Ron Bartram Managing Director, Herbert Parkinson (the John Lewis Partnership)

Herbert Parkinson
A branch of the John Lewis Partnership

Dancing with Lean

Ron Bartram, MD

Agenda
1. The Business 2. What weve achieved with Lean

3. What works and why ? 4. Achieving critical mass !

Home Furnishings including..

7 day Curtains & Blinds

Duvets & Pillows Design & Weave Fabric

People make the difference

Total Sales in 2010 up +15 %

21.7 18.8m 15.9m

2008/09

2009/10

2010/11

4 stages on the journey

Competitive advantage Gain support for a manufacturing strategy

Parity with the competition

Eliminate negative potential

Making it Happen

Vision.. ..and clear Key Objectives

Agenda
1. The Business 2. What weve achieved with Lean

3. What works and why ? 4. Achieving critical mass !

Improvements Obtained : Created a future state map for the area Improvement in efficiency Waste reduction re-cut and rejects Highlighted 7 Wastes Balanced workload Moved closer to one piece flow Identified capacity & line balance Share the workload Better planning with maintenance

Reduced WIP, storage & transport

5S redundant items

25% less space required

Improved Visual Management

 How can we measure ownership ? The team now look after the dept it has become a way of life.

Agenda
1. The Business 2. What weve achieved with Lean

3. What works and why ? 4. Achieving critical mass !

Don t trust fortune tellers

Starting up Improvement teams

Objectives:Put LEAN theory into practice Kick start the improvement process Improve Visual Management LEAN is fun! Utilise cross functional teams Ability to roll out to other areas

Understanding the whole flow

Value Stream Mapping identifies all the waste in the process

.. and needs a X functional team

Using PSDQC boards

..with Key Performance Measures that are relevant to the area

The team ensure they achieve their action plan targets

Team proposes Future Improvements.

Apply visual standards to other areas of the business Value Stream Map other areas Opportunity to map stock accuracy process understand root cause Involvement of other Partners take ownership Re-visit areas are we where we want to be?

What we can tell about the future is that it implies major changes Status quo is not an option

Working Highlights for the Team

Everyone working together Applying LEAN training to practical process learn through doing Uncovering day to day issues in the area Better communication Understanding changes in demand being proactive rather than reactive

Agenda
1. The Business 2. What weve achieved with Lean

3. What works and why ? 4. Achieving critical mass !

Train all your team

and pick your projects.

Find your Facilitator

Long-term winners will be those who are flexible and adapt Test, accept failure, learn

Accelerating improvement
Train all your people, but use them in project teams as soon as you can. The pay off is not always quick. Be prepared to revisit projects. Sustaining improvement is the hardest. Some techniques are easy and fun to do but process mapping is scary until youve done a few. Use MAS. However, the pay off can be great and the improvement team gains great confidence and want to do more !

Its not about matching the competition.

Everything he did, I did too, but backwards and in heels.

Ginger Rodgers