Black Belt Training Booklet 1

Lean-Sigma Black Belt
Development program
Week 3 booklet for trainees
Devenir Green Belt
July 2015 – version A

GROUND RULES
Turn off your mobile phone
Start on time !
Straight to the point !
Let people finish their thoughts !
No side conversations !
Everyone participates !
This document and the information it contains belong to

Safran. They must not be copied or communicated to any
Black Belt development program - Week 3
other person without prior written authorisation from Safran. 2
LEARNING STYLES
Teaching Retention
Techniques Rate
Listening is not
Take notes in enough
your book Listening 5%
We will be
Reading 10% watching video
We will share Audio-Visual 20%

real examples We will use case study
Demonstration/Ex 30% and group games
Apply to your
Discussion Group 50%
situation
Take opportunities to
Practice with Feedback 75% teach tools to your
team
Teach Others/Immediate Use 80%
This is your training… take the most out of it !

CODE : BEHAVIOR
 Be open
 « we are all beginners, there are no taboos»
 Be curious
 « You are going to learn new methods. Some tools are more for
manufacturing while others are more for cross-functional activities. All tools
may be helpful to you »
 Interaction:
 « It’s not a teacher in front of students, so … participate ! »
 « Don’t be shy ! Ask questions, ask, and ask again! There is no shame in
asking for clarification »
 « It’s your training : it’s your chance to learn… »
 Keep discussions in the class confidential.
 Lets challenge your teammates and … have fun !

CHECK LIST BEFORE TAKE OFF
 Timing
 Start ?
 End ?
 Constraints for the last day
 Lunch
 Time & duration
 Logistics (where, how)?
 Breaks
 How many?
 How long?

TIPS
 Mark your books with your name
 Keep your name-tag
 Any concern… ask the facilitator!

INTRODUCTION
 Who are you?

 Name
 Department and position
 Years at SAFRAN
 What are your training expectations?

ROLES
Who is the
Time Keeper ?
Who maintains the

parking lot ?

SUMMARY
1. Lean Forward
 Lean transformation
 Kaizen Events & Process Mapping
2. Statistics and hypothesis testing
3. Power Tests
4. Case Study

AGENDA WEEK 3
Day 1 Day 2 Day 3 Day 4
Introduction &
feedback on
Green Belt content
MEASURE & ANALYZE MEASURE & ANALYZE
Lean
Hypothesis Hypothesis
Transformations
testing testing
Lean Transformations
Lunch Lunch Lunch Lunch
EXERCISES
Practice with Minitab on
MEASURE & ANALYZE a simulation
Flow chart Hypothesis
Lean Transformations
Practical application testing SAMPLING
Power
Conclusion

AGENDA WEEK 4
Day 1 Day 2 Day 3 Day 4
Introduction &
ANALYSE
reminders week 1
Design of Experiments
MEASURE (DoE)
CASE STUDY
Long term capability
DMAIC
Coaching Non-normal distributions
Exercise
Green Belts
Rituals and Posture Multiple Regression
Lunch Lunch Lunch Lunch
DFSS approach &

Coaching manufacturability
Green Belts Introduction CASE STUDY
Rituals and Posture ANALYSE DMAIC
Design of Experiments Exercise
(DoE)
Mentor LEADING A TEAM
Green Belts Roles in a successful
Planning your project team
Conclusion

Lean Transformation
12 / Black Belt development program - Week 3

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TECHNIQUES TO BE USED ACCORDING TO THE PROBLEM
By using best practices By being involved in a project as a member

daily of the team
«The way I work isn’t
suitable anymore, I need
Performance
• « I’m constantly to radically change it »

looking for « My customer isn’t
improvements » satisfied, I want to improve
• « I speak out about the way I work »
issues and deal with
them with my team»
• « I organize my
« I have a new issue
work environment
that is disturbing my
to be more
work »
efficient »
•…
I see – I act 8D Problem solving KAIZEN Lean Transformation

group or DMAIC Projects or BPR
(1 week  1 month) (1 month  6 months) (6 months  24 months)
Time

INTRODUCTION TO LEAN TRANSFORMATION
How do you conduct a Lean Transformation?

First and foremost,
Lean means problem
solving.
2010
It’s a mindset!

LEAN-SIGMA
2 STEERING METHOD: DMAIC OR LEAN TRANSFORMATION
A Lean Sigma environment is a sustainable

transition towards an increased performance level
through a series of processes, across several
departments or within a single department.
 This transition is necessary in order to realize the operational strategy of

the company.
 It enables an improvement in quality, costs and service levels by

eliminating waste (Lean) and variability (6 Sigma).
DMAIC Lean
Projects Transformations

DMAIC VS LEAN TRANSFORMATION
 Why a DMAIC?
 To solve a problem involving one or more processes
 Why a Lean Transformation?
 Applied at the level of a service. The problem(s) is/are initially unknown.
 Empowering a service to put itself in position to boost its performance:
 Load/capacity analysis (removal of redundant tasks and better distribution of other tasks)
 Implementing good steering indicators for managers and for the team (removing unnecessary
indicators) (WPR/QPR is one of the tools)
 Identifying the main issues and prioritizing them:
 Part of these issues will be addressed within the Lean Transformation framework
 The rest will lead to a Progress Plan which will be implemented by the head of the service
 Lean Transformation vs DMAIC

 The analyzing tools of both Lean Transformation and DMAIC remain the same
 The Lean Transformation’s steering method allows for greater involvement of the
managers as well as faster and more lasting results:
 DMAIC: 4/5 large Steering Committees over 4/6 months, led by the Black Belt (BB)
 Lean Transformation: Weekly Steering Committees (over 14 weeks), led by the Head of Service
 A Lean Transformation encompasses the three aspects of operational excellence of a
sector of the company

THE LEAN TRANSFORMATION 3 ASPECTS OF OPERATIONAL
EXCELLENCE
Structures, procedures and
systems that govern human
resources and services to
achieve a shared ambition
• Organization target, roles and

Configuration of responsibilities
resources and Management • Performance management
machines to create Infrastructure • Interaction of media functions
value and minimize • Communication
losses • Organization of continuous
Operational progress
• Operating Standards System
• Quality Management
• Execution of
maintenance "field" Mindset &
• IT support Behavior
• Flexibility management
• Physical and information Motivation, both individual
flows and collective, in modes of
action or reaction
• Giving Meaning
• Skills Development
• Problem Solving

EXPLANATION OF THE 3 BUBBLES
How do I ensure that the
solutions are well
implemented and produce
the desired results
The solution Management
that works Infrastructure
Operational
System
Mindset &
Behavior
How do I make sure that

everyone has understood the
solution and wishes to
implement it
LEAN LEADERSHIP BEST PRACTICES
“Focus on actions with added value”

Process • Focus on the customer, but with a global perspective
• Solely respect operational standards in order to notice any distortions
• Constantly get rid of wastes and establish process flows
“Move to see it by yourself”

• Witness issues by going on the field and gathering data yourself
Problem Solving • Make sure root causes are identified during the problem solving stage
• Insist for the solutions to be creative, easy and cheap
“Be clear on your expectations”

Performance • Define clear goals, based on the company’s needs and continuous improvement
• Measure performance from the shops to the top management, in a transparent manner
• Empower people thanks to eloquent and demanding performance reviews
“One team, one goal, one standard”

Collective THEM • Exchange and systematically reproduce the best practices, beyond teams and facilities
• Align support functions with the customer centered process
“Engage people emotionally”

• Involve people thanks to an interesting story regarding its vision and long-term goals
Raison
• Clearly show everyone their advantages in this improvement
• Define a clear and active long-term contribution for each position
“Respect and build teams”

• Make sure decisions are taken as close from the field as possible
People
• Develop people through training, feedback and coaching
• Support, acknowledge and reward improvement ideas and results

APPROACH FOR LEAN TRANSFORMATION
Prepare Diagnose Design Plan Implement Refine

Operating Operating
system system Review and
Develop tactical
Establish team, Implement improve the
Management Management implementation
communicate, according to change and
infrastructure infrastructure plans by work
gather data… work streams coach line
streams
Mindsets & Mindsets & managers
behaviors behaviors
2 weeks 3 weeks 1 week 1 week 7 weeks 2+ weeks

to 2 months
14 weeks

SELECTION CRITERIA FOR A LEAN TRANSFORMATION
There are specific criteria for choosing a Lean Transformation to maximize its
chances of success
 A single management scope
A scope  An area involving 15 to 50 people

 A stable organization (no expected change in the organization or its
internal structure during the worksite)
 Potential for significant gain

Golden Rules  Management’s expectations
 That responds to an objective of the progress plan
 One sector where progress will be measured through physical indicators

Specific Rules (volume, quality, stock...)
for the 1st
Transformation  A sector where gains can be easily achieved, for example by reclaiming
parts rather than downsizing

THE 4 KEY FUNCTIONS OF A LEAN TRANSFORMATION
Typical leader Involvement Key functions
• Responsible for the direction

Head of Depart-
Guarantor/Sponsor 10%-20% • Ensuring that the objective is met and
ment (∼200 p.) providing the necessary means
• Directly responsible for specific area

Production/Unit • Leader of the transformation team
The leader Mngr (∼30-50 p.)
50%-80%
• Guarantor of transformation ownership
by operatives
• Co-leaders may be appointed for
support; they’re typically the people
primarily responsible for the services in
question
• Responsible for compliance with

Change Agents Black Belt 100% methodology and proper team functioning
• Responsible for proper implementation

Support staff,
Action Plan Owners 20%-50% of action plans
particularly

1. Preparation phase
2. Diagnostic
3. Vision
4. Planning
5. Implementation
6. Sustainability

1. PREPARATION STAGE

Operating Operating
Develop tactical
infrastructure infrastructure plans by
gather data… workstreams coach line
workstreams
behaviors behaviors
1. Setting up the team 2. Communicating 3. Data collection 4. Diagnostic planning 5. Identifying specific issues
Metsec Metstrut - Lean Operations
OEE Summary
Completed
% hours • Focused equipment • SMED activities to
improvements support sequence
• Root cause problem and reduce lead time To start
solving
• Problem
identification and
11
waste removal
25
• Performance monitoring
• Standardisation of
machine parameters
100 24
9
64 2
31 29
Available Break Change Operating Minor stop Speed Running Scrap Value
time down over time Losses Time added Time
Source: Team 42

WORKSHOP PREPARATION (30’)
 You will start a 14-week

transformation worksite, what would
be your checklist of data to collect
and things to check before starting
the field diagnosis with the teams?
 Method
 Groups of 4
 Brainstorming = 15’
 Reporting = 5’ per group

NOTES PAGE

1. Setting up the team
1.1. SETTING UP THE PROJECT TEAM
Name Involvement Time off

Sponsor XXX. 20% /
The leader YYY 80% /
The co-leader ZZZ 50% /
DDD 100%
The Black Belts /
The Green Belts DDD 50% /
The Action Plan SSS /

20%
Owners

1.1 VALIDATING PURPOSE AND SCOPE
 Check
 If there is consensus within the team as to the understanding of the purpose
and scope
 If there are gray areas, have the sponsor define them
 Get the sponsor to approve

 The scope
 The objectives
 The project’s “gains” conditions
 Hold a team meeting to draft the “Project Guideline”
 If needed, define clearly roles and responsibilities (ARCI)

1.1 EXAMPLE OF A LEAN-T CHARTER
DEPARTMENT PRE-DIAGNOSIS
Scope Stakes and consistency with strategy
• •
Context Levers under consideration
• •
Risks Prerequisites
• •

1.1 ESTABLISHING TEAM RULES
 Identify each and everyone’s individual constraints
 Draft an absence schedule
 Decide on the modalities of cross and regular feedback

 Once a week, the team can use the Team Barometer
 In general, the team is on site Monday through Thursday:

 The organization of the Fridays is to be decided on for each Lean
Transformation: network, after-sales service, GB...
 Project team’s steering/exchange routines

1.1 ESTABLISHING THE WEEKLY
STEERING COMMITTEE
 Identify the participants

 Avoid forming heterogeneous, mishmash steering committees
 Invite those who are in charge of taking decisions
 Animation
 The leader conducts the session
 Define the meeting’s day/time

 Aim for the end of the week, ideally Thursdays
 Point out the objective of this meeting

 It is not a “milestones-reaching” steering committee (except for Diagnosis,
Vision, Plan milestones)
 It is a making-progress, decision-making, problem-solving steering
committee
1.1 ORGANIZING THE LOGISTICS
 Ensure the team has an available meeting room

 Assigned for the duration of the Lean Transformation
 Supply basic materials (post-it notes, pens...)
 Create a shared base for the project team
 Send invitations out for regular meetings during the Lean Transformation
 Weekly Steering Committee meeting
 Daily meetings with the project team
 Plan for a standard agenda

 Encourage routines

2. Communicating
1.2. COMMUNICATE
 Presenting the procedure to relevant managers:

 Keep managers who are not part of the project team updated on the
progress of the project (daily meeting, weekly committee meeting...)
 Hold at least 3 communication meetings with the relevant teams:

 Launch communication
 Presentation of diagnosis and vision results
 Lean Transformation assessment
 Kick-off meeting is important:

 Presentation of the Lean Transformation procedure
 Objective and planning of the worksite
 Overview of the “diagnosis” stage (analyses to be done, by whom, when)
 Distribution of the questionnaire (if any) and explaining its use

1.3 EXAMPLE OF DATA COLLECTION OEE Summary
% hours • Focused equipment
improvements
• SMED activities to
support sequence
Completed
CASE IN PRODUCTION
solving
• Problem
identification and
11
waste removal
25
machine parameters
100 24
9
64 2
31 29
 Production outline Available

time
Break
down
Change
over
Operating
time
Minor stop Speed
Losses
Running
Time
Scrap Value
added Time
 Internal/external flow (load shedding, subcontracting): reference quantity/amount

Source: Team 42
 Production program by reference on 2009/2010

 Production line load cap. 2009/2010
 Outline of the macro range of key references time constraints to observe...
 Production flow on a chart (if possible)
 Production line staffing and organizational structure
 Shop organization (one shift, two shift ?)
 Number of team leaders, staff/ managers
 Mirror flowchart of support functions
 Risks & opportunities
 Means:
 Bottleneck machines,
 Critical machines from a maintenance standpoint,
 Ongoing and upcoming investments,
 Quality:
 Nb. of parts delivered without deviation request (first pass yield)
 Alteration rates, etc.
 Social & SSE (production specificities)
1.3 EXAMPLE OF DATA COLLECTION OEE Summary
% hours • Focused equipment
improvements
• SMED activities to
support sequence
Completed
CASE IN A TECHNICAL DEPARTMENT

solving
• Problem
identification and
11
waste removal
25
machine parameters
100 24
9
64 2
31 29
Available Break Change Operating Minor stop Speed Running Scrap Value
 The team
time down over time Losses Time added Time
Source: Team 42
 The scope/organizational chart/units/HR data
 The activities and those involved during the Lean Transformation
 The processes and missions
 The department specificities
 The opportunities for gains
 The mandate
 The baseline (reference budget and deliverables)
 Planning & instances

4. Diagnostic planning
1. 4 EXAMPLE OF DIAGNOSTIC PLANNING
1st week
MIFA Spaghetti 5S Active Maintenance Quality Survey
VSM Diagram Evaluation Observations Assessment Assessment Questionnaire
Focus Questionnaire Organization Steering DILO A.M. Cycle Diagram Client’s Voice
Group Analysis Analysis system gaps C.D.L. AM - CDL Questionnaire
2nd week
Logistics Data Load/Cap. Cycle/WIP/Rea Takt Time OEE Mix Model
OEE Analysis
Analysis Graph l Graph Line pace Formatting Map
Skills -
List of invest., relocation, HR HR mapping (position SSE
Value Tree Training
project, DMAIC, 8D I/P Assessment changes) Assessment
Matrix
3d week
Saving
Additional Progress Training List of Quantified Scope
Indicators,
Observations restraints Requirement blockers Levers Validation
Baseline
Measurement Analysis Deliverables

EXAMPLE OF PLANNING FOR A
LEAN TRANSFORMATION IN R&D
2010 2011
Oct Nov Dec Jan
Activity 40 41 42 43 44 45 46 47 48 49 50 51 52 01 02
Kickoff
Steering Committee – Milestone 1
Weekly Meetings (30 min)
Frame – Setting • Load and deadline reference (planning)
reference • Measurement of initial performance
baseline and • Description of project objectives
objectives • Evaluation of the project’s impact (economic, other)
• Communication on the project
• Evaluation of performance management practices
Diagnosis – • VA/NVA oriented analysis
Identifying • Interviews and questionnaire
ideas for • Identification of improvement levers
improvement • Estimating potential for improvement
• Identifying quick fixes
Development of • Launching the implementation of some quick fixes
an integrated • Balance of quick fixes and securing associated gains
vision & planning • Definition of target operation with the various actors
• Implementation planning
Deployment and • Deployment of solutions and implementation of accompanying actions
sustainability
• Evaluation of secured gains
• Presentation of “Before/After” results
• Documentation of operating modes
• Evaluation of the observed level of maturity
Source: Disguised example
5. Identifying specific issues
1.5. IDENTIFYING SPECIFIC ISSUES
 Understand the concerns of field managers

 Plan, during the preparation stage, for an interview with each of the
managers
 Identify with them if there are special constraints in the sector
 An interview with the local HR is highly recommended

 Think together of the role he/she could play in the Lean Transformation
 In addition to the collection of standard data, start gathering specific

elements that characterize these constraints

1. PREPARATION STAGE DELIVERABLES
 A clear scope of action:

 Maximum 15-50 people
 Scope where improvement represents a clearly identified need (instability in volumes, quality or
service, costs that are too high...)
 Team members’ choice and information as to their role during and after transformation
 Communicating to sector operatives about the upcoming context and transformation
 A data request sent to the operationals
 Scheduling of project milestones
 A detailed work plan for the Diagnostic (with a list of people to observe/interview and
customers to consult)
 Contact list
 The absence schedule of team members
 Fixed appointments of the week
 A first secured-gains scenario

1. Preparation
2. Diagnostic
3. Vision
4. Planning
5. Implementation
6. Sustainability

2. DIAGNOSTIC STAGE

Operating Operating
Develop tactical
workstreams
behaviors behaviors
Management
Infrastructure
Operational
System
Mindset &
Behavior

WORKSHOP – DIAGNOSTIC (30’)
Case study 1: engineering (design engineers Case study 2: Machining and assembly
+ designer) line of aircraft components (dozens of
Your mission is to reduce the volume of operations carried out in the workshop)
subcontracted activity by 20% Your mission is to reduce the output
time by 50% (from 12 weeks to 6
weeks)
 In groups of 4, select one of the case

studies and develop a list of “finished
products” to be developed along the the 3
axes, which are:
 The operational system
 The management infrastructure
 Attitudes, skills and behaviors
 Method
 Brainstorming
 Reporting and debriefing: 5’ per group

NOTES PAGE

2.1 DIAGNOSTIC TOOLS
EXAMPLE IN PRODUCTION
1. Define scope and customer needs
 Customer needs – Voice of Customer
 Connect customers needs to indicators with QFD
 Supplier Input Process Output Customer (SIPOC)
2. Analyze operational system
 MIFA or VSM
 OEE
 Self-quality matrix
 Root causes of problems (5 why’s,...)
 Descriptive statistics
 Control Card (SPC*)
3. Quantify potential losses and identify priorities
 Value trees and limits analyses
 Summary of limits analyses
 Prioritizing the improvement items
Management 4. Analyze organization & management of performance

Infrastructure  Performance-management evaluation
 Evaluation of effectiveness of support functions on the production line
Operational  Evaluation of the operator’s organization
System  Mapping of meetings
Mindset &
Behavior 5. Understand attitudes, skills & behavior
 Questionnaire on attitudes and behaviors
 Field observations: in relation to managers, support functions
 Training: active observation
 Training: Troubleshooting/5 why’s

EXAMPLE IN AN ENGINEERING DEPARTMENT
Everyone
belonging to
the sector
Everyone
belonging to
the sector
Management
Infrastructure
Operational
System
Mindset &
Behavior
Everyone
belonging to
the sector

OFFICE EXAMPLE
The diagnostic tools are the standard Lean-6 Sigma tools
ALL
VSM (mapping)
VOC Planning Interviews Observations Non Quality
Management
Infrastructure Steering Meetings
System Analysis
Operational
System
Mindset &
Behavior
Motivation
Questionnaire
HR Data

2.2 OBSERVATIONS
WHY DO WE OBSERVE?
 Go see the reality of the concept of operations on the ground
 Understand how the operations work and be the owner on the potential
and the improvement levers
 Have a simple and factual basis for the diagnosis and the design phase
(including a measure of waste)
 Identify the levers to improve directly in the field with operators and heads
of posts

OBSERVATIONS OS
IN CONSTANT TIME
Description
When During the MEASUREMENT phase
Objective Take note of real activities and types of wastes
Highlight opportunities for improvement
Quantify the potential for improvement
Observations Usual daily operations categorizing each task into VA, NVA or Waste.
How I frequently note (using a tally mark system) what the operator does
Note: I am not interested yet in task duration
Deliverables
Graphic
Tally marks summary

OBSERVATION IN CONSTANT TIME MAKES IT OS
POSSIBLE TO QUICKLY QUANTIFY TYPES OF ACTIVITIES
How it works Example
▪ Determine the process

to be observed Added value 36%
▪ Prepare a standard
observation sheet
Preparation 10%
▪ Explain to the
employee what will
happen, and how it will Motion 15%
be useful
▪ Two people carry out
the observation at the Rework 13%
same time
▪ One gives constant Waiting 10%

time 'signals' (the
writer), the other states
loudly the activity
Others 16%
observed at the
moment of the 'signal'.
Advantages
▪ This makes it possible to significantly reduce processing time
▪ This generates a dialogue between you and the observed person
▪ This method is relevant to raise awareness among managers of what occurs in
terms of processing without judging those studied
OS
CUSTOMERS BUY WHAT HAS VALUE FOR THEM
Added value
Waste
Any process which can:
All non-essential activities • Change the nature, form or characteristics of a product, in
that the customer is not accordance with the customer's requirements
prepared to pay for. • Bring a service to its realisation
Eg: 7 wastes Eg: machining, assembling, handling a file
 should be eliminated!  should be maximized
10% No added value

Any operation or handling that is currently
considered absolutely necessary but does not
bring added value to the product.
50% Eg. inspection, replacing parts, tools, maintenance
 should be kept to the minimum possible!
40%

IDENTIFYING VALUE OS
QUESTIONS TO FIND OUT WHICH TYPE OF WORK
Value Adding Non-Value Adding but Waste

necessary
• Does the step add form, Can the task be
function or feature to the • Is this step required by classified as:
product/service? regulation or law? • Counting?
• Does the task lever competitive • Does the task support company
advantage? measurement or reporting • Handling?
• Would the customer be willing needs ? • Inspection?
to pay extra for this step, if they • Does the task reduce • Transportation?
knew about it? risk, defect, cost, etc.? • Storage?
• Is the task necessary for a • Rework?
Value Adding step?
• Expediting?
• Sign-off?

OBSERVATION IS USED TO ILLUSTRATE THE DIFFERENCE BETWEEN OS
THE TIME OF OBSERVED WORK AND VALUE ADDED TIME
Comments
Information
Input
20% • Xxx
Analysis of
requests
7% • Xxx
WORKSTATION
Help a colleague 13% • Xxx
• Recruiter
Development of
reporting
14% • Xxx
Activities
Checks 6% • Xxx
• Profile
formalization
• Study of Transfers 15% • Xxx
potential files
• Interviews
Corrections 25% • Xxx
Total 27% 33% 40%
Added value (VA) Necessary non-value added (NVA) Waste

OS
VA/NVA ANALYSIS : SYNTHESIS
Example of problems
NVA BVA VA encountered
John 41% 31% 28% 166 Standards not found in PDM
Parts are no more visible in PDM for
Jack 56% 43% 1% 195
production people
Dept 1
Chris 14% 75% 11% 205
Motion to search information needed
Patricia 47% 41% 12% 174
for work
Liu 27% 54% 19% 182 Meeting not prepared by BA resulted
in loss of time
Wayne 3% 35% 62% 161
Dept 2
Alex 32% 48% 20% 179 Searching how to do some
representations
Patrick 22% 55% 23% 153 Useless mails
Bill 41% 56% 3% 197 Source of data for DSG

Dept 3
Searching an information to make
Margaret 24% 37% 39% 138
calculation
MEAN 31% 48% 22% 175
100%

THE GOLDEN RULES OF OBSERVATION OS
IN CONSTANT TIME
What to do What NOT to do
▪ Ask about the perception observations ▪ Fail to explain the objectives to the
in the Shop or in the Office. You don’t person being observed
need any timer for this type of
measurement ▪ Interact with the observed worker
during the observation
▪ Take the time to follow the processes in
their entirety ▪ Try to justify the observed
malfunctions
▪ Leave the observed person to act
naturally ("as normal") ▪ Seek to confirm a preconception
▪ Analyze the observed elements in a ▪ Seek the person responsible!
team (after observations!)
▪ Falsify the results
▪ Be factual and critical… in order to
improve the process more efficiently

MI
2.3 MANAGERIAL SYSTEM
Structures, procedures and systems that govern human resources

and the services to meet the goals of the sector
• Review of the organizational structure and interfaces

• Performance management
• Management of subcontractors
• Costs management
• Interaction of support functions

2.3 MANAGERIAL SYSTEM (EXAMPLE) MI
ANALYZING THE ORGANIZATIONAL STRUCTURE AND INTERFACES
• No prior agreement on the nature

and maturity of deliverable
• No shared Road Map
• Too many coming-and-goings
• Unaligned workload assumptions
between business and brand
Brand(s)
• Conflict of priorities
Supplier(s) of input data

Development activity
Activity customer(s)
• Telephone communication • Lack of flexibility on volumes

• Missing interface documents • Resources spread out over
• No visibility on data arrival dates Sub-contractor several sites
• Non-mature data • Insufficient training

2.3MANAGERIAL SYSTEM (EXAMPLE) MI
ANALYZE THE ORGANIZATION’ STRUCTURE
Comments
• Group of 33 is split into 7 units and 3
leaders
• Risk of silo, lack of team spirit /
Xxx coordination / best practice sharing 
Operation Manager Technical activities of leaders interfere
Quality and with their time available to « manage »
Continuous • Are there enough Leaders in the
Improvement department? ME Mgr. has 15 direct
Manufacturing and 4 functional people reporting to
Xxx Engineering Maintenance Production him
Xxx
2 Black Belts
New Product Technical CMM CNC Fixture Special Production

Introduction Support programmers programmers processes Xxx
2 designers
Xxx Xxx Xxx XXX
XXX
3 engineers 6 engineers 3 programmers 6 programmers
1 contractor 2 interns 4 engineers
Scope

other person without prior written authorisation from Safran.
59
59
2.3 STEPPING INTO THE SHOES OF THE MANAGERS MI
EXAMPLE
Example of a typical department manager Example lived by a Toyota manager
Improvements
Improvements Admin. projects
projects Admin.
16 21
30
36
= 11 Coaching
23
Daily
Performance
13
Management
Daily 4 16 29
Performance HR systems
Shopfloor
Management Shopfloor
& coaching
Less than 20% of the time Problem Over 50% of the time Problem
solving and improving sector’s solving and improving sector’s
daily issues daily issues

2.3 MEETING WITH PRODUCTION CONTROL MANAGER MI
EXAMPLE
Workshop capacity shortage - More presence on the ground

Strong points: Hard points - issues:
• Professional, versatile team • Workshop Capacity/Quality  TAT Impact

 Flexibility • On a second level, lack of warehouse capacity
• Moving towards increasing versatility/ability to • Serious doc problem (CMM) and in the management of
manage current peaks associated exceptions Pb with TAT and also with quality
• Continuous improvement dynamics because the CMM are not all structured the same way, which
allows for interpretation or error
• The current organization requires too much from the shop
manager and the person responsible for methods; they do
How to achieve the Lean Transformation goals? not have enough time to spend on the floor (too many
meetings)
• Respect 14d CFM / 23d GE
• Divide poor-quality by 2 Levers - issues:
• Reduce costs 10% • Find a managerial structure that frees up the shop manager
• Ensure 0 accidents and the methods manager (1 substitute) more time to deal
with problems and thus to accelerate the flow
• Work on the versatility/training of shop operators to avoid
level 2 requests causing disruption of activities  increasing
flexibility, reducing TAT and reducing NQ generated by the
resumption of activity

ANIMATION OF PERFORMANCE MI
EXAMPLE OF A MAPPING OF SCHEDULED MEETINGS

What
Support Teams Hub Sectors Hub
meeting
Lab between T.
Dir. and P.
Production
Manager?
R&T Team
Project request file in
Project open loop
Division Head
Monitor
Planning
Messeng
Technical
Budget
Manag
Director
Monito
ement
Coordination Meeting
Hub Manager
ing
Stage
ring
er
dynamics, materials, CAE)
S/T
R&T Areas Coordination

(thermal, mechanical,
Coordination
No formal daily meeting
Team B coordination
Team S coordination
Team A coordination
Production
Not held for
Managers
Team Leaders
Program review
3 months
(priorities)
meeting
meeting
meeting
Team
Members
Several
Subcontractors No informal
projectors points
Program
Daily Weekly Monthly
SOURCE: Interviews with hub manager, equipment manager and project managers
2.4 PERFORMANCE-MANAGEMENT DIAGNOSTIC MI
Meeting Frequency
Real Time Daily Weekly Monthly Quarterly
Industrial
Director Steering Co
Director Monthly
Performance
Review (MPR)
Plant Director Weekly
Level
Performance
Review (WPR)
Production Daily
Performance
manager Review
Station End
Supervisor Review (SER)
Operator Time tracking
Progress Project Long-Term

Levers Daily Field Improvement Progress Plan
Investment Innovation

2.5 VALUE TREE MI
In 2007, overall op. costs were €197M, of which 47% were internal production costs
M€, 2007 IPC revised excluding amortization Personnel 6.0
Raw Materials BC Energy

44.2 8.4 0.9
Raw Materials
45.0 Consumables
1.5
Internal Supplies Cost
Production 91.6 Allocation
0.8 Personnel 3.4
Internal
BF 3.8
Transformation
46.6 Direct Consumables 0.4
Production 12.8 Common Energy
0.6
Capabilities 6.8
Overall Costs Load Shedding
Personnel
197 11.2 Technical 4.4 1.0
Maintenance Contracts 2.6

4.5
Cross Functions
2007 IPC 22.6 Quality Parts 0.9
1.0
Raw Materials Methods

2.0
External 41
Production 105.0 Production
2.3
Management
Transformation Technical Hub
64 Costs of premises
0.6 3.0in
Gennevilliers
Administration
1.1 CEI Costs 2.8
Storage and
1.1 DI Costs 3.1
Maintenance
Structural Costs
Miscellaneous
Miscellaneous

MI
2.6 FLOW CHART FOR ENGINEERING SUPPORT
7,5 / months in 2011 Activities

Waiting
time
After sale - 9 / month in 2011
DAV/TC •Average response time = 49
days
•Average time spent = 13 hours
•Process Efficiency = 3%
Validation
requires 1 to 4
DAV
answer Information back and forths
request to
Y DAV
N N Y
File’s Send
Receipt & 1st
Al- N Request Ok Y Files’ analysis Info YJustification Validat Y docu- Ok
-ready
analysis registration ? creation (DR, Maps, Ok? writing ion? ments & DAV?
CMM?
Scrap? CMM, …) close
20d N 4d
N
15d
Missing data in Typos,
the request additionnal
Old programs, Create additionnal
elements demands,
little to no (calculations, oversight
Correction
background technical opinions)

2.7 MOTIVATION AND WORK ENVIRONMENT M&B
 To make a diagnosis on motivation and the work environment, we can

perform the following studies:
 Conduct a survey among all the team members
 Identify the lacks in training and skills
 Conduct focus groups with the work teams
 Analyze the HR data
 Communication channels

2.7 THE QUESTIONNAIRE M&B
WHY HAND OUT A QUESTIONNAIRE?
 To gather the opinions of all employees as objectively as possible
 Get an understanding of the sector in relation to the four themes:

 Perception of the situation of the department and company
 Performance
 Skills management
 Motivation
 Have a simple and factual basis for the Diagnosis and the Vision stage
 Identify improvement levers directly on the field with operators and station
managers

M&B
2.7 THE QUESTIONNAIRE
 Motivation Questionnaire
 Each person fills out an individual questionnaire
 In groups of 7, summarize the responses (Excel
file)
 Restitution
 Comments on the use of this tool

2.7 THE SURVEY
(1/4)
Pas du
Perception
Perception of de
thela
situation of the
situation dudepartment andet
département the
decompany
l'entreprise
Tout à fait Plutôt Plutôt pas
tout
d'accord d'accord d'accord Totally
Totally agree Agree Disagree d'accord
disagree
1. I know the short
Je connais and medium-term
la stratégie strategy
court et moyen of my
terme management
de ma Direction etand
sonits
1
impact on my
impact surdepartment
mon département
2. the
2 Lexxx departmentXXX
département has a une
strong and welded
équipe management
de management forteteam
et soudée
3. The
Lexxx departmentXXX
département provides
fournitservices in line with
des prestations the expectations
conformes of itsde
aux attentes
3
clients
ses clients
Si nous changions nos méthodes de travail, nous pourrions faire des
4
progrès
4. If we significatifs
change our methods of work, we could make significant progress
5 Les programmes d'amélioration précédents ont été un succès

5. The previous improvement programs have been successful
6. I6have concrete
J'ai des idéesideas for improving
concrètes the way
pour améliorer la we work
façon de travailler
7. I7think therequ'il
Je pense is any urgent need urgent
a un besoin for change
de changement
8. The
Lemanagement
managementofduthe xxx department
département XXX is stronglyfortement
s'engage committed to improving
pour améliorer
8
the working methods
les méthodes de travail
9. I9can
Je personally contribute tocontribuer
peux personnellement change au changement

2.7 THE SURVEY
(2/4)
Pas du
Performance
Performance Totally agree
d'accord
Agree
d'accord
Disagree
d'accord
Totally
toutdisagree
d'accord
10. Mon chef de département passe du temps dans les équipes / plateaux
10My department manager spends time with the teams several times a week
plusieurs fois par semaine
Mon chef de département communique de façon adaptée à mes attentes
11.
11My department head communicates well (frequency, duration, content)
(fréquence, durée, contenu)
12.
12My superiors
Mes set thehiérarchiques
supérieurs example by their behaviorl'exemple par leur comportement
montrent
13. My
Monsuperior and I frequently
supérieur evaluate
hiérarchique thefaisons
et moi progressun
ofpoint
my activities
fréquent sur
13
l'avancement de mes activités (contenu, relationnel, environnement)
14. My superiors
Mes help the
supérieurs team to detect
hiérarchiques and solve
aident problems
l'équipe at the right
à détecter time
et résoudre les
14
problèmes en temps voulu
15.
15I provide data on
Je dispose desa timely
bonnes manner
données d'entrée en temps voulu
Le besoin et les livrables sont clairement définis (contenu, niveaux de

16The needs and deliverables are clearly defined (content, quality and detail levels)
16.
qualité et de détail)
J'ai une visibilité suffisante sur mes activités pour m'organiser le plus
17I have sufficient visibility on my activities to organize myself effectively
17. efficacement possible
18. Les priorités entre les donneurs d'ordre (p.ex., pilote, chef de dpt) sont
18Priorities between deaprtment heads are coherent and structured by hierarchy
cohérentes et structurées par ma hiérarchie
19. There
Il y aisune
goodbonne
collaboration / concentration
collaboration betweenentre
/ concertation colleagues to solve
collègues problems and
pour
19
implement
résoudreimprovement actionset mettre en place des actions d'amélioration
les problèmes
20. Nous sommes aidés et soutenus par les collègues des autres
20We are helped and supported by the colleagues of the other departments to realize
départements
our deliveries and ourpour réaliser
activities nos livrables et nos activités dans les temps
in time
Les moyens mis à ma disposition et le support associé (Informatique,
21.
21The means at my disposal and the associated support (IT, documentation, method,
documentation, méthode, poste de travail…) sont suffisants pour réaliser
workstation ...) are sufficient to work with
Quand un problème survient, il est résolu suffisamment rapidement pour
22When a problem arises, it is resolved quickly enough so as not to disrupt my work
22. ne pas perturber mon travail
23.
23Meetings in whichauxquelles
Les réunions I participatejeare efficientsont efficaces
participe

2.7 THE SURVEY
(3/4)
Pas du
Gestion
Skills des compétences
management d'accord d'accord d'accord
tout
Totally agree Agree Disagree d'accord
Totally disagree
Mon supérieur hiérarchique m'accompagne toute l'année pour me

24My superior continously helps me to reach my individual objectives
24. permettre d'atteindre les objectifs de mon entretien individuel
J'ai une visibilité sur mon développement professionnel et les moyens
25.
25I have visibility of my professional development
mis en œuvre sont cohérents
J'ai reçu une formation adéquate avant de commencer dans un nouveau
26.
26I received adequate training before starting a new position or task
poste ou une nouvelle tâche
Mon supérieur hiérarchique me donne régulièrement un retour sur la
27.
27My superior regularly gives me feedback on the way in which I fulfill my role.
manière dont je remplis mon rôle. Ses conseils m'aident à progresser
His advice helps me to progress
J'ai l'opportunité de montrer tout mon potentiel personnel dans le cadre
28
28. I de
have thetravail
opportunity to demonstrate my potential in my work
mon
29. J'ai personnellement mis en place des améliorations pour les tâches dont
29I have personally implemented improvements for the tasks for which I have
j'ai la responsabilité
responsibility and am proudet j'en suis fier
of them

2.7 THE SURVEY
(4/4)
Pas du
Motivation
Motivation
tout
d'accord d'accord d'accord
d'accord
Totally agree Agree Disagree Totally disagree
30. I find my work environment motivating

30 Je trouve mon environnement de travail motivant
31. I find my work motivating

31 Je trouve mon travail motivant
32.
32The expectations of my performance are clear and I am satisfied that I
Les attentes de ma hiérarchie en matière de performance sont claires et
je them
meets condidère que ma performance y répond
33. Je considère que mes augmentations et promotions sont en rapport avec

33I consider that my raises and promotions are related to my performance
ma performance
34.
34Management demands
Le management good
souligne performance
les bonnes performances
35. Management responds effectively to underperformance

35 Le management réagit de façon efficace aux contre-performances
36. My workload allows me to provide value and deliverables in accordance
Ma charge de travail me permet de fournir des prestations et livrables
36 the defined need
with conformes au besoin défini
37. I feel isolated in my work
37 Je me sens isolé dans mon activité

Notes Page

2.7 THE SURVEY M&B
EXAMPLE OF RESULTS
Survey Results
 High rate of return of

questionnaires: 100%
Operational
System Team
Spirit
 Mostly the themes of

“Initiative,” “Teamwork,”
“Skills & Motivation Skills
Management” emerge as Management
strengths
 Mostly the themes of

“Animation” and “Operational
System” emerge as
weaknesses

Black
Safran. They must not be Belt
copieddevelopment
or communicated to program
any - WeekDIIRECTIION
3 INDUSTRIELLE / Mini T ITKL CND Delivery - Wave 9 - Sept. Dec. 2011
Strongly Agree = 4
2.7 THE QUESTIONNAIRE Somewhat Agree = 3
M&B
Somewhat Disagree = 3
EXAMPLE OF SUMMARY Strongly Disagree = 1
Main Agreement Points

 Skills management The training allows me to be independent in my job 3.60
 Initiative I feel that my mission is clearly defined 3.40
 Initiative I feel responsible for my actions 3.40
 Initiative I think that there is an urgent need for change 3.40
 Team spirit There is good collaboration/cooperation between colleagues 3.20
 Motivation I find my job motivating 3.20
Main Disagreement Points

 Animation There aren’t enough meetings 1.40
 Operational System When a problem arises, it is solved quickly enough 1.60
 Communication I know the short- and mid-term strategy of the foundry 1.80
 Operational System Support functions contribute to the performance 2.00
 Involvement 34 The N+1 hierarchy responds effectively to below-par performance 2.20
 Animation 26 The meetings that I attend are effective 2.40
Positive Points: Negative Points:

• The training is effective • The meetings are seen as too important and inefficient
• The missions are clear • Work disturbances due to interruptions
• Motivation and personal initiative are evident • Management and support functions offer little support
• Team spirit and the will to change together • The short- and mid-term strategy is not sufficiently known
Improvement Propositions:
• Sustain personal initiative and teamwork (Team Building, maintain focus groups)
•ThisImprove how of meetings are animated, proximity management, management of priorities
document and the information it contains belong to
•other
Safran. TheyINDUSTRIELLE
Share Black
not be Belt
the vision
must MANAGEMENT
copieddevelopment
for the short,
or communicated to /any
Mini T ITKL
program
person without prior written authorisation from Safran.
andCND3 Delivery - Wave 9 - Sept. Dec. 2011
mid- Week long term
FOCUS GROUPS – CURRENT STATE PERCEPTION M&B
(WORKFORCE SESSIONS) CNC PROGRAMMING
Slow Why?
It works … some curves to

achieve the result
Not enough
Teamwork
team work
Happy and agile

Heavy load My future?
Lack of experience Always our fault

Source : Focus Group
2.8 THE FOCUS GROUPS M&B
SUMMARY OF THE “FOCUS GROUPS” (VERBATIM)
“We received an e-mail to find out that
“The HS is not for “We are obliged to have
we had lost our qualification”
everyone!” outsiders to have things!?”
“We do training for statistics

purposes but without concrete “We function as gap fillers
implementation” during leaves of absence”
“Trainings should be done for “We do more than just
everyone” injection” “The problems are not
“Tables that go up and down resolved. It's yes yes but
“The delivery of the clusters is a have been requested for a long there is nothing”
“We were cut from the radio mess, there is no set time but there is no follow-up”
without explanation!!!” interlocutor”
“We do not know where the tests

“The tutoring training process is
of the new coating on injection
effective, especially if we can
“There is more diversity in molds are”
have two tutors for reference”
the work!”
“The supervisors are “Everything is urgent, and there
useless!” “The management allows is more urgent than urgent!”
‘insults, and ‘threats’.”
“IT is more up to date than
before; that’s progress.” “We change ongoing priorities “We are clueless! Lack of
several times a day/in Kanban” communication between cdl and
supervisors, different priorities
“We are still waiting for proper work are given.”
tools: iron, table, chair...without “What is the
“The CGP pack ref is not formed and
seeing anything.” supervisor’s role?”
finally things started from here”

M&B
LEAN TRANSFORMATION
HR Data
2011 HR Makeup
In number of people
3
Studies
2
Calculation • Young segment of research
5 and calculation engineers
4 Projectors
5 Management • Segment of experienced
2 2 1
1 1 designers
1 1 1 1 1
< 22 23 - 29 30 - 36 37 - 44 45 - 50 50 and
over
2010
2009-2011 Mobility 2011
In number of people 0
4 2009 • Regular leaves
2 12 • Personnel incorporated in
1
4
31
2011
22
Staff as of Departures IncorporationsStaff as of

January 2009 October 2011
Source: HR Data from Service Manager
2. DELIVERABLES FROM THE DIAGNOSTIC STAGE
 Customer voice
 Analysis of planning/scheduling practices
 A mapping of current processes and material/information flow with known
deficiencies
 A clear vision of key performance indicators
 The detail of the cost base by type and cost centers (if necessary)
 A description of the organization, missions and objectives
 Assessment of performance management systems and key areas for improvement
 Assessment of motivation and work environment (this evaluation is the summary of
a questionnaire, field observations and interviews)
 A “baseline” that will be used to set the initial state and measure the improvements
made
 An update of the secured-earnings (benefits) scenario

1. Preparation
2. Diagnostic
3. Vision
4. Planning
5. Implementation
6. Sustainability

3. VISION STAGE

Operating Operating
Develop tactical
workstreams
behaviors behaviors
1. Establish the target 2. Document the future 4. Align management

organization 3. Identify future skills
Press Paint Assy
Skills Matrix
Value Stream
DETAIL DU NAVIGATEUR Projets réalisés DEFINITION DES NIVEAUX

Date Date
Product
Prod. A 1
Projet Date fin Projet Date fin 1 2 3 4
début début
Nom: 1. 5. 1 = classroom knowledge
Date de début 12/09/2005 2. 6. 2 = applied with support
Date de MAJ 28/10/2005 3. 7. 3 = applied with confidence
4. 8. 4 = can train others
Identifier et
Résolution de Structurer un Agilité avec
décrire un Synthèse
problème problème Excel G
problème
Communication
Structurer une Agilité avec Mener une Mener une
orale /
Communication H
Product
Prod. B 2
communication Powerpoint réunion efficace interview
Présentation
Management Être positif et Manager une
Mener le changement
Lancer un projet
d'équipe constructif équipe projet I
Capacité à créer Influencer les

Relations des relations individus sans 0 0 0 0
J
interpersonnelles avec les autres autorité directe
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
Coaching et Donner du Coacher les
développement feedback autres K
Product
Prod. C 3
des autres
0 0 0 0 0 0 0 0
Tenir Pousser à
Volonté: Energie Apparaître
fermement ses l'amélioration Etre positif
énergétique L
et impact positions continue
Bien recevoir le
Professionnalism Fiabilité sur les Ponctualité et
feedback et agir 0 0 0 0 0 M
actions à faire préparation
e en fonction
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
1 2 3 4 5 6 7 8

1. Establish the target
3.1. ESTABLISH THE TARGET
“Toward”
The path followed by the simultaneous
implementation of Levers 1 + 2 + 3...
Progress plan
“From”
Use of Diagnostic tools

by BBs
Lean Transformation

1. Etablir la cible
3.1 EXAMPLE OF « FROM…TO »
From… … to
Portal - Supply of Equipment.  1 only the equipment storage area: centralized, with
 Stock equipment and unloading in the process of identified drawers and Visual mini stocks
change and non-sized areas.  limit the manipulations (kitting or other...)
 No of inserts  A 5s Standard - zone storage, production, quality and
 Research of tools for mounting management of updates to dispose of the inserts.
 Many manipulations  Transfers of funds limited
 Propose a specification encrypted for modern and

Construction of Injection Workstation. ergonomic workstations:
 Improvements on the tools not deployed on all references  Modified chairs
(air cushions, tables...)
 reduced manipulations of carts in the use of tools in
 Risk of falling when tooling changes. current production
 A lot of handling  optimize the capacity of the press by limiting the time
of change of tooling to
 reduce the use of trolleys in current production.
 5s Standards
 Study of establishment scheme

VALUE STREAM MAPPING
6 WEEK F/C PRODUCTION PLANNING 30/60/90 DAY F/C
Coils R Us FAL
WEEKLY FAX MRP DAILY EXPEDITE
Customer Requirements 16
500 M COILS 320 PIECES/MONTH
Pieces/Day
200 A1 120
WEEKLY PLAN A2
2 SHIFTS
PACK SIZE = 1
TUESDAY &
THURSDAY
DAILY
SHIPPING
PLAN 1 x DAILY
I I I I I I
STAMPING SPOT WELD 1 SPOT WELD 2 ASSEMBLY 1 ASSEMBLY 2 SHIPPING
5 DAYS 150 A1 24 42 A1 6 16 A1 42 A1 6 27 A1
A2 A2 18 A2 A2 14 A2
10T
C/T = 1 MIN C/T = 39 MINS C/T = 46 MINS C/T = 62 MINS C/T = 40 MINS
C/O = 1 HR C/O = 10 MINS C/O = 10 MINS C/O = 0 C/O = 0
UPTIME = 85% UPTIME = 100% UPTIME = 80% UPTIME = 100% UPTIME = 100%
1x 1x 1x 1x 1x
PRODUCTION
4,600 10,028 2,760 1,932 2,760 2,392 LEAD TIME = 26.8
MINS MINS MINS MINS MINS MINS DAYS
1 MIN 39 MINS 46 MINS 62 MINS 40 MINS

PROCESSING
This document and the information it contains belong to TIME = 188 MINS
Black Belt
Safran. development
They program
must not be copied - Weekto 3any
or communicated
Yield = 188min/~27days = ~0.8%
4. Aligner le management
3.4 A SKETCH OF A SCORE CARD

Indicators Objectives Success of the week Status
Gain en M€ •
•
VEX en M€ •
•
Result Indicators
Nb parts Points of attention Status

supplied by j •
•
Nb parts py •
p/w
•
•
Rate of
compliance Actions & proposals for decisions
of standard
time •
Steering Indicators
Nb DA/j •
•
Nb irritants •
par j

SUMMARY OF THE VISION WORKSHOP
Inputs Process Outputs
Prerequisites: 1. Defining a vision is done in 4 stages: Workshop deliverables are:

Diagnosis validated by
management and all 2. Diagnosis Reminder • An explicit consensus on
stakeholders prospects for improvement
3. Creating the vision
Time: • A formal description of the
2-3 x ½ day sessions 4. Identification of areas of transformation targets
participants: 5. Creation of a macro-plan • The level of ambition for

Sponsor (if available), phase transformation
Transformation pilot,
(responsible for support • Structured implementation
functions), supervisors, within identified areas
Team leads and team
members • A n initial macro-plan for the
transformation
equipment:
Tables, chairs post-its,
Markers, Flip charts,
tape.
Source: Orphoz

1 REVIEW OF THE DIAGNOSTIC FRAMEWORK VISION WORKSHOP ON
THE PROBLEM? AND GIVE THE STARTING REFERENCE
Exemple: Diagnostic synthesis Objectives
• Review the messages and

figures diagnosis
• Enact the alignment of teams on

the diagnostic results
• Leave the key indicators that will

be monitored by the Monitoring
Committee during processing
• Review the objectives for the

impact of processing
Key messages of the Impact monitoring indicators,

diagnosis on the 3 with numerical reference
dimensions established by the diagnosis,
and aim of the project
Source: Orphoz

THE VISION CREATION STEP ALIGNS THE TEAMS ON THE TARGETS
2
TO BE ACHIEVED
Creating the vision by participants Objectives
• Each participant writes their vision

on a post-it describing the ideal • Establish a common vision of
state of the company the target to be achieved
through the mid and long term
transformation program
Short term Long term
• Each participant then explains
the content
• Identify the different themes
of this transformation
• The facilitator (responsible for
progress) structures them by
classifying the Post-its into • Give a clear view of the target
common themes, short / for the end of processing
mid term (short term up to 4 months)
• In case of disagreement or the need • Create an ambition for the

for clarification, team should discuss transformation with numerical
and build consensus and qualitative targets
Source: Orphoz

3 4 TO REACH THE TARGET VISION, A PLAN IS DEVELOPED
Identification of areas of the transformation
Actions to achieve the vision

• Each participant describes the
actions needed to achieve the
target in 3 months
• Each participant then explains

the content Objectives
• The facilitator for the workshop • Identify areas of transformation

then structures them to identify
the key areas • Establish a macro-planning of
Prioritization of actions the transformation
Actions to achieve the
• The identified sites are vision
then placed on the matrix
Benefit/ Effort to prioritize
actions
• A macro schedule is
generated following
prioritization of actions
Source: Orphoz
3 4
PRIORITIZATION IS AN AID IN ESTABLISHING THE SCHEDULE
The prioritization of actions ... ... The schedule of the transformation
High Start immediately 4 Month plan

Benefit
Include:
• Important messages:
• Presentation of diagnosis and vision teams
• The celebration of results
• The teams training plan
• Steering committees and other milestones of the
Low Effort High transformation
To start as soon as
Discard
possible Source: Orphoz
PITFALLS TO AVOID DURING THE VISION WORKSHOP
Error Consequence How to avoid it
• The reference level of •Impossible to quantify the • Establish the level of performance
performance was not clearly impact of the transformation before the transformation through
defined evidence based analysis and identify
key indicators compared to the
problem
• Participants are not aligned on •Endless discussions will • Create a summary of the diagnostic
the results of the diagnosis or on create difficulty to recognize page with the key indicators of
the level of performance that the vision impact monitoring on which one can
serves as a reference before the see the baseline /stating point
transformation
• The “post-its” vision is not •Impossible to create concrete • The facilitator should ask the
sufficiently specific, no numerical actions and risk of different participants to quantify or specify the
target interpretations, no point when necessary
measurable impact
• The facilitator does not offer •The vision does not include • The facilitator prepares his/her own
his/her own vision all the topics of the diagnosis vision and participates in the
exercise to ensure that all issues
recognised during the diagnosis are
addressed
MI
• A dimension is not taken into •The change has no impact or • The facilitator ensures that all
OS account in the transformation does not reduce any time dimensions of the transformation are
M&B
taken into account
30’
You are invited to the workshop of the Lean
Transformation.
The simulation begins after the
brainstorming
One participant plays the role of the

facilitator of the meeting
The diagnostic results are presented next

page
The post-its from the initial brainstorming

phase have already been written by the
participants of the workshop
Source: Orphoz
EXPECTED DELIVERABLES FOR THIS EXERCISE
Short term Long term

• The Post-its are read and classified by size /
length of project (to finish the transformation in
12 to 18 months)
Classification
• All diagnostic findings are covered
• The post-its are specific and quantified
Priorisation
• For each theme or project, the post-its are
prioritized using the matrix Benefit / Effort
• The projects are planned based on time, taking

into account the resources necessary to
Macro-planning complete
• Do not forget the communication!
Source: Orphoz
EXERCISE - DIAGNOSIS SUMMARY
key Messages Impact monitoring indicators
• TRS = 45% on machine A (bottleneck on the line Production machine 1

OS
in 2014) (Quantity of pieces produced)
Obj
• Productivity of assembly line 60 pieces / day /
person
2014 J F M A M J J
MI • No regular meetings with operators Assembly productivity

(Pieces / day / person)
• No suitable indicator for the workshop that is
understandable by operators and enabling daily Obj
monitoring for identification and treatment of
problems
• Operators disappointed by the lack of supervisors

M&B
listening to their concerns
• Objectives of the company are unknown to

operators 2014 J F M A M J J
Source: Orphoz
POST-ITS TO EVALUATE
Source: Orphoz
Notes:

Notes:

Proposed solution
INITIAL PROJECTS
Short term – 7 week’s Long term – 12-18 month’s
OS
• The assembly line is balanced • We will ultimately automate the
• Must standardize operations packaging
• Format changes do not exceed 15 minutes and
the color changes 5 minutes
• We will reduce waste on the machine bottleneck
from 10% to 7%
MI
• The production, quality, safety is measured daily

at the workshop level (quantity produced,% good
products, number of accidents)
• A message missing from the diagnosis:
• A meeting between supervisor and
operators will be held regularly
M&B
• Visual charts in the workshop have all monthly
objectives
• Supervisors understand the importance of using
the ideas of the operators to find new solutions
Source: Orphoz
LIST OF THEMES FOR THE NEXT 7 WEEKS
Line productivity Machine productivity

OS
• The production line is balanced • Format changes do not exceed 15 minutes
• Operations are standardized and the color changes 5 minutes
• We will reduce waste on the machine neck
10% to 7%
MI
Performance Management
• The production, quality, safety is measured daily at the workshop level (quantity produced,%
good products, number of accidents)
• A message missing from the diagnosis:
• A meeting between supervisor and operators will be held regularly
M&B
• Visual charts in the workshop have all monthly objectives
• Supervisors understand the importance of using the ideas of the operators to find new
solutions
Source: Orphoz
MACRO-PLANNING AND PRIORITIZATION
Line productivity Machine productivity Performance management
High High High

2 4 8
1 3 5
6
Benefit
Benefit
Benefit
7
Low Effort High Low Effort High Low Effort High
Macro-planning s10 s11 s12 s13 s14 s15 s16

Line productivity
1  The production line is balanced
2  Operations are standardized
Machine productivity
3  Format changes do not exceed 15 minutes and the color changes 5 minutes
4  We will reduce waste on the machine neck 10% to 7%
Performance Management
5
 The production, quality, safety are measured daily at the workshop level)
6  A meeting between supervisor and operators will be held regularly
7 • Visual charts in the workshop have all monthly objectives
8 • Supervisors understand the importance of using the ideas of the operators to find new solutions

1. Preparation
2. Diagnostic
3. Vision
4. Planning
5. Implementation
6. Sustainability

4. PLANNING STAGE

Operating Operating
Develop tactical
workstreams
behaviors behaviors
2. Prepare the weekly follow- 3. Communicate the vision and 4. Train team members for
1. Set up the work plan up meeting work plan to operatives implementation

1. Set up the work plan
4.1 MANDATE BY MEO WORKSITE

(EX. 1)
A mandate is written for each implementation worksite
Deliverables at the end of the Lean Transformation Key Indicators Ref Goal
- Deploy the first level maintenance on the 4 CUs
Other deliverables: M1N records on 4 CUs 0
- Visual Management: Set up a display for the different operating statuses, the Audit
date and the time of when it is stopped
- Self-repairs: Keep a records of self-repairs
- Escalation: Establish a maximum wait time before switching to another means
- Delegation: Empower partners to report an engine failure
- Technique: Start heat programs in case of a stoppage
- Backup: Define criteria for implementing Problem solving solutions
Month March April May Team members with the necessary availability
Activity 03.15. 03.22. 03.29. 04.05. 04.12. 04.19. 04.26. 05.03. 05.10. 05.17. 05.24.  Leader
Label  Member 1
 …..
Label
Label
Label
Label
Label
Label
Label
Label
1. Établir le plan de travail
4.1 MANDATE BY CONSTRUCTION OF MOE

(EX 2)
Six Pack << Workshop: Organization >>
Problem statement Objectives Scope

The spread out of roles between
general specialist preparers is unclear Reduce rework by 50% Any population methods ICE
(Base 1S2010: Rework = 10%)
Many activities workshops are done ICF and IKF Workshops
not the methods
(20%)
Sponsor: V. Verleye
Resp. Ope:
Deliverables Gains
xx/7/10
Orga internal ICE 23/7/10 Nature of gain: remove the rework
Earnings: x ETP * y% = 200h
Orga vs workshops 6/7/10 Capture: realization of other
Mission cards 6/7/10 business activities
Procedure 3/9/10
Comm. 30/9/10

1. Set up the work plan
4.1 MACRO-PLANNING
March
April May
Activity 29. 05. 12. 19. 26. 03. 10. 17. 24. Operatives
HSE
HSE SRT/AMs
5SDrilling Lathing offices LME/AMs
Standar XO
Operator’s organization d Rotations SRT
Agenda
Continuous
Performance management FPR QPR Audit SRT/AMs
monitoring
Score card
1
Productivity
8/4/10 - 21/4/10
M1N Model M1N
Equipment Audit SPT/BMT/SVF
4 CUs Implementation
Selection of means
Making a means reliable FMEA BMT/ SPT
Worksh
Stocks and in-progress/lots Stocks MBD
op
In-progress areas def.
areas
Target implementation JRT AMs
Visual management 3 Line Cell Label
Flow
In-progress monitoring
Getting started
Stop
5
Anomaly management anomal Application RMO
Why's
y
Flow rework adj./inspection

2 D M A
Label
CME
Quality
Realize gains from DMAIC and from wipping Quot PMN

e

2. Weekly follow-up meeting
4.2 PLANNING AND STEERING OF WORKSITES
VISUAL AID OF IMPLEMENTATION WORKSITES
7 weeks Attendance either
Week no. here or on a side
table
Color according
to the lines of
work
Mandate
s
1 line per Action: Page background
worksite computerized for use? (There is
a week grid model in A0 format)
Site manager +
backup and
actors
Square Post-it = Deliverable

Diamond Post-it
This document and the information it contains belong to representing
Black Belt development 1 workday/
program - Week 3 4
for workshop +
other person without prior written authorisation from Safran. Post-its = 1 week 107
resource days
4.3 PLAN THE TRAINING PROGRAM
(LEAN-SIGMA AWARENESS BUILDING)
 Training program for the team and for assigned operatives

(who, what, when, by whom)
Lean & Mini-T Introduction
 Who: sponsor, guarantor managers, support, operators Quality and Jidoka

Performance Mgmt
 What: Systematic Lean Sigma training for all personnel Mini-T

Standardized work & Audit
involved in implementation + trainings to be selected based Active Observation
on scope of the worksite Enhanced Reliability
Tutoring & Feedback
When: if possible provide the systematic training for TRS & TRG
personnel further upstream and for others before beginning Flows & Just on time
of worksite. MIFA
Visual management
Problem Solving
 By whom: people who understand the subject and apply it on Change Behaviours
a daily basis or experts rather than the Lean Transformation Cars Game
BBs (they bring a vision from outside the Lean Aircraft Game
Transformation) Beer Game

Postal Cards Game
Cards Game - sequencing

KEY POINTS OF THE PLANNING STAGE
 The work plan should reflect the priorities identified in order of importance
 Planning is driven by the operatives

 Managers must take ownership of the planning process
 The levers are controlled by the operatives (not the BBs)
 Involve the teams in the implementation and workshops

1. Preparation
2. Diagnostic
3. Vision
4. Planning
5. Implementation
6. Sustainability

AN EFFICIENT TEAM
Once the driver is given the

Lean in 1 Picture
signal, he takes off
The work area and the tasks

are well defined
There is no time lost or task

without VA
The size of the team is

adapted based on the goal
The team has a performance goal and

what it takes to win the race.

5. ACTIVITIES OF THE IMPLEMENTATION STAGE

Operating Operating
Develop tactical
workstreams
behaviors behaviors
2. Implement performance 3. Conduct further 4. Some examples of

1. Prepare and lead worksites management and Problem analysis to stabilize and implementation (flow, non-quality...)
solving improve the process – Kaizen (before – after)
Sample Distribution
"Voice
of the
customer"
LSL USL
Standard deviation
LCL UCL

1. Prepare and lead worksites
5.1 IMPLEMENTATION
A DISASTER SCENARIO?
Typical Errors Consequences
• BB/GB are unable to deploy:

Senior BBs carry out - Lack of training
all the actions - They do not confront the challenges associated with change
• The changes are not sustainable:

The BBs carry out
- The management does not take up ownership of the change
the actions. The
- The operatives are not convinced of the approach
managers watch
• The changes are not sustainable:

The project is
- The operatives continue to use their old methods
focused on the
- The systems to formalize the changes are not in place
operating system
• The project does not meet expectations – the dynamic is lost

The problems are not - Delays in the implementation of solutions to the problems lead to
sufficiently addressed a loss of momentum

5.2 PERFORMANCE MANAGEMENT
WHAT IS IT?
One vision, several goals
Knowing where we’re
heading, knowing the path
A navigation system
Tools that tells us our
position at all times
Action levers
A dialog on performance and
robust processes to ensure that
actions are carried out
Black
Safran. They must not be Belt
copieddevelopment
or communicated to program
any - Week 3
Source: McKinsey
2. Implement performance management
and Problem solving
MAIN ENERGY SOURCE OF A LEAN TRANSFORMATION
Establish the vision according to Satisfy customers,

context and business needs shareholders, employees...
1. Define
relevant key
indicators
5. Measure the
effectiveness of
solutions and Performance 2. Develop
recognize Management ambitious but
achievements realistic
forecasts
4. Resolve
problems 3. Monitor
performance

and Problem solving
IS NOT...
Or
Self-management

and Problem solving
PERFORMANCE MANAGEMENT PRINCIPLES
Establish ambitious performance targets

“Get everyone
involved on the field
Conduct frequent performance reviews at every
level ...to detect and
eliminate waste and
variability...
Solve problems in real time

...and thus create a
culture of
performance”
Verify that standards are being applied

and Problem solving
5.2 THE MANAGER GETS INVOLVED IN THE FIELD
Genshi Genbutsu
Organization
“I'm going to the is focused
“I'm going help find a and set on
“Reporting solution” learning
“I’m going there to
Situation a problem”
there to understand”
observe”
• Data • Evidence of • Commitment in the • I learn • Reports are based on

Outcome • Partial perception facts field • They learn personally checked facts
• Biased analysis • Connection with • Team work • Our common • The actions undertaken
• Little signs of reality • Constructive dialog success makes us are shared with
interest • Visible interest • Coaching grow operators
• Leading by example • Congratulations
• Significant risk of • Operators’ • Going deeper with the • Confidence in the • Willingness to learn and
Impact bad decision and motivation 5 why’s power and the will to grow from top
execution • Increased confidence make a difference management to
• Limited confidence in the help the operators
manager can provide

and Problem solving
5.2 PERFORMANCE PICTOGRAMS
Results achieved, the

situation is under control
“Great, the boss is happy”
Results not achieved, but

the situation is under
control: the root cause is
identified, the action plan
“Average results, the boss is is defined, the situation
moderately happy; it's Monday!” will be stabilized.
Results not achieved; the

situation is not under
“Bad results; the boss is not happy” control, help needed

and Problem solving
5.2 KEY ELEMENTS OF
PERFORMANCE MANAGEMENT
• Look at everything possible: problems, action plans and deviations,

implemented actions, good examples that work, new ideas...
• Make it a ritual to monitor the action plan: defining meeting locations,

times, formats, so that everyone can easily get their bearings, better fulfill
their commitments and duties, and thus promote rigorous behavior.
• Have people take on responsibility, as much as possible and at the lowest

possible level and in a shared manner, for the definition of operational
objectives, the implementation of actions and their performance.

and Problem solving
DEVELOP APPROPRIATE BEHAVIORS
 Promote punctuality at meetings
 Remain factual and transparent
 Welcome poor results as weaknesses that highlight opportunities for progress
 Do not overlook the details, but prioritize the actions
 Remain focused on the goal
 Seek to resolve “irritants” at all levels of the organization
 Reserve time for structured troubleshooting, with PDCA methodology
 Work as a team and accept compromise
 Act fast, act well, act little and act as a team, rather than slowly, perfectly, alone
and... never
 Test solutions: develop the notion of "pilot" actions

and Problem solving
5.3 FOUR LEVELS OF PLANNING

Manager -
Scope
Level Example of Planning Description Horizon
Level 1  Identify customer milestones and Annual

Director
Executive deliverables
Head of  Department objectives required to Annual

Level 2 Department meet Level 1
Dept.
Head of  Assess deliverables to achieve

Level 3 Department / objectives and identify possible delays 2 months
Serv. Services
 Control each week’s task progress

1 week
Level 4 Head of  Identify malfunctions that disrupt the
Team Services tasks

and Problem solving
5.3 LINK BETWEEN LEVEL 3 PLANNING
& DETAILED PLANNING
Level 3 Illustration
Level 3 planning serves as the
basis for the development of
detailed planning
Weekly Grid
Level 4 Illustration
The results obtained

during the week allow us
to check lv. 3 planning
progress

and Problem solving
5.3 DPR VISUAL SUPPORT TOOL
Principles: How the task progress table works:
• Each task to be done is represented by a Post-it (yellow)

indicating the expected duration of the task
• Contingencies are added to the visual support tool in the

QPR (pink Post-it).
• When a task is performed, the person responsible writes

on the Post-it the actual time spent.
• When a malfunction prevents the task from being

completed and its resolution requires the intervention of
the service manager, this malfunction is reported by
management on Table 3C
• The QPR lasts no more than ¼ of an hour

and Problem solving
5.3 VISUAL SUPPORT TOOL: TABLE 3C
3C BOARD
CONCERN, CAUSE, COUNTERMEASURE
CAUSE
CONCERN
"5 Why's"
COUNTERMEASURE Priority Date Statut ScM CdP
How Table 3C works:
• Each malfunction is
reported in Table 3C; its
resolution occurs outside
the QPR
• At the end of QPR, a

point is made on resolving
malfunctions

and Problem solving
5.3 EXAMPLE OF REALIZATION
2-Month Planning 3C Table Weekly Planning Planning Resources
Rules of the animation

Indicators, standards, mid-term progress actions & general information on the side

and Problem solving
5.3 ROLE OF PARTICIPANTS
Animation/Planning 3C animation
• Fills Post-it’s and keeps them updated. • Mentions problems
Participates answering the three points: • Details, outside of the meeting, the
• What did I do yesterday? problems noted in Table 3C
Operative • What am I doing today?
• The problems I encounter and their
impact on deliverables
• If OK, no need to go into details
Animation/Planning 3C animation
• Initiates and coordinates the QPR • Points out in the meeting the problems that
• Careful not to exceed 15 minutes were reported
• Eventually identifies outside the meeting
the necessary elements: date, person
Manager in
responsible, counter-measure
Charge
• Follows daily the progress of identified
problems
• Decides to escalate the blocking points

and Problem solving
5.3 DAILY ANIMATION RULES
POINTS TO WATCH
• Each task lasts between 2 and 8 hours (no more than 16 h)

• For each activity, the expected time is written down on the Post-it, and the real time is written next to
that (not replaced)
Activities • The total time of the activities is the weekly time available per person (35h,...)
• Planned support activities (meetings, knowledge capitalization, etc.) are also noted on a Post-it
• Each Post-it corresponds to a clearly defined deliverable
• Unplanned activities are monitored through Post-it’s in a different color (pink)
• This meeting doesn’t last more than 15 min
• Details of activities are not addressed in this meeting
Steering • All issues raised are transferred to the 3C
• The target date for troubleshooting/escalation is defined
• The detailed planning session must be held outside the QPR (that is the subject of the WPR)
• The problems are settled outside the QPR

• One problem is dealt with per day, minimum
• The persons responsible for taking actions are identified in the session
Troubleshooting
• Resolution/escalation dates are followed
• The date noted on the 3C table must be the date of implementation of action
• Escalation is used in the event of blocked situations (do not replace the local solution)

5.4 KAIZEN 5S
Before After

5.4 DELIVERABLE – SCORECARD
Pledge hold on a gliding week (%) Comments
92
89 89
87 85 87 87 • Baseline confirmation (w44 measure)
80
+27%
• Upward trend (reaching 92% at W48)
70 • Threshold effect in December
64
Baseline s44 s45 s46 s47 s48 s49 s50 s51 Dec-11
Team efficiency (%) 97

94 Comments
91
85
81
87 86 • Baseline confirmation (w44 measure)
+34%
• A high efficiency since W48
72
68 68
Baseline s44 s45 s46 s47 s48 s49 s50 s51 Dec-11
PDA dealt with in less than DMP dealt with and cumulated backlog (counting)
5 days (%) 88 Comments 125 122 Comments
57
67
• The service rate on 94 • Even with a noticeable 66%
PDAs has improved 69 +66% improvement in treated
24
and reached the 53 DMP, the backlog remains
20 initial goal (90%) 32
22 high (122 DMP) (strong
6 increase of the requests on
Aug Sep Oct Nov Dec T1 2011 T2 2011 T3 2011 T4 2011
the timeframe)

5. DELIVERABLE FROM THE IMPLEMENTATION STAGE
 Improved physical or information feeds

 A performance management system
 A performance monitoring system, performance management meetings and
associated metrics
 A monitoring system of problems to be solved and ideas for improvement
 Irritants and blockage points resolved
 Standards
 Operatives aware of standards and how to detect any deviations thereof
 Codified operational standards applied by operatives
 Floor managers trained on standards, on how to look for losses, on solving
problems, devoted to performance management and focused on improving
metrics
 Formalizing of each employee’s roles if necessary
 Teams in place to carry on with improvements after the end of the Lean
Transformation process

1. Preparation
2. Diagnostic
3. Vision
4. Planning
5. Implementation
6. Sustainability

6. REFINE STAGE

Operating Operating
Develop tactical
workstreams
behaviors behaviors
Act Act Act

Plan Plan Plan
Sustain the Change

Check Check Check
Do Do Do

6.1 MEASUREMENT OF IMPROVEMENT - SCORE CARD TRACKING
Current
Target
Support utilisateur Assurance Qualité

300
50
250
40
200
30
150
20
100
10
50
0
0
archivage
Total
Audit DAC
LSF
Risques
Procédures
indicateurs
processus
Pilotage
rt
S
l
r
I
P
ct
ex s
ta
es
C
ou
fA
N
er
e
S
ils rne
R
tra
To
ut Lit ig
O
C
rn
E
ff
iv
re
on
e
TI
te
re
t
A
in
C
ils
LE
ut
E
O
O
D

6.1 OBJECTIVE/GAINS
 Objectives:
 15% gain in efficiency
 Metrics: incorporation of activities not carried out

 Quality assurance
 Training
 Billing delay penalties
INCORPORATED ACTIVITIES
Who
Estimated hours/week Secured Current (QPR)
QA Procedures Procedures DL 19 9 9
QA Steering process training process DL 1
QA DAC audit DAC audit DL 6 4
External supplies E. Supply Buyers training AH 1 1 1
Internal tools SPM SPM AH 2 1 1
Penalties Penalties Billing of penalties LF 2 2
Progress Lean worksite Lean worksite PC 13 9 9
Management Management Management CG 11 6 6
Management Management Activities steering MR 13 6 3
Management Management Activities steering JLB 6
Project participation Project participation All 9 9 9
CAPA REDUCTION
PL 0 6 6
Progress MACH worksite MBB LF 0 9 9
TOTAL GAIN 81 63 54
481 17% 13% 11%

6.2 CHECK-LIST OF FINISHED PRODUCTS OF THE SUSTAINABILITY STAGE
 Review of transfers containing:

 Tools and documentation to operatives
 The check-list of finished products from mini T stages by BBs with proposals for eventual changes
 System evaluation of transformed production sector
 Post-Lean Transformation plan of action
 Validation of transfer review by closing steering committee
 Standards & audits
 Audits guarantor appointed (transfer review)
 ½ day for alignment with line staff on established standards and audit system
 Audit, auditors and delegation rules planning (audit planning)
 Post-Lean Transformation steering methods
 Steering of mini T residual actions by post-Lean Transformation committee, or line perf: mid-term PA...
 Person responsible for score card and action plan appointed
 Employee training plan
 Service contract and recommendations for areas to watch
 Service contract
 REX CDL/book
 Steering Committee Barometer
 Communication to operators – Project conclusion
Source: Project Team

Done
6.2 TRANSFER REVIEW: 13 PRIORITY LEVERAGES, Partially done
65% ACTIONS DONE, 20% TO FINALIZE, 15% NOT DONE Not done
Improvement
leverages End of the worksite actions Status Comments
1 • Development process • Set the projects’ review (including the alert process) • Done except for the A350,
A320NEO & A400M
• Set the calculation’ reviews • PDR postponed  training
postponed up till January
• Use DOORS for the KC-390 project 17th
2 • Activities planning & • Set the integrating planning and prioritize teams’ activities
prioritization • Activities and standard times library
3 • Cycles reduction for • Secure the incoming data for PDA processing
Support in service • Cut the PDA backlog
activities
Operational
System 4 • I.T. Tools • Replace I.T. tools • Program established,
positions changes
happening till the end of
May 2012
5 • Work Tools • Create and communicate the list of calculations methods,
their scope and maturity
6 • Data access • Scan the necessary plans • 30% received; 30% being
scanned; 30% missing
• Clean and organize the X:/ server

6.2 SUSTAIN CONTINUOUS IMPROVEMENT THROUGH THE PRODUCTION
SYSTEM
Lean Transformation should help us

achieve level 3 by ensuring
breakthrough progress
Lean Transformation Block Change Block Change
Level 1:
Prerequisite to Level 5
Level 0 Level 2 Level 3 Level 4
Lean The Target
Transformation
CI CI
Lean Transformation
In the absence of Lean
The road map will Transformation, the Lean Transformation should
be to develop the road map will seek to help us achieve level 4 by
tools needed to establish what is ensuring breakthrough
reach level 1 needed to move toward progress
level 2

6.2 REVIEW OF TRANSFERS: AFTER-SALES SERVICE CONTRACT
1 = faible
 Leader: JCG Feedback point mini-T IHP
LeThe
process de process
feedback feedbackis est uncomponent
a key élément cléofde
thelacontinuous
boucle d'amélioration
improvementcontinue
loop
5 = élevé
Nom: DATE:
 BB in charge of ASS: JLB Thème Indice Note Commentaires Suggestion d'amélioration

Pérennisation
et appropriation
Audits 1 2 3 4 5
acquises
 Central BB: PW Pérennisation
et appropriation
Indicateurs 1 2 3 4 5
acquises
 Review frequency: Avancement

Avancement plan d'actions Jalon
1 2 3 4 5
post mini-t
 Every third Friday for 3 months Pérennisation

et appropriation
RQ Perfo atelier 1 2 3 4 5
acquises
 (Project Team + EN/ED) Pérennisation

et appropriation
RQP / Processus acquises 1 2 3 4 5
d'escalade
 14H - 15H Pérennisation

et appropriation
Stop anomalie 0 1 2 3 4
acquises
Pérennisation
et appropriation
Flux interne 1 2 3 4 5
acquises
 Areas to check Pérennisation

et appropriation
Documentation 1 2 3 4 5
acquises
Pérennisation
et appropriation
MRO 1 2 3 4 5
acquises
Pérennisation
et appropriation
63 Irritants mini-t 1 2 3 4 5
acquises
Pérennisation
 Training/coaching to be conducted: et appropriation
acquises
1 2 3 4 5
Pérennisation
et appropriation
1 2 3 4 5
acquises
Pérennisation
et appropriation
acquises 1 2 3 4 5
Pérennisation
 Aid/action to be implemented: et appropriation

acquises
1 2 3 4 5
Pérennisation
et appropriation
 Define planning acquises
1 2 3 4 5
Pérennisation
et appropriation
Plan de formation 1 2 3 4 5
acquises
TROIS POINTS CLES DU JOUR: TOP TROIS AMELIORATIONS

6.2 REVIEW OF TRANSFERS: POST-LEAN TRANSFORMATION STEERING
 Leader: JCG  Key milestones for the coming

months
 Steering  IT exam: Sep 15, 2011
 Post-Lean Transformation  First examination center proposal:
committee end September 2011
 Via a monthly post-Lean  Assessment and loads anticipation
Transformation committee (with proposal: Oct 15, 2011
the project team)  Negotiation sole TAT: Oct 15, 2011
 Rotating strategy: end of Oct 2011
 Pricing tool exam and control: end of
 Daily steering by sector
Oct 2011
 IR model (fix): end of Nov 2011

 All IRs with integrated IT control: end
of Jun 2012

6.2 REVIEW OF TRANSFER: TRAINING PLAN
 Training Plan - Need for Training

 Technical English CMM for workshop (ongoing training since May 2011)
 English for APRS transition
 CMM training reminder for workshop/Quality (combine with new elements
under construction)
 Failure research (formalization of ongoing process/stress the need for
technical training)
 Knowledge of harness/engine functionality (organize a visit to 35 to present
assembly and associated structures + interview with BE to get understanding
of technical constraints)
 Training plan
 To define and build as needed  September 30, 2011

6.2. DELIVERABLES OF THE SUSTAINABILITY STAGE
 Local management trained on the new operating standards and problem-

solving and focused on continuous improvement
A work plan and quantitative objectives for the coming months
A measure of gains achieved
 An audit plan stating when and by who the scope will be audited
A presentation summarizing what has been achieved, the observed

impact, what remains to be done, the objectives and corresponding work
plan

6.2 BUT THE END OF A LEAN TRANSFORMATION IS JUST THE
BEGINNING...
Lean
Progress plan - ASS
Transformation
Performance
After-sales service
SPS – Road Map
Change Block SPS
After-sales service Continuous Progress
Target Worksites
SPS – Road Map
Continuous Progress Change Block Reducing
Variability (flow or NQ)
Lean Transformation
Performance Steering
Year


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Lean-Sigma Black Belt

July 2015 – version A

Turn off your mobile phone

Straight to the point !

Let people finish their thoughts !

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We will share Audio-Visual 20%

This is your training… take the most out of it !

 Keep discussions in the class confidential.

 Lets challenge your teammates and … have fun !

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 Mark your books with your name

 Keep your name-tag

 Any concern… ask the facilitator!

 Who are you?

 What are your training expectations?

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Who maintains the

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 Kaizen Events & Process Mapping

2. Statistics and hypothesis testing

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Day 1 Day 2 Day 3 Day 4

Lunch Lunch Lunch Lunch

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Day 1 Day 2 Day 3 Day 4

Lunch Lunch Lunch Lunch

DFSS approach &

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12 / Black Belt development program - Week 3

By using best practices By being involved in a project as a member

• « I’m constantly to radically change it »

I see – I act 8D Problem solving KAIZEN Lean Transformation

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How do you conduct a Lean Transformation?

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A Lean Sigma environment is a sustainable

 This transition is necessary in order to realize the operational strategy of

 It enables an improvement in quality, costs and service levels by

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 Lean Transformation vs DMAIC

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• Organization target, roles and

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How do I make sure that

“Focus on actions with added value”

“Move to see it by yourself”

“Be clear on your expectations”

“One team, one goal, one standard”

“Engage people emotionally”

“Respect and build teams”

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Prepare Diagnose Design Plan Implement Refine

2 weeks 3 weeks 1 week 1 week 7 weeks 2+ weeks

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 A single management scope

A scope  An area involving 15 to 50 people

 Potential for significant gain

 One sector where progress will be measured through physical indicators

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Typical leader Involvement Key functions