Continuous Improvement Blog

The Road to Lean Success

Published February 5, 2016

We are pleased to present this guest blog post by Mark Randell, Director of Rehabilitation and Sports Medicine at UPHS Portage.

Yes, we tried Lean. Mark Randell

I was fortunate to start my Lean journey and see success first hand with very little knowledge of Lean principles. We solved an inventory management problem at my work using visual management tools and Kanban cards. This small event saved us a ton of time and frustration. We no longer run out of patient supplies or overstock our supply closets. The pivotal event for me was participating in a week long kaizen at Pettibone. The thing that amazed me was the entire company was involved in the event and the organization made the changes suggested by the team the following Monday. I’ve sat in numerous meetings over the years talking about what we’re going to do and not really accomplishing anything. The Lean-thinking folks at Pettibone implemented improvements on Monday!

I started this blog post with my early success because it didn’t take long before I ran into a ton of fun wreckers. The comments I heard were:

Lean has a life cycle.
We tried Lean many years ago; it didn’t really work.
This is another fad.
It didn’t work at Toyota–look at their recent recalls.

If I would not have seen the early success of Lean/continuous improvement and met my coaches, Ruth Archer and Jim Manley, I would have focused my efforts back to return on investment and efficiency training. The question is, then, why does Lean/continuous improvement fail?

Jim Manley, a former executive at GM, believes they struggled at GM because they didn’t change the organizational culture to lean thinking. Art Byrne, in his book The Lean Turnaround, did not appear to be satisfied with the Lean implementation at IBM because IBM did not change the culture. Many of the MBA programs across the country were built on GM and IBM business principles and focused on return on investments and productivity. I believe the only way a company can successfully implement Lean is by changing the culture to Lean thinking. Lean is about changing the process by creating Lean thinkers, using Lean tools, and following Lean principles. If your goal is to decrease expenses by using Lean tools you will fail.

“ExperienceChange” Simulation

Published January 28, 2016

By

I recently had the opportunity to participate in the change management simulation known as ExperienceChange. This opportunity was presented through a course I’m taking with Professor Latha Poonamallee on change management. The course, MGT 4500: Managing Change in Organizations, is primarily an experiential learning class that focuses on “developing an understanding of the complexity and dynamics of change in complex organizations.”

The simulation involves two scenarios that require learners to use the fundamental change management theory as the basic framework to guide themselves through a fictitious simulation in assessing and understanding different change tactics. This framework guides the user through a seven step process of gathering buy-in for a Lean transformation:

Understand
Enlist
Envisage
Motivate
Communicate
Act
Consolidate

This was a great experience for me as a Lean practitioner to increase my knowledge and understanding of how to effectively implement organizational change. For anyone who is preparing to go through a change, I highly recommend the ExperienceChange simulation. This training tool can definitely help maximize the chances of your workforce making a smooth transition from “the way we’ve always done it” to the “new” way.

Meet the PIC- Aspen Holmes

Published January 21, 2016

By

Hey everyone!
My name is Aspen Holmes and I am a first year Communications major here at Michigan Tech. Over break I was hired as the new Student Process Improvement Coordinator and will be joining Elizabeth and Nate in Lean and Continuous Improvement activities around campus. I’m still finishing up my training, but find I have already caught the improvement bug. I’m enthusiastic about Lean philosophy!

I grew up in the Keweenaw and with that I carry a hefty amount of Yooper pride. I can’t imagine a better place to live and hope to raise my own kids here. Along with this Yooper pride comes a sense of exploration, a willingness to be pushed out of my comfort zone, an insurmountable appreciation for the outdoors, and a tough-as-nails attitude towards everything I do. I grew up in a household that tried to continuously improve the community around us. As a result of this I see the world through a humanitarian-based perspective, trying to find ways to help in any situation that crosses my path.

Graduating a year early from Hancock Central High School in 2014 I spent the following year abroad in Blumenau, Santa Catarina, Brazil as an ambassador of the Rotary Youth Exchange program. While there I integrated myself into the culture and the community- I went to school, adapted Brazilian habits, learned the language, and volunteered. I am conversationally fluent in Brazilian Portuguese and am in the process of learning German through Michigan Tech. It is my goal to eventually speak a language from every continent. I am an avid traveler and will never say no to a proposition of adventure. I miss, and think of Brazil every day. The transition through reverse culture shock was definitely a difficult one, but I finally feel at home again here in the United States. Michigan Tech has pushed and aided me in the process of rediscovering the area, finding new hobbies, and making many new friends. I strive to utilize every opportunity that comes my way and will continue to do so throughout my time as a Husky.

I look forward to my time in this position and am already passionate about the work I will be doing. I am truly blessed to work with all of the wonderful people in the Office of Continuous Improvement and look forward to what the year will bring. I am incredibly thankful for this amazing opportunity. I will continue to learn everything I can about Lean initiatives. I hope to make a substantial impact on the university by utilizing my quirkiness and unique perspective to find unconventional solutions throughout my collegiate journey.

The Perfect Cup of Joe

Published January 14, 2016

By Ruth Archer

We are pleased to present this guest blog post by Annelise Doll, Digital Initiatives Librarian at the Van Pelt & Opie Library at Michigan Technological University.

In the fall of 2015, I began training to become a Lean facilitator here on campus and am always excited to apply the many tools and tips I learn in these sessions to my work in the library. This not only improves my work, but also is great practice for when I become a facilitator. Sometimes it takes a new perspective from our discussions to see how I could use a particular tool, but Lean philosophy can be adapted to so many environments that it never takes long to understand how it can be useful. Standardized work, however, escaped me. When I was introduced to the concept, I could see the value right away: improvements in the quality of products, ease of training new people, and the creation of a safer work environment, to name a few. Even so, I struggled with where I could use this concept in my own work. I didn’t have to wait long for an opportunity though, and it came in the form of a coffee maker!

In an effort to increase cleanliness, the library recently implemented a system that recognizes individuals for cleaning the staff lounge. I’m known for regularly deep-cleaning our large bunn coffee maker, and now there are a few more people who’d like to help. Unfortunately, the task requires a few techniques and special pieces of equipment, so when I’m not in the office to assist it can be a difficult task to complete. Standardizing this work by creating a job element sheet certainly seems like the perfect solution to this issue!

I formatted the job element sheet based on the one used by Catering Services for, coincidentally, making coffee. After picking out the steps involved and taking photos, I realized it would be easy enough to also create a sheet for how to brew a pot of coffee. Maybe it’s my love of the perfect cup of joe, the intimidating nature of a commercial coffee maker, or the fact that it can be difficult for many people to remember how much coffee to use, but for whatever reason I’m also the one who usually makes coffee for staff events. For being such a simple process, I know from experience that there are an outstanding number of ways it can go wrong! I tried my best to draw on this knowledge to help others avoid mistakes like pouring water into the machine without a pot underneath or forgetting to turn the burner off.

I’ve placed the sheets next to the coffee maker in the lounge and will ask for feedback from others in the library who are willing to test them out. I hope that the clarity and sequence of the steps can be improved as time goes on, and maybe the experience will inspire others to use a tool like this in their work. In any event, I’m sure I’ll be enjoying some excellent coffee made by my colleagues in the future!

If you think standardizing your work by creating a similar tool would be useful for you, please share your idea in the comments!

My Time as a PIC

Published December 16, 2015

By

Lean Experiences

Over the past 3 1/2 years I have had the pleasure of being a Student Process Improvement Coordinator (PIC) in the Office of Continuous Improvement here at Michigan Tech. This position has been the most rewarding experience of my college career and I can’t thank my co-workers, supervisors and peers enough.

I came into this position not knowing anything about lean or continuous improvement and I never dreamt I would become so passionate about it. My journey began with a basic understanding of the tools and concepts; lots of reading, YouTube videos, and observations. I was fortunate enough to attend the FMCS Grant Facilitator Training shortly after I began which allowed me to practice hands-on with other members of the campus community. I eventually felt comfortable and confident enough to co-facilitate improvement events and realized I had found my calling. I was able to understand how utilizing these tools/principles can transform work environments in ways I never imagined, and how engaging the people who do the work is extremely empowering and truly makes a difference in workplace culture.

Improving is now something that is a part of my life; whether I am helping a team improve a process, improving myself, or helping to create/improve a culture of continuous improvement, I have grown to love every aspect of this work. I will be starting my career as a Business Systems Analyst for Amway’s Global Procurement Technology and Analytics team where I will utilize my knowledge and experience in continuous improvement to create a culture of CI within the Procurement space at Amway. I know that this opportunity has presented itself to me primarily because of this position and the skills I have gained in being a PIC; something I will be eternally grateful for. I have thoroughly enjoyed every aspect of this job and can’t wait to see where Michigan Tech’s lean journey leads.

Document Management – A 5S Opportunity

Published December 4, 2015

By

I was recently given the opportunity to be a Lean facilitator for a 5S Kaizen event. The goal of the event was to organize the Van Pelt and Opie Library staff document management system. I found this to be a great project and was inspired by the event to write a blog post going over some of the lessons learned. The project also remind me of how the 5S method (Sort, Set in order, Shine, Standardize, Sustain) can be applied to both Google Drive documents as well as Network Drive documents. Here are some things to try when working with a large documentation systems:

Have a standard naming convention – Having a standard naming convention helps documents and key information be found quickly with minimum effort.
Include key people from different departments – When this is done insight into how different people use documents is come to light and a more logical system can be created for all participants.
Eliminate extra files – If there are four revisions of a document from over a few years ago don’t be afraid to get rid of these files, especially if no one is using them!
Define upkeep roles and a timeline – Last but not least this step is what is going to ensure the work put into creating an organized system stays organized. This timeline will define how often and who will go through the document system and make sure that previously outlined steps are followed. For example a rotating schedule where every Friday 15 minutes is spent on ensuring that there are no loose files.

If you want to see some of the tools and templates that our office has compiled on 5S feel free to check them out here. To learn more about continuous improvement at Michigan Tech visit http://www.mtu.edu/improvement/, or call (906) 487-3180. We have multiple resources for you, including a Lean lending library!

A Lean Thanksgiving

Published November 24, 2015

By Ruth Archer

Lean Thinking

Your family is gathered for Thanksgiving. The usual mix of relatives is there, and not everyone gets along. After a couple of hours, nerves begin to fray and tempers start flying. What is there to do? Family run-ins during the feast are almost as traditional as the turkey! This year, try practicing the Lean Fundamentals–and I don’t mean eating less!

dog eating turkey The two Lean fundamentals are respect for people and humility. Respect for people is more than just using your manners. In the workplace, it’s about valuing individuals and their knowledge about how the process actually works, coaching others to develop their problem-solving skills, and solving problems by focusing on the process, not the people. Humility comes when you admit that you don’t know how to solve every problem. This drives you to seek out the ideas of all the people involved in doing the work. Together these fundamentals create a blame-free environment where continuous improvement is the norm.

Now, think about how your relationships might shift if you apply these fundamentals around the turkey table. Instead of challenging your know-it-all cousins on everything they say, you can simply ask them about their expertise, learning more by using phrases that begin with What, How, and Tell me more. Instead of criticizing the meal planners for forgetting the cranberry sauce or burning the pie, you can ask them about what happened that caused the problems and coach them on finding solutions for next year. You get the idea. Changing how you approach the family gathering can alter the entire dynamic. Give it a try!

Do you look forward to Thanksgiving with mixed feelings? Please share with us how you think Lean could improve your Thanksgiving experience.

Measuring Success

Published November 13, 2015

By

Success Stories

I recently facilitated a Kaizen project for Dining Services that involved their student hiring process. A lot of good ideas and improvement plans came out of it, and the team was very excited about the opportunity to make this process more efficient. What stood out for me, however, was a new process step that we incorporated at the end of the Kaizen called “Measuring Success.”

As Lean practitioners we understand that metrics and data collection are pivotal to the success of any implementation initiative. However, sometimes we forget the benefits of putting these numbers on display for all to see; this group did not. We decided at the end of the day to put all of our success metrics with their respective goals and deadlines on a flip chart for each member of the team to display in their office. The motive behind this was to ensure that every day, with every decision they make, they are focused on reaching these goals.

I thought this was a fantastic idea and one that should be used in all of our projects in the future. A big part of Lean is engagement. Setting clear goals and expectations is a big factor in increasing employee engagement. When everyone is united and working toward a common goal, the opportunities for improvement are endless.

Lean and S.W.E.

Published November 2, 2015

By

I just got back from the national Society of Women Engineer’s (SWE) conference held this year in Nashville, TN. I was pleasantly surprised because there were three different sessions being held on continuous improvement. I was able to attend two of the three and really enjoyed them.

The first session I went to was titled “Shark Tank! A Creative Approach to Drive Continuous Improvement” and was given by Jennifer Walsh, an Engineering Program Group Manager from Medtronic. In the talk, Ms. Walsh presented some creative approaches to continuous improvement that I thought were great. An example was by using social media to convey ongoing continuous improvement techniques that were being used around her business unit.

The second session that I was able to go to was titled “The People Side of Lean” held by Kimberly Sayre, PE from the University of Kentucky’s College of Engineering. Ms. Sayre, the Lean Systems Program Manager, talked about Lean as a systematic method for eliminating waste within a process. She explained “Lean was developed at Toyota (internally called the Toyota Production System), and the People Side of Lean is a critical piece of sustainable Lean transformation. Organizations first implement the tools, improve efficiencies and eliminate waste, but then reach a plateau until they are able to gain full employee buy-in.” Ms. Sayre went on to explain this “natural struggle point” in getting improvement throughout the whole system. This talk helped me navigate through this phase of my Lean journey, and she even included a hands-on exercise about communication skills. I especially loved how she was from an academic setting and saw how this could relate to Michigan Tech’s campus.

The last session that talked about Lean was held by Claribel Mateo, the HR Director at Turner Construction Company. Her talk, entitled “Using Technology to Build Better Buildings through Efficiency and Visualization,” talked about how Turner implements BIM (Building Information Modeling) and Lean Construction principles and practices on projects from early design to construction, to enable the project team to drastically reduce field requests for information and change orders while enhancing quality and compressing construction schedules.

Overall I had a great time at the conference and look forward to implementing what I learned back here in Houghton, as well as in my life after graduation.

Leaders in Continuous Improvement Visits Pettibone

Published October 23, 2015

By

The Leaders in Continuous Improvement (LCI) student organization had the opportunity to visit Pettibone, LLC on Tuesday, October 13th. Pettibone, located in Baraga,MI, manufactures various “big” machines that aid in the construction of railroads, residential homes, and forestry projects.

Throughout that past 10 years, Pettibone has implemented lean principles in many different areas of their business. It is extremely prevalent throughout their shop floor. The moment we walked through the doors we could see visual cues and signals; from the floor under our feet to the red “Fire” flags hanging all over the walls. The floor is marked with three different colors: yellow, green, and blue. Blue indicates a meeting space (where they have their daily huddles), Green is a walkway for employees and visitors, and Yellow representswhere the work is being done (or where the machines are being built). You can easily see the different colors in the photo below. Pettibone has a great space dedicated for their daily huddles where they discuss all of the production related items. The boards are easily readable to anyone and are colored coded (red=bad, green=good) so at a glance anyone can see how things are going.

These are just a few examples of how Pettibone utilizes lean principles in their every day work.

Overall the trip was a great experience for all the members of Leaders in Continuous Improvement. I would recommend a trip to Pettibone to anyone who is interested in learning more about Lean and Continuous Improvement.