1. Lean Facilitator Training Course October 20-24 th, 2014

2. TODAY’S AGENDA Welcome and Introductions Course Overview Lesson 1: Understanding the Voice of the Customer Transform. Educate. Empower.

3. Why offer this course? Who will be teaching? Who will be participating?

4. Define value Identify value stream Eliminate waste Ensure continuous flow Measure progress & pursue excellence Elements of LEAN

5. THE POWER OF LEAN A triple-win approach A catalyst for action Respectful of people Versatile Contagious Empowering

6. C OURSE O VERVIEW C HART

7. By Andrew Bargerstock MUM Lean Facilitator Training

8. “Deal with the world as it is, not how you’d like it to be.”

9. Before we can create value for customers in a consistently deliberate manner, we need to understand the current state of customer needs and their perspectives about how we are attempting to create value.

10. 95% collect customer feedback. 10% use the feedback to improve 5% tell customers what changed

11.  Voice of Customer  Understanding the Value Stream  Identifying and Diagnosing Problems  Implementing/Monitoring Solutions

12. HR Audits and Service Improvement Projects  US Patent and Trademark Office  Virginia Dept of Social Services  Allstate Insurance  BJ Health System  WL Gore and Associates  MUM

13. 1) Role of Customer in Lean 2) Basic Process Model 3) Customer Service – 5 Elements 4) Base-lining Customer Satisfaction 5) Applying Concepts to Your Project

14.  Focus on providing more value sooner  Proper implementation of lean produces dramatic results on KPIs  Voice of customer provides the direction of our business priorities  Feedback helps us determine value added activities and non-value activities

15. Lean involves creating a culture of learning and a passion for continuously improving everyday.

16. 1) Role of Customer in Lean Management 2) Basic Process Model 3) Customer Service – 5 Elements 4) Base-lining Customer Satisfaction 5) Applying concepts to your project

18.  Feedback loops wake up the organization to what is really happening  Feedback loops helps us collectively to realize the impact of the sum total of all our individual efforts.

19. 1) Role of Customer in Lean Management 2) Basic Process Model 3) Customer Service – 5 Elements 4) Base-lining Customer Satisfaction 5) Applying concepts to your project

20.  Cost  Cycle Time  Quality  Capacity issues  Human Touch … and how this affects us at MUM

21. 1) Role of Customer in Lean Management 2) Basic Process Model 3) Customer Service – 5 Elements 4) Base-lining Customer Satisfaction 5) Applying concepts to your project

22.  Created value stream map  Focus-group with internal customers  Identified criteria for base-lining  Developed draft survey  Feedback to finalize the draft  Distributed survey  Summarized results

24. 1) Role of Customer in Lean Management 2) Basic Process Model 3) Customer Service – 5 Elements 4) Base-lining Customer Satisfaction 5) Applying concepts to your project

25. 1. Describe the business problem. 2. Who is primary customer? 3. How will you measure service level of your business process? 4. How will you engage customers actively in dialogue to determine valid measures of effectiveness?

26. 1) Role of Customer in Lean Mgt 2) Basic Process Model 3) Customer Service – 5 Elements 4) Base-lining Customer Satisfaction 5) Applying concepts to your project

27.  Customer dialogues lead us to determine what are the relevant questions to assess current satisfaction with any process  We are empowered by this feedback  We learn where to put our attention for improving services  We benefit from low-hanging fruit

28. Knowledge has organizing power. But, self-referral activity has infinite organizing power. When we engage the voice of customers, we release the genius of attention toward fulfilling desires quickly and completely. As we grow in the talent of kaizen, we fulfill customers as we grow in competencies to lead organizational change.

30. DEFINE PHASE

31.  Green Belts typically do not get involved in selecting the project  If you have input in project selection, remember one thing: BE DATA DRIVEN!  Bosses often dictate projects based on the two A ’ s (anecdotal data and arrogance)  Bosses will respect data driven approaches, although they may not acknowledge this.

32.  What are customers saying?  If cost is concern, use SIPOC to capture data from S, I, P,O,C (to learn more about SIPOC, watch http://www.youtube.com/watch?v=8rJJ8jJLJ5w http://www.youtube.com/watch?v=8rJJ8jJLJ5w  Don ’ t make decisions on raw data. Raw data must be “ bumped up ” against other data (e.g. change in cost over time, ratio of input cost to output value, etc.)

33. COST IMPACTIMPACT High Low Drawback of this tool is that it is only 2 dimensional

34. Customer Impact Expected Benefit Cost to Improve (low cost = high rating) Availability of Data Ease of Implementation Rate each category on scale from 1 to 5: High customer impact = 5 High expected benefit = 5 LOW cost to improve = 5 High availability of data = 5 High ease of implementation = 5

35.  Problem is related to key business issue  Problem is linked to a clearly defined process  You can identify customers who use or receive output of process  You can clearly define what a defect is  You can demonstrate how improvements will enhance financial performance  There is appropriate organizational support

36. BE SURE THERE IS A “ BUSINESS CASE ” AND… THAT YOU CAN ARTICULATE THE BUSINESS CASE