How Far to Lean
Upcoming SlideShare
Loading in...5

Like this? Share it with your network


How Far to Lean

Uploaded on

Applying Lean principles to the production of content requires a bit of adaptation, to make Lean work in a service, rather than manufacturing, environment.

Applying Lean principles to the production of content requires a bit of adaptation, to make Lean work in a service, rather than manufacturing, environment.

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 4,053 3,969 62 6 5 4 4 2 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. How Far to Lean Implementing performance improvement measures in a Lean environmentRahel Anne Bailie Nina JuncoIntentional Design Inc.
  • 2. Session Objectives Overview of environment Lean principles Former state Kaizen process and desired outcomes Future state Outcomes Q&A Evaluation
  • 3. Work Environment Primary environment is manufacturing Publishing is a service environment within the manufacturing environment Traditional values  Emphasis on engineering  Lack of appreciation of technical communication as a skill/profession Lots of corporate and product changes
  • 4. Lean Principles Add nothing but value  eliminate “muta” (waste)  increase cost-to-value ratio Center on the people who add value Flow value from demand (delay commitment) Optimize across organizations
  • 5. Seven Wastes of LeanFor manufacturing: For services:Overproduction Extra contentInventory RequirementsExtra processing steps Extra stepsMotion Finding informationDefects Changes arising from uncaught errorsWaiting WaitingTransportation Hand-offs
  • 6. Former State Catalyst for change:  Company move from traditional development cycle to continuous development  Department already at production capacity  Long turn cycle for documentation See value stream map: “Current State”
  • 7. Kaizen EventsA Japanese word meaning gradual and orderly, continuous improvement “Blitz” event intended to improve an process within scope of process participants Participants are area experts (process operators), production insiders and outsiders, and facilitator See agenda: “Kaizen Event Compass”
  • 8. Future StateTraditional measures: Service measures:Touches: 31% ↓ Touches: 31% ↓Cycle Time: 75% ↓ Meetings : 84% ↓Throughput: 99% ↓ Revision Cycles: 75% ↓No. of Steps: 72% ↓ Approvals: 99% ↓Distance: 99% ↓ Turn Time: 99% ↓See value stream map: “Future State”
  • 9. Outcomes Intended improvements:  Shorten turn cycle for documentation  Better process improves accuracy Bonus improvements:  Increased sense of professional selves  Explicit support of management to insist on process  Improved relations with engineering group
  • 10. Discussion of Results Lean thinking identifies “in the box” improvements Lateral thinking identifies “out of the box” opportunities Focus on continuous improvement: next step is content management system Return on investment is immense
  • 11. Resources Michael L. George, Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions. McGraw Hill, 2003. Mary Poppendieck, Tom Poppendieck, Lean Software Development: An Agile Toolkit for Software Development Managers, Boston, MA: Addison Wesley, 2003. James P. Womack and Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, New York, NY: Free Press, Simon and Shuster, 1996.