Tag Archives: Continuous Improvement

The Purpose of Lean

The Office of Continuous Improvement had the pleasure of welcoming guest Karyn Ross on Monday afternoon (and on her birthday, no less!). Having her here at Michigan Tech was a wonderful opportunity, as we get to learn more about Lean from another perspective.

While talking with Karyn and students from Leaders in Continuous Improvement, Karyn was asked how to better cultivate a Lean culture, was there certain tools that they should be using. Karyn’s response was not what I expected, but I was also pleasantly intrigued, as she addressed our usage of tools and Lean culture in a way that allowed be to look at Lean in a way I hadn’t previously.

In terms of tools, there are many that we have in order to help us make an improvement, and there tends to be heavy dependency on these tools. However, improvement is more than implementation of just a tool or tools: it’s the combination of principles, practice AND tools that allow us to accomplish an overall purpose. It is the establishment of the purpose that seems to have been forgotten, which means that an important key to improvement has been forgotten as well.

When beginning an improvement event, the first step is to identify and evaluate the current state, when really we should be asking and establishing what our purpose for the improvement is. “What is it we want to accomplish? What do we need to do, in order to make that accomplishment? How can it be done in a way that fulfills our purpose?” Establishing your purpose allows you to be able to define your target of the improvement. Only after the purpose and  your target are established can you truly look at your current state and start to find how to bridge the gaps. Only then can tools be used without creating waste.

In terms of culture, Karyn asked, “What is the purpose of Lean?”  To which the immediate response was the one I had only ever known; “To make all processes more efficient and effective.”

I was taken aback by Karyn, smiling, saying, “Can we flip flop those two?”

What did she mean, to flip the two? In most everything I had read about Lean, all that I had learned through training, the saying was always “efficient” and then “effective”. How could you be effective without being efficient first? Karyn went on to talk about that when a group works towards their purpose, and produces an end result that adds value to their customer, then they are being effective. The more value you produce for the customer, the more effective you are being, and the more you are fulfilling your purpose. Therefore, being more effective allows you to become more efficient, as you fulfill your purpose in the best, Lean way possible.

In all, I think that there is a lot that we can all learn about our purpose within Lean and about our own culture, Karyn more than helped me learn about my own. Towards the end of our visit, Karyn herself was asked what is the purpose of Lean, to which she replied:

“The purpose of Lean, is to help people improve the world.”

Karyn was overall, engaging and knowledgeable, and I wish I had had more time to talk to her. I hope that now, with my new found knowledge about my own purpose within Lean, that I can help other people improve the world, and do so more effectively.

 

 


The Trickiness of Out-of-Scope

One of my first solo kaizens has been with a group of newly trained facilitators, and has gone smoothly so far! I would like to share how during this particular kaizen, I witnessed this group really dig-down and think of tools and ways that would allow them to cover as many aspects of the root cause as possible.

Recently, the IT library help-desk has been working on improving the hardware drop-off process. The process itself had issues such as miscommunication and lack of information and standards. This left the help-desk with no information about the hardware’s progress as well as other issues, such as the customer not knowing how to access what little information there was about their hardware.

One of the challenges of going through this Kaizen was how often certain parts of the process were “Out-of-Scope” due to the process involving many other departments and people. Though IT could do their best to standardize the parts of the process that they were hands on, there was little that could be done at that time in terms of standardizing the process as a whole.

As ways to address communication within IT and the customer, they came up with ideas such as information cards for customers specifically, as well as more details added to the hardware log. These two improvements helped a majority of the process in terms communication all around.

Although it was established earlier that areas of the process that took place in and with other departments was out of scope, the team came up with a fairly simple idea that was still able to address the lack of communication and was able to help bridge between the current improvement and the out-of-scope. Their idea was to create a channel that allowed communication only between the main contacts of IT and the other heads of the process. This way, there’s more effective communication between all groups involved in the process.

It was very exciting and refreshing to see this group take on improvement in a creative way, in which they didn’t let the out-of-scope deter them from improving what they could.


Taking the Plunge into 5S

For some people accomplishment comes from the words, “our work here is done,” however, I believe that accomplishment can also come from, “we’ve only just begun.”

As we’ve shared in the past, each year 15-18 Michigan Tech faculty and staff come together in hopes of becoming the newest additions to our facilitator co-hort here on campus. To achieve the title of a “Level 1 Facilitator,” each candidate must attend seven days of training, complete various homework assignments, and participate as either a team leader or a facilitator on a new kaizen with three to four other candidates.

The group I’ve been assigned to has decided that their kaizen was going to be to 5S the Foundry Lab located in the Material Science and Engineering building. A couple of weeks ago, four future graduates, and an already seasoned facilitator, went to the gemba, where work is done. Our tour of the Foundry Lab consisted of Team Leader, Matthew Otte (Material Science and Engineering) walking us through the various workstations and processes for every corner of the lab. Our walk took a little over an hour and a half, and we really only scraped the surface for potential areas of improvement.

Before
This is the top view of the Foundry lab before any changes have been made.

Following this Gemba walk I found myself a little overwhelmed by the magnitude of potential within the lab. I was struggling with imagining where, how and when to start.

One of my favorite things about lean is that it has taught me to become an independent problem solver. When this overwhelming feeling creeped in I remembered that the most important thing with any change is to just start. There’s no rule that says you must jump from current state to ideal state in one step. Continuous Improvement is about incremental changes. It doesn’t matter how big the stride, what matters is the direction.

Considering this, the team and I regrouped, and we decided to start with one single workbench and slowly pick away at other areas within the Foundry.

Before finishing station
This is a before picture of the finishing station workbench our team decided to start with.

Now, these emotions I experienced weren’t necessarily circumstantial, however they’ve been encountered many times by many people and seem to be associated with any sort of change. Commonly, this sense of being overwhelmed is coupled with 5S. I’ve found that in most cases, when 5S is initiated, there’s usually a lot that needs to be done.  These emotions can be used as a trigger to take a deep breath, and pick one incremental change at a time.


Scheduling of the Library Conference Room

There has been a new Kaizen started here in the Office of Continuous Improvement, and I get to be the PIC for it! The new Kaizen is through the JR Van Pelt and Opie Library. The topic will be based around the scheduling methods of conference room 103 in the Library. Chad Arney, Director of Strategic Initiatives, is the team leader. He has proven to be very knowledgeable, both in the understanding of Library itself and in Google calendar. Andrew Miles (Financial Aid Manager), Briana Tucker (Student Engagement Coordinator), and Lori Weir (Dir Admin Services & Projects) are the three facilitators that have volunteered for this Kaizen. An added bonus, is that they are all outside eyes, and often ask very formidable questions about the process for how to schedule the conference room. Our team members are Annelise Doll and Mia Kemppainen, both employees in the library who know the process inside and out, and work with it on a daily basis.
We held our pre-meeting at the beginning of the March and identified what the problem was exactly. Chad explained the confusion and difficulty there was just to reserve the conference room, which believe me, was very confusing, especially for an outsider looking in. It was a bit unbelievable to see the process that people have to go through to reserve this room. Not only is there a lengthy process, but there is all the potential for other people to be in the room or that another reservation could be made, over-booking your event.
We held our first Kaizen day this past Monday with the whole team together in one room. We were able to create a process map of what people have to do to reserve the room. We were also able to figure out some things in Google calendar that really none of us have really known about before, like knowing who can reserve the room on campus and how Google calendar can accept whether or not the room can be reserved. It was very interesting to learn about these new things I hadn’t known before. We were also able to identify the different things that people struggle with when reserving the room.
Overall, it’s been, and hopefully will continue to be a fun, exciting, and great learning experience.


Lost in Translation – The First Pillar

From a young age we were taught to obey our elders, use our manners, and present ourselves in an appropriate manner. As we got older, more detail was added. Saying “please” and “thank you” wasn’t enough, we also had to treat others how we wanted to be treated, be kind, and help others when they needed it. Everyday, we add a little more detail to all of these areas, we learn a little bit more. What am I describing? Have you caught yourself saying it in your head? If you need to, reread this paragraph slower, then continue on.

Did you catch it now? I’m describing respect. Respect is the foundation to every relationship we have. Whether it be with a spouse, a co-worker, a boss, a friend. The amount of relationships we have, are endless. Respect fuels these relationships and if the respect is lost, then often times so is the relationship (unless you actively try to rebuild it).

Because respect is such a fundamental piece of human nature, I believe this is why Toyota made “Respect” one of it’s two pillars (the other being Continuous Improvement). This pillar is referred to as “Respect for People.” We’ve talked plenty before about respect for people, so instead I want to talk about how “Respect for People,” may have been a false translation when it was translated from Japanese to English.

I’ve been doing lots of  digging lately and I found some pieces written by a man named Jon Miller who summarized that the Japanese phrase, ningensei no soncho (人間性の尊重) was once translated, resulting in the phrase: “Respect for people.” After further translation it was found that the phrase was actually meant to be, “Respect for Humanity,” or “Respect for Human Nature.”

Before I totally throw you off, respect for humanity does indeed include respect for people, but “respect for people” simply doesn’t bring justice to the entirety of Toyota’s pillar. Some parts were lost in translation. When respect for humanity is broken down, it results in three areas: Respect for the workers, Respect for the customers and suppliers, and respect for the environment. All areas that human interaction is involved while producing, or consuming a product.

Respect is a huge part of Lean, and that’s because it’s a huge part of life. Respect goes beyond our interactions between other humans, it involves our relationship with our products, ourselves, our homes, our world. Creating honest emotion, passion, and empowerment. Without respect, lean would fail, just like everything else does. Respect for people is important, but when we expand our respect beyond people, greater things are produced.

Citations:

“Respect For Humanity.” Lean manufacturing – Practical advice, information resourcesand, 2014, www.lean-manufacturing-junction.com/respect-for-humanity.html.

Miller, Jon. “Respect for humanity…of your boss.” Gemba Academy, 10 Aug. 2015, blog.gembaacademy.com/2015/08/10/respect-for-humanity-of-your-boss/.


Incremental Improvement

Here in the Office of Continuous Improvement, we are always striving to continuously improve in all of our activities. Recently, we were introduced to another opportunity to grow through a new practice (to us) called Incremental Improvement.

Most often, our work consists of large massive sweeps of improvement, tackling large projects and issues with Kaizens. This calls for the scheduling large increments of time around multiple busy schedules. Daily office work usually includes dedicating chunks of time to a project until it’s complete, before moving on to the next project on the agenda.

Incremental Improvement focuses on smaller solutions and actions when tackling large projects, and allows for completion through small steps and not leaps and bounds. It allows for easier implementation of ideas, which meets less resistance as any changes are slowly made and adjusted to. Changes implemented are less risky, and allows for PDCA on a smaller scale. Overall, the improvements made are done by the staff collectively, as they all have the knowledge and power to implement more beneficial improvements.

Right now, the Office of Continuous Improvement is working on a Lean Lending Library project, where we’re making a standardized activity check-out. This would allow anyone to come in and check-out a learning activity and have all the information and materials they would need in order to do the activity. We could see right away that it definitely would be a large project, but were ready to get down to business!

At first, we wanted to just start tackling it head on, and initially figured someone would be assigned to work on the project with it as a priority. However, after being introduced to the concept of Incremental Improvement, we began looking at how we could break the monster project into smaller steps instead. Now we’re steadily going through each step, bit by bit. Small amounts of time are consistently made for us to work on the steps of the project, in comparison to someone working on it for large chunks of time when they’re able to.

Already, the progress we have made is tangible, though there is still a lot more work to do. I personally have found that this large project is not so daunting now that it has been broken up, and is continuously being worked on bit by bit. I’m very excited to see the end results of our Incremental Improvements!


A foot in the door: Commencement Kaizens

For the last six months a team has been pulled together to address various areas of the commencement process here at Michigan Tech, from ticketing to safety, and from configuration of space to guest speakers. This team has covered the commencement process inside and out, and with all of the stakeholders involved too! That’s HUGE!! The team has met 13 times already, for a total of 20 hours, and they are just getting started on most of it.

Before I introduce the teams let me tell a little bit more about how the Office of Continuous Improvement and the commencement committee have paired up and identified the kaizens that they’d like to move forward on. The meetings mentioned used swim lanes, a process mapping tool to map out the commencement process. The details to go on the swim lanes were acquired by the team leader, Kelly Vizanko, who emailed all of the stake holders and asked for their timelines. For the ones that were not received via email, they attended half-hour segments to help the team map out their part of the process. These meetings then identified areas of waste using kaizen bursts. From there the kaizen bursts were grouped based on the sub-process that they fell into and then later placed into a ICE Table, used for prioritization. This is how the kaizens were identified, by the most important/greatest impact, the level of control the team had, and by the ease to implement change/improvement. The kaizens identified were: Ticketing, Preparation, Volunteers, and Space + Configuration.

Ticketing consisted of eight people:

  • Kelly Vizanko (Registrar’s Office) – Team Leader
  • Ashley DeVoge (Ticketing Office) – Team Leader
  • Megan Goke (Office of Continuous Improvement) – Facilitator
  • Rylie Store (Office of Continuous Improvement) – Process Improvement Coordinator
  • Alisha Kocjan (Registrar’s Office) – Team Member
  • Shanda Miller (Bookstore) – Team Member
  • Nancy Byers-Sprague (Graduate School) – Team Member
  • Mary Stevens (Graduate School) – Team Member

This kaizen is wrapping up soon with a report out to the commencement committee. Several changes are expected such as scanning tickets to track the number of bodies in the room, communication to students (undergraduate and graduate) streamlined, established a limit for how many tickets will be issued, etc…

Day 1
This is a photo of Day one of the very first kaizen. This is half of the start of the swimlane that ended up being created.

The Commencement Volunteers and Preparation kaizens are just about to take off, all we are waiting on is the dates to come (for the volunteer kaizen) and our team to be solidified for the preparation kaizen.

The team for volunteers is:

  • Kelly Vizanko – Team Leader
  • Gina LeMay (Research Office) – Facilitator
  • Megan Goke – Facilitator
  • Rylie Store – PIC
  • Alisha Kocjan – Team Member
  • Joel Isaacson (Athletics) – Team Member
  • Jennifer Biekkola (Alumni House) – Team Member
  • Brian Cadwell (Public Safety & Police Services (PSPS))- Team Member
  • Daniel Bennett (University Safety & Security – PSPS) – Team Member

And to kick off the Preparation Kaizen we have:

  • Kelly Vizanko – Team Leader
  • Alisha Kocjan – Team Leader
  • Laura Harry (Memorial Union) – Facilitator
  • Rylie Store – PIC
ICE Table
Here is the team leaders and the facilitators working on prioritizing the kaizens.

All in all, we have a ways to go on these kaizens but the goal is to have at least something changed in each of these areas by April 2018, and to reassess after this year’s commencement ceremony. A foot in the door for lean, just as the students are about to leave.


Lean: Past, Present, and Future

Beginning my learning in the Office of Continuous Improvement, not only did I learn what Lean itself was and what it looked like, but also I began to recognize where it is applicable. (The last part of that sentence is an oxymoron, as Lean is applicable literally everywhere). However, I began thinking about and applying Lean to circumstances from my past, starting to apply it in everything I do now, and applying it in the future.

Before working in the Office of Continuous Improvement here at Michigan Tech, my place of employment was absolutely awful, pretty much to the point of unbearable. For those of us who know what it is like to work at a job that gives absolutely no satisfaction in any shape other than being un-employed, then you know just how depressed it makes you. After being inducted into the Lean culture and environment, I cannot help but to mentally think about how much that company could truly grow and prosper if Lean was truly and wholeheartedly applied. I dream of how the 5 Whys and Swim Lanes and other useful tools of Lean could benefit the company and employees there, and the many problems that never go away. The kinds of issues that myself and others continue to deal with are ones that are chronic; not only in terms of the process, but that there is also an entire lack of safety as well as lack of respect between employees and managers of the company. Those who understand the culture of Lean understand that this is a huge issue, in that the two most basic pillars of Lean are lacking, which cripples any sort of progress or improvement trying to be made. To say that I am much more happy and satisfied in my work now is an understatement, but I do hope that my old work-place embraces Lean for the better, for the sake of those who continue to work there. Looking back at the two different work environments, and the two different attitudes that I attend work with each day, I can already personally see the difference Lean has made in my life.

Once learning about Lean, I began applying it immediately to my every-day schedule. Not only because I would have to be familiar with Lean tools at work, but also because they are good tools to use anywhere and the more familiar I am in applying them, the better. Thinking Lean is not a mindset that is only adopted in certain situations, but it is a mindset that you continue to use and apply all day, everyday. I can personally say, the transition to the Lean mindset was extremely easy and beneficial. Everyday, I find something I can improve on, and I try to take one more Lean step forward.

In terms of the future, I already have a head-start, thanks to the implementations I have made with Lean thus far. However, this does not mean my Lean journey is done, in fact it is far from being over. One of the best parts about Lean is that there is no limits to its application, the possibilities are truly endless. Endless! As said by Maria Calcagni  in “Gemba Kaizen”, by author Masaaki Imai,  “It is not the idea that something is wrong, but that it can be better”(pg 96). There is always room for improvement, always some process in life that can be made more efficient or effective.

And so, I will take my Lean journey and think of how it would have helped my past, allowing me to know where to start applying it in the present, and continue to let Lean guide me through the future.


What is a PIC

Very recently, I was given the opportunity to write a blog post for the Michigan Lean Consortium’s newsletter. In that blog post I wrote about how Michigan Tech is bringing lean to students, but more specifically on the Process Improvement Coordinators, commonly know as the PICs. While writing, it dawned on me that we have never really talked in depth about what our PICs do for the Office of Continuous Improvement.

Lately, we have been introducing a few new members to our PIC  team: Blake, Dominique, and not too long before them we had Matt. Even further back in time than Matt, we introduced Ari in April and Anita in March. In this time frame, Anita and Matt went their separate ways to prioritize other things in their lives. For me, Rylie, I was introduced way back in March of 2016.

Overall you’ve gotten to know a little about each of us, and hear from us during our journey with the office. However, what is it that we actually do for the office? What is our contribution? Where does our value lie?

Well the answer is sort of simple, we are process improvement coordinators for kaizen events. This means that we are responsible to make sure that all of the right people are in the right place, at the right time, and with the all of materials they need to be successful. We work closely with all levels of faculty and staff through the use of lean methods and thinking. We are well respected by these employees and are treated as equivalents whenever we’re seated at the table. On average, once each PIC is well out of their training they can be assigned eight different kaizens that they are coordinating. Deviating away from this part of our role, the PICs can also be responsible for aiding in facilitation of a kaizen,  data collection, and creating presentations for reporting out.

Kaizens are what we all know how to do, but there’s a lot more projects that us PICs are involved in; this is variable depending on which PIC you are talking about. For example, Blake and Dominique just completed training and are starting to get into kaizens. Ari and Dominique are currently working on a question bank for our facilitators to study for the Lean Bronze Certification test, a nationally recognized certification. Ari is also working on coordinating a information session on lean for students taught by the PICs. My big on-going project is training in the new PICs. This is done through a course that I designed along side a former PIC, Aspen, to accommodate all learning styles while enabling coaching opportunities for our more seasoned PICS.

The last bit of what we do is our routine standard work: blog posts, newsletters, report-outs, presentations, keeping up with kaizens and our access database, the typical. The key with our work, however, is that we don’t only do our work, we are continuously improving it through the PDCA cycle. As a team we have decided to highly boost the lean culture of mutual respect, by asking lots of questions and eliminating blame from our work.

In summary, our PICs are always on the go, and our “typical” day in the office is really unpredictable. Each day is different, and that’s how we like it, as it allows for growth and things to get done, without the lag of a droning routine.


Using Lean for small practices

It’s about that time of year again when members of the Office of Continuous Improvement are getting prepared to attend the Michigan Lean Consortium conference. At the conference members of our office will have the opportunity to hear from other Lean practitioners and learn about their Lean journey. In addition, the Office of Continuous Improvement will also be displaying a poster board to showcase how we have implemented Lean here at Michigan Tech.

When we practice Lean we often think of an effect that will benefit a large group of people or an entire process. However, Lean can be used in the most simple of processes, like creating a poster board for the MLC conference.

When we made the poster for the MLC conference, we used the 5 whys tool to decide what information we should include. As a result, it allowed us to narrow down our topic to include information that we believe the customer (other Lean practitioners in this instance) would value most.

After we came to a common agreement on the topic we did an affinity diagram to figure out how we wanted to display the information. An affinity diagram is where everyone in the group writes down ideas on sticky notes and then the notes are filtered into categories for organization. This allowed everyone to have a voice in the discussion and organizing the thoughts into categories allows everyone to be on the same page.

As a result of using Lean tools, we were able to effectively collaborate to get the poster done in a timely matter.

 

Poster

 

We wanted to create a lasting impression for those that will be encountering our board so we came to the agreement to include some of Houghton’s Iconic structures. We did this to draw the audience’s attention while also including information that we thought they would find of value. As a result of using some of the Lean tools, this simple process of making a poster became an even simpler process with an even better end product.