Denver Peak Academy
Black Belt Training
Day 1 – Introduction to Innovation
AGENDA – BLACK BELT DAY 1 –
INTRO TO INNOVATION
Topic
Time
Morning
•
•
•
•
8:00am – 10:30am
Welcome & Introductions,
Course Objectives/Agenda & Group Norms
Peak Performance & Innovation
Lean & History of Lean
BREAK
10:30am – 10:45am
Late Morning
• A3 Thinking and Exercises to build an A3
• Voice of the Customer
10:45am – 12:00noon
LUNCH
12:00noon – 1:00pm
Afternoon
• A3 Gap Analysis
• Tools to ID Waste: Process Mapping, Spaghetti Diagram,
Fishbone Diagram, the 8 wastes, The 5 Whys
1:00pm – 3:00pm
BREAK
3:00pm – 3:15pm
Late Afternoon
• Current & Future State Metrics
• Tools to ID Waste (Cont’d): Gemba Walk & Prep for Day 2
• Close Day 1 (Q’s and Discussion)
3:15pm – 5:00pm
Peak Academy
Peak Performance & Innovation
TAKE A TRIP THROUGH THE MATERIAL
• Agenda for each day
• Presentations 1-5
• Reference Guides
o Additional references can be found at www.BMGI.org & on City
University
• BMGI
o Breakthrough Management Group, Inc. is a firm that specializes in
Lean, Six Sigma, and other methods
o They provide free learning modules online at
http://www.bmgi.org/training/elearning
o Throughout Black Belt training, you will see BMGI courses listed
that are related to the current topic
OBJECTIVES FOR BLACK BELT TRAINING
• Think Differently: Start with Why
o Importance of the A3 to planning and delivering Innovations
• Intro to Innovation (Lean) & History of Lean
o
o
o
o
Value Streams
Tools to ID Waste
Tools to Eliminate Waste
Lean Simulation
• Present your ideas for Innovation
o What you might work on after completing Black Belt training
GROUP NORMS
• Take a couple post-it notes and write down one positive and
one negative guideline for interaction during this week
• Think about:
o How you want the group to act;
o What guidelines you want the group to follow; and
o What you want, or not want, to see during this week?
• Put them on the “Norms” poster – one on the smiley face
part, the other on the frowny face part
6
GOALS
• Take a post-it note and write down your goal(s) for this week
• Think about:
o What you’d like to accomplish this week;
o What you expect will happen; and
o What you’d like to take away from this week
• Put it on the “Goals” poster
7
START WITH “WHY”
•
Video
o Simon Sinek – Start with Why
http://www.youtube.com/watch?v=u4ZoJKF_VuA
•
Discussion
o
o
o
o
Have you seen this video before?
What did you like about the video?
Did you learn or were you exposed to something new?
What things did you like (or not like) about the video?
DENVER PEAK PERFORMANCE: WHY?
Mayor’s Vision
Statement
We will deliver a world-class city where everyone matters.
We believe in improving outcomes by
focusing City resources on:
 Youth
Why
 Jobs
 Safety Net
Customer Experience
Sustainability – Financial & Environmental
DENVER’S
PEAK PERFORMANCE FRAMEWORK
Citywide Strategic Framework
Strategic Planning
Safety
Net
Jobs
Customer Experience
Monitoring
Innovation
Strategic
Plan
Performance
Metrics
Sustainability
People
Financial
Process
Technology
• Dashboard Development
• JDIs – Just Do Its
• ID Value Streams
• Workshops
• ID & Prioritize Innovation
Opportunities
• RIEs – Rapid Improvement Events
• Create Innovation Plan
• New/Updated Technology
• Projects – Larger scope, usu. Multi-agency
• Strategic Resource Alignments (SRA’s)
Innovation Fund $
Benefits Tracking
Youth
Hard $ Savings
(budget impact)
Soft $ Savings
Service Level
Improvements
Human
Development
PROCESS INNOVATION PLAYBOOK
FOR AN AGENCY/DEPT
Strategic
Plan
Exec
Training
Metrics
Exec Training
from Peak
Academy
• How to Lead
Innovation
• What is
Innovation in
your organization
• ID Org’s Value
Streams
• Prioritize VS’s to
conduct VS
Analysis (VSA)
Innovation
Planning
Value Stream
Analysis for
each High
Priority VS
• Facilitator-led
• VS Mapping
• Create
Innovation Plan
for each VS
• Charter high
priority
opportunities
Innovate!
Innovations:
• Just Do Its,
Workshops,
Rapid Imprv
Events, and
Projects
Tools
• A3 Thinking
• Visual Mgmt
• Stand Work
Celebrate!
Celebrations!
• 30/60/90
Readouts
• Feed innovation
results into
Peak
Performance
Qtrly Readouts
• Citywide Impact
Statements
Agency/Dept. Steering Committee
Foundational
components to
support
Innovation
(Governance – Internal Agency Leaders: Visioning, Leadership, & Follow-through for Innovation)
Innovation Experts
(Core Team: Green Belts, Black Belts, Peak Performers, & Facilitators)
Peak Academy – Training & Facilitation Support
Peak Academy
Tennis Ball Exercise
(Lean Concepts)
TENNIS BALL EXERCISE: RULES
1
No one can touch the ball more than once
2
Follow the same order in each round
3
There can be no drops (“defects”): Start Over
4
The ball must pass through everyone's hands
5
Must be done in 5 seconds
TENNIS BALL EXERCISE: DEBRIEF
• What breakthrough ideas allowed your team to improve the most?
• What did you eliminate from the process?
o
o
o
o
Distance?
Throwing
Catching
Flight time?
• Did you:
o
o
o
o
Work as a team to ID the steps in the process?
Create “Flow”?
Seek perfection?
Question the rules of the exercise in order to innovate?
Peak Academy
Process Innovation 101 (Lean)
WHY LEAN?
• Lean is not a proprietary methodology
o Continuing to do business in the same way is not sustainable


Demand for Denver services is increasing
Resources are limited
o The City of Denver closed a budget gap of $94M in 2013
o There’s no $ to invest in proprietary approaches
• This is “Us Investing in Ourselves”
• So what is Lean, anyway?
• For more information, see BMGI Course: Introduction to Lean
HISTORY OF LEAN
Eli Whitney
Interchangeable
Parts
Frederick
Taylor
Time Studies &
Standardized Work
Kiichiro
Toyoda &
Taiichi Ohno
Toyota Production
System
Variety of
products
Staff-driven
improvements
5 principles of
Lean
Henry Ford
Assembly Lines
1790
1890
1910
1930
Frank & Lillian
Gilbreth
Shewhart,
Deming, & Juran
Motion Studies &
Process Charts
Statistical Process
Control
1950
1970
1990
Womack,
Jones, & Roos
“The Machine That
Changed the World”
17
FIVE PRINCIPLES OF INNOVATION
1. Identify the value that your customers demand
2. Map the steps required to deliver value to your customers
3. Deliver value to customers on demand (called “Pull”)
4. Deliver value to customers without waste (called “Flow”)
5. Seek perfection: standardize and solve to improve
• For more information, see BMGI Course: Five Principles of Lean
Transformational learning requires deep
personal experience:
“Tell me and I'll forget;
show me and I may remember;
involve me and I'll understand.”
- Chinese Proverb
WHAT IS LEAN, ANYWAY?
•
•
•
•
Lean is a continuous improvement methodology
Lean strives to remove waste and deliver value to customers
Is driven by our colleagues, it is NOT top-down
Lean includes a set of tools to…
o Identify Waste: Some examples include:




Identifying the 8 types of Wastes
Gemba Walk
Process Mapping
Spaghetti Diagrams
o Eliminate Waste: Some examples Include




6S – Sort, Straighten, Shine, Standardize, Sustain, and Safety
Standard Work
Just Do Its (JDIs)
Production Boards
Is Waste a dirty word?
WASTE IS DISRESPECTFUL…
• Waste is disrespectful of HUMANITY because it wastes scarce
resources
• Waste is disrespectful of INDIVIDUALS because it asks them to do
work with no value
• Waste is disrespectful of CITIZENS because it asks them to endure
and pay for processes with no value
BREAK
• Let’s take a quick BREAK
Peak Academy
A3 Thinking
WHY USE “A3” THINKING?
• An A3 is a….
o Problem Solving Tool
o Consensus Building Tool
o Communication Tool
o Learning Tool
WHAT IS AN A3?
• Derives it’s name from…
o Metric paper size: equal to 11” x 17” (an “A3”)
• Structured approach for planning & problem solving
• Ensures consistency when planning and executing your
innovations
• Allows you to track benefits from innovations
THE SPIRIT OF THE A3….
• Promoting belief for Innovations…
o Allows a group to work together & ensures inclusion
o Inclusion promotes teamwork
• Structure, structure, structure
o Follow the boxes in order
• Very thoughtful approach…
o Boxes 1-3: Planning the Innovation
o Boxes 4-6: Innovate!
o Boxes 7-9: Follow-Up/Sustaining Innovation
THE A3 MODEL
Why Change is Needed
Current State
3
Future State
4
Gap Analysis / Assumptions
5
Brainstorming
6
Sustain the
Innovation
2
Innovation
Planning
1
Experiments
7
Action Plan
8
Results
9
Lessons Learned
TITLE:_________________________________
Date Started:_______Current Date:_________
1
Why Change is Needed
4
Sample Questions
• Why are we doing this?
• What is the burning platform?
• What is the chief complaint?
• What is the impact of this issue?
• Intent of the action
• Scope – Start & end points
2
Current State
Team:___________________________
Executive Sponsor:
Gap Analysis / Assumptions
7
Describe attributes of the current
state – Quantitative & Qualitative
Brainstorming
If we…
Action Plan
Action Item
• What holds us back from the
Future State?
• What are the root causes of these
road blocks?
• Use Tools to ID Waste
5
Process Owner:
8
Then we…
Assigned
To
Date
Completed
Results
CS
FS
30d
60d
90d
Graphically present picture of
Current State
3
Future State
• Describe attributes of the future/goal state –
Quantitative & Qualitative
• Graphically present picture of Future State
• Are metrics defined and achievable?
• METRICS: Hard-$ savings, Soft-$ savings,
Service Level Improvement, and Human
Development
6
9
Experiments
Innovation / Action
Actual Outcome
Lessons Learned
Went Well / Helped
What didn’t go well
/ Hindered
DENVER’S A3
1
Why Change is Needed
Sample Questions:
• Why are we doing/changing this?
• What is the circumstance or
emergency demanding change?
• What is the chief complaint?
• What is the impact of this issue?
• Intent of the action
• Scope – Start & end points
1
Why Change is NeededEXAMPLE
• There are various touchpoints that create
inherent delays in processing and defects
in data entry from the initial application to
invoicing phase.
• Reduction of waste in the process will
potentially reduce rework and allow for
reallocation of staff time to other priority
work.
•
The “Why Change is Needed” box guides the rest of the A3, scopes the issue,
and grabs the reader into understanding and/or feeling the need for change.
Why should the reader care about the situation?
•
State how this issue impacts the purpose of the organization/process, ideally
from the customer’s point of view
DENVER’S A3
2
Current State
2
• Describe direct, objective, and
thorough attributes of what is
currently happening – Quantitative &
Qualitative (baseline metrics)
• Graphically present picture of
Current State
Current State - EXAMPLE
• Estimated 20 applications processed per
work day - or - 5,000 applications/year
• Touchtime from App to Billing Entry is 19
min 50 sec per application
• Monthly Billing Time is 3 hrs 35 min
• Each application costs $10.92 to process
• Touch points = 4
• Frustrated staff, unclear & inconsistent
processes, redundant steps
A process map or other picture/drawing can also go in Box 2
DENVER’S A3
3
Future State
• Describe attributes of what should
be happening – Quantitative &
Qualitative
• Graphically present picture of
Future State
3
Future State - EXAMPLE
Current State
Future State
Touchtime: 19min 50s
Touchtime: 15min 8s
Monthly billing time: 3hr 35min Monthly billing time: 2hr 13min
Cost per app: $10.92
Cost per app: $6.00
Hard $ savings: $600
Soft $ savings: $17,000
Touch points: 4
Touch points: 2
Frustrations, unclear &
redundant process
Fewer frustrations, clear
process, no rework
• The metrics in the Current and Future State should match, so that
progress can be tracked and measured
• The Future State represents a goal, not a solution
o
What outcomes do we want to see? What should the customer experience?
A3 WRAP-UP: EXERCISES
• Let’s build an A3 together (10 mins)
o If this is your first A3, relax! We’re going to start one together
o Examples: Fill out the first 3 boxes for…reducing your monthly
expenses at home, how to improve scheduling a visit to the doctor, or
come up with an example you can do together
• Now you build one in a smaller break-out group (15 mins)
o Break out into smaller teams of 3-to-5 people
o Get a sheet of flip-chart paper
o Pick a work-related topic or issue that you’d like to problem solve
(e.g., how to help customers better, how to issue more licenses in the
same amount of time w/ the same number of people, etc.)
o Fill out the first 3 boxes of the A3
o Choose one person to present your team’s A3 to the rest of the class
Peak Academy
Voice of the Customer (VOC)
DEFINITION & PURPOSE
• The Voice of the Customer (VOC) is what the customer wants &
requires from your product/service
o This is then translated into actionable terms to deliver an improved
widget and process
• The VOC speaks to why we’re here:
o As public servants, we work to serve the public and make a
difference in people’s lives
o It is only when people use our widgets that we achieve our goals
and outcomes
o Providing products & services with greater value enables us to
make a greater difference in our customers’ lives
WHO IS THE CUSTOMER?
•
Anyone who receives and/or uses your products or services is a
customer, whether they are internal or external
o Internal Customers:


People or processes downstream from you, but still within your organization
Internal customers are important, but their requirements should be analyzed
and understood as they may be creating unnecessary waste
o External Customers:


•
People, organizations, or processes outside your organization
External customers are usually the ones who are “paying” for the products
or services
Customers can fit into two roles:
o End users


Most important customers- those for whom the widget was designed
Personally uses the widget to achieve the desired outcome
o Brokers


Acts as agent for your product or service, transferring it to the end user
Makes the widget easier to use, more appealing, and/or more accessible;
encourages the end user to accept the product
WHO IS THE CUSTOMER?
Internal
End User
Broker
External
Examples:
Examples:
• Peak Academy trainees
• Law enforcement
(license plates)
• New Employees (IT
requests, orientation)
• License plates & titles
applicants
• TANF applicants
• Plant manager
(environmental permit)
Examples:
Examples:
• Human Resources
(training & recruitment)
• Technology Services
• Budget Analysts
• CPAs (tax forms)
• Mobile app developers
• EPA & attorneys
(environmental permits)
LISTENING TO THE CUSTOMER
Focus on listening to what is
important to the customer,
including their:
•
•
•
•
•
Wants
Needs
Perceptions
Expectations
Requirements
Strategies for getting the
customer’s thoughts include:
•
•
•
•
•
•
•
Comment Cards
Customer Complaints
Focus Groups
Requests for Rework
Secret Shoppers
Online Reviews (e.g. Yelp)
311 Data
What strategies can you think of or have you used?
How did they affect your operations?
DEFINING VALUE
• Ask the customer what they want; don’t assume.
• Get their thoughts on the steps to deliver the product and/or
service, willingness to pay for it, and potential activities that
What they
improve the widget.
said
• Why did they say that?
• What are the underlying interests behind their comments (e.g.
What they
service availability, choice, quality, safety, etc.)?
meant
• What do these statements mean for the agency?
• What actions are required to adjust processes to meet these
Application underlying interests and achieve valued outcomes?
to agency
Value is driven by customer outcomes, not agency processes.
VOC: EXERCISE
1. Form into groups of 2-3 individuals
2. Choose one process and determine:
a)
b)
c)
Who is your customer? Are they internal or external, an end user
or a broker?
What does your customer require, want, and expect? How do they
perceive the process and/or product/service?
How does this affect your product/service, process, and/or
organization?
3. Present your analysis to the rest of the group
LUNCH BREAK
• Let’s take a BREAK FOR LUNCH and start back up with:
o Tools to ID waste
o Current & Future State Metrics
Peak Academy
Tools to ID Waste
(A3 Box #4 – Gap Analysis)
IDENTIFY WASTE: THE 8 WASTES
FOR MORE INFORMATION, SEE BMGI COURSE: THE EIGHT TYPES OF WASTE
The 8 Wastes
Related Examples & Questions
Unused Human Talent
or Unused Things
• Underuse of people’s talents or skills
• Printers, computers, & scanners not being used
Waiting
•
•
•
Waiting for info or approvals
Dependency on others to complete tasks
System response or down time
Inventory
•
•
•
Extra office supplies
Files awaiting task completion
Filled in-boxes (paper and electronic)
4.
Transportation
•
•
•
Email distribution lists not up-to-date
Unorganized work space
Multiple handoffs
5.
Defects
•
Is there re-work because of errors?
Motion
• Unnecessary data entry
• Searching for work documents
• Hand carrying paperwork to other departments
7.
Overproduction
•
•
•
8.
Processing
• Can some tasks be combined or eliminated?
• Is too much time spent on unnecessary tasks?
1.
2.
3.
6.
Pushing work downstream before the next person is ready
Producing reports no one needs
Entering repetitive information
IDENTIFY WASTE: THE 8 WASTES
DHS standardized
Interview
OED Contracts
DIA Expenditures
42
ID WASTE: PROCESS MAPS
FOR MORE INFORMATION, SEE BMGI COURSE: PROCESS ANALYSIS TOOLS
• General rules of thumb…
o
o
o
o
o
o
Left to right is notionally when steps take place
Mark milestones and/or time to deliver value to your customer
Document volumes of “widgets” that go through the process
Boxes – Steps in a process (label “who” and use verbs)
Diamonds – Decisions (Yes/No, If/Then…)
Use pink stickies to represent waste/issues; other colors can be used
for different work groups or individuals
o Process can occur at the same time, with one process shown above
or below the other (known as ‘swim lanes’)
• Remember… You’re not going to break anything!
o Strive to ensure it’s accurate and reflects the work that’s actually
done!
PROCESS MAPPING
• A good process map not only outlines the steps, but also notes wastes in the
process (in pink), value-added and non-value-added steps, and how long each
step takes
Note the different
colors used for
different
individuals/groups
in the process
We use pink postits to signify waste
– notice how they
stand out!
Metrics
Two processes occurring
simultaneously
TYPES OF STEPS
IN A PROCESS MAP
•
Value Added
o Any step in the process that
improves the product for the
customer.
•
Business Necessary Non Value
Added
o Activities ensuring that the valueadded steps have been properly
completed. These are steps that
are required by regulatory
agencies and/or policies.
•
Non Value Added
o Activities that do not contribute to
the product or the process and
should therefore be eliminated.
Non-value added steps are waste.
45
ID WASTE: SPAGHETTI DIAGRAMS
FOR MORE INFORMATION, SEE BMGI COURSE: SPAGHETTI DIAGRAMS
•
•
•
•
Diagram (or layout) of the work area
Show the motion of how a customer and team members work
Identifies unnecessary movement
Can help ID better layouts
ID WASTE: FISHBONE DIAGRAMS
FOR MORE INFORMATION, SEE BMGI COURSE: FISHBONE DIAGRAMS
•
Tool to help identify causes and conditions for an issue you are trying to solve or
improve
Effect (Y)
Causes (X’s)
Measurements
Materials
People
1
Level 1 Cause
Level 2 Cause
Big Y
Environment
Methods
Machines
ID WASTE: EXAMPLE FISHBONE
Standardized Interviews at DHS
OED Contract Development
process from award letter to
Peoplesoft
• Exercise- let’s do a Fishbone Diagram in groups of 3-5
ID WASTE: THE FIVE “WHYS”
• Question asking technique to explore cause-and-effect
• Ask “Why?” 5 or more times to get to the root cause of an issue
• Use this tool in a respectful manner
• EXAMPLE of how to use the 5-Whys…
o
o
o
o
o
o
Issue: My car won’t start.
Why (#1): The battery in my car is dead.
Why (#2): The alternator isn’t working.
Why (#3): The alternator belt is broken.
Why (#4): I didn’t replace the alternator belt when I should have.
Why (#5): I’m not servicing my car on time.
5 WHY TREE
50
ID WASTE: COMMUNICATION CIRCLES
• Identify all the major actors (or who) is in the process
• Define all the types of communication that goes on and to who
• ID’s possible bottlenecks and need for centralized communication
ID WASTE: EXERCISE
• Group Discussion
• Sample Process: Going to see your Doctor
o Let’s talk about the process
• Wait Time vs. Service Time
o Document wasted time (in minutes) for this process

NOTE – Wasted time is any step that’s not providing the value you
seek
o Document actual service time (in minutes)
• Questions to discuss together:
o Is waiting wasteful?
o Wasteful for who?
o And…. can that time be monetized?
BREAK
• Let’s take a quick BREAK and start back up with:
o Current & Future State Metrics
o The GEMBA Walk – Another tool to Identify Waste
o Prep for Day 2, an actual Gemba Walk.
Peak Academy
Tools to ID Waste:
Current State & Future State Metrics
THE “WHY” OF METRICS
“What’s measured improves”
- Peter Drucker
•
•
•
•
Basis for understanding issues you might be solving
Foundation for innovation
Ensures you have clear goals for your innovations
Takes the anecdotes out of what “might be happening”
METRICSLET’S GO BACK TO THE BASICS!
How Many?
*How many widgets do
you make or process
*How many clients do
you serve
*How many licenses
are issued
*Customer Demand
*Volume
How Long?
*Staff Time
*Customer Intake
*Time waiting
*Backlog
*Soft $ Costs
56
How many are Right?
*How much rework
*How many additional
touches
*Quality
*Standard Work
*Consistency
METRICS- SIMPLE AND VISUAL!
Use them in your A3
Type of Metric
Metric
Description
Current State
Future State
How Many?
•How many do you
receive?
X per day
Y per day
Y min per widget
•How many people walk
through your door?
How Long does it
take?
•How long does your
entire process take
beginning to end
X min per widget
How many are
Right?
•How many make it
through the process
without rework or being
sent back the first time.
5 out of 10 widgets 9 out of 10 widgets
C&A
C&A
=50%
57
=90%
4 TYPES OF METRICS – HARD $ SAVINGS
• Reduction in budget that results from innovation
• EXAMPLES
o
o
o
o
o
o
Elimination of supplies needed for a process
Reduction in paper used within an office after innovation
Certified mail to first-class
Reducing overtime
Selling equipment back to manufacturer
Getting rid of storage facility
4 TYPES OF METRICS – SOFT $ SAVINGS
•
Soft Dollar Savings – monetized value of the productivity gain from
reinvesting resources freed by innovation/process improvement
(opportunity cost)
•
Examples: ensuring a new employee has everything they need before
they start work (e.g. ID, computer, phone, etc.) means they can start
working their first day instead of “twiddling their thumbs”; mistake-proofing
forms reduces time spent reworking/correcting them, which could be used
for other work
•
Calculating Soft Dollar Savings
o
Innovation: Processing Applications (500/yr)



Original “Touch” Process Time: 2 hours, 47 minutes
Post Innovation “Touch” Process Time: 2 hour, 2 minutes
Time Saved: 45min per application, or 22,500 minutes/yr = 375 hours/yr
o Cost per FTE =


$43,500 per year = $20.91/hr (43,500 / 2080)
Wage + benefits: $20.91 + $5.86 = $26.77/hr (assuming benefits of +28%)
o Soft $ Savings from this innovation:

375 hours x $26.77/hr = $10,038.75 in soft dollar savings
4 TYPES OF METRICS –
SERVICE LEVEL IMPROVEMENT
• Other metrics describe a better quality widget without a savings for
the City
• EXAMPLES
o Halving time it takes to get a disability parking sign set up in front of
customer’s residence
o Increasing amount of new information on monthly lobbying reports
o Reducing the number of opportunities for customers to be subject to
rework
o Cutting customer time to fill out a recruitment form by 75%
o Filling in a service level gap, such as providing a library card
application in Spanish
• Savings to the customers can be quantified- the value of their time,
cost of parking/mailing, etc.
4 TYPES OF METRICS –
HUMAN DEVELOPMENT
• Human Development is primarily an output-based measure,
tracking such aspects as:
o The number of participants in an innovation who were previously not
exposed to Lean
o Additional skills or knowledge gained from the innovation
o Improved promotability
•
Examples:
o 8 individuals participated in a Rapid Improvement Event, 2 of which
had not received training previously – human development of two
people
o Cross-training workers may allow them to be more promotable
CREATING METRICS
• Examples:
• Process time
• Customer wait time
• # defects
• Test accuracy of
data
• Refine sampling plan
to get more accurate
results in future
• Data represents
process to be
measured
• Explain why you’re
getting the data
What to
Measure
ID Data
Sources
Evaluate
Data
Collect
Data
• Create data
sampling plan &
collection form
PRACTICE WITH METRICS & TRACKING
EFFICIENCIES
• Pick an A3 you’ve worked on
• Focus on Box 2 (Current State) and Box 3 (Future State)
o
o
In each of these boxes ensure you have specific metrics
Metrics in Box 2 should show up in Box 3 (and vice-versa)
• Calculate the following for your metrics (where applicable)…
o
o
o
Hard dollar savings
Soft dollar savings
Service Level Improvement
• Be prepared to share your calculations with the entire class
Peak Academy
Tools to ID Waste – Cont’d
(Gemba Walk)
(A3 Box #4 – Gap Analysis)
ID WASTE – GEMBA WALK
• What is a Gemba Walk?
o Gemba: Japanese word for “the real place”
o Go watch WHERE the work is being done and ask…
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Who are the customers?
What do they value?
What are the steps in the process?
When is the process complete?
Are any steps not adding value for the customer?
Where can you remove Non-Value Add steps?
Where can you create/enhance PULL?
Where can you create/enhance FLOW?
ID WASTE – GEMBA WALK (CONT’D)
• Go to where the work is done!
• Probably the most powerful way to ID waste
ID WASTE – GEMBA WALK (CONT’D)
• How to conduct a Gemba Walk
o Create a Worksheet using the initial questions listed on the previous
slides (or use a template from the Peak Academy)
o Contact the person(s) who perform the work you want to evaluate
o Send them a copy of the Gemba Walk worksheet/questions prior to
the visit
o Meet w/ your host when you arrive on-site to answer some initial
questions and learn about the customers of the process
o Demonstrate respect to the team hosting the Gemba Walk
o Answer the Q’s in your worksheet during the Gemba Walk
o Deliver something of value to your host(s):
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Send them a copy of the Q’s & Answers on the worksheet
Prepare a slide deck with pictures of what you noted during your visit
PREP FOR DAY 2 OF TRAINING – GEMBA
WALK
• You will conduct a Gemba Walk
o
o
o
o
Break out into teams and get your instructions
Be sure to get contact info for your host
Be punctual for the Gemba Walk
Take pictures
• Return from Gemba Walk to Training Room 4.F.2 by 11am
• Prepare a readout of your findings
o Two hours to create a process map (including 8 wastes), 1st three
boxes of A3, ID customers, and at least 1 gap analysis tool
o Your readout will be sent to your Gemba Walk hosts
DAY 1 WRAP-UP
• Let’s do a +/Δ exercise:
o What things did you like about today?
o What things do you think would make the rest of the days in training
work better?
DAY 1 AGENDA (IN REVIEW)
Topic
Time
Morning
•
•
•
•
8:00am – 10:30am
Welcome & Introductions,
Course Objectives/Agenda & Group Norms
Peak Performance & Innovation
Lean & History of Lean
BREAK
10:30am – 10:45am
Late Morning
• A3 Thinking and Exercises to build an A3
• Voice of the Customer
10:45am – 12:00noon
LUNCH
12:00noon – 1:00pm
Afternoon
• A3 Gap Analysis
• Tools to ID Waste: Process Mapping, Spaghetti Diagram,
Fishbone Diagram, the 8 wastes, The 5 Whys
1:00pm – 3:00pm
BREAK
3:00pm – 3:15pm
Late Afternoon
• Current & Future State Metrics
• Tools to ID Waste (Cont’d): Gemba Walk & Prep for Day 2
• Close Day 1 (Q’s and Discussion)
3:15pm – 5:00pm
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