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Youll Lean and Ill Innovate

Phil Cowen

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 Learn by doing Manage visually Measure what matters Remove waste Standardise

Fujitsus approach to Lean is called Sense and Respond.

Were in the Aircraft Manufacturing Business

Game Format



Traditional Thinking

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


Lean approach helps to deliver all three outputs

Eliminating rework eliminates cost and improves quality Reducing waste makes things happen faster and at a lower cost

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

Reducing defects increases quality and reduces costs Reducing waste eliminates defects and increases quality


Analysing Imbalance
38 30 30 22 30 30

22 16 14 15

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


The Eight Wastes

Transport of materials, product, paperwork, etc., more than is necessary Over - processing...often associated with overkill, includes any form of inspection Inventoryhaving more than absolute minimum 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


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





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

Improving End to End service

Meeting and exceeding customer expectations

Improving staff engagement

Creating a demonstrable approach to Continuous Improvement

Improving efficiency and effectiveness

Improving organisational alignment

Reducing Costs