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LEAN

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Lean manufacturing or lean production, which is often known simply as 'Lean', is ... All electronic applications eliminate Administrators traveling to the District ... – PowerPoint PPT presentation

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Title: LEAN


1
LEAN 
  •  
  •  
  •  
  •  
  •  
  • Roger Jones
  • Joe Novello

2
Introductions
3
Historical Background
  • Baldridge Quality Framework

4
? 2000 Pinellas County Schools
5
Historical Background
  • Baldridge Quality Framework
  • Lean manufacturing or lean production, which is
    often known simply as "Lean", is the optimal way
    of producing goods through the removal of waste
    and implementing flow. (Toyota)
  • LEAN/ Six Sigma
  • 99.997 error free

6
Lean Process
  • Flowchart the process
  • Eliminate Waste

7
What is waste in a process?
  • Does it change the product?
  • Is the customer willing to pay the price?
  • Is it rework?

If the answer to any of these is "No", then it is
waste.
8
First Attempt
  • Field Trip Permission Process

9
Flowchart the Process(Field Trip Permission)
10
Eliminate the Waste(Field Trip Permission)
11
New Lean Field Trip Process
12
Findings - Wastes
  • Transportation was the major cause of time waste
  • Duplication of hard copies and filing wasted
    paper, staff time, and storage space

13
Bring in the Expert
14
What is Quality?
  • A customer perception
  • NEVER defined by the provider
  • Did I get
  • What I wanted?
  • When I wanted it?
  • For what I was willing to pay?
  • Did it meet my expectations?
  • If the answer is YES, the provider has
  • Met quality objectives
  • Created customer satisfaction
  • If the answer is Not exactly, then you have
    incurred cost of poor quality.

15
What is Lean?
  • Did I meet my quality objectives at the least
    possible cost?
  • Accomplished by doing only value-added activities
  • Knowing the difference between cost of doing
    business and the cost of poor quality

16
Lean NOT Another Efficiency System
  • A discipline and culture
  • Focus on the customer
  • Eliminating waste by doing only value-added
  • Challenge EVERYTHING you do, including legal

17
Allay Fears
  • Avoid the negative
  • Lean get the waste out loss of jobs
  • Emphasize the positive
  • Lean doing only value added improved
    performance

18
Basic Tools DMAIC The Discipline
  • Define the problem or opportunity (current state)
  • Map and measure the current state
  • Analyze. Drive to root cause
  • Improve and implement the process (future state)
  • Control the new process through measurement
  • A circular process continuous improvement

19
The Quality Management System
Philosophy
QMS
How the philosophy is achieved
System Procedures
Day-to-day operating instructions
Work Instructions
Proof that you did what you documented
Records
20
Basic Tools Five Whys?
WHY? Why? Why? Why? Why?
  • Ask Why? five times!
  • Can be obnoxious and highly annoying
  • Pick up on the answer of the first Why to phrase
    the next one
  • A good tool for developing fishbone diagrams

21
Basic Tools Fishbone Diagram
Coffee
Water
2 days old
Not filtered
Not ground
Coffee tastes terrible
Hung over
Dirty
40th birthday
Coffee Pot
Barista
22
TIM I WOODS The Nine Sinful Wastes
  • Transportation moving things from one place to
    another
  • Inventory putting money into things you really
    dont need
  • Motion (movement) having to reach, stoop
  • Inspection having to check someone elses work
  • Waiting stopping the flow of a process
  • Over-production producing more than you need
  • Over-processing doing more than is required to
    achieve a result
  • Defects results that are not right when they
    are delivered
  • underutilized Skills not getting the most out
    of the brain trust

23
 5-S
  •  
  • Sort - sort things used every day from the things
    that need to be saved
  • Search-free - get visual.  Organize things so
    that you can see them and do not have to look for
    them
  • Spotless - keep things clean
  • Standardize - document your processes in simple
    instructions, and teach your staff the right
    way
  • Sustain - make it a way of life, but audit

24
Second Attempt
  • From Requisition to Paycheck
  • (Hiring Process)

25
Why Requisition to Paycheck
  • Complaints by principals and applicants
  • Losing high quality candidates to other districts
  • Hiring process took up to three months
  • Open positions not being filled
  • Incorrect paychecks for new hires
  • 15 to 20 errors per month

26
Two Teams of Four, Five Days
27
Flowchart the Process(Requisition to Paycheck)
28
Analysis
  • Over sixty steps
  • Replication of data acquisition and input
  • Numerous opportunities for errors REDO

29
The Results
  • Short Term
  • All electronic applications eliminate
    Administrators traveling to the District Office,
    minimum 9000 and three to five days savings
  • Eliminate the Salmon Form, savings 10 20 hours
    overtime each month
  • Jidoka (Pull the rope) at three paycheck errors
    in a month

30
The Results
  • Long Term
  • Use the capabilities of the technology we have in
    place
  • EPARS (requisition)
  • Edzapp (posting)
  • EPARS (processing)
  • VISIONS (Payroll)

31
The New Culture
  •  
  • Think LEAN!
  • Challenge everything we do.
  • Does it add value?
  •  
  •  
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