Understanding Lean & Safe

NPES
November 16 -17, 2008
M. Taubitz

© Lean Journey LLC 2008

Safety model based on decades
of “we need more support and
commitment………..” TOP
MGT.
NO!!!
Safety Safety is a
leadership issue

Employee
The proper mantra is
“Hey boss, you lead and TOP
I’ll support you…..”
MGT.
YES!!!
Action

Safety

Inputs
Employee

Lean & Safe are both leadership issues….

 MIT defines “lean” as
“production design that is aimed at the elimination of
waste in every area, including customer relations,
product design, supplier networks and factory
management. Its goal is to incorporate less human
effort, less inventory, less time to develop products, and
less space to become highly responsive to customer
demand, while producing top quality products in the
most efficient and economical manner possible.”

A simpler definition with

broader application is:
1)Identify waste
2)Eliminate waste
 Companies Using
• Toyota
• General Motors
• Boeing
• UTC / Sikorsky
• Printing
• Financial Services
• Engineering
• Testing Labs
Lean is a term coined to describe the
Toyota Production System
Fujio Cho, Toyota Chairman, in a Business 2.0
interview, Jan/Feb 2005
“…..Some people think that if they just implement our
techniques, they can be as successful as we are. But those
that try often fail. That's because no mere process can turn
a poor performer into a star. Rather, you have to address
employees' fundamental way of thinking. At Toyota, we
start with 2 questions:
1. "Where are we wasting resources like time
people or material?"
2. "How can we be less wasteful?"
• Difficult to recognize
• Need to make waste obvious
• Waste identification is the first step towards
attaining improvement in
efficiency
• Must re-examine the way we think about waste

But first, we need to better understand Lean & Safe……..

 The Relationship of Culture and Lean & Safe Operations

Company “x”

Lean & Safe Culture

Changes organizational
culture using 5S, value stream
Lean & Safe Design mapping and other lean tools to
application specific establish a self sustaining lean
safeguarding Verify & Self sustaining
Validate Culture culture
for lean & safe productive
operations; utilizes risk Continuous
Implement
assessment and waste Improvement
elimination based on 5S and Other
lean principles Design
Lean Tools
Application Value Stream
Mapping
Risk
Assessment 5S

Leadership
Traditional Safety vs. Lean & Safe
• Traditional Safe strives for
Emerging
– acceptable risk issue

• Lean & Safe strives for

– acceptable risk with minimized waste
• The integration of lean and safe is an
emerging issue full of opportunity
– Threat is confusion about “Lean” and how it
integrates with Safety
 Confusion
• “Lean” seems to be an “in” thing
– Many companies are tacking “Lean” onto whatever
they’re currently doing and selling it as “lean”
• Lean 6 Sigma, Lean Behavior Based Safety, Lean Ergonomics,
Lean Accounting, Lean Office, Lean Engineering….. may all
have value,

• “Lean” is thought of for the factory floor,

engineering and supply chain, but
• Lean is the identification and elimination of waste
in every facet of your daily business………..

Let’s first look at the factory………….

 5. Sustain

4. Standardize
3. Shine
2. Straighten
1. Sort
5S on the
factory
floor....
 5S / Lean
uses simple
changes to
eliminate
waste
What you need
When you need it
Where you need it……
 Lean & Safety are both
Leadership Issues
• Broad application beyond the factory floor
• Must apply to offices, sales, administration,
etc…. To develop desired culture
• If we expect leaders to lead the integration
of lean and safe, it’s incumbent upon safety
pros / staff to understand both………
– Can you name the 7 forms of waste and the 5
repeatable steps to eliminate waste?
 The 1st
Step

• Learn how to identify

and
eliminate waste
• Organize your business
• Learn fundamentals for future
efforts
 ? Processing Correction
Inventory TYPES
OF
WASTE
Over-
Production

WASTE Waiting Motion

Material
Movement

• WASTE NOT DEFINED • WASTE IS "TANGIBLE"

• REACT TO LARGE EXAMPLES • IDENTIFY MANY SMALL OPPORTUNITIES
• REACTIVE IMPROVEMENT - LEADS TO LARGE OVERALL CHANGE
• CONTINUOUS IMPROVEMENT
1. SORT
2. STRAIGHTEN
3. SHINE
4. STANDARDIZE
5. SUSTAIN
Customer Service Center Before 5S:
Service Center After 5S:
5S Kaizen
Workshop resulted
in identifying
9, 300 excess file
folders
Copy Center
Moving the printer next to the half-
wall eliminated the necessity for
employees to walk inside the area
 Which has more waste
#1
with associated tasks

#1 or #2

#2
The winner is……..

#2

We start with 5S for

common areas to
learn about waste….

Tackling the hidden

waste in business
systems is much
more difficult………..
 Hidden waste is always the worst

Computer issues…….. Resultant waste……

• OS runs slowly 1. Corrections (defects)
• Files won’t open 2. Over-production
• Crashes 3. Motion (extra key
• Virus strokes)
• Can’t find files
• Email jail = 4. Material movement
(electrons)
5. Waiting
• Redundant files
• Shared drive chaos 6. Inventory
• Etc….. 7. Process (call IT,
compress files, reboot,
pray….)
Value stream / process mapping is used to make
hidden waste visible
 Typical Value Stream Mapping Workshop

Current State VSM with material flow; lead times, capacity profile and simulation

• cross functional team

• no computers
• effective not pretty
• displays the true current
state
• promotes team work and
brainstorming…..
Value Stream Mapping Makes Hidden Waste Visible

Team of knowledge workers

estimated that they would have 20-50
steps in this process…. Two hours of
work identified 101 steps

How would an
executive or
staff tackle the
waste in this
process if they
can’t see all of
the steps???
Knowledge Folders
A series of folders stored in one central
location, each of which has detailed and
complete information on how to do
something

• Usually filed alphabetically

• simple manila folders work
just fine
• storage can be a strong box
Used to or a plastic milk crate
standardize
work within
a value
stream or
process
 Process
Office or
Workspace Lean Tool kit

Initial 5S
Training

5S is the enabling process to identify

& eliminate waste in value stream mapping
 A lean culture is more productive
and less stressful
Do your offices have?
– 5S
– Process or value stream mapping of
Salaried business processes
– Lean Council
– Safety for salaried workers
– Metrics for waste / visual wall to display
Projects and metrics
– Standardized one-page reports Lean Tool kit
– Visual controls
– Standardized work
– Knowledge folders
Like safety, lean demands
– Teamwork and balanced workloads
– Quality and problem solving training
active leaders who wish to
– Continuous improvement efforts
demonstrate “I care”
– Management system
 Respect
for
people

Staffing = Productivity

Waste =Productivity
Lean is not just for the factory floor…………
Reduce Waste & Stress - - not people
 Stress in Today’s World
• Waiting for:
– Someone to return a call
– Approvals
– Paperwork
– Meeting to start
• Correcting other’s mistakes
• Last minute changes – working OT
• Searching frantically for paperwork
• Excess steps
• Bureaucratic processes
• Incorrect or incomplete instructions
Learning to apply lean
• Email “Jail” in offices helps the
• Unbalanced workload entire organization…
• Roles and responsibilities not clear
• Technology problems….
 Comparison of Traditional
Learning with hands-on Lean
Traditional • Kaizen / Other Lean
• Difficult to translate into Workshops
action in the workplace – Hands-on learning
– Read – Teamwork
– Seminars – Workplace is improved
– Webinar, etc…. – Foundation for continuous
improvement
– Act your way to a new way
• Describes “what” of thinking…
without “how” • Lean Living
– Truly a learning journey
Experiential
Learning
Your Current State?
• Workplace neat, clean & organized
• Good cadence of work – little stress
• Inventory of business processes
– Processes mapped and waste eliminated
• Standardized non – standard work
• Safety integrated into daily operations
• Visual controls and common processes
• Good teamwork and workload balance
– Employees understand how lean and safety work
together
 Standardizing non-standard work

• On a factory floor, this concept is well

understood
– Quality and operational standards
– Safety, etc….
• In an office setting, most everything is non-
standard
– An organization cannot become truly lean until the
leaders and front office personnel also become lean
– How then does one proceed?
 Standards……
• Represent the best, easiest and safest way to do a
job
• Preserve know-how and organizational
knowledge
• Provide a means to measure performance
• Provide a basis for maintenance and improvement
• Facilitate objectives and training goals
• Create a basis for audit or analysis
• Prevent recurring errors
• Minimize variability
 Standardizing Office Work Overview

• 5S – standards for each area

• Lean Council – standard agenda
• Safety – standardized visitor protocol / emergency procedures
• Visual Controls
– Tape
– Order / reorder cards Something is
– Signs missing
– Templates
– Visual Wall
• Written standards, procedures, etc….
• E.g. meetings
• One page reports – standard format
• Knowledge folders – template for instructions
• Management system – standardizes the way you do business
 How to do it wrong……
• WSJ Oct 27, 2008: “Neatness Counts at Kyocera and at Others in the
5S Club ; Sort, Straighten, Shine, Standardize, Sustain…..”

• Overview of Kyocera approach

– Corporate mandate with audits
• “….. companies like Kyocera are patrolling to make sure that workers
don't, for example, put knickknacks on file cabinets. To impress
visitors, the company wants everything to be clean and neat…..”
– “Perfect 5S” misses the point
• Reviewer comments…..
– “It's all about removing waste, not looking neat.”
– “I'm afraid that this article is a guide to how NOT to implement 5S.
Kyocera, like unfortunately many other companies, doesn't seem to realize
is that 5S involves change management, not just the perfect execution of
a lean tool….”
Lean and safe is a long journey
Culture change and respect
for people comes from the top
 Lean & Safe Network
• Open to all – free
• Webinars
– Hosted by Pilz USA
• Teleconferences
• Email network

Send email to leanjourney@charter.net

 Lean & Safe Summary
• Lean and safe are leadership issues
• Safety has an opportunity to become truly
integrated with the business
– Lean works in any organization, eliminating
waste and improving productivity and teamwork
• Organizations must understand waste as well
as hazards and risk mitigation, aiming for
acceptable risk with minimized waste
It may be simple, but…….