1. November 2007  Purpose – Consistently provide value to customers cost-effectively in order to prosper.  Processes – Through the primary value-creating work flows for design, make, and ship, and the streams that support them.  People – By engaging employees who do the value- creating work (including those in the support processes) in continuous problem solving to sustain and improve the processes.  Defining purpose & establishing processes while aligning people in an integrated business system is the central task of management in Lean. Jim Womack, 2007 The Challenge of Lean: Integration of:

2. November 2007 the 4th “Piston” in the Lean Engine …. Lean is Problem Solving …by the people working in an operation as part of their jobs

3. November 2007 Applying the Value Stream Mapping Tool to Solve Value Stream Performance Problems SCOPIING & Preparation Current State Future State Planning Agreeing on what value stream to improve & why, what to map & how, project roles & responsibilities, who will participate, and mapping workshop logistics. Agreeing on a well understood map of the current situation. Agreeing on a shared vision of a Lean future state. Agreeing on changes and a process to implement the future state plan. Implementation 3 days 90-20 day Projects- to learn the actual situation and how to improve it through continuous problem solving

4. November 2007 Levels of Value Streams Process Step Processing Area (value stream segment) Across Functions (Multiple Departments) Organization Single Function (Department)

5. November 2007 Factors for a Successful VSI Project – Leadership sponsorship and engagement – Clear roles, responsibilities and focus – Dedicated resources – Project by project activity – Structured method – Simple metrics to track performance improvements – Frequent project reviews

6. November 2007 Lean Transition Role by Level Directors Executives Drivers Middle Managers Doers Process Owners Project Leaders SMEs, Staff FOCUS for ALL Business Strategy for Use of Lean Strategy & Goal Deployment Enterprise Perspective Lean Improvement Initiatives Transition Plans & Projects Value Stream Performance Action Plans & Kaizen Projects Implementation & Problem Solving Activities Operational & Process Performance  “Catchball” Communications  Vertical Alignment  Horizontal Coordination  Good-for-Business-as-Whole Perspective

7. November 2007 Area/Process Step-Level Problem Solving & Kaizen Operational Problem Solving – Value Stream Improvements Organization-Level Problem Solving – Strategy Deployment Directors – Executive Leadership Drivers – Middle Management Doers – Front Lines Everybody has Thinking Responsibility in Lean