【正文】 Run Confidential Ground Rules – Trial ? No record – Just be familiar with the process Round 1 Confidential Ground Rules – Round 1: 20 minutes ? Customer release the Ad Spot Request from the Round 1 ? Speedy Station is technologyfree ? Follow the reporting relationships Confidential End of the run Data Collection Speedy Station Employees: 1. Find the PostIt note on your desk (those of you with InBoxes and OutBoxes) 2. Write your job title at the top of the PostIt 3. Write the word “in” and note how many ad requests were left in your InBox 4. Write the word “out” and note how many ad requests were left in your OutBox 5. Pass the PostIts to instructor Speedy Station Ad Customers: 1. Finalize your calculation 2. Raise your hand when ready to go Rate Clerk IN 3 OUT 4 Confidential Debrief – Round 1 ? How do you think you did? ? What are you basing this on? ? What are some adjectives to describe your job? ? Where do you see waste in the process? ? Do you have a sense of the overall process? – Who do you think does? ? What are you focused on? ? What is it like to manage? ? Associate/customer satisfaction (thumbs)? – Parallels? Confidential Debrief – Round 1 Let?s build some data to formalize our performance and discuss 1. Backlog 2. Overall Performance Summary 3. Process Lead Time 4. Process Sigma 5. Financials How would You summarize / clarify the problem ? What would be your next step ? Confidential Who Provides Requirements? Who are they? ● Customers – external end users ● Internal – value chain partners ● Business – Voice of Business: Revenue, Cost, Associates, etc. ● Other – regulatory, legal, environment, safety, etc. Two categories of requirement types: Not Traditional Customers Effectiveness (External) ● OnTime Delivery ● Quality ● Accuracy ● Features Efficiency (Internal) ● Cost ● Speed ● Throughput Confidential Translating VOC into Customer Requirements Customer Comment Key Customer Issue Customer Requirement The form takes less than five minutes to plete Takes too long long to fill it out “ I hate filling out this form.” Ambiguous instructions “ I don?t understand this jargon.” 99% of all forms filled out are pleted correctly the first time (no defects) Good customer requirements: ● Are specific and measurable ● Are related directly to an attribute of the product or service ● Are plete and unambiguous ● Describe what, not how – don?t bias the design toward a particular approach or solution Confidential Obtaining Voice of Customer for Speedy Station 1. Station Director facilitates brainstorming session with all station employees to generate questions for Customers (10 minutes) 2. Interview the Customers as a group (5 minutes) 3. Develop measurable Customer Requirements together (as a large group) to enable Actionable projects The Value of Speed ● Barriers to Speed ● Key Definitions ● Animations ● Process Cycle Efficiency ● Variation Intro Module Confidential Learning Objectives ? Explain the fundamental relationship between – Process Lead Time – WorkinProcess (WIP) – Exit Rate (Throughput) ? Define Process Cycle Efficiency and how it relates to Process Lead Time ? Introduce the effects of Variation on Process Lead Time Confidential Tomorrow Process Lead Time Order Interval Cycle Time Interval Exit Rate (Throughput) Visualizing Lean Improvements A slow process is an expensive process…. Today Tomorrow Today Confidential Traditional Processes Process Transport Time Operation Time Rework Setup Time Process Lead Time OUTPUT WorkinProcess INPUT Confidential JustInTime Improvement Methodology Transport Time Operation Time Rework Setup Time Process Lead Time OUTPUT WorkinProcess INPUT Confidential Process Improvement Methodology Process Transport Time Rework Process Lead Time OUTPUT WorkinProcess INPUT Operation Time Setup Time Confidential Input Output Process Lead Time Exercise: Brainstorm Barriers to Reducing Process Lead Time List the Process Lead Time barriers in your environment: Operation 1 Operation 2 Operation 3 Operation 4 Confidential PLT, WIP, and Exit Rate (Little39。2 S h i f t s = 4 , 2 39。 7 0 39。 9 39。 1 , 5 39。 ( C B )U / T = 9 5 %C / O = 02 S h i f t s1 C B ( 3 p o l e )1 9 , 2 D 0 , 7 D 2 , 6 D 0 , 5 D 0 D 0 , 4 D2 4 H2 , 9 5 D2 H1 , 6 DP L T = 1 0 , 5 D2 8 D w i t h R MP T = 2 9 H 4 39。P / T = 2 HU T = 1 0 0 %C / O = 02 S h i f t sB a t c h 6 01 8C / T = 1 0 39。P / T = 6 39。P / T = 9 39。P / T = 1 3 39。, 1 6 ?O E E = 7 0 %C / O = 6 H3 S h i f t sB a t c h 2 8 ( K a r t )1C / T = 0 , 5 39。 Piecework The Old Confidential Lean Impacts ……. Lean impacts Process speed, cost, flexibility and is applied through a variety of tools and techniques: ? Kaizen events to effect rapid impact/changes ? Value stream mapping for opportunity identification ? 5S for cleanliness and anization ? Kanban for “pull” from the customer ? Setup reduction for flexibility ? Queue Reduction for productivity improvement ? ValueAdd Analysis for capacity improvements ? Work flow/layout improvement to reduce nonvalue add transportation ? Process Balancing to identify time traps, balance workloads, and increase throughput ? MistakeProofing to eliminate rework through mistakeproofing (defect prevent) ? Complexity analysis for procurement activities ? Hiejunka (work leveling) to manage capacity/resource needs Confidential Lean Is Teamwork Confidential Lean is a Visual Workplace I D C /G e o d i sT