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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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