How Far to Lean Implementing performance improvement measures in a Lean environmentRahel Anne Bailie Nina JuncoIntentional Design Inc.
Session Objectives Overview of environment Lean principles Former state Kaizen process and desired outcomes Future state Outcomes Q&A Evaluation
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
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
Seven Wastes of LeanFor manufacturing: For services:Overproduction Extra contentInventory RequirementsExtra processing steps Extra stepsMotion Finding informationDefects Changes arising from uncaught errorsWaiting WaitingTransportation Hand-offs
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”
Kaizen EventsA 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”
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
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
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.