This document provides an overview of achieving lean excellence in non-manufacturing supply chains. It begins with introductions and defining the differences between Six Sigma and Lean. It then discusses industry trends showing only 20% of companies have deployed Lean beyond manufacturing. Common barriers to Lean deployment are presented. The value of applying Lean to supply chains is explained, focusing on value stream mapping to identify waste. Finally, the document outlines a Lean methodology for non-manufacturing supply chains including current and future state mapping, identifying value-added activities, and establishing metrics to ensure continuous improvement.
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.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book:http://bit.ly/VSMbk
Learn how to create value stream maps to set an improvement strategy in office and service environments. Includes tips regarding the subtle differences between manufacturing and non-manufacturing maps.
Learn how to apply value stream mapping to office and services and how to adapt the tool to handle the highly variable nature of office and service processes from Drew Locher. For more information about this topic, be sure to check out our 2017 International Conference in Boston http://bit.ly/2oHMiTh
How to Run a Value Stream Mapping (VSM) WorkshopAbraic, Inc.
Learn how—and why—to conduct a VSM workshop. This tutorial caters to an IT audience but is applicable to any department within an organization. With its origins in manufacturing, Value Stream Mapping (VSM) has been successfully adopted by other industries to improve business processes.
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
Recorded webinar: http://slidesha.re/1hT4EZ4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping (VSM) remains one of the most powerful yet underutilized strategic improvement tools that also transforms organizational thinking and behavior.
In this practical how-to webinar, learn the mechanics of VSMs, the differences between manufacturing and non-manufacturing value stream maps and best practices for holding a Value Stream Mapping Event.
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.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book:http://bit.ly/VSMbk
Learn how to create value stream maps to set an improvement strategy in office and service environments. Includes tips regarding the subtle differences between manufacturing and non-manufacturing maps.
Learn how to apply value stream mapping to office and services and how to adapt the tool to handle the highly variable nature of office and service processes from Drew Locher. For more information about this topic, be sure to check out our 2017 International Conference in Boston http://bit.ly/2oHMiTh
How to Run a Value Stream Mapping (VSM) WorkshopAbraic, Inc.
Learn how—and why—to conduct a VSM workshop. This tutorial caters to an IT audience but is applicable to any department within an organization. With its origins in manufacturing, Value Stream Mapping (VSM) has been successfully adopted by other industries to improve business processes.
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
Recorded webinar: http://slidesha.re/1hT4EZ4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping (VSM) remains one of the most powerful yet underutilized strategic improvement tools that also transforms organizational thinking and behavior.
In this practical how-to webinar, learn the mechanics of VSMs, the differences between manufacturing and non-manufacturing value stream maps and best practices for holding a Value Stream Mapping Event.
Material & Information Flow Mapping
Free Webinar
June 22, 2009
In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.
Recorded webinar: http://slidesha.re/LRBvC4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping is a highly effective tool for improving office, service, and knowledge work processes.
Here are slides describing the process of applying for AME's Excellence Award. Deadline for Intent to Apply has been extended through February 28, 2018.
Value Stream Mapping in Office and ServiceTKMG, Inc.
Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Commit to Becoming an Outstanding OrganizationTKMG, Inc.
Recorded webinar: http://slidesha.re/1ek7l1g
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Just as you may be re-evaluating your personal goals for the New Year, January is a great time to re-evaluate your organization’s management practices and set new goals that will enable you to move your organization ahead.
If you're not sure how to start, this webinar—based on Karen Martin's book The Outstanding Organization—presents a framework for understanding the four keys for creating lasting transformation.
It's time to replace the habits that don't serve your organization well with new ones that accelerate results.
Will you commit to helping your organization become outstanding in 2013? All it takes is a critical mass to create the type of momentum that’s tough to stop.
Join us for this important webinar and learn how to:
* Replace organizational ambiguity with CLARITY and truth telling.
* Help your organization FOCUS and break its "organizational ADD" habit.
* Instill DISCIPLINE into your company's DNA.
* Create the conditions for deep employee ENGAGEMENT.
Creating a Continuous Improvement CultureTKMG, Inc.
Recorded webinar: http://slidesha.re/M4Zyhu
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Lean has been in popular use since the late 1990's in some circles and since the mid-2000's in others. Yet very few organizations have establishing true continuous improvement cultures. Why?
In this webinar you will learn the essential elements for infusing C.I. into your organization's DNA--including the must-have leadership and management behaviors--and tips for selling these needs to your leadership team.
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Material & Information Flow Mapping
Free Webinar
June 22, 2009
In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.
Recorded webinar: http://slidesha.re/LRBvC4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping is a highly effective tool for improving office, service, and knowledge work processes.
Here are slides describing the process of applying for AME's Excellence Award. Deadline for Intent to Apply has been extended through February 28, 2018.
Value Stream Mapping in Office and ServiceTKMG, Inc.
Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Commit to Becoming an Outstanding OrganizationTKMG, Inc.
Recorded webinar: http://slidesha.re/1ek7l1g
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Just as you may be re-evaluating your personal goals for the New Year, January is a great time to re-evaluate your organization’s management practices and set new goals that will enable you to move your organization ahead.
If you're not sure how to start, this webinar—based on Karen Martin's book The Outstanding Organization—presents a framework for understanding the four keys for creating lasting transformation.
It's time to replace the habits that don't serve your organization well with new ones that accelerate results.
Will you commit to helping your organization become outstanding in 2013? All it takes is a critical mass to create the type of momentum that’s tough to stop.
Join us for this important webinar and learn how to:
* Replace organizational ambiguity with CLARITY and truth telling.
* Help your organization FOCUS and break its "organizational ADD" habit.
* Instill DISCIPLINE into your company's DNA.
* Create the conditions for deep employee ENGAGEMENT.
Creating a Continuous Improvement CultureTKMG, Inc.
Recorded webinar: http://slidesha.re/M4Zyhu
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Lean has been in popular use since the late 1990's in some circles and since the mid-2000's in others. Yet very few organizations have establishing true continuous improvement cultures. Why?
In this webinar you will learn the essential elements for infusing C.I. into your organization's DNA--including the must-have leadership and management behaviors--and tips for selling these needs to your leadership team.
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
MACPA 2014 Professional Issues Update - Special Business & Industry editionTom Hood, CPA,CITP,CGMA
What are the top issues facing CFOs, Controllers, and CPAs in Business/Industry, NFP and Government?
MACPA CEO Tom Hood, voted second most influential leader in the CPA Profession in Accounting Today’s 2013 list of the Top 100 Most Influential People in Accounting (his ninth time on the list) sees five fundamental shifts facing accounting now – Leadership, Learning, Technology, Generations and Workplace.
In a world of rapid change and increasing complexity, the winners will be those individuals and organizations who can keep their L>C², their rate of learning must be greater than the rate of change and greater than their competition. Tom’s updates are always popular for CPAs and include the latest trends and issues the profession is facing locally, nationally, and globally.
This special Business & Industry Edition also covers a special session on the CFO of the Future by Ash Noah, CPA, CGMA of the AICPA/CGMA and a presentation by our Business & Industry Committee of the results of our ThinkTank session on the major issue and opportunities facing CPAs in B&I by Skip Falatko and B&I member Joselin Martin.
Also include is an update on legislation and regulation and the advocacy efforts of the Maryland Association of CPAs.
How To Achieve Process Transformation In Any Organization PowerPoint Presenta...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on How To Achieve Process Transformation In Any Organization PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of thirty six slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/39VWkJj
Revenue Operations centralizes the operational functions of all revenue focused groups across an org such as Marketing, Sales, and Customer Experience. Business Operations take this one step further and encompasses Product and internal operations groups such as Human Resources and Finance.
In this presentation, Joe Gelata reviews both models and how they can help increase alignment and effectiveness of teams across the organization:
- Delivering critical insights and business intelligence from across the business and market.
- Implementing process improvements to gain efficiency.
- Managing and integrating cross-function business technologies and data.
- Enabling employees and partners with knowledge and tools to do their jobs better.
Is Your Sales Hiring Process a Competitive Advantage?James Yeagle
Technology, tools and equal access to data has truly put every service company on a level playing field as they try to win customers. Who and how a company hires sales people is as critical as ever. Sometimes it is the only competitive advantage when the top two industry leaders are competing head to head.
Building a sales hiring process that is a true competitive advantage is must for any sales or company leader.
Hallmark's Process Journey and Center of Excellence for IntegrationBrad Power
In 2007, Hallmark embarked on Project Horizon, an implementation of a software package for most core systems (SAP) and Lean. Twenty-five major end-to-end processes were identified, and 'process owners' and other roles were assigned to each process, and a Process Council organized to coordinate activities and prioritize improvement projects. Three years later (in 2010), as the major system deployments were winding down, Tony Marolt brought forward the idea of creating a Center of Excellence to keep these hybrid (business process and technical) experts together.
Introduction to operations and logistics managementTeguh Siswanto
The competent and adept management of complex systems in the service, non- profit, manufacturing, and government sectors via the effective and efficient utilization of time, labor, money and materials in the generation of goods and / or services.
Introduction to operations and logistics management :
Introduction
Importance
Scope
Trends
Careers
Course Overview
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
The Supply Chain Management and Logistics Review.pdfInsightsSuccess4
An industry-leading executive offering consistent achievements in articulating, developing, and executing supply chain strategies to deliver the required results.
Scenario planning: addressing a capability gap affecting industry competitive...Charles Edwards
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity life cycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something usable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This white paper covers the relevancy of Scenario Planning today, an analysis of the stages of S&OP maturity and a case study on Simplot, a leading Australian food manufacturer with mature S&OP and Scenario Planning capabilities.
PDF available here: http://www.gra.net.au/uploads/resource/129-GRA-Scenario-Planning-White-Paper.pdf
Operational Excellence: Getting the most out of your Lean and Six Sigma programsWilson Perumal and Company
Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.
Business Growth & Transition- DEAL Readiness PresentationLEAP CEO Ltd.
Whether you want to Grow your Business of Transition through Succession...you will want to be DEAL Ready.
This presentation sheds a small light on the elements of the opportunities in our current time...and be prepared to take advantage of the opportunities.
Similar to LEAN in a Non Manufacturing Environment (20)
Business Growth & Transition- DEAL Readiness Presentation
LEAN in a Non Manufacturing Environment
1. ACHIEVING LEAN EXCELLENCE
IN A NON-MANUFACTURING SUPPLY CHAIN
ELM VALLE
RESOURCES GLOBAL PROFESSIONALS
March 2012
2. Agenda
Introductions
Six Sigma v. Lean
Industry Trend
Barriers
Why Supply Chain
Value Stream and Methodology
2
3. WE ARE A PUBLICLY-TRADED, GLOBAL
PROFESSIONAL SERVICES FIRM WITH A BIG
FOUR HERITAGE.
Founded in 1996 as part of Deloitte.
Management buy-out (1999) and
initial public offering (2000). NASDAQ:
RECN.
Selectively acquired Big Four service
lines in Europe and Asia/Pacific.
We partner with business leaders and their
teams to plan and execute initiatives as well as
support day to day operations. From more than
80 offices in North America, Europe and Asia
Pacific, Resources serves 1,900 clients in 66
countries. We're a pioneering professional
services firm, a global community with a new
approach to business - inside out.
About Resources Global
3
Professional services provided to:
44 of the Fortune 50
86 of the Fortune 100
364 of the Fortune 500
615 of the Fortune 1000
35 of the Fortune Global 50
57 of the Fortune Global 100
222 of the Fortune Global 500
100%
of the Fortune 500 Pharmaceuticals
Companies
100%
of the Fortune 500 Aerospace and Defense
Companies
100% of the Fortune 100 Energy Companies
80%
of the Fortune 500 Gas, Electric and Water
Utilities
TOP 12 Fortune 500 Commercial Banks
OVER
80%
of the Fortune 500 Financial Services
Companies
100% of the Fortune 500 Entertainment Companies
7 OF TOP
10
Fortune 500 Chemical Companies
4. 4
About Myself
Elm Valle
Six years U.S. Army Officer
Experienced Consultant with Resources Global and BIG 4 FIRMS
Global Supply Chain Experience with Retail, Oil & Gas, and Chemical
MBA, Lean Six Sigma Black Belt, Project Management Certified
Membership: Lean Enterprise Institute, APICS, The Hackett Group, The Aberdeen
Group
15 Years of Operations Experience [Domestic and International]
5. 5
Difference Between Six Sigma and Lean
SIX SIGMA vs. LEAN
LEAN
Waste Reduction and seeing the
whole.
300 miss-Deliveries per 300,000
letters
6 SIGMA
Variation Reduction and problem
solving.
3.4 miss-deliveries per one million
letters
Part of the same discipline.
Utility is dependent on the goal!
Where is each one used?
6. 6
How Many are LEAN Companies?
90% of Companies claim they are LEAN Practitioners
Only 20% have deployed LEAN past their manufacturing floors
7. Top Barriers for LEAN deployment
7
All of these can be addressed. There really is no reason not be a LEAN Organization.
8. Why Supply Chain?
8
“Supply chains are as old as commerce, but the opportunities they now present are without
precedent. Modern manufacturing has driven so much time and cost out of the production
process that there is only one place left to turn for competitive advantage. As business
engineering guru Michael Hammer recently put it in his new book, The Agenda, the supply
chain is the last untapped vein of business gold.”
– Supply Chains: A Manager’s Guide by David A. Taylor, Ph.D.
Pressures Driving Lean in Supply Chain
9. LEAN in NON-Manufacturing Supply Chain
Lean is applicable in all business environments, especially in Supply Chain
Not Manufacturing Specific – All Functions follow a process flow
Value Stream Mapping is a great way to begin the LEAN Journey for many companies
Identifies “waste” and reduces steps
Not an attempt to eliminate work force but redeploy them for Value Add Activities
Value Stream Mapping is a great way to begin the LEAN Journey for many beginning
companies
10. 10
What is Value Stream?
Value - From the Perspective
of the Customer
Flow - No Waiting. No Re-
Work
Work – Standardize, Built-In
Quality
Managing & Learning -
Milestones & Check Points,
Learning Embedded
LEAN Principle – Understand the customer needs and execute the entire value chain to
serve the final customer.
11. The Formula for Success
Cross Functional Participation with Key Stakeholder
Remove jargon and confusing terminology
Target Pain points in Supply Chain
PO Processing Time and Cost
Logistical Bottlenecks
Supplier Performance
Inventory Levels to Business Needs
What are others?
Execute Low Hanging Fruit
Train the “EASY TOOLS” – 5 S, Spaghetti Diagrams, & VSM,
12. Methodology
Brand, Marketing, Champion, and Socialize
Project Plan and Timeline
Current State Mapping
Determine Value Stream
Identify the Wastes
Map Future State
Quick Wins & Low Hanging Fruit
Measure, Control, Improve
Incremental Progress
Leadership Support and Buy In
How do I do a LEAN VSM Project?
13. 13
Mapping the Current State
The Do’s and Don’ts of Process Mapping.
Do’s
DO map the process as it actually happens
DO talk to the other people who are involved in the process
DO define the beginning and end of the process before you start
DO the process map at a high level. Keep it simple and illustrative
DO work in a team. Seek advice
Do Not’s
DON’T map the process as you think it happens or as you think it ought to happen. Do
not interpret
DON’T restrict your process map to activities relating to the department that primarily
runs the process
DON’T attempt to start process mapping before having identified the process’
beginning and end
DON’T get bogged down with too much detail
DON’T struggle on your own
14. 14
Determine Value Add Activities
Minimize
Non-Value Add
RequiredActivity
Eliminate
Improve
Monitor
Value Add
Non-Required
Activity
AUTOMATE
Purchase Orders Rework
Enter Vendor
Invoicing
Inventory Transfers
Delivery of Product
Creating the Purchase Order
Order Fulfillment
From a Supply Chain perspective your customers are
both internal and external.
Loading Trucks
Packing/Unpacking
15. 15
Future State Mapping
Eliminate Steps & handoffs
Combine Steps
Create parallel paths
Alter sequencing
Implement Pull
Reduce / eliminate batches
Improve quality
Create organized workplace
Reduced change over
Create standard work
Eliminate unnecessary approvals
Eliminate NVA
Co-locate functions based on flow
[cross functional teams]
Improve Status
Leverage Automation
18. Keys to Success
Develop the KPI & Metrics Framework
Instill the Culture
Follow Up On Action Items and Execute Low Hanging Fruit
Continuous LEAN events
Have others Grade you!
19. CONTACTS & REFERENCES
ELM VALLE
Consultant Supply Chain & Information Management
Elm.valle@resources-usa.com
281.451.1806
RICK COCHRAN
Senior Client Services Director
Rick.Cochran@resources-us.com
713.403.1967
19
REFERENCES
The Lean Supply Chain Report, The Aberdeen Group
Value Stream Mapping for the Office and Services, Peter Walsh
20. 20
BACK UP: Muri and Mura
Muri is all the unreasonable work that management imposes on workers and machines
because of poor organization, such as carrying heavy weights, moving things around,
dangerous tasks, even working significantly faster than usual. It is pushing a person or a
machine beyond its natural limits. This may simply be asking a greater level of
performance from a process than it can handle without taking shortcuts and informally
modifying decision criteria. Muri also includes bad working conditions, and it will often
push a resource to work harder than its natural limits. Unreasonable work is almost
always a cause of multiple variations. Lean focuses on the planning of processes to avoid
muri and on the preparation and planning of the process, or what work can be avoided
proactively by design.
Mura is the variation and inconsistency in quality and volume in both products and
human conditions. Lean focuses on how the work design is implemented and the
elimination of fluctuation at the scheduling or operations level, such as quality and
volume.