LSSWB#02 Lean - Management - Essential

Lean
Principes Fondamentaux
• WHAT IS LEAN ?
• WASTES REDUCTIONS
• WASTES
• LEAN, HISTORY & APPLICATIONS

• LEAN, PROCESS, METHODS & TOOLS
• OTHER IMPROVEMENT METHODS
Lean
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• WHAT IS LEAN ?
• WASTES

Lean
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• WHAT IS LEAN ?
LEAN : REDUCTION DES GASPILLAGES
On
Quality
On On
Cost Time
LEAD TIME REDUCTION – 25%
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• WHAT IS LEAN ?
LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE
LEAN – 6 Sigma Management

On On
Quality Quality
On On On On
Cost Time Cost Time
LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%
Customer Satisfaction & Cost Optimization

www.pm-coaching.org
• WHAT IS LEAN ?
VALEUR
VALUE ADDED ACTIVITE DE TRANSFORMATION (Customer wants & need it, target : right first time)
NON VALUE ADDED ACTIVITE NECESSAIRES A LA TRANSFORMATION (regulatory, process inefficiencies, constraints…)
WASTES ACTIVITES NON NECESSAIRES (Gaspillages)
AJOUTEE
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• WHAT IS LEAN ?
VALEUR
TOTAL LEADTIME
INITIAL
10% 60% 30%
Méthode de travail standard VALUE

ADDED
NON VALUE ADDED WASTES
20% 60% 20%

• LEADTIME RÉDUIT
Amélioration LEAN – 6S VALUE
ADDED
NON VALUE ADDED WASTES • RÉDUCTIONS BASÉES SUR NVA & WASTES
• COMPÉTITIVITÉ à Possibilités de
40% 40% 20%
o baisser les prix
Transformation (Evolution) VALUE
ADDED
NON VALUE ADDED WASTES o développer d’autres services/produits
o augmenter les volumes de production
o améliorer la qualité de vie au travail
AJOUTEE
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Lean
• WHAT IS LEAN ?
• WASTES

Lean
www.pm-coaching.org
• WHAT IS LEAN ?
VALEUR
10% 60% 30%
VALUE
ADDED
NON VALUE ADDED WASTES LES 3 FAMILLES D’INEFFICACITÉS:
• MUDA = Gaspillages
20% 60% 20% • MURA = Variation
VALUE
NON VALUE ADDED WASTES
• MURI = Surcharge
ADDED
AJOUTEE
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• WHAT IS LEAN ?
LEAN : REDUCTION DES GASPILLAGES Transportation
GASPILLAGES : TIM WOOD / 7 WASTES

SUR- Inventory
PRODUCTION
SOUS UTILISATION TEMPS

DES COMPÉTENCES D'ATTENTE Motion
REBUTS, NON DÉPLACEMENT Waiting

CONFORMITÉS
STOCKS
Over processing
TRANSPORT
SUR-QUALITE Over production
Les 3 familles d’inefficacités: Defects

• MUDA = Gaspillages
• MURA = Variation
• MURI = Surcharge
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• WHAT IS LEAN ?
LEAN : UN ETAT D’ESPRIT… Ouvert & Curieux Thinking out of the Box
GASPILLAGES : TIM WOOD / 7 WASTES

Solution based
Immediate Correction
No Perfection
Root Cause & Prevention
MFT & Collaboration
KAI : CHANGE
KAIZEN
+ = CONTINUOUS IMPROVEMENT
Continuous Improvement
ZEN : BETTER
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Lean
• WHAT IS LEAN ?
• WASTES

Lean
www.pm-coaching.org
Japon Etats-Unis
QUALITE
LEAN : REDUCTION DES GASPILLAGES PRODUIT 6 Sigma : REDUCTION DE LA VARIABILITE
Introduction des Statistiques

(Gauss, Crosby, Shewhart, Deming)
TOYOTA 1960
Outils d’amélioration de la Qualité
1970
OHNO – Toyota way Réduction de la Variation

1980
OHNO – Toyota Production System TQM – Total Quality Management
1990
Lean Production (Womack, Jones, Ross) Six Sigma
2000
Lean Product Development System
LEAN – 6S
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L’approche fondamentale pour le Lean est composée de 5 étapes :
① Define Customer Value
② Identify Value Stream
③ Create the Continuous Flow
④ Let the Customer Pull
⑤ Continually Reduce Steps, Time Inventories
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MAKE IT SIMPLE
MAKE IT VISUAL
TRUST PEOPLE
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Lean
• WHAT IS LEAN ?
• WASTES

Lean
www.pm-coaching.org

On On
Quality Quality
On On On On
Cost Time Cost Time
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On On
Quality Quality
On On On On
Cost Time Cost Time

SIPOC
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S I P O C
Suppliers Inputs Process Outputs Customers
The provider Materials, resources Set of activities that The products or Customer of the
of inputs to or data required to transform a set of services that process output
your process execute your process inputs into specified result from the
outputs process
5 to 10 major steps
Start End
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On On
Quality Quality
On On On On
Cost Time Cost Time

SIPOC DMAIC - PDCA
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1 2 3 4 5
Define Measure Analyze Improve Control
ü Analyse data
ü Gather VOC / VOB ü Define the AS-IS
ü Identify root cause ü Evaluate solutions
ü Define the PROBLEM ü Define the TO-BE ü Validate Project Benefits
ü Identify wastes ü Optimize solutions
ü Launch Team ü Pareto Chart to focus ü Improve the process
ü Identify solution to ü Test solutions
ü Establish Project Charter ü Design Roadmap ü Standardize solutions
remove wastes and ü Implement solutions
ü Plan Project & Change ü Define Action Plan
eradicate root causes
ü PARETO
ü SIPOC ü Ishikawa
ü SIPOC ü Visual Management ü Control Plan
ü VOC ü 5 Why Tree
ü VSM ü 5S ü Prevention
ü PROJECT CHARTER ü FMEA
ü 5S Analysis ü KAIZEN ü SPC
ü 5W & 2H / QQOQCCP ü PFEMA
ü Stakeholder Analysis ü FMEA ü FMEA
ü IS IS-NOT ü Correlation Chart
ü Spaghetti Chart
• Le DMAIC implique toujours une équipe multifonctionnelle (MFT)

• Le DMAIC est composé de 5 phases associées chacune à l’utilisation d’outils spécifiques
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Conclusion Hypothesis
EXECUTION
LEARNING
Standardize what What you expect
works, or Start another To do and to happen
PDCA cycle
ACT PLAN
CHECK DO
Reflection Execution
Compare the actual Test the hypothesis

outcome Vs the Observe closely
expected outcome
Standardize
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On On
Quality Quality
On On On On
Cost Time Cost Time

SIPOC DMAIC - PDCA PPS
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PRACTICAL PROBLEM SOLVING DMAIC 8D

PLAN
D0
DEFINE
DEFINE
ALL INPUTS
> 50 INPUTS
CREATE A TEAM
D1
MEASURE
MEASURE
DEFINE THE PROBLEM
D2
50%
ELIMINATED
CONTAIN THE PROBLEM
D3
ANALYZE
ANALYZE
SCREENING IDENTIFY ROOT CAUSE (PPS)
D4
< 10 INPUTS
SELECT CORRECTIVE &
D5
IMPROVE
IMPROVE
PREVENTIVE ACTIONS
CRITICAL
3 INPUTS TEST & IMPLEMENT
D6
CORRECTIVE ACTIONS
TEST & IMPLEMENT

CONTROL
CONTROL
D7
PREVENTIVE ACTIONS
Root
Cause
RECOGNIZE TEAM
D8
• Le PPS permet de gérer la complexité d’un problème en identifiant toutes les causes potentielles
• Le PPS permet de se focaliser uniquement sur l’origine de la cause du problème (Root Cause)
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PROBLEM DETECTION
1
HIGHEST QUALITY – LOWEST COST - SHORTEST LEAD TIME
DEVIATION FROM THE
2
JUST IN TIME HIGH QUALITY JIDOKA NORMAL WORKFLOW
• DETECT ANOMALY
3
• OPERATE WITH THE • MUDA – MURI – MURA • STOP & RESPOND THE LINE IS STOPPED
MINIMUM RESSOURCE • PROCESS • MAN – MACHINES
REQUIRED • METHODS HARMONIZATION
4
ROOT CAUSE
ELIMINATION
5
IMPROVEMENT
HEIJUNKA STANDARDIZED WORK KAIZEN &
STANDARDIZATION
STABILITY
Toyota Production System

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On On
Quality Quality
On On On On
Cost Time Cost Time

VSM
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1 2 3 4 5
Define Measure Analyse Improve Control
DMAIC
Define VSM Scope &

Monitor & Standardize
VALUE STREAM MAPPING
Objectives
Identify the corresponding Create & Implement Action

Process Plan
Represent the Process Represent the Process

AS-IS TO-BE
Perform Root Cause

Collect Data & Metrics
Analysis
Identify Waste & Issues in

the Process
MG
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On On
Quality Quality
On On On On
Cost Time Cost Time

VSM KAIZEN
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1 - Get
employees
involved
7 - Repeat on 2 - Gather
an ongoing a list of
problems
basis
Kaizen
Cycle for
Continuous
Improvement
6- If Kaizen requires identifying areas 3 - Encourage
for improvement, creating solutions
successful, solutions,
and plans for a rollout-and then
adopt the Cycling through the process again then choose
solution for other issues or issues that
an idea
Were inadequately
addressed
5 - Regularly
measure and 4 - Test the
analyse the solution
results
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www.pm-coaching.org

On On
Quality Quality
On On On On
Cost Time Cost Time

VSM KAIZEN 5S
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Supprimer - Trier
Supprimer l’inutile
Alléger l’espace de travail
Seiri
Suivre Situer - Ranger

Contrôler l’application Classer logiquement
Progresser Shitsuke Seiton Optimiser l’espace
Encourager les efforts Rendre ergonomique
Méthode
des 5 S
Standardiser Soigner - Nettoyer

Seiketsu Seiso Rendre propre
Maintenir la propreté
Remettre en état
Appliquer les 3 premiers S Faciliter le nettoyage
quotidiennement
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Lean
• WHAT IS LEAN ?
• WASTES

Lean
www.pm-coaching.org
CONTINUOUS IMPROVEMENT
On On
Quality Quality
On On On On
Cost Time Cost Time
BPR
www.pm-coaching.org
BPR
Business Process Re-engineering :
• Changement radical pour un process Implement

• Pour des process techniques transverses à l’organisation
• Attente de gains importants Design
• Attention portée à l’architecture du processus Plan
• L’implémentation inclut :
- Tests
- Formation
- Programme de déploiement avec force de résolution des problèmes
- Passage en mode croisière avec des compétences de traitement des anomalies
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On On
Quality Quality
On On On On
Cost Time Cost Time
TQM BPR
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• OTHER IMPROVEMENT METHODS – TOTAL QUALITY MANAGEMENT
Le Total Quality Management a la réputation d’une méthode a grand coûts pour de

faibles retours sur investissement.
Néanmoins, elle a été une étape majeure et nécessaire pour voir le Lean 6 sigma se
développer dans l’industrie et les services.
Ses points forts :
• Engagement du Management Exécutif

• Collaborations Transverses
Process
• La Qualité incluse dans les décisions stratégiques Improvement
• Responsabilisation des équipes dans la gestion Qualité
• L’entreprise modélisée en processus Planning Process
Process Management
• La Qualité est dictée par le Client
Total
Participation
Customer
Focus
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On On
Quality Quality
On On On On
Cost Time Cost Time
RUMMLER
TQM BPR
BRACHE
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• OTHER IMPROVEMENT METHODS – RUMMLER BRACHE
Construite à partir de différentes méthodes :

approche Processus, Lean, 6 sigma.
3 Dimensions de Performance
Appelé « Nine boxes model »
Management Design Goals
3 Niveaux de performance
La méthode comprend 6 phases
• Improvement planning Concerned with feedback, Concerned with the tools & Concerned with performance metrics
PERFORMER consequences & rewards training needed to do the job & requirements at an individual leval
• Definition as well as job documentation
• Analysis and design Concerned with who owns Concerned with the design of Concerned with the requirement of
• Implementation PROCESS the process & how they the process, work space or the business & the customer
might improve it system
• Management of Process
Concerned with overall Concerned with overall org Concerned with operating plans &
• Turn over to daily teams leadership culture & the charts & process architecture top-level metrics
ORGANIZATION requirement of
performance evaluation
A proprietary program
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On On
Quality Quality
On On On On
Cost Time Cost Time
RUMMLER
TQM BPR
BRACHE
SCRUM www.pm-coaching.org
• OTHER IMPROVEMENT METHODS - SCRUM
Sollicité pour des évolutions techniques de produits souvent

nécessaires pour suivre l’évolution des processus.
PREGAME GAME POSTGAME
SPRINT
RETROSPECTIVE
Daily
SCRU
M
SPRINT SPRINT
PLANNING REVIEW
SCRUM
TEAM
INCREMENT
PRODUCT SPRINT
BACKLOG BACKLOG
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• OTHER IMPROVEMENT METHODS - SCRUM
Scrum Master
(manages the process):
Product Owner
- Diffuse les Valeurs Agile
- Définit les fonctionnalités
- Facilite
du Produit en fonction des
besoins et les priorise - Coach l’équipe
- Garanti le ROI SPRINT

RETROSPECTIVE
Daily
SCRUM
SPRINT SPRINT
PLANNING REVIEW
SCRUM TEAM
INCREMENT
PRODUCT SPRINT
BACKLOG BACKLOG
Team
- Temps Plein
- Organisée et Autonome
- Transverse (MFT)
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On On
Quality Quality
On On On On
Cost Time Cost Time
RUMMLER
TQM BPR
BRACHE
SCRUM CEM www.pm-coaching.org

• OTHER IMPROVEMENT METHODS – CUSTOMER EXPERIENCE MANAGEMENT
• Une Méthode créée spécialement pour les environnements hors Manufacturing

• Elle a renforcée la perspective clients dans les méthodes d’amélioration
• Même pour les Processus sans relation directe avec le Client (Ressources humaines,
finance, légal,…)
à Satisfaction client
à Loyauté
à Chiffre d’affaire
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On On
Quality Quality
On On On On
Cost Time Cost Time
RUMMLER
TQM BPR
BRACHE
SCRUM CEM JUMPSTART www.pm-coaching.org

• OTHER IMPROVEMENT METHODS – JUMP START
• Similaire à l’approche Practical Problem Solving du Lean ou les Kaizen Events

• Opération Flash
• Changements à petite échelle
• Approche light
• La phase de définition du problème est occultée (les gens savent où il est)
Problem Root causes Solutions
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Lean

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Lean

• LEAN, HISTORY & APPLICATIONS

• LEAN, HISTORY & APPLICATIONS

LEAN : REDUCTION DES GASPILLAGES

LEAD TIME REDUCTION – 25%

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE

LEAN – 6 Sigma Management

LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%

Customer Satisfaction & Cost Optimization

LEAN : REDUCTION DES GASPILLAGES

WASTES ACTIVITES NON NECESSAIRES (Gaspillages)

LEAN : REDUCTION DES GASPILLAGES

10% 60% 30%

Méthode de travail standard VALUE

20% 60% 20%

• LEAN, HISTORY & APPLICATIONS

LEAN : REDUCTION DES GASPILLAGES

LEAN : REDUCTION DES GASPILLAGES Transportation

GASPILLAGES : TIM WOOD / 7 WASTES

SOUS UTILISATION TEMPS

REBUTS, NON DÉPLACEMENT Waiting

SUR-QUALITE Over production

Les 3 familles d’inefficacités: Defects

GASPILLAGES : TIM WOOD / 7 WASTES

Root Cause & Prevention

MFT & Collaboration

• LEAN, HISTORY & APPLICATIONS

Introduction des Statistiques

OHNO – Toyota way Réduction de la Variation

L’approche fondamentale pour le Lean est composée de 5 étapes :

① Define Customer Value

② Identify Value Stream

③ Create the Continuous Flow

④ Let the Customer Pull

⑤ Continually Reduce Steps, Time Inventories

• LEAN, HISTORY & APPLICATIONS

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE

LEAN – 6 Sigma Management

LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE

LEAN – 6 Sigma Management

LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE

LEAN – 6 Sigma Management

LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%

• Le DMAIC implique toujours une équipe multifonctionnelle (MFT)

Compare the actual Test the hypothesis

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE

LEAN – 6 Sigma Management

LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%

PRACTICAL PROBLEM SOLVING DMAIC 8D

SELECT CORRECTIVE &

TEST & IMPLEMENT

Toyota Production System

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE

LEAN – 6 Sigma Management

LEAD TIME REDUCTION – 25% DEFECT ELIMINATION – 99%

Define VSM Scope &

Identify the corresponding Create & Implement Action

Represent the Process Represent the Process

Perform Root Cause

Identify Waste & Issues in

LEAN : REDUCTION DES GASPILLAGES 6 Sigma : REDUCTION DE LA VARIABILITE