Value Stream Mapping

Value Stream Mapping

As the next step in our lean journey, we held a value stream mapping meeting last week.  Value stream mapping is a way to visually see how you are delivering value to your customer.  In our particular case, we were mapping our entire process from pre-bid to close-out.  This was a very high level strategic map intended to see where our best opportunities are to increase flow through the company.  Value stream mapping can also be used at a low level where you examine a specific process.

One thing I love about lean is that it isn’t just process improvement.  While many of the tools will help you improve your processes, the goal is to help you see waste in the whole operation.  Many times, there is a huge amount of waste as things flow across the organization.  In the handoff from sales to operations, or the handoff from engineering to the shop.  Value stream mapping helps you see those types of issues.

This exercise also helps create good alignment between departments.  We had our whole senior leadership team in the room.  We mapped out our entire process together and we could see what really happens in each department.  We were able to discuss openly the problems we face and see what impact each department has on the other.

We started with an exercise to really define what the customer wants from us.  What do they want to pay for?  What don’t they want to pay for?  What value do we bring to them?  This first step helps you get clear how your customer defines value so that you can focus on increasing the value and removing the waste.

The next step was to create a current state map.  We rolled out a long piece of paper and laid out phases of our projects.  We had 6 phases:  pre-award, award, procurement, shop fabrication, field installation and close-out.  We then created sticky notes for each main activity in that phase.  Each sticky described the department that owned it, the name of the task, the lead time, the cycle time and the value added time along with any software that was used in that task.  We mapped out all of our main tasks on the board and placed them approximately where they would go.  If a process preceded another process, it would go on the same line, if the process happened concurrently, you would place it below the other tasks.  We then calculated our actual overall durations for lead time, cycle time and value added time.

The main thing I learned from this is that the amount of time we spend on our process is huge compared to the amount of time that value is being created.  You could also see visually how many activities were happening in some phases and how few were in others.  A lot of the bottlenecks happen when you have a ton of things happening at the same time.

We next spent some time brainstorming on improvement ideas.  We did a high level view for each phase of the project, and then we went through every single activity and explored opportunities to improve or remove it.  We came up with some interesting ideas.

Our last step was to create a future state map that shows what our process would look like if we were able to implement all the ideas.  This map is vastly different, removes a ton of waste and shortens virtually all of our lead times.  This give us a target to look at and to work toward in our lean journey.

I think there are three main things that happened this week.  We were able to see our entire organization and its activities all in one place.  As a leadership group, we were able to gain alignment on what our customer values from us and what we want our future state to look like,  and we were able to create a visual map of that future state.  Our next step is to build a plan for execution and to create a way to communicate this vision to the rest of the company.

Stay tuned…

Finding a Sensei

Finding a Sensei

In our off-site this year, we established a vision for our lean journey.  This is really our second year with lean.  Our first year was spent getting everyone in the company into a lean class and help them learn to see waste.  We used Paul Akers book “2 second lean” as the basis for our classes and we all learned about Muri, Mura and Muda and learned the 8 wastes: Overproduction, Over processing, Waiting, Defects, Movement, Transportation, Inventory and Unused employee Genius.  After that, we had each employee make a small improvement each week.  They would create a “before and after” video and upload it to our company Youtube site.

The challenge for us was, what’s next?  Based on what the senior leadership team has been working on, we understood that we needed a guide.  There are so many tools in the lean tool kit and they are all used in different ways to help you expose waste.  The problem is that they don’t translate well to just reading about them.  After our experience at the Bally Kaizen event, we saw how much more powerful these tools are when you learn them from someone who really understands them.  My experience with the “5 why” process was a good example.  I had read about asking “why” 5 times in so many books but when you tried it for yourself, it really fell flat.  When we had to do them at Bally, I was challenged by our Sensei to really understand what the problem was, to really keep my logic clean with each answer to “why” and to really find the root cause.  It was a very powerful tool when I had learned how to use it.

So, this year our first step in our journey was to pick a Sensei.  We called and did phone interviews with everyone we could find.  We were looking for someone who could guide us and teach us and train us to be our own Sensei.  After several weeks of screening, we brought our top two candidates out to Fremont for an interview.  We had one on Wednesday and one on Thursday.  We spent the morning giving them a tour of our offices, our shops and out to some job sites.  None of the people we spoke to had worked with a construction company so we thought it was critical that they understand the distributed nature of the team.  We then spent the afternoon in a conference room trying to understand what they had to offer and give them a better indication of who we were and our commitment.

I think it is unusual for these people to have the attention of all the senior managers of a company.  I think it is one of the things they struggle with.  We spoke at length about what we want to accomplish and how they would approach the task.

In the end, we decided on Adil Dalal from Pinnacle Process.  Adil brings a deep knowledge of lean along with a great personality that really fit with out team.  Both of the Sensei recommended that the very first step in our journey together would be to build both a current state Value Stream Map and a future state Value Stream Map.  This would give us the vision of what we are trying to accomplish along with a good idea of where our efforts need to be directed in the near term.

So, in another week or so, I will be involved in my very first Value Stream Mapping process.  I’m excited for the opportunity to lean a new skill and also excited to see the vision of where we are going to apply lean to our processes in 2014.

End of the Year Post

End of the Year Post

It’s been a busy break here at the end of the year.  Enjoying my Christmas and New Year’s holidays and getting ready for 2014!

I started my break taking Michael Hyatt’s course on 5 Days to Your Best Year Ever  This gives you some good guidance on how to look at last year, how to set your goals and how to push through when you feel like giving up.  Pretty good series.  I also read the ebook Goals by Eric Fisher and Jim Woods.  Another good read on the idea of setting and achieving your goals.  Of course, Brian Tracy, Darren Hardy and Jim Rohn are still my main sources of information on goal setting so I went back and re-read some of their books on the subject.

I set my goals based on the “Wheel of Life” concept from Zig Ziglar.  I use the same 7 areas of life that he has in the link:  Spiritual, Health, Family, Social, Career, Financial and Personal Growth.

One of the things that I am trying to obtain is being more “intentional” in my life.  What I’ve observed so far in life is that you can pick one of two paths.  You can go along and drift with the tide or you can intentionally decide what you want and go after it.  When I graduated from high school, I thought I wanted to be a musician. So I skipped the normal college route and went out on tour with a band.  When we got back, I took some classes at the junior college without a specific goal.  One thing led to another until my brother-in-law asked me if I’d be interesting in working for his Dad at Cobbledick-Kibbe Glass company in San Jose.  I never really decided what I wanted, things just happened.

Contrast that with my sister, who left high school and got a job because she wasn’t sure what she wanted to do.  After 6 months of drifting, she woke up one day and decided that she was going to be a doctor.  She had no money for college or medical school and no idea how she was going to do it, but she just made up her mind, worked really hard and now she is a doctor.

The funny thing is, I can tell you so many stories about people who set specific goals in their life, worked really hard to achieve them, and succeeded.  I can’t tell you any stories about people who set goals, worked really hard and failed.  Even if you don’t hit the goal, you still end up somewhere amazing.

As I looked back on this last year, my year was filled with things that I wanted to achieve.  There were still other things (like my trip to London to investigate an interesting solar technology from the University of Oxford) that were out of the blue, but for the most part, I was intentional about what I wanted the year to look like and I was able to achieve most of my goals.  This idea of creating a written document of what you want to work on and then setting out to do it is quite powerful and I’m extremely happy with the progress I’m making.  I’ve learned more and grown more in the last year than in any previous year of my life.

As I look back on 2013, I can really see the impact of being “intentional” about my life.  I’ve set some pretty stretch goals for myself in the coming year and I’m excited to see if  I can achieve them!  Happy New Year!

Women and Teams

Women and Teams

As most of you know, the glazing industry isn’t exactly flooded with women.  I was listening to a podcast the other day and they sited a study from MIT regarding team performance.

The study was performed to understand what made a high performing team.  The initial thought was that the IQ of the individual team members would result in higher performance.  This did not play out.

Professors Woolley and Malone, along with Christopher Chabris, Sandy Pentland, and Nada Hashmi, gave subjects aged 18 to 60 standard intelligence tests and assigned them randomly to teams. Each team was asked to complete several tasks—including brainstorming, decision making, and visual puzzles—and to solve one complex problem. Teams were given intelligence scores based on their performance. Though the teams that had members with higher IQs didn’t earn much higher scores, those that had more women did.

So, the finding was that a higher percentage of women on the team was the best way to predict team performance.

The other factors in the study were the team’s ability to gauge each other’s mood and the way that the team communicated. More dialog and less arguing would also contribute to team effectiveness.

Creating a more diversified workforce should be everyone’s goal.  This study definitely lends credence to the fact that more women on your team and in your company can improve the company’s performance.

Hope everyone has a very merry Christmas!

Just Start Moving

Just Start Moving

A couple of years ago, I took a class at Stanford with some of the guys at work.  The class was called:  Excellence is no Accident: Mental Skills Training for Work, Sports and Life.  There was a group of about 7 of us and the professor asked us to pick a goal that we could accomplish over the course of the class.

The interesting thing was that we were all struggling with what to pick.  The fun part about taking a night course at Stanford is having dinner in downtown Palo Alto before the class (ok, and maybe a glass of wine too).  So we were sitting at dinner and we were all struggling over what our goal should be.  It struck me that all the people I was with are very accomplished professionals.  Many of them are project managers who have run multi-million dollar projects for years.  They know exactly how to execute and achieve an outcome.  But sometimes the hardest thing to do isn’t getting what you want, but deciding what you want.

So, I picked a goal.  I set a goal to be able to do a set of 20 pull-ups.  Just something simple that I could work on.  Now, I suck at pull-ups.  I always have.  I had a hard time doing 2 or 3 in a row.  So, it wasn’t an easy goal, but it was something.

So here is what I learned.  The most important thing, is just get moving.  When you set out on the journey, you won’t be granted some amazing vision of exactly what you want to achieve in life.  You aren’t going to have some divine inspiration that tells you exactly what you are meant to be or meant to do.  I kept waiting for that and it never came.  But when I started moving, just doing my pull-ups every morning and making small gains, I began to realize that getting started is the hardest part.  Once you are moving and growing, more opportunities become available.  It’s like that thing they tell you in driver’s ed in high school.  If you slam on the brakes and your tires aren’t moving, you can’t steer the car.  It’s like that in life.  If your wheels aren’t moving, you won’t be able to change directions.

Getting moving is like a flashlight when you are walking down a dark road.  It won’t show you the whole road, but you see far enough ahead to be able to make course corrections.

So, I started making some small daily changes in my life to get me moving.  I started walking every day to begin getting healthier.  I started listening to Podcasts and Audio Books on my walks to begin improving my mind and get new ideas.  I began writing and blogging to get my ideas out and help clarify my thinking.  I began setting some smaller goals to begin having some wins and change my mindset.  All of these things have helped me to really start seeing what my bigger purpose wants to be.  Just the start of doing a few little things consistently over time has really changed my outlook and helped me understand better what I want to do with my life and what legacy I want to leave on this earth.

So, while I have only been able to hit 10-15 pull-ups so far, I know I will get to 20 some day.  But it taught me a lesson about not waiting to know exactly what I want before I begin.  Inspiration is not the power to get you moving, inspiration is the product of the journey.

Autodesk University

Autodesk University

This past week I was in Las Vegas attending the Autodesk University conference.  I’ve been attending this conference for a number of years and it continues to be a great way to see what is happening in the construction industry and with the software that we all use.  I thought I would share some of my thoughts on the conference.

The conference runs Tuesday through Thursday, usually the week after Thanksgiving.  The conference consists of an opening Keynote, a closing ceremony and party and then open classes that you can sign up for during each day.  The classes run from 60 – 90 minutes.  There is also an exhibit hall for different software and hardware vendors that is open in the evenings and during lunch.

The theme of this year’s conference was “Look Outside”.  As they presented in the keynote, many people come to the conference to improve their toolset.  But the real value of the conference is to change your mindset.  There are so many things happening today and the changes are coming so fast that you have to re-think your approach to things a lot more often.

There are so many great things about this conference.  I feel like it helps me stay current with where our industry is going with regards to technology.  I leaned about infinite computing, computational fluid dynamics, Navisworks, virtualized computers and cloud computing all through this conference and all well before people were doing any of them.

Here is a summary of the classes I attended:

  1. Top down modeling tips using Autodesk Inventor:  This class focused on alternative assembly modeling techniques in Inventor that can avoid some of the pitfalls of assembly constraints and circular adaptive references.
  2. Recreational Revit for the Craftsman:  This class gave you some great ideas on how to utilize Autodesk Revit to model furniture, toys and dollhouses for your own home projects.
  3. Project Dynamo and Autodesk 123D Make for Digital Fabrication:  This class showed you how to use Dynamo inside Revit to help create adaptive designs then move that into 123D make to create digital mock-ups easily.
  4. Integrating Leap Motion with Autocad:  If you’ve seen these devices, they are a way to use hand gestures to control your computer.  This class showed you how to use the Software Development Kit to write your own code to control Autocad with gestures.
  5. Using Kinect Fusion Inside Autocad:  Again, taking an inexpensive device like Kinect and using the Software Development Kit to write your own programs to integrate that device into Autocad.
  6. Fabricate anything between Autodesk Revit and Autodesk Inventor.  This class gave you workflows to transfer information between Revit and Inventor or go from Inventor to Revit.
  7. Automated Testing in .net:  This class discussed the idea of creating class structures in such a way as to be able to write test code against them to help you make more stable projects.
  8. The 7 technology trends of Design.  This was an overview class of the different trends that are driving our industry and creating some very different paradigms.
  9. Kick your Microsoft Excel habit using Autodesk PLM:  An overview of how to create workflows in the PLM software to make what you would normally do in Excel into a much better process.
  10. Woodworking and Fabrication – Unique methods and Workflows:  This class shows you how to customize Inventor to make it simple to create your own workflows for the more tedious parts of your job.
  11. Advanced iCopy in Autodesk Inventor:  How to use iCopy to create repetitive parts that can adapt to their surroundings in Inventor.

I like to take a mix of classes to give me a better feel for what is happening in our industry and which direction things are heading.