Lean thinking
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The document discusses lean thinking and value stream mapping. It defines lean thinking as focusing on eliminating waste to create the most value while using the fewest resources. Value stream mapping involves visually mapping the current and future states of a process from beginning to end. The future state aims to identify value-adding and non-value adding steps, eliminate waste, and allow for continuous flow. Key questions are asked to help design an improved future state, such as what the customer needs, how performance will be checked, and what process improvements are needed.
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Mapping the End to End Process
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
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Presentation is part of the Talent Base Breakfast Seminar: Data. Processes. Innovations.
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The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
Value Stream Mapping Overview Update
Value stream mapping (VSM) is a visual tool used to analyze the flow of materials and information required to deliver a product or service. It maps out the current process and identifies waste and defects. The goal of VSM is to design a future state map that improves the process by eliminating waste and reducing lead times and inventory levels. An implementation plan is then created to transition from the current to the future state through specific tasks assigned to individuals with milestones and reviews.
Lean Thinking in Government Services
This document provides an overview of applying Lean principles to local government services. It discusses what Lean is, how Southlake, Texas has implemented Lean processes to reduce development approval times by over 300% and budget development times by 33%. It encourages focusing on eliminating waste from processes by establishing flow, implementing pull systems, and continuously improving to provide the best value and service to customers. Local governments are encouraged to apply Lean thinking to any processes where time or customer satisfaction is important.
Business process mapping
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Quality management in projects
The document discusses quality management in projects. It provides definitions and explanations of key quality management concepts including quality management processes, tools, and strategies. Specific quality management tools discussed include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. The document emphasizes that quality should be planned into projects from the beginning through prevention rather than just inspected, and that customer satisfaction is key.
An Action Plan for Lean Services
by Jim Womack of Lean Enterprise Institute shown at the 1st Lean Service Summit on 23rd June 2004 run by the Lean Enterprise Academy
Hourly Lean Introduction
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.
The Complete Lean Enterprise: Value Stream Mapping for Office and Services
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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/2oHMiThManagement information system
This document provides an overview of value stream mapping (VSM), including its purpose, key sections, symbols, and process. VSM is a tool used to visualize and improve the flow of materials and information in a production process. The document outlines how to create a current state map by gathering data on cycle times and inventory levels. It then explains how to develop a future state map to eliminate waste. The goal is to synchronize production with customer demand and achieve continuous flow.
SAP_Support_2023.pptx
UIT is an enterprise application services company that has been operating globally for over 20 years. They understand 360 business processes across 30 functional areas and 20 industries. UIT proposes an SAP ERP support solution called SAPAMS+ that takes a preventative approach to application management. The goal is to eliminate disruptions through regular activities like knowledge transfer, documentation, monitoring, and reviews. SAPAMS+ will be delivered through a dedicated support team using defined processes, service levels, tools, and a governance model.
SAP_AMS_KO_DCL_Presentation_2023.pptx
UIT is an enterprise application services company that has been operating globally for over 20 years. They understand 360 business processes across 30 functional areas and 20 industries. UIT proposes to provide AMS support for SAP ERP through their SAPAMS+ solution. The SAPAMS+ solution aims to implement preventative application management using tools for monitoring, testing, documentation and change management. It will be delivered through a dedicated support team based on a service level agreement and governance model between UIT and the client.
Value Stream Analysis
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
Business process reengineering
The document outlines the steps for business process reengineering which include identifying the as-is process, analyzing opportunities for improvement, designing an improved to-be process, implementing and testing the new design. Key activities involve understanding customer needs, mapping the current process, identifying non-value added activities, establishing performance metrics, addressing inefficiencies, and implementing and monitoring the new process. Questions to consider for reengineering include the objectives, customers, suppliers, efficiency, waste elimination, responsibilities, and whether the process is needed.
Quality Management
Total Quality Management (TQM) is a management approach focused on customer satisfaction through processes involving all employees. The key principles of TQM include being customer-focused, using a process-centered and integrated systems approach, strategic planning, continual improvement, and fact-based decision making. Achieving TQM requires training all employees, removing barriers to quality work, and instituting leadership to help employees improve.
Quality Assurance Plan White Paper
This document discusses the importance of documenting processes through quality assurance plans (QAPs) for continuous improvement purposes. It describes key elements that should be included in a QAP such as a detailed process flow description, SIPOC diagrams, performance indicators, and methods for ongoing monitoring and improvement like the 6M analysis, 5S, inline process verifications, and Pareto charts. The overall goal of a QAP is to increase customer satisfaction through a systematic approach to understanding processes, identifying issues, and striving for quality improvements.
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
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对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Lean thinking
- 1. Lean Thinking Travis Eck / Senior Business Process Analyst [email_address] 406-239-3773
- 6. Value Stream = ALL steps, both value-added and non value-added, required to complete a product and/or a service from beginning to end.
- 8. Using the Value Stream Mapping Tool Understanding how things currently operate. The foundation for the future state. Service “Family” plan and implementation Designing a lean flow. current state drawing future state drawing Determine the practical limits of your mapping activity. The goal of mapping!
- 9. Moving to a Future State
- 17. Batch & Queue Processing Flow Processing 4. Where Can We Flow Work with Few Interruptions? IN IN
- 22. Dedicated workflow coordinator Redesign tracking method Tools moved closer to needed area Remove step