
3.1.1.1. Part-whole relationships are clear and explicit through holistic
thinking
3.1.1.2. The organization evolves as necessary to accommodate future
conditions through dynamic thinking
3.1.1.3. Closed-loop thinking to assure effective feedback of
organizational learning
3.1.2. Constancy of Purpose
3.1.2.1. Focus on Results
3.1.2.2. Focus on Waste Elimination
3.1.2.3 Focus on Value to customer
3.1.3. Social Responsibility
Processes for Lean Culture
3.2. Processes for Developing Consistent Lean 3%
Enterprise Culture
3.2.1. Enterprise Thinking
3.2.1.1. Organize around flow
3.2.1.2. Integrated business system and improvement system
3.2.1.3. Reconcile reporting systems
3.2.1.4. Information management
3.2.2. Policy Deployment / Strategy Deployment
3.2.2.1. Scientific thinking as a strategy process
3.2.2.2. Series of nested experiments
3.2.2.3. Dynamic give and take
3.2.2.4. Forming consensus
3.2.2.5. Align strategies and execution
3.2.2.6. Standard work for strategy communication - how we think and
talk
3.2.2.7. Resource deployment and allocation

15
Techniques for Lean Culture
3.3. Consistent Enterprise Culture Techniques & 2%
Practices
3.3.1. A3
3.3.2. Catchball
3.3.3. Redeployment of Resources
Section 4 Business Results
Results

16
Principles of Business Reults
4.1. Principles of Business Results 4%

4.1.1. Create Value first to drive performance
4.1.1.1. Measure what matters to the customer
4.1.1.2. Measure normal versus abnormal conditions - (triggers
response)
4.1.1.3. Guidelines for Measurement
Categories
* Customer demand and
characteristics
* Customer retention
* Waste
* People Development Measures
* Quality
* Cost and Productivity
* Competitive Impact
Measurement Systems
4.2. Measurement Systems 3%

4.2.1. Measurement
4.2.1.1 Understand interdependencies between measures and
measurement categories
4.2.1.2 Align internal measures with what matters to customers
4.2.1.3 Measure the results from the 'whole' system
4.2.1.4 Measure flow and waste
4.2.1.5 Lean Accounting
4.2.1.6. Voice of the Customer
4.2.2. Goal and Objective Setting
4.2.2.1. SMART (Specific, Measurable, Achievable, Realistic, Timely)
4.2.2.2. Tied to the customer
4.2.3. Analysis - Understand what moves the dial on measures
4.2.4. Reporting
4.2.4.1. Visible feedback real-time

17
Lean Measures
4.3. Key Lean Related Measures 8%

4.3.1. Quality
4.3.1.1. Rework
4.3.1.2. First Pass Yield
4.3.2. Delivery
4.3.2.1 Takt Time
4.3.2.2 Cycle Time
4.3.2.3 Lead Time
4.3.3 Cost
4.3.3.1 Inventory turns
4.3.3.2 Queue time
4.3.3.3 Wait time (delays)
4.3.3.4 Overall Equipment Effectiveness (OEE)
4.3.3.5 Changeover Time
4.3.4 Financial Impact
4.3.5.1. Cash Flow
4.3.5 Competitive Impact
4.3.6.1. Customer Satisfaction
Handbook & Authors
Many voices, many styles

18
Many Voices, Many Styles

We were lucky enough to work with some
of the best minds in Lean
Look around a contributing author may be
sitting right next to you or attending this
conference
Some of these authors are already on the
Recommended Reading list or have top
selling Lean books
Different and varied backgrounds
A Special Thanks to -
Christopher Abrey Dr. Mark W. Morgan
Andy Carlino Frank Murdock
Adil Dalal Mike Osterling
Grace Duffy Robert (Bob) Petruska
David S. Foxx Govind Ramu
Dr. Gwendolyn Galsworth Rama Shankar
Bruce Hamilton Gregg Stocker
John Kendrick Chad Vincent
Matthew Maio Pat W ardell
David Mann Jerry M. W right
Anthony Manos Editors:
Brian H. Maskell Anthony Manos
Timothy F. McMahon Chad Vincent

19
Lean Bronze Certification
Prepare, Exam, Portfolio
Preparation
1. Assess your knowledge - to earn this certification, you
should demonstrate your understanding of the Lean
Certification Body of Knowledge (PDF). You should also
understand the basics of lean.
2. Read the recommended material - Exam questions are
based on specific Recommended Readings (PDF) selected
by knowledgeable and experienced individuals.
3. Apply - After you apply for the Lean Bronze Certification,
you will receive an "Applicant Kit" which will include: Body of
Knowledge, Recommended Reading List, Portfolio
candidate portfolio instructions, Bronze level portfolio forms,
Lean Proctor form and agreement

20
Exam
4. Attend a classroom review course or register for LORP
(Lean Online Review Program) (Optional)
5. Take the exam - the open-book 170-question exam takes
three hours. It is strongly recommended that you bring your
recommended reading material to the exam. All exam
questions are taken from those sources. You can find exam
taking tips here. (PDF)
6. Receive the Knowledge Certificate - when you pass the
exam, you receive a certificate (not a certification) that
serves as a base for pursuit of the Lean Bronze, Silver and
Gold Certifications. It is valid for three years and is not
renewable.
Portfolio
7. Construct and submit your portfolio of experience -
you must submit your portfolio and have it accepted within
the three year timeframe beginning from the date on your
knowledge certificate.
It should document:
Completion of 80 hours minimum of education/training
requirements.
Five (5) tactical projects: events, projects and/or activities
to which specific lean principles and tools were applied.
Portfolio reflection: results of the events, projects and/or
activities.

21
Next Steps
8. Work with a mentor (Optional)
9. Plan your next step - You may choose to pursue
recertification or the Lean Silver Certification. Your Lean
Bronze Certification is valid for three years.
Company Benefits
With an established Lean standard, companies
enjoy a clear understanding of the capability of
their resources.
Provides the opportunity for significant training
and development.
Mentoring is a fundamental part of the Lean
program, helping to mold new Lean experts
Standardize Lean practices within organizations,
regardless of size or industry

22
Individual Benefits
Develop career planning milestones
Gain a portable, career credential
Share and gain Lean knowledge through
mentoring others
Align to the Lean knowledge and competency
standard
Attain abilities recognized across the industry
Develop a portfolio of your experience
Suggested Readings
Bronze Level

23
Recommended Readings
Exam questions are based on these Recommended
Readings:
Gemba Kaizen, Masaaki Imai
Lean Production Simplified, Pascal Dennis or
Lean Hospitals by Mark Graban
Lean Thinking, James P. Womack and Daniel T.
Jones
Learning to See: Value Stream Mapping to Create
Value and Eliminate Muda, Mike Rother and John
Shook
Please note: exam questions are not based on specific information
from the Lean Handbook
Book Covers

24
Wrap-up and Q&A
Evaluations
Wrap-up, Q&A, and Evaluations

Key Learning outcomes:
Better understanding of the makeup of
the Lean Handbook
How the body of knowledge flows
Moving beyond the tools of Lean and into
the culture
Q&A
Evaluations

25
Thank you
Lean Handbook Coming Soon!

26

The Lean Handbook Journey: Make - Up Flows Culture

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

The Lean Handbook Journey: Make - Up Flows Culture

Diunggah oleh

Hak Cipta:

Format Tersedia

The Lean Handbook Journey

The Lean Handbook Journey

Key Learning Outcomes

ASQ Lean and Six Sigma Conference 2012

ASQ Lean and Six Sigma Conference 2012

Current BOK & History

Four Partner Associations

ASQ Lean and Six Sigma Conference 2012

Brief History of the Lean Certification

ASQ Lean and Six Sigma Conference 2012

The Shingo Principles

Create Value for the Customer

Create Constancy of Purpose

Lead with Humility

ASQ Lean and Six Sigma Conference 2012

Measure what Matters

Shingo Prize Transformation Process

ASQ Lean and Six Sigma Conference 2012

BOK Basic Layout

1. Cultural Enablers Principles

Systems Techniques &

ASQ Lean and Six Sigma Conference 2012

Four Major Sections (Bronze %)

Section 1 Cultural Enablers

ASQ Lean and Six Sigma Conference 2012

Rubric 1 Cultural Enablers

1.1. Principles of Cultural Enablers (3%)

Rubric 1 Cultural Enablers

1.3. Cultural Enabler Techniques and Practices (8%)

ASQ Lean and Six Sigma Conference 2012

Section 2 Continuous Process

2.1. Principles of Continuous Process Improvement (15%)

ASQ Lean and Six Sigma Conference 2012

2.2. Continuous Process Improvement Systems 20%

ASQ Lean and Six Sigma Conference 2012

2.2.10 Quality Systems

2.3. Continuous Process Improvement Techniques & 25%

ASQ Lean and Six Sigma Conference 2012

2.3.4. Presenting Variation Data

2.3.7. Countermeasure Activities

ASQ Lean and Six Sigma Conference 2012

2.3.9. Supply Processes Internal

Section 3 Consistent Lean

ASQ Lean and Six Sigma Conference 2012

Principles of Lean Culture

3.1. Principles of Consistent Lean Enterprise Culture 5%

Processes for Lean Culture

3.2. Processes for Developing Consistent Lean 3%

ASQ Lean and Six Sigma Conference 2012

Techniques for Lean Culture

3.3. Consistent Enterprise Culture Techniques & 2%

Section 4 Business Results

ASQ Lean and Six Sigma Conference 2012

Principles of Business Reults

4.1. Principles of Business Results 4%

4.2. Measurement Systems 3%

ASQ Lean and Six Sigma Conference 2012

4.3. Key Lean Related Measures 8%

Handbook & Authors

Many voices, many styles

ASQ Lean and Six Sigma Conference 2012

Many Voices, Many Styles