Lean

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Anonymous
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113255
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Lean
Updated:
2011-10-30 20:09:41
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Lean
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Lean
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  1. Name the 6 P's
    • 1. Process
    • 2. People
    • 3. Partnering
    • 4. Purpose
    • 5. Problem Solving
    • 6. Performance
  2. What are the steps to the Feedback Model?
    Observe, Explain, Pause, Suggest
  3. What is 5 S?
    Sort, Straighten, Shine, Standardize(system), Sustain
  4. Name the 5 Phases
    Prepare, Diagnose, Design, Implement, Sustain
  5. What are the 4 C's?
    • Customer
    • Capability
    • Capacity
    • Culture
  6. What is ECRSS?
    Eliminate, Combine, Rearrange, Simplify, Standardize
  7. What are the 8 Wastes?
    Motion, Transportation, Waiting, Intelect, Over-procesing, Over-production, Inventory, Re-work(defects).
  8. What does PDCA stand for?
    Plan, Do, Check, Act
  9. What are the 7 steps to RCPS?
    • 1. Identify 6. Implementing
    • 2. Defining 7. Validating
    • 3. Analysing
    • 4. Solving
    • 5. Evaluating
  10. What are the 4 tools used in the Influence Model?
    • !. Fostering Understanding & Conviction
    • 2. Reinforce with formal mechanisms(System & Structure)
    • 3. Developing Talensts & Skills
    • 4. Role Modelling
  11. Name the 5 Lenses
    • 1.Customer
    • 2. Organization & Skills
    • 3. Process Efficiency
    • 4. Mindsets & Behaviours
    • 5. Performance Management
  12. What is LEAN?
    RBS Lean is the way we make sure everything we do is better for our Customers... and us
  13. Where did Lean Start?
    Henry Ford, 1913. He called it "Flow Production(standard work + Conveyance). Only problem was lack of Variety.
  14. Toyota's Lean History...
    1950's -way behind U.S. car manufacturing. Took 9 times as long to make a car, could not pay employees. Forced to be innovative & focus on Customer. 1970- 9th largest in the world. 2009- #1.
  15. Lean Implementstion in Finance were not successful because...
    1.Visibilty(harder to see the work) & 2.Variabilty(can only Min. so much, so need to manage) of Processes. 3. Tried to pick and choose Lean tools(it only works as a complete process).
  16. Timeline for Lean...
    • 1913 - Henry Ford - "Flow Production"
    • 1950 - Toyota - Coudn't pay the bills
    • 1980 Manufacturing Suppliers
    • 1990 - Other Manuf Sectors. & Raw Mat's.
    • 2000 - Banks, Ins, Hospitals, Retail , Airlines
  17. Why do 70% of transformations fail?
    • Employee Resistance (27%)
    • Senior Management Behaviour not supporting change (23%)
    • Insufficent Resources/Budget (10%)
    • Other Obstacles (10%)
  18. (6 P's) Describe the Behaviour & Action behind "Process"...
    • B. Role Model Standards(Use KPI's)
    • A. more than 10% of time on the floor. Regularly participate in front line CI sesions.
  19. (6 P's) Describe the Behaviour & Action behind "Problem Solving"...
    • B. Go & See. Spend a few hr/wk w/ frontline staff to understand Prob's only you can solve.
    • A. Engage Employee's in P.S. ensure P.S. is Fact Based and Root Cause oriented.
  20. (6 P's) Describe the Behaviour & Action behind "Performance"...
    • B. Engage in Constructive, Demanding Perf. Dialogues to show commitment to reaching Improvement targets.
    • A. Ask about frontline perf. of transformation areas. Ensure Root Cause of Perf gaps are uncovered.
  21. (6 P's) Describe the Behaviour & Action behind "Partnering"...
    • B. Make sure Leadership team is alligned around new way of working.
    • A. Ensure teams are staffed accross different areas. Develop HR rotation programs across all areas.
  22. (6 P's) Describe the Behaviour & Action behind " Purpose"...
    • B. Spread the Gospel. Keep repeating why we need to change in an emotionally engaging way.
    • A. Write a Compelling Change Story. Regularly tell and reiterate my change story.
  23. (6 P's) Describe the Behaviour & Action behind "People"...
    • B. Actively Demenstrate that you want to make your frontline successful. (solve not punish, coach not tell)
    • A. Structured Feedback Sessions w/ Dir Reports. Regular Coaching Sessions w/ Team Members.
  24. 10 key Design Elements of a Lean Transformation:
    • 1 Performance Board (6 RCPS System
    • 2 Production Meeting (7Visible Centre
    • 3 SOP's (8 P.C.'s
    • 4 Visual Mngmnt (9Engmnt/Capability
    • 5 DILO (10 Team Room
  25. 8 questions we should ask through the prgression of the Lean Project...
    What do Cust's want? What do our cust's want? Where dop we stand(competitors)? Where do we bring value(process/area)? Complaints/what cust's want to see different? Current Cust eperiance delivered? OP Perf. figures impact CSAT? Validate benefits of project from Cust perspective?
  26. 6 areas we can find data to understand Customer point of view...
    Complaints, Operational Cust Research, Staff Climate, Operational Insight, Customer Expectations.
  27. 6 Steps to create a VSM...
    • 1.Determine Customer Requirements
    • 2.Draw Process Steps
    • 3.Gather Process data
    • 4.Gather Inventory Data
    • 5.Estblsh how ea process prioritizeswork
    • 6. Calculate System Summary Metrics
  28. # Key Methods for gathering Data...
    Shadowing, Sampling, Self-Recording
  29. Span of Control Analysis Contributing Factors...
    Process Stability, Process Risk, Operator Density, Complexity of Task, Work Content to remember, Front Line Operating Role
  30. Line Manager Span Analysis contributing factors..
    Process Stability, Capability of Subordinates, Process Criticality. Need to cover for absence(or subordinates)
  31. Future state Design should cover 5 elements:
    Focus, Execution, Skills, Improvement, Leadership
  32. Change Story 5 steps:
    • Establish the facts
    • Build the core story
    • Tailor to purpose
    • Road Test
    • Tell the story
  33. Effective TIP review 4 elements
    Layout, Content, People, Timing
  34. 10 influencing techniques...
    Stating, Logical Persuasion, Legitimize, Appealing to friendship, Socializing, Exchanging, Consulting, Appealing to values, Modelling, Building alliances
  35. Pyramid storytelling elements
    • Governing thought
    • Key Points
    • Supporting Points.
  36. 3 steps to creating quantitave charts...
    • Analyze data & determine a message
    • Identify Comparison(Component, Time series, Correlation)
    • Choose chart type
  37. Core Design elements for Boards...
    • Past Performance(TO kpiS')
    • Intraday Performance
    • Future section(forecast, Schedule)
    • Simple Problem Solving
    • P.C.'s
    • People Section(skills matrix, training plan, barometer, r&r
  38. You can help ensure communication of the right message by Applying...
    • Words 7%
    • Tone 38%
    • Body Language 55%

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