The document summarizes a school board work session on process improvement and Lean methodology. It provides an overview of Lean, which aims to minimize waste and non-value-added work. Lean relies on 5 key principles: defining value from the customer perspective, understanding existing processes, standardizing efficient processes, producing only to meet demand, and continuously seeking improvement. The document identifies 7 types of waste that Lean helps reduce, such as overproduction, waiting, defects, and underutilized staff. It gives examples and symptoms of each waste type. The goal of Lean is to accelerate process improvement through engaging staff and data-driven problem solving.
OEE Financial Benefits From Component ImprovementLean Teams USA
OEE has long been used as a Lean measure for the effectiveness of production equipment. It is mainly used to determine where to focus improvement efforts, Availability, Performance, or Quality. This presentation provides an explanation of OEE and a case study of how improvements to each of the OEE factors can demonstrate financial results
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
Take 5S to the "Next Level" in the office!
This is an overview of a Team handbook that guides individuals and teams on how to take 5S to the next level. It provides different methods of cutting the clutter out of every day business processes while establishing a foundation for operational excellence.
Level 1: "5S Basics" Introduction to the basics of 5S and how to apply to an office area ( Cubicles, desks, meeting rooms, paper files, etc).
Level 2: " The next Level" This section will guide the team in applying 5S to "Information Clutter".(e-mails, files, reference notes, unused applications, and Company website)
OEE Financial Benefits From Component ImprovementLean Teams USA
OEE has long been used as a Lean measure for the effectiveness of production equipment. It is mainly used to determine where to focus improvement efforts, Availability, Performance, or Quality. This presentation provides an explanation of OEE and a case study of how improvements to each of the OEE factors can demonstrate financial results
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
Take 5S to the "Next Level" in the office!
This is an overview of a Team handbook that guides individuals and teams on how to take 5S to the next level. It provides different methods of cutting the clutter out of every day business processes while establishing a foundation for operational excellence.
Level 1: "5S Basics" Introduction to the basics of 5S and how to apply to an office area ( Cubicles, desks, meeting rooms, paper files, etc).
Level 2: " The next Level" This section will guide the team in applying 5S to "Information Clutter".(e-mails, files, reference notes, unused applications, and Company website)
What do 'Lean' manufacturing techniques have to offer service companies? Lean production practices generally reduce costs, eliminate waste, and increase efficiency. However, translating these practices to an office environment is often less than obvious. Fully achieving 'Lean' also entails value stream mapping, root cause problem solving, and 5S methodology (to name a few). But these ideas are far from difficult to grasp and often enlightening.
Had a heaven sent opportunity to carry out a half a day workshop on business process management.
Conducting lean six sigma workshops to allow organizations including not for profits to harness the true potential of lean six sigma - transactional cost reductions and waste removal. To identify and mitigate risk in projects to achieve efficiency and productivity gains
Was also a panellist along with Deloittes and the kaizen Institute on a lunchtime webinar on process re-engineering
NHSIQ held a “Introduction to Process Mapping” webinar for strategic clinical network and mental health teams. The aim was to provide staff with a grounding or refresher into using this powerful service improvement tool.
Muda (無駄?) is a Japanese word meaning "futility; uselessness; wastefulness",[1] and is a key concept in the Toyota Production System (TPS) as one of the three types of deviation from optimal allocation of resources (the others being mura and muri).[2] Waste reduction is an effective way to increase profitability. Toyota adopted these three words beginning with the prefix mu-,[3] which in Japan are widely recognized as a reference to a product improvement program or campaign.
From a customer's point of view, value-added work is a process that adds value by producing goods or providing a service that a customer is willing to pay for. However, muda is any process that consumes more resources than needed, which causes waste to occur.
Aquire Integrity improves the entire lifecycle of organizational data, saving the organization time and money, as well as helping managers make better decisions based on accurate information.
How to Digitally Transform Your Internal OperationsIntegrify
Introducing a system that automates all or most of the manual tasks associated with any business process. Presentation delivered at the "IT Infrastructure / Operations Management (Data Center) Strategies" CampIT conference in Chicago.
Every Service Costing Model Has to change at some point. When and How to rationalize and socialize those changes are important points to consider before the project gets started
Speed Up Your Manufacturing and Distribution with Paperless ProcessesHelpSystems
Your ERP system —whether it’s JDE World, Enterprise One, Infor, Epicor, Microsoft Dynamics, VAI, or anything else—is essential to maintaining your company’s key business information and processes. But you’re constantly generating and receiving paper and electronic documents, too, and it’s hard to keep everything straight. So, you wind up chasing documents and data around—and keeping your customers and vendors waiting.
It’s time to make life easier and make your customers happier. With an electronic document management system, you can integrate with your ERP to keep all of your key documents and data in one spot.
And when all of your documents are stored digitally, you can speed up your processes and get key documents (like purchase orders and invoices) approved faster.
Learn how to:
• Integrate a document management system with your ERP
• Capture all of your key shop floor, order, and shipment documents in one central repository
• Improve customer, vendor, and employee response times
• Accomplish more work without adding additional staff
It’s time to deliver your shipments faster and keep your customers happy by streamlining your paperwork processes.
The presentation was part of the Funding Conference in London on Monday 23 February 2015.
The presentation was by Nigel Kippax, NCVO and Dr Mary Davies, NCVO Consultant and lintroduces an approach to understanding and improving core and support processes.
Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops
What do 'Lean' manufacturing techniques have to offer service companies? Lean production practices generally reduce costs, eliminate waste, and increase efficiency. However, translating these practices to an office environment is often less than obvious. Fully achieving 'Lean' also entails value stream mapping, root cause problem solving, and 5S methodology (to name a few). But these ideas are far from difficult to grasp and often enlightening.
Had a heaven sent opportunity to carry out a half a day workshop on business process management.
Conducting lean six sigma workshops to allow organizations including not for profits to harness the true potential of lean six sigma - transactional cost reductions and waste removal. To identify and mitigate risk in projects to achieve efficiency and productivity gains
Was also a panellist along with Deloittes and the kaizen Institute on a lunchtime webinar on process re-engineering
NHSIQ held a “Introduction to Process Mapping” webinar for strategic clinical network and mental health teams. The aim was to provide staff with a grounding or refresher into using this powerful service improvement tool.
Muda (無駄?) is a Japanese word meaning "futility; uselessness; wastefulness",[1] and is a key concept in the Toyota Production System (TPS) as one of the three types of deviation from optimal allocation of resources (the others being mura and muri).[2] Waste reduction is an effective way to increase profitability. Toyota adopted these three words beginning with the prefix mu-,[3] which in Japan are widely recognized as a reference to a product improvement program or campaign.
From a customer's point of view, value-added work is a process that adds value by producing goods or providing a service that a customer is willing to pay for. However, muda is any process that consumes more resources than needed, which causes waste to occur.
Aquire Integrity improves the entire lifecycle of organizational data, saving the organization time and money, as well as helping managers make better decisions based on accurate information.
How to Digitally Transform Your Internal OperationsIntegrify
Introducing a system that automates all or most of the manual tasks associated with any business process. Presentation delivered at the "IT Infrastructure / Operations Management (Data Center) Strategies" CampIT conference in Chicago.
Every Service Costing Model Has to change at some point. When and How to rationalize and socialize those changes are important points to consider before the project gets started
Speed Up Your Manufacturing and Distribution with Paperless ProcessesHelpSystems
Your ERP system —whether it’s JDE World, Enterprise One, Infor, Epicor, Microsoft Dynamics, VAI, or anything else—is essential to maintaining your company’s key business information and processes. But you’re constantly generating and receiving paper and electronic documents, too, and it’s hard to keep everything straight. So, you wind up chasing documents and data around—and keeping your customers and vendors waiting.
It’s time to make life easier and make your customers happier. With an electronic document management system, you can integrate with your ERP to keep all of your key documents and data in one spot.
And when all of your documents are stored digitally, you can speed up your processes and get key documents (like purchase orders and invoices) approved faster.
Learn how to:
• Integrate a document management system with your ERP
• Capture all of your key shop floor, order, and shipment documents in one central repository
• Improve customer, vendor, and employee response times
• Accomplish more work without adding additional staff
It’s time to deliver your shipments faster and keep your customers happy by streamlining your paperwork processes.
The presentation was part of the Funding Conference in London on Monday 23 February 2015.
The presentation was by Nigel Kippax, NCVO and Dr Mary Davies, NCVO Consultant and lintroduces an approach to understanding and improving core and support processes.
Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops
Webinar On Lean In Non Manufacturing Environmentsfertuckda
The set of "lean" methods and tools, based on the Toyota Production System, now so widely applied in manufacturing organizations throughout the world, can also be adapted to non-manufacturing environments. Service, health care, construction, back office, sales, and financial organizations have all successfully used lean methods to streamline their repetitive processes by focusing them on the customer and by systematically eliminating waste.
You will learn how to stabilize, standardize, and simplify any set of processes using the power of the Toyota Production System. The presentation will cover: the importance of leadership and team-building to implementing change effectively; defining real value; the categories of waste and how to recognize them; defining work flow to uncover waste; standardizing work; and implementing continuous improvement. You will learn about the major lean techniques and tools such as: 5S, Kaizen events, Standard Work, just-in-time, Value Stream Mapping, and waste audits. You will also learn how to use these methods in concert to "lean up" organizational and cross-functional processes.
By the end of this presentation, you will be able to recognize whether the application of these methods could be of benefit to your organization. Challenge yourself to take a fresh look at how you are doing your work.
Implementing an Integrated Quality Management System in SharePointMontrium
Implementing an Integrated Quality Management
System in SharePoint
For more information on Montrium please visit:
- www.montrium.com
- www.twitter.com/Montrium
- www.youtube.com/Montrium
or email info@montrium.com
The topics included key information about identifying factors reducing a company’s financial results and finding internal resources to increase business effectiveness. Methods for optimising business processes and an analysis of the effectiveness of internal control and accounting procedures were presented.
Learn the critical components for successful data governance to support business analytics. We discuss the importance of data governance, warning signs that might suggest you need to improve it and how to implement it while staying nimble. View this on-demand webinar: https://senturus.com/resources/why-bother-with-data-governance/
Senturus offers a full spectrum of services in business intelligence and training on Power BI, Tableau and Cognos. Our resource library has hundreds of free live and recorded webinars, blog posts, demos and unbiased product reviews available on our website at: http://www.senturus.com/senturus-resources/.
Lean methodologies look forward to reducing eight wastes or non-value-added activities in order to be more efficient in serving the end customer. Elimination or reduction of them can result in savings for your business by more than 50%. You will learn to identify and reduce the 8 wastes that impact your profit.
Educational presentation for medical laboratory technologists on how to create a lean culture in their workplace to improve the healthcare service by minimizing waste and enhancing work effeciency. An example in this presentation is about minimizing patient's wait time in the laboratory reception area.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
How Workflow and Business Process Automation Has Become Critical to Competitive Organizations. We cover:
The Manual Workflow Problem
How Workflow Automation Works
Why Workflow Automation Has Become Critical
Important Workflow Automation Features
BPM vs. Workflow Automation
Examples
20150114_Jan 14 Board Work Session Pre-Read -why process improvement_Final
1. School Board Work Session: Resource Stewardship, Process Improvement, and Lean
Charles Wright
Deputy Superintendent
January 14, 2015
1
Pre-Read: Why Process Improvement?
2. 2
How Problems are Often Solved
Most organizations do not really solve problems, they just transfer them to another area.
3. Why Process Improvement?
• A process is a systematic series of actions directed to some end (e.g., service, product)
• The products and/or services an organization produces and/or delivers are likely guided
by one or more processes involving multiple teams and/or groups of people.
• Processes can go awry for a variety of reasons causing waste (investment of time or
resources that without adequate return), which often impacts the quality, frequency,
timeliness, reliability, and cost of the service
• So, why process improvement?
– We hear from families, principals, and many other staff that many of our systems/processes are ad
hoc, fragmented, inequitable, and unpredictable
– We currently do not have a common methodology for helping the multiple central district
teams/groups serve schools, students, and parents more efficiently
• This presentation provides a high-level overview of LEAN, a methodology for
accelerating process improvement, and provides a summary of the types of waste that
can exist in an organizing
3
4. What is Lean?
Lean is a methodology that allows organizations to drastically improve
product and services by improving processes and monitoring everyday
business activities to reduce errors in ways that increase value and minimize
work, non-customer value-added tasks, and waste while increasing customer
satisfaction based on idea that faster processes yield less waste, less cost, less
work in process, less complexity, higher quality, and happier customers.
4
5. What is Lean?: The 5 principles
1. Define Value
• From customer perspective
2. Understand the Way Work Gets Done
(referred to as Value Stream)
• Map the process and information flow that products and
services go through
3. Standardize a Way of Work that is Efficient
(referred to as Continuous Flow)
• Product, service and information to flow smoothly
through the process without delay or disruption
• Reduce all forms of Waste - Non value-added steps
4. Just in Time (referred to as Continuous Pull)
• Provide or create products and services only when
customer need them
5. Seek Perfection
• Never-ending pursuit of improvement
5
6. Lean Principles
• Lean is not a method for telling people how to do their jobs more
effectively
• Lean empowers people to plan how and when they will implement
changes or improvements that make it easier to meet customer demands
• Stop doing it to them and start doing it with them
• Make decisions based on data
• Problem solving performed systematically by a group of people focusing
on the work that they do
– Not stress inducing
– Not dehumanizing
6
7. Facts about Waste:
1. Waste exists in all work and at all levels in the organization
2. Identification and Elimination of Waste is the central focus of a lean system
3. Successful implementation requires that ALL Employees must be trained to
identify and eliminate waste from their work
Identification and Elimination of Waste
7
8. 8 Types of Waste Lean Helps to Reduce/Eliminate
Overproducing
Making more than is immediately
required
Transport
Moving products, forms, or
information that does not add
value
Inventory
Producing any more than the
minimum to get the job done
Waiting
Waiting on people, process,
services or information
Poor process
Inconsistent, not documented
not followed, over processing
process
Defects
Making more than once: repair
or rework
Motion
Movement of people that does
not add value
Underutilized personnel
Not fully utilizing time and
talents of people
8
9. Waiting
Waiting on people, process, services or information
Symptoms:
• People waiting on systems (e.g. copier), parts,
information, tasks or approvals
• People waiting on others for action or
information
Sign offs, approvals
Edit, review
Client input
Compliance / legal
Causes:
• Inconsistent work methods
• Inefficient process
• Inappropriate metrics
• Insufficient or lack of training
• Poor communication
• Lack of information to complete a process
9
10. 10
Defects
Any product, service or information that needs to be done more
than once (rework) to fulfill a customer requirement
Symptoms:
• Redoing forms due to missing or changing
information
• Multiple people inspecting, approving forms,
tasks
• Multiple people assigned to check or re-do
• Constant emergencies (Reactive organization,
fire fighting vs. fire prevention)
• Inspection and change control prevalent
• Not meeting customer requirements (multiple
complains)
Causes:
• Insufficient or lack of training
• Inadequate tools / equipment
• Lack of documentation
• Inadequate resources for the level of
workload
• Bad input data
• Poor communication
• Poor process design (Excessive complexity)
Delete
Trash
11. Poor process
3-D
Color
Copies
Any step which adds no value to a service (over processing)
Symptoms:
• Inconsistent process (different answers for
the same question)
• Redundant/multiple approvals
• Redundant/multiple data entry
• Reports with too much information
• Reports never used or not needed
• Excessive distribution lists (e-mail)
• Creating, collecting data never used
• Excessive number of meetings
• Presentations created but not used
• Assignment of “projects” that are not needed
Causes:
• Ineffective policies and procedures
• Lack of customer input concerning
requirements
• Decision making at inappropriate levels
• Inconsistencies in processing
• New technology used inappropriately
11
12. Overproducing
Extra Files
Extra
Slides
3-D
Color
Copies
Making more than what is immediately required
Symptoms:
• Extra copies / equipment
• Extra storage for duplicate files, drawings,
and slides
• Working ahead of deadlines, just-in-case
• Producing un-needed services, systems, or
tools
Causes:
• Lack of communication
• Lack of consistent schedules
• Lack of flexibility
• Focus on expectation versus Customer
Demand
• Bonus systems that reward production
(overtime pay)
12
13. Underutilized personnel and creativity
Not fully utilizing the time, experience and talents of people
Symptoms:
• Few improvements
• “Not MY job" mentality
• Lack of employee involvement
• Lack of team activities
• Poor morale
Causes:
• Focusing on who made the error, not why the
error occurred (Blame the person, not the
process)
• Hide the problems
• Status quo never challenged
• Poor suggestion program
• Lack of accountability
• Lack of employee engagement
• Lack of communication
13
14. Transport
Form
filled,
delivered
Entered
Verified
Filed
Approved
Entered
Returned
Filed
Department A
Verified
Department B
Department CDepartment C
14
Excess movement of what flows in the process (product, material, documents, or
information)
Symptoms:
• Wrong information
• Complex information management
• Loss or misinterpretation of information
• Information that is relayed up & down the
organization ladder
• Information handoffs (separates knowledge,
responsibility, and action)
• Hand carried documents
• Process tracking and expediting reports
Causes:
• Large lot processing
• Inconsistent / undefined process
• Lack of work place organization
• Improper work area layout
• Incorrect assumptions
• Information handoffs (separates knowledge,
responsibility, and action)
Department B
15. Motion
15
Movement of people that does not add value
Symptoms:
• Looking to find information or supplies
• Excessive reaching/bending (poor layout)
• Customers/suppliers too far apart (travel
or delivery time)
• Confusing motion with work (busy instead
of productive)
• Traveling vs. conference call
• Processing transactions using multiple
systems, tools
• Mouse clicks needed to access information
Causes:
• Equipment, office layout
• Lack of work place organization
• Inconsistent work methods
• Large batch sizes
16. Inventory
16
Producing any more products or services than the minimum to get the
job done
Symptoms:
• Piles (backlogs) of work waiting to be
processed
• Massive re-do campaigns when problems
surface
• Additional resources to handle Information
Slow response to changes in customer
demands
• Retaining information not needed – Intranet,
Outlook, Network, Client information,
Document systems
• Creating product before demand
• Excessive supplies
• Personal data bases, systems
• Obsolescence
Causes:
• Incapable processes (bottlenecks)
• Incapable suppliers (including internal suppliers)
• Management decisions
• Local optimization (silos)
• Inaccurate forecasting systems
• Economy of scale – limited production
• Over used storage areas