ACARP Presentation

1
ACARP Presentation Developing Worker Problem
Solvers Implementing Lean Techniques and
Challenges
2
(No Transcript)
3
(No Transcript)
4
(No Transcript)
5
Standard Work L
6
Standard Work L
Visual Management L
7
Standard Work L
Visual Management L
Quick Changeovers L
8
Standard Work L
Auditing L
Visual Management L
Quick Changeovers L
9
Standard Work L
Auditing L
Levelling out work L
Visual Management L
Quick Changeovers L
10
Standard Work L
Auditing L
Levelling out work L
Visual Management L
Worker problem solvers L
Quick Changeovers L
11
HBS professor Steven Spear on Toyota

• Kent (H. Kent Bowen) and I started to form the
  impression that despite all the attention that
  had already been paid to Toyota, something
  critical was being missed
• observers (of the Toyota Production System)
  confuse the tools and practices they see on their
  plant visits with the system itself.
• Toyota Production System makes a deliberate
  effort to develop the problem-solving skills of
  workers

12
HBS professor Steven Spear on Toyota
The Toyota Production System has so far been
transferred successfully only when managers have
been able and willing to engage in a similar
process of questioning to facilitate learning by
doing
13
Jim Womack Author of Lean Thinking, Jan 2006
A Lean management system involves managers at
every level posing the key problems that need to
be solved and asking the teams they lead to
develop and implement the answers. This practice
of asking the correct questions rather than
providing the correct answers is perhaps the
starkest contrast between Lean Thinking and
orthodox mass production and the hardest to
implement.
14
Lesson Go and have a look

• Go to the place where value is added!
• Ohno who is credited with the development of
  the Toyota Production System said ...
• Management should walk the factory floor at the
  rate of 100m per hour

Slow down! Observe! Talk to the people adding
value! Involve these people in the improvements!
15

• If you want a step change in performance you
  need to develop
• Worker Problem Solvers

To develop Worker Problem Solvers you need to
design work so they can see that a problem has
occurred, and they need to be involved in solving
it.
16
(No Transcript)
17
Lesson Audit and improve front line management

• Re-design mining tasks into Standard Work

Audit the way Standard Work is done
Develop front line managers who coach
facilitate their teams in problem solving
18
Standard Work and Auditing
Front Line Managers need to audit standard work
and use open ended questioning. They then
become coaches and mentors
Audit
19
Lesson Measure Success

• Develop a dashboard that ensures future success
  not just looks at the problems of the past

20
Waiting Over Production
Repairs / Defects Motion
(unnecessary) Processing
(unnecessary) Inventory
Transport
21
(No Transcript)
22
If you want a step change in productivity

• Design work to promote the development of worker
  problem solvers.
• Involve your total workforce
• Focus on real problems.
• Standardise and audit work this allows problems
  to be identified early and solved in real time
  this promotes the development of worker problem
  solvers.
• Teach manager to ask the right questioning to
  facilitate learning by doing.

23
Equipment Value Adding Time
24
Big productivity gains - Its about the people
There are enormous productivity paybacks in
eliminating non value adding time. And These
productivity gain do not require big capital
investment
25
Big productivity gains - Its about the people
26
Big productivity gains - Its about the people
27
(No Transcript)