The Lean Handbook Journey Session C5

The Lean Handbook Journey

Session C5
Monday, February 27, 2:00 3:00 pm Presented by
Anthony Manos
LBC
Key Learning Outcomes

Better understanding of the makeup of the Lean Handbook How the body of knowledge flows Moving beyond the tools of Lean into the
culture
ASQ Lean and Six Sigma Conference 2012
Agenda
The current Lean Body of Knowledge and its history The makeup of the handbook and its contributing authors Information related to the Bronze Lean Certification Suggested readings Q&A
Introduction
First and foremost, this is not the exam prep book This is the overall
BOK book It was written at the tactical level (vs.

integrative or strategic)
Current BOK & History
Four Partner Associations
Brief History of the Lean Certification

2001 Members of SME, AME, and constituents of the Shingo Prize came together and determined the need to align practitioners to a common foundation fundamentals of lean practice to provide a roadmap to support workforce development and training efforts. 2004 Development of the BOK began in earnest. The Shingo Prize model served as a basis for the programs Body of Knowledge. 2005 The proposed lean body of knowledge was validated in a study thus launching the Lean BOK version 2.0 Kaizen Blitz Week Nearly 60 lean practitioners gathered for a week to develop the components of Lean certification program. Teams were established to focus on exams, portfolios and the mentoring requirements. Throughout the development process, nearly 200 Lean practitioners were involved in the creation of this program not including the couple of thousands that participated in the study.
ASQ Joins
2006, March - The first Bronze exam was offered to the public, the Certification Oversight & Appeals Committee was established 2006, June - the Silver exam was available 2006, December the Gold exam launched 2007 - The Shingo Prize Model was restructured, a second validation study was performed 2008 - Updated BOK V3.0 (with weighting factors for Bronze, Silver, Gold) 2010 ASQ joins the partnership The Future of the BOK - Validation studies will be conducted every 5-7 years
The Shingo Principles
Results
Enterprise Alignment Continuous Process Improvement
Cultural Enablers
Guiding Principles
Create Value for the Customer Create Constancy of Purpose Think Systematically
Focus on Process Embrace Scientific Thinking Flow & Pull Value Assure Quality at the Source Seek Perfection Lead with Humility Respect for Every Individual
Supporting Principles
Measure what Matters Align Behaviors with Performance Identify Cause & Effect Relationships See Reality Focus on Long-term Align Systems Align Strategy
Stabilize Processes Rely on Data Standardize Processes Insist on Direct Observation Focus on Value Streams Keep It Simple & Visual Identify and Eliminate Waste Integrate Improvement with Work
Nurture Long-term Relationships Empower & Involve Everyone Develop People Assure a Safe Environment
Shingo Prize Transformation Process
BOK Basic Layout

1. Cultural Enablers 2. Continuous Process Improvement 3. Consistent Lean Enterprise Culture 4. Business results Principles Processes Techniques and practices Principles Measurement Systems Key Lean Related Measures
Alignment Principles Processes / Systems

Why? How?
Techniques & Practices
Four Major Sections (Bronze %)

Section 1 Cultural Enablers (15%) Section 2 Continuous Process Improvement (60%) Section 3 Consistent Lean Enterprise Culture (10%) Section 4 Results (15%)
Section 1 Cultural Enablers

People
Rubric 1 Cultural Enablers

1.1.
1.1.1. 1.1.2.
Principles of Cultural Enablers

Respect for the individual Humility
(3%)
1.2.
1.2.1. 1.2.2. 1.2.3. 1.2.4. 1.2.5. 1.2.6. 1.2.7. 1.2.8. 1.2.9.
Processes for Cultural Enablers

Planning & Deployment Create a sense of urgency Modeling the lean principles, values, philosophies Message Deployment - Establishing vision and direction Integrating Learning and Coaching People development - Education, training & coaching Motivation, Empowerment & Involvement Environmental Systems Safety Systems
(4%)
Rubric 1 Cultural Enablers

1.3.
1.3.1. 1.3.2. 1.3.3. 1.3.4. 1.3.5. 1.3.6. 1.3.7. 1.3.8. 1.3.9.
Cultural Enabler Techniques and Practices

Cross Training Skills Assessment Instructional Goals On-the-Job Training Coaching & Mentoring Leadership Development Teamwork Information Sharing (Yokoten) Suggestion Systems
(8%)
Section 2 Continuous Process Improvement

Tools
Principles of CI
2.1.
2.1.1. 2.1.2. 2.1.2.1. 2.1.2.2. 2.1.2.3. 2.1.2.4. 2.1.2.5. 2.1.2.6. 2.1.3. 2.1.4. 2.1.4.1. 2.1.4.2. 2.1.4.3. 2.1.4.4.
Principles of Continuous Process Improvement
(15%)
Process Focus Identification & Elimination of Barriers to flow Flow & the Economies of Flow 7 Wastes (Muda), Fluctuation (Mura), and Overburden (Muri) Connect & Align Value added work fragments Organize around flow Make end-to-end flow visible Manage the flow visually Match rate of production to level of customer demand - Just-inTime Scientific thinking Stability Standardization Recognize Abnormality Go and See
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Principles of CI
2.1.5. 2.1.5.1. 2.1.5.2. 2.1.5.3. 2.1.5.4. 2.1.5.5. 2.1.5.6. 2.1.6. 2.1.7. 2.1.7.1. 2.1.7.2. Jidoka Quality at the source No defects passed forward Separate man from machine Multi-process handling Self detection of errors to prevent defects Stop and Fix Integrate Improvement with Work Seek Perfection Incremental continuous improvement (Kaizen) Breakthrough continuous improvement (Kaikaku)
Lean CI Systems
2.2.
2.2.1. 2.2.1.1. 2.2.2. 2.2.3. 2.2.4. 2.2.5. 2.2.6. 2.2.7. 2.2.8. 2.2.9. 2.2.9.1. 2.2.9.2. 2.2.9.3
Continuous Process Improvement Systems

Visual Workplace 5S standards and discipline Lot size reduction Load leveling 3P Production Process Preparation Total Productive Maintenance (including predictive) Standard Work Built-in feedback Strategic Business Assessment Continuous Improvement Process Methodology PDCA DMAIC Problems Solving Storyboards
20%
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Lean CI Systems
2.2.10 2.2.10.1 2.2.11 2.2.11.1. 2.2.12. 2.2.13 2.2.14 2.2.15 Quality Systems ISO and Other standards Corrective Action System Root Cause analysis Project Management Process design Pull System Knowledge Transfer
Lean CI Techniques
2.3.
2.3.1. 2.3.1.1. 2.3.1.2. 2.3.1.3. 2.3.1.4. 2.3.2. 2.3.2.1. 2.3.2.2. 2.3.2.3. 2.3.3. 2.3.3.1. 2.3.3.2. 2.3.3.3. 2.3.4. 2.3.4.1. 2.3.4.2.
Continuous Process Improvement Techniques & Practices

Work Flow Analysis Flowcharting Flow Analysis Charts Value Stream Mapping Takt Time Analysis Data Collection and Presentation Histograms Pareto Charts Check Sheets Identify Root Cause Cause & Effect diagrams (Fishbone) 5-Whys Failure Mode and Effects Analysis Presenting Variation Data Statistical Process Control Charts Scatter and Concentration Diagrams
25%
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Lean CI Techniques
2.3.4. 2.3.4.1. 2.3.4.2. 2.3.5. 2.3.5.1. 2.3.5.2. 2.3.5.3. 2.3.5.4. 2.3.5.5. 2.3.5.6. 2.3.6. 2.3.6.1. Presenting Variation Data Statistical Process Control Charts Scatter and Concentration Diagrams Product and Service Design (make sure to include engineering changes re: capabilities) Concurrent Engineering Quality Function Deployment Product or Process Benchmarking Design for Product Life Cycle (DFx) - cradle to cradle Variety Reduction - product and component Design for Manufacturability Organizing for Improvement Kaizen Blitz Events
Lean CI Techniques
2.3.7. 2.3.7.1. 2.3.7.2. 2.3.7.3. 2.3.7.4. 2.3.7.5. 2.3.7.6. 2.3.7.7. 2.3.7.8. 2.3.8. 2.3.8.1. 2.3.8.2. 2.3.8.3. 2.3.8.4. 2.3.8.5. 2.3.8.6. Countermeasure Activities Mistake and Error Proofing (Poka Yoke) Quick Changeover/Setup Reduction (SMED) One Piece Flow Right sized equipment Cellular Flow Sensible Automation Material Signals (Kanban) Source Inspection Supply Processes External Supplier managed inventory Cross-docking Supplier Assessment and Feedback Supplier Development Supplier Benchmarking Logistics
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Lean CI Techniques
2.3.9. 2.3.9.1. 2.3.9.2. 2.3.9.3. Supply Processes Internal Material Handling Warehousing Planning and Scheduling
Section 3 Consistent Lean Enterprise Culture

Culture
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Principles of Lean Culture

3.1. Principles of Consistent Lean Enterprise Culture
5%
3.1.1. Systemic Thinking 3.1.1.1. Part-whole relationships are clear and explicit through holistic thinking 3.1.1.2. The organization evolves as necessary to accommodate future conditions through dynamic thinking 3.1.1.3. Closed-loop thinking to assure effective feedback of organizational learning 3.1.2. Constancy of Purpose 3.1.2.1. Focus on Results 3.1.2.2. Focus on Waste Elimination 3.1.2.3 Focus on Value to customer 3.1.3. Social Responsibility
Processes for Lean Culture

3.2.
3.2.1. 3.2.1.1. 3.2.1.2. 3.2.1.3. 3.2.1.4. 3.2.2. 3.2.2.1. 3.2.2.2. 3.2.2.3. 3.2.2.4. 3.2.2.5. 3.2.2.6.
Processes for Developing Consistent Lean Enterprise Culture
3%
Enterprise Thinking Organize around flow Integrated business system and improvement system Reconcile reporting systems Information management Policy Deployment / Strategy Deployment Scientific thinking as a strategy process Series of nested experiments Dynamic give and take Forming consensus Align strategies and execution Standard work for strategy communication - how we think and talk 3.2.2.7. Resource deployment and allocation
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Techniques for Lean Culture

3.3.
3.3.1. 3.3.2. 3.3.3.
Consistent Enterprise Culture Techniques & Practices

A3 Catchball Redeployment of Resources
2%
Section 4 Business Results

Results
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Principles of Business Reults

4.1. Principles of Business Results 4%
4.1.1. Create Value first to drive performance 4.1.1.1. Measure what matters to the customer 4.1.1.2. Measure normal versus abnormal conditions - (triggers response) 4.1.1.3. Guidelines for Measurement Categories * Customer demand and characteristics * Customer retention * Waste * People Development Measures * Quality * Cost and Productivity * Competitive Impact
Measurement Systems
4.2. Measurement Systems
3%
4.2.1. Measurement 4.2.1.1 Understand interdependencies between measures and measurement categories 4.2.1.2 Align internal measures with what matters to customers 4.2.1.3 Measure the results from the 'whole' system 4.2.1.4 Measure flow and waste 4.2.1.5 Lean Accounting 4.2.1.6. Voice of the Customer 4.2.2. Goal and Objective Setting 4.2.2.1. SMART (Specific, Measurable, Achievable, Realistic, Timely) 4.2.2.2. Tied to the customer 4.2.3. Analysis - Understand what moves the dial on measures 4.2.4. Reporting 4.2.4.1. Visible feedback real-time
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Lean Measures
4.3. Key Lean Related Measures
8%
4.3.1. Quality 4.3.1.1. Rework 4.3.1.2. First Pass Yield 4.3.2. Delivery 4.3.2.1 Takt Time 4.3.2.2 Cycle Time 4.3.2.3 Lead Time 4.3.3 Cost 4.3.3.1 Inventory turns 4.3.3.2 Queue time 4.3.3.3 Wait time (delays) 4.3.3.4 Overall Equipment Effectiveness (OEE) 4.3.3.5 Changeover Time 4.3.4 Financial Impact 4.3.5.1. Cash Flow 4.3.5 Competitive Impact 4.3.6.1. Customer Satisfaction
Handbook & Authors

Many voices, many styles
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Many Voices, Many Styles

We were lucky enough to work with some of the best minds in Lean Look around a contributing author may be sitting right next to you or attending this conference Some of these authors are already on the Recommended Reading list or have top selling Lean books Different and varied backgrounds
A Special Thanks to Christopher Abrey Andy Carlino Adil Dalal Grace Duffy David S. Foxx Dr. Gwendolyn Galsworth Bruce Hamilton John Kendrick Matthew Maio David Mann Anthony Manos Brian H. Maskell Timothy F. McMahon Dr. Mark W. Morgan Frank Murdock Mike Osterling Robert (Bob) Petruska Govind Ramu Rama Shankar Gregg Stocker Chad Vincent Pat Wardell Jerry M. Wright Editors: Anthony Manos Chad Vincent
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Lean Bronze Certification

Prepare, Exam, Portfolio
Preparation
1. Assess your knowledge - to earn this certification, you should demonstrate your understanding of the Lean Certification Body of Knowledge (PDF). You should also understand the basics of lean. 2. Read the recommended material - Exam questions are based on specific Recommended Readings (PDF) selected by knowledgeable and experienced individuals. 3. Apply - After you apply for the Lean Bronze Certification, you will receive an "Applicant Kit" which will include: Body of Knowledge, Recommended Reading List, Portfolio candidate portfolio instructions, Bronze level portfolio forms, Lean Proctor form and agreement
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Exam
4. Attend a classroom review course or register for LORP (Lean Online Review Program) (Optional) 5. Take the exam - the open-book 170-question exam takes three hours. It is strongly recommended that you bring your recommended reading material to the exam. All exam questions are taken from those sources. You can find exam taking tips here. (PDF) 6. Receive the Knowledge Certificate - when you pass the exam, you receive a certificate (not a certification) that serves as a base for pursuit of the Lean Bronze, Silver and Gold Certifications. It is valid for three years and is not renewable.
Portfolio
7. Construct and submit your portfolio of experience you must submit your portfolio and have it accepted within the three year timeframe beginning from the date on your knowledge certificate. It should document: Completion of 80 hours minimum of education/training requirements. Five (5) tactical projects: events, projects and/or activities to which specific lean principles and tools were applied. Portfolio reflection: results of the events, projects and/or activities.
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Next Steps
8. Work with a mentor (Optional) 9. Plan your next step - You may choose to pursue recertification or the Lean Silver Certification. Your Lean Bronze Certification is valid for three years.
Company Benefits
With an established Lean standard, companies enjoy a clear understanding of the capability of their resources. Provides the opportunity for significant training and development. Mentoring is a fundamental part of the Lean program, helping to mold new Lean experts Standardize Lean practices within organizations, regardless of size or industry
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Individual Benefits
Develop career planning milestones Gain a portable, career credential Share and gain Lean knowledge through mentoring others Align to the Lean knowledge and competency standard Attain abilities recognized across the industry Develop a portfolio of your experience
Suggested Readings
Bronze Level
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Recommended Readings
Exam questions are based on these Recommended Readings: Gemba Kaizen, Masaaki Imai Lean Production Simplified, Pascal Dennis or Lean Hospitals by Mark Graban Lean Thinking, James P. Womack and Daniel T. Jones Learning to See: Value Stream Mapping to Create Value and Eliminate Muda, Mike Rother and John Shook
Please note: exam questions are not based on specific information from the Lean Handbook
Book Covers
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Wrap-up and Q&A

Evaluations
Wrap-up, Q&A, and Evaluations

Key Learning outcomes: Better understanding of the makeup of the Lean Handbook How the body of knowledge flows Moving beyond the tools of Lean and into the culture Q&A Evaluations
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Thank you
Lean Handbook Coming Soon!
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The Lean Handbook Journey Session C5

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