THIS IS LEAN Niklas Modig Stockholm School of Economics @LeanOnMyself www.facebook.com/niklasmodig @niklas_modig @
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THIS IS LEAN Niklas Modig Stockholm School of Economics @LeanOnMyself www.facebook.com/niklasmodig @niklas_modig @LeanOnMyself
www.thisislean.com
What is lean? • • • • •
Way of working Philosophy Approach to improvement Approach Systems thinking
• • • •
Culture Quality system Way of life Method
@LeanOnMyself
• • • • • • • •
Production system Strategy Eliminating waste System for understanding Mind-set Values Management system Tool box
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Fruit
High level of abstraction
Apple
Pear
Whole
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Piece
Low level of abstraction
Green
Red
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Three central choices
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Alison thinks she has cancer
Local doctor’s surgery
Mammography & ultrasound
WaiCng
Cytology
Breast clinic
WaiCng
WaiCng
Breast clinic
WaiCng
42 days First contact
@LeanOnMyself
Diagnosis
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Sarah feels a lump in her breast
One stop breast clinic
First contact
Diagnos Diagnosis
2h @LeanOnMyself
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Any difference?
42 days 24h =1008h
2h
500 $mes faster WHY? @LeanOnMyself
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Two different views on efficiency
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RESOURCE EFFICIENCY à FOCUS: RESOURCE
Local doctor’s Mammography surgery & ultrasound
Waiting
Breast clinic
Waiting
Waiting
Breast clinic
Cytology
Waiting
42 days First contact
Diagnosis
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RESOURCE EFFICIENCY à FOCUS: RESOURCE
Filming the “source”
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FLOW EFFICIENCY à FOCUS: FLOW UNIT
Local doctor’s Mammography surgery & ultrasound
Waiting
Breast clinic
Waiting
Waiting
Breast clinic
Cytology
Waiting
42 days First contact
Diagnosis
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FLOW EFFICIENCY à FOCUS: FLOW UNIT
Filming the “receiver”
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Two different strategies
Resource efficiency
Flow efficiency
Focus
Resources / funcCons
Customer / unit
Goal
High capacity uClizaCon
Fulfil needs
OrganizaCon
Parts / ”Islands”
System / ”Ocean”
Competence
Specialists / “depth”
MulC-‐competence / “Width”
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What shall we prioritize first? RESOURCE EFFICIENCY
FLOW EFFICIENCY
LONG THROUGH-PUT TIME
SHORT THROUGH-PUT TIME
HIGH CAPACITY UTILIZATION
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WASTE
LOW CAPACITY UTILIZATION
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Resource efficiency
Flow efficiency
@LeanOnMyself
WHY?
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Maximize capacity utilization
Maximize capacity utilization
Maximize capacity utilization
Local doctor’s Mammography surgery & ultrasound
Waiting
Maximize capacity utilization
Maximize capacity utilization
Cytology
Breast clinic
Breast clinic
Waiting
Waiting
Waiting
42 days First contact
What happens when “a system” is busy?
Diagnosis
à A diagnose will take long time à We have to handle many patients at the same time à We have to restart the diagnose many times
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THE OPTIMAL PROCESS Resource Flow efficiency efficiency 100% Free utilization capacity
100% Free utilization capacity
100% Free utilization capacity
100% Free utilization capacity
1
2
3
4
What happens when “a system” is busy?
à Things will take long time à We have to handle many things at the same time à We have to restart the value adding process many times
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Different indirect effects Resource efficiency
Flow efficiency
Focus
Resources / funcCons
Customer / unit
Goal
High capacity uClizaCon
Fulfil needs
OrganizaCon
Parts / ”Islands”
System / ”Ocean”
Competence
Specialists / “depth”
MulC-‐competence / “Width”
Resource efficiency
Flow efficiency
Through-‐put Cme
Long
Short
Number of units
Many
Few
Restarts
Many
Few
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Resource efficiency drives ”system waste” Focus Focus Goal Goal OrganizaCon OrganizaCon Competence
Resource efficiency Resource efficiency Resources / funcCons Resources / funcCons High capacity uClizaCon High capacity uClizaCon Parts / ”Islands” Parts / ”Islands” Specialists / “depth”
Resource efficiency
NegaCve result à UnsaCsfied customers à UnsaCsfied personnel à Waste
Failure demand
Through-‐put Cme
Long
Forget, frustraCon, rework, search…
Number of units
Many
Difficult to handle, Under-‐capacity...
Restarts
Many
Quality problems, no system responsib…
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Three sources of inefficiency Secondary need Secondary need Long throughput time Secondary need
Secondary need
Over-focus on resource efficiency Many restarts
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Secondary need
Secondary need
Secondary need
Secondary need
Secondary need
Secondary need
Many flow units
Secondary need
Secondary need
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The efficiency paradox By NOT focusing on maximizing capacity utilization, MORE capacity will be available
Total capacity (100%)
Superfluous work (Secondary need)
Value-‐added work (Primary need)
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Value-‐added work (Primary need)
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The efficiency matrix
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Resource efficiency Low High
The efficiency matrix
Low
High Flow efficiency
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Strategy to increase resource efficiency
Resource efficiency Low High
The efficiency matrix
Low
High Flow efficiency
@LeanOnMyself
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Resource efficiency Low High
The efficiency matrix
Strategy to increase flow efficiency
Low
High Flow efficiency
@LeanOnMyself
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Resource efficiency Low High
This is lean = an operations strategy
Low
High Flow efficiency
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Resource efficiency
Flow efficiency
@LeanOnMyself
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Resource efficiency Low High
How to do the “how”?
Current state
How?
Future state
Low
High Flow efficiency
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? @LeanOnMyself
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Just-in-time and Jidoka Perfect understanding of: • The process / the system • + / • Progress
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89:30 5
SCORE
1
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Welcome to Stockholm School of Economics!
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How can we develop operaCons where everyone “sees” everything and has perfect progress control all the Cme?
ONE CLICK AWAY à ONE LOOK AWAY @LeanOnMyself
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@LeanOnMyself
Resource efficiency
Monitor the outcome from “my island”
Flow efficiency
Monitor the progress of the system
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Resource efficiency Low High
When is an organisation lean?
Low
High Flow efficiency
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+
time 1 @LeanOnMyself
2 www.thisislean.com
+ How?
time 1 @LeanOnMyself
2 www.thisislean.com
PROACTION
0
ACTION
1
@LeanOnMyself
2
3
REACTION
4
5
6
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
0
2
3
4
5
6
1. SET
@LeanOnMyself
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
0
1
1. SET
@LeanOnMyself
2
2
3
4
3
4
5
5
6
2. TEST
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
0
2
1
2
3
4
3
4
5
5
6
2. TEST
1. SET
3. EVALUATE
A
B
DEVIATION
DEVIATION
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
2
3
4
+
5
DEVIATION
X 0
1
2
3
4
5
6
2. TEST
1. SET
3. EVALUATE
X
NORMAL OUTCOME
X DEVIATION
A
B
DEVIATION
DEVIATION
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
2
3
4
+
5
DEVIATION WHY?
X 0
1
2
3
4
5
6
2. TEST
1. SET
3. EVALUATE 4. ANALYZE
A
B
DEVIATION WHY?
DEVIATION WHY?
@LeanOnMyself
X
NORMAL OUTCOME
X DEVIATION
-
WHY?
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
2
3
4
+
5
X 0
1
2
3
4
5
6
2. TEST
1. SET
3. EVALUATE 4. ANALYZE 5. LEARN
A
B
DEVIATION WHY? AHA!
DEVIATION WHY? AHA!
@LeanOnMyself
X
DEVIATION WHY? AHA! NORMAL OUTCOME
X DEVIATION
-
WHY? AHA!
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
2
3
4
+
5
X 0
1
2
3
4
5
6
2. TEST
1. SET
3. EVALUATE 4. ANALYZE 5. LEARN 6. IMPROVE
A
B
DEVIATION WHY? AHA!
DEVIATION WHY? AHA!
X
DEVIATION WHY? AHA! NORMAL OUTCOME
X DEVIATION
-
WHY? AHA!
CHANGE
@LeanOnMyself
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PROACTION
ACTION
REACTION
NORMAL FLOW 1
2
3
4
+
5
X 0
1
2
3
4
5
6
2. TEST
1. SET
3. EVALUATE 4. ANALYZE 5. LEARN 6. IMPROVE
A
B
DEVIATION WHY? AHA!
DEVIATION WHY? AHA!
X
DEVIATION WHY? AHA! NORMAL OUTCOME
X DEVIATION
-
WHY? AHA!
CHANGE
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THE LEARNING LOOP
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The learning Dynamiskt organisation mål (kontinuerlig förbättring)
Flödeseffektivitet Flow efficiency (%)
A Dynamiskt dynamic mål state “con$nuous evolu$on” (utvecklas hela tiden)
Utgångspunkt Current state
Tid Time
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Utgångspunkt Current state
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@LeanOnMyself
Resource efficiency
Monitor the outcome from “my island”
ReacCve execuCon
Flow efficiency
Monitor the progress of the system
ProacCve learning
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THANK YOU!
@LeanOnMyself
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