Lean Greenbelt Certification Module 1 PDF

Lean Greenbelt Certification Module 1 Gord Mosher Project Manager, Operational Excellence cameco.com Why are you here? Cameco needs to optimize profits regardless of Uranium price. We need your help to get more efficient and effective at what we do. To gain an understanding of why it’s important...

Lean Greenbelt Certification Module 1 Gord Mosher Project Manager, Operational Excellence cameco.com Why are you here? Cameco needs to optimize profits regardless of Uranium price. We need your help to get more efficient and effective at what we do. To gain an understanding of why it’s important for Cameco so that you can actively support this effort. We would like to help you understand some of the lean jargon. You, or somebody on your team may be asked to participate in a lean kaizen project in the future These are all great reasons and certainly worth your time. Stimulate interest in continuous improvement. 2 Introduce some tools that can help with your day to day work. Lean Whitebelt What is Lean? “The basis of Lean is the absolute elimination of waste.” - Taiichi Ohno Empowering people to power the world Lean is…Flow Lean is a framework for   Achieving great things in the most efficient and effective manner possible Perfecting the creation and flow of value to the customer Empowering people to power the world What Lean will NOT be at Cameco Empowering people to power the world The Lean Dojo What: Has a basic understanding of lean. Who: Everybody Why: Can actively participate in lean Kaizens How: ½ day What: Can facilitate lean Kaizens. Who: Front line supervisors How: 3 Full weeks What: Can spearhead organizational change. Who: Continuous improvement leads How: 7 full weeks Empowering people to power the world Lean Certified Greenbelt As a Result of this program you will: Develop a Lean champion mindset Demonstrate knowledge of the Lean framework and how to use it to make a meaningful difference at Cameco Demonstrate competency in the foundational Lean tools, skills and facilitating kaizens Develop skills for coaching Lean within Cameco Empowering people to power the world Program Overview • Lean Philosophy & Principles • Lean Tools (8 Wastes, 5S, Standards, Fishbones) • Lean Skills (Team Building & Facilitation) • Presentation Skills I • Kaizen: Waste & 5S W aste/ 5S Hom ew ork • Homework Report • Time & Line Balancing • Problem Solving (VSM) • Presentation Skills II • Personality & Teamwork • Kaizen: Process / Transactional Cycle Time Reduction CTR Hom ew ork • Kaizen: Transactional CTR / Value Innovation • Final Presentation • Final Exam • Graduation Empowering people to power the world Greenbelt Module 1 Kick-off Program Overview Lean Cafe Lean Skills 5S Lean Mindset Lean History Standards Fishbones Value Principles Lean Culture Toyota Way Waste Reduction Flow +Kanban Huddles +Hansei How to Present Part 1 Kaizen Prep Empowering people to power the world Chant Empowering people to power the world Lean Mindset – Comfort vs. Challenge Comfort Learning Zone Zone Empowering people to power the world Comfort Zone Bench Warmer – Marker Continuum W here are you now ? W here do you aspire to be? Bench W arm er Bench W hiner Bench W aiter Bench M over Bench M arker No Jidoka No Jidoka Sometimes Applies Jidoka Lives Jidoka Jidoka Empowering people to power the world History of Lean United States 1900 1915 Time and Motion F. Taylor Japan Interchangeable Parts E. Whitney Jidoka S. Toyoda Mass Production Henry Ford 1935 Just-In-Time K. Toyoda 1945 Supermarket System Toyota Production System (TPS) Taiichi Ohno & Shigeo Shingo U.S. Productivity and Quality Seminars 1973 1983 1990s 21st U.S. consumers look for smaller cars; Big 3 market share decline begins NUMMI 1st Oil Shock Japanese industry recognizes TPS and dissemination begins First US/Japan joint venture between GM and Toyota called NUMMI MIT IMVP Study: Lean dissemination begins Jim Womack & his book CAMI First Canada/Japan joint venture between GM and Suzuki called CAMI Empowering people to power the world Globalization Jidoka – A Key Pillar of Lean ● Jidoka – Making problems visible with – the ability to stop the process in the event of a problem.  Prevents defects from passing from one step in the system to the next.  Enables swift detection and correction of errors. ● Andon is a visual or audible signaling device used to indicate there is a problem in the process. … bring up problem s in real tim e! 14 Empowering people to power the world Lean - Continuous Improvement 15 Kai Zen Change Good (nature) Empowering people to power the world Build the Tallest Structure ● 1 deck of cards ● Build the tallest freestanding tower with only the cards (no damaging the cards) ● 3 minutes to plan your tower ● 5 minutes to construct the tower ● 1 – 2 – 3 Go!!!! 16 Empowering people to power the world Green Belt Roles Sign up for a role at the back of the room. - Team Captain: Chant - Kyle - Ice Breaker Lead: Daily P.M. Ice Breaker - Brendon - Safety Lead: Morning safety moments - Susan - 5S Lead: Returning room to order at E.O.D. - ? - Kaizen Lead: Facilitating getting kaizen teams going - Lance N Empowering people to power the world What is Value? Empowering people to power the world The Corvette Empowering people to power the world Value Added? A sm all % of our tim e is Value-added How much time CV think do customers is value-added? Mostly Non-Value added 20 Lean Whitebelt Lean Thinking Lean Thinking: Traditional Thinking: I m prove value stream w ith Lean W ork longer, harder, faster, add people or m achines CV 21 Lean Whitebelt Value Principle #1 Define Value from Custom ers’ perspective  Determine what the customer values  Determine the frequency of customer demand Empowering people to power the world What do we mean by Customer? A person at the end of the process INPUT PROCESS OUTPUT Who is your customer? Who are you a customer to? External Customer who purchases your products Next person In your process 1/16/2 017 Empowering people to power the world Value Principles Value vs. Waste Customer Enquiry Value Necessary Waste Customer Contract Activities that customers are willing to pay for that change form, fit or function. Optimize this. Activities that must be performed for legal, regulatory and business requirements. Minimize this. Activities that customers would be unwilling to pay for such as rework, moving, waiting, etc. Eliminate this. Empowering people to power the world Value Principle #2 how Value is currently created for the custom er  Map the current Value Stream  Identify Waste Value Stream: All of the actions, both value-creating and non-value-creating, required to bring a product from concept to launch and from order to delivery. These include actions to process information from the customer and actions to transform the product on its way to the customer. 25 Lean Whitebelt Value Principle #3 Enable Value to Flow through custom er Pull Empowering people to power the world Push vs Pull Thinking History-based custom er orders Producer centric Forecast based Dem and driven Custom er centric Anticipate custom er needs Empowering people to power the world Value Principle #4 the process through continuous im provem ent Empowering people to power the world Exercise – VA, NVA & W If you’re stuck … Taking orders Cooking food Inspecting burgers Fixing kitchen equipment Removing trash Cleaning restaurant tables Cleaning washrooms Proving clear, attractive information (signs …) Returning non-needed food supplies Training employees Walking to other end of kitchen to fill drink Giving the customer two extra pickles Toasting another bun because the first one was burned. Planting flowers out front Empowering people to power the world Kaizen What is Kaizen? Kaizen means ‘change for the better’ in Japanese, or ‘continuous improvement’ in English. What is a Kaizen Blitz? A short-term, concentrated, highly intensive activity designed to make rapid improvements (North American terminology). Kai Zen Change Good (nature) Empowering people to power the world The 1-2-3-4-5 Kaizen Lifecycle Preparation K aizen I m plem entation • Clarify objectives with sponsor(s) (planned time, outcomes, resources, budget, • etc.) • • Define problem to be solved • and how it links to business KPI. • • Clarify roles & responsibilities of Managers, Supervisors, BBs • & GBs • Capture data & issues related • to problem on Process Briefing Document (PBD) • • Gain process owners/key stakeholders commitment to be • engaged in kaizen • Arrange for breakout rooms, • meals, etc. • Prepare kaizen agenda and • training materials • Engage sponsor(s) to attend kick-off and report-out • Prepare kaizen kit (post-its, tape, red-tags, label maker, etc.) Daily Sustainm ent Key sponsor(s) to kick-off kaizen Provide appropriate training Define team roles & responsibilities Ensure standard problem solving process is followed Provide clear timelines and goals for each day Check-in regularly with team and provide necessary guidance Challenge teams to implement Gems & Quick Hits Assist with report-out preparation Arrange for sponsor(s) to thank the team and close off kaizen Celebrate wins! • Strive to complete Gems & Quick Hits from kaizen • Schedule implementation of any Gems & Quick Hits not initiated during kaizen • Ensure each SOP revision is shared with the respective process owners and the necessary training & coaching is provided • Develop a plan for successful sustainment involving Team Leads, Supervisor, Manager, etc. Empowering people to power the world • For each implemented improvement, follow-up with daily reminders (team Huddle/Hansei) and checks (Visual Audit Board, audits by supervisor/manager) • Ensure respective Supervisors and Managers are engaged in and support continuous improvement • Assess how kaizen outcomes meet expected outcomes (KPIs) Value Principles Summary 1. Define Value from Customers’ perspective  Determine what the customer values  Determine the frequency of customer demand 2. Map how Value is currently created for the customer  Map the current Value Stream  Identify Waste 3. Enable Value to Flow through customer Pull  Eliminate Waste (start with bottleneck)  Balance workload (to meet frequency of demand) 4. Perfect the process through continuous improvement Empowering people to power the world Value Principles - Summary What’s the purpose of applying Value Principles at Cameco?  To increase customer value towards perfection.  To align our products, services and processes to customer value. BUT this is only HALF of how we go about perfecting delivery of value to the customer. Empowering people to power the world Lean DNA evelop Processes CV urture lign People Products & Services Develop process, Nurture people, and Align products & services to Custom er Value Empowering people to power the world Lean DNA 50% 50% Value Principles Lean Culture >Develop processes, and >Align products & services + N urture and Engage people = Lean Transform ation Empowering people to power the world MacGyver Mentality ● Resourceful – uses what he has ● Learns by doing ● Makes ideas work through trial and error ● Looks for opportunities to improve ● Relentlessly overcomes challenges ● Remains positive Empowering people to power the world Lean Culture Nurture and Engage Employees Empowering people to power the world Lean Culture – Developing People Three Management approaches to developing people Old School: Work hard, Just Get it Done & Get it Right! Perform now or else! New School: Believes people will develop by encouragement, praise, positive energy, passion Lean School: mentorship - ask insightful questions, train to reflect, think, & develop solutions (use POWER charter, PDCA) Empowering people to power the world Lean Culture A No-blame Culture! 40 Lean Whitebelt Lean Culture – No Blame Lean thinking is the right process will lead to the right result 41 Lean Whitebelt Lean Culture What is Accountability… …in a No-Blame culture? 42 Lean Whitebelt Lean Culture – No Blame Culture Western versus Toyota view of Problems Traditional Toyota What is a problem? Result of someone making a mistake Deviation from standard What is the cause? Individual – (5 Who’s) System (5 Whys) Who is responsible? Person who makes mistake Management What should the person who made a mistake do? Solve problem on their own Call attention to problem for assistance and avoid the problem in the future Assumptions about people: Won’t accept blame unless forced to They will feel empowered if they get positive support for solving problems Problem solving skill: Some have it, some don’t It can and must be taught Toyota believes that the right process will lead to the right result Empowering people to power the world Accountability in a No Blame Culture Accountability Develops, Follow s, & Updates Standards M inim izes W aste - W ork s P roductively Addresses Abnorm alities P articipate in P rocess I m provem ent Respects their Custom er - Acts on P roblem s Empowering people to power the world True Secret to the Toyota Way – a Management System 1950s JAP AN 1990s USA 2000s USA Automotive Health Care Financial Services Insurance 1950s Japan Government All Industries Lean Management System Toyota Production System Empowering people to power the world Toyota Way – The Toyota Production System Foundations of Success Best Quality Lowest Cost Shortest Lead Time Just-in-Time People & Teamwork R ight part, right am ount, right tim e • • • • Continuous Improvement Flow Pull Takt Time Logistics Waste Reduction • Genchi Genbutsu • Problem Solving Jidoka M ake problem s visible • Manual or Automatic stops • Andon (visual control) • Separate operator & machine activities • Error-proofing • Quality at source • 5 Whys Operational Excellence Heijunka Standards Toyota Way Philosophy Empowering people to power the world Visual Management What is Six Sigma? Whereas lean is about reducing waste … Six sigma is about consistency Lean and six sigma are beautiful together. Would it be good to have: Fast processes that result in many mistakes, or … Perfect processes that grind the business to a halt? - No 47 Empowering people to power the world Empowering people to power the world Finance Supply Chain Sales & M arketing Hum an R esource Info Technology M anufacturing Engineering Custom er Service The Story of Lean N arrow Focused Vertical “Silo-ed” Think ing Waste - Taiichi Ohno Empowering people to power the world Waste – Three Origins of Waste MUDA W astefulness: an activity within a process that does not add value, from the perspective of the customer MURA Unevenness, fluctuation, variation : shifts in demand or delivery that leads to a service or support process to slow down or speed up MURI Unreasonable w ork : a process, system or facility that results in unnecessary physical and mental burden for the individual Empowering people to power the world TIM WOODS - Transportation Empowering people to power the world TIM WOODS - Inventory Empowering people to power the world Inventory Waste Empowering people to power the world TIM WOODS - Motion Empowering people to power the world Motion Waste? 55 Lean Whitebelt TIM WOODS - Waiting Empowering people to power the world TIM WOODS – Over-Processing Empowering people to power the world Over-processing Waste “I just asked for a little off the top” Empowering people to power the world TIM WOODS – Over-Production Empowering people to power the world TIM WOODS - Defects Empowering people to power the world TIM WOODS - Skills Empowering people to power the world 8 Wastes: TIM WOODS T Transportation : Moving people, products, information I I nventory : Storing things, supplies, documentation, information M M otion : Avoidable repetitive motion, bending/turning, reaching/lifting W W aiting : For work, information, instructions, approvals O Over Production : Making more than is immediately required O Over Processing : Ineffective processes, doing unnecessary work D Defects : Errors, incomplete information, scrap and rework Sk ills : Under utilizing people’s potential, under-developed problem S solving skills Empowering people to power the world Where is TIM WOODS? Last seen in the GEMBA 63 Lean Whitebelt The Gemba The place w here value is created “Don’t believe everything you think … go and see for yourself” 64 Lean Whitebelt Gemba Walk W hen you go out into the w ork place, you should be look ing for things that you can do for your people -Taiichi Ohno  Go to the Gemba to understand the issues  Engage employees and show respect  Ask the right questions to improve decision making and resolve issues Empowering people to power the world Gemba Go…………........................Go and gather facts and ask the 5 Whys. Engage………………………......Ask people about issues affecting them. Modesty………………………...........Always be humble. Show Respect. Backwards & frontwards..........Understand process sequence & pull. Assess….How staff are valued (safety & morale); how value is created. Safety(Look for evidence that Safety is a priority; is there visual management of Safety incidents?) Quality (Do you see visual management of Defects? Are defects tracked?) Delivery (Do you see visual management of Delivery/Ship dates? Service level agreements?) Cost (Do you see visual management of inventory levels? Can you see indication of productivity levels?) Morale (Employee satisfaction, do you see evidence of workplace engagement?) Empowering people to power the world Empowering people to power the world Missing the Gorilla • Sometimes we don’t see the waste around us when we’re focused on our day-to-day tasks. • We need to remove our filters and look with fresh eyes every so often, or have someone outside our area come help. • When coming up with solutions, “missing the gorilla” can be starting from the solution and working backwards: you may miss a simple solution to a bigger root cause. 68 Lean Whitebelt Introduction to 5S 69 Empowering people to power the world 5S: Sort  Remove anything that isn’t needed for current work  Leave only What you need, the bare essentials  Focus on what you really need (ask: when was the last time you used it?) Empowering people to power the world Sort – Red Tag Items Ask three questions about each item: 1. Is it needed? 2. How many? 3. Where should it be located? If not sure, ‘Red Tag’ it! …or use Post-its Rule of thumb: If you haven't used it for 30 days and you don't know when you will use it again…Remove it! Empowering people to power the world Red Tag Areas Create an area for red tagged (unwanted/unneeded) Items Conduct weekly/monthly actions to clear the ‘Red Tag’ area regularly Empowering people to power the world Red Tag Disposition Categories of items removed from workstation/area 15% 50% 5% 20% Dispose Review (Red Tag) Final 65% 30% Organize (Sort & Put Away to proper home locations) Final 0% Empowering people to power the world Final 35% 5S – Set in order (Stabilize)  Arrange and position items for easy access to support the process flow (steps)  Stabilize each item using labels, lines, outlines, etc.  Example: shadowboards “A place for everything, everything in its place” Empowering people to power the world 5S - Shine Keep the workplace safe and clean Inspect daily to eliminate sources of accidents and frustration Remove dirt and debris to make problems more visible Empowering people to power the world 5S: Standardization  Document standard (SOP) that describes the safest, most efficient, highest quality, etc. work condition for the area or process  Use the standard for training and auditing purposes  Place the document at the point of use  Use pictures and other visual cues Empowering people to power the world 5S: Sustain Training Employee Involvement Doing it Owning it Inspection Feedback 5S is best sustained when employees take ownership of the 5S process! Coaching Auditing Story-telling Empowering people to power the world 5S Workplace Organization The key benefits of 5S:  A key tool for establishing Lean in your work areas  Develop employees’ Lean mindset through engagement and accountability  Create a safe and efficient work environment  Increase the flow of value to customers by removing waste (unnecessary items, transportation, motion, etc.) 78 Empowering people to power the world The Magic?  what gets measured gets done?  what gets management’s attention gets done!  Through storytelling it becomes habitual!  … and gets sustained! Empowering people to power the world 5S Tracker Empowering people to power the world Daily 5S Audits by Process Owners Empowering people to power the world 5S Weekly Audits Empowering people to power the world 5S Summary 83 Empowering people to power the world Kaizen Charter PROJECT: ______________________________________________________________ BACKGROUND (Why are you addressing this process issue?) CURRENT STATE Problem Statements (based on review of Gemba Walk, Value Stream/Innovation Map etc.) 1 2 3 ANALYSIS: ROOT CAUSES WORKTEAM (Sponsor, Process Owner, SMEs, Team Lead, etc.) 1 2 3 IMPLEMENTATION PLAN (During Kaizen) KEY SOLUTIONS to address Root Causes EXPECTED OUTCOMES (Cost, Quality, Delivery) ACTUAL OUTCOMES (Cost, Quality, Delivery) Empowering people to power the world Kaizen Charter Summary  Provides structure and focus in project planning  Forces “closure” by following PDCA (Plan, Do, Check, Act) cycle for projects or kaizens  Clarifies project objectives and starts teams on the PDCA cycle  Can produce results in 10 minutes  Perfects the solution through the “trial and error” process Empowering people to power the world Symptoms and Their Causes • Symptoms (obvious, on surface) • Root causes (not obvious, underlying) 86 Empowering people to power the world Fishbone ● Cause and Effect 87 Empowering people to power the world 4M and 6P Fishbones Use 4M Fishbones for Operations P roblem s Problem at bottleneck: Use 6P Fishbones for Transactional P roblem s Empowering people to power the world Problem at bottleneck: Fishbone and Root Cause of Problems  Select a 4M or 6P Fishbone and write the Problem Statement (critical issue/bottleneck) at the fish head (Problem = Effect, not Cause). Try to be as specific as possible e.g. 25% of Customers are complaining of 5+ minute service waits, 12% of finished products have labeling defects etc.  Brainstorm possible causes (contributing factors) for each bone of the fish  DO NOT assume you know the Root Cause and DO NOT Ask Why yet  Gain consensus on which possible causes to analyze further  Consider returning to the Gemba to study what is actually occurring  Ask 5 Whys to determine Root Causes - focus on system/management/processes Empowering people to power the world 5 Why Analysis 90 Empowering people to power the world 5 Whys in Action! Problem: The marble surface of the Jefferson Memorial in DC is disintegrating. That’s terrible! Why is it happening? 1. Extensive use of harsh cleaning chemicals have eroded the marble veneer. Why are we using such harsh chemicals? 2. A huge number of pigeons collect there and deposit lots of pigeon poop on the marble. Why are there so many pigeons? 3. Pigeons eat spiders and there are a lot of spiders at the monument. Why are there so many spiders at the monument? 4. Spiders eat gnats, and there’s a high gnat population at the monument. Why are there so many gnats at the monument? 5. Gnats are most active at dusk and are attracted by bright lights. The monument is illuminated at dusk, which attracts the gnats, which attracts the spiders, which attracts the pigeons. Action/Solution: Adjust the timing and characteristics of the lighting. 91 Empowering people to power the world Spaghetti Diagram ● Helps to visually identify wasteful steps. 92 Empowering people to power the world Value Graph 93 Empowering people to power the world Jidoka – A Key Pillar of Lean ● Jidoka is about making problems visible and the ability to stop the process in the event of a problem. – Prevents defects from passing from one step in the system to the next. – Enables swift detection and correction of errors. ● Andon is a visual or audible signaling device used to indicate there is a problem in the process. 94 Empowering people to power the world Visual Workplace Everyone involved must be able to see and understand every aspect of their operation and its status. • Ideally, anyone should be able to know what’s going on, even if they’re new to the area. • Apply during “Stabilize” and “Standardize” • Execute or maintain during “Sustain” 95 Empowering people to power the world Visual Workplace What are some examples that exist already? Where do you think visual management would add some value in your areas? 96 Empowering people to power the world What is Kanban?  Kanban literally means “sign display” in Japanese, and it is one of the fundamental tools used in Lean  Kanban allows the efficient flow of materials or service by using a SIGNAL to “trigger” replenishment or fulfillment based on customer demand or need Empowering people to power the world How a 2 bin Kanban works Kanban triggers a replenishment process when a bin is empty Once bin is empty, second bin moves down Bin #1 Cameco KANBAN CARD Kanban Quantity Card # 250 1 PART NUMBER Lead Time 382947 3 days Part Description 10-24 Hex Head Cap Screw, Stainless, Zinc Plate Bin #2 Consuming Location Supply Location Manifold Assembly, Shelf A3 Warehouse D, Rack 5 KANBAN CARD Kanban Quantity Card # 250 1 PART NUMBER Lead Time 382947 3 days Supply Location Manifold Assembly, Shelf A3 Warehouse D, Rack 5 1 PART NUMBER Lead Time 382947 3 days Part Description 10-24 Hex Head Cap Screw, Stainless, Zinc Plate Empty Full Consuming Location Supply Location Manifold Assembly, Shelf A3 Warehouse D, Rack 5 Full Bin #3Full KANBAN CARD Kanban Quantity Card # 250 1 PART NUMBER Lead Time 382947 3 days Part Description Consuming Location Supply Location Manifold Assembly, Shelf A3 Warehouse D, Rack 5 KANBAN CARD Kanban Quantity 10-24 Hex Head Cap Screw, Stainless, Zinc Plate Empty Card # 250 1 PART NUMBER Lead Time 382947 Full 3 days Part Description 10-24 Hex Head Cap Screw, Stainless, Zinc Plate Consuming Location Supply Location Manifold Assembly, Shelf A3 Warehouse D, Rack 5 Empty Empowering people to power the world Card # 250 Part Description 10-24 Hex Head Cap Screw, Stainless, Zinc Plate Consuming Location KANBAN CARD Kanban Quantity 2-Bin Kanban Check Sheet 2-Bin Kanban Check Sheet How do you Set-Up a 2-bin Kanban System? 1. Items to be Replenished are Clearly Identified The item to be replenished has a part number, sku, or description The part, location, or container is clearly labeled (visible label or card) Parts are organized and contained (bin, shelf / floor location with outline) KANBAN CARD Cameco Kanban Quantity Card # 250 1 PART NUMBER Lead Time 382947 3 days Part Description 10-24 Hex Head Cap Screw, Stainless, Zinc Plate Bin Consuming Location Supply Location Manifold Assembly, Shelf A3 Warehouse D, Rack 5 Card Shelf Floor Location 2. Kanban Qty is Standardized and Sufficient The qty of items per Kanban is exact and clear (ie: 1 box of 4 pens) Kanban qty reflects an economic supply qty (min order, price break) There are no confusing min / max labels that suggest ordering less than one kanban unit, or partially topping up a bin Kanban qty is greater than avg consumption (units/day) X lead time (days) 3. Two Bins are used, Not 1 Bin with Divider or Fill Line Bins are Front and Back, Not Side-By-Side There must be space available for at least two kanban bins at the point of consumption, with the currently used bin in front of the second bin There should be a standard place to put empty bins, such as on a replenishment cart, or up-side down on the top shelf 4. An Empty Kanban is the Trigger to Replenish When all the items are removed from a kanban bin (or location), the signal to replenish is triggered The empty kanban bin/card moves to a kanban collection point, or directly to the supplying process An empty bin or floor location is visually noticed by a materials handler or directly by the supplying process An empty kanban is the ONLY SIGNAL to replenish NO COUNTING of items within a kanban bin should ever be required Kanban bins/cards must always be accounted for. They should be in the consumption location, empty bin location, or replenishment location, but never mis-placed Empowering people to power the world The Daily Huddle 100 Empowering people to power the world Advantage of Daily vs. Weekly Team Coordination 101 Empowering people to power the world Huddle – Morning SOP  No more than 10 minutes!  Simple Agenda:  Results from yesterday  What went well?  What went wrong?  What must we improve?  “The Play” for today  Priorities, Objectives, Targets for Today  Specific Activities to do  What Support is needed  Who needs to get together and solve specific problems  Team Announcements:  Good News Today? (Business, Personal)  Important events, visitors, training, kaizens, etc. 102 Empowering people to power the world Team Huddle Visual Board - Example Team XYZ Huddle Board Safety P erform ance 5S Audit Daily Toolbox Huddle P erform ance & Objectives I ssues/ P roblem s Training M atrix Quality P erform ance Corrective Actions P roductivity P erform ance Equipm ent P erform ance Empowering people to power the world K aizen P rojects K aizen P roject Charters Hansei Hansei: The Practice of Self-Reflection… A Mindset, an attitude Hansei is a key to learning, “…we learn from reflecting on experience” John Dewey Empowering people to power the world Hansei Practices Self  Where was my focus? (on self, team, strategy, outcome etc.)  What was my contribution?  What could I do better next time? Team     What was our focus? (on self, team, strategy, outcome, etc.) What was our contribution? What could we do better next time? Process: How can the process be improved? First focus on w hat w ent w ell, then on w hat can be im proved. 105 Empowering people to power the world Hansei – Team Reflection SOP  No more than 5 minutes!  Simple Agenda:  What went well?  Process  Customer  Supplier  Team  What Issues came up? What could we have done better?  Safety  Quality  Productivity / Frustrations  Customer Satisfaction  What actions need to be taken?  Kaizen / problem solving to initiate  Support needed Empowering people to power the world Opinion! Opinion! Opinion! Standards – Life Without Standards 107 Empowering people to power the world Standards Standards enable us to  Produce consistent output  Benchmark performance  Drive towards perfection “W here there is no standard, there can be no k aizen.” Taiichi Ohno Empowering people to power the world Standardization Tim e to lock in gains (Share best practices) Kaizen Tim e to m ake change (I nnovation & Creativity ) 109 Lean Whitebelt Standards – Innovation and Standardization DESI RED FUTURE STATE K eep on going Standardize & Yokoten! GAP I M PR OVED STATE Standardize & Yokoten! I M PR OVED STATE CUR R ENT STATE 110 NEW CUR R ENT STATE Kaizen it! NEXT W EEK Kaizen it! TODAY Empowering people to power the world R epeat Cycle Strive for P erfection Standards – What makes a good SOP? SOPs describe a standard condition for each part of a process (safest, most efficient, highest quality). They should be: Visual > Include photos, screen shots, etc. Easy > Use few words and everyday language Nearby> Post at point of use Timely > Update regularly Shared > Include in regular training events Empowering people to power the world Standards – Develop and Deploy STANDARD Decide > Decide who owns the standard Changes > Confirm process for improving - Keep it alive! R oll-out > Share expectation to use it. Remove old versions Standard > Staff who developed standard to explain key points Arrange > Train staff; verify staff across shifts & locations know Training new standard and can perform it properly D evelop SOP N orm alize Assess Team W ork Select > Document agreed steps with visuals - use pictures, few words, key points for quality, productivity, safety, etc. > Achieve consensus on best method that works > Identify steps, forms, tools, safety items, etc. > how work is performed and review problems together > Top performers share techniques, discuss challenges > Gather process team members > Involve others with expertise on best way to perform the work > Processes with inconsistent results, recurring problems, or lack of sustained gains > Identify appropriate supervisor to facilitate standardization Empowering people to power the world Lean Skills – Team Building Solving problems in teams results in better outcomes, the most effective teams exhibit:  Empathy  Social sensitivity  Storytelling  Collaboration  Problem solving  Relationship building According to MIT researcher Alex Pentland, ex ercising “social sensitivity” is critical for prom oting the flow of ideas in team s. “Being a great perform er is becom ing less about w hat you k now and m ore about w hat you’re lik e.” Geoff Colvin NOTE: Adapted from the book Humans are Underrated: What High Achievers Know That Brilliant Machines Never Will by Geoff Colvin, Fortune Magazine Senior Editor at Large Empowering people to power the world MBTI – Homework (Write this down) http://www.humanmetrics.com/cgi-win/jtypes2.asp Or type Jung typology into Google and click on human metrics website Part of your ‘homework’ before next module. - Complete the test. - Send your 4 letter type to Gord, at least 1 week prior to next week’s module. - Read about your profile, your strengths and weaknesses (type description). Time estimate ~ 30 minutes Fun ‘extras’ - Read about typical career choices, learning style, communication skills, famous people with your type. Empowering people to power the world Facilitation ABCDE Style A B C D E Agenda Facilitator clarifies discussion &/or problem scope, sets the time frame, and sets the expectation for everyone to participate Brainstorm Facilitator provides Sticky notes-Sharpies, asks participants to Brainstorm ideas and write down two or more (one idea per Sticky). Cluster Each participant places their Stickies on a flip chart, and briefly explains each idea; Facilitator clusters ideas into categories. Discuss Identify a title for each major category. Facilitate discussion of each idea’s/solution’s potential. Decide which ideas-solutions to pursue. Ex ecute Develop and document 5W Goals (who, what, where, when, why) and initiate action. Empowering people to power the world Key Practices of Great Facilitation  Lock-in the purpose and communicate any preparation requirements  Keep agenda and expectations clear throughout the session  Park off-scope topics to keep discussion on track  Encourage participation and ensure everyone contributes  Promote neutrality and representation of multiple views  Listen well: What is and is not being said?, Are key issues being raised?     Ask questions to clarify ideas and viewpoints Paraphrase to clarify central message Group and summarize common themes Check in with group to confirm the process is working  Confirm buy-in whenever decisions are made  Summarize outcomes  Schedule and link actions to individuals for moving forward Empowering people to power the world Presentation Skills  Communicate your messages clearly and effectively when facilitating sessions and kaizens  Learn how to “engage” the audience, capture their attention, and keep the session interesting – regardless of what they are delivering  The ability to deliver “impromptu” presentations is an important part of this process. Empowering people to power the world Why are Presentation Skills Important? Every Problem has a Story Every Kaizen has a Story Every Supervisor and CI Leader should be able to tell these stories “You may have the ultimate solution to a problem, but if you cannot convince anyone, you have nothing” - Lean Sensei The ability to gain support and buy-in is contingent on presentation skill Empowering people to power the world Typical mistakes and ‘no-no’s’ Coins in the pocket (or clicking pens) Not engaging the audience Umms & Errs No eye contact (your back facing the audience) Oops! Too fast or too slow (running out of time) Reading presentations Empowering people to power the world Computer or projector troubles P repare a hard copy Get to k now the click er (but don’t use the laser pointer) Have USB back up  Don’t panic  Have someone jump-in  Break up into group discussion right away  Get tech support  You can do just as well without PowerPoint! Empowering people to power the world What to do if you are “stuck” I forgot w hat I w as going to say… Show relevant videos Do an ice breaker Break up Into small group discussions Ask questions directly to the audience Empowering people to power the world Effective Presentation Delivery Kickoff Repeat this cycle for different topics    Make it fun Focus attention Link to topic Deliver simulations or demos Main presentation Use ice breakers     Facts & Methods Explain the tools Share stories Give examples   Empowering people to power the world Hands-on learning Apply the theory Invite class discussion    Share ideas Clarify points Do Hansei 5S Kaizen Blitz Methodology Empowering people to power the world 5S Thinking Points PLAN STABILIZE SORT SHINE STANDARDIZE SUSTAIN Plan Sort Stabilize Shine Standardize Sustain: Think: Think: Think: Think: Think: Think: What problem are Sorting refers to you solving? stuff in the workspace 5S creates new standards People use stuff 5S standards make abnormal conditions visible Must engage people to make sorting decisions 5S should lead to Respect problem solving ownership Select 5S locations where the problems it will solve are important Use communication huddles to engage stakeholders Home Position Home Position Home Position Where should the home position be? Why do you need to shine? Stop dirt at its source Consider shared use items carefully How should the home position be identified? Empowering people to power the world SOP Ownership SOP Ownership SOP Ownership “After” picture is your new standard Supervisor Audit Teams PLAN Team Lead Powerpoint Lead Kaizen A Kaizen B Kaizen C Kaizen D Empowering people to power the world Photographer SMEs Waste Reduction / 5S Report-Out cameco.com Team Photo & Team Nam e Empowering people to power the world! Kaizen Charter PROJECT: ______________________________________________________________ BACKGROUND (Why are you addressing this process issue?) CURRENT STATE Problem Statements (based on review of Gemba Walk, Value Stream/Innovation Map etc.) 1 2 3 ANALYSIS: ROOT CAUSES WORKTEAM (Sponsor, Process Owner, SMEs, Team Lead, etc.) 1 2 3 IMPLEMENTATION PLAN (During Kaizen) KEY SOLUTIONS to address Root Causes EXPECTED OUTCOMES (Cost, Quality, Delivery) ACTUAL OUTCOMES (Cost, Quality, Delivery) Empowering people to power the world! Before 5S Show Pictures W aste Found    List List List Empowering people to power the world! GEMBA WALK TYPE OF WASTE Transportation Is the physical layout optimized? Inventory Is there any evidence of stagnant or obsolete inventory? Motion Are body movements ergonomic? Muda Waiting Is there waiting? Can something else Value added be done? Overproduction Is there demand for what we are making? Is the takt time known? Over-processing Is the process overcomplicated, redundant, non-standardized? Defects Are defects/rework occurring? What is the defect rate? Skills Is cross-training evident? Are people involved in kaizen? Muri (Overburden) Are people straining with their work? Can we lessen their burden? Mura (Unevenness) Does the workload have large fluctuations? OBSERVATION (What, When, Where, Who) POSSIBLE SOLUTION GEMBA WALK TYPES OF WASTE Defects Are defects/rework occurring? What is the defect rate? Overproduction Is there demand for what we are making? Is the takt time known? Waiting Is there waiting? Can something else Value added be done? Muda Neglected Potential Is cross-training evident? Are people involved in kaizen? Are their problem solving skills being developed? Transportation Is the physical layout optimized? Inventory Is there any evidence of stagnant or obsolete inventory? Motion Are body movements ergonomic? Extra-processing Is the process overcomplicated, redundant, non-standardized? Muri (Overburden) Are people straining with their work? Can we lessen their burden? Mura (Unevenness) Does the workload have large fluctuations? OBSERVATION (What, When, Where, Who) POSSIBLE SOLUTION(S) 4M Fishbone and 5 Why Analysis Manpower Methods Problem at bottleneck: Materials Machinery Empowering people to power the world! 6P Fishbone and 5 Why Analysis People Processes Priorities Problem at bottleneck: Programs Products Policy Empowering people to power the world! Summary of Problems and Root Causes Problem Empowering people to power the world! Root Cause Effort Required Solution Value Graph Don’t Do Strategic Quick Hits Gem s SMALL Value/Benefits Empowering people to power the world! LARGE Kaizen Drive to Level 5 Implementation Solutions Implementation Level during Kaizen 1 2 Create S.O.P Define SOP steps Create Report / Policy / Form Define the Change Required 4 Create Visual S.O.P. placed People Trained SOP at Gemba Draft Form Revision Create Visual Board Decide Purpose Define KPI's of Visual Board Install Guide Rail on outlet conveyor Discuss with Maintenance Dept. Draw plan 3 Submit for Approval Mock-up Visual Board Fabricate Mock-up Empowering people to power the world! Get Approved 5 S.O.P. being followed Rollout (Huddle, e-mail) Rollout in Gemba Get Approved with Review Process Install Verify Functionality Improvements After Before Show Pictures Solutions I m plem ented & Benefits Gained    List solutions im plem ented List List Empowering people to power the world! Improvements Before After Solutions I m plem ented & Benefits Gained     R eorganized W ork Area R educed on hand packaging m aterial inventory 39% R eduction in shelf storage (on hand inventory) 14% I ncrease in useable floor space Empowering people to power the world! Improvements Empowering people to power the world! Process: Date: Standard Operating Procedure Picture & Process Picture & Process Picture & Process Picture & Process By: Picture & Process Picture & Process Process: Date: Standard Operating Procedure Picture & Process Picture & Process Picture & Process Picture & Process By: Picture & Process Picture & Process Benefits Tim e Saved: Capacity Gained: M aterial Saved: Output increase (units per day) Total floor area gained (sq ft) Employee hours saved per year Total material saved X Cost of material Per Year Empowering people to power the world! Implementation Plan < 3 months Month? Action I tem Update reports Com m odity code 5 s Month? Month? Juan Jim - Eng Team 5 s SOP-A-01 Evaluate part creation W izard M ake decision on standardizing part No. and description conventions - Eng Team - Earl M ilestone Empowering people to power the world! Hansei What did we learn from this kaizen?  What went well?  What did not go well?  What could we have done differently? Empowering people to power the world!