1. Introduction

2. Introductions Name Company Current position Years of service
(Ask the group to introduce themselves and cover the items noted in the slide, so everyone has an understanding of who is in the workshop.)
(If it is possible to note and total the number of years experience around the room, it makes a good point to share along with commentary about the diversity of backgrounds on the team.)

3. Workshop Techniques Utilize “Lean Organization” approaches
focused on aggressively identifying
and eliminating waste.
Quality
Service
Price
Increased Capability to Deliver Great Products/Services
Greater Value for the Customer
Improved Worldwide Competitiveness
Which results in
Driving Enhanced
Technology
(Walk through slide.)
Note the results are goals we are all seeking: security, jobs and growth.
There Is No Substitute for Quality.
There Is No Excuse for Failing in the Area of
Service.
There is No Differentiator Without the Advantage
Provided by Technology.
There Is No Future in Not Being Cost Competitive
on a Global Basis.

4. Goal Transfer knowledge / commitment to lean
Redefine / improve an existing process
Involve team members
Aggressively implement the changes
Identify future process improvements
Demonstrate the magnitude of improvement potential Q S T P
The Supplier Development workshop goal is to:
Share and transfer knowledge gained through our involvement with other industries, literature, working experience and application of principles. With this knowledge a commitment to lean should surface in recognition of the benefits derived.
Redefine an existing process by dissecting the current process through concepts clarified during the workshop, and then creating a “new” process based on recommendations from the team.
Utilize expertise of all team members by bringing together a cross-functional group of employees that includes all phases of the process.
Implement the change immediately. The workshop is “action” oriented. Immediate change is expected during the workshop. It’s TQM with teeth!
Identify future process improvements means that action items determined by the team to be short term (requiring 0-6 months to implement), and long term (requiring 6-12 months to implement), will be documented. Timing and a “champion" is attached to each.
Demonstrate the magnitude of improvement potential: The methodology of Lean Techniques identifies the waste that exists within a process, defines how to eliminate the waste, and supports the team in creating a new process by the end of the workshop. Our intention is that Lean Techniques will be embraced by the organization and repeated again and again to drive waste out of all processes throughout the facility.

5. Expectations Safety cannot and will not be compromised!
The team will aggressively identify & eliminate WASTE
Significant improvement will be gained in the measurement parameters
(Read the slide, emphasizing that quality and safety will not be compromised, and likely will be enhanced!)
Significant improvements may be expected as over 15,000 workshops have been completed worldwide, with an average of over 50% improvement in the measurement areas.

6. Process Select team members Make all people affected aware of what is
going to happen
Identify
pilot
area
Define
current
situation
Identify
opportunities
to improve
Look for new
opportunities
Process
Recognize
efforts of
people
Analyze
& select
Walk through transparency
This slide depicts the workshop process.
- A target area is identified at the pre-workshop meeting.
- The team is selected.
- All stakeholders are made aware of what is to happen.
- The workshop begins and the team defines the current state.
- The team will surface all opportunities for improvement.
- The team will analyze all ideas, and select the best.
- A new process will be developed, focusing on the low cost ideas first.
- The plan will be discussed with the stakeholders.
- The ideas will be implemented, focusing on immediate improvements.
- The team will verify and adjust, making sure the vision is correct.
- Before leaving, we’ll recognize the efforts of those involved.
- And we’ll continue to look for new opportunities to apply the tool!
Discuss plan
with
stakeholders
Verify
& adjust
Implement
new method
A.S.A.P.
Develop
new method
(apply zero/low
cost ideas first)
OPERATION:
FROM:___________________________
QUANTITY PER SHIFT:______________
CUSTOMER CYCLE TIME:__________________
TO: _____________________________
SHIFT:________
OPERATOR CYCLE TIME:__________________
DESCRIPTION OF
ELEMENT TIME
STANDARD IN-
QUALITY
CRITICAL
NO.
OPERATION
HAND WORK
MACHINE
WALK
PROCESS STOCK
CHECK
SAFETY
WORKSTATION AREA DRAWN TO SCALE C Q
03/23/94

7. What is Lean?
Who can answer this question for me?

8. Defining Lean Occurring at the same time To be simultaneous
To operate in unison
To coincide with an action
Moving at the same rate
Minimum use of resources
Some of Webster’s definitions are (read slide).

9. Lean Organization Definition:
A systematic approach to the identification and elimination of waste and non-value added activities through continuous improvement in all products and services
This is our definition of a lean organization. Note that it is a systematic approach, and not a “program.”

10. Lean Organization Characteristics:
Equipment used synchronously to demand
Utilizes people to their fullest capacity
Simple, flexible, visible, & responsive
Requires constant change
Creates products/services with minimum consumption of:
- Capital investment
- Floor space
- Materials
- Labor
- Time
- Distance
The characteristics of a lean organization are:
- Equipment used to demand (which is usually not top speed)
- Utilizes people to their fullest capacity (which requires cooperation, training and understanding)
- Is simple, visible, flexible, responsive (vs. complicated, inflexible, hidden and slow)
- Requires constant change (continuous improvement)
- Creates products or services with a minimum consumption of:
- Capital investment
- Floor space
- Materials
- Time
- Labor
- Distance

11. Lean Organization Lean Organization
Pull
Systems
Small
Lots
Standardized
Operations
Machine
Process
Capability
Level
Scheduling
Reduction of
Variation
Supplier
Development
Lean
Organization
Lead Time
Reduction
Transportation
Plant, Machine
& Office Layout
Error
Proofing
Containerization
We refer to this as our “starburst”. It captures the 16 key strategies we have found to be critical in becoming a truly lean organization.
You’re probably using many of these today. However, you will optimize operations only by utilizing all of these strategies as a singular method for running your company.
Using them individually gains some improvement, but each tool’s effectiveness will never be maximized until they link up with each other.
As you understand and use each strategy, they will reveal their interdependence and relationship to each other.
During the workshop we touch on each of these strategies to help us identify and eliminate waste. However, we will focus on several (i.e., Lead Time Reduction, Standardized Work, Workplace Organization and Visual Controls, and Plant, Machine and Office Layout) to help address the opportunities surfaced by the team.
Workplace
Organization &
Visual Controls
Quick
Set-up
Planned
Maintenance
Employee / Process
Control
09/23/97

12. Lean Organization Workshop Path to Lean Organization Step #1 Step #2
Waste Elimination
Tools
What is Waste?
Lean Organization
This is a “footprint” of the workshop week’s activities.
First we will discuss and share an understanding of waste.
Then we will use a process that is applied in the worksite to surface where waste is located, and we’ll apply several waste elimination tools.
Finally we’ll implement the change during workshop week! This step is what sets Lean Implementation apart from other continuous improvement processes--immediate implementation!
Step #4
Step #3
Aggressive
Implementation
Brainstorming
& Visioning
01/20/98

13. Lean Organization Our Four Step Focus
Step One - Understand what waste is
Step Two - Use appropriate waste elimination tool
to eliminate specific waste(s) identified
Step Three - Brainstorm to develop a vision so as
to create a plan
Step Four - Aggressive implementation of plans.
Do it now!!!!
This is our four-step process.
(Read slide.)
We’ll identify, then eliminate waste in the process. And we will aggressively implement the change.
It’s the “aggressive implementation” that makes the difference between Lean Implementation and other continuous improvement processes.
01/20/98

14. Lean Implementation Training
Agenda Example
DAY 1: 8:
DAY 2: 8:00 - ?
DAY 3: 8:00 - ?
DAY 4: 8: :00
Introductions
Why we are here:
Competitive situation
Market conditions
Define Concepts
Waste
Lead Time
Value Added
Non Value Added
Standardized Operations
Workplace Organization
Visual Controls
Define Current State
Productivity
Inventory
Layout
Brainstorm potential
solutions to opportunities
Develop new working
method
Discuss plan with stakeholders
Analyze, select, prioritize
good ideas
Implement new working
Continue Implementation
Finalize Implementation
Verify
Adjust
Document improved
and future states
Prepare wrap-up
presentation
Give wrap-up
(Use either this slide, or the one to be used in the workshop if a Lean Implementation Workshop is to be performed.)
This is an example of a typical workshop agenda. Note that it is very flexible in running shorter or longer based on the needs of the worksite.
This flexibility extends to the agenda topics which are modified again to meet the needs of the team, and the opportunities that may exist.
It is a full schedule. Notice that some days may go longer so that the team might accomplish necessary plans to achieve implementation as soon as possible.
It’s important to note these longer days so that participants may plan ahead for child care or any other personal responsibilities. The success of the workshop greatly depends on 100% attendance.

15. Lean Implementation Workshop Summary of Results
Date of Workshop: ____________
Short Term F/U date: ____________
Long Term F/U date: ____________
Lean Implementation Workshop Summary of Results
Supplier:
Sponsoring Division:
Process:
PPAP Requirements Addressed (Y/N)
Creativity Team Name & Number:
After Workshop
Parameters
Before
Workshop
Improved State (Current Week)
Short Term (0-6 months)
Long Term (6-12 months)
Measure
%Improved
Measure
%Improved
Measure
%Improved
Productivity
(parts/person/day)
Forecast
Actual
Forecast
Inventory
($)
Actual
Layout
(Feet)
Forecast
Actual
Lead Time
(Time______)
Forecast
(If a Lean Implementation, Process Reengineering, Advance Workshop is selected then show this slide.)
This is the Summary of Results form and is designed to capture the workshop impact, both implemented (immediate) and forecasted (short and long term). The initial measurements are completed on the last day of the workshop, and it is a deliverable report of the team’s accomplishments.
(Reference the measurement handout for definitions and calculations.)
The initial short and long term measurements are the forecasted impact of the short and long term action plans.
During the follow-up reviews, the actual impact is calculated and entered on this form, identifying the actual impact of the efforts to date against the original forecasted measurements.
Continuous improvement is the goal. The expectation is that at each follow-up review, the measurements will reflect improvement.
Actual
Additional Savings Identified
Subject
# of Items
Date & updated
$ Potential
$ Approved
$ Rejected
Resource Conservation & Pollution Prevention
Other: Investment, Specifications, Transportation, etc.
TOTAL:
Team Leader Name/Phone:

16. Norms (Operating Guidelines)
1. Be on time
2. Everyone participates, has equal voice
3. One speaker at a time
4. Handle other business on breaks
5. Make pagers silent
6. Function as a team
7. Speak loudly and clearly
8. No one leaves until the new process works!
9. HAVE FUN!
Since we will be working closely as a team, it is important for us to agree on some workshop guidelines.
(Read through the list, emphasizing why each is important.)
We’ll need to “police” ourselves and each other in adhering to these rules.
Is there a problem with any of these? Any suggestions for additional guides? If necessary, we can add to this list at any time this week.

17. Administrative Details
Classroom location(s)
Rest room(s)
Telephones
Message handling / contact phone number
Lunch area / timing
Refreshments
Copy machines
Safety requirements
Starting / ending time
(Read the slide and explain the arrangements.)
(Note the message handling phone number and display it in the room for all to see.)