Session 705 Leggo My Lego!: Learn and Apply Lean Management Like Never Before Jamie Stannard
Session 705
Leggo My Lego!: Learn and Apply
Lean Management Like Never Before
Jamie Stannard
Introduction
Director, North AmericaImaging Technical Support
[email protected]@JamieStannard
www.linkedin.com/in/jamiestannard
• 20+ years in IT and Technical Support
• HDI member since 2000
• HDI Atlanta board member
• Lean Master Black Belt in TPI
• MBA from Kennesaw State University
• Support Center Director Certification
• Support Center Manager Certification
• KCS Principles Certification
House Keeping & Ground Rules
• Courtesy• Cell phones “Off” or “Silent”• No laptop use, unless taking notes• One person speaks at a time
• Participation• Designed as an interactive workshop• Participation will aid your learning• Please speak, participate and contribute based on our experience• Keep an open mind when trying new techniques
• Other• Recordings available to purchase• DON’T FORGET – Survey evaluation
Agenda
• Baseline Exercise
• Lean Management Overview
• Seven Wastes
• Exercise 2
• Exercise 3
Seven Wastes – Baseline ExerciseRole Starting Inventory
• Tier 1– 16 – 2x3 GREEN– 64 – 1x2 YELLOW
• Tier 2
– 16 – 1x3 TAN
• Team Lead
– 16 – 1x3 TAN
• Development
– 32 – 1x2 YELLOW
• QA
– 16 – 1x2 WHITE or RED or ORANGE
Seven Wastes – Baseline Exercise
Required Team Members
• Communication – Moves the pieces in Round 1• Support Tier 1 – Step 1 builder• Support Tier 2 – Step 2 builder• Support Team Lead – Step 3 builder• Development – Step 4 builder• QA – Step 5 builder• Quality Control – Monitors quality of the build• Customer – Final quality check• Time Keeper – Timer
Seven Wastes – Baseline Exercise
Other Team Members
• Executive Sponsor – Cheerleader / Motivator
• Manager – Monitor, analyze & provide direction
• Knowledge Coach – Take notes on improvements
• Observers – Observe and provide feedback
Seven Wastes – Baseline Exercise
Seven Wastes – Baseline Exercise
Round 1
• Distribute proper inventory to each role.
• Prepping or organizing materialsare NOT allowed.
• Units need to be produced in batches of 4. Only 4 completed units passing Quality Control can be passed to next position.
• Final customer acceptance will mark the end of the exercise.
Seven Forms of Waste (Muda) “TIMWOOD”
Over-Production
Waiting
InventoryTransportation
Defects /Rejects/Re-work
Over-Processing
Motion
•Transportation
•Inventory
•Motion
•Waiting
•Over Processing
•Overproduction
•Defects
List a Transactional Example for EachSeven Wastes
Seven Wastes in Transactional Areas
•Handoffs of information, movement of paperwork
•A task waiting to be started (WIP), tasks not complete
•Walking, routing information
•Delays and queues
•Unnecessary or extra process steps / Variation of process
methods.
•Creating info that others don’t use
•Incomplete or bad information, Improperly processed item
Seven Wastes – Transportation
Identify
• Moving tickets from place to place
• Walking in the office
• Distance to desk side support
Reduce/Eliminate
• Review need for moving ticket
• Cross training
• Relocate used devices to central location
• Locate desktop support personnel in central location or assign regions
Transportation
Transportation – Real Example
20 RMAs a day
40 feet 10 feet
Feet per (8 hours) day
Feet per (5 day) week
Feet per (240 days) year
Miles (5280 feet) per year
Hours (Miles/2)
10,000
2,000
480,000
91
45
Seven Wastes – Inventory
Identify
• Tickets waiting in queue
• Customers on hold
• Out dated knowledge base articles
• Unnecessary incident / repeat incidents
Reduce/Eliminate
• Better operator loading or more efficient
• Update or remove out dated KB articles
• Implement self-service
• Automated message advising of known issues
Inventory
Seven Wastes - Motion
Identify
• Close and open windows/screens
• Copy and paste into different tracking systems
• Moving to retrieve parts
Reduce/Eliminate
• Close Integrate logging and knowledge applications
• True value of info to other departments
• Create assembly area with common parts
• KVM switches
Motion
Motion – Real Example
Dual Monitors – Building computers
Motion – Real Example
Copy/Paste time (seconds)
Number of logs per day
Total time per person per day (minutes)
Total time per team per day (minutes)
Total time per week (hours)
Copy and Paste into second tracking system(40 person team)
35
18
10.5
420
35
Seven Wastes - Waiting
Identify
• Agents placing customers on hold
• Slow network or slow computer
• Tier 2/3 waiting for escalations
• Desktop support waiting for equipment
Reduce/Eliminate
• Proper IVR routing
• Eliminate or properly place caller on hold
• Evaluate/update agent equipment
• Inventory of replacement parts
Waiting
Seven Wastes – Over-Production
Identify
• Unnecessary or too many KB articles
• Too many agents per customer volume
• Too many equipment to use
Reduce/Eliminate
• Focus on what is necessary/value
• Better balance resources or have them do other tasks
• Purchase and deploy what is needed
Over-Production
Seven Wastes – Defects/Reject/Re-work
Identify
• Bad software release or deployment
• Logging incorrect information
• Misrouting IVR
• Bad replacement parts
Reduce/Eliminate
• Help QA or communicate customer’s need
• Document incident/bug correctly
• Audit IVR menus
• Handle parts correctly, challenge vendors
Defects /Rejects/Re-work
Seven Wastes – Over-Processing
Identify
• Too many approvals or sign-offs
• Unnecessary steps to process RMA or escalation
• “That’s how we have always done it.”
Reduce/Eliminate
• Review need for approvals; Empower others to approve
• Audit RMA and escalation process
• Past processes still value today?
Over-Processing
Causes of Transactional Waste
• Functional organization
• Information systems technology gaps
• Excessive controls
• Outdated process design
• No back-up/cross training
• Unbalanced workload
• System batching
• Outdated policies
• Changing priorities
• Responsibilities not defined
• Poor visual control
• Disorganized workplace
• Lack of training
• Obsolete forms
• No SOP’s
• Authorization levels
Process inputProcess output
“Sea of Waste”
Information systems technology gaps
Excessive controls
Unbalanced workload
Responsibilities not defined
Outdated policiesNo back-
up/cross training
Disorganized workplace
Changing prioritiesLack of training
Hidden Waste
Controlled Confidential Distribution
“The greatest waste
is the waste we do
not see.”
Shingo
Seven Wastes – Exercise
Round 2• Distribute proper inventory
to each role.
• Prepping materials and/or movingpeople IS allowed.
• Units need to be produced one piece at a time. 1 completed unit passing Quality Control can be passed to next position.
• Final customer acceptance will mark the end of the exercise.
Seven Wastes – Exercise
Round 3• Distribute proper inventory
to each role.
• No limit on prepping, moving ornumber of people in each role.
• Units can be produced in what ever batching you feel will produce the fastest quality result.
• Final customer acceptance will mark the end of the exercise.
Seven Wastes – Exercise
Lessons Learned
• What were the differences in production? Why?
• What were the big takeaways?
• How does this apply to your support organization?
Resources
Presentation / Worksheet
http://www.JamieStannard.com/HDI2018.zip
Lego Digital Designer
http://ldd.lego.com/
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Director, North AmericaImaging Technical Support
@JamieStannard
www.linkedin.com/in/jamiestannard