LEAN CHANGE AGENT DETAILS PROJECTS / ENG

Start Finish Reviewed

Name: Activity
Date Date by
1. 0 12/30/99 12/30/99 30/12/99
2. 0 12/30/99 12/30/99 30/12/99
3. 0 12/30/99 12/30/99 30/12/99
4. 0 12/30/99 12/30/99 30/12/99

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The History of
The Production Lean Leadership
Lean #N/A
1.1 Lean Overview System Principles
Transformation
WHAT IS LEAN?

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
The visual facory
3Ms - Identifying
1.2 Introduction to - information The role of
Stablity tools Waste and VA vs
centres, 5s & Standards
Lean visual control
NVA
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Effective use of
1.3 Resource for Obtaining Union
the Steering 0 0
PREPARE

Support
Lean Committee
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Identifying the
Contducting a Viewing the Strategy -
1.4 Baseline Financial
Diagnostic - Plan Business as a Finiding the Key
Opportunity
Diagnostic and presentation System Levers
(ROIC)
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Understanding
WHY?

1.5 Establishing Creating Value Using ROCE /

Bottlenecks/ 0
the Compelling for Shareholders ROIC / NPV
Constraints
Need
00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Defining Establishing the
Creating High Generating quick
Implementation Change
1.6 Plan and Kaizen Level Master wins - Kaizen
Loops & Management
Schedules plan & methods
Approach Approach
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Lean
2.1 -2 Change Lean Awareness Lean Leadership The Change
fundementals
training training Agent Model
Agent Training training
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HOW?
 2.2 Expanded Improving
Blue Sky
#N/A Communication 0
Information Workshops
Channels
Sessions
HOW?
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Training and
Training needs
2.3 Training Plan Lean Skills Matrix Development in 0
analysis
Lean
0 0 0 0 0 Scientific
0 0 0 method0 0 0 0 0 0 0 0 0 0 0
Value Stream in Lean - Value stream
Value Stream
2.4 - 6 Value Mapping - current Problem solving mapping - ideal
mapping target
state Learning to at every level - state and full
Stream Mapping see the link to potential
state
0 0 0 0 0 0 0strategy 0 0 0 0 0 0 0 0 0 0 0 0

3.1.1 Visual Improvement

KPI Hierachy Setting Targets CCC Strips
Performance Plans
WORKPLACE STANDARDS

Management
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5s philosophy
and workplace Sort Set Shine
3.1.2 5s standards
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TPM philosophy Autonomous

3.1.3 TPM OEE/AUR Effective Training
and benefits Maintenance

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
The importance
ESTABLISH VISUAL CONTROL

Observation tools Improvement

3.1.4 Standard of standards and Control tools for
for Standard tools for standard
link to problem standard work
Work solving
Work work
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Introduction to
3.1.6 Quality Statistical
TPS quality Poke Yoke Red Workshop
Process Control
Conrol quality
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
JIDOKA

3.2.1 Introduce Unit Time of Problem Solving Fixed Position

Andon Systems
Work Boards stop
Visual Control
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Designing the Role of the Lean

What is Jidoka Autonomation
3.2.2 Andon span of control Team Leader

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
ESTABL Toyota DNA -
3.3.2-3 Streamline Spaghetti
Rule 2&3 Specification
Takt Time diagrams & PQ
the process for Connection and Rationalisation
analysis
continuous flow flow paths
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Demand and
Establishing
Load Levelling Heijunka Box One Piece Flow
JIT

3.3.4 -5 Levelling Stores

(Heijunka)
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Difference
Types of Pull Batch Size and
between Push Types of Kanban
6. Pull System Systems Signal Point
and Pull
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Lean Developing and Inverting the
organisation Role of the Lean agreeing new triangle -
Organisation structure & Leader Roles and structuring for
leader role Responsibilities support
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Understanding Jishuken and the
4. Continuous Standardised Machine Cycle
MANAGEMENT SYSTEMS

the PDC⁁祣汣ꕥ? Toyota method of

work Kaizen Time Kaizen
Improvement 湕敤 kazien
0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0
Assess
Capability Create Training /
Feedback & Capability
Capability Building Measurement Experience
Review Process vs.Requirement
Process Solutions
& Agree PDP
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
敧敭瑮(吀敨倠慲
3.3.1 Hoshin Hoshin
瑣捩污䌠慨杮⁥Planning
慍 the PDCA cycle
A3 Thinking -
Planning and and policy Lean Measures for strategy and
慮敧敭瑮䄠灰潲 writing an A3
deployment Hoshin planning
Measures 捡蹨?牐扯敬楤条
0 0⁳湡⁤硥
潮楳 0 捥瑵潩
0 0 0 0 0 0 0 0 0 0 0 0
0 0 00
Quality
景洠楡瑮湥湡散Function Trystorming -
Lean Design and Deployment - Human Factors Frequent piloting
戠⁹灯牥瑡牯ⱳ映 Lean Layouts
One team for in Design & hypothesis
Construction 敲楥杮甠⁰慭湩整
design forming
慮据⁥
0 0 睥牣 0 ⁳潴映捯
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
獵漠牰摥捩楴敶
愠摮瀠敲敶瑮瑡 The Role of Standard work
Layered Audits Waste Walks
Audits 癩⁥慭湩整慮据⹥ş Working Menus Auditing
吀䵐传敶癲敩⁷扡
0 0 0 0 0
汩瑩⁹潴搠獥牣扩⁥ 0 0 0 0 0 0 0 0 0 0 0 0 0 0
桴⁥敫⁹潣灭湯湥獴
瑳畲瑣牵⁥湡⁤祳瑳 Project Stakeholder
0
GE MANAGEMENT

Overall Process 浥⁳敮捣獥牡⁹潴 Management Management

猠灵潰瑲吠䵐瀠
0潲牧浡祮慰浯䌮
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
摥獵捯映敳晬搭
物捥整Ɽ挠潲獳昭
湵瑣潩慮潷歲朠
潲灵ⱳ眠牯楫杮琠
杯瑥敨⁲潴椠灭潲
敶琠敨漠敶慲汬
攠晦捥楴敶敮獳
漠⁦桴⁥煥極浰湥⁴湡⁤
CHANGE MANAGEMENT
Middle
Interviewing and Shop Floor
Management #N/A 0
Focus Groups
Facilitation Coaching
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Effective Task
Effective Presentation
Communication Assignment - Written Skills
Listening Skills
CPQQRT model
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1 2 3 4
 PROJECTS / ENGAGEMENTS The History of
Lean
Review Start Finish Reviewed Review Transformation
Activity
Date Date Date by Date
1 1 3 5 6
12/30/99 5. 0 12/30/99 12/30/99 30/12/99 12/30/99
12/30/99 6. 0 12/30/99 12/30/99 30/12/99 12/30/99 Squares indicate skill levels 1 to 5 (fr
12/30/99 7. 0 12/30/99 12/30/99 30/12/99 12/30/99 R)
ie if 2 cells contain engagement num
12/30/99 8. 0 12/30/99 12/30/99 30/12/99 12/30/99 colour then the skill level achieved is
example level 5 was achieved with th
except your name above left** person's 6th project/deployment

ean Leadership The Management

0 0 0
Principles System A
1.1 Lean Overview
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Respect for
Ms - Identifying JIT - Produce
5 Guiding Jidoka - Build Humanity &
Waste and VA vs Only What Can
Principles Quality In Social B 1.2 Introduction to Lean
NVA be Sold
Responsibility
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1.3 Resource for Lean

0 0 0 0 0 C

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4

Identifying the
Financial Executing Lean
0 0 0
Opportunity Assessments E
(ROIC) 1.4 Baseline Diagnostic
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0
F 1.5 Establishing the Compelling Need

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
enerating quick 1.6 Plan and Kaizen
Aligning All A3 Thinking -
wins - Kaizen 0 0 G
Functions writing an A3
lan & methods
0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

The Change
0 0 0 0
Agent Model I
Diagnostic
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Planning

Implementation
 Diagnostic

0 0 0 0 0
J Planning

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 Implementation
K

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Value Stream Facilitating a 2.4 - 6 Value Stream Mapping
Creating a Writing an A3 for
mapping target VSM - current, 0 L
Master Schedule Business Case
state target, and A3
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2

Running an PPS & A3

Improvement PDCA in Daily
Progress Review information process for
Plans problem solving M
centre problem solving
3.1.1 Visual Performance Management
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Shine Standardise Sustain 0 0

N 3.1.2 5s

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Planned Early Equipment 3.1.3 TPM

fective Training TPM Workshop 0 O
Maintenance Management

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Control tools for 3.1.4 Standard Work

0 0 P
standard work

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4

Jidoka Milestone
Red Workshop Yellow Workshop Blue Workshop Green Workshop
Auditing Q 3.1.6 Quality Conrol

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Escalation and
Fixed Position 3.2.1 Introduce Visual Control
Quality problem 0 0 0
stop R
solving in toyota
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Calculating 3.2.2 Andon
ole of the Lean Team Leader
labour 0 0
Team Leader Workshop
requirements
S

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2
 VSM Designing
Specification the productions Cellular
Setting EPE QCO SMED
Rationalisation system for Manufacturing T
Continuous flow
3.3.2-3 Streamline the process for continuous flow
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Separation of
Establishing Levelling by Part
transport and 0 0
Stores (heijunka) U 3.3.4 -5 Levelling
Work
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Batch Size and JIT simulation 6. Pull System

0 0 0
Signal Point game V

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Inverting the
triangle -
0 0 0 0
structuring for W
support
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Organisation

Machine Cycle Yamazumi &

0 0 0
Time Kaizen Work Balance X
4. Continuous Improvement
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Assess
Capability
0 Y
s.Requirement
& Agree PDP Capability Building
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
he PDCA cycle
or strategy and 0 0 0 0 Z 3.3.1 Hoshin Planning and Measures
Hoshin planning
0 Application
0 0 0 of 0 the0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
guiding principles
Trystorming - Last Planner -
in design &
requent piloting information Standardised Kaizen for
construction - Lean Design and Construction
& hypothesis centres for work for Projects Projects AA
one team
forming projects
approach &
0 0 contracts
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Standard work Audits

5s Auditing 0 0 0
Auditing AB

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0
AC

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
 0 0 0 0 0
AD

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 AE

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Written Skills 0 0 0 0 AF

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4 5 6 7 8
 LEVEL DEFINITION
1 = Theoretical knowledge/ had training & can explain 75% of Lean content
Skill Title Has attended 2&5 day Lean Immersion training
he History of 2 = Sustainably deliver Lean support with LMR coach.
Lean Numbers and Has attended 2&5 day Lean Immersion
ansformation Colours indicate Undertaken deployment Projects with LMR Consultant support
engagement no. 3 = Sustainably deliver Lean system without LMR support.
6 Has attended 2&5 day Lean Immersion
Has undertaken a minimum of 2 deployment projects that have been
sustained without LMR support
es indicate skill levels 1 to 5 (from L to 4 = Demonstrated ability to train others.
Lead 2&5 day Lean Immersion Training
cells contain engagement numbers and Sustained Delivery of lean projects over a 12 month period
then the skill level achieved is 2. In this 5 = Expert level
ple level 5 was achieved with the
n's 6th project/deployment

ean Overview

uction to Lean

ource for Lean

0 0.2 0.4 0.6 0.8 1

1.4 Baseline Diagnostic

blishing the Compelling Need

1.6 Plan and Kaizen

0 0.2 0.4 0.6 0.8 1

Diagnostic

Planning

Implementation
 Diagnostic

Planning

Implementation

alue Stream Mapping

0 0.2 0.4 0.6 0.8 1

Performance Management

3.1.2 5s

3.1.3 TPM

3.1.4 Standard Work

0 0.2 0.4 0.6 0.8 1

3.1.6 Quality Conrol

duce Visual Control

3.2.2 Andon

0 0.2 0.4 0.6 0.8 1

amline the process for continuous flow

3.3.4 -5 Levelling

6. Pull System

0 0.2 0.4 0.6 0.8 1

Organisation

4. Continuous Improvement

Capability Building

hin Planning and Measures

an Design and Construction

Audits

0 0.2 0.4 0.6 0.8 1

 1 2 3 4 5 6 7 8

25 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

40 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

10 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

25 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

20 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
 15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0
% 0%
1 0%
2 0%
3 0%
4 0%
5 0%
6 0%
7 0%
8

40 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

40 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8
 40 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

20 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

20 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

40 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
 15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

0 0 0 0 0 0 0 0 0
% ### ### ### ### ### ### ### ###

20 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
 EngageEngageEngageEngageEngageEngageEngageEngagement 8

1.3 Resource
for Lean
1.2 0% 0% 0% 0% 0% 0% 0% 0%
Introduction to 0% 0% 0% 0% 0% 0% 0% 0%
Lean
1.1 Lean
Overview
0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

1.6 Plan and

Kaizen
1.5
Establishing 0% 0% 0% 0% 0% 0% 0% 0%
the 0% 0% 0% 0% 0% 0% 0% 0%
Compelling
Need
1.4 Baseline
Diagnostic
0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

2.4 - 6 Value
Stream
Mapping
0% 0% 0% 0% 0% 0% 0% 0%
Implementatio 0% 0% 0% 0% 0% 0% 0% 0%
n
Planning
0% 0% 0% 0% 0% 0% 0% 0%
Diagnostic 0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8

3.1.4 Standard
0% 0% 0% 0% 0% 0% 0% 0%
3.1.3 TPM 0% 0% 0% 0% 0% 0% 0% 0%

3.1.2 5s
0% 0% 0% 0% 0% 0% 0% 0%
3.1.1 Visual P 0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8

3.2.1
Introduce
3.2.2 Andon 0% 0% 0% 0% 0% 0% 0% 0%
Visual Control 0% 0% 0% 0% 0% 0% 0% 0%

3.1.6 Quality
Conrol 0% 0% 0% 0% 0% 0% 0% 0%

0 0 0 0 0 0 0 0 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8
6. Pull System 0% 0% 0% 0% 0% 0% 0% 0%
3.3.4 -5 Levelli 0% 0% 0% 0% 0% 0% 0% 0%

3.3.2-3 Streaml 0% 0% 0% 0% 0% 0% 0% 0%

0 0 0 0 0 0 0 0 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

Audits
Lean Design 0% 0% 0% 0% 0% 0% 0% 0%
and 0% 0% 0% 0% 0% 0% 0% 0%
Construction
3.3.1 Hoshin
Planning and
Measures
0% 0% 0% 0% 0% 0% 0% 0%
Capability 0% 0% 0% 0% 0% 0% 0% 0%
Building

4. Continuous
Improvement 0 0 0 0 0 0 0 0
Organisation 0 0 0 0 0 0 0 0

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8

Communicatio
n
0% 0% 0% 0% 0% 0% 0% 0%
0 ### ### ### ### ### ### ### ###
Interviewing
and
Facilitation
0% 0% 0% 0% 0% 0% 0% 0%
Overall 0% 0% 0% 0% 0% 0% 0% 0%
Process

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000