© 2015 Matt HorvatOctober 15, 2015
© 2015 Matt Horvat
Matt HorvatManagement Systems Coach
1. Quarterly “gemba” visits to a member’s organization2. Collaboration with and for non-profit Lean work3. Information sharing at local relevant events4. Offline mentoring and collaboration
LeanPDX.org Started 2010
Refreshed Vision 2015Now 300 members on Linked In
30+ turned out for our first Un-Conference in August, 2015
© 2015 Matt Horvat
Agen
da
Brief history of industrial improvement
Your problem solving culture today
Barriers to effective problem solving: depersonalization and organization
Tips and tools to help
Friends of the Children case study
Your turn
+/^
© 2015 Matt Horvat
Lean: a bad reputation
Benevolent tools used by
tyrants promote tyranny
The VW Bug was commissioned by Adolf Hitler in 1934
© 2015 Matt Horvat
1891Shewhart
1867Toyoda
1900Deming
1863Ford
1868 & 1878Gilbreths
1856Taylor
© 2015 Matt Horvat
What describes your culture?
• A focus on ‘big problems’ or on solving small problems daily
• Managers ask ‘what did you do?’ or ‘what caused it?’
• A new priority every month vs. accountability over time
• Problems discussed at length or meaningful action
• Decisions reserved for senior leadership or experimentation promoted
• Director leading or director enabling
• A belief that if people would just do their job and not screw it up things would be better
6
© 2015 Matt Horvat
52 percent of millennials said “living or working in a healthy environment” is influential to their personal health, over only 35 percent of Baby Boomers. -Consumer Health Mindset, 2014
© 2015 Matt Horvat
Lean is about improvement
Nichijō Kanri(daily fundamental
management)
Hoshin Kanri(direction-setting management)
Mattaku Kanri shimasen(It is not at all management)
Time
Perf
orm
ance
© 2015 Matt Horvat
Action Cycle
Adapted from http://conversationsforaction.com/history/basic-action-workflow
© 2015 Matt Horvat
What’s the difference?
• Metric
• Goal
• Problem
• Solution
• Cause
© 2015 Matt Horvat
Problem Solving Tips1. Disregard the negative
assessment to depersonalize the gap!
2. Measure the gap with numbers!
3. Use a problem solving framework to help get organized!
4. Focused on the customer!
© 2015 Matt Horvat
Tools are Useful When
They:
Assist with communicating
Apply science to problem solving
© 2015 Matt Horvat
Communication Tools• Process Capabilities
• Graphical Analysis
• Cause and Effect Diagram
• Failure Mode and Effect Analysis
• Hypothesis Testing
• ANOVA
• Correlation
• Simple Linear Regression
• Single Minute Exchange of Dies
• Total Productive Maintenance
• Design for Six Sigma
• Quality Function Deployment
• Design of Experiments
• Mood’s Median Test
• Control Plans
• Cellular Processing
• Cellular Processing
• Spaghetti Diagrams
• Histograms
• Pareto Charts
• Capability Analysis
• Control Charts
• Defects per Million Opportunities
• Project Charters
• SIPOC
• 5S
• 7/8 Wastes
• Kaizen
• Fishbone Diagrams
• Root Cause Analysis
• Process Mapping
• Financial Justification
• One Point Lessons
• Value Stream Mapping
• Poka Yokes
• Kanbans
• Pull and Push Flows
• Visual Management
• Kano Model
• Critical to Quality (CTQ)
• Affinity Diagram
• Measurement Systems Analysis
• Comic Strip
© 2015 Matt Horvat
Problem Solving Tools
• Scientific Method
© 2015 Matt Horvat
1 page problem solving tool
known as A3 for metric size of tabloid paper
https://goo.gl/CmDPRW
© 2015 Matt Horvat
© 2015 Matt Horvat
Mary, Joe, Gary, Denise, Rachel
basically all of the senior leadership+ Bret, Matt, Janice, Richard and others from LeanPDX
© 2015 Matt Horvat
© 2015 Matt Horvat
A few known problems surfaced immediately
1. Accessibility2. Using data for coaching best practices3. Travel time4. Communication with field staff
© 2015 Matt Horvat
And then the map hung out
for a while
21 different initiatives were identified.
© 2015 Matt Horvat
Focus Group1. What three activities take up most of your time when you're not working directly with a child?
2. What ideas do you have for reducing time spent away from direct work with children?
3.What small opportunities do you see for increasing efficiency?
4. What things are you asked to do by management that you don't understand/want to do?
5. What is your preferred mode of internal communication? How valuable are meetings?
6. How can time spent with children be more effective?
7. What is your biggest frustration as far as time wasters?
8. If asked by the FOTC Board for your advice, what would be your three best suggestions for improving efficiency at FOTC?
© 2015 Matt Horvat
2 groups50% of all employees
Conversations transcribed,categorized and tabulated, considered and prioritized,analyzed and scrutinized…
Lesson Learned:Once we had focus;
action was easy!
© 2015 Matt Horvat
Parent A3
© 2015 Matt Horvat
Child A3(can be many children)
© 2015 Matt Horvat
Your TurnTake 15 minutes to clarify the problem and get
prepared to report back
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