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Lean at St Andrews for the University of Lincoln

from The University of St Andrews Lean Team
by

Lean Team

on 21 September 2016

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Transcript of Lean at St Andrews for the University of Lincoln

Lean at the University of St Andrews
Method
St Andrews?
Presentation for the University of Lincoln, 2 July 2012
What we're here for
Frequent answers
The Lean Team
Outcomes
We do...
The right environment
Space
Refreshments
Approach
Our Process
The 'No time' conversation
Quad of Aims
BOSCARD
Current State Mapping
'If you can see it,
you can fix it'
Ideas Generation
Action List
Interim State - Future State
Deliverables
Continuous Improvement
Respect for People
Library Re-shelving
Book drop to shelf time reduced to less than an hour 99% of the time, well within the 1994 Group benchmark. Students find books on the right shelf. No 'temporary' shelving and next to no 'missing' books.
Student Status Letters
Letters were produced on demand rather than being ready for collection
by students in 7 to 10 working days. This resulted in happier students
and a saving of 0.5 fte.
Estates Job Tracking
Finance Cash Handling
Creation of University wide cash handling process that met financial and health and safety requirements
Finance Accounts Payable
Invoices processed within 24 hours rather than batched. This resulted in fewer payment runs, and a significant reduction in enquiries about unpaid invoices and resulted in a saving of 1 fte. Happy suppliers, happy Schools and Units.
Staff feedback
People will behave irrationally
"There's no evidence whatsoever that men are more rational than women. Both sexes seem to be equally irrational."
Albert Ellis
Get the right people together in the same room
with the right data, the authority to act, for the right amount of time
Question why things are done until the status quo is understood
Challenge the status quo. Does it really matter?
Not get fobbed off (surprisingly hard!)
Eliminate barriers
Change the culture in a positive way
They say
"Hmmm, yes, it is a good idea that we do this, its really important, but there's exams, ... then holidays, then matriculation, and then, ... well, last year there was lots of snow, oh, Christmas of course, then the students are back, um, um, Fred is going away, ....".

We say
"So, no time is a good time then?"

They say
"Yes, you're right"

We say
"So, if this is as important as you say,
and no time is a good time,
we may as well do it now"

They say
"Oh, yes, yes, you're right"
Stationery
E-resources
process
skills
culture
Working on
Taking action
 
'Better for the same'
The right people continuously searching for the simplest and smoothest process in order to meet customer needs perfectly
a diet
a computer thing
a silver bullet
just about the "process"
Lean is ...
and isn't...
History
Respect for People
Fundamentally, it's all about how people behave
(especially when they refuse to acknowledge it is)
Continuous Improvement
The Plan Do Check Act Cycle
(especially if you're running a Lean programme)
It's everyone's job to improve for the customer
Everything can and must get better
People are our most powerful (and most expensive) asset
They know what works and what needs improvement
2 Fundamentals
Maximise Value
Value
Non-Value Adding
but necessary
T
ransportation
I
nventory
M
otion
W
aiting
O
ver-production
O
ver-processing
D
efects
S
kills
Waste
Compliance
Geographical
Political
Financial
As the customer sees it
Only do that which adds value for the customer
Understand all work as a process
Create smooth flow
Respond to Pull
Give your customer what they need
When they need it
Not what is convenient to you
Aim for perfection
Exam diet ... or continuous assessment?
Expenses as you go ... or monthly?
Nothing happens in isolation (or shouldn't!)
Does the left hand know what the right hand is doing?
Moving items
Holding items
Moving people
Delaying people or items
Creating too many items
Complexity in creating items
Errors or mistakes
Misused human potential
Posting invoices to various departments for signoff
Cupboards full of unused prospectuses
Having to walk across town to sign a form
Things being held up because the office is closed for lunch
It's cheaper to get 3000 business cards...
Producing a leatherbound report when one side of a4 would suffice
Decimal point misread in expenses claim
People not bringing their knowledge and skills to the job appropriately
The Systematic Intervention
Advantages
A series of interventions
Identified by an central authority
Led by a central team
Lots of control
Clear direction
Disadvantages
Limited capacity
Central ownership
The Management Led
Advantages
Management training
Leading to interventions
Supported by a central team
Broad dissemination
Clear ownership
Disadvantages
Lack of direction
Loss of impact
As seen in...
The Organic Growth
Advantages
Interventions and training
Growth follows relationships
Central team leads change
Employee engagement
Wide dissemination
Takes time
Feels out of control
As seen in...
Senior Management Championship
Action-orientated
approach
Appropriately
Skilled People
Alternate Approaches
Critical Success Factors
Strategies for implementing Lean in Higher Education
Womack and Jones
Brought the Toyota Production System into popular thought
"Lean",
5 principles
Continue to lead Lean Thinking
Academics and Authors
(and Roos)
W. Edwards Deming
October 14, 1900 – December 20, 1993
1950s: Brought Statistical Process Control and Quality Control to Japanese Manufacturing
"In God we trust; all others must bring data"
Business Consultant
Walter A. Shewhart
March 18, 1891 - March 11, 1967
Physicist, Engineer, Statistician
What can statistical practice, and science in general, learn from the experience of industrial quality control?
Introduced statistical process control
Henry Ford
July 30, 1863 – April 7, 1947
Developed mass production of the automobile
"Any customer can have a car painted any colour that he wants so long as it is black"
Industrialist
Adam Smith
June 5, 1723 – July 17, 1790
Cited as the father of modern economics and capitalism
"division of labour"
Philosopher and Academic
To take an example, therefore, from a very trifling manufacture; but one in which the division of labour has been very often taken notice of, the trade of the pin-maker; a workman not educated to this business (which the division of labour has rendered a distinct trade), nor acquainted with the use of the machinery employed in it (to the invention of which the same division of labour has probably given occasion), could scarce, perhaps, with his utmost industry, make one pin in a day, and certainly could not make twenty.

But in the way in which this business is now carried on, not only the whole work is a peculiar trade, but it is divided into a number of branches, of which the greater part are likewise peculiar trades. One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on, is a peculiar business, to whiten the pins is another; it is even a trade by itself to put them into the paper; and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them.

I have seen a small manufactory of this kind where ten men only were employed, and where some of them consequently performed two or three distinct operations. But though they were very poor, and therefore but indifferently accommodated with the necessary machinery, they could, when they exerted themselves, make among them about twelve pounds of pins in a day.

There are in a pound upwards of four thousand pins of a middling size. Those ten persons, therefore, could make among them upwards of forty-eight thousand pins in a day. Each person, therefore, making a tenth part of forty-eight thousand pins, might be considered as making four thousand eight hundred pins in a day.

But if they had all wrought separately and independently, and without any of them having been educated to this peculiar business, they certainly could not each of them have made twenty, perhaps not one pin in a day; that is, certainly, not the two hundred and fortieth, perhaps not the four thousand eight hundredth part of what they are at present capable of performing, in consequence of a proper division and combination of their different operations.
Sakichi Toyoda
February 14, 1867 – October 30, 1930
Founder of Toyota Industries.
Developed "jidoka", autonomous automation
The five whys
Inventor and Industrialist
Eiji Toyoda
September 12, 1913 - Present
Took US automotive mass production methods to Toyota ... with a twist
The Toyota Way, or Toyota Production System
Industrialist
Taiichi Ohno
February 29, 1912 - May 28, 1990
Author of the 'Toyota Production System'
7 wastes, Just in Time, Kaizen, Kanban, Poka-Yoke
Businessman
Americans
Toyota
But nothing is new...
Manufacturing
Service
Public Sector
Essentially...
 
Understand what your customer needs (internal and external)
Understand the reason for the process (measure, map, question)
Redesign your process (to meet needs ... no more no less)
Implement that process (and you thought the first three were hard!)
Continuous Improvement
Respect for People
www.st-andrews.ac.uk/lean
168 Properties
Gross area 3.2m sq ft (1.2m sq ft listed)
Oldest - St Leonard’s Chapel (1413)
Newest - Biomedical Sciences Research Centre (2012)
Annual Estates Budget inc. utilities £10m
16,269 Maintenance request last year
467 Emergency call out requests
190 Members of Staff
Estates Overview:
To volunteer or not?
Impact of staffing levels (Is this just a way to cut jobs?)
Timesheets – account for 36.25 hpw - why do we need them?
Lack of follow through from Management
General concern of buy-in from peers
Plan
Do
Check
Act
Understand purpose
Experiment to improve
Measure against purpose
Implement learning
Reflective Practice
DMAIC Cycle (six sigma)
Scientific Method
Frank George Woollard
September 22, 1883 - December 22, 1957
"A pioneer in flow production in the British motor industry in the mid-1920s ... comparable to Taiichi Ohno ... architect of Toyota's production system."
Mechanical Engineer
or even better
'Better for less'
Lessons
"Patience and tenacity are worth more than twice their weight of cleverness."
Thomas Huxley
People will behave irrationally
"There's no evidence whatsoever that men are more rational than women. Both sexes seem to be equally irrational."
Albert Ellis
Just common sense?
"Le sens commun est fort rare."
"Common sense is not so common"
Voltaire
Start at the beginning
People need time to learn how to do it
Scope and plan properly
Without resources you won't acheive results
Continuous Improvement
Respect for People
The good
The not so good
Actually mapping out what we do
Helped a new team and its leader bond
Having the right mix of staff and skills from each Unit
Other views/ideas
Team building aspect
Having dedicated time
Relaxed atmosphere
Fun environment
Coffee and biscuits
Quite an exhausting process but worth it when we see results being put into practice
Setting goals and deadlines
Overall I thought it was fantastic
Wednesday
Me and my negativity towards change
Bad room, needs to be bigger
Concern at where we were going and outcome
Resistance to change from management
Action points due to non-present essential people
People present for longer periods so there would be no need to re-hash over previous conversations
Despite the promise of cover this did not eventuate
We spent a lot of time worrying about the work piling up in Registry and what we are going to return to on Monday
Student Elections 2011
Disadvantages
5 Principles
Not an artificial target
If you do what you've always done,
you'll get what you've always got
Why Lean?
Higher Education
We needed to get more efficient and effective (and we still do)
Everything could and must get better
It's everyone's job to improve
Looking for a means of managing change that suited the University's ethos
Purposefully enjoyable
Building relationships
Constructively challenging
Safe ... no idea is a bad idea
Student voice
3
levels
Streamlined process for running elections, documented rules and guides for candidates, count starts before booths close. Retention of paper system to maintain polling station atmosphere.
Project Team issues:
Outcomes
Elimination of paper time sheets from next working day
Jobs sourced and closed electronically from next working day
PC and Printer provision/access resolved during Lean project
Process time reduced from over 4 hours to 21 minutes
Elapsed time reduced from 44 to 14 days (Receipt to closing of job)
Greater awareness of component parts of process and impact of flow
Immediate saving of 4.5 FTE - NO job losses
Stage 2, from PCs to mobile devices predicted to save further 1.5 FTE
Estates effectively get 6 additional tradesmen, at NO cost
Financial savings are welcomed
We're not about staff cuts
We are optional (and never remedial)
We have lots of experience
33 five-day rapid improvement events
9 four-day and 15 three-day rapid improvement events
Now working with other organisations
Came into being late 2006
As of today, 1 full-time permanent team member
Exist to help the University
To become the best it can be
Focus energies on Teaching and Research
Develop a culture of continuous improvement and respect for people
It's a long term thing
Full transcript