The document outlines a 6-step process for improving processes in offices. The steps include: 1) identifying what adds value for customers, 2) understanding the current process, 3) identifying wastes, 4) finding the root causes of wastes, 5) designing a high-performance process based on lean solutions, and 6) implementing actions and managing for perfection. The document provides details on each step, such as analyzing wastes using tools like value stream mapping, identifying 9 common types of wastes in offices, and proposing 3 lean solutions including improving flow, standardizing processes, and implementing quality management practices.

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

3. FILES
VOC.xls
VOC analysis.xls

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

9. VALUE STREAM MAPPING
VSM.xls
VSM.pdf
VSM.vsd

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

13. DMAIC TOOLS (ubertool)
BRAINSTORMING
PARETTO
CHART
CHECK-LIST
CHARTS
PRIORITY MATRIX
ISHIKAWA
5W
1H
5W / 1H

14. DMAIC TOOLS (ubertool)
Quick Hits
Complex
JUST DO IT!
PLAN = 5W1H & 5
WHYs
~ 40% of cases
~ 60% of cases

15. 5W1H

16. 5 WHYS

17. FILES
5W1H
5 Whys

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?

22. BALANCE CHART

23. BALANCE CHART

24. BALANCE CHART
Balance chart.xls

25. ELIMINATE INTERRUPTIONS
PROCESS
DATA
DEPTS
INFORMATION
FLOW
WITH NO HAND
OFFS
•PRECIOUS
INFORM.;
• GOOD
DECISION

26. TRADITIONAL PROCESS

27. LEAN PROCESS

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

33. LEAN MANAGEMENT
Lean Management.xls

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

35. VISUAL MANAGEMENT
Call Center Management

36. VISUAL MANAGEMENT
Delivery Issues

37. VISUAL MANAGEMENT
Kamishibai – Routine control

38. Action Log
VISUAL MANAGEMENT

39. VISUAL MANAGEMENT
KPIs Visual Management.xls

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