Nightingale, Deborah

LESAT - Lean Enterprise Self-Assessment ToolLA

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Growing the Lean Community

Research Sponsored By LAIEnterprise Transition to Lean RoadmapApril 12, 2001Growing theLean CommunityAn LAI Plenary ConferencePresented By:Deborah NightingaleLAI2 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanIssues Motivated Development of Enterprise Transition to Lean RoadmapLean Transformation Issuesâ Why do many lean transformation activities fail?â What are the key success factors in implementinglean enterprise wide?â How can we better assure that lean will impactbottom line results?â Are there certain activities that are ideally performedbefore others?â What is the role of senior leadership in assuringsuccess?3 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanFinance/HumanResources, etc.Finance/HumanResources, etc.CustomerCustomerSupplier NetworkSupplier NetworkProduct DevelopmentProduct DevelopmentProduct SupportProduct SupportManufacturingOperationsManufacturingOperationsLean Transformation Requiresan Enterprise Approach4 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanEnterprise Leadership is KeyElement of Success00.10.20.30.40.50.60.70.80.910 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1ProductivityIndexLeadership IndexLAI Aerospace OrganizationsSource:  D. Tonaszuck, MIT Master’s Thesis, January 20005 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanBusiness ProcessesHRAcquisitionSupplier NetworkProduction OperationsRoadmapProduct DevelopmentEnterprise Level Roadmap++Transition to Lean Module ConceptTransitionto Lean Plan• Priorities• Sequence• Key Enablers• “How-To’s”• Change Mgmt.Principles6 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanWhat is the Enterprise Level Transition-To-Lean Model ?hat is the Enterprise Level Transition-To-Lean odel ?Begins with a description of a Top LevelFlow of primary activities referred to as“The Roadmap”Then, provides descriptions of key tasksrequired within each primary activityFinally, leads discussion of issues, enablers,barriers, case studies & reference material relevantto each task in a common structured frameworkEnterprise Level RoadmapConceptual Framework++WhyWhyWhatWhatWhereWhereHowHowWhenWhenWhoWhoFocus on the ValueStream•Map Value Stream•Internalize Vision•Set Goals & Metrics•Identify & Involve KeyStakeholders7 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanWhat Does the Enterprise Level TTL Model Provide?hat Does the Enterprise Level TTL odel Provide?Enterprise Level RoadmapConceptual Frameworkâ A robust path that Enterprise Leaders can follow totransition their organizations to a new plateau of “leanness”â Efficient and effective tool that will improve the quality ofthinking and awareness of Enterprise Leaders on thechallenge of transitioning their organizationâ Framework for cultural, organizational & changemanagement considerationsâ Guidance in making the transition process, itself, a ‘lean’process8 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Short Term CycleEntry/Re-entryCycle Create & RefineImplementation PlanFocus on ContinuousImprovementImplement LeanInitiativesEnterpriseStrategicPlanningDecision to Pursue Enterprise TransformationFocus on theValue StreamInitialLeanVisionDetailed LeanVisionLeanImplementationFrameworkDevelop Lean Structure &BehaviorEnterprise LevelImplementation PlanOutcomes on Enterprise MetricsEnvironmental Corrective Action IndicatorsDetailedCorrectiveActionIndicators++Enterprise Level RoadmapAdopt LeanParadigm9 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanAdopt Lean ParadigmâBuild VisionâConvey NeedâFoster Lean LearningâMake the CommitmentâObtain Senior Management Buy-in10 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Short Term CycleEntry/Re-entryCycle Create & RefineImplementation PlanFocus on ContinuousImprovementImplement LeanInitiativesAdopt LeanParadigmEnterpriseStrategicPlanningDecision to Pursue Enterprise TransformationFocus on theValue StreamInitialLeanVisionDetailed LeanVisionLeanImplementationFrameworkDevelop Lean Structure &BehaviorEnterprise LevelImplementation PlanOutcomes on Enterprise MetricsEnvironmental Corrective Action IndicatorsDetailedCorrectiveActionIndicators++Enterprise Level Roadmap11 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanFocus on the Value StreamâMap Value StreamâInternalize VisionâSet Goals & MetricsâIdentify & Involve Key Stakeholders12 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Short Term CycleEntry/Re-entryCycle Create & RefineImplementation PlanFocus on ContinuousImprovementImplement LeanInitiativesAdopt LeanParadigmEnterpriseStrategicPlanningDecision to Pursue Enterprise TransformationFocus on theValue StreamInitialLeanVisionDetailed LeanVisionLeanImplementationFrameworkDevelop Lean Structure &BehaviorEnterprise LevelImplementation PlanOutcomes on Enterprise MetricsEnvironmental Corrective Action IndicatorsDetailedCorrectiveActionIndicators++Enterprise Level Roadmap13 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanDevelop Lean Structure &BehaviorâOrganize for Lean ImplementationâIdentify & Empower Change AgentsâAlign IncentivesâAdapt Structure & Systems14 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Short Term CycleEntry/Re-entryCycle Create & RefineImplementation PlanFocus on ContinuousImprovementImplement LeanInitiativesAdopt LeanParadigmEnterpriseStrategicPlanningDecision to Pursue Enterprise TransformationFocus on theValue StreamInitialLeanVisionDetailed LeanVisionLeanImplementationFrameworkDevelop Lean Structure &BehaviorEnterprise LevelImplementation PlanOutcomes on Enterprise MetricsEnvironmental Corrective Action IndicatorsDetailedCorrectiveActionIndicators++Enterprise Level Roadmap15 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanCreate & RefineImplementation PlanâIdentify & Prioritize ActivitiesâCommit ResourcesâProvide Education & Training16 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Short Term CycleEntry/Re-entryCycle Create & RefineImplementation PlanFocus on ContinuousImprovementImplement LeanInitiativesAdopt LeanParadigmEnterpriseStrategicPlanningDecision to Pursue Enterprise TransformationFocus on theValue StreamInitialLeanVisionDetailed LeanVisionLeanImplementationFrameworkDevelop Lean Structure &BehaviorEnterprise LevelImplementation PlanOutcomes on Enterprise MetricsEnvironmental Corrective Action IndicatorsDetailedCorrectiveActionIndicators++Enterprise Level Roadmap17 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanImplement Lean InitiativesâDevelop Detail PlansâImplement Lean Activities18 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Short Term CycleEntry/Re-entryCycle Create & RefineImplementation PlanFocus on ContinuousImprovementImplement LeanInitiativesAdopt LeanParadigmEnterpriseStrategicPlanningDecision to Pursue Enterprise TransformationFocus on theValue StreamInitialLeanVisionDetailed LeanVisionLeanImplementationFrameworkDevelop Lean Structure &BehaviorEnterprise LevelImplementation PlanOutcomes on Enterprise MetricsEnvironmental Corrective Action IndicatorsDetailedCorrectiveActionIndicators++Enterprise Level Roadmap19 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanFocus on ContinuousImprovementâMonitor Lean ProgressâNurture the ProcessâRefine the PlanâCapture & Adopt New Knowledge20 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanEntry/Re-entryCycle Focus on the ValueStreamInitialLeanVisionShort Term CycleCreate & RefineImplementation PlanLeanImplementationFrameworkAdopt LeanParadigmEnterpriseStrategicPlanningFocus on ContinuousImprovementOutcomes on Enterprise MetricsImplement Lean InitiativesEnterprise LevelImplementation PlanDevelop Lean Structure &BehaviorDetailed LeanVisionEnvironmental Corrective Action IndicatorsDetailedCorrective ActionIndicatorsDecision to Pursue Enterprise Transformation•Build Vision•Convey Urgency•Foster Lean Learning•Make the Commitment•Obtain Senior Mgmt. Buy-in•Map Value Stream•Internalize Vision•Set Goals & Metrics•Identify & Involve Key Stakeholders•Organize for Lean Implementation•Identify & Empower ChangeAgents•Align Incentives•Adapt Structure & Systems•Identify & Prioritize Activities•Commit Resources•Provide Education & Training•Monitor Lean Progress•Nurture the Process•Refine the Plan•Capture & Adopt New Knowledge•Develop Detailed Plans•Implement Lean ActivitiesEnterprise Level Roadmap++Long Term Cycle 21 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanLong Term Cycle Focus on theValue StreamResponseto thevoice of thecustomerShort Term CycleCreate & RefineImplementation PlanLeanImplementationFrameworkEntry EnterpriseStrategicPlanningFocus on ContinuousImprovementOutcomes on Enterprise Metrics Implement Lean InitiativesEnterprise LevelImplementation PlanDevelop Lean Structure &BehaviorDetailed LeanVisionEnvironmental Corrective Action Indicators DetailedCorrectiveActionIndicatorsLean ImpactEnterprise Level RoadmapThe On-going Lean Enterprise++22 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/lean“Transitioning” to a Lean Enterprise:A Guide for Leaders”•Overview of Lean Thinking &  Knowledge•TTL Roadmap Foldouts Descriptions•Roadmap BackgroundInformationLean Enterprise SelfAssessment ToolOngoing LAI ResearchBusiness ProcessesHuman ResourcesAcquisitionProduction OperationsProduct DevelopmentTTL RoadmapsEnterprise TTL Future ProductVisionSupplier Network23 - LE Nightingale - 041201 © 2001 Massachusetts Institute of TechnologyLeanAerospaceInitiativeweb.mit.edu/leanConsortium Feedback onEnterprise TTL RoadmapâGreat tool for facilitating enterprise focusâConsistent with enterprise experienceâIncreased understanding of “what wentwrong”âLiked focus on people/leadership issuesâBeing used as enterprise-wide transitionframework

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Growing the Lean Community

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