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College BookstoreNorthwestern Michigan College            ProjectThe delivery of textbooksand materials to students
Project CharterProject:                                  Delivery of textbooks and materials                              ...
Leader vs Facilitator  Leader                             Facilitator  o   Provides guidance              o   Guide  o   S...
Kick Off Meeting                                                                        At our kick off meeting           ...
Project A-3                                           Action PlanProject Purpose:         Goals                   Task    ...
Current State VSM                    NMC was a host                    company for the Lean                    Championshi...
5s and Workplace Organization                                                                                        After...
Visual ManagementUsing file folders wecreated a filing systemthat categorizes tasksby day. It eliminatednotes, papers, sta...
Creating Flow   We had two people working Back to back in a very small                space. The person who oversees the c...
Creating flow
Plan – Do – Check - AdjustWe continue to have weekly meetings to stay on track withthe lean process.
Future State Map
Lessons Learned Expect more challenges when the area that you choose to lean is not within your responsibility.We stared o...
Next Step1. Continue to lean out the shelf card process.2. Continue to meet with the bookstore staff   and discuss ways to...
To Be ContinuedThe Bookstore works with elements of time that are challengingto continue the lean process uninterrupted, h...
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Lean office champion

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Lean office champion

  1. 1. College BookstoreNorthwestern Michigan College ProjectThe delivery of textbooksand materials to students
  2. 2. Project CharterProject: Delivery of textbooks and materials to students Initiatio n Date: 3.1.12 The Project Charter is aSponsor/ LeadershipPanel: Vicki Cook, Interim VP of Administrative Services document that givesValue Stream Manager(Person most directlyresponsible for the project Rhonda, Greiner, Manager Bookstore direction to the identified project.area): Vicki Cook, Rhonda Greiner, Wendy Rogers, Kay HallTeam Members: Create the procedure to deliver textbooks and materials to studentsPurpose of Project:Metrics and Targets(What metrics do you The success will be measured by the number of returns; the number of books ordered late, the number of books left on the shelf after the The delivery of textbooks and materials to studentsanticipate changing after the final drop date.project, what are your goalnumbers?): The beginning will be with the opening of the requisition SummerProject Scope (Beginning was chosen to help lean 2012 process and run through the final drop date in the semesterand end points of the project): Spring 2013Parameters (Processes that out the process and lookmust be followed, constraints,etc.): at areas that stand out asDeliverables (Tangibleoutputs of the project): challenges. Spring 2013Timeline, includingtarget completion date: MonthlyUpdates (How often willleadership be updated?):
  3. 3. Leader vs Facilitator Leader Facilitator o Provides guidance o Guide o Subject knowledge o Experience with process o Life experience o Sets a good example o On front line with participants o Over comes obstacles o Helps to keep things positive o Resourceful o Good listener o Open minded o Keeps focus o Mentor o Gets everyone involvedThe facilitator role worked best for this project because it createda sense of ownership with the bookstore staff.
  4. 4. Kick Off Meeting At our kick off meeting Kick off Meeting Agenda we discussed theMeeting Objectives: Communicate project purpose and solicit feedback direction of theTeam Members: process, the time line, the documents Kay Hall, Rhonda Greiner, Wendy RogersWhen:Where: February 23, 2012 needed and the Bookstore commitment from everyone involved. Agenda We knew the magnitude of work this•Project Charter Review document project was going to•Feedback Document feedback take and made the•Review projects milestones, timelines and participation expectations Create A3 commitment to meet•Identify next steps weekly until we felt we had accomplished our Generate from A3•Outline next steps and timeline goals
  5. 5. Project A-3 Action PlanProject Purpose: Goals Task Person J F M A M J J A S O N D The A3 that we created has a Responsibl Project Purpose: CURRENT STATE VSM e SCHEDULE Rhonda,  Improve the bookstore process SESSION Wendy, p to deliver textbooks andImprove the delivery COMPLETE Kay materials to studentsof textbooks and 5S PROJECT MAP DETERMIN Rhonda,  Background Information E AREA Jan, Kay p The bookstore textbook andmaterials to students. SCHEDULE material ordering is cyclical TIME TO with overlapping placement ofBackground COMPLETE PERFORM orders from semester toinformation 5S semester. There are many  VISUAL MANAGEMENT DETERMIN Jan, Kay E THE p factors that bring on AREA challenges and frustration to NEEDED the process. It’s not as simpleCurrently the TO WORK as get a requisition, order a WITHordering process PURCHASE book, sell the book. As you will ANY see on the follow slide.becomes bogged SUPPLIES The action plan has 6 goals NEEDEDdown in repetitive SET UP THE Complete Value Stream Map SYSTEM 5’S projectwork. Books are CREATING A FLOW DETERMIN Rhonda,  p Standardize work E THE Wendy,(over/under) ordered AREA THAT Jan, Improving the flow NEEDS THE Michael, Problem solvingand there is only one FLOW Kay Future State Map IMPROVEperson who knows MENT GATHERthe process. The time AND REVIEWallotted for ordering WITH THE TEAM THEbooks overlaps with NEEDS IN THAT AREAother semesters there DESIGN ANDby the process ORDER MATERIALSoverlaps causing FUTURE STATE MAP SCHEDULE Rhonda,  p SESSION Wendy,some confusion. CREATE Kay MAP Follow-up / Unresolved Issues We will continue to hold weekly ½ hour meetings to further process the lean procedures that we have initiated. Proposed Start Actual start r Proposed completion p Actual Completion
  6. 6. Current State VSM NMC was a host company for the Lean Championship. During that time as a team we created the Value Stream Mapping for Project Bookstore. We took one book through the process and the image shows the extensive steps taken to get it through.
  7. 7. 5s and Workplace Organization AfterBefore The buyback room was a catchall. It’s a room used during certain times of the year and then basically becomes a storage unit. When we looked at an area to do this seemed the best choice. We went in and organized, labeled, cleaned. It has remained a sense of accomplishment in the bookstore and everyone continues to monitor what goes in and out of the room.
  8. 8. Visual ManagementUsing file folders wecreated a filing systemthat categorizes tasksby day. It eliminatednotes, papers, stacksof papers from thedesk top yet allowed adaily reminder of whatneeded to be done.
  9. 9. Creating Flow We had two people working Back to back in a very small space. The person who oversees the cashiers and the person who orders the textbooks. If made a better flow to create a work space for the person who oversees the cashiers and handles all the merchandise ordering and to move the person who handles all the textbook and materials ordering to a location in the bookstore closer to the person who checks in all the materials. The person who oversees the cashiers stayed In the front office while the person who handles all the textbook ordering went to the back area . See next Slide
  10. 10. Creating flow
  11. 11. Plan – Do – Check - AdjustWe continue to have weekly meetings to stay on track withthe lean process.
  12. 12. Future State Map
  13. 13. Lessons Learned Expect more challenges when the area that you choose to lean is not within your responsibility.We stared out with 1 ½ hour meetings and then after bringing that tothe group, we changed our meeting time to ½ hour. It is shorthowever the points are hit and then we move on. It also has causedless cancellations.
  14. 14. Next Step1. Continue to lean out the shelf card process.2. Continue to meet with the bookstore staff and discuss ways to implement the lean process in other areas of the bookstore
  15. 15. To Be ContinuedThe Bookstore works with elements of time that are challengingto continue the lean process uninterrupted, however there is anevident commitment to create a lean working environmentfrom the Bookstore staff.

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