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Lean office b bs english

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  • Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential
  • E falando em fazer certo, vamos combinar algumas coisas
  • Viagem, Médico, concessionária Processos da Toyota – maior qualidade, maior velocidade, menor custo CRC Engenharia Exportação
  • Menores custos = maior competitividade PIB 3x higher Export – 10x higher Import – 10x higher
  • Menores custos = maior competitividade
  • Problemas = atividades que não agregam valor ao cliente
  • Os processos administrativos, ao contrário dos fabris, não foram desenhados para serem ótimos. Eles eram práticas, que viraram processos e em seguida fluxos!
  • Hand Offs são inevitáveis por conta da divisão funcional estabelecida por FORD. A questão é que existem bons e maus hand offs
  • Muitas vezes as pessoas não tem tempo para fazer todo o processo em seqüência – restrições de escala. Muitas vezes não encontramos os atributos necessários em um só pessoa – restrições de escopo; Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential
  • Desafio: descobrir a regra de formação de seqüência de três números Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential
  • A falta de Planejamento para a tomada de decisões causa desperdícios. Exemplos de mal planejamento que acarretam em desperdícios: Analisar e testar um único conceito; Customizar sistema de informação sem o conhecimento de como a atividade é realizada; Tomar uma decisão rapidamente para evitar conflitos;
  • Foco Indicadores de desempenho
  • Gerenciamento sem planejamento porque as atividades em um escritório variam muito quanto ao tempo e ao conteúdo; Gerenciamento sem indicadores ou pontos de verificação devido ao fato de as informações serem invisíveis e o planejamento aparentemente desnecessário;
  • Passar vídeo do café. Nos escritórios, dificilmente sabemos quem são os clientes e o que é valor para eles? Assim sendo, como podemos melhorar?
  • Determine os “Requisitos do Cliente” Formule questões em 2 categorias (Funcional e Disfuncional) Pesquise com os Clientes usando as 2 categorias para cada necessidade. Tabule os resultados para encontrar o “tipo” de Requisitos. (Básica, Desempenho, Atrativo, Reverso, ou Indiferente) Decida como agir para cada um: Básica – Garanta que estão adequadamente atendidos. Não é necessário super-atender aqui. Desempenho – Tenha certeza que continuas competitivo. Atrativo – Considere estes para diferenciação competitiva. Indiferente – Considere eliminar ou reduzir o custo. Reverso – Investigar a fundo para entender porque eles são “reversos”.
  • Em escritórios, não mapeamos áreas, mapeamos processos dentro das áreas. Ex.: processo de entrada de pedidos no CRC. Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential
  • Quanto mais intangível for o objeto de estudo, maior a importância de tentar explicá-lo a partir do Mapeamento de Fluxo de Valor;
  • Elementos que não adicionam valor ao Produto ou Serviço; Desperdício só adiciona Custo e Tempo Desperdícios são, na verdade, sintomas de problemas e não as causas dos problemas Desperdício nos mostra pontos de oportunidade no sistema
  • Colocando os 7 desperdícios de sob a ótica do Lean Office, alguns deles perdem parte do sentido original. Por exemplo, falar em Excesso de Produção ou Movimentação parece estranho e certamente irá gerar polemica durante as discussões sobre o mapa de fluxo de valor. Uma maneira de tratar os desperdícios e a sua eliminação durante o processo de melhoria é dividi-los em três categorias, numa seqüência que facilita a sua identificação: Desperdícios de Fronteira: Os desperdícios de fronteira estão diretamente relacionados ao fluxo das informações e dos processos, remetendo ao terceiro princípio de Womack. Estes desperdícios acontecem porque os processos passam por pessoas, áreas e até mesmo empresas diferentes. Desperdícios de Conhecimento: Os desperdícios de Conhecimento são dois, ambos fortemente ligados a falta de padronização na execução das atividades Desperdícios de Planejamento: Estes desperdícios estão ligados intimamente a maneira como as pessoas e departamentos planejam as suas atividades e as distribuem ao longo do dia ou mês
  • 4 19
  • Linha Vermelha = Tempo Takt ( Rodada de linha) Cada barra mostra os elementos de trabalho para um operador As barras são preenchidas de baixo para cima 1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min. Operador 3 é gargalo
  • 4 19 Hand Off – Causador de desperdício: Termo em Inglês que designa a passagem de Informação de uma pessoa para outra ou de um departamento para outro. ****repare no longo tempo e destorcido tempo de atravessamento
  • 4 19
  • DESENHAR ESTADO FUTURO INFORMAKTICA
  • __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential
  • Transcript

    • 1. Lean Six Sigma Learning LEAN OFFICE© 3M 2008. All Rights Reserved.
    • 2. Lean Six Sigma Learning WHAT IS THE CHALLENGE FOR THE COMPANIES NOWADAYS?© 3M 2008. All Rights Reserved.
    • 3. Lean Six Sigma Learning CHINA© 3M 2008. All Rights Reserved. 4
    • 4. Lean Six Sigma Learning WHAT ARE THE MOST COMPETITIVES COMPANIES DOING?© 3M 2008. All Rights Reserved. 5
    • 5. Lean Six Sigma Learning THERE ARE A LOT OF WASTES IN SERVICE BASED OPERATIONS© 3M 2008. All Rights Reserved. 6
    • 6. Lean Six Sigma Learning AIRPLANE TRIP – CAMPINAS TO SALVADOR Drive to Park Walk to the Check-in Wait Pass Wait for Board in the Wait airport terminal through boarding plane everybody to security board Driver Driver Flyer Front desk Flyer Flyer Flyer Flyer Flyer Car Car Walking system Sit in a chair Line Sit in a chair Line Sit in the chair 30 min 5 min 5 min 30 min 30 min 30 min 30 min 10 min 20 min Go to the Wait in the Fly to Go to the Arrive in the Take the Get a cab Go to final departure line to depart Salvador terminal terminal luggage destination point Flyer Driver Flyer Flyer Flyer Flyer Flyer Flyer 46% Airplane Car Airplane Airplane Walking Walking Line Taxi 6 h 25 min 5 min 5 min 2 hours 5 min 5 minutes 20 min 5 min 30 min 3 hours© 3M 2008. All Rights Reserved. 7
    • 7. Lean Six Sigma Learning MEDICAL CONSULTATION Look for the Call the Wait the Drive to the Park Walk to the Get a Present the Wait to be doctor doctor to date clinic clinic password docs called schedule and wait Patient Patient Patient Patient Patient Patient Patient Patient Patient Book Phone Car Car Walking Sit in a chair Front desk Sit in the chair 5 min 5 min 2 days 20 min 5 min 2 min 10 min 5 min 10 min Consult the Go back doctor home Patient Patient 0,7% Face to face Car 49h 42min 20 min 20 min 20 min© 3M 2008. All Rights Reserved. 8
    • 8. Lean Six Sigma Learning WHY IS THERE A LOT OF WASTES IN OFFICES?© 3M 2008. All Rights Reserved. 9
    • 9. Lean Six Sigma Learning SOURCE OF THE PROBLEMS© 3M 2008. All Rights Reserved. 10
    • 10. Lean Six Sigma Learning© 3M 2008. All Rights Reserved. 11
    • 11. Lean Six Sigma Learning HAND OFF INFORMATION TRANSFER BETWEEN PEOPLE AND DEPARTMENTS© 3M 2008. All Rights Reserved. 12
    • 12. Lean Six Sigma Learning FUNCTIONAL DIVISION© 3M 2008. All Rights Reserved. 13
    • 13. Lean Six Sigma Learning© 3M 2008. All Rights Reserved. 14
    • 14. Lean Six Sigma Learning NUMBERS CHALLENGE SEQUENCE PREDICTION RESULT 2 4 6© 3M 2008. All Rights Reserved. 15
    • 15. Lean Six Sigma Learning ANALYSE AND TEST PICK ONE DEVELOP IDEAS IMPROVE© 3M 2008. All Rights Reserved. 16
    • 16. Lean Six Sigma Learning© 3M 2008. All Rights Reserved. 17
    • 17. Lean Six Sigma Learning After obtaining the exceptional world record of 19.19s in 200m, Bolt said: “I was not tinking in the world record. I was working in my start and today I did18it very well.”© 3M 2008. All Rights Reserved.
    • 18. Lean Six Sigma Learning ABOUT INDICATORS  DO NOT SOLVE ANY PROBLEM!  ACTIONS SOLVE PROBLEMS!© 3M 2008. All Rights Reserved. 19
    • 19. Lean Six Sigma Learning IS IT DIFFICULT TO SEE THESE WASTES IN THE OFFICES?© 3M 2008. All Rights Reserved. 20
    • 20. Lean Six Sigma Learning  IT I DIFFICULT TO SEE HOW THE INFORMATION IS PROCESSED  SO, IT IS DIFFICULT TO SEE THE WASTES! WE NEED A METHODOLOGY!© 3M 2008. All Rights Reserved. 21
    • 21. Lean Six Sigma Learning CAN LEAN HELP US?© 3M 2008. All Rights Reserved.
    • 22. Lean Six Sigma Learning THE ROAD MAP 6 STEPS FOR IMPROVEMENTS IN THE OFFICES© 3M 2008. All Rights Reserved.
    • 23. Lean Six Sigma Learning Identify process 1- Identify what add value to the customers; and value Projects ahead of schedule (July to Dec. 2004) Draw current 400 2 – Understand the current process 100 state 3 – Identify wastes; 80 Analyze the 300 4 – Find the root cause of wastes; wastes 60 Days 200 % Draw Future 6 5 – Draw a high performance process 40 State 100 based on 3 lean solutions 15 10 20 2 4 6 – Implement actions and manage to 7 2 3 2 1 2 0 0 ZE CAP S N M AP3V perfection; M MC ZEM BT B B S H N G S HV Other M S M Implementation17,7 Pump Type Quantity of days 129 % 68 33,5 57 39 14,8 10,1 25 6,5 21 14 5,5 14 7 3,6 6 3,6 5 1,8 0 1,6 1, 3 0,0 Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0© 3M 2008. All Rights Reserved. 24
    • 24. Lean Six Sigma Learning WE CAN ONLY REMOVE WASTES IF WE UNDERSTAND WHAT IS VALUE TO THE CUSTOMER WHAT IS VALUE TO YOUR CUSTOMER?© 3M 2008. All Rights Reserved. 25
    • 25. Lean Six Sigma Learning VOICE OF CUSTOMER What happens Attractives Attractives with time? (unknown) (unknown) Performance Performance (Spoken) (Spoken) Time Not done utra l Well done Ne (or done in a bad way) Basic Basic (Expected) (Expected)© 3M 2008. All Rights Reserved. 26
    • 26. Lean Six Sigma Learning EXAMPLES 1. I like it . 1a. CRC extract orders, how do you feel about it? 2. I expect it. 3. I am neutral. 1b. CRC do not extract orders, how do you feel about it? 4. I do not like but I can tolerate. 5 . I do not like but I can not tolerate 1. I like it . 2. I expect it. 2a. CRC makes active selling, how do you feel about it? 3. I am neutral. 4. I do not like but I can 2b. CRC does not make active selling, how do you feel about it? tolerate. 5 . I do not like but I can not tolerate 1. I like it . 2. I expect it. 3a. CRC connects customer and Materials Planning, how do you feel 3. I am neutral. about it? 4. I do not like but I can tolerate. 5 . I do not like but I can 3b. . CRC does not connect customer and Materials Planning, how do not tolerate you feel about it?© 3M 2008. All Rights Reserved. 27
    • 27. Lean Six Sigma Learning INTERPRETING RESULTS Functional presentation NEGATIVE (-) Customer requirements Satisfied Neutral Unsatisfied Attactive Performance ? Functional presentation POSITIVE (+) Satisfied Reverse Indiferent Basic Neutral Reverse Reverse Unsatisfied ?© 3M 2008. All Rights Reserved. 28
    • 28. Lean Six Sigma Learning Identify process 1- Identify what add value to the customers; and value Projects ahead of schedule (July to Dec. 2004) Draw current 400 2 – Understand the current process 100 state 3 – Identify wastes; 80 Analyze the 300 4 – Find the root cause of wastes; wastes 60 Days 200 % Draw Future 6 5 – Draw a high performance process 40 State 100 based on 3 lean solutions 15 10 20 2 4 6 – Implement actions and manage to 7 2 3 2 1 2 0 0 ZE CAP S N M AP3V perfection; M MC ZEM BT B B S H N G S HV Other M S M Implementation17,7 Pump Type Quantity of days 129 % 68 33,5 57 39 14,8 10,1 25 6,5 21 14 5,5 14 7 3,6 6 3,6 5 1,8 0 1,6 1, 3 0,0 Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0© 3M 2008. All Rights Reserved. 29
    • 29. Lean Six Sigma Learning WHY IS IT EVEN MORE IMPORTANT IN OFFICES? The goal is clarify the current state and create a consensus about the need of change!© 3M 2008. All Rights Reserved. 30
    • 30. Lean Six Sigma Learning GATHER PEOPLE’S ACTIVITY INFORMATION© 3M 2008. All Rights Reserved. 31
    • 31. Lean Six Sigma Learning EXAMPLE© 3M 2008. All Rights Reserved. 32
    • 32. Lean Six Sigma Learning GRAPHICAL PRESENTATIONProcess entry What is done Document (1 verb)? output Who does? How (tool and/or Information method)? output PP==Number of people Number of people TP ==Time of permanence TP Time of permanenceLoops of TRA ==Time of activity execution TRA Time of activity execution Output of thethe process FF==frequency of activity frequency of activity process execution execution IND ==Quality indicator IND Quality indicator© 3M 2008. All Rights Reserved. 33
    • 33. Lean Six Sigma Learning IDENTIFYING WASTES IN OFFICES© 3M 2008. All Rights Reserved.
    • 34. Lean Six Sigma Learning THE TRADITIONAL 7 WASTES WAITING TRANSPORTATION OVERPRODUCTION MOTION INVENTORY OVER-PROCESSING POOR QUALITY© 3M 2008. All Rights Reserved. 35
    • 35. Lean Six Sigma Learning IN OFFICES  BOUNDARY WASTES  KNOWLEDGE WASTES  PLANNING WASTES© 3M 2008. All Rights Reserved. 36
    • 36. Lean Six Sigma Learning 9 WASTES IN OFFICES USELESS WAITING INFORMATION LARGE BATCHES LACK OF LEVELLING BOUNDARY BOUNDARY PLANNING PLANNING REDUNDANT TASKS LACK OF SYNCHRONISM POOR QUALITY STOP AND GO REINVENTION KNOWLEDGE KNOWLEDGE TASKS© 3M 2008. All Rights Reserved. 37
    • 37. Lean Six Sigma Learning IT IS HARD TO SEE© 3M 2008. All Rights Reserved. 38
    • 38. Lean Six Sigma Learning Identify process 1- Identify what add value to the customers; and value Projects ahead of schedule (July to Dec. 2004) Draw current 400 2 – Understand the current process 100 state 3 – Identify wastes; 80 Analyze the 300 4 – Find the root cause of wastes; wastes 60 Days 200 % Draw Future 6 5 – Draw a high performance process 40 State 100 based on 3 lean solutions 15 10 20 2 4 6 – Implement actions and manage to 7 2 3 2 1 2 0 0 ZE CAP S N M AP3V perfection; M MC ZEM BT B B S H N G S HV Other M S M Implementation17,7 Pump Type Quantity of days 129 % 68 33,5 57 39 14,8 10,1 25 6,5 21 14 5,5 14 7 3,6 6 3,6 5 1,8 0 1,6 1, 3 0,0 Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0© 3M 2008. All Rights Reserved. 39
    • 39. Lean Six Sigma Learning PDCA - TOOLS BRAINSTORMING PARETTO CHART CHECK-LIST CHARTS PRIORITY MATRIX ISHIKAWA 5W 1H 5W / 1H© 3M 2008. All Rights Reserved. 40
    • 40. Lean Six Sigma Learning 5W1H© 3M 2008. All Rights Reserved. 41
    • 41. Lean Six Sigma Learning 5 WHYS© 3M 2008. All Rights Reserved. 42
    • 42. Lean Six Sigma Learning 5 WHYS© 3M 2008. All Rights Reserved. 43
    • 43. Lean Six Sigma Learning EXAMPLE© 3M 2008. All Rights Reserved. 44
    • 44. Lean Six Sigma Learning Identify process 1- Identify what add value to the customers; and value Projects ahead of schedule (July to Dec. 2004) Draw current 400 2 – Understand the current process 100 state 3 – Identify wastes; 80 Analyze the 300 4 – Find the root cause of wastes; wastes 60 Days 200 % Draw Future 6 5 – Draw a high performance process 40 State 100 based on 3 lean solutions 15 10 20 2 4 6 – Implement actions and manage to 7 2 3 2 1 2 0 0 ZE CAP S N M AP3V perfection; M MC ZEM BT B B S H N G S HV Other M S M Implementation17,7 Pump Type Quantity of days 129 % 68 33,5 57 39 14,8 10,1 25 6,5 21 14 5,5 14 7 3,6 6 3,6 5 1,8 0 1,6 1, 3 0,0 Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0© 3M 2008. All Rights Reserved. 45
    • 45. Lean Six Sigma Learning 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;© 3M 2008. All Rights Reserved. 46
    • 46. Lean Six Sigma Learning FLOW  LEVEL THE WORKLOAD;  ELIMINATE INTERRUPTIONS;© 3M 2008. All Rights Reserved. 47
    • 47. Lean Six Sigma Learning LEVEL THE WORKLOAD DEMAND • QUESTIONS: • WHAT IS THE CAPACITY OF THE PROCESS? • IS THERE A BOTTLENECK? • IS THERE AN OVERLOAD? • WHAT IS THE RIGHT TIME TO START? • WHO SETS PRIORITY?© 3M 2008. All Rights Reserved. 48
    • 48. Lean Six Sigma Learning BALANCE CHART© 3M 2008. All Rights Reserved. 49
    • 49. Lean Six Sigma Learning ELIMINATE INTERRUPTIONS PROCESS •PRECIOUS DATA INFORM.; DEPTS • GOOD DECISION INFORMATION FLOW WITH NO HAND OFFS© 3M 2008. All Rights Reserved. 50
    • 50. Lean Six Sigma Learning TRADITIONAL PROCESS© 3M 2008. All Rights Reserved. 51
    • 51. Lean Six Sigma Learning LEAN PROCESS© 3M 2008. All Rights Reserved. 52
    • 52. Lean Six Sigma Learning 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;© 3M 2008. All Rights Reserved. 53
    • 53. Lean Six Sigma Learning STANDARDIZE - TASKS OF THE PEOPLE EVERY TASK SHOULD BE ESPECIFIED IN CONTENT, SEQUENCE, TIME AND OUTPUT. - TRANSFER OF INFORMATION EVERY RELATION CUSTOMER-SUPPLIER SHOULD BE STRAIGHT AND CLEAR.© 3M 2008. All Rights Reserved. 54
    • 54. Lean Six Sigma Learning STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION© 3M 2008. All Rights Reserved. 55
    • 55. Lean Six Sigma Learning 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;© 3M 2008. All Rights Reserved. 56
    • 56. Lean Six Sigma Learning • LEAN MANAGEMENT SYSTEM • VISUAL MANAGEMENT • LESSONS LEARNED© 3M 2008. All Rights Reserved. 57P 57
    • 57. Lean Six Sigma Learning DAILY ACCOUNTABILITY “The daily accountability questing a better quality of activities is one of the most important value of a company.” Falconi Go & See!© 3M 2008. All Rights Reserved. 58
    • 58. Lean Six Sigma Learning DAILY ACCOUNTABILITY DAY 4 DAY 3 DAY 2 DAY 1© 3M 2008. All Rights Reserved. 59
    • 59. Lean Six Sigma Learning DAILY ACCOUNTABILITY DAYS 5 & 6 DAY 4 (LOST) DAY 3 DAY 2 DAY 1© 3M 2008. All Rights Reserved. 60
    • 60. Lean Six Sigma Learning DAILY ACCOUNTABILITY PART OF DAY 4 DAY 5 (LOST) DAY 3 DAY 2 DAY 1© 3M 2008. All Rights Reserved. 61
    • 61. Lean Six Sigma Learning DAILY ACCOUNTABILITY DAY 4 DAY 3 DAY 2 DAY 1© 3M 2008. All Rights Reserved. 62
    • 62. Lean Six Sigma Learning VISUAL MANAGEMENT Make easy and widely accessible the comparison of the expected performance versus actual© 3M 2008. All Rights Reserved. 63
    • 63. Lean Six Sigma Learning EXAMPLES© 3M 2008. All Rights Reserved. 64
    • 64. Lean Six Sigma Learning LESSONS LEARNED Structured meetings with the following targets:  Measure results  Focus in facts and data  Process analysis  Feedback of internal customer  Written improvement plan© 3M 2008. All Rights Reserved. 65P 65
    • 65. Lean Six Sigma Learning Identify process 1- Identify what add value to the customers; and value Projects ahead of schedule (July to Dec. 2004) Draw current 400 2 – Understand the current process 100 state 3 – Identify wastes; 80 Analyze the 300 4 – Find the root cause of wastes; wastes 60 Days 200 % Draw Future 6 5 – Draw a high performance process 40 State 100 based on 3 lean solutions 15 10 20 2 4 6 – Implement actions and manage to 7 2 3 2 1 2 0 0 ZE CAP S N M AP3V perfection; M MC ZEM BT B B S H N G S HV Other M S M Implementation17,7 Pump Type Quantity of days 129 % 68 33,5 57 39 14,8 10,1 25 6,5 21 14 5,5 14 7 3,6 6 3,6 5 1,8 0 1,6 1, 3 0,0 Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0© 3M 2008. All Rights Reserved. 66
    • 66. Lean Six Sigma Learning A3 REPORT DATE E.O. F. B. M. E. P. P. D. M. A.C. C. F. Title 17/06/08 BACKGROUND / TARGETS FUTURE STATE •Historical Context • Actions and why are recommended•What is the problem? What is the relation • Countermeasures to the root-cause with the business? CURRENT STATE •Where are we? ACTION PLAN •How are we? •Facts and data • Which activities are required to reach the target condition? • Responsible and when? ANALYSIS •What is the root cause? INDICADORES •What is the restriction? • Measurement of impact of the actions in the KPIs© 3M 2008. All Rights Reserved. 67
    • 67. Lean Six Sigma Learning SUMMARY  CURRENT SCENARIO AND LEAN OFFICE  VOC  GATHER INFORMATION AND MAPPING  WASTES AND ROOT CAUSES  3 LEAN SOLUTIONS FOR FUTURE STATE  MANAGE TO PERFECTION! THANK YOU!© 3M 2008. All Rights Reserved. 68 68

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