5/12/2016
Developing Lean Leaders in a NonManufacturing Environment If They Can Do It, So Can You! Darril Wilburn
[email protected]
+1-210-287-0365 www.honsha.org
Twitter @HonshaDarril 1
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Darril Wilburn • Partner at Honsha • An association of former Toyota Team Members
• At Toyota – Kentucky, North American Headquarters, Texas start-up – Toyota Production System Student (OMDD)
• HRD Activities at Toyota – Toyota Way, Toyota Business Practice, Leadership Coach
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A Case Study • Progression and evolution of the thinking and activities. • The good and not so good.
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• • • • •
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State Government Agency (Compliance) 2,800 employees (1,100 in insurance) Revenue: Taxation ($1.75 billion/year) + fines. Largest health-insurer in Washington state. Honsha has worked with L&I since 2010
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• L&I Lean personnel had been trained in VSM by an outside resource. • Honsha’s initial assignment was to provide training and certification of 20 internal people on 8-Step Problem Solving. – 18 of 20 passed the rigorous certification process – PDCA, coaching, adjust, try again, etc………
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Ongoing concurrent phases
Building phases
Strategy check points
Strengthening internal resources
Stabilizing the house
Building the TPS pillars
Building the foundation Training key people
Current X Future state Assessment and strategy planning
Setting metrics to measure progress, setting standards-LMS
Introduction of techniques in pilot site Creating flow, standardization and built in quality, LMS to sustain
Auditing system -Honsha then internal leaders
PDCA – Plan, Do, Check, Act
Developing self-sufficient organization
Strengthen LMS
Establishing auto-diagnosis capability-LMS
Sharing achievements Establishing total access information channels
Solidifying new culture Selecting next targets for continuous improvement
Begin next pilot site
Installing monitoring mechanisms Establishing the Lean organization
Targets and milestones
Jidoka
HRD
JIT
Jidoka
HRD
JIT
Jidoka
HRD
Opportunity Analysis
Developing resources to be champions
HRD
Ideal state development
JIT
Current state assessment
Calendar setting
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• The Director commissioned Lean training for 187 of the top leaders in the organization.
• Topics included: – – – – –
Lean Leadership Principles Lean Business Practice and Coaching Kaizen Teian and Coaching Strategy Deployment Standardization, Work Flow and Visual management • Leader Standardized Work – Lean (A3) Communication
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LNI Lean Leadership Series
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Ongoing concurrent phases
Building phases
Strategy check points
Strengthening internal resources
Stabilizing the house
Building the TPS pillars
Building the foundation Training key people
Current X Future state Assessment and strategy planning
Setting metrics to measure progress, setting standards-LMS
Introduction of techniques in pilot site Creating flow, standardization and built in quality, LMS to sustain
Auditing system -Honsha then internal leaders
PDCA – Plan, Do, Check, Act
Developing self-sufficient organization
Strengthen LMS
Establishing auto-diagnosis capability-LMS
Sharing achievements Establishing total access information channels
Solidifying new culture Selecting next targets for continuous improvement
Begin next pilot site
Installing monitoring mechanisms Establishing the Lean organization
Targets and milestones
Jidoka
HRD
JIT
Jidoka
HRD
JIT
Jidoka
HRD
Opportunity Analysis
Developing resources to be champions
HRD
Ideal state development
JIT
Current state assessment
Calendar setting
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• The Lean Leadership Development Pilot was launched. – Purpose and Goals • Establish the L&I Operations and Development System based on Lean principles: – Develop two executives’ abilities to manage and coach in a Lean environment. – Build Lean leadership, management and teamwork behavior and skills of all employees (with an initial focus on executives). – Establish visual controls to improve and promote more effective problem solving 11
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Top leaders learning at the Gemba Monthly work sessions with top leaders, Honsha and teams – Implement and develop LMS between sessions
Skill based practice based at the Gemba Focus on critical value streams and problems Engage the value stream owners in change Use Shingo key behavioral indicators (KBIs) Survey entire division at 0, 6, and 12 months Track value stream KPIs
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Project Charter
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Initial
Cont Flow Kaizen
4 3 2 1 0
Current AD 1
A3
Prob Solv VSM
Andon
STW
Cont Flow Kaizen
Kaizen
4 3 2 1 0
VSM
Cont Flow Kaizen
Kaizen
Prob Solv VSM
Kaizen
Kaizen
VSM
Kaizen
Prob Solv VSM
Cont Flow Kaizen
4 3 2 1 0
A3 Prob Solv VSM STW
Stability
LTO LC 1
A3
Prob Solv VSM
Andon
Development
A3
Andon
STW
4 3 2 1 0
working? -Skill
STW
Mgr 2 Prob Solv
Stability
Cont Flow
4 3 2 1 0
How is it
Stability
A3
Andon
VSM
Andon
STW
4 3 2 1 0
Prob Solv
Stability
Cont Flow
Stability
Cont Flow
A3
STW
AD 2
A3
Andon
4 3 2 1 0
Andon
Stability
Cont Flow
VSM
Stability
Prob Solv
STW
4 3 2 1 0
Prob Solv
STW
Mgr 1
A3
Andon
A3
Andon
Stability
Cont Flow
4 3 2 1 0
Cont Flow Kaizen
4 3 2 1 0
A3 Prob Solv VSM
Andon
STW
STW Stability
Stability
LTO LC 2 Cont Flow Kaizen
4 3 2 1 0
A3
Andon
Prob Solv VSM STW
Cont Flow Kaizen
2. Can do with help
A3
Andon
Prob Solv VSM STW
Stability
Stability
1. Training
4 3 2 1 0
3. Can do on own
4. Can coach and train
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Before and after Lean Leadership pilot •
Surveys of Fraud Prevention division employees at baseline and one year
How is it
working? -Culture Development
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Before and after Lean Leadership pilot •
Survey of Administrative Services division employees at baseline and one year
How is it
working? -Culture Development
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What we’ve found so far (example):
How is it
Process Improvement • Fraud Prevention & Labor Standards: Reduced lead and processing time from 875 days to an average of 25 days. • Administrative Services Division: Reduced process steps from 25 to 12 by eliminating duplicative work, steps that had no value to the customer, and waste.
working? -Business Results
For more examples contact Roy Plaeger-Brockway at L&I
Lean Leader Program
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Expansion Timeline 2014-5 Begin Phase 2 with 4 more leaders May, 2014
June, 2014
• Pre-planning • Change management
July, 2014
• Value Stream Mapping (VSM)
September, 2014
October, 2014
• Standardized Work (STW)
January, 2015 •Sustainability planning
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August, 2014
• VSM
• VSM
November, 2014
• TBD • Develop Lean Champions
February, 2015 •Sustainability planning
December, 2014
• TBD • Develop Lean Champions
March, 2015 •Sustainability planning
• TBD • Develop Lean Champions
April, 2015 •Close Phase 2
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The not so good…… • Top leadership must eventually lead the lean effort, it cannot be delegated.
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Thank you!
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