LEAN Handout
LEAN Handout
LEAN Handout
Roger Jones
Joe Novello
Introductions
Historical Background
• Baldridge Quality Framework
Leadership
1.0
Aim of the
Goals & Results
System
MEASURES 7.0
(stakeholder)
2.0
3.0
Field Trip Permission Process
Flowchart the Process
(Field Trip Permission)
Eliminate the Waste
(Field Trip Permission)
New Lean Field Trip Process
Findings - Wastes
• Transportation was the major cause of time waste
• Duplication of hard copies and filing wasted
paper, staff time, and storage space
Bring in the Expert
What is Quality?
• A customer perception
• NEVER defined by the provider
• Did I get –
o What I wanted?
o When I wanted it?
o For what I was willing to pay?
• Did it meet my expectations?
• If the answer is “YES”, the provider has
o Met quality objectives
o Created customer satisfaction
• If the answer is “Not exactly”, then you have incurred cost of poor quality.
What is Lean?
• Did I meet my quality objectives
at the least possible cost?
• Accomplished by doing only value-
added activities
• Knowing the difference between cost
of doing business and the cost of poor
quality
Lean – NOT Another “Efficiency” System
• A discipline and culture
• Focus on the customer
• Eliminating waste by doing only value-added
• Challenge EVERYTHING you do, including “legal”
Allay Fears
• Avoid the negative
• Lean = get the waste out • loss of jobs
• Emphasize the positive
• Lean = doing only value added • improved performance
Basic Tools – DMAIC – The Discipline
• Define the problem or opportunity (current state)
• Map and measure the current state
• Analyze. Drive to root cause
• Improve and implement the process (future state)
• Control the new process through measurement
• A circular process = continuous improvement
The Quality Management System
Philosophy
QMS
How the philosophy
is achieved System
Procedures
Day-to-day operating
instructions Work
Instructions
Proof that you did
what you documented Records
Basic Tools – Five Whys?
WHY?
Why?
• Ask Why? five times!
Why?
Why?
Why?
• Can be obnoxious and highly
annoying
• Pick up on the answer of the first
Why to phrase the next one
• A good tool for developing
fishbone diagrams
Basic Tools – Fishbone Diagram
Water Coffee
2 days old
Not filtered
Not ground
Coffee tastes
terrible
Hung over
Dirty
40th birthday
Search-free - get visual. Organize things so that you can
see them and do not have to look for them
Spotless - keep things clean
Standardize - document your processes in simple
instructions, and teach your staff the “right way”
Sustain - make it a way of life, but audit
Second Attempt
From Requisition to Paycheck
(Hiring Process)
Why Requisition to Paycheck
• Complaints by principals and applicants:
– Losing high quality candidates to other districts
– Hiring process took up to three months
– Open positions not being filled
Think LEAN!
Challenge everything we do.
Does it add value?