Lean is more than Tools

International Lean Conference

Nashville, TN
May 20 – 22, 2008

Joe Ziskovsky
Director of Operational Excellence
Johnson Screens

Copyright 2008 – Joe Ziskovsky

 What is Lean all about?

…doing more with the same,

then doing more with less,

then doing more with more.

Joe Ziskovsky, April 2007
Lean Education. 2007

Copyright 2008 – Joe Ziskovsky

 What is Lean?

It’s is a way of seeing and managing the way

work is done in a manner that allows you to
identify and eliminate waste.

Lean is a concept - a way of thinking, it

is NOT a tool!
– It’s a philosophy / a culture that MUST be
practiced throughout the organization, day in
and day out

Copyright 2008 – Joe Ziskovsky

 The House of Lean

Customer
Satisfaction

Just In –Time Respect for

Flow People
ous nt Teamwork
u e
it n em 100% Quality
Waste
o n ov
Reduction C pr Visual Control
Im

Learning and Satisfaction

Stability

Copyright 2008 – Joe Ziskovsky

 Stability
• Trained and empowered workforce
– The key role of leaders
• Train so can be empowered
• Commitment
– Value: How does everyone contribute
– Discipline
• Believe in it
• Learn and teach to others
• Situational awareness
– Understand the work
– Understand the customer
• Mutual Trust
– A daily task

Copyright 2008 – Joe Ziskovsky

 Learning and Satisfaction

• People need to see the big picture & their part in it

– How they contribute to end result
• Responsibility and control
– Autonomy
– Kaizen and Problem solving
• Allow to take action on own problems
• Cross trained and multi-skilled
– Can always to better
– Human development is at the very core of TPS / Lean

Copyright 2008 – Joe Ziskovsky

 The House of Lean

Customer
Satisfaction
C
Sa ust
tis om
fa er
ct
io
Just In –Time nRespect for
People
Flow
o us nt
u e Teamwork
it n em
Waste o n ov 100% Quality
Reduction C pr
Im Visual
Control

Learning and Satisfaction

Stability
Copyright 2008 – Joe Ziskovsky
 Respect for People
The Forgotten Column in the House of Lean

• Hire smart people

• Give them great latitude in how to do their
work
• Hold them to objective measures of
performance
• Challenge every step of the way
• Management involvement in problem
solving shows the highest form of respect.
Copyright 2008 – Joe Ziskovsky
 The Problem Solving Process
• Ask what the problem is with the work currently being
done
– Challenge the answer, enter into a dialogue
• Ask what is causing this problem
– Dialogue about root causes
– Gather evidence in the Gemba (work place)
• Ask what should be done and why chose one solution
over another
• Ask how they will know when the problem is solved
– Jointly the manager and employee agree
• Implement and start over

Copyright 2008 – Joe Ziskovsky

 Essential Elements of Lean

• It’s a management system / a culture

• Is all about value from customers view
• Development of habit of asking ‘WHY?’
• Process Definition & Seeing flow in ‘processes’
• Properly defining waste to create value
• Kaizen has a deeper meaning – ‘learning’
• Metrics are consistent with Lean
• “Respect for People”

Copyright 2008 – Joe Ziskovsky

 Culture
• A commonly held set of doctrines, beliefs,
values, morals and symbols. The way we do
things.

• An organization’s culture has a profound impact

on the effectiveness of the organization.

• Determined by the behavior of senior

management for most part.

Copyright 2008 – Joe Ziskovsky

 Impact of Culture
• Influences the most important issues of
organization life
– How decisions are made
– How human resources are used
– How people respond to the environment
– What is tolerated and not tolerated

Copyright 2008 – Joe Ziskovsky

 Lean Culture
• Focused on a “customer-first” philosophy
• Totally committed to Continuous Improvement
• Encourages all members to be problem solvers
and experimenters, giving recognition for successes,
realizing that not all experiments are successful, but
learning from failed experiments (TRYSTORM)
• Quickly responds to all suggestions, implementing as
many as possible. If not implemented, information is
given as to why. Become leaders/coaches vs. just
managers
• Uses work teams and project teams to search for
and implement improvement ideas.
• Works to help everyone keep learning
• Seeks perfection in products, services and
processes.
Copyright 2008 – Joe Ziskovsky
 A Lean System
• Creates value for customers, both internal and external
• Respects, involves and serves its people, its community
and the environment
• Focuses on improving people first
– Values learning, where everyone learns and improves everyday
• Pursues a common vision and clear goals
• Anticipates, identifies and solves problems throughout the
organization
• Effectively and efficiently produces and delivers quality
goods and services to exact customer demand.
Stability with Flexibility
Copyright 2008 – Joe Ziskovsky
 Guiding Principles
• Specify value in the eyes
Another of the customer.
view
• Identify value stream and eliminate waste
and variation.
• Make value flow at pull of the customer.
• Involve, Empower & Engage Employees.
• Continuously improve knowledge in
pursuit of perfection.

Copyright 2008 – Joe Ziskovsky

 Value
• Market based demand / need

• Understanding values as seen by customer

– Highest quality
– Lowest cost
– Timely delivery
– Largest variety
– Caring service
– Minimal environmental impact
– Etc.

Copyright 2008 – Joe Ziskovsky

 Value
• Need to change perception from a product-
based view to a ‘ process-based’ view

• Processes
– Tangible
– Knowledge / Information

• Processes = Work

Copyright 2008 – Joe Ziskovsky

 Work can be Invisible
• Daily processes become so familiar that
they become invisible
– What is so obvious, you no longer see

• Seeing process can be hard

– …but it all starts here, if you can’t see the
process you can’t improve it

Copyright 2008 – Joe Ziskovsky

 3 elements of any process

• Customer
– Can be internal or external
– Sets the demand or need
• Process owner
– Whoever does the work
• Supplier
– Input to the process
– Can be internal or external

Copyright 2008 – Joe Ziskovsky

 Processes, processes,
processes…

Manufacturing Education / Training

Engineering
Finance
Human Resources
Marketing

Support Services Sales

President / Admin.
Copyright 2008 – Joe Ziskovsky
 Managing Daily Improvements

• OFI Questions

• Quick and Easy kaizen concept

from Norm Bodek’s Book
“The Idea Generator”

Copyright 2008 – Joe Ziskovsky

 Opportunities For
Improvement
(OFI’s)
• Quick and Easy Kaizen (CI in action)
– Capture the idea
– Implement the improvement
– Document the improvement (Sharing)
– Develop a way to surface problems NOW and respond NOW

• Waste elimination opportunities

– Ask questions, 5 Why’s and a How, CIP process
• What keeps you from doing your job?
• Is everything you do value added?
• Do you have all the things you need to do your job when you need to
do it?
• How do you know if you did a good or poor job today?

Copyright 2008 – Joe Ziskovsky

 Did your supplier Hi, I’m OFI.
provide defect free What keeps you from
product to you? effectively doing your
job?

Do you have all the

information you Do you have the
need? proper tools and
materials you need?

Do all of your Which of the eight

activities provide wastes can you
value to your eliminate?
customer?
What will make your
work easier?

Copyright 2008 – Joe Ziskovsky

 Management
• Have a Commitment

• Have involvement and actively participle

• Change in their role, from manager to leader /

coach.

• Know the processes they manage and report on

improvements made monthly.

Copyright 2008 – Joe Ziskovsky

 Change
• From Firefighting to Proactive Coaching
• Managing the tools
• Can’t solve problems alone
– Management or employee need each other
– Listen
• Personal/ Professional Development opportunities
made available

Copyright 2008 – Joe Ziskovsky

 Success factors vs barriers
• Critical Success factors • Barriers
– Organizational culture and
ownership – Lack of ownership by
– Management commitment and middle management
capability – People resistance to
– Strategic approach change
– Available resources – Poor selection of
– External support improvement teams
– Communication and
engagement – Failure of leadership
– Teamwork – Compartmentalization
– Timing (silos)
– Lack of resources
– Poor communication

Copyright 2008 – Joe Ziskovsky

 But Still Need Tools
Stand
ard W
o rk
TP D TO
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5S SM C
VSM Kanban
VA TW
FA I
ok e
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ke l Loa
Po ding
6 en
Si iz
gm K a
JIT a Hoshin Kanri
Copyright 2008 – Joe Ziskovsky
 Applying the tools to sustain
• Use the right tool at the right time
• Develop experts who can coach others in
properly using the tool
• Start at the top
– Management needs to understand how to use
the tools and participate
• NOTE:
– Tools do NOT need to be applied the same
way everywhere
Copyright 2008 – Joe Ziskovsky
 It’s a Journey
People

Processes

Tools

Managed / Led

Copyright 2008 – Joe Ziskovsky

LEARNING is finding out what you already know

DOING is demonstrating that you know it

TEACHING is reminding others that they

know just as well as you
From
“ILLUSIONS, The Adventures of a Reluctant Messiah”
By Richard Bach

Copyright 2008 – Joe Ziskovsky

 Start by Teaching Lean Early
• Lean learning
– K – 12 schools
– Colleges and Tech Schools
• Need business support to develop skilled
people for the future
– Availability of skilled people is shrinking as the
work force ages

Copyright 2008 – Joe Ziskovsky

 Summary
• Tools are important but…
– People are OUR most important asset
– Managers job is to support the team members
• Lean is not just a set of concepts,
techniques and methods
– It’s a philosophy / culture that MUST be
practiced throughout the organization, day in
and day out

Copyright 2008 – Joe Ziskovsky

Copyright 2008 – Joe Ziskovsky