Lean Daily Management Structure and Routine for Continuous - - PowerPoint PPT Presentation

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Lean Daily Management Structure and Routine for Continuous - - PowerPoint PPT Presentation

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Lean Daily Management Structure and Routine for Continuous Improvement 16 th LCI Congress | San Francisco, CA | October 7-10, 2014 Presentation Overview Background Lean Daily Management (LDM) Good, Bad & Ugly Examples of

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Lean Daily Management

Structure and Routine for Continuous Improvement

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Presentation Overview

  • Background
  • Lean Daily Management (LDM)
  • Good, Bad & Ugly
  • Examples of Improvement
  • Next Steps
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Background

Why Lean Daily Management?

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Supports Corporate Strategies

  • Consistency to manage business risk
  • Continuous improvement
  • Best in Class
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Best in Class (BIC)

  • Operations and Corporate

Departments identified BIC descriptors

  • Needed a way to monitor

performance and drive continuous improvement towards BIC

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Look Outside the Box

Gained a different perspective

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Push the Limits

Recognized Value of Expertise

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Lean Daily Management (LDM)

What is it?

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

What is LDM?

  • Daily process of gathering data and assessing performance on key

performance indicators

  • Assessment process is done to drive action, not just information sharing

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  • Create targets
  • Track performance
  • Analyze
  • Take Corrective Action
  • Review
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Who does LDM?

  • Collection, analysis and updating of Metric Boards are done every day by

Operations and Corporate Departments

  • Leadership team – Gemba Walk to the Metric Boards
  • Everyone is responsible for reviewing information and engaging in problem

solving

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

When is LDM Performed?

  • Process is done daily
  • Continuous Improvement never ends
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How is LDM Performed?

Remote Location

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Why use LDM?

  • Drive communication and collaboration
  • Measures small to “miss” small
  • Focused problem solving to

fix systemic problems

  • Continuous Improvement
  • Best in Class
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Metric Boards

Visual Indicators

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Metric Boards

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Metric Types

Safety Quality Delivery Cost Productivity

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Run Charts

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Living Pareto Charts

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Problem Solving

Action Plans 5-Why Analysis

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Implementation

Putting it into action

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Implementation

  • 15 Corporate Departments
  • 9 Operations Regions
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Feedback

Good, Bad & Ugly

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Benefits of LDM

  • Increased internal communication
  • Increased external communication
  • Created validation processes
  • Drives discipline
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Benefits of LDM

  • Real-time response to issues
  • Focused problem solving
  • Drives action
  • Connection to Best in Class
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Criticisms of LDM

  • Difficult to manage Gemba process daily
  • Tendency to deviate from process (for example – problem solving shouldn’t
  • ccur during Gemba walks)
  • Balance who is required for problem solving
  • Process improvement is hard
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Examples of Improvement

  • Craft force overtime
  • Craft productivity
  • Safety results
  • Non-compliant risk transfer
  • Released injured workers not working
  • Recruiting Milestones
  • Business Development
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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Next Steps

Improvements

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16th LCI Congress | San Francisco, CA | October 7-10, 2014

Next Steps

  • Metrics
  • Living pareto categories
  • Problem solving
  • Action plans
  • Pace of improvements
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Questions?

Nick Apanius

Health Care Vice President Messer Construction Co. 5158 Fishwick Drive Cincinnati, OH 45216 (513) 242-1541 napanius@messer.com

Chris Malinowski

Operations Vice President Messer Construction Co. 4201 Stuart Andrew Boulevard – Suite B Charlotte, NC 28217 (704) 679-6000 cmalinowski@messer.com

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