8 Ways to Create an Infrastructure
that Supports Lean
Presented by
Jeff Hajek
Gotta Go Lean
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Tim McMahon
A Lean Journey
Version 8/3/2011
Introduction
Leadership
What Makes
Lean Thinking
Work?
Lean
Thinking
Infrastructure
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Competency
Leadership Vision & Strategy
• Leaders must create the
vision, then energize and
enable the organization to
achieve it.
• Strategy makes decision
making clear and
consistent.
• An integrated strategy
helps develop and
strengthen interfaces
amongst other teams.
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Additional Reading: The 6 P's of Leadership
http://www.aleanjourney.com/2010/01/6-psof-leadership.html
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:2011_State_of_the_Union.jpg
Create Dedicated Project Areas
If my area is
5S’ed, where do I
work on projects?
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Create Dedicated Project Areas
5S
removes
extra items
Improvement
requires space
and tools
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
• Make an improvement
workshop with…
 Space to work
 Community tools
 A range of materials
(use kanbans to stock)
Competency Through Training
• Deploying Lean is not for
amateurs.
• Lean experts provide
mentoring and support
throughout your Lean
deployment.
• Identify both current skills
and forecasted
requirements.
• Fill the skills gap with
comprehensive training.
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Additional Reading: Learn Continuously
http://www.aleanjourney.com/2011/01/learn
-continuously.html
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:HAZMAT_training.jpg
Build a Lean Library
With higher
expectations on me,
how can I learn more
about Lean?
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Build a Lean
Library
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
• Make a Lean Library
with…
 Books
 Multiple copies of
staple Lean books (i.e.
Lean Thinking,
Whaddaya Mean I
Gotta Be Lean?)
 DVDs
 Posters, QRCs
 Training Materials
 Forms and Tools
 CI Process Docs (Internal)
 Best Practices
Cross Functional Teams
• Teams are greater than the
sum of the individual parts.
• Teams need to be mentored
and developed.
• Effective teams use a set of
values that encourage
listening and responding
constructively to views
expressed by others.
Additional Reading: Not All Groups are Teams
http://www.aleanjourney.com/2009/06/not-all-groups-are-teams.html
Image courtesy of Wikimedia Commons
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
http://commons.wikimedia.org/wiki/File:MAORI_TEAM_.jpg
Form a Resource Team
How does
production
happen when I
am on a project?
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Form a
Resource Team
• Responsibilities
 Backfilling
 Specialized project skills
(welding, MS Office etc.)
 Project area training
 Kaizen team member
(ringer)
 Kaizen prep / pre-work
 Development
opportunity
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Trained on “A”
CrossTraining
A
A&B
B
B&C
C
Link to Suppliers and Customers
• Establish linkages with
supplier and customer
base.
• Promote learning across
the entire value stream.
• Treat external and internal
suppliers the same.
• Build relationship on
mutual respect (win-win).
Additional Resources: A Lean Journey Facebook Page Daily Lean Tips
http://www.facebook.com/ALeanJourney?sk=notes
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Red_truck_USA.JPG
Provide Capacity for All Tasks
When are we going to
do that???
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Provide Capacity for All Tasks
Time
Is it realistic to plan
40 hours per week
for production?
Production
Time
Production
Training
Kaizen
Vacation/Sick
Maintenance
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Make sure the time
budget matches the
improvement plan.
Conclusion
1.
Leadership Vision & Strategy
2. Create Dedicated Project Areas
3.
Competency Through Training
4.
5.
6.
7.
8.
Build a Lean Library
Cross Functional Teams
Form a Resource Team
Link to Suppliers and Customers
Provide Capacity for All Tasks
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Next Webinar…
10 Random Tips to Help
Supercharge You on Your
Lean Journey
September 3, 2011
9:00 AM PDT
Follow-up Information
• http://www.GottaGoLean.com
• Lean Training System
• http://www.velaction.com
/products-services/leantraining/
• COMING SOON…
• Lean Office Exercise
• Poka Yoke Exercise
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
http://www.ALeanJourney.com
http://www.facebook.com/ALeanJourney
@TimALeanJourney
A Lean Journey LinkedIn Group
Questions
Jeff Hajek
Info@Velaction.com
www.GottaGoLean.com
1.800.670.5805
Tim McMahon
http://linkedin.com/in/timothyfmcmahon
860-469-LEAN (5326)
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.
Copyright Terms
• You may modify this presentation for use
within your own organization.
• You may distribute this presentation within
your own organization.
• You may not distribute this presentation, its
derivative works, or images contained within
it outside of your own organization.
© 2011 by Velaction Continuous Improvement, LLC and Tim McMahon.
All Rights Reserved.