CREATING A PROBLEM SOLVING CULTURE ISM 7/20/2017

Transcription

1 CREATING A PROBLEM SOLVING CULTURE ISM 7/20/2017

2 Yur Presenter: Ashley Yentz Career Fcus Areas: Respnsibilities in visin creatin and deplyment, prject crdinatin, team leadership, detailed data analysis and frecast mdeling, als cnducting cre functins within several peratinal disciplines. Skilled in caching rganizatins thrugh their lean lgistics implementatin: strategy deplyment, culture change, prcess standardizatin Directr - Accunt Management LeanCr Supply Chain Grup ayentz@leancr.cm Prir Rles: Kaizen Leader, Strategic Planning - Tyta Mtr Sales U.S.A. Cntinuus Imprvement Leader - Tyta s Parts Operatin Supply Chain Transprtatin Analyst - Hilti, Inc.

3 Abut LeanCr Supply Chain Grup Trusted supply chain partner that specializes in lean principles t deliver peratinal imprvement. Lean, supply chain, six sigma, and leadership curses that develp peple capability and prblem slving skills while building a culture f peratinal excellence. Prject-based, end-t-end supply chain slutins that imprve yur prcesses, reduce inventry and Ttal Cst, and ptimize yur netwrk. Outsurced transprtatin, supplier, and warehuse management slutins that ptimize material flw and reduce csts. Advancing the Wrld s Supply Chains

4 Supprting Manufacturers, Distributrs and Retailers t IMPROVE Transprtatin and Supply Chain PERFORMANCE REDUCE Transprtatin and Supply Chain COST MEASURED RESULTS THROUGH ADVANCED PROCESSES: Planning + LEAN Visibility PRINCIPLES: Cntrl Leading Technlgies Peple Develpment Cntinuus Imprvement TRANSPORTATION Visibility Standardizatin Leveled Flw Velcity Quality at the Surce End-t-End Supply Chain Management 4

5 Relentless Cntinuus Imprvement (RCI) Right Prduct > Right Place > Right Surce > Right Time > Right Quantity > Right Cst > Right Prviders RCI Gals: RCI reprting and management system t strive twards the custmer VOC and custmer defined metrics. ( eg. safety, cst, quality, delivery) RCI Stage 1: RCI generated frm day t day activities, plan vs. actual gaps in hur t hur activities; immediate imprvement. ( eg. freight cnslidatin, cube utilizatin, master bill f lading, mde selectin) RCI Stage 2: Pr-active tactical RCI frm # 2, but may require lnger implementatin timelines. (eg. packaging, supplier fill rate imprvement, carrier perfrmance) RCI Stage 3: Pr-active, LeanCr generated strategic RCI recmmendatins. ( eg. netwrk design, velcity, flw, prcess quality, supplier and custmer netwrk perfrmance ) 5

6 Custmers

7 The Lean Enterprise System Learning Organizatin Lng Term Thinking The Peple Students & Teacher Respnsibility & Results Systems Thinker Prblem Slver G See Respect Fr Humanity Custmer Fcus Waste Eliminatin Quality at the Surce Flw - JIT Stability The Prcess Change Agent PDCA Standardizatin Creating Custmer Value The Purpse

8 Lean Thinking - Fundamentals Articulate Yur Purpse and Custmer Value Prpsitin Build the Learning Organizatin Shw Respect fr Peple Shw Respect fr Prcesses- Stability, Standardizatin, Quality at the Surce Make Prblems Visible - Slve Prblems in Real Time Eliminate All Waste- D Only Thse Things That Add Value t the Custmer Think Lng Term as Well as Shrt Term Cntinuusly Imprve: Get Better Every Day Teach the Pwer f Prcess Review and use a simple and standard prblem slving mdel

9 What is a prblem? The Prblem Slver What des this even mean?

10 Prblem Slving and Prcess What we need t recgnize is that mst prblems are assciated with prcesses. Therefre, the Lean Prblem Slver needs t be a prcess thinker.

11 Applicatin Questin What is a prcess?

12 Prcess Elements: Brilliant Prcesses If it s all abut prcesses, we shuld knw what a prcess is: A systematic series f actins directed t sme end. Supplier Input Prcedure Timing Output Measure Custmer Y = f(x) Business is abut taking inputs and transfrming them int utputs that ur custmer will see value in. Hw well we d this determines hw well ur rganizatin perfrms.

13 Inputs and Outputs What ther inputs are required t make this delicius burger? = f( +x+x)

14 Secnd Law f Thermdynamics In a system, a prcess that ccurs will tend t increase the ttal entrpy f the universe. Secnd law f thermdynamics Entrpy: The steady deteriratin f a system r sciety. System: A grup f interacting, interrelated, r interdependent elements frming a cmplex whle. What des this have t d with Prblem Slving?

15 Applicatin Questin Why is it critical t have frmal prblem slving mdels?

16 ORLOE Prblem Slving Mdel Execute Optimize Learn Review Operate D the Wrk & Identify the Prblem Plan & perfrm the wrk. Identify gap between plan vs. actual cnditin. Define the Prblem Dcument & validate current state. Develp a clearly defined prblem statement. Determine Rt Cause Identify all pssible causes t the prblem. Islate critical few rt causes t the prblem. Identify Slutins Develp slutins that address the rt causes t the prblem. Ensure the slutins supprt the entire value-stream. Implement & Sustain the Slutin Cmmunicate, train, and Implement the slutin. Measure and mnitr the impact f the slutin.

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19 Reinfrcing the Learning Organizatin Learning Organizatin Prblem-Slving Organizatin Lwers the Water Level Makes Prblems Visible Natural Teamwrk Created Organizatinal Learning Occurs

20 Lean Organizatins Think Differently

21 Questins? Ashley Yentz Directr, Accunt Management