Presentation - Alister Lee

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    IQPC Lean & Six Sigma in Mining

    Lean Leadership:Keys to Successful Process

    Improvement

    Alister Lee

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    Outline

    Vision

    Implementation

    Leadership

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    Vision

    Drill &

    BlastProcess Rail Port

    Load &

    Haul

    Focus on the processes

    the results will take care of themselves.

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    100.0

    12.5

    5.6

    16.2

    65.7

    2.0

    6.0

    57.8

    81.9

    Vision

    Drill &

    BlastProcess Rail Port

    Load &

    Haul

    Problems with the current state

    450

    300

    150

    0

    1

    1

    1

    1

    1

    1

    1

    1

    11

    1

    1

    Unstable processesWaste Downtime / Losses

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    Vision

    Drill &

    BlastProcess Rail Port

    Load &

    Haul

    Problems with the current state

    Long lead times &variation in output

    Bottlenecks Stockpilestoo much / too little

    =

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    Vision

    Drill &

    BlastProcess Rail Port

    Load &

    Haul

    Future state what does lean mining look like?

    Each step in the process is:-

    1. Valuable judged by customer (waste, standardisation, 5S, visual workplace)

    2. Capable stable process (standardisation, problem solving, process control)

    3. Available uptime (preventative maintenance, quick changeover)

    4. Adequate just enough capacity (balanced to customer, eliminate bottlenecks)

    5. Flexible changes to customer requirements (changeover & error proofing)

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    Vision

    Drill &

    BlastProcess Rail Port

    Load &

    Haul

    Future state what does lean mining look like?

    The steps are linked by:-

    1. Flow uninterrupted flow wherever possible (takt)

    2. Pull rather than push (stockpile = buffer)

    3. Levelling reduce variation

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    Implementation Lean is a system not a set of tools.

    Learn how to use value stream mapping and use this to

    plan the implementation. Area managers own their partof the value stream.

    Get the basics in place standardised work owned bythe operators, 5S & workplace organisation, visualmanagement, process control and problem solving(PDCA).

    Use Kaizen events (short, intensive, team basedimprovement projects) to generate significant gains &employee enthusiasm.

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    Implementation Apply the right tools to the job in the right order (lean &

    six sigma). Avoid initiative overload.

    Aim for wide involvement of the workforce in addition tosome full time people dedicated to processimprovement.

    Go and see other companies who have made goodprogress.

    You are changing the way you do business this takestime, respect for people, involvement, training,mentoring, discipline and persistence.

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    Leadership

    Three Models

    Old Dictator Style: Do it my way Empowerment Style: Do it your way...

    Lean Style: Follow me and well figurethis out together

    Source: John Shook, Lean Institute

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    Leadership

    Changing mindset:-

    From ToManaging numbers Managing process

    5 whos 5 whys

    Firefighting Fire prevention

    Problem hiding Problem solving

    p-D-p-D PDCAProduction highs/low Consistency

    Source: John Shook, Lean Institute

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    Leadership

    3 attributes of lean leaders at every level:

    Go see: Visit the point where value is actuallybeing created; verify the situation.

    Ask why: What is the problem? What arepossible countermeasures? Why is onecountermeasure the best?

    Show respect: Assign clear responsibility forevery process & problem; ask questions aboutpeoples work

    Source: Jim Womack, Lean Institut

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    Leadership

    The Leaders Job at Toyota

    First, get each person to take initiative tosolve problems and improve his or her job.

    Second, ensure that each persons job is

    aligned to provide value for the customerand prosperity for the company.

    Source: John Shook, Lean Institute

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    Leadership

    Source: John Shook, Lean Institute

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    Leadership

    Source: John Shook, Lean Institute

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    Leadership

    Source: John Shook, Lean Institute

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    Final thought

    A Toyota view:

    We get brilliant results from averagepeople managing brilliant processes.

    We observe that our competitors often get

    average (or worse) results from brilliantpeople managing broken processes.

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