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True Lean - Focus on One System

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by

Margie Doyle

on 13 August 2013

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Transcript of True Lean - Focus on One System

True Lean
What is True Lean?
ONE SYSTEM
DEFINED AS:

- The team by themselves

- utilizing systematic problem solving

- to improve the work they do

- in order to achieve the company’s
goals & targets

- when and only when
the culture drives the activity
"The Team by themselves"


any SELF DIRECTED team
(by themselves)
"utilizing Systematic Problem Solving"


the team is using
ONE COMMON
process together
"to improve the
work they do"


they have a
STRONG VOICE
in improving their
own work
"in order to achieve the company's goals & targets"



to improve
the health of the
Portland site -
for both the EMPLOYEES
and the COMPANY
"when and only when the culture drives the activity"


instead of being
leader dependent,
our CULTURE
should drive
the actions we take
Why True Lean?

Vision

Clearly defined Roles

Site KPI's


CONSISTENT use of
Lean+ tools
and concepts.

Use ONE
Systematic Problem Solving
approach

AND

adopt it
culturally as our
"way of thinking..."

Effective 2-way
communication

Clear goals & expectations

Appropriate
Rewards & Recognition
Filling in the Gaps...
True Lean
ONE VOICE
Leader
Standard Work?
Systematic
Problem
Solving?

Standard
Work?
KPI's?
Tier Meetings?
Roles?
Visual
Controls?
How is this different from what we do today?
We have metrics already



(and between you and me...



we have more than we need)



But are we really measuring the right things?


Anyone who has taken a Systematic Problem Solving Class knows the answer to that question.
What is the vision
for our site?




Do we know
where we want to go...



exactly?
We already have
self directed teams....




thanks to
Employee Involvement
We already do
standard work...



(and things like that)



okay - not everywhere...



but in some places
Do we all feel comfortable in our roles?



Do we all feel like we know what's expected of us?



Do we feel like we are communicated to often enough? too often? effectively enough?
In summary...

there are many things that
we are already doing right



(and very well actually...
this is Portland after all -
home of many "Best Practices")



But there are a few gaps...



A few questions that you could
not answer "yes" to...


Right?
Filling in the gaps...



To create One system



To enable One Voice



is what the True Lean initiative is all about.
Improvements to help fill these gaps
need to be made -


in both
the Office and on the Shop Floor...


in order for the
One System to work
One System, One Voice
One System
The system exists at all levels in our organization - and all levels are connected.




No one piece of the system is
more important than another.





All pieces are
needed for the
system to "work".



How are we going to
implement True Lean?

Vision 22
Purpose
It's about achieving
"that balance"
having a healthier & more viable
company...

because we all have a stake?
You could go in to work
everyday
and know what to expect...

less fire fighting?
You could leave work everyday
feeling a sense of
accomplishment...

because
you did your job well?
For the Company
For the Employees
What if you were told that embracing True Lean
meant...
Would you
embrace it?
Or if you were told that
embracing True Lean
meant...
You could work in an
environment that feels safe
& secure?
having the ability to
solve problems

(that have been solved before...)

but this time -
never have them come back?
making improvements to
the work you do everyday...

and being able to
see the benefits?
Train Leaders First
so they can
Teach True Lean
Principles
&
lead
improvements
Establish
"Model Areas" to start True Lean improvements
in both
Office & Shop
Roll out
True Lean
improvements
to the next set of
areas...
and continue
to roll out...
until all areas
across our site
are a part of
the
One System
This is where we are now in the Office
This is where we are now in the Shop
Leadership
Problem
Solving
People
Standardization
Site Communications
Goals &
Expectations
Operating
Practices?
(what does this mean?)
The last time we were here
we talked about...
But there is more...
We all need to understand what makes up the...
What are...
Key Performance Indicators
Similar to metrics...
they tell us how we are doing to our targets.



KPI's measure both process
and
results
at all levels...


related to:
Quality, Cost,
Delivery, Safety, People,
etc...
What are...
They give us the ability to
tell the difference between...
Normal & Abnormal
Look for future communications on the One System elements to learn more...
What are...
Mr. Webster would say...

"role: a part or character one takes."

ensures everyone knows what their "part" really is

Having clearly defined
roles at all levels ...

What are...
What is...
What is...
What are...
What is...
A STANDARD
daily or weekly
meeting that focuses on...
Tier 1 Meeting
Area or Team Level Meeting

Tier 3 Meeting
Site Level Meeting

(All organizations attend)
Tier 2 Meeting
Business Team Level Meeting


Information Flow
Information Flow
For Example:
Standard Work for Leaders
(at all levels...)
That provides
structure & routine...
Leader Standard Work
goes hand in hand
with our
"Roles."
The current
written
"best" method for
performing work.

Standard Work is the
FOUNDATION
for
Continuous Improvement/Problem Solving

Standard practices that exist at the site level
&
the team level.

Practices at the
team level are
based on the site level...

and site level practices are based on our Vision 22.

The standard
process for
solving problems
at the Portland Site.

Once you learn the process
you'll see that's not just
"another tool" ...

with a focus on
BOTH
Process & Results.
taking actions to
resolve problems
&
drive improvement.
it's a way
of thinking.

Where we want to be in 2022.
Defining WHY we
are here.
How we achieve our Vision 22.
Plan to enable effective 2 way communication.
Full transcript