LEAN THINKING

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• LEAN THINKING

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• Lean Thinking - James P. Womack and Daniel T.
  Jones
• Pages 1 98 Lean Thinking Versus Muda
• Muda Waste
• Lean Thinking An antidote to Muda / Waste

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• Lean Thinking provides a way to
• Specify Value
• Line up your value creating actions in the best
  sequence
• Conduct the activities when someone requests them
• Perform them more and more effectively
• Lean Thinking provides a way to do more and more
  with less and less-
• Less human effort
• Less equipment
• Less time
• Less space
• WHILE coming closer and closer to providing the
  customer exactly what they want

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• Five Points of Lean Identified in Lean Thinking
• Value
• The Value Stream
• Flow
• Pull
• Perfection

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• Value
• Defined by the ultimate customer What are they
  willing to pay for?
• A Good and/or a Service, which meets the
  customers needs at a specific price at a
  specific time
• Lean Thinking must start with a conscious attempt
  to precisely define value in terms of specific
  product or service with specific capabilities
  offered at specific cost through a dialogue with
  specific customers

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• Value Added
• Any activity that increases the form or function
  of the product or service.
• These are activities the customer is willing to
  pay for.
• NonValue Added
• Any activity that does not add form or function
  or is not necessary.
• These activities should be eliminated,
  simplified, reduced, or integrated.

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• Value Stream
• All the specific actions required to bring a
  product or service from start to finish
• This exercise identifies where value is being
  added and where non-value added activities are
  taking place
• The non-value added activities need to be reduced
  or eliminated

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28 steps to 12 steps
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• Flow
• Flow is counterintuitive It seems obvious to
  most of us that work should be organized by
  departments in batches
• Is there a better way to make the services
  paperwork, or product flow more smoothly,
  reducing the time in the process?
• Is it possible that the same processes are done
  in several departments and that those processes
  could be shared and made to flow through the
  system better?

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• Pull
• Allowing your customer/client to pull what they
  want, when they want it, and setting up a system
  that then pulls it at each step all the way back
  to the starting point in your organization
• The book states that ½ of the books printed in
  the US each year are shredded without ever
  finding a reader Are there any similar examples
  of that within MDOL?

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• PERFECTION
• IS A KEY UDERPINNING OF CONTINUOUS IMPROVEMENT
  AND LEAN IMPLEMENTATION

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• Perfection
• If you allow your co-workers to settle for as
  is, no changes will take place, no drive toward
  perfection will happen and you will keep doing
  things the same way you have been for 30 years
• As lean implementation takes place, employees
  begin to realize that changes for the better can
  take place AND they have the ability to do it
• This leads to them taking the initiative to drive
  toward perfection in their everyday work

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GROUP EXCERCISE
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• Group Activity
• In your groups, share your reactions to the
  reading (Chapters 1 5 ) in Lean Thinking.
• Select a Lean concept that the group sees as very
  important to its customer.
• Describe specifically how this concept would
  create public value at MDOL.
• If I implemented this concept in my day-to-day
  work, how would it impact the way I do my work?