Lean Continuous Improvement

Over the next short while … n What is Lean? –Well, what is it? –5 Pillars of Lean n Lean at the U niversity of St Andrews –How we do Lean (Estates Job Tracking Project)

Lean History in a Nutshell n 1910s o Ford and Mass Production: any colour, as long as it’s black n 1950s onwards o Toyota develops their production system n 1980s o “Lean” coined to describe the Toyota Production System n 1990s o Service industry discovers that Lean works for other than physical parts

What is Lean? n Philosophy of work n Lean is a way of doing more with less – less human effort, less equipment, less material, less time and less space n Two Fundamentals –Continuous Improvement –Respect for People

Continuous Improvement: PDCA Plan Act Do Check Evaluate & follow up Define the problem Identify root cause(s) Implement solution Establish temporary fix? Identify solutions Identify solutions Define your objective Examine the consequences

Respect for People n Staff are our greatest asset –Knowledge and experience –What works well and what needs to be improved n 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 n Maximise VALUE n Understand work as a PROCESS n Create smooth FLOW n Respond to PULL n Aim for PERFECTION

Maximise VALUE n Only do that which adds value n Eliminate waste –Transportation –Inventory –Motion –Waiting –Over production –Over processing –Defects –Skills

Understand work as a PROCESS Something comes in Something different goes out Something happens in here

Create smooth FLOW

Respond to PULL n Think about the process from the customer’s perspective n What does the customer need and when?

Aim for PERFECTION n University of St Andrews motto: –Aien Aristeuein –‘Ever to be the best’ n Why settle for ‘that will do’? n Benchmarking? n Pick up one piece of work and complete it, or pass on perfect

Lean at the University of St Andrews n Work with Service Units –Customer Service, Quality, Efficiency –Schools can focus on Teaching and Research –Students can focus on Learning n Embed Lean –‘Lean’ is how we do things around here –It’s everyone’s job to improve everything –Staff take responsibility

8 Step Process 1.Request 2.Scope 3.Plan 4.Train 5.Redesign 6.Implement 7.Review 8.Feedback

Request n An area of potential work is identified –By anyone –The process concerned will not be broken –Evolved to where it is now

Scope n 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 n 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 n 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 n 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 n 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 n New process put in place –Ideally, the new world begins immediately –All or part may happen during Redesign –Usually, takes time: days, weeks or months –Perseverance

Review n Lean Team maintains a management role n 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 n Better service to Students and simpler administration for Staff : –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 n More time to do the important stuff

Mark Robinson Lean University of St Andrews Bute Annexe Westburn Lane St Andrews KY16 9TS