Modig Que Es Lean PDF

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 •  Production system
•  Philosophy •  Strategy
•  Approach to improvement •  Eliminating waste
•  Approach •  System for understanding
•  Systems thinking •  Mind-set
•  Culture •  Values
•  Quality system •  Management system
•  Way of life •  Tool box
•  Method
Fruit
High level
of abstraction
Pear Apple
Whole Piece Low level Green Red

of abstraction
Three central choices
Alison thinks she has cancer
Local doctor’s Mammography Breast clinic Cytology Breast clinic

surgery & ultrasound
WaiCng WaiCng WaiCng WaiCng
42 days
First Diagnosis
contact
Sarah feels a lump in her breast
One stop breast clinic
First
Diagnos
Diagnosis
contact
2h
Any difference?
42 days 24h =1008h 2h
500 $mes
faster
WHY?
Two different views on efficiency
RESOURCE EFFICIENCY à FOCUS: RESOURCE

Waiting Waiting Waiting Waiting
42 days
First Diagnosis
contact
www.thisislean.com
RESOURCE EFFICIENCY à FOCUS: RESOURCE
Filming the “source”
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FLOW EFFICIENCY à FOCUS: FLOW UNIT

42 days
First Diagnosis
contact
www.thisislean.com
FLOW EFFICIENCY à FOCUS: FLOW UNIT
Filming the “receiver”
www.thisislean.com
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”
What shall we prioritize first?
RESOURCE EFFICIENCY FLOW EFFICIENCY
LONG THROUGH-PUT TIME SHORT THROUGH-PUT TIME
HIGH WASTE LOW

CAPACITY CAPACITY
UTILIZATION UTILIZATION
Resource
efficiency
Flow
efficiency
WHY?
Maximize Maximize Maximize Maximize Maximize
capacity capacity capacity capacity capacity
utilization utilization utilization utilization utilization

42 days
First What happens when “a system” is busy? Diagnosis
contact 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 100%
Free 100%
Free 100%
Free
utilization
capacity 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
Focus Resources / funcCons Customer / unit
Goal High capacity uClizaCon Fulfil needs
OrganizaCon Parts / ”Islands” System / ”Ocean”
Competence Specialists / “depth” MulC-‐competence / “Width”

Through-‐put Cme Long Short
Number of units Many Few
Restarts Many Few
Resource efficiency drives ”system waste”
NegaCve result
Resource efficiency
Resource efficiency
Focus Resources / funcCons
Focus Resources / funcCons
Goal High capacity uClizaCon à  UnsaCsfied customers
Goal High capacity uClizaCon à  UnsaCsfied personnel
OrganizaCon Parts / ”Islands”
OrganizaCon Parts / ”Islands” à  Waste
Competence Specialists / “depth”
Resource efficiency 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…
Three sources of inefficiency
Secondary
need
Secondary
need
Long Secondary Secondary
throughput need need
time
Secondary
Secondary need
need Secondary
need
Over-focus on
resource
Secondary
need efficiency
Secondary
Many need
Many
restarts flow units
Secondary
need Secondary
Secondary
need
need
The efficiency paradox
By NOT focusing on maximizing capacity utilization, MORE capacity will be available
Superfluous work
Total (Secondary need)
capacity
(100%)

Value-‐added Value-‐added
work work
(Primary need) (Primary need)
The efficiency matrix
High
Resource efficiency
Low
Low High
Flow efficiency
High
Strategy to increase resource efficiency

Resource efficiency
Low
Low High
Flow efficiency
High
Resource efficiency
Low
Strategy to increase flow efficiency
Low High
Flow efficiency
This is lean = an operations strategy
High
Resource efficiency
Low
Low High
Flow efficiency
Resource
efficiency
Flow
efficiency
How to do the “how”?
High
Resource efficiency
Low
Current How? Future

state state
Low High
Flow efficiency
?
Just-in-time and Jidoka
Perfect understanding of:
•  The process / the system 89:30
•  + / - 5 SCORE 1
•  Progress
Welcome to
Stockholm School of Economics!
How can we develop operaCons where everyone “sees”
everything and has perfect progress control all the Cme?
ONE CLICK AWAY à ONE LOOK AWAY

Monitor the
Resource outcome from
efficiency “my island”
Monitor the
Flow
progress of the
efficiency
system
When is an organisation lean?
High
Resource efficiency
Low
Low High
Flow efficiency
+
time
1 2
+
How?
time
1 2
PROACTION ACTION REACTION
0 1 2 3 4 5 6
NORMAL FLOW
1 2 3 4 5
0 6
1. SET
NORMAL FLOW
1 2 3 4 5
0 1 2 3 4 5 6
1. SET 2. TEST
NORMAL FLOW
1 2 3 4 5
0 1 2 3 4 5 6
1. SET 2. TEST 3. EVALUATE
A B
DEVIATION DEVIATION
NORMAL FLOW
1 2 3 4 5 + DEVIATION
0 1 2 3 4 5 6 X NORMAL OUTCOME
1. SET 2. TEST 3. EVALUATE X

DEVIATION
-
A B
DEVIATION DEVIATION
NORMAL FLOW
WHY?

4. ANALYZE DEVIATION
- WHY?
A B
DEVIATION DEVIATION
WHY? WHY?
NORMAL FLOW
WHY?
AHA!
X

-
5. LEARN WHY?
AHA!
A B
DEVIATION DEVIATION
WHY? WHY?
AHA! AHA!
NORMAL FLOW
WHY?
AHA!
X

-
5. LEARN WHY?
6. IMPROVE AHA!
A B
DEVIATION DEVIATION
WHY? WHY?
AHA! AHA!
CHANGE
NORMAL FLOW
WHY?
AHA!
X

-
5. LEARN WHY?
6. IMPROVE AHA!
A B
DEVIATION DEVIATION
WHY? WHY?
AHA! AHA!
CHANGE
THE
LEARNING
LOOP
www.thisislean.com
The learning Dynamiskt
organisation
mål
(kontinuerlig förbättring)
Flow efficiency
Flödeseffektivitet
(%)
A Dynamiskt
dynamic mål
state
“con$nuous evolu$on”
(utvecklas hela tiden)
Utgångspunkt
Current state
Time
Tid
Utgångspunkt
Current state
Monitor the
Resource outcome from ReacCve
efficiency “my island” execuCon
Monitor the ProacCve

Flow
progress of the learning
efficiency
system
THANK YOU!

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THIS IS LEAN

Whole Piece Low level Green Red

Local doctor’s Mammography Breast clinic Cytology Breast clinic

WaiCng WaiCng WaiCng WaiCng

One stop breast clinic

42 days 24h =1008h 2h

Local doctor’s Mammography Breast clinic Cytology Breast clinic

Waiting Waiting Waiting Waiting

Filming the “source”

Local doctor’s Mammography Breast clinic Cytology Breast clinic

Waiting Waiting Waiting Waiting

Filming the “receiver”

Resource eﬃciency Flow eﬃciency

LONG THROUGH-PUT TIME SHORT THROUGH-PUT TIME

HIGH WASTE LOW

Local doctor’s Mammography Breast clinic Cytology Breast clinic

Waiting Waiting Waiting Waiting

What happens when “a system” is busy?

Resource eﬃciency Flow eﬃciency

Resource eﬃciency Failure demand

Strategy to increase resource eﬃciency

Strategy to increase ﬂow eﬃciency

Current How? Future

ONE CLICK AWAY à ONE LOOK AWAY

1. SET 2. TEST 3. EVALUATE

1. SET 2. TEST 3. EVALUATE X

1. SET 2. TEST 3. EVALUATE X

1. SET 2. TEST 3. EVALUATE X

1. SET 2. TEST 3. EVALUATE X

1. SET 2. TEST 3. EVALUATE X

Monitor the ProacCve

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