Youll Lean and Ill Innovate

Phil Cowen

Objective
To show you Fujitsus approach to lean demonstrated through a
practical session

Understanding Customer Value

Create flow and remove waste
Its all about the thinking

Introduction to Lean
Within Fujitsu, Lean is also referred to as Sense & Respond, originating in service
desks, over time the principles have been adapted and developed so that Lean can
be applied throughout the organisation.

Sense & Respond is the method of delivery, Lean is the term for what we do;
Continual service improvement.
In the service space, Fujitsu is head and shoulders above the rest. Availability
remains high and they take action to keep it high, which can be innovative.
Andy McLean General Manager of Operations, Post Office

What is Lean in Fujitsu?

Lean is a way of working that creates value, eliminates waste and builds a culture of continuous
improvement. It does this through engaging people and through a deep understanding of what
matters to customers, supported by a set of tools. It is a journey, not a destination, during which
people discover what matters to their customer and continually find better ways to deliver it.
Fujitsus approach to lean is called Sense and Respond.

Understand customer value

Involve everyone

Fujitsus approach to
Lean is called Sense
and Respond.

Learn by doing
Manage visually
Measure what matters
Remove waste
Standardise
3

Were in the Aircraft Manufacturing Business

Game Format

Activity

ROUND 1

Traditional Thinking
8

Comm Cell - How Well Did You Do?

Introduction to Comm. Cell
People
Performance
Continuous Improvement
What went well?
What were the most significant
issues?

The Lean Approach

10

Lean approach helps to deliver all three outputs

Eliminating rework
eliminates cost and
improves quality

Continuous Improvement
empowers people to
continually monitors and
improve quality, time and cost

Reducing waste makes

things happen faster and at
a lower cost

Reducing defects increases

quality and reduces costs
Reducing waste eliminates
defects and increases
quality

11

Analysing Imbalance
38

30

30

22

22
16
14

15

30

30

The process is
clearly imbalanced
What should be
done?
How much work
8
should each
person have?
F

12

The Eight Wastes

Transport of materials, product,
paperwork, etc., more than is necessary

Inventoryhaving more than

absolute minimum

Over - processing...often associated

with overkill, includes any form of
inspection

Over - production ahead of

demand or over capacity

Motionof people more than

necessary to complete task

Defects / Rework anything which

leads to rework

Waitingfor information, materials,

people, equipment, etc., causing
inefficient use of time

Wasted knowledge disconnection

that inhibits flow of knowledge, ideas
and creativity

13

Activity
Improve 5 Minutes

Identify areas of waste in the

process
Think about how you can improve
the flow and simplify the process
Select & implement improvements
and confirm them with your
customer
14

Activity

ROUND 2

ELIMINATE ALL FORMS OF WASTE

STREAMLINE TO CREATE FLOW
15

Lean principles
The most dangerous kind of waste is the waste we do not recognise.
Shigeo Shingo

The 7 Principles

Understand Customer Value

Involve Everyone
Learn by Doing
Manage Visually
Measure what matters
Remove Waste
Standardise
If you can evidence all of these you know you have lean in your area

If you need a new process and dont install it, you pay for it without getting it.
Ken Stork

Lean business benefits

Meeting and
exceeding
customer
expectations

Improving
End to End
service

Improving
staff
engagement

Creating a
demonstrable
approach to
Continuous
Improvement

Improving
organisational
alignment

Improving
efficiency and
effectiveness

Reducing
Costs