Issue 4 • May 2011
Lean Training - Seven Ways
This concept is used frequently in new product/process development improvement. Formally known as Production Process Preparation, or 3P, 7 ways is a method used to encourage creativity to generate multiple solutions to meet a customer need.
The basic concept begins with a voice of the customer activity. I will blog about this separately at a later date. Once the needs from the voice of the customer analysis are identified, then a process map of the new work flow is created.
This process map then identifies the key function for analysis. 7 different solutions on how to accomplish the key function are then generated. Each alternative is then evaluated against the customer needs to identify a positive correlation, and negative correlation, or no correlation.
The scores can be summed up using a pugh analysis and the alternatives that best meet the customer needs are candidates to go forward for further refinement. An example is detailed for your review.
For brand new processes, the 7 ways can be generated by going back to nature. For example if we were going to create an automobile that could avoid a crash, what in nature could we study? I can think of two things off the top of my head; birds flying in a flock and fish swimming in a school. Ever wonder why they never run into one another? Could nature have the answer to accident prevention? The answer is obviously yes.
Forcing the team to generate 7 alternatives leads to creativity. Coming up with 2 or 3 ways is pretty easy, but we need to get out of the box to get to 7.
Managing Lean Performance
There was some skepticism regarding the effort to create a visual board of the annual strategic objectives, but the group soon settled down and they designed the layout and format for their types of metrics.
The team started discussing whether the board should be an electronic or physical board, the latter being the strong recommendation. Unfortunately, the team decided to go with an electronic board providing all the common arguments such as that everyone can easily access it.
Discussion moved on how to create the database, how to input data, and how to prevent the data from being corrupted. As expected, no one wanted to be the “stuckee” regarding responsibility for inputting the data. They agreed that a secretary would input the data and everyone was responsible for sending it to her. Then an idea surfaced to purchase a large screen TV to display the electronic board in the conference room. Someone shared that they make touch screens for opening up data and this was quickly approved because after all, these are our strategic objectives and they deserve a large, touch screen TV. A date one month away was sent to complete the database, one more month into the already quickly passing year.
The improvement team convinced the CEO to let them construct a physical visual board on paper the following day. In 3 hours the team put together a very neat and professional visual board. Metrics were easy to see, exceptions to targets were visual and the bottom-line was that the board was easy and effective to use. Updates were no longer an issue as each member could walk in and hand draw their results.
The leadership team gained insights into the benefit of a physical visual board. As visual boards are an important tool in the lean arsenal, it’s important that we help change the culture from that that’s become used to data shared electronically to data that’s shared visually in the workplace.
Training toward Lean Certification
Due to ongoing requests for Lean training, Breakthrough Horizons, Ltd. is pleased to offer another training opportunity for individuals from your organization to help achieve Bronze-level Lean Certification. This Lean Training is a 3-day program and is being offered 1-3 JUN, 2011 at York Central Hospital.
The training is designed to facilitate group discussion, learn the basic fundamentals of lean improvement, and prepare for the body of knowledge of exam necessary to achieve bronze level lean certification. The session will be limited to ~30 participants and will be filled on a first-come first-served basis.
The training will be provided by Ron Bercaw, President and Sensei, with Breakthrough Horizons, Ltd. The curriculum supports the pursuit of Bronze-level Lean certification through the Society of Manufacturing Engineers (SME), the Association for Manufacturing Excellence, The Shingo Prize for Operational Excellence and ASQ. Certification requires passing a formal exam and submitting a portfolio of five projects over a maximum period of three years. This program teaches Lean theory combined with practical examples, and assists in preparation for the formal exam. Over 150 healthcare professionals have completed this curriculum in the last three years.
Included in the cost of the training will be Training hand-outs, venue and meal (breakfast, lunch) costs. Training fees for the curriculum will be $975 CAD per participant. Participants are responsible for travel, SME/AME/ASQ membership (if desired), recommended reading text books, and certificate costs. Attendees would also be responsible for their own lodging if required.
