ynpn lean presentation 2015 10 15

© 2015 Matt Horvat

Matt HorvatManagement Systems Coach

1. Quarterly “gemba” visits to a member’s organization2. Collaboration with and for non-profit Lean work3. Information sharing at local relevant events4. Offline mentoring and collaboration

LeanPDX.org Started 2010

Refreshed Vision 2015Now 300 members on Linked In

30+ turned out for our first Un-Conference in August, 2015

© 2015 Matt Horvat

Agen

da

Brief history of industrial improvement

Your problem solving culture today

Barriers to effective problem solving: depersonalization and organization

Tips and tools to help

Friends of the Children case study

Your turn

+/^

© 2015 Matt Horvat

Lean: a bad reputation

Benevolent tools used by

tyrants promote tyranny

The VW Bug was commissioned by Adolf Hitler in 1934

© 2015 Matt Horvat

1891Shewhart

1867Toyoda

1900Deming

1863Ford

1868 & 1878Gilbreths

1856Taylor

© 2015 Matt Horvat

What describes your culture?

• A focus on ‘big problems’ or on solving small problems daily

• Managers ask ‘what did you do?’ or ‘what caused it?’

• A new priority every month vs. accountability over time

• Problems discussed at length or meaningful action

• Decisions reserved for senior leadership or experimentation promoted

• Director leading or director enabling

• A belief that if people would just do their job and not screw it up things would be better

6

© 2015 Matt Horvat

52 percent of millennials said “living or working in a healthy environment” is influential to their personal health, over only 35 percent of Baby Boomers. -Consumer Health Mindset, 2014

© 2015 Matt Horvat

Lean is about improvement

Nichijō Kanri(daily fundamental

management)

Hoshin Kanri(direction-setting management)

Mattaku Kanri shimasen(It is not at all management)

Time

Perf

orm

ance

© 2015 Matt Horvat

Action Cycle

Adapted from http://conversationsforaction.com/history/basic-action-workflow

http://conversationsforaction.com/history/basic-action-workflow

© 2015 Matt Horvat

What’s the difference?

• Metric

• Goal

• Problem

• Solution

• Cause

© 2015 Matt Horvat

Problem Solving Tips1. Disregard the negative

assessment to depersonalize the gap!

2. Measure the gap with numbers!

3. Use a problem solving framework to help get organized!

4. Focused on the customer!

© 2015 Matt Horvat

Tools are Useful When

They:

Assist with communicating

Apply science to problem solving

© 2015 Matt Horvat

Communication Tools• Process Capabilities

• Graphical Analysis

• Cause and Effect Diagram

• Failure Mode and Effect Analysis

• Hypothesis Testing

• ANOVA

• Correlation

• Simple Linear Regression

• Single Minute Exchange of Dies

• Total Productive Maintenance

• Design for Six Sigma

• Quality Function Deployment

• Design of Experiments

• Mood’s Median Test

• Control Plans

• Cellular Processing

• Cellular Processing

• Spaghetti Diagrams

• Histograms

• Pareto Charts

• Capability Analysis

• Control Charts

• Defects per Million Opportunities

• Project Charters

• SIPOC

• 5S

• 7/8 Wastes

• Kaizen

• Fishbone Diagrams

• Root Cause Analysis

• Process Mapping

• Financial Justification

• One Point Lessons

• Value Stream Mapping

• Poka Yokes

• Kanbans

• Pull and Push Flows

• Visual Management

• Kano Model

• Critical to Quality (CTQ)

• Affinity Diagram

• Measurement Systems Analysis

• Comic Strip

© 2015 Matt Horvat

Problem Solving Tools

• Scientific Method

© 2015 Matt Horvat

1 page problem solving tool

known as A3 for metric size of tabloid paper

https://goo.gl/CmDPRW

https://goo.gl/CmDPRW

© 2015 Matt Horvat

Mary, Joe, Gary, Denise, Rachel

basically all of the senior leadership+ Bret, Matt, Janice, Richard and others from LeanPDX

© 2015 Matt Horvat

A few known problems surfaced immediately

1. Accessibility2. Using data for coaching best practices3. Travel time4. Communication with field staff

© 2015 Matt Horvat

Focus Group1. What three activities take up most of your time when you're not working directly with a child?

2. What ideas do you have for reducing time spent away from direct work with children?

3.What small opportunities do you see for increasing efficiency?

4. What things are you asked to do by management that you don't understand/want to do?

5. What is your preferred mode of internal communication? How valuable are meetings?

6. How can time spent with children be more effective?

7. What is your biggest frustration as far as time wasters?

8. If asked by the FOTC Board for your advice, what would be your three best suggestions for improving efficiency at FOTC?

© 2015 Matt Horvat

2 groups50% of all employees

Conversations transcribed,categorized and tabulated, considered and prioritized,analyzed and scrutinized…

Lesson Learned:Once we had focus;

action was easy!

ynpn lean presentation 2015 10 15

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