1. The Mouse Trap ® Experience: The Power of Lean Learning

2. Course Objective Recognize the value of experimentation Strengthen lean knowledge Apply and test scientific method principles

3. Agenda Assumptions and Other Barriers Lean is Born From How We Think Mouse Trap ® : The Simulation Key Lessons and Call to Action

4. Barrier 1: “Lean Only Applies to the Shop Floor” Manufacturing association is a result of: –Lean integrating easily into existing processes –Impact is readily apparent in visible processes –Impact is easily evaluated using existing measurements

5. Barrier 1: “Lean Only Applies to the Shop Floor” Applicable to all industries and processes Waste exists in every process and job Identifies opportunities for improvement in processes you think are working well Lean departments don’t win, organizations do!

6. Barrier 2: “Lean is the Magic Tool” Tools isolate improvement areas Tools are not the answer Exercise video is tool for weight loss Purchasing the video does not guarantee success

7. Barrier 2: “Lean is the Magic Tool” Tools Do:Tools Do Not: Assist the lean journey Solve a specific problem Help standardize and improve processes Produce immediate and visible results Ensure lean success Provide long-term sustainability Address every problem Govern thinking and behavior

8. Barrier 2: “Lean is the Magic Tool” ToolsLean Disappointment develops No one single tool can address every problem Lean governs thinking and behavior Lean can address every problem

9. Barrier 2: “Lean is the Magic Tool” Are you and your organization searching for a quick fix such as a band-aid to address existing problems? Are you committed to dig deeper, address the root cause and sustain improvement?

10. Barrier 3: “Lean Isn’t Going To Work Here” Frustration is often result of unexpected barriers Barriers are not an indication of failure

11. Barrier 3: “Lean Isn’t Going to Work Here” Barriers: Allow you to dig deeper Provide a new improvement opportunity Prioritize the problem that you should focus on next Addressed immediately

12. Lean is Born From How We Think Lean cannot be made successful by: –One person –One department –One job title Lean requires dedication and commitment of all People must first understand before they can make a commitment

13. A Learning Organization Structure Learn Formal seminars Informal coaching Apply Organization-wide Departments Job responsibilities Reflect What worked well? What didn’t work well? Why? What can we do differently? Apply Reflect Learn

14. Standardization Enables Learning Identify the most efficient way to accomplish a process Ensure that everyone follows same structured process Visibly indicates deviations Improvement opportunities become evident

15. Standardization Enables Learning How do you do this work? How do you know you are doing this work correctly? How do you know that the outcome is free of defects? What do you do if you have a problem?

16. Experimentation and the Scientific Method Directly observe the problem Brainstorm an idea Develop hypothesis of anticipated results Implement an idea Directly observe and record results Compare actual results with anticipated

17. The Hypothesis ‘A tentative assumption made in order to draw out and test its logical or empirical consequences’ Learning occurs as the hypothesis is tested

18. Why Create a Hypothesis? Provides direction to the ideal state Prevents becoming sidetracked How can you identify success if you don’t have a vision of what it looks like? Source of all process learning

19. Experimentation Barriers Failure to understand current state Failure to develop hypothesis Focus on symptoms Failure to verify results

20. Plan-Do-Check-Act Identifies improvement area Maps out an action plan Details time frame Continually assesses progress

21. When Do I Use PDCA? Implementing any change Defining a repetitive work process Identifying root cause Developing a new process

22. Plan Identify the condition Recognize an opportunity Clearly define current state Analyze the current state Identify current reality Develop ideas Brainstorm ideas Narrow down ideas to one Develop hypothesis Define your idea Define expectations

23. Do Execute an idea Perform your experiment Implement on trial basis and test

24. Check Evaluate results Direct observation Gather data More important to learn process than achieve the desired result

25. Act Experiment did not produce desired result Determine “why?” Strategize revisions Experiment produced desired result Expand solution Adopt solution Standardize solution Continue to search for improvements

26. XYZ Widget Company Plan Identify the problem Excessive amount of response delay Analyze the problem Delay is result of communication gap Develop idea “If we expand the staff meeting, we expect that response time on key requests will improve by 10%”

27. XYZ Widget Company Do Implement an idea Expand staff meeting

28. XYZ Widget Company Check Evaluate the results Measure response time for IT requests Measure response time for HR requests

29. XYZ Widget Company Act Experiment did not produce desired result Analyze “why?” Strategize revisions Experiment produced desired result Standardize meeting participants Continually assess

30. PDCA: A Group Reflection Activity Problem real to your organization Create hypothesis Create plan

31. Mouse Trap ® : The Simulation 1.Identify problems/inhibitors 2.Brainstorm potential solutions 3.Develop hypotheses of expected outcomes 4.Execute solution 5.Reflect

32. The Objective Capture as many mice as possible Make the process as efficient as possible Teams compete against one another

33. Mouse Trap® Mechanics

34. Role Responsibilities Operator Begins when Set-Up has returned trap to ready state Turns crank to trigger trap Material Handler Begins when Operator has triggered trap Removes mouse from trap Transfers cheese from cup one to Holds mouse throughout cheese transfer Returns mouse under cage

35. Role Responsibilities Set-Up Person Begins when Material Handler has returned mouse under cage Returns trap to ready state Timer Collects data OBSERVER Improvement Coordinator Looks for improvement ideas Documents improvement ideas OBSERVER

36. Mouse Trap  Ready State Guidelines Trap must be reset to ready state if trap malfunctions at any time

37. Mouse Trap ® Process Guidelines Material Handler returns mouse to cage Set-Up returns trap to ready state Operator triggers trap Material Handler acts once mouse Is caught

38. Role Responsibility Guidelines Permitted to do active work during Mouse Trap ® is operating Operator Set-Up Material Handler Picks up the mouse Moves cheese pieces Must always pick up mouse during cheese transfer Move 1 piece of cheese at a time

39. Practice Round 2 minutes Familiarize yourself with trap mechanics Operating the trap is permitted

40. Round 1 Operate Mouse Trap ® in current state No method changes No modifications to process or operation 1 mouse caught = 1 cheese piece Material Handler transfers cheese piece from cup 1 to cup 2 Complete results report

41. Let’s Begin! 5 minutes

42. Round 1 Continuous Improvement Discussion 10 minutes 2 improvement areas Document improvements in PDCA Timer and Improvement Coordinator actively contribute

43. Let’s Begin! 10 minutes

44. Round 2 Only 2 ideas may be implemented Every change is 1 idea Improvement ideas must be documented in PDCA Complete results report 5 minutes

45. Round 2 Operation Guidelines Turn crank to move boot Marble falls from bucket and follows red rain gutter to hit blue helping hand rod Blue helping hand rod allows marble to fall into bathtub Marble lands on diving board and catapults diver into yellow washtub Cage falls down pole to catch mouse

46. Let’s Begin! 5 minutes

47. Round 2 Continuous Improvement Discussion 10 minutes 4 improvement ideas If you are keeping ideas implemented during round 2, these count toward the 4 maximum Document improvements in PDCA Timer and Improvement Coordinator actively participate

48. Let’s Begin! 10 minutes

49. Round 3 Only 4 ideas may be implemented Every change is 1 idea Improvement ideas must be documented in PDCA 4 ideas implemented may be new or may be ideas implemented during round 2 Complete results report 5 minutes

50. Round 3 Operation Guidelines Turn crank to move boot Marble falls from bucket and follows red rain gutter to hit blue helping hand rod Blue helping hand rod allows marble to fall into bathtub Marble lands on diving board and catapults diver into yellow washtub Cage falls down pole to catch mouse

51. Let’s Begin! 5 minutes

52. Key to Mouse Trap  simulation success Valuable usage of time Essential to the lean journey Contributes to sustainable solutions Identifying Current State is Key

53. Current State Results Identifies effective processes Identifies improvement opportunities Ensures that you are addressing the root cause and not firefighting Provides direction toward ideal state Assists in identifying change as it occurs Serves as point of reference

54. Experimentation is Vital You must be constantly looking for improvement opportunities If you stop searching, you become complacent with the current state Complacency with the current state halts the ideal state

55. Standardize Improvement Through PDCA Identifies the current state Identifies the problem Develops potential solutions Maps out an action plan Evaluates results Standardizes effective solutions Assesses improvement progress

56. Small Steps = Significant and Sustainable Change Wide-sweeping and sudden change is not recommended Wide-sweeping and sudden change is difficult to monitor Lean is a journey that never ends

57. Call to Action: What You Can Do “If I”“I expect to get”