1. Training Follow-up WASTE Key Points of Follow-Up:
Activity is intended to determine how an organization is doing following a workshop.
All action items completed.
Original work site maintaining implemented steps.
Identification of additional opportunities to work on .
Commitment to continue the process, institutionalize.
This can be a good time to work with a supplier to generate greater knowledge of areas such as: standardized operations, pull signals, planned maintenance, and error proofing.
Reference follow-up guidelines materials in the Leaders Guide for additional information.

2. Purpose of Follow-up
To quantify and validate the results of the workshop
To capture and document improvement results
To identify additional opportunities
To reinforce commitment to the workshop process
The purpose of this meeting is (read slide).

3. Opening comments/introductions - Review follow-up objectives
Follow-up Agenda
Opening comments/introductions
- Review follow-up objectives
Initial workshop status
- Revisit workshop worksite(s)
- Report action plan worksheet items
- Calculate actual short / long term results
New opportunities
- Discuss supplier business plan
- Investigate new implementation / action plans
- Lean concepts
- Resource conservation & pollution prevention
- Supplier needs and capabilities
Next steps
- Identify potential supplier development activities
- Establish timelines and responsibilities
- Decide next follow-up timing
Summary and closing comments
- Feedback
- Recognition
Adjourn
The agenda we will follow is shown here.
(Walk through the agenda.)

4. Support the efforts initiated by the workshop process through:
Follow-up Objective
Support the efforts initiated by the workshop process through:
Determining the status of action items identified during the initial workshop
Calculate the Actual Impact of the short term or long term measurement parameters
Nurturing the Quality, Service, Technology, and Price continuous
improvement process
Evaluate the status of, and commitment to, lean concepts
Understand capabilities and needs
Identify and plan the appropriate next steps
Achieving closure to the initial workshop purpose
Document and acknowledge the accomplishments
The objective of this follow-up is identified here.
(Read slide.)

5. Follow-up Process Calculate Actual Improvement Achieved Visit Original1 2 3 4 5
Calculate Actual
Improvement
Achieved
Visit
Original
Worksite(s)
Review Action
Plan Items
Summarize
& Recognize
Efforts
Follow-up Process
Evaluate
Commitment &
Implementation
This slide reflects the process for the workshop follow-up.
(Walk through the steps shown on the slide.)
The follow-up process is used to verify pursuit of the original workshop efforts, and to support accomplishment of additional opportunities.
Establish
Next Steps
Determine
Next
Follow-up
Date
Identify
Additional
Opportunities
To Improve

6. Revisit Original Worksite
Action Plan Review
Actual Short / Long term Results
(This is a page break reflecting the follow-up agenda major subjects.)
To begin the agenda, we will revisit the worksite from the initial workshop. We’ll look at all the action plan items and calculate the short or long term actual results based on the operating conditions we see today. This will be compared to the forcasted impact documented during the initial workshop.

7. We analyze our ideas and pursue those determined to be of benefit in the form of quality, service, technology, price, delivery, safety, etc.
They then become action items and are captured on this form, along with the “champion” responsible, timing, and current status.
We will refer to the action plan worksheet(s) from the initial workshop to discuss status to date, and we continue to use these worksheets to capture and all plans established in the follow-ups.

8. LEAN IMPLEMENTATION WORKSHOP
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
IMPROVED STATE (CURRENT WEEK)
SHORT TERM (0-6 MOS)
LONG TERM (6-12 MOS)
WORKSHOP
MEASURE
% IMPROVEMENT
PRODUCTIVITY
FORECAST
(PARTS/PERSON/DAY)
ACTUAL
INVENTORY
($)
LAYOUT
(FT)
LEAD TIME
(TIME_____)
ADDITIONAL SAVINGS IDENTIFIED
SUBJECT
# OF ITEMS
DATE $ UPDATED
$ POTENTIAL
$ APPROVED
$ REJECTED
Resource Conservation & Pollution Prevention
Other: Investment, Specifications, Transportation, etc.
TOTAL:
TEAM LEADERS / PHONE:
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.

9. New Opportunities Discuss supplier business plan
Investigate new implementation / action plans
The next section on the agenda is “New Opportunities.” Our intention is to build on the efforts of the initial workshop, and talk about other areas where we might work together to improve.
To support this activity, we need to discuss your company’s business plan so that we might better understand its goals, objectives and planned direction.
We will talk about any other areas that might be pursued for improvement based on lean implementation status, resource conservation and pollution prevention ideas, and any background information from company operations that should be considered.
Slides following are optional, for reference purposes only.

10. We are all only as strong
The Supply Chain
A Common Enterprise
Supplier
Raw
Material GM
Tier Tier Tier Tier 1
XYZ Co.
Plt. # 2
Plt. # 1
The overall goal is to cascade improvements throughout the process, the organization, and through our suppliers so that we might better satisfy the customer and be more competitive in the marketplace.
We are all only as strong
as the weakest link
07/28/95

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
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.
Plant, Machine
& Office Layout
Error
Proofing
Containerization
Workplace
Organization &
Visual Controls
Quick
Set-up
Planned
Maintenance
Employee / Process
Control

12. ( Quality / Service / Technology / Price )
Supplier Business Plan
Desired Global
Position
Improved
Position
Process
Reengineering
Identified
Performance
Gap
Transportation
/ Logistics
Scheduling
Raw Materials
Management
( Quality / Service / Technology / Price )
Value
Direct /Indirect
Material
Global Sourcing
Value Analysis /
Value Engineering
Current Supplier
Quality
Workshop
Containerization
/ Packaging
Specifications
Our objective would be to complement the initiatives already established and underway at a company with some that we can bring to the process.
It is our hope that together we will bring the supplier to the same level or beyond that of the competition.
Supplier
Initiatives
Supplier
Development
Lean
Implementation
Workshop
Error
Proofing
Constraint
Workshop
Advance Workshop
Quick
Set-up
Supplier
Suggestions
Material Value
Chain
Business Plan Analysis and Initiatives

13. It doesn’t matter what you call it, as long as you do it!
Lean Manufacturing/Organization or...
Synchronous Manufacturing/Organization
Total Quality Management
PICOS
Lead-time Reduction
Value Added Chain
Quality Network
Throughput Improvement
Agile Manufacturing
KAIZEN
Continuous Improvement Workshop
Reengineering
We’ve all heard a lot of different terms lately. This chart shows various words and phrases used to capture the essence of successful manufacturing techniques. Many more exist, some of which you are using today.
The bottom line is that these all promote the same thing--continuous improvement! We need to leverage each of them to improve the entire process, and increase our competitive position.
The label is not important--the actions are!
It doesn’t matter what you call it,
as long as you do it!

14. If you always do what you always did . . . . . . You’ll always get
what you always got!
In fact, if we don’t change, this will come true! That isn’t good enough in today’s competitive marketplace.
Change is so constant that “if you always do what you always did”, you won’t even get what you always got!
You can take the “thing” approach: do something, anything! Restructure, downsize, imitate your competitors. If it seems to help them, it should help you.
Don’t ignore good ideas just because you didn’t invent them. Benchmark your activities against the best practices of industry worldwide.
But benchmarking is not mere copying. It is understanding the level at which you must arrive to be competitive, and from which to improve upon to become a true leader.

15. Our operations are a product of the way we have measured them!
Measurements
“Tell me how you measure me
and I’ll tell you how I’ll behave”
To continue to drive the process and understand our level of accomplishment requires us to investigate, and possibly modify, our measurement system.
As this slide suggests, we all behave based on the way we are measured.
Our operations are a product of the way we have measured them!

16. On conventional practices Using conventional measurements
Continued dependence
On conventional practices
Using conventional measurements
Will yield conventional results
Can we afford to achieve conventional results, or do we need to make significant impact?

17. A Measurement System Needs To.......
Focus on results in a way that is Customer oriented.
Assist in monitoring progress towards Goals and Objectives.
Profit and ROI now and in the future.
Maintaining competitiveness (being best in):
Quality
Service
Technology
Price
Communicate progress to the Organization and Others.
Help drive progress in Lean Organization (i.e. “You are
what you measure”)
Provide key indicators of progress to help serve as guides
for future action.
As we look at the current measurement system, does it stand up against the criteria listed? If we are considering modification of the existing measurement system, we should consider the criteria shown. A simple system used in many GM plants are the targeted measurements of Quality, Service, Technology, and Price.
Q = Quality as measured by warranty, cost of quality, first time quality, PPM
U = Unit cost as measured by the unit cost of the product(s), not the selling price. Efforts to control/reduce labor, material, burden elements of unit cost will drive us to address these important areas.
I = Inventory as measured by value of inventory, inventory turns, and raw / in-process / finished inventory levels.
L = Lead Time as measured by the time it takes to receive an item and process it through the plant to the customer.
S = Schedule attainment as measured by meeting the customer requirements when they want it, and in the quantity requested.

18. Measurements If you don’t keep score, you are only practicing!
How many here play golf (or any other sport)?
Isn’t this true? If you are not keeping score, how do you know if you are improving?
Keeping score (taking measurements) is a key element in the feedback loop that drives us to make changes so that we can improve our competitive situation.
If you don’t keep score,
you are only practicing!

19. Key Success Factors Actions must fit overall strategy
Tools are not standalone events
Creativity and flexibility in application of tools
Transform simple brainstorming into strategy
Involvement and commitment of all disciplines
Emphasis on aggressive implementation
These are some key success factors a company should keep in mind when pursuing a plan for future growth and security.

20. Key Success Factors Actions must fit overall strategy
Tools are not standalone events
Creativity and flexibility in application of tools
Transform simple brainstorming into strategy
Involvement and commitment of all disciplines
Emphasis on aggressive implementation
Go from “Can it be done” to “How are we going to do it?”
The bottom line, though, is doing it!!
Action is what really counts!
“Deeds not words!!”

21. Winner or Loser? Be A Winner! The Winner is always part of the answer.
The Loser is always part of the problem.
The Winner always has a program.
The Loser always has an excuse.
The Winner says, “Let me do it for you.”
The Loser says, “That’s not my job.”
The Winner sees an answer for every problem.
The Loser sees a problem for every answer.
The Winner sees a green near every sand trap.
The Loser sees two or three sand traps near every green.
The Winner says, “It may be difficult, but it is possible.”
The Loser says, “It may be possible, but it is too difficult.”
This slide shares some perspectives on how we face the issues before us today.
Be a winner!
Be A Winner!

22. Managing Complex Change
Vision
Skills
Change
Action Plan
Resources
Incentives
Confusion
Anxiety
Gradual
Frustration
False
Starts
This sends a powerful message to organizations desiring to generate successful change.
Reading across, the top line displays all elements necessary to accomplish our objectives.
You can see what happens when one of the elements is missing. Can you relate to the results? I know I can.
As we move forward, we must keep these elements in mind and ensure that all are in place. Otherwise the process will fail.

23. Provide reliable/capable
Maintaining A Healthy Heart
Keep employees informed
Two way communications
Provide job security
Involvement in decisions
PEOPLE
Balance work loads
Provide feedback
As we seek to improve by working with the tools and techniques, it is critical to recognize that the “heart” of any system is its people. Maintaining that “healthy heart” is the responsibility of the organization.
Some key points are noted on this slide. .
Provide necessary training
Respond in a timely manner
Provide necessary education
Listen to the employee’s ideas
Provide reliable/capable
tools & equipment
Provide clean/safe workplace

24. Remember . . . “Vision without action is merely a dream.
Action without vision is just passing time.
Vision with action can change the world.”
...Joel Barker
(If “The Power of Vision” tape is shown, discuss the message captured above.
If the tape is not shown, mention that this is a quote from Joel Barker in “The Power of Vision” reflecting on the importance of both vision and action when attempting to move from the current state to the desired future state.)

25. Slides following are optional, for reference purposes only.
Next Steps
Identify potential improvement activities
Establish timelines and responsibilities
Establish next follow-up meeting
The next section of the Follow-up agenda covers the “Next Steps.” Our goal in this section is to pull together the ideas and opportunities we have surfaced in our discussions thus far, and formulate them into action plans.
These plans may or may not involve additional improvement activities. Regardless, we need to identify specific responsibilities and timelines to accomplish our goals.
Finally, we need to identify the next follow-up meeting timing (if appropriate).
Slides following are optional, for reference purposes only.

26. Possible Improvement Strategies
Supplier Business Plan
Possible Improvement Strategies
Constraint W/S
Supplier
Raw
Material
Supplier
Supplier
Supplier
Value Analysis
Material VC
XYZ Co.
Plt. # 1
Supplier
Supplier GM
Quality W/S
Packaging
In looking at the supply chain, some possible strategies involving supplier improvement activities are reflected in this slide. Such actions could also be applied within the “four walls” of the company.
Raw
Material
Supplier
Supplier
XYZ Co.
Plt. # 2
Transportation
Lean Implementation
Global Sourcing
Tier Tier Tier Tier 1

27. We analyze our ideas and pursue those determined to be of benefit in the form of quality, service, price, technology, delivery, safety, etc.
They then become action items and are captured on this form, along with the “champion” responsible, timing, and current status.
We will refer to the action plan worksheet(s) from the initial workshop to discuss status to date, and we continue to use these worksheets to capture and all plans established in the follow-ups.

28. Summary & Closing Comments
Feedback
Recognition
This section is the final agenda item and is a wrap-up for all the day’s activities.
A summary of the worksite status, new opportunities discussed, and action plans established should be made. In addition, recognition of the efforts made by the various individuals and the support of leadership should be acknowledged where appropriate.
(Consideration may be given to issuing a form of recognition to the team members.)
Slides following are optional, for reference purposes only.