1. Lean Process Improvement From WACUBO Fall 2016 Workshop Series
LEAN ORGANIZATION
CALS Business Services – Rates and Review Team
January 31, 2017
Lean Process Improvement
From WACUBO Fall 2016 Workshop Series
WACUBO workshop presented by Robyn Pennington and Alexis Naiknimbalkar from California State University Chancellor’s Office.

2. LEAN THINKING
HISTORY
Henry Ford started the process that would lead to Lean thinking with the idea of improving the flow of auto manufacturing and production in Kiichiro Toyoda and Taiichi Ohno took the idea and used it to develop the Toyota Production System in the 1930s. Their goal was to increase productivity and eliminate waste, and their approach was to look at the manufacturing process from a new perspective, the customer’s perspective. Lean thinking resulted in the elimination of waste and improvement of productivity in the manufacturing process. Lean thinking is a new way of looking at an old process.
Henry Ford
Lean also brings together science (teaching a new pattern) and behavior, resulting in change that is self sustained by habit.
Kiichiro Toyoda
Taiichi Ohno

3. WHAT IS THE LEAN GOAL?
“Deliver the most value from your customer’s perspective while consuming the fewest resources.”

4. WACUBO – Lean Process Improvement
HOW DO I GET THERE?
Identify who your customers are and what their needs are;
Focus on each product/service and its value stream (how it’s created);
Ask which activities are waste and which truly create value;
Enhance the value and eliminate the waste to optimize the whole.
WACUBO – Lean Process Improvement

5. WACUBO – Lean Process Improvement
WHAT IS WASTE?
Any step or action in a process that is not required in order to complete the process.
Elements of an activity that do not add value (from the customer perspective).
WACUBO – Lean Process Improvement

6. WACUBO – Lean Process Improvement
WHAT ARE THE RISKS
Waste increases
cost & time!
WACUBO – Lean Process Improvement

7. So how do we measure success?
ARE WE THERE YET?
So how do we measure success?
Success is measured in cost and time savings!

8. Please Watch These Two Videos
ttps:// tch?v=YvDFVkOu9nA
atch?v=CmAt3cB4HSA

9. WACUBO – Lean Process Improvement
LEAN TOOLS
Waste Walk: Identify the causes of waste:
Defects
Overproduction
Waiting
Non-Utilization of Talent
Transportation
Inventory
Motion
Extra Processing
WACUBO – Lean Process Improvement

10. WACUBO – Lean Process Improvement
LEAN TOOLS
5S: Improvement process to create and maintain a clean, neat and high performance workplace:
Sort
Straighten
Shine
Standardize
Sustain
5S – Workplace organization method. Organize a work space for efficiency and effectiveness by following these steps:
Sort – Eliminate unneeded items
Straighten – Keep items in correct place for easy access. Use signs, naming conventions for electronic files.
Shine – Clean and tidy.
Standardize – Create a method for making the 3S a habit. Maintain a control system (checklist, audits, visual controls), quick reference checklist. Maintain everything in order and according to its standard
Sustain – Sustaining the new order. Communicate importance, train, stablish procedures. = “do without being told”.
WACUBO – Lean Process Improvement

11. WACUBO – Lean Process Improvement
LEAN TOOLS
A3: Template for problem solving:
Background
Current Conditions
Root-Cause Analysis
Target Condition
Countermeasures
Implement
Evaluate
Follow-up
PLAN DO
CHECK
ACT
A3 – Paper size 11 x 17. Problem Solving tool.
Why?
To structure effective dialogue. Create understanding of the problem and process, followed by agreement.
A3 tool forces to slow down and not jump into conclusions. Clarifies what is causing the problems.
1.Use to clearly tell a story and simplify/clarify complicated issue. And Identify the problem or need. Why is it important?
2.Understand the current situation and the magnitude of the problem – effects on the business
3. Perform root cause analysis. WHY?
4. Develop the goal statement – develop the target state
5.Brainstorm/determine countermeasures -> actions required to eliminate the problem
6. implementation plan – what actions to be taken, by who, and when?
7. Check results – confirm the effect -> compare before and after
8. Keep the plan in place! –schedule follow up 30/60/90 days after implementation
WACUBO – Lean Process Improvement

12. WACUBO – Lean Process Improvement
LEAN TOOLS
Personal Kanban:
Japanese for “sign board,” it is a scheduling tool
Process Mapping:
A graphical presentation of a process.
Sequence of steps
Visual identification of roles and responsibilities.
We are very busy, and it can be difficult to rely on our memory for a To Do list.
Visual way to track your work -> tangible Tool to manage and keep track of personal tasks.
Sticky note will travel through out the board.
Helps you prioritize, and notice patterns.
Process Maping
Makes work visible
Why?
To orient and train employees and customers
To improve a process by eliminating redundancies, automate processes, identify metrics to improve.
WACUBO – Lean Process Improvement

13. Cross-Functional Flowchart
PROCESS MAPPING
Cross-Functional Flowchart
Define and Identify current processes.
View department relationships and handoffs -> ‘touches’
Helps clarify roles and the flow of events

14. BASIC PROCESS MAPPING PI buys batteries for computer mouse with own money at Circle K:
1. Submit receipt to Business Office
2. Receipt received, logged, date stamped
3. Receipt placed in in box of eDoc initiator
4. Initiator creates eDoc
5. Payee is contacted to sign cover page of eDoc
11. eDoc is received by FSO: logged and date stamped
10. eDoc is mailed to Campus
9. Scan or photocopy is filed
8. eDoc is scanned and photocopied
7. Approver receives and approves eDoc
6. eDoc is routed for approval
12. Back up documents are scanned by FSO to eDoc
13. eDoc is assigned to a FSO Specialist
14. eDoc is reviewed and approved by FSO Specialist
15. Direct deposit/ check process is initiated
16. Payee receives reimbursement

15. BASIC PROCESS MAPPING PI uses PCard to buy batteries for computer mouse at Circle K:
1. Submit receipt and PCard Use Form to Business Office
2. Reconciler prepares supporting documents according to FSO requirements.
3. PCard documents are held until eDoc is available in Action List
4. Receipt is reconciled in UAccess Financials
5. Receipt is given to PCard approver for review/approval
11. Documents scanned to eDoc
10. Original supporting documents are mailed to FSO
9. Documents are reconciled to Statement
8. Copies of supporting documents are filed
7. Supporting documents are scanned or photocopied
6. eDoc is reviewed and approved by PCard approver

16. BASIC PROCESS MAPPING
Business Office places an order through Shop Catalogs to purchase batteries for PI’s computer mouse.
1. Business Office receives request from Agent
2. eDoc is initiated and routed for approval (s).
3. eDoc is approved
4. Order is received.
7. Business Office approves PREQ
6. Payment Request is initiated by FSO and routed to unit for approval
5. Order is given to requester

17. BASIC PROCESS MAPPING

18. CSU California State University – Quality Initiatives
RESOURCES
CSU California State University – Quality Initiatives
Lean Principles, Waste Walk and 5S Organization System
A3 CSU Problem Solving Template

19. QUESTIONS?
Lynda Silvain Adriana Prado
(520) (520)