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Enterprise Transition to Lean Roadmap Aerospac
Enterprise Transition to Lean Roadmap Lean Aerospac e Initiative Lean Enterprise Transformation Issues Why do many lean transformation activities fail? What are the key success factors in implementing lean enterprise wide? How can we better assure that lean will impact bottom line results? Are there certain activities that are ideally performed before others? How do we assess an organization’s “readiness tochange”? Nightingale - © 22000 Massachusetts Institute of Technology Key Principles of Change Management Apply to Lean Transformation Strategic Alignment Management Commitment Sense of Urgency Stakeholder Involvement Organizational Structure Goals and Objectives Transformation Plan Monitoring and Nurturing Nightingale - © 32000 Massachusetts Institute of Technology Lean Enterprise Implementation Processes and Tools Enterprise Tool Implementation Issue What are the key lean principles and practices? Lean Enterprise Model (LEM) Enterprise Transition to Lean Roadmap (TTL) How do I transform my enterprise to lean? Lean Enterprise Self Assessment Tool (LESAT) How do I assess my progress? Nightingale - © 42000 Massachusetts Institute of Technology Lean Transformation Issues Why do most lean transformation activities fail? What are the key success factors in implementing lean enterprise wide? How can we better assure that lean will impact bottom line results? Are there certain activities that are ideally performed before others? What is the role of senior leadership in assuring success? Issues Motivated Development of Enterprise Transition to Lean Roadmap Nightingale - © 52000 Massachusetts Institute of Technology Lean Transformation Requires an Enterprise Approach Customer Finance/Human Resources, etc. Manufacturing Operations Product Support Product Development Supplier Network Nightingale - © 62000 Massachusetts Institute of Technology Enterprise Leadership is Key Element of Success LAI Aerospace Organizations Productivity Index Leadership Index Nightingale - © 72000 Massachusetts Institute of Technology Transition to Lean Module Concept • Priorities • Sequence • Key Enablers • “How-To’s” • Change Mgmt. Principles Transition to Lean Plan Nightingale - © 82000 Massachusetts Institute of Technology Enterprise Level Roadmap Conceptual Framework What is the Enterprise Level Transition-To-Lean Model ? Begins with a description of a Top Level Flow of primary activities referred to as “The Roadmap” Focus on the Value Stream •Map Value Stream •Internalize Vision •Set Goals & Metrics •Identify & Involve Key Stakeholders Then, provides descriptions of key tasks required within each primary activity Finally, leads discussion of issues, enablers, barriers, case studies & reference material relevant to each task in a common structured framework Nightingale - © 92000 Massachusetts Institute of Technology Enterprise Level Roadmap Conceptual Framework What Does the Enterprise Level TTL Model Provide? A robust path that Enterprise Leaders can follow to transition their organizations to a new plateau of “leanness” Efficient and effective tool that will improve the quality of thinking and awareness of Enterprise Leaders on the challenge of transitioning their organization Framework for cultural, organizational & change management considerations Guidance in making the transition process, itself, a ‘lean’ Nightingale - ©102000 Massachusetts Institute of Technology Enterprise Level Roadmap Entry/Re-entry Cycle Adopt Lean Paradigm Decision to Pursue Enterprise Transformatio n Enterprise Strategic Planning Long Term Cycle Initial Lean Vision Focus on the Value Stream Detailed Lean Vision Develop Lean Structure & Behavior + Environmental Corrective Action Indicators Lean Transformation Framework Short Term Cycle Focus on Continuous Improvement Detailed Corrective Action Indicators Create & Refine Transformation Plan Outcomes on Enterprise Metrics Implement Lean Initiatives Nightingale - Enterprise Level Transformation Plan ©112000 Massachusetts Institute of Technology Adopt Lean Paradigm Build Vision Convey Need Foster Lean Learning Make the Commitment Obtain Senior Management Buy-in Nightingale - ©122000 Massachusetts Institute of Technology Focus on the Value Stream Map Value Stream Internalize Vision Set Goals & Metrics Identify & Involve Key Stakeholders Nightingale - ©132000 Massachusetts Institute of Technology Develop Lean Structure & Behavior Organize for Lean Implementation Identify & Empower Change Agents Align Incentives Adapt Structure & Systems Nightingale - ©142000 Massachusetts Institute of Technology Create & Refine Transformation Plan Identify & Prioritize Activities Commit Resources Provide Education & Training Nightingale - ©152000 Massachusetts Institute of Technology Implement Lean Initiatives Develop Detail Plans Implement Lean Activities Nightingale - ©162000 Massachusetts Institute of Technology Focus on Continuous Improvement Monitor Lean Progress Nightingale - ©172000 Massachusetts Institute of Technology Enterprise Level Roadmap Entry/Re-entry Cycle Adopt Lean Paradigm •Build Vision •Convey Urgency •Foster Lean Learning •Make the Commitment •Obtain Senior Mgmt. Buy-in Decision to Pursue Enterprise Transformatio n Enterprise Strategic Planning Long Term Cycle Focus on the Value Stream Initial Lean Vision •Map Value Stream •Internalize Vision •Set Goals & Metrics •Identify & Involve Key Stakeholders Environmental Corrective Action Indicators Focus on Continuous Improvement •Monitor Lean Progress •Nurture the Process •Refine the Plan •Capture & Adopt New Knowledge Outcomes on Enterprise Metrics Develop Lean Structure & Behavior Detailed Lean Vision •Organize for Lean Implementation •Identify & Empower Change Agents •Align Incentives •Adapt Structure & Systems + Lean Transformation Framework Create & Refine Transformation Plan Short Term Cycle Detailed Corrective Action Indicators •Identify & Prioritize Activities •Commit Resources •Provide Education & Training Implement Lean Initiatives •Develop Detailed Plans •Implement Lean Activities Nightingale - Enterprise Level Transformation Plan ©182000 Massachusetts Institute of Technology Enterprise Level Roadmap The On-going Lean Enterprise Long Term Cycle Entry Focus on the Value Stream Detailed Lean Vision Response to the voice of the customer Enterprise Strategic Planning + Environmental Corrective Action Indicators Lean Transformation Framework Short Term Cycle Focus on Continuous Improvement Outcomes on Enterprise Metrics Develop Lean Structure & Behavior Detailed Corrective Action Indicators Create & Refine Transformation Plan + Implement Lean Initiatives Nightingale - Enterprise Level Transformation Plan ©192000 Massachusetts Institute of Technology Common Discussion Framework Is Used Discussion of issues Six Interdependent Elements of Implementation What Why Who When How Where •Enablers •Barriers •Related Case Studies •Further Reference Material Nightingale - ©202000 Massachusetts Institute of Technology ‘Drilling Down’ to an Example of TTL’s Content Enterprise Level Roadmap The Discussion Outline •Discussion of issue •Six Interdependent Elements of Implementation What Why Who When How Where •Enablers •Barriers •Related Case Studies •Further Reference Material Issues surrounding the task of “Build Vision” during the activity of “Adopting the Lean Paradigm” Nightingale - ©212000 Massachusetts Institute of Technology “Build the Vision” Description Template Transition to Lean Roadmap PHASE: Adopt Lean Paradigm ACTION ITEM: “Build the Vision” DISCUSSION ISSUES: How do you direct a vision in an existing culture that has been successful? Should this be an internal only or externally influenced process? How do you assess the applicability of other successful transformations to your Enterprise? How does the lean vision tie into all levels of the enterprise? Nightingale - ©222000 Massachusetts Institute of Technology “Build the Vision” Description Template TENSIONS What A “lean” vision Why Communicate “lean” enterprise-wide Who The Enterprise Leader When First step in TTL How Learn from successful “lean” implementations Where Enterprise-wide Nightingale - ©232000 Massachusetts Institute of Technology “Build the Vision” Description Template BARRIERS (Example) Lack of knowledge of the lean principles and practices ENABLERS (Example) Learn from other successful lean implementations at the Enterprise level. CASE STUDIES (Example) Jack Welch, CEO-General Electric, transformational leader FUTURE RESEARCH QUESTIONS (Example) “How important is Executive leadership in the success of lean initiatives?” Nightingale - ©242000 Massachusetts Institute of Technology Benefits of Enterprise TTL Roadmap Facilitates enterprise focus Provides “sequence” for enterprise transformation Increases understanding of “what went wrong” in previous transformation attempts Focuses on people/leadership issues Provides an organizing framework for enterprise wide transition Nightingale - ©252000 Massachusetts Institute of Technology Transition to Lean Module Concept • Priorities • Sequence • Key Enablers • “How-To’s” • Change Mgmt. Principles Transition to Lean Plan Nightingale - ©262000 Massachusetts Institute of Technology Production Operations Transition-To-Lean Roadmap Supply Chain/External Environment • Legal • Environmental •Financial •Information Phase 0 Adopt Lean Paradigm • Build vision • Establish need • Foster lean learning • Make the commitment • Obtain Sr. Mgmt. buy-in ENTRY •Procurement •Engineering Phase 1 Top Leadership Commitme nt Prepare • Integrate with Enterprise Level • Establish an Operations Lean Implementation Team(s) • Develop implementation strategy • Develop a plan to address workforce changes • Address Site Specific Cultural Issues • Train key people • Establish target objectives (metrics) Expand Internally/Externally • Government Reqd. Systems (MMAS, EVMS, etc.) Enterprise / Production System Interface Phase 2 Define Value • Select initial implementation scope • Define Lean customer Roadma • Define value p Quality, Schedule, and Target Cost • Optimize quality • Institutionalize 5S •Quality •Safety Phase 3 Identify Value Stream • Record current state value stream • Chart product and information flow • Chart operator movement • Chart tool movement • Collect baseline data •Training and Human Resources •Workforce/Management Partnership Phase4 Phase5 Phase 6 Design Implement Total Production System Implement Flow System Pull • Achieve process • Select • Develop a future control appropriate state value • Implement TPM production stream map • Implement selfsystem control • Identify takt time inspection mechanism requirements • Eliminate/ • Strive for single • Review reduce waste item flow make/buy • Cross train • Level and decisions workforce balance • Plan new layout • Standardize production flow • Integrate operations • Link with suppliers • Reduce set-up suppliers • Design visual times • Draw down control system • Mistake proof inventories • Estimate and processes • Re-deploy justify costs • Implement cell people • Plan TPM layout • Re-deploy/ system • Implement dispose assets visual controls Phase 7 Strive for Perfection • Team development • Institute Kaizen events • Remove system barriers • Expand TPM • Evaluate against target metrics • Evaluate progress using lean maturity matrices IMPROVED COMPETITIVE POSITION Nightingale - ©272000 Massachusetts Institute of Technology
