Continuous Process Improvement

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					Lean - Continuous Process
       Improvement
Transforming your organization one
        process at a time
       State of Minnesota - Enterprise Lean
Lean: A rose by any other name
                                     Q




                                   Quality

   Continuous        Process   T             M




                                             Lean
           improvement                       six
                                             sigma
       Why this? Why now?
• It will help your organization
  consistently perform at a high level
• It improves employee morale
• It can reduce costs, improve customer satisfaction
• It helps your organization adapt to changes
  in technology, customer expectations and
  workforce turnover
What is it?
                It’s the 3 Ps
• Purpose – why does the process exist?
  Do we know what we’re getting, and what
  we need from the process?
• People – do we have trained people doing the
  right task, at the right time, in the right way?
• Process improvement – is the process designed
  and managed to optimize the outputs desired
  from the process? Is the workplace oriented to
  maximize the performance of the process?
         Improvement purpose
• Do we need to        • How many widgets per
  reduce cycle time?     day are we making?

• Do we need to        • How do we control and
  improve quality?       manage variation to
                         reduce errors/defects

• Do we need to        • Can we make the same
  reduce costs?          number with less cost
                    People
• Do your people know their job?
• Is the work they’re doing value-added?
• Is there a standard work procedure
  for each step of the process?
• Do we have worker-watchers?
• Are your people physically situated in a way
  that allows them to efficiently participate in
  the process?
        Process improvement
• Do we periodically take an in-depth review
  of the current process?
• Do we examine our process for work wasters?
  (handoffs, waits, rework, multiple reviews,
  down time?)
• Do we have in-process measures that tell us
  how well the process is performing?
Basics of Process Improvement
• Involve the people who work in, and
  are most familiar with, the process
• Establish order through 5S – (sort,
  straighten, scrub, systematize, standardize)
• Map out the ‘as is’ process, include all steps,
  waits, handoffs, and review cycles
• Define goals for the improvement effort (e.g.
  reduce cycle time by 50%, reduce defects
  [rework] by 50%)
• Create a new process; focus on eliminating
  work wasters, wait, handoffs, etc.
   Sustaining the Improvement
• Document standardized work – insure all
  employees know and follow the process
• Measure and report on the process outputs
• Keep leadership involved and aware of how
  the process is performing – is the process
  continuing to meet the established goals? If
  not, how will it be addressed?
• Recognize, celebrate and reward the effort
  and continued performance

				
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posted:8/12/2012
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