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LEAN PROCESS DESIGN CONSULTANTS
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Lean office

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Achieving operational excellence in the office through Lean Office. What does it look like?

Published in: Leadership & Management

Lean office

  1. 1. E‘l: Ci’| 'I71‘»Dl"; !lIi'. ll[; UllJ"l Lit-: -use rittp . .-. -iv. --. -ii ti cki l; ‘Cl"1>DHOIUS/35U343€2983@NUl Created With Haiku Deck
  2. 2. Vlllllllllllllllllllll I Creaii. -d With ll ‘llku ii
  3. 3. Speed and Flexibility to quickly modify business processes and practices are required to Stay competitive.
  4. 4. OTHERWISE THIS MAY BE YOUR FUTURE . ' I _ ""_"i ‘ x_, 3 , '
  5. 5. WHAT DOES IT LOOK LIKE?
  6. 6. I _/ L / . ‘I II" A '- , i ‘.4’ , ’ . I ‘I ‘ IT’ I I , r 5 -. <. 4 -' V’ __ Z I _ . ' -Z J " -’ IDENTIFYIN WASTE & ELIMINATE CNTINUOY, '; Il‘ :9’ -
  7. 7. @ Photo by nepalgatewaytrekking » Creative Commons Attributton-Noncommancial-SharsAlike License http: //www. f|ickrcorrtlphotos/100494673@N06 Created With Haiku Deck
  8. 8. /i - : I C ‘X ‘ ‘. . ,4’ / YOUR EROCE33E’3“‘EI_W" THIS? UUMPI. EXl/ ~AIID/ II‘! MANY DIFFERENT DIIZIECTIOIIS. ‘-471
  9. 9. -u 3"» T- . ,-V» . .. . A ‘H. ’ ’-hi‘. 4,. ’ .1 - _ 9 T . ._ ye , ; v' ’ - 3-. . '-~—», - . .". » _ -. . -i_. '_ -' f. ‘ v . i 1 "' 1- 4.. /’. ls'~ v'. . x ; ' -'. '/ ,3 f ""15 , '< x, '; _ IS. .. .73" I if ' us I I I ‘ ‘I ’ EVERYONE CAN CLEARLY SEE WHERE THEY ARE GOING AND WHEN THINGS GO WRONG
  10. 10. WHAT STOPS. PAUSES OR REDIRECTS FLOW? Too Many Meetings Excessive E—Mails Outdated Systems Non—compatibIe Software Poor User Interface Designs
  11. 11. THE LIST GOES ON - No Standard Processing - Poor Communication - Rework Loops - System Down—Time - And Keeps Going . ... . . .
  12. 12. HEN EVERYONE KNOWS WHAT TO DO WM nouaonataoammnen EXPLOSION HAZARDOUS MATERIALS 0'' Cl-4¢M’f. M °'‘‘I " y ABPLANECIAOH *. . 71i‘¢“ r , o . to r L, rermom-37 W0! W "W" A bossco-Cr tive Co rnons Ann ion~SharaA| ika Licen hnp: /Iwwwflickr. comflphotos. /43521640-fiIN0|J
  13. 13. a‘- . ' I 4' . '-A‘ c, ‘. y V. . '2,-, 5 1:‘. u I , ’. u : - I. ‘r CUSER Foéfistn ALL CUSTOMER FLOWS ARE KNOWN AND CONTINUOUSLY IMPROVED UPON . ._‘> . __. __l, _ P ' . . 9-" “ . ' - _ R, ‘ 4 »' 2. fiflfu. "I , , , _ -_ » I I; I . _ , ‘ __v . ,5 . - r‘I5.‘, ‘.‘4 , ‘n . /7‘‘- '- _ . _?; .‘. __l. ,«. ,»r-~ I . .: _. ,1:, ’.'j: .V"‘. 1; .7. . s". ... _-4’! r,7'—‘, v . ._. . , “ ‘ I
  14. 14. TEAMS WALK THE PROCESS OFTEN - looking for barriers to flow * Aware of hand-offs and info queue areas « Identify opportunities to eliminate waste ° Can tell if they are ahead or behind
  15. 15. TEAM ALIGNMENT - All Employees know the Vision - Key Objectives Communicated 8. Understood Collaboration Between All Functional Areas Key Metrics Identified and Status Changes Shared with Team
  16. 16. TEAM PROBTEM SDLV fix: ‘ ING LEARN ANDSOLVE ISSUES TOGETHER KW’ . . . Q { . - » . _ A . ‘O. - _ ‘ r . ., -. - . _ 0 - I 5 . . , We . 0. 0 IT’: ' E - . -'~ 5 0 Q ‘ = - -= -'- -Treat-we CGI"‘II‘-'IIv". ’—I‘1ITIDUIIDTI-NOnCOl'11I"1E! Clal'SI‘-JWI, -/Hi-. vC‘L"“ - -"I '- ' . "'34
  17. 17. "-N-2 5-. -OEL= _IrJo"’ l: Vr"'l' - - * » '= IDEA GATHERING FROM ALL ARE FREQUENTLY REVIEWED/ IMPLEMENTED BY THE TEAM _/ f“* - ~. II-I-‘r: I-. r.cI: '** photos-"29D1252¢ '12}
  18. 18. .~. f.5~. .‘_I. ..| ..b. 'l . '..0T.5. : !.. Ii , _Iv. (} LI ;4 Ia‘ I I :31 I 'L: .'21;— - ARE CAPTURED. SHARED. & ISSUES SOLVED TOGETHER E. ?7n'3!- '7] I . “ . f.i: kr. corn/ oi‘. ;'oA5“TTZIT0E-II . ID7 . a- . _ _ , . 7 - 6 Photo by NouhaIIIer« I3‘ "c. :'r1:-ns A. '.t. :LLnIorI ShareA| ‘A: L c :1I; e Imp
  19. 19. MISTAKE PROOFING MAKING IT IMPOSSIBLE FOR ERRORS TO OCCUR I I I
  20. 20. _ x 3. » . . .1 ‘ ' , .‘~_, . "WI-V ~» I. _-. 7- . .K_'' a I 'a- . _ ‘IV ‘I- A -. II V_: — . :- - ‘Ir . ., . ~_ _ V . .. , » _ ,1 _ _ - . . I~ . ~, ,-, - . . .1“, _. , I . . I . - _, ,‘ V __ V I V L . I _ I _ y P . . I . * . ., I I 1 . ' ‘ ‘I I ~ I . V , _ _, I" ‘ _ _ , '. _. . s,- 4 r V I_ V. - (_ V‘ ~ 1 3:. .. _ K __ _ ‘ I ‘ . .I. . ‘ . 3 V V -_ I - _V I V; | - , I . ' '~’ . '. ‘_ ’ . VI. , I. ‘ __ . II. V ; ‘_ ' _ . ‘ , . , ‘V_ ' I V . I ~ _ , _ V , ,_. V V _ - I 4 ' n . , . I : ' < ' ' - " ; ' L ‘I " ‘ ' I , u. _ F I I ' I ' ‘. -_' . . *_ , . V. I r _ V , . _ . V‘ V ‘I . ‘ V I . 1 , .,V. _ , 1'. ” “- I ‘L - . P ‘ ' ‘ . - 'I- . I . r I ‘ —c ' 4 I , .. - , 1 ‘ ‘ I, O I 1 . '-¢ 7 xv , . F ‘I. ENSURING THAT ILTTELIMINATES WASTE AND DOESNT CREATE MORE V 1% . _ {V . V. .. I-_ V _. 1*I. :.: :.I‘I. . I. ,_ - '7 " In m-I“: “ . .'. .I. I"
  21. 21. ELIMINATION. OF TIME WASTING BUSY WORK You Know that Work that Adds No Value Mostly to Keep Making People Look Busy However, Eventually it becomes Standard and Built into Resource Requirements
  22. 22. EXTRA CAPAC| TY? ? - Grow the Business - Add Additional New Product-Service Lines - Enhance Customer Experience - Innovate
  23. 23. ./ .,. Kc? ’ I. t'. " . .Ii. .lr. l. . l.. .9,I I ’. .ILI. .I '. n can : l': o'3-: .'3:3; ‘7564-. i: I‘. ’I-2
  24. 24. . .3. WHAT CAN I DO BETTER TOMORROW? M N‘I". ;u L: r-'y. ~.~ l'v: '.u /4"/ IAIVI : .i. :~. c?". .. 7-: .‘ mp e l"I’1‘lWw . ~
  25. 25. LEAN PROCESS DESIGN CONSULTANTS

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