Lean Audit (2 Days)

Stakeholder Sit-down (15-30 mins)

• An initial meet and greet, a few things about me, and into the problems for me to address.
• Who’s requested?
• Owners and managers, anyone making decisions.

Gemba

• Observe the work where it happens. Discuss with employees where their problems are currently and observe. This is where a good amount of assessment will take place.
• Who’s requested?
• Subject matter experts, participants in key processes.

Brainstorming, Mapping, and Root Cause

• Reconvene to discuss our findings during Gemba. Discuss key processes and potential up or downstream impacts. Start brainstorming causes for waste or steps in the process that are not meeting expectations.
• Who’s requested?
• Subject matter experts and overseer of the process.

Develop Countermeasures

• Select a few key areas with the highest waste or ability to improve with solutions to those problems. Build a PICK Chart to determine the impact and feasibility of proposed solutions.
• Who’s requested?
• Subject matter experts and overseer of the process.

Determine Impact

• Run trials of the most feasible and highest impact suggestions to verify projected improvement while maintaining feasibility. From this we will also determine if the change is significant enough to require additional resources (such as a training guide).
• Who’s requested?
• Subject matter experts, operators of the process.

Adjust, Improve, Verify

• Adjust the changes (if needed) and verify the impact. Run additional trials if further improvements are viable.
• Who’s requested?
• Subject matter experts, operators of the process.

Wrap up and Reporting

• Summarize the findings, changes, and projected improvements. Identify any concerns (including from personnel, risks to the process, and impacts on collateral processes). Open for questions.
• Who’s requested?
• Owners, managers, and subject matter experts

Lean Blitz (5 Days)

Stakeholder Sit-down (15-30 mins)

• An initial meet and greet, a few things about me, and into the process you want me to focus on.
• Who’s requested?
• Owners and managers, anyone making decisions.

Gemba

• Observe the work where it happens. Walk through the process as it is and observe. This is where a good amount of assessment will take place.
• Who’s requested?
• Subject matter experts, operators of the process.

Brainstorming, Mapping, and Root Cause

• Discuss findings during Gemba. Build a current state map and start brainstorming causes for waste or steps in the process that are not meeting expectations.
• Who’s requested?
• Subject matter experts and overseer of the process.

Set Targets

• Determine achievable targets for the process to meet and the impact it would have (time, dollars, resources).
• Who’s requested?
• Overseer of the process

Develop Countermeasures

• Determine the key areas with the highest waste or ability to improve with solutions to those problems. Develop a future state map of updated process.
• Who’s requested?
• Subject matter experts and overseer of the process.

Determine Impact

• Run trials with changes to verify projected impact and if it meets our targets while maintaining feasibility. From this we will also determine if the change is significant enough to require additional resources (such as a training guide, updated resources, etc.).
• Who’s requested?
• Subject matter experts, operators of the process.

Adjust, Improve, Verify

• Adjust the changes (if needed) and verify the impact. Run additional trials if further improvements are viable.
• Who’s requested?
• Subject matter experts, operators of the process.

Wrap up and Reporting

• Summarize the findings, changes, and projected improvements. Identify any concerns (including from personnel or risks to the process). Open for questions.
• Who’s requested?
• Owners, managers, and subject matter expert

Lean Transformation

Choose what best fits your needs:

Cell Design (1-2 Days)

• Assess physical layout of operations, measure current time/dollar/resource costs, recommend and measure improvement.

Strategic Alignment (1-2 Days)

• If you’ve got an awesome team that’s not producing, this option assesses the alignment of your operations with your vision. Includes assessment of messaging, priorities, areas of growth, and ensuring your team is working toward the same objective or goal.

Standard Development (1-2 Days)

• Assists with development and implementation of standards. This can target processes, timelines, cost, or any other area where variation is great and overall understanding is lacking.

Change Management (1-3 Days)

• Best used for a projected change with expected resistance, identify early adopters, maximize holistic value, and develop messaging to mitigate resistance.

Conflict Resolution (1-2 Days)

• Targeting management who struggles with initiating or managing conflict. Very effective for new leaders and high stress organizations. Includes perspective and value emphasis coaching, walkthroughs, and validation.

Training Guides (2-3 Days)

• Best used for current or changing processes, identify key steps and develop a user-friendly product for new hires or processes to expedite the transition.

Culture Assessment (2-3 Days)

• Helps identify issues with high turnover organizations, new management, or an unmotivated workforce. Includes surveys, meet n’ greets, and an overview of strategic messaging from authoritative levels. 

Analytics (3 Days)

Stakeholder Sit-down (15-30 mins)

• An initial meet and greet, a few things about me and what I do, then straight into the data you’d like me to focus on.
• Who’s requested?
• Owners and managers, anyone making decisions.

Gemba

• Go to where the work happens and observe. Track cycle time in the process if needed and discuss with operators where they’re spending the most time.
• Who’s requested?
• Subject matter experts, operators of the process.

Review Current Analytics

• Deep dive the current data utilized and where the gaps are to the desired ability to analyze.
• Who’s requested?
• Access and inputters of current data systems

Brainstorming & Solutions

• Discuss why the gap exists and how to close it to meet desired analytics goals. Determine most feasible and impactful changes to current process.
• Who’s requested?
• Access and inputters of current data systems

Develop Solution

• Decide on the most feasible/impactful solution and how to get there.
• Who’s requested?
• Stakeholders and inputters of current data system

Implement Solution and Test

• Implement the solution and, if immediately available, run tests on efficiency and reliability of data.
• Who’s requested?
• Inputters of new data system

Wrap up and Reporting

• Summarize the findings, changes, and new products, ensuring they meet the desired targets. Identify any concerns (including from personnel, risks to the process, and sustainment). Open for questions.
• Who’s requested?
• Owners, managers, and subject matter experts