Continuous Improvement. Continuous Improvement. Natural Work Teams. June, 2001

Transcription

1 Continuous Improvement Continuous Improvement Natural Work Teams June, 2001

2 Continuous Improvement equals CHANGE! Everything is in a state of flux, including the status quo. - Robert Byrne

3 Survive the Age of Change... The winds of change keep building. Blowing harder. Hitting more people. Reshaping all kinds of organizations and altering how they operate. Strong winds. Big changes. And they will naturally bring problems. But the organizations that refuse to change, or change too slowly, will have even bigger problems. They won t survive...

4 Survive the Age of Change... Over 3 million layoffs have occurred in the last 5 years. More than 45% of American companies have reduced their workforces every year since % of all U.S. organizations now outsource services once performed in-house. Merger and acquisition activity has been rising steadily over the past five years and is currently at its all time high. Look at the roster of the 100 largest U.S. companies at the beginning of the 1900 s. You ll find that only 15 are still in existence.

5 What are your Options?? If you try to ignore the situation, change will slam into you and knock you off balance. Getting angry won t make it go away- in fact, temper typically makes things worse. Wishful thinking is a waste of time, too, so don t sit around thinking and talking about the good old days with the hope they ll return. You can t even run away from it, because there s no place you can run that s beyond the range of change. Might as well face the problems and find the opportunities.

6 What are your Options?? How you think, and how you act, becomes very important during times like these. Obviously, you won t be able to control everything that happens to you. But you re in complete control of how you respond to what happens. This is the Age of Instability, where continuously improving and managing the change is everybody s job. Think of it as your personal assignment.

7 Objectives Introduce importance of Continuous Improvement to RMW Identify the components to Continuous Improvement Identify what NWT tasks contribute to CI

8 KAIZEN Kaizen is a process - a way of thinking: Kai = Change Zen = For the Better Kaizen = Continual Improvement

9 Continuous Improvement Starts with people.you!! Focuses its attention on people s efforts People work on processes WE satisfy our customers by improving our processes continually Improved processes improve results

10 Experience Zen The act of doing leads to understanding Understanding leads to doing things better This leads to greater understanding Zen To seek enlightenment by personal experience The only way to know it is to do it

11 Change will make things: Easier Quicker Safer FUN

12 This is as bad as it is ever going to be...

13 Experience Tell me, I ll forget. Show me, I may remember. Involve me and I'll understand.

14 Change Change of behavior makes your habits change Change of personality make your destiny change Change of thought makes your behavior change Change of habits makes your personality change...it s up to you

15 Time Spent on Improvement Activities Where we need to be! Improvement A. Poor Company Junior Senior B. Good Company Junior Senior C. Excellent Company Junior Senior

16 Continuous Improvement Principles Process Creates Results Vs. Results Only Total System Focus Vs. Functional Focus Non-Blaming/ Non-Judgmental Vs. Critical and Blaming

17 1st Principle Process Creates Results versus Results Only

18 Process & Results People work on processes Processes create results A result cannot be changed Balance of process and results

19 Results-Oriented Thinking I DON T CARE HOW YOU GET IT DONE, JUST GIVE ME THE RESULTS!

20 Process Thinking NEW Old (results only) Understanding how things work Valuing improvement Control of process with people Controls as tools for improvement Real time awareness of operation Question oriented to explore what works Power is in helping, teaching, supporting Based more on sensing, listening, looking Demanding outcomes without concern for how Valuing rightness Control of people for outcomes Controls as means of inspection After the fact, tangible results awareness Answer oriented based on right/wrong Power is in knowing, having, keeping Based on numbers, goals, abstractions

21 2nd Principle Total System Focus versus Functional Focus

22 Non-System View Confusion of direction Mis-alignment of resources Excess of conflict De-energizing of people

23 System Thinking NEW Old (Functional) Things understood in context Value harmony, stability, balance Manage relationships Bring people together Appreciation of multiple factors System performance precedes individual performance Steady and smooth production Eliminate fear and create safety Cooperation Things viewed in vacuum Value stimulation, Hi/Low s, crisis Manage event/things Separate people/isolate Simple cause/effect only Individual performance valued at expense of system Bursts of energy to get things done now! Drive with fear Competition

24 3rd Principle Non-Blaming/Non Blaming/Non- Judgmental versus Critical & Blaming

25 Non-Judgmental View Allows real issues to emerge Decreases negative blaming activity Increases trust Increases quality of communication Increases capability

26 Traditional Critical View After-the-fact critical judgement Who is wrong overrides what is wrong Drives people into defensive posture Issues submerged for years Creates crisis orientation

27 Welcoming Problems! Where no problem is perceived, there can be no improvement Problems are a mountain of treasures Lowers the water level Breaks down departmental barriers

28 People and Problems People are not the problem! Blaming people does not solve your problem The answer is to make people problemsolvers!

29 Where do we look to find opportunities? Myself The Other Person My Work Place I Can Take Initiative Other s Work I Cannot Take Initiative Place My Work Place Other s Work Place Source Countermeasures Location

30 The Lone Ranger

31 YOU Impact... the work being done,...the value being created, where the problem-solving is delegated! Your Team Resources roles are to assist not to tell them what to do.

32 5 NWT Principles for Continuous Improvement 1. When an abnormality occurs, go to NWT first 2. Check with the 5 M s-- Machine, Material, Measurements, Methods, Man 3. Take temporary countermeasures on the spot 4. Find root causes 5. Standardize to prevent trouble from recurring

33 Rules for Continuous Improvement for the NWT 1. Disregard conventional thinking about production 2. Think of how to do it, not why it can t be done 3. Don t make excuses. Start by questioning current practices 4. Don t seek perfection. Do it right away--even if it stands only a 50% chance of working 5. Correct mistakes immediately 6. Don t spend money for Continuous Improvement 7. Wisdom is brought out when faced with hardship 8. Ask WHY 5 times and seek the root cause 9. Seek the wisdom of ten people rather than the knowledge of one 10. Remember that opportunities for Continuous Improvement are infinite

34 What s Next for Your NWT? Activities to facilitate C.I.: 5S - Elimination of waste PDCA (Plan, Do, Check, Act) - Problem Solving Techniques Four Metrics - Safety, Quality, Schedule Attainment, Productivity Meeting with Navigators - Communicating with management