LEAN Project Guide
An Organizational Effectiveness Program Resource
Prepared by:
Ben Mauk and Renee Smith Nyberg
Last Updated: 8/9/2011
Welcome to the LEAN Project Guide!
These slides are intended to be a simple map to guide the work of a new LEAN Team.
Each basic step is laid out here to follow. I would suggest looking through all the slides to
orient to their contents. If you have questions, please contact me and I’ll do what I can to
help and answer questions. And if you can suggest improvements to the slides, please let
me know!
Use your common sense and flexibility in approaching these steps. If something makes
sense to do out of the order presented in these slides, then do what makes sense. There
are no rules; just guidance and options. Adapt and make this your own.
Remember though, PLAN, PLAN, PLAN! And hold off on rushing to solutions before you
fully understand the problem! Involve representatives of all those who touch the process.
This work is exciting as you begin to see tangible results for your customers and your own
work experience.
Have fun and enjoy the process,
Renee Smith Nyberg, Organizational Effectiveness Program Manager
rsnyberg@uw.edu or 253.692.5874
A LEAN Approach:
Plan - Do - Check - Act Improvement Cycle
Act
Check
Well begun is half done.
- Aristotle
Plan
Do
Slide 3
Form a LEAN Team
Criteria:
• Stakeholders who
touch the problem.
• About 5-8 people is a
good number.
• Try to include a
customer or user if
you can.
Slide 4
Initial Brainstorming: What are some of the
problems of concern?
Materials:
– Flip chart, markers, sticky notes
Directions:
– Select a scribe
– Brainstorm: Considering what you
know so far, from a customer’s
perspective, what problems are
occurring?
– Write one idea per sticky note.
– Put sticky notes on flip chart.
Slide 5
Clustering and LEAN Decision
1.
2.
3.
4.
Look at what you’ve brainstormed.
Sort related ideas into clusters.
Name the clusters.
Look at the clustered problems and
pain points.
5. Use the criteria on the next slide to
decide if this should be a LEAN project.
Slide 6
Just Do It or LEAN?
Just Do It Improvements
Lean Improvements
Are quick to implement
Requires cross-functional teams to
implement
Affects something simple and easy to
change
Affects or needs a process
No cross-functional impact
Potential for cross-functional impact
Limited cost or complexity
May be more complex or costly
Can be accomplished with little or no
customer input
Benefits from customer representation
on improvement team
Impact is clearly understood and
agreed upon
Impact is unclear
Do you have a LEAN project?
If yes, proceed to the next slide.
If no, determine if you have a “Just Do It” and proceed with those
improvements.
7
If YES for LEAN, begin Part 1: Plan!
Act
Check
Plan
Do
Step 1 Form a team, write a
problem statement, set a
goal.
Step 2 Map the current
process
Step 3 Collect & analyze
baseline data
Step 4 Determine root causes
Slide 8
Start to fill out your Scope Document. Add to and refine it as you proceed.
Problem Statement / Background:
LEAN Meeting Dates:
What is the problem and why is it
important?
When will the team meet?
Goals / Objectives:
Sponsor:
What are the overall goals /
objectives you want to achieve?
Name and title
.
Project Leader:
Process Description:
A high level overview of the
process. (Big buckets)
Identify where the process
begins and ends so the team
knows what to focus on.
Name and title
Team Members:
Name and title
Consultant/Facilitator:
Process Metrics:
What metrics or indicators will be
used to track improvements?
Name and title
Slide 9
Write a problem statement.

Describe the problem and why is it important

This statement will guide the creation and work of
the Lean Team.
•
Effective Problem Statements…
–
Focus on describing “the pain”
–
State effects, not causes
–
Describe gap(s) between current and desired state(s)
–
May refer to accepted standards and existing data
–
What’s happening now and why is it not desirable?
Slide 10
Based on this problem statement,
who else should be on the LEAN TEAM?
1. 6-8 Team members.
2. Reps of those who touch the problem.
(stakeholders)
3. Do a stakeholder analysis and determine
who to invite to be on the LEAN team.
(Use the bubble chart on the next page as
a guide.)
Slide 11
A Bubble Chart can be used for a stakeholder
analysis.
Executive Sponsor
Project Sponsors
Put the Process here.
Slide 12
Communication Planning
1. Use your bubble chart to begin your
Communication Plan. (See next slide for
Communication Plan Template.)
2. As you get into your LEAN project complete and
follow this communication plan.
Slide 13
Draft a Goal Statement for your LEAN Project
• Write a goal statement for your LEAN
project. Tips are on the next slide.
• It should address the problem statement
your team identified.
• Include it in the LEAN scope document.
Slide 15
Creating Measurable Goals
Effective LEAN goals…
–
–
–
–
–
Build on defined strategic goals & objectives.
Are specific.
Define objective measures.
Are achievable and realistic but BOLD.
Can be reached in 90 days.
Examples:
• Reduce time to pay manual invoices from 12 days to 6 days
• Increase percent of staff satisfied with training from 50% to
90%
• Reduce errors by 50% from the current performance level
Slide 16
Part 1: Plan
Act
Check
Plan
Do
Step 1 Identify a problem, form a
team, set a goal.
Step 2 Map the current process
Step 3 Collect & analyze
baseline data
Step 4 Determine root causes
Slide 17
Plan - Step 2: Map the Current Process

Identify beginning and end points for
process.

Consider customer expectations for
boundaries when you choose your
boundaries.

Consider up- and down-stream implications
of process boundaries when you choose your
boundaries.
Identify 5-8 high level process steps.

Slide 18
Example of a Top-Down Process Map
Major
Phase 1
Step 1
• Detail step
• Detail step
• Detail step
• Detail step
Major
Phase 2
Step 2
Major
Phase 3
Step 3
Major
Phase 4
Step 4
• Detail step
• Detail step
• Detail step
• Detail step
• Detail step
• Detail step
• Detail step
• Detail step
Slide 19
Step 1: Create a High-Level Process Map for
the CURRENT process.
• What are the big chunks in the CURRENT
process?
• Where does the process start and stop?
• Identify about 5-8 high-level steps.
• Put each step on sticky notes.
• Put steps in order on flip chart or wall.
Slide 20
Step 2: Expand the Process Map with Details
• Use your high level process map as a beginning.
• Create a detailed process map of the CURRENT process.
• Drill down into the details of the process for each high
level category.
• Use 1 post-it note for each step of detail.
• Put them on the flip chart under the high level category.
Slide 21
If possible, validate the Current Process Map
Can you do the Three ‘Actuals’
• Go to the actual place?
• Talk to the actual people?
• Walk the actual process?
If this is doable, then arrange to do this step.
Slide 22
Identifying Wasted Time
1. Go back to your process map and label each step with
the estimated amount of time it takes.
2. Label each step as either Touch Time or Wait Time.
3. Calculate the Total Time for the process. May want to
calculate a high and low for total time. What are the
variables?
Remember the definitions:
Touch Time: The actual time spent doing the work within
a process step
Wait Time: The time between process steps
Total Time: The total amount of time the entire process
takes.
23
Can you identify any waste in the process?
1. Is there any waste in how the work
flows?
2. Do any steps NOT add value?
3. Is the process too complex? Where?
4. Does the process vary from person to
person or in some other way?
5. How long does the process take?
6. How long does each step take?
Slide 24
Is there evidence of any of these types of
waste in the process? Label them.
Overproduction
Excess Inventory
Waiting
Motion
Transport
Complexity
Over-Processing
Underutilized
people
25
Step 3: Collect and Analyze Baseline Data
Act
Check
Plan
Step 1 Identify a problem, form a
team, set a goal.
Do
Step 2 Map the current
process
Step 3 Collect & analyze
baseline data
Step 4 Determine root causes
Slide 26
What additional data do you need?
Considering the possible wastes,
complexity, variation or lack of
added value in the process,
what other data do you need to
better understand these?
What else do you need to know to
better understand the issues?
Slide 27
What additional data do you need?
Review your data sources – what already
exists?
Review your data gathering tools (page 2 of
your Toolkit) Will these be useful to you?
• Affinity Diagram
• Check Sheets
• Surveys
• Benefit and Practicability Analysis
• Comparison Matrix
Develop a strategy for gathering the needed
data and go gather it!
Slide 28
Cautions and reminders for data collection…
1. Collect the right data to analyze the situation.
2. Don’t combine the data from different sources.
3. Data collectors use the same procedures and are
uniformly trained in data collection.
4. Use consistent methods in data collection.
Slide 29
Displaying and Analyzing the Data to better
understand the issues…
Now that you have your data…
Display your Data:
1. Prepare the data you’ve gathered for analysis by putting it in a usable
format. Refer to Page 2 of the Toolkit (Affinity Diagram, Control
Charts, Flowcharts, Histograms, Pareto Charts, Run Charts or Trend
Charts.)
2. Select the display methods that fit your data and put data into a
useful format for analysis.
3. Do you need to convert your data to percentages? Do you need data
over time?
Analyze your data…
1. What does the data tell you?
2. Look back at your earlier questions and possible areas of waste,
complexity, variation, etc. What is clearer now?
Slide 30
4/18/2001
4/17/2001
4/16/2001
4/15/2001
4/14/2001
4/13/2001
4/12/2001
4/11/2001
4/10/2001
4/9/2001
4/8/2001
4/7/2001
4/6/2001
4/5/2001
4/4/2001
4/3/2001
4/2/2001
4/1/2001
# of complaints
Sample Run Chart
Complaints about Coffee
16
14
12
10
8
6
4
2
0
bitter
weak
cold
Slide 31
Sample Pareto Graph
Customer Complaints
93%
100
100%
100%
85%
80%
80
75%
60%
60
42%
40%
40
20
45
20%
35
10
9
7
0
0%
Wait Time
Incorrect
Information
Number of Complaints
Rescheduling
Appts
Incorrect Item
Cumulative % Complaints
Late Invoice
80% Complaints
Slide 32
Plan - Step 4: Determine Root Causes
Act
Check
Plan
Do
Step 1 Identify a problem, form a
team, set a goal.
Step 2 Map the current process
Step 3 Collect & analyze
baseline data
Step 4 Determine root causes
Slide 33
Getting Ready for Root Cause Analysis
• This data analysis should further illuminate and point
you to focus on certain issues in the process.
• When looking at root causes in the next step, explore
those issues in particular.
• For example, if the problem statement says that the
process is taking too long in Phase 3, and we learn
from the data that Phase 3 has a lot of complexity and
wait time in it, explore the issues of complexity and
wait time in the next phase of root cause analysis.
Go through the “5 Whys” multiple times until
you’ve fully explored the possible causes.
Problem Statement:
1. Why is this problem occurring?
Answer:
2. Why is that problem occurring?
Answer:
3. Why is that problem occurring?
Answer:
4. Why is that problem occurring?
Answer:
5. Why is that problem occurring?
Answer:
ROOT CAUSE!
Slide 35
Sample of the “5 Whys” – Take 1
Problem Statement: The process takes too long in phase 3.
1. Why is this problem occurring?
Answer: We have to wait for a form to be completed.
2. Why is that problem occurring?
Answer: The forms back up with the verification step.
3. Why is that problem occurring?
Answer: We only have one person to verify.
4. Why is that problem occurring?
Answer: No one else knows how.
5. Why is that problem occurring?
Answer: Others have not been trained.
ROOT CAUSE!
Slide 36
Sample of the “5 Whys” – Take 2
Problem Statement: Phase 3 is overly complex.
1. Why is this problem occurring?
Answer: After verification, several approvals are needed.
2. Why is that problem occurring?
Answer: Approvals were put in place over time.
3. Why is that problem occurring?
Answer: No one knew what was happening.
4. Why is that problem occurring?
Answer: No systems were in place, but now are.
5. Why is that problem occurring?
Answer: Approvals have not change to
reflect systems in place.
ROOT CAUSE!
Slide 37
Try using a Fishbone Diagram to determine Root Causes
“Why is this problem occurring?”
Category 1
Category 2
Problem:
Category 3
Category 4
Slide 38
What are the Root Causes?
• Now look at all your 5 Whys and Fishbone
Diagram(s) and any other analyses.
• What appear to be the Root Causes?
• Come to consensus as a Team about Root Causes
before you move forward.
Part 2: DO
Develop and Implement Solutions!
Act
Check
Plan
Do
Step 5 Generate potential
solutions
Step 6
Select Potential
Solutions
Step 7 Implement the
Solutions
Slide 40
Generate Potential Solutions
What are some sources of potential solutions you can tap to generate solutions for
each identified Root Cause? Tap these sources and gather list of possible solutions.
Internal Experts:
•LEAN Team Members
•Supervisors, Workmates
•Customers
External Experts:
• Recognized expert
• UW Seattle or UW Bothell peers
• People in your network
• Customers
• Consultants
Best Practices:
•Published studies or journals
•Benchmarking
•Professional organizations or
•Professional Networks
•Listservs
Now brainstorm possible solutions.
Other Solution Tools:
Would 5S, Workflow Analysis or Visual Control
be useful to add to your list?
43
Choose the BEST Solutions
Now that you’ve brainstormed a list of possible
solutions, it’s time to choose a solution(s).
You could use one or a combination of the following
(samples to follow in the next slides):
 Prioritization Grids
 Multi-Voting
 Force Field Analysis
Also…
 Delphi Technique (page 19)
 Decision-Solution Matrix (page 18)
Sample Prioritization Grid
Hard
Not worth it
Investment
Low value
Low hanging fruit
Implementation
Easy
Low
Benefit
High
Slide 45
Instructions for Multi-Voting
• Appropriate for making simpler decisions
Round 1: Vote for as many as you want. Eliminate the
lowest.
Round 2: Vote for up to half the ideas. Eliminate
lowest, keeping 5 or 6.
Round 3: Vote for up to half the ideas. Eliminate the
lowest votes.
Keep 2-3 final ideas for further investigation.
Slide 46
Force Field Analysis Template
A tool to identify forces that will help or hinder a solution
from going forward. Weigh them to determine how easy it
would be to implement a solution.
List forces that will support a
solution:
•
•
•
•
•
•
List forces that will make it
hard to implement a solution:
•
•
•
•
•
•
Slide 47
Once you’ve chosen a solution(s), it’s time to
select measurements:
• Decide how you will measure the success of each
solution and of the LEAN Project.
• You may come up with multiple metrics, but don’t
overload your team.
• How will these metrics be collected? Specify a
“recipe” for the metric so it will be collected
correctly to produce the data needed.
For example: We will compare number of complaints before and
after the solution is implemented. Number of complaints will be
recorded by the Office Assistant on a check sheet on ___ day
and ___ time for ___ days – weeks – months by (whom). (Who)
will tally and compile the data and report back to the team.
48
Prepare a Presentation to Sponsor
What to put in your PowerPoint :
(include pictures, charts, graphs of your work and analysis)

Finalized problem and goal statements

Team Members (add a photo!)

Process Boundaries (begin/end identified)

Current Process Map

Data analysis results

Root Causes identified

Propose Solution(s) and suggested time to implement
(Full or pilot?)

Metrics: How will impact of solution(s) be measured and
when will this be reported?
Slide 49
Once you have approval for your solutions…


Implement your solutions – pilot or full.
Deploy your communication plan to reach all
stakeholders as needed.
Collect data on your metrics as planned.
Display and analyze your metrics.
Report back on outcomes to sponsor (30-60-90 days).
Discussion:









Should the solutions continue?
Should they be tweaked?
Should they be scrapped and try another solution?
Take action based on this discussion.
Share your LEAN Project with campus – post it on the
Organizational Effectiveness LEAN Website!
Slide 50
Congratulations on completing your
LEAN Project! Time to celebrate!
Act
Check
Plan
Do
Slide 51