EVSM for Office and Services


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EVSM for Office and Services

  1. 1. Enterprise Value Stream Mapping For the Office and Services Presented by: Mike Boucher, V.P. Client Services, Lean Advisors, Inc. Copyright ©2013 Lean Advisors Inc.
  2. 2. Objectives  Apply Lean in an Office / Admin environment.  The structure of a Enterprise Value Stream Map (EVSM)  Why Lean is critical in Administrative & Service environments.  How EVSM helps to identify & drive change  Key tasks / roles for Senior Leaders in successful VSM projects.  How EVSM initiatives generate results that are strategically important Copyright ©2013 Lean Advisors Inc.
  3. 3. Objectives  Our Experience includes:       Traditional Manufacturing Healthcare Education Government Retail Financial  All of these sectors rely on office & administrative processes to be successful – but these areas are often overlooked or misunderstood Copyright ©2013 Lean Advisors Inc.
  4. 4. Defining Lean  Lean is a simple strategy that focuses on the elimination of waste, variation, and work imbalance.  Each step must create Value for the Customer.  It is a way of life! Copyright ©2013 Lean Advisors Inc.
  5. 5. Principles Of Lean Specify Value 1 Seek 5 Perfection 2 Lean 4 3 Map The Flow Of Value Make Value Flow Pull From The Customer Copyright ©2013 Lean Advisors Inc.
  6. 6. Lean Transformation Model Lean Management System Lean Culture Drives Sustainability STRATEGIC PLAN & LEAN FOUNDATIONS (HOSHIN) Identify Value Streams Identify Lean Champions Value Stream Mapping Transfer Lean Knowledge Structured Change Plan Cross Functional Engagement Kaizen Recognize & Reward LEAN ENTERPRISE Copyright ©2013 Lean Advisors Inc.
  7. 7. Structure of EVSM™  Enterprise Value Stream Mapping™ is a Lean tool that provides a detailed understanding of the end-toend process capturing both Value add and Non-Value add activities as well as formal and informal information and communication flows. Copyright ©2013 Lean Advisors Inc.
  8. 8. Enterprise Mapping Perspective  Where should we start?  What does Enterprise Value Stream Mapping™ inside the 4 walls of the organization really mean?  What does „End-to-End‟ mean? Kaizen Kaizen Request Client Administration & Office through to Producing the Request and Billing Copyright ©2013 Lean Advisors Inc.
  9. 9. Who Owns The Value Stream?  Work is often organized by functional – department priorities not always (rarely) aligned  This is particularly true in Administrative / Office environments  Work often moves between departments and functions  It‟s unusual to find one person responsible for end-to-end improvement Copyright ©2013 Lean Advisors Inc.
  10. 10. Structure of EVSM™ Current State Understanding the Current State Future State Designing a Future State Current State Map Develop Implementation Plan Future State Map Implementation Plan Develop a plan to achieve the future state Identify “Product” Families Set Strategic Plan – Select Critical VSs Copyright ©2013 Lean Advisors Inc.
  11. 11. “Product” Families in an Office  Product Families  Identifying “Product” Families is critical and fundamental to Enterprise Value Stream Mapping™.  Group products, transactions and other types of deliverables that follow a similar pathway - sharing and competing for the same resources. Defines the Value Streams  It is also important to identify processing steps supporting multiple Value Streams. A Shared Resource.  Developing a “Product” Family Matrix can be a difficult exercise because it challenges the way we normally view our operations. Copyright ©2013 Lean Advisors Inc.
  12. 12. Identify “Product” Families 1 2 3 4 5 6 A X X X X B X X X X X X X 8 9 X C 7 10 X X X D X X X X X E X X X X X F X X X X X X G X X X X X X Copyright ©2013 Lean Advisors Inc.
  13. 13. Office Products & Service  Office Products and Services include:             Hiring Payroll Accounts Receivable / Payable Engineering Design Procurement Customer Service Order Processing Scheduling Financial reporting Data processing / entry Productivity & Performance reporting Etc. Copyright ©2013 Lean Advisors Inc.
  14. 14. Who are the Customers?  From a Lean perspective we consider the Customer as the end user of the Product or Service we provide.  In many office environments, it may be difficult to understand who the customer is.  Office operations often satisfy a multitude of both internal and external customers.  Who prioritizes the work?     The person doing the job? The person who screams the loudest? The person with the most authority? The Value Stream - end to end system(s) Copyright ©2013 Lean Advisors Inc.
  15. 15. Leadership Roles Directors Business Strategy for Selecting Value Streams Executives Strategy & Goal Deployment Drivers Lean Improvement Initiatives Middle Managers Plans & Projects Value Stream Performance Doers Kaizen Projects Process Owners Project Leaders SMEs, Staff Problem Solving & Implementation Process Performance Copyright ©2013 Lean Advisors Inc.
  16. 16. What Impedes Success – No Time  Legend : Red – Not available Black – Possibly Available January May September February June October March July November April August December  Continuous Improvement??? Copyright ©2013 Lean Advisors Inc.
  17. 17. Factors for Successful EVSM Implementation  Value Stream selection linked to a strategic goals  Charters documents that clearly identifies roles, responsibilities, scope of work and expected deliverables  Senior Leadership MUST support     System thinking Introduce the right performance metrics Give teams the responsibility and authority to drive change Be available to remove roadblocks Copyright ©2013 Lean Advisors Inc.
  18. 18. Key to Success Execution Passion 6 Month Cycle Develop Current State Future State Implementation Map Map Plan Plan Knowledge Copyright ©2013 Lean Advisors Inc.
  19. 19. THANK YOU ALL FOR JOINING US TODAY! Contact Us: Lean Advisors, Inc. Phone: 877.778.6413 Email: corp@leanadvisors.com Website: www.leanadvisors.com Copyright ©2013 Lean Advisors Inc.