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Lean Kaizen Empowering the Team in Interesting Times 14 September 2010

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Lean Kaizen Empowering the Team in Interesting Times 14 September 2010 Robin Armstrong Viner Cataloguing Manager Library & Historic Collections Seven key types of ... – PowerPoint PPT presentation

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Title: Lean Kaizen Empowering the Team in Interesting Times 14 September 2010


1
Lean KaizenEmpowering the Team in Interesting
Times14 September 2010
  • Robin Armstrong Viner
  • Cataloguing Manager
  • Library Historic Collections

2
Introduction
  • Background
  • Lean Kaizen
  • The Process
  • Planning
  • The Team
  • The Blitz
  • Outcomes and Benefits
  • Implementation

3
Background
  • Declining operational budget
  • Need to meet savings targets
  • Rising staff costs
  • Increasing customer expectations
  • Gap between expectations and reality growing
    despite significant improvements
  • University Secretary committed to maintaining
    front line services
  • Funded three pathfinder projects using Lean
    Kaizen methodology
  • Selected proposals from Estates, Library
    Historic Collections and Registry

4
Lean Kaizen
  • First developed by Toyota in the 1950s
  • Widely used in manufacturing
  • Increasingly adopted in service industries
  • Involves
  • Focusing on the customer
  • Minimising waste
  • Using the expertise in the team
  • Building a culture of continuous improvement

5
What the Customer Values
  • Identifying value
  • The customer must be willing pay for the activity
  • It must transform the item in some way
  • It must be performed correctly the first time
  • Its not worth doing if the customer doesnt
    value it

6
Tim Wood
  • Seven key types of waste
  • Transportation
  • Inventory
  • Motion
  • Waiting
  • Overproduction
  • Over processing
  • Defects

7
Capturing the Creativity
  • Building on experience
  • Talking to the experts
  • Identifying practical solutions
  • Sharing with colleagues
  • Creating consensus
  • Delivering improvement

8
Bottom Up
  • Demanding rather than imposing change
  • Empowering individuals
  • Supporting one another
  • Sharing responsibility
  • Creating a responsive service

9
The Process
  • Acquisition, cataloguing and processing of print
    materials from identification and selection to
    shelf involving
  • 24 members of the Library Historic Collections
    team
  • Six individual teams
  • Four sites
  • Based on customer feedback

10
Planning
  • Facilitated by Kaizen Lean specialist
  • Indentifying the Project Sponsor
  • Appointing the Project Lead
  • Selecting the Project Team
  • Raising Awareness of the Project

11
Planning
  • Agreeing the Project Scope
  • University Librarian and six managers
  • Assessing the suitability of the process
  • Setting the aims of the Kaizen Blitz

12
The Team
  • Ten members
  • Seven roles
  • Four teams
  • Two sites

13
The Blitz
  • Five days
  • Introduction
  • Understanding the current process
  • Identifying improvements
  • Refining the new process
  • Highlighting outcomes and planning implementation

14
Management Goals
  • Reduce time between a recommendation being made
    and the order being placed by 50
  • Ensure the item is available to the customer
    within one working day of receipt
  • Reduce the time taken by Library Historic
    Collections staff to support the above process by
    30
  • Ensure that relevant tracking information is
    provided to the customer throughout the process

15
Team Goals
  • Reduce the time between a authorized and accurate
    recommendations being made and the order being
    placed by 50 to one working day for urgent
    requests and two working days for all other
    requests
  • Ensure the item is 100 of urgent items are
    available to the customer within one working day
    of receipt and all other items within three
    working days
  • Reduce the time taken by Library Historic
    Collections staff to support the above process by
    30 25
  • Ensure that relevant tracking information is
    provided to the customer throughout the process

16
Understanding the Current Process
17
Identifying Improvements
18
Refining the New Process
19
Outcomes
  • 18 action points identified
  • Moving to online requests
  • Getting more from our relationship with preferred
    suppliers
  • Minimising urgent requests
  • Eliminating double checking
  • New label printing processes
  • Minimising the number of times records are edited
  • Creating a better working environment

20
Benefits
  • Staff time taken to support the process
  • Acquisitions 39 (51 staff hours a week)
  • Cataloguing 20 (25.5 staff hours a week)
  • Floors and sites 50 (65.5 staff hours a week)
  • Acquisitions budget
  • 7500
  • 200 extra titles

21
Implementation
  • Some easy successes
  • First changes implemented on Monday morning
  • Changes to workflow implemented in first month
  • Some requiring further work
  • Spine labels provided by preferred suppliers
    within six months
  • Some significant challenges
  • Online requesting will be the subject of a
    further Kaizen event

22
Under a Cloud?
  • Some frustrations
  • Havent achieved all that had been identified
  • Fewer benefits for the customer than planned
  • Monograph Acquisitions have seen little benefit
  • Lessons learned
  • Keeping up the momentum
  • Embedding Lean Kaizen in the organisational
    culture

23
Silver Linings
  • Empowering the team

24
Silver Linings
  • Trusting the team

25
Silver Linings
  • Growing the team

26
Questions
  • r.armstrongviner_at_abdn.ac.uk

27
  • Thank you
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