Lean
Continuous Improvement
Over the next short while …

What is Lean?
– Well, what is it?
– 5 Pillars of Lean

Lean at the University of St Andrews
– How we do Lean (Estates Job Tracking Project)
Lean History in a Nutshell

1910s
o Ford and Mass Production: any colour, as
long as it’s black
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1950s onwards
o Toyota develops their production system

1980s
o “Lean” coined to describe the Toyota
Production System

1990s
o Service industry discovers that Lean works
for other than physical parts
What is Lean?

Philosophy of work

Lean is a way of doing more with less –
less human effort, less equipment, less
material, less time and less space

Two Fundamentals
– Continuous Improvement
– Respect for People
Continuous Improvement: PDCA
Evaluate & follow
up
Define the problem
Define your
objective
Implement solution
Examine the
consequences
Identify
solutions
Act
Plan
Check
Do
Establish temporary
fix?
Identify root
cause(s)
Respect for People

Staff are our greatest asset
– Knowledge and experience
– What works well and what needs to be improved

Lean
– Uses cultural change to deliver dramatically
improved service and decreased costs
– Involves people at the right level to develop a sense
of ownership for work
– Develops team working
5 Pillars of Lean

Maximise VALUE

Understand work as a PROCESS

Create smooth FLOW

Respond to PULL

Aim for PERFECTION
Maximise VALUE

Only do that which adds value
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Eliminate waste
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Transportation
Inventory
Motion
Waiting
Over production
Over processing
Defects
Skills
Understand work as a PROCESS
Something
comes in
Something
happens in here
Something
different goes out
Create smooth FLOW
Tasks
Tasks
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Respond to PULL

Think about the process from the customer’s
perspective
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What does the customer need and when?
Aim for PERFECTION

University of St Andrews motto:
– Aien Aristeuein
– ‘Ever to be the best’

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Why settle for ‘that will do’?
Benchmarking?
Pick up one piece of work and complete it,
or pass on perfect
Lean at the University of St Andrews

Work with Service Units
– Customer Service, Quality, Efficiency
– Schools can focus on Teaching and Research
– Students can focus on Learning

Embed Lean
– ‘Lean’ is how we do things around here
– It’s everyone’s job to improve everything
– Staff take responsibility
8
Step
1.
2.
3.
4.
5.
6.
7.
8.
Request
Scope
Plan
Train
Redesign
Implement
Review
Feedback
Process
Request

An area of potential work is identified
– By anyone
– The process concerned will not be broken
– Evolved to where it is now
Scope

Goals, project team and resources agreed
– Half a day
• Process owner/s
• Key stakeholder/s
– Outcomes
• Goals defined
• Deadline set
• Resourcing identified
• Project team members identified
Plan

Project Team reviews goals etc.
– Half a day
– Outcomes
• Goals finalised
• Data gathering and stakeholder consultation
identified
• How long? How long!
• When and Where
Training

Similar to this presentation
– What is Lean?
– What is the project all about?
– What is going to happen during the project?
and ….
– What does this mean for me?
Redesign

What happens?
– Map how things are done at the moment
– Generate and analyse ideas about how things could be done
– Design a new process (Interim and/or Ideal)
– Create an action plan to ensure the new process is put in place
– Presentation to peers and management

How do we do it?
– Working with the right people, the right information, with the authority to act
– Asking lots of questions - Why? Why? Why? Why? Why?
– Low tech
– Enjoyment!
Implement

New process put in place
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Ideally, the new world begins immediately
All or part may happen during Redesign
Usually, takes time: days, weeks or months
Perseverance
Review


Lean Team maintains a management role
Progress is monitored
– Regular meetings with Project Team
• 2 to 3 hours
• 2 weeks, then monthly until new processes proven
– Maintain enthusiasm
– Maintain momentum
– Deal with issues immediately
Project Outcomes

Better service to Students and simpler
administration for Staff:
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–

Student status letters
Library Services – Acquisitions, Cataloguing, Re-shelving
Student society formation
Student self certification of absence
Menu planning
Finance processes - Cash handling policy, AP, Sales invoicing
Estates job tracking
More time to do the important stuff
Mark Robinson
Lean
University of St Andrews Bute Annexe
Westburn Lane St Andrews KY16 9TS
01334 461780 lean@st-andrews.ac.uk