The document discusses lean management and its principles. It provides: 1) A timeline of lean philosophy from Frederick Taylor's scientific management principles to Toyota's development of just-in-time production and the Toyota Production System. 2) The five principles of lean management focus on specifying value, identifying the value stream, making processes flow, implementing pull systems, and continually improving to reduce steps and waste. 3) Key aspects of implementing lean include measuring processes, value stream mapping, and using 5S principles to organize the workplace. Barriers to lean include cultural and communication issues while keys to success involve commitment, resources, and teamwork.

1. Lean Management and Outsourcing

2. Lean Philosophy ? A tool for Streamlining processes and Improving Efficiency By Focusing on the needs of the customer..

4. Why go Lean? To improve: Customer service Reduced waiting times Lower costs Improved customer experience Quality and efficiency Staff morale Internal communication and cooperation In the public and private sector

5. Who is Customer? Whosoever is going to buy your ideas, services or products or affected by your processes is your customer Customer may be internal or external In public sector: citizens are external customers The associates or other departments are internal customers. and Customer is the king

6. The Five Principles of Lean Management Specify the value desired by the customer Identify the value stream for each product providing that value and challenge all of the wasted steps currently necessary to provide it Make the product flow continuously through the remaining, value-added steps Introduce pull between all steps where continuous flow is possible Pull, is about creating an environment where you get what you need, when you need it. Not through forecasting, but by creating a fast production chain that allows you to order what you need when a specific event triggers that order Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls

7. The Eight Wastes in Services Transport - Unnecessary movement of materials, people, information or paper. Inventory - Excess stock: unnecessary files and copies, and extra supplies. Motion - Unnecessary walking and searching; things not within reach or accessible. Waiting - Idle time that causes the workflow to stop, such as waiting for signatures, machines, phone calls. Over-production - Producing either too much paperwork / information, or producing it before it is required. This consumes resources faster than necessary. Over-processing - Processing things that don’t add value to the customer, e.g. asking for details multiple times, excessive checking or duplication. Defects - Work that needs to be redone due to errors (whether human or technical) or because incorrect or incomplete information was provided. Skills misuse - Not using full potential of staff; wasting the available knowledge, experience and ideas.

9. Value stream mapping

11. Arrange to visit, if possible or gather data about what they need from you.

12. Use feedback forms (printed or electronic) to ask your customer to rate your service.

13. Encourage feedback – good AND bad. A silent customer isn’t necessarily a happy customer

15. How long work or customers spend waiting for the next step in the process.

16. Volume of work dealt with, and how this varies over a year, week or month

17. Number, type and source of errors.

19. Valueis anything that is worthwhile from the customer point of view i.e.

20. Utility

21. Price

22. Quality

23. Timeliness

24. Aesthetics

25. Capacity

26. Availability

28. This will be most effective if it is done in a group, by the people who do the work.

29. It’s important that EVERY step is included, as this is a picture of how things really are rather than how things should be.

30. The value stream map can be hand drawn, or even done with Post-IT notes.

31. Once you have a current state map of your customer journey, identify all the steps which add value to the customer.

33. Barriers People Lack of ownership Identity of improvement team members Failure of leadership Compartmentalisation Weak link between improvement programmes and strategy Lack of resources Poor communication.

35. Making a real time commitment – the more time you can put in, the quicker the results and greater the rewards will be.

36. External support

37. Teamwork

38. Allocating the resources and getting everyone involved.

39. Being clear about what you want to achieve.

40. Communicating with your team, and listening to their suggestions.

42. Keep an open mind about the possibilities.

44. The End