Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
How Far to Lean                 Implementing performance                   improvement measures                    in a Le...
Session Objectives Overview  of environment Lean principles Former state Kaizen process and desired outcomes Future s...
Work Environment Primary  environment is manufacturing Publishing is a service environment within  the manufacturing env...
Lean Principles Add   nothing but value     eliminate “muta” (waste)     increase cost-to-value ratio Center on the pe...
Seven Wastes of LeanFor manufacturing:      For services:Overproduction         Extra contentInventory              Re...
Former State Catalyst   for change:     Company move from traditional development      cycle to continuous development  ...
Kaizen EventsA  Japanese word meaning gradual and  orderly, continuous improvement “Blitz” event intended to improve an ...
Future StateTraditional measures: Service measures:Touches: 31% ↓       Touches: 31% ↓Cycle Time: 75% ↓    Meetings : ...
Outcomes Intended    improvements:     Shorten turn cycle for documentation     Better process improves accuracy Bonus...
Discussion of Results Lean  thinking identifies “in the box”  improvements Lateral thinking identifies “out of the box” ...
Resources   Michael L. George, Lean Six Sigma for Service:    How to Use Lean Speed and Six Sigma Quality    to Improve S...
How Far to Lean
How Far to Lean
How Far to Lean
Upcoming SlideShare
Loading in …5
×

How Far to Lean

5,915 views

Published 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.

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

How Far to Lean

  1. 1. How Far to Lean Implementing performance improvement measures in a Lean environmentRahel Anne Bailie Nina JuncoIntentional Design Inc.
  2. 2. Session Objectives Overview of environment Lean principles Former state Kaizen process and desired outcomes Future state Outcomes Q&A Evaluation
  3. 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. 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. 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. 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. 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. 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. 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. 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. 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.

×