Date post: | 22-Oct-2014 |
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John Potter 08/21/2009
Lean Office Techniques & Ideas
Muda
Kaizen 5S VSM
Lean Definition• “The expenditure of resources for any goal other than the creation of
value for the end customer to be wasteful, and thus a target for elimination.
• Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.
• Basically, lean is centered around creating more value with less work.”
» --Wikipedia, “Lean Manufacturing”
• Lean in the Service Business
• Office Flow & Value Stream Mapping • Eliminating non-Value-Added activities
• Customer-focused, Enterprise-Wide Lean
• Sort, Set in Order, Shine, Standardize, Sustain
• Summary
.
Lean in the Service Business
Taco Bell:The way it used to be
Taco Bell(the way it is now)
• What is Valued by the Customer?• Look at Flow, Set-up Time, Cost, Space• Pre-processing off-site• Assembly on-site• Teamwork
.
Office Flow & Value Stream Mapping
Waukesha Bearings
Value Stream Map
• Lean technique used to analyze the flow of materials and information currently required to bring a product or service to a consumer
• Key is getting rid of large wasteful steps more than simply making current processes more efficient
Value Stream Mapping
• What Value Stream Mapping revealed• Interview• Map Current State• Evaluate Tasks• Brainstorm Changes• Develop Future State Map• Measure performance against goals
Achieving Flow
• The Perfect as the Enemy of the Good• Simplifying Office Layouts which means• Batch-and-queue on desks vs Visible
Work in Progress• Line of sight visibility• Performance and targets• Self-management
Centralized Office Workflow
.
.
Eliminate Non-Value Added
Activities
The Antioch Company
The Lean Office Event
• Is a Lean Office Program Needed?• Creation of Lean Office Events• Analyze / Update Metrics• Select Process to Improve• Use neutral, unbiased facilitators to keep
team focused, develop project scope/goals, coordinate event
Lean Office Event• Involve Process Owner, have fun
• Document Office Processes/ Interview
• Create Current State Map / Develop Future State Map
• Share Information with Team (wiki)
• Follow-up Keep up with Follow-up Meeting
.Enterprise-Wide
LeanSteelcase
Steelcase• The need for senior leadership support • Value Stream Mapping Result:
• At Steelcase, the goal was to
• eliminate non-value added process steps/ handoffs
• create standards for releasing and sequencing work
• thus create flow to use standard processes.
Steelcase
• Process Owners critical • What happened when functional depts
eliminated (colocation)• Checklist to eliminate flow interruptors• Acceptance
.
5S:Sort, Set in Order, Shine,
Standardize, Sustain
The Elgin Sweeper Co
The 5S Blitz
• The Need for a Sponsor, Facilitator, Team Leader, Team Charter
• Sort• Set in Order• Shine• Standardize• Sustain
The 5S Blitz: Lessons Learned
• Take Before/After Pictures• Why a Formal Audit Process• Support from Management• Engage Supervisors• Sustain is the most difficult challenge• Take risks
Summary
• Useful (actionable) Metrics are critical• Think company culture not ‘project’• Lean ~ Customer centric
Recommended
Questions• Are your employees involved in development of lean initiatives?
• Is every person aware of their role in your processes?
• Is there good communication between employees and between
groups in your organization?
• Are you aware of points of poor process flow in your organization?
• Does each of your processes have an owner?
• Do your office employees understand what productivity is in their
operations and how its measured
• Are there metrics for measuring office performance?
• Do you regularly follow up on measurements
Questions• Do you have a “current best way” for each process?
• Does each of your teams include at least one “outsider” who is
not part of the process being reviewed?
• Do you follow a “try it, them improve it” approach?
• Has a first attempt at improvement ever failed to work the way
you anticipated? What do you do as a result?
• Have you ever tried to simplify office layouts? Have you
eliminated personal in-boxes?
• Have you tried to achieve one-piece flow in office processes?