Beruflich Dokumente
Kultur Dokumente
• Second level
• Third level
• Fourth level
• Fifth level
Glenda Williamson
Manager, Organisational Innovation team.
• Click to edit Master text styles
• Second level
• Third level
Acknowledgments
• Fourth level
• Fifth level
Approximately
40,000 students
annually
1000 ongoing
employees &
approximately 200
sessional teaching staff
What is Lean?
“Lean
• is a set
Click to of
editconcepts,
Master text principles
styles and tools used to
create and deliver
• Second level the most value from the Customers‟
perspective while
• Third level consuming the fewest resources and
fully utilising• the
Fourthskills
level and knowledge of those who do
the work.” • Fifth level
A philosophy of:
• Continuous Improvement
• Eliminating Waste
• Built in Quality
• Respect for People
Strategic intent
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
One of the first • Fifth level
educational enterprises
in Australia to make the
Lean journey an integral
part of our long term
strategy
The need for change - Internal drivers
• Click to edit Master text styles
• Improve – eliminate the find and fix mentality
qualitylevel
• Second
• Third level
• Engaging our• people – developing
Fourth level a culture of quality
• Fifth level
‾ Customer focus
‾ Flexibility
‾ Innovation
‾ Business minded
The need for change – External drivers
• Click to edit
• Technological Master text styles
change
• Second level
‾ Knowledge
• Third
everywhere
level
• Fourth level
‾ Learning • Fifth level
everywhere
• Contestable funding
Early lessons
• Click to edit Master text styles
• Consultants
• Second level
• Third level
• Conferences• Fourth level
• Fifth level
• Visits to Lean enterprises
• Pilot projects
Where to start?
• Click to edit Master text styles
• Streamlining steering committee
• Second level
• Third level
• Developing a master plan
• Fourth level
• Fifth level
• Choosing projects:
strategy wins
Strategy Deployment
Value Stream
People
Extended Enterprise
Legend
the practice
• It •is Click of communicating
to edit Master text styles messages visually, to
manage work,level
• Second understand systems or follow directions.
• Third level
• Visual management
• Fourth level is
a clear and simple way to organize
and present information.
• Fifth level
Why use visual cues ?
• To• be abletotoedit
Click „see‟ with our
Master texteyes and our „minds eye‟
styles
• Second level
• Third level
• It can help to crystalise
• Fourth level ideas, think outside the box,
• Fifth level
• Team development
VMB‟s at Kangan Benefits:
• Builds
• Click
trust to
and positively
edit influences
Master text styles the behavior and attitude
of team• members,
Second levelmanagers and stakeholders.
• Enables the team
• Third levelto see what‟s going on and respond to
• Fourth level
issues rapidly. • Fifth level
• „A picture paints a thousand words‟. When you can quickly see
what‟s going on you don‟t waste time and energy trying to
work it out.
• Shared problems across departments are made visible to
managers and other KI team members.
• Easier to see patterns when results are expressed as
diagrams or charts rather than numbers or reports
Visual Management Boards – (VMB‟s)
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
The 5 whys
Using visuals to understand -
Pareto Chart
• Image
Click toarea/Bullets
edit Master or
text
text
styles
to go here as required
• Second level
• Third level
• Fourth level
• Fifth level
Using visuals to understand –
Check sheets
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Problem Solving – A3‟s
• Click to edit Master text styles
• Second level
• Third level
Wayfaring – • Fourth level
problem • Fifth level
solving
Online learning
• Click to edit Master text styles
• Second level Introduction to Lean
• Third level
• Fourth level
• Fifth level
Online learning
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Accredited
eLearning
(VET sector)
Online
Learning
Australia -
WINNER
with Visual
Management
Board
Online Learning
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Online learning
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Communication Strategy
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
• Standardised work
Conclusion - thankyou
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
• • Second level
Devlin, Mark (Feb 2011) Tom Ford-Developing a new model of collaboration – Teaching and support model
proposal. Melbourne. Kangan Institute. (Unpublished)
• • Third level
• • Fourth
Griffiths, Ray (May 2009) Key level
note speaker presentation to the 6th Summit - Lean Thinking in Manufacturing and
Services. Melbourne. Kangan Institute of TAFE. (Unpublished)
•
• Fifth level
• Hines, P Pillars, Platforms and Pathways SAPartners: viewed 18/9/11
• http://www.sapartners.com/content/view/99/87/lang,/
•
• Kotter, John. P (1996) Successful Change and the Force That Drives It, The Canadian Manager, Fall 21:3 pp 20-
24
•
• Martinson, J (2009) Boeing Lean+ Journey Lean Advancement Institute: Massachusetts Institute of Technology.
Boeing Lean Journey (PowerPoint slides) viewed 18/9/11
• http://lean.mit.edu/search.html?q=boeing+lean%2B+journey
•
• Shook, J (2008) Managing to Learn The Lean Enterprise Institute, Inc. Cambridge, USA.