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NIH CI/Lean program journey

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by

Krisztian Nemeth

on 9 November 2015

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Transcript of NIH CI/Lean program journey

NIH CI journey stations, learnings, experiences
office vs production?
people
processes
company KPI's

process improvement
results
messages
"If not you, who?
If not now, when?"
basic thinking
the goal is the same...
the purpose
Robert O. Martichenko
"the lean organization:
the scene of the learning and improving"
how it works?
CI empowered depts
CIQ check up
gemba
Planning
Procurement
FSSC
BA's
Service Center
Mfg Engineering
Finance
RM
Warehouse
Production
Hardware services
HR
why it works?
usd
pcs
fun!
Jim Womack - Gemba walks
creating your own CI culture
the short version
the post-approach
Process improvement
Capability development
capability development
Lean/CIQ basics
Problem solving basics
Kaizen mgmt using standard kaizen formats
Full time CIQ dept
CI project coaching
CI emp Dept coaching
Leader is a teacher...
Good practices:
Dept strategy supported by CI
Nominated CI responsibles
Electronic T cards in office
Common tracking system
Monthly Kaizen of the month Gemba

FinGood
Warehouse
Dedicated CI team in Production
Decentralized T cards in prod.
High number of JDI's
Collaboration - NOT healthy competition (knowledge share, common gemba, common projects)
challenges
Low mid level CI activity
Low activity from the trained
kaizen moderators
Project coaching push vs pull
Merging CI + normal work
Knowledge share bw sites
Next steps for advanced depts
Book clubs
Practical trainings
CI Savings
More fun fun fun
NI to be the place of learning
More good advanced examples of PS
DMAIC failed - long 1 cycle
CI/LPS/Project coaching
Leaders as coaches
Campaign vs processes
Soft aspect - Leading w/o authority - Building trust
Full transcript