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THE ROAD MAP

6 STEPS FOR IMPROVEMENTS
IN THE OFFICES
Identify process
and value
Draw current
400
state

1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)

2 – Understand the current process
100
3 – Identify wastes;
80

4 – Find the root cause of wastes;

Draw Future
6
100
State

40
5 – Draw a high performance process
based on 3 lean solutions

60

200

%

Days

300
Analyze the
wastes

15

0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5

C
AP

68
Implementation17,7
51,2

10

20

2

4

7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0

S N
M
57
14,8 10,1
66,0 76,1

6,5
82,6

5,5
3,6
88,1 91,7

3,6
95,3

1,8
97,1

1,6
1, 3
0,0
98,7 100, 0 100,0
FILES
VOC.xls

VOC analysis.xls
VOICE OF CUSTOMER
What happens
with time?

Attractives
Attractives
(unknown)
(unknown)

Performance
Performance
(Spoken)
(Spoken)

Time

Not done
(or done in a bad way)

Ne

ra l
ut

Well done

Basic
Basic

(Expected)
(Expected)
INTERPRETING RESULTS

Functional presentation POSITIVE (+)

Customer
requirements

Satisfied

Functional presentation NEGATIVE (-)
Satisfied

?

Neutral
Attactive

Reverse

Indiferent

Reverse

Reverse

Unsatisfied
Performance

Basic

Neutral

Unsatisfied

?
Identify process
and value
Draw current
400
state

1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)

2 – Understand the current process
100
3 – Identify wastes;
80

4 – Find the root cause of wastes;

Draw Future
6
100
State

40
5 – Draw a high performance process
based on 3 lean solutions

60

200

%

Days

300
Analyze the
wastes

15

0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5

C
AP

68
Implementation17,7
51,2

10

20

2

4

7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0

S N
M
57
14,8 10,1
66,0 76,1

6,5
82,6

5,5
3,6
88,1 91,7

3,6
95,3

1,8
97,1

1,6
1, 3
0,0
98,7 100, 0 100,0
UNDERSTAND THE CURRENT
PROCESS
Voice of Customer
Survey
> 70% answers to be trustful

Gather people’s
activity information
30 days to avoid seasonality

Critical
Analysis

Prioritized &
Critical
VSMs
GATHER PEOPLE’S ACTIVITY
INFORMATION
Data Gathering.xls

Data Gathering - Consolidation.xls
VALUE STREAM MAPPING
VSM.xls

VSM.pdf

VSM.vsd
WASTES IN OFFICES
 BOUNDARY WASTES
 KNOWLEDGE WASTES
 PLANNING WASTES
9 WASTES IN OFFICES
USELESS
INFORMATION

WAITING
LARGE BATCHES

BOUNDARY
BOUNDARY

LACK OF
LEVELLING

PLANNING
PLANNING

REDUNDANT
TASKS

LACK OF
SYNCHRONISM
POOR QUALITY

REINVENTION

KNOWLEDGE
KNOWLEDGE

STOP AND GO
TASKS
Identify process
and value
Draw current
400
state

1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)

2 – Understand the current process
100
3 – Identify wastes;
80

4 – Find the root cause of wastes;

Draw Future
6
100
State

40
5 – Draw a high performance process
based on 3 lean solutions

60

200

%

Days

300
Analyze the
wastes

15

0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5

C
AP

68
Implementation17,7
51,2

10

20

2

4

7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0

S N
M
57
14,8 10,1
66,0 76,1

6,5
82,6

5,5
3,6
88,1 91,7

3,6
95,3

1,8
97,1

1,6
1, 3
0,0
98,7 100, 0 100,0
DMAIC TOOLS (ubertool)
BRAINSTORMING
PARETTO
CHART
CHECK-LIST

CHARTS

PRIORITY MATRIX
ISHIKAWA
5W
1H

5W / 1H
DMAIC TOOLS (ubertool)
Quick Hits

Complex

JUST DO IT!

PLAN = 5W1H & 5
WHYs

~ 40% of cases

~ 60% of cases
5W1H
5 WHYS
FILES

5W1H
5 Whys
Identify process
and value
Draw current
400
state

1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)

2 – Understand the current process
100
3 – Identify wastes;
80

4 – Find the root cause of wastes;

Draw Future
6
100
State

40
5 – Draw a high performance process
based on 3 lean solutions

60

200

%

Days

300
Analyze the
wastes

15

0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5

C
AP

68
Implementation17,7
51,2

10

20

2

4

7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0

S N
M
57
14,8 10,1
66,0 76,1

6,5
82,6

5,5
3,6
88,1 91,7

3,6
95,3

1,8
97,1

1,6
1, 3
0,0
98,7 100, 0 100,0
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
FLOW
 LEVEL THE WORKLOAD;


ELIMINATE
INTERRUPTIONS;
LEVEL THE WORKLOAD
DEMAND

• QUESTIONS:
•

WHAT IS THE CAPACITY OF THE PROCESS?

•

IS THERE A BOTTLENECK?

•

IS THERE AN OVERLOAD?

•

WHAT IS THE RIGHT TIME TO START?

•

WHO SETS PRIORITY?
BALANCE CHART
BALANCE CHART
BALANCE CHART

Balance chart.xls
ELIMINATE INTERRUPTIONS
PROCESS
DATA

DEPTS

INFORMATION
FLOW
WITH NO HAND
OFFS

•PRECIOUS
INFORM.;
• GOOD
DECISION
TRADITIONAL PROCESS
LEAN PROCESS
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
STANDARDIZATION: OFFICE
STANDARD WORK INSTRUCTION
Content:
1 – Work flow
SWI.xls

2 – Processes Inputs and Outputs
3 – Method: detailed instruction, step by
step (element instruction)
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
• LEAN MANAGEMENT SYSTEM
• VISUAL MANAGEMENT
• LESSONS LEARNED
Daily Accountability Routine
7.00 – 8.00 am

Operators

Supervisor

Tier 11
Tier

8.00 – 8.30 am

Data acquisition

Supervisor

Process Eng

Plant Manager

Superintendent

Gather together the information
to share with tier 4

Site
Manager

Plant
Managers

Superintendent

Tier 22
Tier

Maintanance

Planning

Task Accountability Board
Task Accountability Board
9.00 – 9.30 am

Tier 33
Tier

9.30 – 10.00 am

Tier 44
Tier

Signatures

YYYYY

XXXXX

Maintanance
Manager

XXXXX

Planning
Manager
LEAN MANAGEMENT

Lean Management.xls
VISUAL MANAGEMENT

Make easy and widely accessible
the comparison of the expected
performance versus actual
VISUAL MANAGEMENT

Call Center Management
VISUAL MANAGEMENT

Delivery Issues
VISUAL MANAGEMENT

Kamishibai – Routine control
Action Log

VISUAL MANAGEMENT
VISUAL MANAGEMENT

KPIs Visual Management.xls
LESSONS LEARNED
Structured meetings with the following
targets:


Measure results



Focus in facts and data



Process analysis



Feedback of internal customer



Written improvement plan
Identify process
and value
Draw current
400
state

1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)

2 – Understand the current process
100
3 – Identify wastes;
80

4 – Find the root cause of wastes;

Draw Future
6
100
State

40
5 – Draw a high performance process
based on 3 lean solutions

60

200

%

Days

300
Analyze the
wastes

15

0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5

C
AP

68
Implementation17,7
51,2

10

20

2

4

7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0

S N
M
57
14,8 10,1
66,0 76,1

6,5
82,6

5,5
3,6
88,1 91,7

3,6
95,3

1,8
97,1

1,6
1, 3
0,0
98,7 100, 0 100,0
A3 REPORT
Title

DATE
17/06/08

E.O.

F. B.

M. E.

P. P.

D. M.

A.C.

BACKGROUND / TARGETS

FUTURE STATE

•Historical Context

C. F.

• Actions and why are recommended
• Countermeasures to the root-cause

•What is the problem? What is the relation
with the business?
CURRENT STATE

•Where are we?
•How are we?
•Facts and data

ACTION PLAN

• Which activities are required to reach the
target condition?
• Responsible and when?

ANALYSIS

•What is the root cause?
•What is the restriction?

INDICADORES

• Measurement of impact of the actions in
the KPIs
FILES
A3 Report Template.xls

A3 Report Example.xls

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Lean Road Map

  • 1. THE ROAD MAP 6 STEPS FOR IMPROVEMENTS IN THE OFFICES
  • 2. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  • 4. VOICE OF CUSTOMER What happens with time? Attractives Attractives (unknown) (unknown) Performance Performance (Spoken) (Spoken) Time Not done (or done in a bad way) Ne ra l ut Well done Basic Basic (Expected) (Expected)
  • 5. INTERPRETING RESULTS Functional presentation POSITIVE (+) Customer requirements Satisfied Functional presentation NEGATIVE (-) Satisfied ? Neutral Attactive Reverse Indiferent Reverse Reverse Unsatisfied Performance Basic Neutral Unsatisfied ?
  • 6. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  • 7. UNDERSTAND THE CURRENT PROCESS Voice of Customer Survey > 70% answers to be trustful Gather people’s activity information 30 days to avoid seasonality Critical Analysis Prioritized & Critical VSMs
  • 8. GATHER PEOPLE’S ACTIVITY INFORMATION Data Gathering.xls Data Gathering - Consolidation.xls
  • 10. WASTES IN OFFICES  BOUNDARY WASTES  KNOWLEDGE WASTES  PLANNING WASTES
  • 11. 9 WASTES IN OFFICES USELESS INFORMATION WAITING LARGE BATCHES BOUNDARY BOUNDARY LACK OF LEVELLING PLANNING PLANNING REDUNDANT TASKS LACK OF SYNCHRONISM POOR QUALITY REINVENTION KNOWLEDGE KNOWLEDGE STOP AND GO TASKS
  • 12. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  • 14. DMAIC TOOLS (ubertool) Quick Hits Complex JUST DO IT! PLAN = 5W1H & 5 WHYs ~ 40% of cases ~ 60% of cases
  • 15. 5W1H
  • 18. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  • 19. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
  • 20. FLOW  LEVEL THE WORKLOAD;  ELIMINATE INTERRUPTIONS;
  • 21. LEVEL THE WORKLOAD DEMAND • QUESTIONS: • WHAT IS THE CAPACITY OF THE PROCESS? • IS THERE A BOTTLENECK? • IS THERE AN OVERLOAD? • WHAT IS THE RIGHT TIME TO START? • WHO SETS PRIORITY?
  • 25. ELIMINATE INTERRUPTIONS PROCESS DATA DEPTS INFORMATION FLOW WITH NO HAND OFFS •PRECIOUS INFORM.; • GOOD DECISION
  • 28. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
  • 29. STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION Content: 1 – Work flow SWI.xls 2 – Processes Inputs and Outputs 3 – Method: detailed instruction, step by step (element instruction)
  • 30. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
  • 31. • LEAN MANAGEMENT SYSTEM • VISUAL MANAGEMENT • LESSONS LEARNED
  • 32. Daily Accountability Routine 7.00 – 8.00 am Operators Supervisor Tier 11 Tier 8.00 – 8.30 am Data acquisition Supervisor Process Eng Plant Manager Superintendent Gather together the information to share with tier 4 Site Manager Plant Managers Superintendent Tier 22 Tier Maintanance Planning Task Accountability Board Task Accountability Board 9.00 – 9.30 am Tier 33 Tier 9.30 – 10.00 am Tier 44 Tier Signatures YYYYY XXXXX Maintanance Manager XXXXX Planning Manager
  • 34. VISUAL MANAGEMENT Make easy and widely accessible the comparison of the expected performance versus actual
  • 40. LESSONS LEARNED Structured meetings with the following targets:  Measure results  Focus in facts and data  Process analysis  Feedback of internal customer  Written improvement plan
  • 41. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
  • 42. A3 REPORT Title DATE 17/06/08 E.O. F. B. M. E. P. P. D. M. A.C. BACKGROUND / TARGETS FUTURE STATE •Historical Context C. F. • Actions and why are recommended • Countermeasures to the root-cause •What is the problem? What is the relation with the business? CURRENT STATE •Where are we? •How are we? •Facts and data ACTION PLAN • Which activities are required to reach the target condition? • Responsible and when? ANALYSIS •What is the root cause? •What is the restriction? INDICADORES • Measurement of impact of the actions in the KPIs
  • 43. FILES A3 Report Template.xls A3 Report Example.xls

Editor's Notes

  1. Linha Vermelha = Tempo Takt ( Rodada de linha) Cada barra mostra os elementos de trabalho para um operador As barras são preenchidas de baixo para cima 1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min. Operador 3 é gargalo
  2. Linha Vermelha = Tempo Takt ( Rodada de linha) Cada barra mostra os elementos de trabalho para um operador As barras são preenchidas de baixo para cima 1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min. Operador 3 é gargalo
  3. Hand Off – Causador de desperdício: Termo em Inglês que designa a passagem de Informação de uma pessoa para outra ou de um departamento para outro. ****repare no longo tempo e destorcido tempo de atravessamento
  4. __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________