Answer 3 question base on a large supermarket
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lecture_14_240sam.pptLevel Two
Supply Chain Management
Lean In Context
Learning Objectives
- To review the concept of lean
- To examine lean in different contexts
- To appreciate current research in the area of lean
Review of Lean Manufacturing
What is Lean
- Value
- Customers perspective
- NVA and VA
- Elimination of waste (7 Wastes)
- Continuous Improvement
- Visual control
Results Of Your 7 Waste Walks………
The Concept of Lean Thinking
Lean Thinking
- Lean manufacturing looks to improve the processes whereas lean thinking looks to change mindsets and culture.
- Wider than the idea of lean manufacturing
- Organisation rather than just the process
Lean Thinking
- Womack and Jones (1996) suggest 5 principles of lean thinking:
- Specify what creates value from the customers perspective
- Identify all steps across the whole value stream
- Make those actions that create value flow
- Only make what is pulled by the customer just-in-time
- Strive for perfection by continually removing successive layers of waste
Putting Lean In Context
Contextual Lean Examples
- Manufacturing
- Airports
- Healthcare
- Education
Manufacturing
- Toyota Production System (TPS)
- Automotive
- Transition to wider manufacturers
- Numerical data
Airports
- Issues:
- Queues - check-in desks, security etc
- Waiting at departure lounges
- Delayed departures
- Behind the scenes
Airports
- Lean 'Solutions'
- Changing layout
- Standardisation (case sizes, processes)
- Resolving bottlenecks
- Luggage delivered to final destination or express lanes
- Passport control on board aircraft
Education
- Issues:
- Student
- Queues – enrolment
- Waiting – marking, emails, class etc
- Sourcing information
- Quality across the board
Education
- Lean 'Solutions‘:
- Research done by St. Andrews and Cardiff University
- Online degrees
- Timetabling
- Assignment and marking redesign
- Bureaucracy and communication improvement
Healthcare
- How can we use something that started in automotive manufacturing to individuals health?
- Compromise between true ‘lean’ and patient care/safety.
- Need not only to look at operating procedure but also administration.
Healthcare – Traditional Current State Map
Research Example
Healthcare – Creative Current State Map
Research Example
Healthcare
- Wastes:
- Three levels – ‘shopfloor’, operational, strategic
- Unused or DNA appointments
- Movement between treatments - redesign workspace
- Over processing information and decisions
Question.....
What other services could you apply lean to?
Adapting Tools and Techniques
- 7 wastes
- Skills misuse
- Untapped potential
- Creative VSMs
- Adapted 5s
- Safety
Redesigning Cells
- In adopting a lean philosophy it may be necessary to redesign work cells.
- Can certain processes be done together?
- Can we better balance the work load of staff?
- Do we need to reconsider the physical layout?
Problems with implementing lean
- Rapid changes / Quick implementation of one or two cells
lack of visible financial improvements
- Focusing on VA workers
possible redundacies /
/ lack of job security
minimised trust in management
Problems with implementing lean
- Standardised work, stricter discipline,
more responsibilities
Staff resistance
- Lack of communication between managers and workers
Managers don’t tell ”why”, ”what” or ”how”
Problems with lean?
These problems do not concern lean as such,
but the company’s transition from old-fashioned
production system
Solution:
”Lean talk” – more training for staff
and managers
Summary
- Lean is not a one-size fits all solution to problems within organisations.
- It can however provide us with a useful way to begin and encourage change within organisations that staff take responsibility for themselves.
- Tools and techniques often need to be adapted in service environments.
To Do
- Reading
- Refer to weekly reading list
- Online task
- Details on moodle
Today.....
- To review the concept of lean
- To examine lean in different contexts
- To appreciate current research in the area of lean
References & Further Reading
Womack, J., Jones, D. (1996) Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster
Receptionists
Control
Suppliers
Discharged
Clients
Pre
-
Treatment
Preparation
Pre
-
Treatment
Paperwork
Treatment
Aftercare
Post
-
Treatment
Administration
Appointment
Booking
Average telephone
call to book an
appointment
252
seconds
.
CT
=
252
s
C
/
T
=
330
s
C
/
O
=
15
s
(
C
/
O occurs due to
incorrect type of
paperwork
)
C
/
T
=
580
s
(
discussion and
consent
)
C
/
T
=
1200
s
C
/
O
=
140
s
C
/
T
=
240
s
(
aftercare advise
)
C
/
T
=
70
s paper work
C
/
T
=
200
s payment
Receptionists
Control
Suppliers
Discharged
Clients
Pre-Treatment
Preparation
Pre-Treatment
Paperwork
Treatment Aftercare Post-Treatment
Administration
Appointment
Booking
Average telephone
call to book an
appointment 252
seconds.
CT = 252 s
C/T = 330 s
C/O = 15 s
(C/O occurs due to
incorrect type of
paperwork)
C/T = 580 s
(discussion and
consent)
C/T = 1200 s
C/O = 140 s
C/T = 240 s
(aftercare advise )
C/T = 70 s paper work
C/T = 200 s payment
Receptionists
Control
Discharged
Clients
Consultation
Pre
-
Treatment
Paperwork
Treatment
Aftercare
Advice and
Consultation
Post
-
Treatment
Administration
Appointment
Booking
Treatment
Preparation
Appointment
Booking
Post
-
Treatment
Paperwork
Receptionists
Control
Discharged
Clients
ConsultationPre-Treatment
Paperwork
Treatment
Aftercare
Advice and
Consultation
Post-Treatment
Administration
Appointment
Booking
Treatment
Preparation
Appointment
Booking
Post-
Treatment
Paperwork
