1. Workshop Wrap-Up WASTE Key Points for Wrap-Up Module:
PPAP guidelines must be followed and care taken not to create a problem for the customer by changes made in the process.
Identifying follow-up plans sometimes ensures the supplier will attempt to follow through on action item list.
Key messages to leave supplier with:
Touched all of the lean strategies but emphasis on only a few, power is institutionalizing all.
People are the key, support them. Everyone goes back to work and tendency is to drop the support. Management role to address.
Measurement system can be a conflict if not aligned towards supporting lean direction. Need to monitor impacts to help ensure we understand where we are and where we are going.
Expectation processes will be cascaded with supplier four walls and to their suppliers.
Accolades to the team members to the level appropriate. Especially for hourly or operators who usually don’t get this type of opportunity to contribute and can be consequently overwhelmed.

2. Purpose of Wrap-Up To measure the benefits derived from the workshop
To graphically display the improvement gained during the workshop
To document additional gains achievable in 6 and 12 months
To inform management of workshop accomplishments
This is an optional slide and need not be shown but should be at least be covered verbally with the workshop attendees. Discuss why these elements are important and how this module will help us brings closure to the workshop efforts this week.

3. Wrap-Up Agenda Introductions / Opening comments Handout review
Team report-outs:
Action plans
Study area layout
Summary of results
Next steps
Closing comments
This is the agenda we will follow for today’s wrap-up meeting.
Following introductions of all the team members and others in attendance today we will review the handouts you received (this is optional, may not be distributed or held until after the meeting) which cover details regarding the changes developed and implemented by the team(s).
Each team will then report out their accomplishments, covering the action plans. Only the highlights will be reviewed: the layout showing pre-workshop configuration and the revised layouts for end of the week, short term and long term action items, and finally the summary of results which captures the impact of the changes made or proposed.
We will then go into what are the next steps, which is an important link in securing continued support for implementing the action items and growing the process of improvements started this week.
Finally, we will ask for closing comments by the leadership.

4. Wrap-Up Presentation Content
Cover sheet
Team members
Name
Company
Phone number
Process studied
Agenda
Action items list
Before and after layouts
Summary of results
This is the content of the handout to be distributed.
(If sensitive data is contained on some forms, the distribution should be reviewed for concurrence.)
(Don’t spend a lot of time typing or “dressing up” the material. It’s better to focus on generating and implementing action items.)

5. LEAN IMPLEMENTATION WORKSHOP
DATE OF WORKSHOP:_________________
SHORT TERM F/U DATE:_______________
LONG TERM F/U DATE:________________
LEAN IMPLEMENTATION WORKSHOP
SUMMARY OF RESULTS
SUPPLIER:_______________________________________________
GM 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.

6. 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
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.
During the workshop we touched on, discussed, considered, and possibly utilized many, if not all of these strategies. Review each strategy for whether it was used by the team in the action plans developed.
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.
Containerization
Workplace
Organization &
Visual Controls
Quick
Set-up
Planned
Maintenance
Employee / Process
Control

7. Lean Strategies A safe bridge from mass to lean Mass Production Model2 6 5 4 3 B
WHSE 1
Lean
Strategies 3 1 2 4 5
We recognize that our efforts to become a lean organization cannot be achieved overnight.
To accomplish the necessary transition, we will utilize the “starburst” strategies as the “bridge” that leads us towards becoming a lean organization.
We will take (have taken) some significant steps this week on the road to continuous improvement.
Mass Production Model
Lean Organization Concept
(Harmonious, Lean Mfg., JIT Production System) B
Buffer 6
Operation

8. 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
Provide necessary training
Respond in a timely manner
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 education
Listen to the employee’s ideas
Provide reliable/capable
tools & equipment
Provide clean/safe workplace

9. 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”
Our operations are a product of the way we have measured them!
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.

10. 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?

11. 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!

12. 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.

13. 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!!”

14. 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.

15. Post-Workshop Activities
Responsibilities:
Complete action plans identified during original workshop
Prepare a plan to implement the workshop concepts in
additional areas and implement the plan
Follow-up review: document status and additional results, and communicate to organization
Short term review within three months of initial workshop
Long term review, timing determined during first visit
So where do we go from here? The responsibilities following this workshop are outlined on this slide.
Note that we will follow a process to support the ongoing focus on the action plans and growth of improvements achieved beyond this week.
The expectation is that the action plans will be worked, that a plan will be developed to grow beyond the scope of the workshop, and that specific reviews will be held to establish status and progress.

16. Follow-up Process Calculate Actual Improvement Achieved Visit Original1 5 2 4
Visit
Original
Worksite(s) 3
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

17. 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
This is the objective of the workshop follow-up.
(Review and discuss.)