This document discusses using modularity in standard work processes to improve flexibility in service industries. It defines key terms and outlines challenges in service processes. The presentation recommends: (1) Mapping and analyzing process types and commonalities; (2) Improving decision-making and transactional processes separately; (3) Creating modular standard operating procedures (SOPs) using common elements and unique content. Modular SOPs allow flexibility while maintaining consistency. Continuous improvement is key, using SOPs as a basis for analyzing processes and implementing changes. Proper documentation and addressing human factors are important for SOP success.
Lean Maintenance is gaining traction as a sound strategy to keep equipment running and productivity humming. The hardest part is getting started. On Thursday, March 20 at 1 p.m. CDT, Plant Engineering will present a Webcast that looks at the steps needed to implement a sound Lean Maintenance strategy on your plant floor and to begin to reap the benefits.
Learning objectives:
-The value of Lean Maintenance as a plant-floor strategy and the history of lean
-The steps and tools needed to get started down the road to Lean
-Getting plant-floor buy-in from line workers
-Incorporating technology into Lean maintenance
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
Continuous improvement and adaptation is practically the definition of agility, but teams have to start somewhere. This session will explore how common tools like agile practice self-assessments have been combined with lean “standard work” practices to provide early agile teams with focused guidance, while encouraging them to raise their own standards as they mature and learn.
We will describe a framework for management and coaching roles involved in driving and supporting agile development efforts, based upon our experiences in both small companies and large enterprises at various stages of adoption.
Lean Maintenance is gaining traction as a sound strategy to keep equipment running and productivity humming. The hardest part is getting started. On Thursday, March 20 at 1 p.m. CDT, Plant Engineering will present a Webcast that looks at the steps needed to implement a sound Lean Maintenance strategy on your plant floor and to begin to reap the benefits.
Learning objectives:
-The value of Lean Maintenance as a plant-floor strategy and the history of lean
-The steps and tools needed to get started down the road to Lean
-Getting plant-floor buy-in from line workers
-Incorporating technology into Lean maintenance
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
Continuous improvement and adaptation is practically the definition of agility, but teams have to start somewhere. This session will explore how common tools like agile practice self-assessments have been combined with lean “standard work” practices to provide early agile teams with focused guidance, while encouraging them to raise their own standards as they mature and learn.
We will describe a framework for management and coaching roles involved in driving and supporting agile development efforts, based upon our experiences in both small companies and large enterprises at various stages of adoption.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding Checklist
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
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
Know the history of lean six sigma by Nilesh Arora, a founder of AddValue Consulting Inc. He explained What is six sigma and how six sigma process follows?
Lean IT is a management philosophy based on the Toyota Production System (TPS). With Lean IT, 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 increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for the IT services industry. By teaching this presentation to IT service providers 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 IT
2. Acquire knowledge on the key Lean methods and tools and their applications to eliminate waste and create increased value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
To download this complete presentation, visit: http://www.oeconsulting.com.sg
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding Checklist
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
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
Know the history of lean six sigma by Nilesh Arora, a founder of AddValue Consulting Inc. He explained What is six sigma and how six sigma process follows?
Lean IT is a management philosophy based on the Toyota Production System (TPS). With Lean IT, 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 increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for the IT services industry. By teaching this presentation to IT service providers 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 IT
2. Acquire knowledge on the key Lean methods and tools and their applications to eliminate waste and create increased value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
To download this complete presentation, visit: http://www.oeconsulting.com.sg
Case study of how Q3edge converted SOP's into process flows for a leading Insurance Customer based in India. The ppt shows the Pre and Post scenarios.Q3edge is a Global BPM Consulting firm with offices based in Gurgaon,Mumbai, New Jersey and Miami. It has a diverse team of Professionals with expertise in Process mapping, Re-engineering, Process Automation and Dashboard Management.
During the Agile Austria Conference 2017.
Speaker: Wolfgang Richter
This case study reflects on the Scrum journey of an Austrian insurance company. For the audience it illustrates how to apply Large Scale Scrum in a stalled environment which is not used to change quickly. Challenges and incidents typical for adopting the agile mindset in such an environment at larger scale are addressed. It shows, that the journey continues and the difficulties when setting expected dates or milestones for the adoption.
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...Garth Knudson
As far back as 2004, JLT EB started using business process management (BPM) to streamline a limited set of business operations. Use was confined to about 30 people in a “model office”. During that same time period, JLT acquired Profund, a leading provider of pension administration software in the UK. Customers included both in-house and third-party administrators. Profund had seen opportunities to expand its pension fund administration solutions into specific areas of process automation while helping customers to simplify the overall user experience. Deciding to use the current BPM tool, the company developed outward facing solutions that rolled out to end customers in 2007. BPM usage at JLT EB and Profund grew to about 300 users.
Between 2007-2010, JLT made more than 20 acquisitions globally across the group. JLT EB operations quickly became highly complex, distributed and paper-based. Employees were handling millions of documents annually covering Pension Administration, Payroll, Defined Contributions, Actuarial, Health and Risk, among other requests. Processes treated more than 16 million workflow elements, 300+ million rows of table data and 15 million SharePoint documents. The BPM solution covers 14 active offices in Europe and India, off-shoring and massive amounts of regulations. The company knew that in order to continuing growing at the same speed while containing costs, it would have to do more with less.
JLT EB accomplished its goals of increased revenues with lower costs with continual investment in BPM. JLT EB has worked with BizFlow and used the BizFlow BPM software to streamline >200 processes. From an ROI standpoint, this work has provided a key business component, contributing to JLT EB’s growth in trading profit by 50% in the last financial year. Revenue growth is enabled by more flexible solutions that can be highly tailored to internal client needs as well as end-customer engagements. Cost cutting is enabled through the use of process automation tied together with effective scanning, document handling and rule-based routing. Paper is largely removed, deadlines hit, and governance accomplished.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Similar to Modularity for Standard Work Procedures (20)
[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
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Modularity for Standard Work Procedures
1. December 2013
Kinetik Solutions Ltd
Registered in England & Wales, No 6067771
Registered Office
86-90 Paul Street
London
EC4A 2NE
VAT GB 839 9186 67
www.kinetik.uk.com
bebetter@kinetik.uk.com
020 3397 0686
Standard Work in Services
Focus on Modularity & Flexibility
Author: Toby Edwards
V1.1
2. - 2 -Confidential not to be used without consent
Index
Executive summary
Background
Definitions
Challenges in service processes
Analysis of service processes
Improving the 2 types of process characteristic
Modularity in Standard Work – theory
Modularity in Standard Work – practical example
Advantages & disadvantages
Continuous improvement
Summary
Close
3. - 3 -Confidential not to be used without consent
This presentation focuses on how to use modularity in Standard Work
in order for services to achieve flexibility, a better understanding of the
processes, and a roadmap of how to improve.
4. - 4 -Confidential not to be used without consent
“If you think of standardisation as the best that you know today, but
which is to be improved tomorrow; you get somewhere.”
Henry Ford
5. - 5 -Confidential not to be used without consent
Problems with lack of standards
An organisation without clear operating standards is likely to have:
• Significant rework/repeated activities.
• High levels of backlog - to hide problems.
• Process imbalance (waiting).
• Wasted motion (excessive walking/movement).
• Repeat problems.
• Low morale.
• Constant management fire fighting.
• Repetition of the same problems.
• Reliance on a key worker.
6. - 6 -Confidential not to be used without consent
Why Standard Work?
• Standard Work in manufacturing is widely known and discussed, but the
use of Standard Work in services is not as widespread.
• Standard Work is composed of three key elements which work within the
drumbeat of demand (takt), and also demonstrate how a particular task
should be done.
• In service industries, takt time for ad-hoc processes and case
management is not as clear cut when demand is irregular. However this
does not mean that service industries cannot benefit from the remaining
key aspects of standard work.
• Furthermore, the use of Standard Work encourages analysis of core
business processes.
7. - 7 -Confidential not to be used without consent
Service Processes have their unique challenges
• The following are often cited as key challenges in service processes:-
– High variety of work tasks.
– High flexibility of workers required.
– Demand is not always easy to control.
– Services are often consumed immediately, so delivery times may be very short.
8. - 8 -Confidential not to be used without consent
A method to improve service processes
Map
Improve
Create SOPs
Pilot
Improve
Continuously
• Overall process flows (top-level)
• Type of process – decision/transactional/transformational
• Commonalities in inputs & outputs
• Common process “elements” shared between different outputs
• Analyse using value analysis
• Analyse using Kaizen workshops/events
• Test for Commonalities
• Check Outcomes are as expected
• Separate common elements from shared ones
• Create modular top level process
• Create content elements for unique aspects
• Draft combined new modular/common process
9. - 9 -Confidential not to be used without consent
Improving the 2 types of service processes
When improving processes it is important to focus on the following:
• Decision making processes
– improve decision criteria and analysis of outcomes vs. inputs and analysis of policies.
• Transactional processes
– improve “flow”, analyse value-add, non-value add, and process visibility
The third type of process – transformational processes are less common in
the service industry – and more common in manufacturing.
10. - 10 -Confidential not to be used without consent
Process objectives
Every process has 3 key process objectives:
Be confident that
incoming work is
free from errors.
Verify his/her own
work to ensure it is
error free.
Ensure error output
is never knowingly
passed on.
1 2 3
11. - 11 -Confidential not to be used without consent
Modularity in Standard Work - theory
• Modularity in Standard Work can be
done at the top or sub-process
level.
• Treating the process steps as
“content” allows sub-processes to
be “plugged in” and adapt to the
variety common in service
processes.
Content 1 Content 2
Top-level process
Sub-process
level
Sub-process
level
12. - 12 -Confidential not to be used without consent
Modularity in Standard Work - theory
• This diagram on the right shows
how top-level variety could work.
E.g. when creating Standard Work
for quotation processes for any
product/service.
Top-level process
Service
Process flow 1
Service
Process flow 2
Step 1 - common Step 1 – common
Step 2 –
sub-process different
Step 2’
sub-process different
Step 3 - common Step 3 – common
Step 4 – unique
13. - 13 -Confidential not to be used without consent
Modularity in Standard Work –
practical example
• A practical example is a quotation
process.
• Treating the sub-process as “content”
allows us to have separate checklists,
for example quoting a PC compared
to quoting a server installation in order
to accommodate variety for an IT
vendor.
Content 1 Content 2
Top-level process
Sub-process
level
Sub-process
level
14. - 14 -Confidential not to be used without consent
Advantages & disadvantages of modularity
Advantages
• Creates flexible processes that map better to the real world business tasks.
• Easier to implement top process level policy changes
− E.g new policy means that changing at sub process level will update all top-level process.
• Avoids “one size fits all” excessive standardisation.
• Creates focus on re-usable components and commonalities.
• Easier to update sub-process documentation without having to change all high processes
impacted
Disadvantages
• Requires looking at multiple procedures whilst doing the tasks – but IT navigation tools can
help.
• Requires mental agility from task workers – but this can be seen as a good thing.
• Extreme product/service variety may require additional analysis – which can ensure that
inputs and outcomes remain consistent.
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Standardised Work documentation
Standardised Work documentation should provide all the detail
necessary to enable the user to learn and complete
the process:
• In the most efficient manner.
• To the correct level of quality.
• In the required time.
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The benefits of Standardised Work
• Aids training and up skilling of workforce.
• Allows movement of staff from task to task and between areas.
• Allows process control and aids problem solving.
• Identifies and encourages the elimination of waste.
• Gives people a benchmark to identify how well they
are performing.
• Used as way to identify improvements.
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In Summary
By using a modular approach for service processes, flexibility can be
achieved in standard work to accommodate the variety often present.
Standard Work then acts as a springboard for continuous
improvement
18. An introduction to
kinetik solutions
September 2013
Kinetik Solutions Ltd
Registered in England & Wales, No 6067771
Registered Office
86-90 Paul Street
London
EC4A 2NE
VAT GB 839 9186 67
www.kinetik.uk.com
bebetter@kinetik.uk.com
020 3397 0686
19. Consultancy profile
• Established in 2007, kinetik solutions delivers complex change for large
organisations in the public and private sectors
• Our team consists of highly experienced consultants each with over 10 years change
management experience in blue-chip organisations or a ‘big 4’ management
consultancy
• We continually invest in learning to offer the latest thinking in transformational change
to our clients. We run regular public events on Lean learning for our NHS clients and
are members of:
- Lean Enterprise Group
- Deming Alliance
- Operational Excellence Group
- Enterprise Thinking Group
20. The kinetik team
Ketan Varia Rob Worth David Thomson
Alan Clark Maria Gilgeous
Operational Strategy,
Transformative Change
Process Excellence, Lean, Six
Sigma
Process Improvement,
Lean, Technology
Change Management,
Organisation Learning
Process Innovation, TRIZ, Six
Sigma
Process Improvement,
Systems Thinking, Training
Lean, Six Sigma,
Training and Coaching
Operations Design, Supply
Chain, Lean
Ian Robertson
Herald Voorneveld
Paul Frobisher
21. Our solution areas
• Complex Transformation Programmes
We make change happen in a sustainable way
• Operational Design and Improvement
Strategic design for complex processes and their implementation
• Systems Implementation
Integrating process and IT change to achieve operational effectiveness
• Facilitated Workshops
Fast, informed decision making, from strategy to continuous improvement
• High Performance Teams
Creating shared purpose and commitment for superior outcomes
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Definitions
• “Standard work” can be defined as a philosophy of achieving business outcomes (deliverables) using a
standardised operating procedure (process) that forms the basis of continuous improvement efforts to
create customer value
• For clarity, the 3 types of process characteristics have been defined:
– Decision processes
a process that takes key criteria as its inputs, evaluates the options during the process and whose output is a
decision. E.g. deciding who to hire from a selection of interview candidates, or deciding on which territories to
promote a new product/service.
– Transactional processes
a process whose inputs are parameters, where the output/outcome is achieved through a series of mechanical steps.
E.g. configuring a piece of IT equipment, or processing a time sheet
– Transformational processes
a process whose inputs are physical items which undergo a series of process steps to create a new physical item.
E.g. making a door from sheet steel, glass etc.
• However for long complicated value streams or a lengthy process, any of the three process characteristics
above may be combined.
• The key aspect to remember is that optimisation and analysis of processes should bear these distinctions
in mind.
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It is important to distinguish SOP into Guidelines,
Operating Instructions, and Mandatory Instructions
Developed by the employees
performing the work.
Describes the most effective and
efficient process for the employee.
Needs to be continuously improved.
Cannot perform the job without
doing the mandatory process.
Example - element of process
which impacts a safety or a critical
quality step.
The instructions force the operator
to work in a specific way (poka –
yoke, i.e. the process becomes error
free).
1. Guidelines 2. Mandatory Instructions
3. Operating Instructions
Sets out ways to achieve an outcome,
but any route can be taken based on
the local team and employee
preference.
Illustrates certain steps that can
be interchanged, or a set up that
isn’t critical.
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Continuous improvement
• Continuous improvement is the key benefit of standard work – standard
work builds a platform to act upon.
• When creating a procedure, a simple Excel grid with the process steps on
the left is best used. Then on the right-hand side 3 key analysis columns
can be added to promote continuous improvements. These columns focus
on:
1. internal/external
2. Value add – the typical VA, NVA and BNVA analysis
3. Kaizen ideas
• We recommend that a process “diary” is kept to record why the changes
were made, and reflect on the outcomes.
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Standardised Work is part continuous improvement
2
7
Stage 1:
Map the
Process
Stage 2:
Create the
future state
Stage 3:
Document
and
implement
standard
Stage 4:
Work to
standard –
drive CI
Stage 5:
Share via
model office
Data &
VSM
Master
Schedule
Improved
Processes
Stabilised
Processes &
Capability
To Sustain
Standardised work becomes the basis for
the Kaizen culture.
Future
state map
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They are two main causes of SOP failures/successes
The success or failure of SOP is due to the following factors:
Human Factor
The way in which a SOP is
interpreted. It is prone to be
misinterpreted or even ignored!
Quality Factor
Does it represent the most effective
or useful process? Is it too simplified
or too complicated to explain the
best possible method?