Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with strong leadership engagement soar, while those who don't fail to experience significant transformation.
These are the materials for Karen's third (and final) of three webinars on Lean Leadership. In this webinar, Karen reviewed the system of Lean principles, management practices, and tools, and then focuses on the role of leaders in understanding their organization's value streams, setting the strategic direction for value stream transformation, and monitoring the cycle of improvement.
The webinar recording is available at:http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-3-of-3-webinars-67941809
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: www.ksmartin.com/subscribe.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
This is the Excel tool Mike Osterling & I developed to provide the means for electronically archiving & distributing manually prepared metrics-based process maps.
The Summary Metrics sheet auto-calculates projected improvement based on current state findings and future state design.
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)TKMG, Inc.
Recorded webinar: http://slidesha.re/1aSq6Z1
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
In this webinar, Karen addresses the key success factors in planning an analysis and design activity. You will learn:
• Leadership's role in the planning process & engagement tips.
• How to determine scope and set appropriate target objectives.
• Which leaders MUST be on the mapping team.
• Techniques for properly socializing the mapping charter.
• Logistics details that matter.
The success of value stream improvement is largely determined during the planning stage. Don't miss this webinar!
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
Recorded webinar: http://slidesha.re/1hT4EZ4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping (VSM) remains one of the most powerful yet underutilized strategic improvement tools that also transforms organizational thinking and behavior.
In this practical how-to webinar, learn the mechanics of VSMs, the differences between manufacturing and non-manufacturing value stream maps and best practices for holding a Value Stream Mapping Event.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with strong leadership engagement soar, while those who don't fail to experience significant transformation.
These are the materials for Karen's third (and final) of three webinars on Lean Leadership. In this webinar, Karen reviewed the system of Lean principles, management practices, and tools, and then focuses on the role of leaders in understanding their organization's value streams, setting the strategic direction for value stream transformation, and monitoring the cycle of improvement.
The webinar recording is available at:http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-3-of-3-webinars-67941809
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: www.ksmartin.com/subscribe.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
This is the Excel tool Mike Osterling & I developed to provide the means for electronically archiving & distributing manually prepared metrics-based process maps.
The Summary Metrics sheet auto-calculates projected improvement based on current state findings and future state design.
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)TKMG, Inc.
Recorded webinar: http://slidesha.re/1aSq6Z1
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
In this webinar, Karen addresses the key success factors in planning an analysis and design activity. You will learn:
• Leadership's role in the planning process & engagement tips.
• How to determine scope and set appropriate target objectives.
• Which leaders MUST be on the mapping team.
• Techniques for properly socializing the mapping charter.
• Logistics details that matter.
The success of value stream improvement is largely determined during the planning stage. Don't miss this webinar!
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
Recorded webinar: http://slidesha.re/1hT4EZ4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping (VSM) remains one of the most powerful yet underutilized strategic improvement tools that also transforms organizational thinking and behavior.
In this practical how-to webinar, learn the mechanics of VSMs, the differences between manufacturing and non-manufacturing value stream maps and best practices for holding a Value Stream Mapping Event.
Short overview from design to proper cost allocation of IT services / products. / Kurzer Ueberblick in die Erstellung eines IT Service Katalogs bis zur verursachergerechten Fakturierung.
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the slides for the webinar https://vimeo.com/480910753
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the questions I suggest people use to solve problems more effectively. I've mapped it here to PDSA, but it can also be mapping to DMAIC, 8D, OODA, etc.
For more information, see Karen's latest book, Clarity First, pp 168-209. www.clarityfirstbook.com
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
These are the slides for the webinar https://vimeo.com/manage/296007941
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value.
On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders.
In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike.
To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).
These are the slides for the 5th webinar in a 5-webinar series based on Karen's book, Clarity First. The webinars are available on www.ksmartin.com/webinars.
Of all the organizational capabilities to be developed, problem solving takes the top spot. Yet all too often organizations lack a clear and effective method for solving problems that the entire workforce is proficient in.
These are the slides for the webinar of the same name, available at www.ksmartin.com/webinars
In the webinar--the 4th of 5 webinars based on content from Karen’s latest book, Clarity First--you learn a question-based problem solving method (CLEAR) that helps people at all levels of the organization become stronger problem solvers. You'll also learn the proper way to build these capabilities at all levels of your organization.
If you haven't taken it already, we recommend you take the Clarity First Quiz to see how you and your organization rate (www.clarityfirstquiz.com). You may also be interested in purchasing the book to obtain a deeper understanding that can lead to deeper understanding - www.clarityfirstbook.com.
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, creates demotivating workplaces, and causes customers to question whether the organization can deliver value.
These are the slides for the first of 5 webinars based on the content in Karen’s latest book, Clarity First. In this webinar, Karen shares what clarity is and why people and organizations need it. She also shows how pursuing clarity is at the core of Lean management systems, and is both the greatest reason for resistance and the most powerful way to unleash the potential of people and organizations alike.
To purchase Clarity First, visit www.clarityfirstbook.com. You may also want to take The Clarity Quiz to learn the degree to which you and your organization operate with clarity: www.clarityfirstquiz.com.
Know How Data is Calculated - OEE exampleTKMG, Inc.
This is a section from the performance chapter in my new book, Clarity First, which addresses a problem we often see with measuring OEE (overall equipment effectiveness). To order the book: www.clarityfirstbook.com.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
Recorded Webinar: http://bit.ly/1UBCCUK
Subscribe: http://www.ksmartin.com/subscribe
Why is it that even the most successful lean projects often go unrecognized in the executive suites? The issue may be lack of alignment – the fact that executives don't see a connection between Lean progress and the corporate agenda that they are expected to fulfill.
This webinar will help directors, managers, supervisors, Lean champions, and consultants understand how corporate agendas affect executive attention and decision making, and what this means for Lean projects.
Participants will learn how to cultivate an ear for business developments that concern executives, and to communicate Lean results in a language that will resonate with all senior leaders.
The evidence will be drawn from the author’s new book The Lean CEO (McGraw-Hill), which explains, through in-depth CEO interviews, the circumstances leading to enterprise-wide adoption of lean in 28 organizations.
About the presenter:
Jacob Stoller is a Toronto-based writer and consultant who has helped business leaders tell their stories for the past 15 years. His recent book, The Lean CEO, uses narratives from 28 lean-practicing CEOs to illustrate the true meaning of a lean transformation. A frequent commentator in the business press, Jacob has delivered a variety of learning events in Canada and the US, and authored documents for clients such as Microsoft, Dell Computer, Staples, Pitney Bowes, International Data Corporation (IDC), CMA Canada, and the Conference Board of Canada.
For more information about The Lean CEO: http://amzn.to/1AUq19C. Buy a book for yourself and the senior leader you ultimately report to!
Connect with Jacob on Twitter: @JacobStoller and on LInkedIn: https://www.linkedin.com/in/jacobstoller
Recorded Webinar: http://bit.ly/1HiVyla
Subscribe: http://www.ksmartin.com/subscribe
Organizational culture – everybody talks about it, few understand its underlying mechanisms and even fewer know how to truly establish the culture they need to succeed.
A structure that enforces discipline can help you develop necessary habits, but that won't be enough to achieve breakthrough performances and ensure long-term success. That requires establishing an atmosphere where people wholeheartedly engage in their work and are enthusiastic about continuously improving it. This is where culture comes in. Culture is the abstract root cause for why teams with the same training, following the same routine and using the same tools, can produce completely different results.
In this webinar, you'll get a completely new perspective of what organizational culture is and learn how to establish a culture where your entire organization continuously and methodically improves!
Joakim Ahlström is an internationally recognized expert on establishing continuous improvement cultures and helping organizations achieve excellence in all fronts. Based in Stockholm, Sweden, he’s the author of How to Succeed with Continuous Improvement and the Head of Consulting at C2 Management. Ahlström has helped global companies such as Coca-Cola, Volvo, Ericsson and IKEA achieve long-term improvement in performance by supporting the development of a high-performance continuous improvement culture.
To learn more about Joakim's book and possibly read it in advance of the webinar, please visit http://amzn.to/1djhPF3 or http://www.succeedwithci.com/.
Connect with Joakim on Twitter: @JoakimAhlstrom and @SucceedWithCI and on LInkedIn: https://www.linkedin.com/in/joakimahlstrom
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[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
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Value Stream Mapping in Office and Service
1. Get Lean - Value Stream
Mapping for Office and Service
Karen Martin Kim Scott
President iGrafx Senior Consultant,
The Karen Martin Group, Inc. Lean Six Sigma Black Belt
2. What will you learn?
Value Stream Mapping helps you
understand and improve your Office
and Service processes.
Digitalizing VSMs is easy and makes
sharing a snap.
3. Introducing Karen Martin
• Founder: The Karen Martin Group, Inc. (1993)
• Consultant / Coach: Lead Lean transformations
& develop people in office, service and
knowledge environments.
• Teacher: University of California, San Diego’s
Lean Enterprise program.
• Author:
Winner - 2013
Shingo Research Prize
5. Value Stream Mapping’s Roots
Mike Rother & John Shook, 1999 Beau Keyte & Drew Locher, 2004
Whenever there is a product for a customer,
there is a value stream.
The challenge lies in seeing it.
— Mike Rother & John Shook, Learning to See
5
6. Value Stream Defined
Value Stream: All of the activities, required to fulfill a
customer request from order to delivery (and beyond to
cash received).
Value Stream
Process Process Process
Custom er
Customer Customer
Request Receipt
6
7. The Work We Do:
Degrees of Granularity
Macro View
Strategic; Value Value Stream
heavy leadership Map
involvement Stream
Process Process Process
Micro View Metrics-Based
Tactical; heavy Step Step Step Process Map
frontline
involvement
7
8. Office/Service Value Stream Examples:
By Industry
• Repair/maintenance – Customer request to revenue received
• Financial services – Mortgage application
• Law – Litigation value stream
• Healthcare – Patient care; revenue cycle
• Technology – Software development
• Government – Permitting
• Construction – Large equipment installation
• Law enforcement – Arrest processing
• Engineering/architecture – Design development
• Oil & Gas – Fossil fuel exploration & production
8
9. Support (Value-enabling) Value Streams
• Estimating / RFQ response
• Hiring – Recruitment to 1st (or 90th) day
• New product development
• Business plan development
• Annual sales meeting planning & execution
• Contract development & execution
• And more…
9
10. Value Stream Mapping Benefit:
Seeing the Whole
60,000 foot view; Rooftop view
10
11. VSM Promotes Systems Thinking
System Efficiency =
Optimal Value Stream
Performance
Individual Efficiency =
Sub-optimization
11
12. Truth How are we
really performing?
Truth
Truth
Truth
CLARITY Truth
Truth
What’s our customer Truth
really experiencing? Truth
Truth 12
14. Create a Value Stream “Storyboard” with
Paper & Post-Its (Team-Based)
14
15. Basic Value Stream Map
ABC Technology, Inc.
Current State Value Stream Map
Softw are Upgrade Order Fulfillment
Customer Demand = 500/year
Custom er
Information
Flow IT-1 IT-2
1 2 3 4 5
Process 1 Process 2 Process 3 Process 4 Process 5
`
Material &
Dept A Dept B Dept C Dept D Dept E
Data Flow
5 2 45 pcs 3 10 pcs 2 4
LT = 1 days LT = 0.5 days LT = 2 days LT = 0.5 days LT = 1 days
PT = 10 mins. PT = 5 mins. PT = 3 mins. PT = 5 mins. PT = 15 mins.
%C&A = 99% %C&A = 75% %C&A = 99% %C&A = 99% %C&A = 95%
Timeline 480 mins. 240 mins. 2 days 240 mins. 480 mins. Total LT = 5 days
10 mins. 5 mins. 3 mins. 5 mins. 15 mins. Total PT = 38 mins.
Activity Ratio = 1.6%
Rolled %C&A = 69.1%
16. Value Stream Mapping Charter
Event Scope Leadership / Coordination Schedule
Executive 3 days typically; sequential is
Value Stream Contract processing, rebate processing, etc. VP or C-level Event Date(s)
Sponsor best
Specific What circumstances you're including and Value Stream If needed - often Director or Start/End
6 hrs minimum; 7 or 8 is best
Conditions excluding? (type of cust, time of year, etc.) Champion Manager level Times
Customer Demand How many times is this done per wk, qtr, mo, or yr.?
Facilitator Skilled person leading the activity Location Need ample wall space
Trigger What need does the value stream address?
First Step Task on first process block Meals Always a nice touch; keeps
Team Lead Not always needed
Last Step Task on last process block Provided? the team from wandering.
Boundaries & Interim Aid in consensus building and
What is the team NOT authorized to change? The person arranging logistics
Limitations Briefing(s) organizational learning.
Coordinator (reserving the room, ordering food,
FS Implementation sending meeting notices, etc.) Briefing List required attendees; others
Typically 90-120 days
Timeframe Attendees are optional
Event Drivers Mapping Team
1 Why are you doing this? What are the current state issues? Function Name Contact Information
2 1 Leadership-heavy
3 2
4 3
5 4
Goals & Measureable Objectives 5
1 Aim for objectives w/ measurable targets (from X to X). 6
2 7
3 8
4 9
5 10
Planned Deliverables On-Call Support
1 Current state VSM Function Name Contact Information
2 Future state VSM 1 SMEs that may not be needed full time
3 Implementation Plan 2
4 3
5 4
Potential Obstacles Approvals
1 …to the team's success with the mapping activity. Executive Sponsor Value Stream Champion Facilitator
2
3 Signature: Signature: Signature:
4 Date: Date: Date:
16
17. Value Stream Mapping Process
Define
Product Family
Document
Current State
Design
Future State 3 Day
Event
Create
Transformation Plan
Execute!
18. The Office Version of Product Families
Units
Domestic Consumables
Warranty
Service Parts
Non-Warranty
Order
Fulfillment
Process
Units
International Consumables
Warranty
Service Parts
Non-Warranty
19. Value Stream Mapping Process
Define
Product Family
Document
Current State
Design
Future State 3 Day
Event
Create
Transformation Plan
Execute!
20. Step 1 – Define Process Blocks
• Identify all process blocks in the value stream
(target 5-15 blocks)
– Each process block (post-it) contains an activity or
group of activities that occurs before a significant
break in the timeline occurs (typically build up of WIP
or handoff to another function)
– Activity format is verb/noun – what happens to what
– WALK THE VALUE STREAM!
20
21. Value Stream Mapping Components
ABC Technology, Inc.
Current State Value Stream Map
Softw are Upgrade Order Fulfillment
Customer Demand = 500/year
Custom er
IT-1 IT-2
1 2 3 4 5
Process 1 Process 2 Process 3 Process 4 Process 5
`
Dept A Dept B Dept C Dept D Dept E
5 2 45 pcs 3 10 pcs 2 4
LT = 1 days LT = 0.5 days LT = 2 days LT = 0.5 days LT = 1 days
PT = 10 mins. PT = 5 mins. PT = 3 mins. PT = 5 mins. PT = 15 mins.
%C&A = 99% %C&A = 75% %C&A = 99% %C&A = 99% %C&A = 95%
480 mins. 240 mins. 2 days 240 mins. 480 mins. Total LT = 5 days
10 mins. 5 mins. 3 mins. 5 mins. 15 mins. Total PT = 38 mins.
Activity Ratio = 1.6%
Rolled %C&A = 69.1%
22. Step 2 – Define I.T. Systems
• Identify all I.T. systems used in the process
and information flow
– Note any scheduling that occurs (calendar,
system, etc.)
– Who tells whom to do what? How do they tell
them?
22
23. Value Stream Mapping Components
ABC Technology, Inc.
Current State Value Stream Map
Softw are Upgrade Order Fulfillment
Customer Demand = 500/year
Custom er
IT-1 IT-2
1 2 3 4 5
Process 1 Process 2 Process 3 Process 4 Process 5
`
Dept A Dept B Dept C Dept D Dept E
5 2 45 pcs 3 10 pcs 2 4
LT = 1 days LT = 0.5 days LT = 2 days LT = 0.5 days LT = 1 days
PT = 10 mins. PT = 5 mins. PT = 3 mins. PT = 5 mins. PT = 15 mins.
%C&A = 99% %C&A = 75% %C&A = 99% %C&A = 99% %C&A = 95%
480 mins. 240 mins. 2 days 240 mins. 480 mins. Total LT = 5 days
10 mins. 5 mins. 3 mins. 5 mins. 15 mins. Total PT = 38 mins.
Activity Ratio = 1.6%
Rolled %C&A = 69.1%
24. Step 3 – Add Data
• Key metrics for all process blocks
– Process Time (PT)
– Lead Time (LT)
– Percent Complete & Accurate (%C&A)
• Work-in-process (WIP) at every step.
• Significant barriers to flow (e.g. batching,
shared resources, system downtime, etc.)
24
25. Post-it Conventions
Block #
Process
(Verb/Noun)
Function
# Staff (if
relevant)
Significant
Barriers to Flow
Process Time
%C&A
Lead Time
26. Value Stream Mapping Components
ABC Technology, Inc.
Current State Value Stream Map
Softw are Upgrade Order Fulfillment
Customer Demand = 500/year
Custom er
IT-1 IT-2
1 2 3 4 5
Process 1 Process 2 Process 3 Process 4 Process 5
`
Dept A Dept B Dept C Dept D Dept E
5 2 45 pcs 3 10 pcs 2 4
LT = 1 days LT = 0.5 days LT = 2 days LT = 0.5 days LT = 1 days
PT = 10 mins. PT = 5 mins. PT = 3 mins. PT = 5 mins. PT = 15 mins.
%C&A = 99% %C&A = 75% %C&A = 99% %C&A = 99% %C&A = 95%
480 mins. 240 mins. 2 days 240 mins. 480 mins. Total LT = 5 days
10 mins. 5 mins. 3 mins. 5 mins. 15 mins. Total PT = 38 mins.
Activity Ratio = 1.6%
Rolled %C&A = 69.1%
27. Key Metrics: Time
Scenario 1
Lead Time (LT)
Work Process Time (PT)
Work passed to
Received next step
LT = PT + Waiting / Delays
27
28. Key Metrics: Time
Scenario 2
Lead Time (LT)
Process Time
Work Work passed to
Received next step
LT = PT + Waiting / Delays
28
29. Key Metrics: Quality
• %Complete and Accurate (%C&A)
– % of incoming work that’s “usable as is”: the
downstream customer can perform task
without having to do rework:
• Correct information or material that was supplied
• Add information that should have been supplied
• Clarify information that should have or could have
been clearer
– Determined by the person receiving the input;
metric goes on the output block.
29
30. Value Stream Mapping Components
ABC Technology, Inc.
Current State Value Stream Map
Softw are Upgrade Order Fulfillment
Customer Demand = 500/year
Custom er
IT-1 IT-2
1 2 3 4 5
Process 1 Process 2 Process 3 Process 4 Process 5
`
Dept A Dept B Dept C Dept D Dept E
5 2 45 pcs 3 10 pcs 2 4
LT = 1 days LT = 0.5 days LT = 2 days LT = 0.5 days LT = 1 days
PT = 10 mins. PT = 5 mins. PT = 3 mins. PT = 5 mins. PT = 15 mins.
%C&A = 99% %C&A = 75% %C&A = 99% %C&A = 99% %C&A = 95%
480 mins. 240 mins. 2 days 240 mins. 480 mins. Total LT = 5 days
10 mins. 5 mins. 3 mins. 5 mins. 15 mins. Total PT = 38 mins.
Activity Ratio = 1.6%
Rolled %C&A = 69.1%
31. Step 4 – Create Timeline
• Create timeline
• Calculate summary metrics
– Timeline PT Sum
– Timeline LT Sum
– Activity Ratio (AR)
– Rolled %C&A
31
32. Summary Metrics: Time
• Activity Ratio
– The percentage of time anything is being done
to the work passing through the system (whether
value-adding or non-value-adding)
– (∑PT ÷ ∑LT) × 100
– Common current state finding in office/service =
1-10% (across entire value stream)
32
33. Summary Metrics: Quality
• Rolled % C&A
– The percent of value stream output that passes
through the process “clean,” with no “hiccups,”
no rework required.
– (%C&A x %C&A x %C&A…) x 100
– Common current state finding in office/service
= 0-15%
33
34. Value Stream Mapping Components
ABC Technology, Inc.
Current State Value Stream Map
Softw are Upgrade Order Fulfillment
Customer Demand = 500/year
Custom er
IT-1 IT-2
1 2 3 4 5
Process 1 Process 2 Process 3 Process 4 Process 5
`
Dept A Dept B Dept C Dept D Dept E
5 2 45 pcs 3 10 pcs 2 4
LT = 1 days LT = 0.5 days LT = 2 days LT = 0.5 days LT = 1 days
PT = 10 mins. PT = 5 mins. PT = 3 mins. PT = 5 mins. PT = 15 mins.
%C&A = 99% %C&A = 75% %C&A = 99% %C&A = 99% %C&A = 95%
480 mins. 240 mins. 2 days 240 mins. 480 mins. Total LT = 5 days
10 mins. 5 mins. 3 mins. 5 mins. 15 mins. Total PT = 38 mins.
Activity Ratio = 1.6%
Rolled %C&A = 69.1%
35. Current State Value Stream Map Demand = 15 per day
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time 1920 seconds)
Pre-register Schedule 8 hours per day
Patient Appointment
Referring
Hospital
Physician
4 1
Lead Time = 24 days 5 3 Lead Time = 990 mins. 6 2 Lead Time = 12 mins.
Cycle Time = 30 mins. Cycle Time = 11 mins. % C&A = 65 %
Lead Time = 990 mins. Lead Time = 12 mins.
% C&A = 100 % % C&A = 98 %
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Symposium E Pay Excel ADS Meditech Internet Fax Order PACS
Waiting Room Auto Fax 50%
Solutions
Management Us Mail 25%
System
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Prep Complete Transmit Read/Dictate Transcribe Review Print Send
Check-in Check-in
Patient Exam Images Exam Report Draft/Sign Reports Reports
Patient Patient
(Tech) (Tech) (Tech) (Radiologist) (MDI) (Radiologist) (Imaging) (Imaging)
(Admitting) (Imaging)
5 mins.
5
5 5 mins.
3
6 45 mins. 2 7 30 mins.
2 8 5 mins.
2 9 248 mins.
2 10 365 mins.
6 11 960 mins.
2 12 110 mins.
2 13 120 mins.
6 14
Cycle Time = 2 mins. Cycle Time = 1 mins. Cycle Time = 10 mins. Cycle Time = 15 mins. Cycle Time = 3 mins. Cycle Time = 15 mins. Cycle Time = 5 mins. Cycle Time = 1 mins. Cycle Time = 1 mins. Cycle Time = 3 mins.
% C&A = 90 % % C&A = 98 % % C&A = 100 % % C&A = 90 % % C&A = 100 % % C&A = 95 % % C&A = 75 % % C&A = 95 % % C&A = 99 % % C&A = 90 %
5 minutes 45 minutes 30 minutes 5 minutes 248 minutes 365 minutes 960 minutes 110 minutes 120 minutes L/T = 13464 minutes
2 minutes 11520 1 minutes 10 minutes 15 minutes 3 minutes 15 minutes 5 minutes 1 minutes 1 minutes 3 minutes VA/T = 11576 minutes
minutes
Rolled First Pass
yield = 29%
36. Outpatient Imaging Value Stream
Current State Findings
Current Projected %
Metric
State Future State Improvement
Lead Time 32.5 hrs
Process Time 56 mins
Activity Ratio 2.9%
Rolled %C&A 29%
36
37. Step 5 – Determine VA & N Steps
• Identify all value-adding (VA) and
necessary non-value-adding (N) steps
– Add “VA” or “N” smaller post-it to relevant
process blocks
– All unnecessary non-value-adding blocks
remain unlabelled
37
38. Customer-Defined Value
• Value-Adding (VA) - any operation or activity
your external customers value, are (or would
be) willing to pay for, or it’s a requirement of
doing business with them.
• Non-Value-Adding (NVA) - any operation or
activity that consumes time and/or resources but
does not add value to the product (good or
service) the customer receives.
– Necessary – support processes, regulatory
requirements, etc.; also referred to as “essential” or
“value-enabling.”
– Unnecessary – everything else - WASTE
38
40. Typical Current State Findings
Unnecessary Necessary NVA
NVA
Work is idle
Order Delivery
Value Add
Islands of activity (process times) within long lead times.
40
41. Value Stream Mapping Process
Define
Product Family
Document
Current State
Design
Future State 3 Day
Event
Create
Transformation Plan
Execute!
42. Future State Design
• Goal: Eliminate all redundancies and
barriers to flow (the work should never
stop)
– Batches
– Rework
– Bottlenecks & WIP
– Handoffs
– Setup / changeover
– Physical layout
– Motion & transportation
42
43. Future State Value Stream Map Outpatient Demand = 15 per day
Imaging Services
Standard Customer Demand:
Work Co-locate
Work 15 patients perDay
Balance (Takt Time1920 seconds)
Schedule appt
8 hours per day
Pre-register
Referring
Hospital
Physician
3 1
Lead Time = 15 days 6 2 Lead Time = 45 mins.
Cycle Time = 11 mins. % C&A = 85 %
Lead Time = 45 mins.
% C&A = 98 %
Risk
Reduction
(Joint CT=Cycle Time
Commision) LT=Lead Time
%C&A=% Complete & Accurate
Symposium E Pay Excel Meditech Internet Fax Order PACS Auto Fax 80%
Waiting Room
Solutions
Management Us Mail 15%
System MD Mailbox 5%
Pull System Value Stream 5S Rework Loop
(Supplies Alignment via Fax 10% of
Kanban) the time
Remove
Check in
and Reduce Work Batch
System Access Balancing Visual Reductions
Standard Workplace Voice
Work Set-up Continuous Recognition
Reduction Flow
Prep Complete Transmit Read/Dictate Review Print Send
Check-in
Patient Exam Images Exam Draft/Sign Reports Reports
Patient
(Tech) (Tech) (Tech) (Radiologist) (Radiologist) (Imaging) (Imaging)
(Imaging)
5 mins. 35 mins. 5 20 mins. 6 5 mins. 7 120 mins. 8 420 mins. 9 2 mins. 10 30 mins. 11
3 4 2 2 2 2 2 2 6
Cycle Time = 1 mins. Cycle Time = 10 mins. Cycle Time = 10 mins. Cycle Time = 2 mins. Cycle Time = 15 mins. Cycle Time = 1 mins. Cycle Time = 1 mins. Cycle Time = 3 mins.
% C&A = 98 % % C&A = 100 % % C&A = 90 % % C&A = 100 % % C&A = 95 % % C&A = 95 % % C&A = 99 % % C&A = 90 %
0.0833 hrs. 0.583 hrs. 0.333 hrs. 0.0833 hrs. 2 hrs. 7 hrs. 0.0333 hrs. 0.5 hrs. LT = 11.3 hrs.
1 mins. 10 mins. 10 mins. 2 mins. 15 mins. 1 mins. 1 mins. 3 mins. CT = 43 mins.
CT/LT Ratio = 6.32%
Rolled First Pass
yield = 40%
Note: Process Time (PT) is referred to as
Cycle Time (CT) on this map
44. Outpatient Imaging Value Stream
Projected Future State Results
Current Projected %
Metric
State Future State Improvement
Lead Time 32.5 hrs 11.3 hrs 65%
Process Time 56 mins 43 mins 23%
Activity Ratio 2.9% 6.3% 117%
Rolled %C&A 29% 40% 38%
44
45. Value Stream Mapping Process
Define
Product Family
Document
Current State
Design
Future State 3 Day
Event
Create
Transformation Plan
Execute!
46. Future State Implementation Plan
Value Stream Outpatient Imaging Implementation Plan Review Dates
Executive Sponsor Allen Ward 11/1/2007
Value Stream Champion Sally McKinsey 11/21/2007
Value Stream Mapping Facilitator Dave Parks 12/13/2007
Date Created 10/18/2007 1/10/2008
Block Implementation Schedule (weeks) Date
Goal / Objective Improvement Activity Type Owner
# 1 2 3 4 5 6 7 8 9 10 11 12 Complete
Implement standard work for referral
2 Improve quality of referral KE Sean O'Ryan
process
Reduce lead time beween schedulingand Dianne
3, 4 Cross-train and colocate work teams PROJ
preregistration steps Prichard
Eliminate the need for two patient check- Michael
5, 6 Collect copays in Imaging KE
ins O'Shea
Dianne
6 Eliminate bottleneck in waiting area Balance work / level demand KE
Prichard
Eliminate lead time associated with
9 Implement voice recognition technology PROJ Sam Parks
transcription step
10 Eliminate batched reading Reduce setup required KE Sam Parks
Reduce inventory costs, regulatory risk Michael
7 5S CT supplies area; implement kanban KE
and storage needs O'Shea
12 Reduce delay in report delivery Implement additional fax ports PROJ Martha Allen
Increase percentage of physicians
12 Reduce delay in report delivery receiving electronic delivery (rather than KE Martha Allen
hard copy)
Approvals
Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator
Signature: Signature: Signature:
Date: Date: Date:
47. Value Stream Mapping Process
Define
Product Family
Document
Current State
Design
Future State 3 Day
REPEAT
Event
Create
Transformation Plan
Execute!
48. Common Differences - Manufacturing vs. Office VSMs
Manufacturing Office
Customer icon Upper right Center
Supplier icon Upper left None
Raw material, sub-assemblies, Paper, verbal, and electronic
“The thing” we’re following
finished goods Information
More structured / formalized I.T. Multiple I.T. systems and
Information Flow
systems work-arounds
Schedule notification Multiple points across VSM Work not scheduled
Material flow (via hollow
Yes Sometimes
arrow)
WIP icon Inventory triangle In-bin (if preferred)
Based on the time to process all of
LT determination for each Based on a single item passing
the accumulated WIP between
block through the value stream
process blocks
Hands-on time to do the
Cycle Time Process Time
work
Percent Complete & Accurate
Quality Metric First Pass Yield (FPY)
(%C&A)
Applicable in areas with dedicated
Takt Time Typically can be applied
resources
49. How can we help?
Karen Martin, President
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Blog & newsletter: www.ksmartin.com/subscribe
50. How can we help?
• www.igrafx.com/lean
• Custom Demonstration
• Process Program Assessments
www.igrafx.com/contact
503-404-6050