This document discusses applying lean principles to optimize business processes in an office setting. It introduces the concepts of resistance to change and using a lean office kaizen model and methodology. Key aspects of the model include creating a vision, identifying opportunities through current state process mapping, and developing a future state with action items. Core business processes like sales, quality, and product engineering are identified as areas of opportunity. The document advocates targeting significant metrics and activities to improve processes in areas like customer engagement and product development.
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.
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
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
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.
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
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
How to effectively manage a "Lean Manufacturing" project using simulation. Keeping your eyes focused on Cost, Time, and Quality! Knowing the importance of "Protective Capacity".
Most lean-agile transformations are missing a critical ingredient to sustain their improvements: a Lean Management System. A Lean Management System is an approach to running an organization that can not only sustain the improvements from their lean transformation but continuously improve as well.
This is the presentation I gave for my Senior Project in Industrial & Manufacturing Engineering at Indiana Institute of Technology August 17, 2009...A for the class!
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.
Government departments and agencies face a difficult challenge: with limited resources, how can they deliver faster, better and cheaper while engaging their people? Many organizations have used the approaches of Lean Six Sigma (LSS) in government to meet this challenge.
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Lean Solution for
- increasing efficiency at work,
- reducing time and complexity,
- better controlling the cost,
- optimizing the workflow
- better working environment
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
How to effectively manage a "Lean Manufacturing" project using simulation. Keeping your eyes focused on Cost, Time, and Quality! Knowing the importance of "Protective Capacity".
Most lean-agile transformations are missing a critical ingredient to sustain their improvements: a Lean Management System. A Lean Management System is an approach to running an organization that can not only sustain the improvements from their lean transformation but continuously improve as well.
This is the presentation I gave for my Senior Project in Industrial & Manufacturing Engineering at Indiana Institute of Technology August 17, 2009...A for the class!
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.
Government departments and agencies face a difficult challenge: with limited resources, how can they deliver faster, better and cheaper while engaging their people? Many organizations have used the approaches of Lean Six Sigma (LSS) in government to meet this challenge.
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Lean Solution for
- increasing efficiency at work,
- reducing time and complexity,
- better controlling the cost,
- optimizing the workflow
- better working environment
This is a brand strategy presentation that helped me communicate to top management the real definition of branding that was essentially needed for the company. I was able to elevate sales more 300% with the new brands launched by following some strategies mentioned in the presentation in detail. The information in this presentation is common and not confidential. It is just about the concept of branding but mainly focused for FMCG companies.
The first presentation of the Lean AKademy held in Agro-Know to support business development. The presentation was based on the book "The Lean Startup" by Eric Ries and "Running Lean" by Ash Maurya as well as the course on business development from Steve Blank.
Lean is having an increasingly pervasive presence in the software world these days. Lean Software Development has its seven principles and seven wastes and promises to improve efficiency and quality. Many of the most innovative software development companies profess to have their philosophical home in Lean Startup's 'Build-Measure-Learn' approach, rather than Agile. But is Lean the same as Agile? And what about the proponents of Lean UX who are challenging the emerging orthodoxy of Agile SDLC frameworks with slogans like "Agile doesn't have a brain"?
In this session, we will explore the basic ideas of Lean thinking, similarities and differences between different flavors of Lean, how Lean can be applied to software development, and finally how Lean concepts can be used to expand the built-in 'inspect and adapt' cycles of Scrum to include learning about customer value.
Presentación sobre Lean Office realizada durante el Congreso de Sistemas de Gestión y Mejora Continua del Centro de Calidada de UTN FRBA en el año 2011
This project gives an introduction to the history and philosophy behind lean management, including just-in-time (JIT) manufacturing, push & pull scheduling, kanban system and continuous improvement process.
Submitted by: Gaurav Singh, Parmeet Singh, Pragya Sarin, Pratistha Gupta, Sanyam Khetarpal, Satya Mathur
Subject: Operations Management, Year: 2015-16
Course: Bachelors of Management Studies
College: Shaheed Sukhdev College of Business Studies, University of Delhi
All rights reserved.
Lean Office et Lean innovation par James Boqueho de ConstelliumInstitut Lean France
Accélérer le time-to-market, une innovation plus incrémentale et plus forte, plus de nouveaux produits / processus livrés avec les même ressources : James Boqueho, responsable Lean Office chez Constellium détaille les apports du Lean dans les fonctions support du groupe.
In its first 25 years there have been many definitions of 'Lean,' typically centered around cost reduction or tool/technical in nature. But the idea of "Humans striving to better flow value to a customer" is a mindset that should perhaps underlie all of them, and may be a better place to start our thinking.
IT Project Success through Profiling-Pro - Business Architecture for Busines...ITPSB Pty Ltd
Instant accessibility to accurate business intelligence and critical business planning information is vital if you want to achieve IT project success. Your decision making for business project planning needs to be based upon factual information from the right information sources, rather than from people who think that they know the answers to business.
Profiling-Pro uses a Business Architecture Tool called Corporate Profiling which creates a simple high level Business Architecture for business professionals. You can filter and report on all of your critical business information. That means no technical information and no minutiae about bottom level specifics that interest the analysts.
Business architecture for business specialists and IT professionals wanting I...ITPSB Pty Ltd
Profiling-Pro is a Cloud Service that drives IT Project success by creating a business focused information architecture for the business specialist who needs accurate IT project planning and business project information to ensure IT project planning.
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
We wished to introduce our Company APAGEN Solutions – A Global Software & Solution Provider. We are a business-advantage driven firm. We have expertise in implementing & sustaining among the most difficult ERPNext installations in firms like Bajaj Holographic, Hanusoft, Enventa Power Systems, Omkam UPS, MV Logistics, Design India, Grail Group and so on., by the use of our Multi-faced ERPNext Services (CHANNEL, SERVICES, EDUCATION, and AMS).
Lean Kanban India 2017 | Lean-Kanban Assessment and Implementation for an Ins...LeanKanbanIndia
Session Title : Lean-Kanban Assessment and Implementation for an Insurance client
Session Overview : An Insurance Client has been maturing with scaled agile practices and has been shifting the focus to adopt Safe 4.0 practices to align with Industry trends to improve the overall Value and predictability. The line of business wanted speed, predictability and transformation. The IT department of insurance client wanted continuous delivery, value, continual improvement. The IT Development team wanted mutual respect, cross-functional learning, and ownership. The primary outcome of this paper is to showcase the assessment and the implementation initiatives taken in the IT Process to address the above mentioned problems of the Insurance client in the IT Organization.
Gathering And Documenting Your Bi Business RequirementsWynyard Group
Business requirements are critical to any project. Recent studies show that 70% of organisations fail to gather business requirements well. What is worse is that poor requirements can lead a project to over spend its original budget by 95%.
Business Intelligence and Performance Management projects are no different. This session will provide a series of tips, techniques and ideas on how you can discover, analyse, understand and document your business requirements for your BI and PM projects. This session will also touch on specific issues, hurdles and obstacle that occur for a typical BI or PM project
• The importance of business requirements and a well defined business requirements process
• Understanding the difference between a “wish-list” or vision and business requirements
• The need and benefits of having a business traceability matrix
Start your BI projects on the right foot – understand your requirements
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
Lean Office
1. Lean Office
LEAN OFFICE
A Quantitative Approach to
Optimize Business Processes
Jose Zavala
APQP Manager Mexico Operations
Delphi Packard Electric Systems
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 1 Packard Electric Systems
2. Agenda
Lean Office
Introduction
– Resistance to Change and Kaizen
– Creating the Vision and Identifying Opportunities
– Lean Office Kaizen Model and Methodology
The Macro Current State Map (Tasks)
– Using the Worksheet Tool and Data Analysis
– Targeting Areas of Opportunities
The Micro Current State Map (Activities)
– Click-down Analysis at Activity Level
– Correlating Summary Information with Task Level
Developing the Future State
– Action Items for Areas of Opportunity
– Measuring Success by Using the Project Tracker
Q&A and Closing Comments
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 2 Packard Electric Systems
3. Introduction
Resistance to Change and Kaizen
Lean Office
Resistance to Change
– Using this mathematical relationship: D x V x F < R
– Where all variables fall between a value from Zero to Ten:
» D - is the Level of Dissatisfaction and Care
» V - is the Vision
» F - is the First Step
» R - is the Resistance to Change
– When any variable on the left side of the equation equals Zero, the whole
value goes to Zero, NOTHING HAPPENS!
The Logic for Kaizen
Endless loop begins here
Dissatisfaction?
No Yes Yes No
R rules! D<>0? Care? Vision? Research
No
Yes
First Step
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 3 Packard Electric Systems
4. Introduction
Creating the Vision and Identifying Opportunities
Lean Office
Creating the Vision and Values
– Organizations can’t achieve change unless they have a picture or vision
of where they want to be (the desired future) and a set of values that
prescribes how they want to reach that future.
– Vision should consider the external environment, customer needs and
competition.
– Benchmarking against best-in-class companies is one way to ensure that
the vision is set high.
Identifying Opportunities
– Focus on core processes such as customer engagement, product,
process or service development as well as distribution. Those core
processes were not really considered by previous Lean efforts.
– Assess the company’s score card and target the most significant metrics.
– Identify activities that are key for the performance of those metrics.
– Typical core business processes and opportunities have the following
attributes: strategic importance, significant customer impact and
applicability to other regions, areas or divisions within the company.
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 4 Packard Electric Systems
5. Introduction
Creating the Vision and Identifying Opportunities
Lean Office
– Sales
» Creating Purchase Orders
» Invoicing
» Pricing new products
» Engineering Change definition and implementation
– Quality
» Production Part Approval Process
» Process and Product Validation
» Funding for process improvements
» Cost Recovery
– Product Engineering
» Part Validation
» Design Records creation and update
– Production Control and Logistics
» Imports and Exports
» Parts Distribution and Warehousing
» Inventory Audits
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 5 Packard Electric Systems
6. Introduction
Creating the Vision and Identifying Opportunities
Lean Office
Other areas of opportunities are:
– Long, unpredictable processing lead times
– Presence of bottleneck departments
– Multiple iterations (of unpredictable duration) for problem resolution
– Lack of standard work practice and disparate routing
– Multiple, uncontrolled document copies in simultaneous circulation
– Presence of unofficial and/or uncontrolled expedite path (fast-track)
– Batching of documents
– Ineffective (or inexistent) workload scheduling
– Personal filing systems with incomplete, inconsistent and erroneous file
sites (official and unofficial)
– Production of reports which nobody uses
– Expense reporting systems
Extracted from: Value Stream Management (UK 2000), page 54 – Prentice Hall
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 6 Packard Electric Systems
7. Introduction
Lean Office Kaizen Model and Methodology
Lean Office
Start BSOP prog
sorts info
Auto
BSOP prog
TASKS
Longest Path Identified is: 47.958 days long
EDI (95%) Cust Fax only (5%) prints info
resources Auto
Path ID ABCDFOPQ Total Te 42.375 Std Dev 1.8319
Task ID A B C D F O P Q
Start BSOP prog
Info Info Opt (o) 1 2 2 2 4 17 1 2
Weekly Daily W eekly Daily sorts info
Scope Scope
No (1%)
Info OK? Most (m) 3 4 3 4 5 18 2 2.5
Auto
Pess (p) 4 6 5 6 12 18.5 3 2.75
Yes (99%)
Avg T e 2.8 4.0 3.2 4.0 6.0 17.9 2.0 2.5
Weekly/16 Daily/16 Weekly/3 Daily/3
Var σ2 0.25 0.44 0.25 0.44 1.78 0.06 0.11 0.02 BSOP prog
Weeks info Weeks info Weeks info Weeks info
Input Reqs EDI (95%) Cust Fax only (5%) prints info
EDI EDI FAX FAX
into Excel Path ID DEFJPQRST Total Te 47.958 Std Dev 1.6796 resources Auto
Manual Task ID D E F J P Q R S T
Daily Input Opt (o) 3 3 5 5 1 2 5 6 3
into BSOP Most (m) 4 5 7 7 2 2.5 7 10 4 Info Info
Adjust Prod Weekly Daily Weekly Daily
Manual Pess (p) 5 7 9 9 3 2.75 9 11 5 Scope Scope
No (1%)
Info OK?
Orders
Info OK? Manual Avg T e 4.0 5.0 7.0 7.0 2.0 2.5 7.0 9.5 4.0
No (1%)
Var σ2 0.11 0.44 0.44 0.44 0.11 0.02 0.44 0.69 0.11 Daily/3 Yes (99%)
Weekly/16 Daily/16 Weekly/3
Yes (99%) Weeks info
Weeks info Weeks info Weeks info
Info Yes (90%)
Path ID GHIKNPQUVWXYZAA Total Te 45.533 Std Dev 1.5599 FAX Input Reqs
EDI EDI FAX
integrity Check FG into Excel
Task ID G H I K N P Q U V W X Y Z AA
Inventory Manual
No(10%) End Opt (o) 2 4 3 5 8 1 2 0.5 0.5 2 1 0.5 1 1.5
Manual Daily Input
Most (m) 3 6 4 6 10 2 2.5 0.7 1 4 1.5 0.7 2 1.7
into BSOP
Pess (p) 6 8 6 7 12 3 2.75 0.9 1.25 6 1.9 1 3 2 Adjust Prod
Manual
Adjust Info Avg T e 3.3 6.0 4.2 6.0 10.0 2.0 2.5 0.7 1.0 4.0 1.5 0.7 2.0 1.7 Orders
Manual 2 Info OK? Manual
Distribute Var σ 0.44 0.44 0.25 0.11 0.44 0.11 0.02 0.00 0.02 0.44 0.02 0.01 0.11 0.01 No (1%)
FG > Reqs? Prod Plan
No (10%) Manual Yes (99%)
Yes (90%)
Info Yes (90%)
Identify all Task Calculating Average integrity
No(10%)
Check FG
Inventory
Manual End
Kickoff Mtg / Training Estimate timing & Std Dev for every path
Adjust Info
Select Team Members Manual
FG > Reqs?
Distribute
Prod Plan
Manual
Business Environment
No (10%)
Yes (90%)
Share Vision & Values Identifying Critical Path
BUSINESS PROCESS
Employee N/A Employee 101.9% Employee 97.4% Secretary 93.1% Supervisor or Manager 101.6%
Task 1 0 days A Task 2 0.55 A Task 3 0.20 A Task 4 2.18 B Task 5 8.13 C
Project trigger: Gets tools catalog and identifies Prepare requisition and submit to Secretary to log it in requisition's Checks budget, availability of
Engineering needs an XYZ tool, the right tool for the process secretary tracker and submit to boss for similar tools in tool crib, approves
decides to order one approval and returns to secretary
0.000 0.000 0.000 0.375 0.500 0.875 0.125 0.188 0.344 1.500 2.510 2.520 7.000 8.000 9.000
Timeest 0.00 0.00 Timeest 0.54 0.0069 Timeest 0.20 0.0013 Timeest 0.0289 2.34 Timeest 8.00
0.1111
VA (mins) 0 0.00% VA (mins) 35 13.21% VA (mins) VA (mins) 0.96% 10 VA (mins) 151
3.87%
NVA (mins) 0 0.00% NVA (mins) 45 16.98% NVA (mins) 89.47% 85 NVA (mins) 97.42% 1020 NVA (mins) 3265
83.70%
NNVA (mins) 0 0.00% NNVA (mins) 185 69.81% NNVA (mins) 10.53% 10 NNVA (mins) 1.62% 17 NNVA (mins) 485
12.43%
0 4.82E-05 1.7668E-06 0.000835 0.012346
PC supplier 98.6% Buyer 102.0% PC supplier 79.4% Buyer 111.4% PC supplier 89.2%
Task 6 3.00 E Task 7 0.75 D Task 8 2.38 E Task 9 1.67 D Task 10 7.43 E
Updates tracker and submits Prepare and submit RFQ to 3 Vendors receive RFQ and reply with Generate PO and get Purchasing Receives PO and Delivers Tool
requisition to purchasing dept vendors quote with conditions and terms manager approval
2.250 3.000 4.000 0.625 0.750 0.813 2.000 3.000 4.000 1.000 1.500 2.000 5.000 9.000 9.000
Timeest 3.04 0.0851 Timeest 0.74 0.0010 Timeest 3.00 0.1111 Timeest 1.50 0.0278 Timeest 8.33 0.4444
Reiterate as needed
VA (mins) 30 2.08% VA (mins) 20 5.52% VA (mins) 64 5.60% VA (mins) 30 3.74% VA (mins) 65 1.82%
NVA (mins) 690 47.92% NVA (mins) 7 1.93% NVA (mins) 879 76.90% NVA (mins) 720 89.78% NVA (mins) 2042 57.25%
NNVA (mins) 720 50.00% NNVA (mins) 335 92.54% NNVA (mins) 200 17.50% NNVA (mins) 52 6.48% NNVA (mins) 1460 40.93%
0.007237 9.54E-07 0.01234568 0.000772 0.197531
VA 207 %VA 1.40% Add “Macro” Map to file
NVA 11,707 %NVA 79.12% ACTION!!
NNVA 2,883 %NNVA 19.48%
Total (mins) 14,797
VA
ACTIVITIES
Task 2
NNVA 1%
Gets tools catalog and identifies the right tool for the process 20.00
Days bt Resource
Total 15.00
19% Conclusion 340
No ACTIVITY description
1 Requests catalog to central crib (phone)
10.00
5.00
0.00
A B C D E F
Resource Code
VA (+) NVA (-) NNVA (0) 2 Delay until central crib has catalog available
10.00
3 Obtains catalog
Avg Days by Task
15 130 195
8.00
4 Selects a particular model from catalog 6.00
5 Research other sources (phone) 4.00
NVA % VA % NVA % NNVA 6
7
Make final decision for tool model
Asks for a requisition form
2.00
0.00
T 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Task #
16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
80% 4.41% 38.24% 57.35% 8
9
Wait for requisition form to be available
Gets blank requisition form
0.50
Var Days by Task
0.40
10 Prepares requisition 0.30
Evaluate Task Summary 11
12
Delay until secretary is available to receive requisition
Carry requisition to secretary's In-tray
0.20
0.10
Action Plans to
0.00
T 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Task #
Eliminate NVA Detail Activities Data Analysis
Minimize NNVA Target Areas of Opportunity
Reiterate as needed
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 7 Packard Electric Systems
8. Introduction
Lean Office Kaizen Model and Methodology
Lean Office
Methodology:
– Forming a team:
» Minimize the number of members.
» Team members should have authority to implement changes.
» Include people that could be affected by the outcome.
» Include expert users of the target business process.
– Selecting work room location or electronic technology to use
– Training and introduction to the initiative: the Kickoff Meeting
– Understanding the Business Process Environment:
» Customers (characteristics, location, etc)
» Suppliers
» Business process purpose
» Inputs and outputs
» Boundaries
» Process owners
– Identifying all tasks in the process (using Post-It’s TM), assign an
individual code to each task (example AA, AB, AC, etc.)
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 8 Packard Electric Systems
9. Introduction
Lean Office Kaizen Model and Methodology
Lean Office
Methodology (..2):
– Estimating duration time for each task in the process, specifying
» Most optimistic completion time (o), or the minimum task time if everything
progresses ideally
» Most likely completion time (m), or the most probable task time under
normal conditions
» Most pessimistic completion time (p), or the maximum task time if significant
delays are encountered
– Using the Excel spreadsheet provided and assuming a Beta Distribution,
calculate the average or expected time for each task as well as its
standard deviation (tab: “Calc”). The following formulas will be applied:
Expected Time for each Task: te = ( o + 4*m + p ) / 6
Variance (degree of uncertainty): σ2 = [ ( p – o ) / 6 ]2
– Observing the standard deviation for each path (calculated):
Standard Deviation for Path: σ = SQRT ( Σ (variances of activities) )
– Identifying the critical (longest) path
– Creating the Macro Map on corresponding tab of Excel file (next section)
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 9 Packard Electric Systems
10. Introduction
Lean Office Kaizen Model and Methodology
Lean Office
Methodology (..3):
– Analyzing Data and targeting areas of opportunities
» Work load by group or individuals
» Level of uncertainty of each task
» Time statistics for the whole business process
– Clicking-down on each activity
» Clarify nature of activity
» Quantify distances traveled and resources involved
» Identify type of activity (Operation, transportation, inspection or storage)
» Classify activity in terms of value:
Value Add (VA): What the customer is willing to pay for
Non-Value Add (NVA): Customer is not willing to pay for, can be eliminated
Necessary but Non-Value-Add (NNVA): Customer is not willing to pay for but it
cannot be eliminated
– Evaluating the task summary information
– Completing all tasks / activity detailed analysis
– Documenting action plans to eliminate NVA and minimize NNVA
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 10 Packard Electric Systems
11. The Macro Current State Map (Tasks)
Using the Worksheet Tool and Data Analysis
Lean Office
Standards used on worksheet
– Blue Font: Indicates this field is provided by user, not protected
– Red Font: Indicates a calculated value, non-password protected
Includes the following tabs (use them in that order):
– Calc: Capture all path tasks timing to identify critical path
– Macro, with following data analysis sections:
» Header (A1:AC4): Identifies project general information and benchmark
» Tasks (B8:T78): Graphical representation of critical path with timing
» Resources table (V9:AC40): List of human resources involved
» Estimated Time by Resource Chart (U41:AE51)
» Estimated Time by Task Number (U52:AE61)
» Variance Time by Task Number (U62:AA71)
» Business Process Statistics (W73:AA83)
» Only available until detail activity analysis is done:
Business Process VA/NVA/NNVA content
VA versus NVA & NNVA Chart (AB62:AE71)
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 11 Packard Electric Systems
12. The Macro Current State Map (Tasks)
Targeting Areas of Opportunities
Lean Office
Evaluating resources and processes: 20.00
Days bt Resource
15.00
– Total Estimated time by Resource Leveled?
10.00
» Are these dedicated resources?
5.00
» Can functions be combined?
0.00
» Could training play a significant role? A B C D E F
» Are the various resources using similar technology? R
» Does resource A really manage 16 projects for every 10.00
Leveled?
one that resource E does?
Avg Days by Task
8.00
– Estimated time by process or task number: 6.00
4.00
» What is the business process “takt time”?
2.00
» Is task # 10 the bottleneck?
0.00
» How much investment is on every task involved? T 2 3 4 5 6 7 8 9 10 11 12 13
» Is task # 3 only serving this business process?
» Is there too much walking distance in task # 5 & 10? 0.50
Var Days by Task
0.40
– Variance time by process or task number 0.30
» Why does task 10 have almost one day of variance? 0.20 Consistent?
» How can task number 5 be more consistent than task 0.10
number 10 if average time is the same? 0.00
T 2 3 4 5 6 7 8 9 10 11 12 13
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 12 Packard Electric Systems
13. The Micro Current State Map (Activities)
Click-down Analysis at Activity Level
Lean Office
Detailed analysis of each task:
– Select the corresponding tab for the task number to analyze (example
tab T02 for task number 2 and so on).
– List all activities involved on each task (B12:B46).
– Begin each sentence with a verb (example: wait, request, selects,
moves, etc.).
Quantitative assessment:
– Once distance and resources are quantified, classify every activity
(Operation, Transportation, Inspection, or Storage -or wait-), but do not
type anything on the template, yet. Just move the cursor to the
corresponding column.
– Assess the type of value added (VA / NVA / NNVA).
– If an activity is considered a VA, then type [‘+] – apostrophe and plus
sign under the corresponding column (Oper, Transp, Insp or Storage).
– For NVA type [‘-] – apostrophe and the minus sign.
– For NNVA type [‘0] – apostrophe and the number zero.
– Continue until classifying all activities listed for each task.
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 13 Packard Electric Systems
14. The Micro Current State Map (Activities)
Correlating Summary Information with Task Level
Lean Office
Estimated Mins
3840
Var in Mins
For every T?? tab (task detailed FROM Optim
7
Most L
8
Pessim
9
Average
8.00
Variance
0.111
53.3
% on detailed t
MACRO: 101.6%
analysis):
Total
– Section H7:L8 is calculated from the Conclusion 3901
Macro Map (tasks definition). VA (+) NVA (-) NNVA (0)
– Section U3:W8 is calculated from 151 3265 485
% VA % NVA % NNVA
the detailed activity analysis.
3.87% 83.70% 12.43%
– On this example, from the macro map: it was determined that the
estimated average time (te) was 7 days or 56 hours or 3360 minutes.
The team confirmed activities for 3901 minutes, which is very close
(101.6% of original estimated time while doing the Macro Map).
– Unfortunately, only 151 minutes (or 3.87%) is Value Added activity.
– This activity should be improved or reduced by 3265 minutes (83.7%),
which corresponds to NVA, as a minimum.
– For the 485 minutes (12.43%) of NNVA, the team should try to get
something out of the system by either upgrading technology, combining
functions, etc. If no solution is feasible, keep these activities listed for
later discussion.
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 14 Packard Electric Systems
15. Developing the Future State
Action Items for Areas of Opportunity
Lean Office
The team now has enough information to VA
identify areas of opportunity: NNVA 5%
– Target all activities classified as storage, 26%
transportation and inspection. NVA
– Check for “off-the-shelf” products that might help 69%
optimize these NVA / NNVA activities.
– Eliminate batches or pushing jobs downstream.
Since this material is not yet “needed”, it must be
handled, counted, filed, searched, etc.: MUDA
– Consider continuous flow, combining activities, etc.
– Divide your current state macro map in sections or
loops.
– Identify the pacemaker loop (typically it is the
farthest downstream loop in the process).
– Use sub-sections or loops to make the future state
definition and implementation more manageable.
– Define process key metrics.
– Develop a business process improvement plan.
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 15 Packard Electric Systems
16. Developing the Future State
Action Items for Areas of Opportunity
Lean Office
Estimated time 29.20 Days
Standardization (TPS): Standard deviation 0.48 Days
– The process of establishing the Limits: Days
repeatability and predictability of - 3 sigma 27.76 99.50%
-2 sigma 28.24 95.00%
Man, Material, Method and Machine -1 sigma 28.72 68.00%
in work, which, when properly average 29.20
maintained, forms the basis from +1 sigma 29.68 68.00%
which improvement can be made. +2 sigma 30.17 95.00%
+3 sigma 30.65 99.50%
– With standardized work:
» You gain consistency, not quality.
» Consistently express the problems. Estimated time 25.72 Days
Standard deviation 1.98 Days
– Apply 4-S:
Limits: Days
» Seiri (Sifting, separate) - 3 sigma 19.79 99.50%
-2 sigma 21.76 95.00%
» Seiton (Sorting) -1 sigma 68.00%
23.74
» Seiso (Sweeping) average 25.72
+1 sigma 27.69 68.00%
» Seiketsu (Spick and Span)
+2 sigma 29.67 95.00%
Measure consistency +3 sigma 31.64 99.50%
Don’t go for the home run!!
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 16 Packard Electric Systems
17. Developing the Future State
Action Items for Areas of Opportunity
Lean Office
Specific Recommendations – a Short-run Action Plan
– Introduce document control. Incorporate version number, data,
distribution list and on every document.
– DO NOT Batch and Queue
– DO NOT fast-track / Expedite
» Improve the normal process so that lead time and confidence are adequate
to obviate the need for expediting.
» Prioritize strategically important products, but introduce them to the process
singly, not in batches.
– Identify push-pull triggers. Instigate continuity. Ideally these should all
be in the same direction – and that direction should be pull.
– Educate staff on how to identify and process VA activities. Also instruct
on waste identification.
– Instigate a corporate-wide project planning and prioritization procedure.
– Implement a process-wide workflow system to replace the disparate and
ineffectual systems currently in place. Ensure all team members have
access and training.
Extracted from: Value Stream Management (UK 2000), page 64 – Prentice Hall
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 17 Packard Electric Systems
18. Developing the Future State
Action Items for Areas of Opportunity
Lean Office
– Multi-skill staff to provide operational flexibility.
– Perform only a single validation check.
Key Elements of the Lean Value Stream:
– Specify what does and does not create value from the customer’s
perspective.
– Identify all the steps necessary to design, order and produce across the
whole value stream to highlight the non-value-adding waste.
– Make those actions that create value flow without interruptions, detours,
backflows, waiting or scrap.
– Only “make” what is pulled by the customer just-in-time.
– Create a dynamic transparency of strategies, cost and information in the
value stream.
– Focus on key processes, not just separate business departments.
– Strive for perfection by continually removing successive layers of waste.
as they are uncovered.
Extracted from: Value Stream Management (UK 2000), page 6 – Prentice Hall
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 18 Packard Electric Systems
19. Developing the Future State
Measuring Success by Using the Project Tracker
Lean Office
Measurements
– Keep track of performance on the next business process events.
– Look for effectiveness of action plans implemented.
– Look for consistency.
– Use the “Tracker” tab attached to the Excel file.
DAS employee buying a PC for work (1980's) Project code:
PROJECT-SPECIFIC INFORMATION OWNER Data
1 Ordered is needed by (date) Customer
2 Current State Estimated Time Employees direct report 41.45
CS Days PE R F O R M A N C E
ACTIVITY OR PROCESS STEP Owner Goal Timing Plan Actual Dur
1 Project trigger: Employee 0.0 -41.5 0
2 Prepare requisition and submit to secretary Employee 0.7 -40.8
3 Secretary to log it in requisition's tracker and submit to boss for approval
Secretary 2.8 -38.0
4 Checks budget, availability of PC's, approves and Supervisor secretary
return it to or Manager 9.0 -29.0
5 Updates tracker and submits requisition to purchasing dept
Secretary 3.8 -25.2
6 Prepare and submit RFQ to 3 vendors Buyer 2.0 -23.2
7 Vendors receive RFQ and reply with quote with conditions and terms
PC supplier 3.5 -19.7
8 Generate PO and get Purchasing manager approval Buyer 1.8 -17.8
9 Receives PO and delivers PC PC supplier 9.3 -8.5
10 PC is received and installed IS&S department 8.5 0.0
– Feedback performance to the team.
– Reiterate as needed.
Shingo Prize for Excellence in Manufacturing May of 2003 - Page 19 Packard Electric Systems