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Workshop "Lean made simple: learn, play, practice"
The document provides an overview of Lean concepts and tools. It explains that the goal of Lean is to create more value for customers while optimizing resources. It describes how to define value through tools like SIPOC, VoC and identifying the sweet spot. It also explains how to identify and remove wastes using techniques like TIMWOOD. The document outlines various measures that can be used to assess processes, including value-added vs non-value added activities, demand profile, and right first time. Finally, it discusses how value stream mapping can be used to design an ideal future state process and reach that desired future state.
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Workshop "Lean made simple: learn, play, practice"
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- 3. THEGOAListo createmorevalue forcustomers while optimizing resources 5% -Primary focus for ‘traditional’ efficiency improvements • VA – value adding 35% - Subject to challenging and optimization • NVA non- value adding but necessary 60% - Primary focus of LEAN improvements • NVA non- value adding, waste Optimize Eliminate Combine Reduce Simplify
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- 5. SIPOC isavisual toolfor documenting a businessprocess E2Eathighlevel
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- 7. Supplier Process OutputCustomerInput HR Survey and Data (KPIs) Definition of process improvements Improvement Plan implemented Business, HR, Candidate, Talent Acquisition Recruitment team Satisfaction survey sent Evaluation of hiring process Survey completion, Feedback gained Recruitment team Candidate, Line Manager, Recruitment team Start date confirmation Induction and onboarding of candidate Employee confirmed after probation period Line Manager, Employee Recruitment team Requisition approval Pool of candidates Talent Management Candidate attraction and selection process Prefered candidate identified Candidate, Line Manager Line Manager HRBP Requisition approval signoff Requisition approval Approved requisition for open vacancy Recruitment team Recruitment team Talent Management Resourcing plans, Candidate profiles, Succession plans Build pipeline of candidates Defined pool of candidates Line Managers, Candidates, HRBPs Line Managers HRBPs Future Organisational needs Define resources needed Resourcing plans Recruitment team Line Manager HRBP Offer details (Salary) Offer management Offer acceptance, contract signed employee profile created Candidate, Employee Services
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- 10. VOICEOFTHECUSTOMER tounderstandwhat customerneedsand expects&translateitinto measurablerequirements HOW - METHODS Direct Interviews Focusgroups Be a customer Indirect Surveys Market research Complaints WHAT - ANALYSIS Metrics Drivers Customer Needs Correct Invoice Aligned prices & promos % of one-time promos % of claims Correct data in system % of RFT
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- 21. LEARN Value Stream Mapping LeanOffice measures Process data & measures
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- 23. LEANOFFICEMEASURESare designedtospecifically measuringthecompleteE2E performance The complete time,from beginning till the end of the E2E Process Process Lead Time • Lead-time is calculated as the difference between the time the demand is placed in the system to the point when the final product or service is delivered Ratio of Failure Demand to Value Demand Demand Profile • Failure Demand: Customer Demand which is generated due to process inefficiencies or faulty design. The right first time quality of the whole E2E Process Process Quality • Right First Time: Measures the ability of the process to deliver the service or product without incident of error and/or rework in each process activity.
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- 25. PROCESSEVALUATION • Value Adding- Activity that transforms information or a decision into a value proposition • Non-Value Adding - Activity that do not transform information or a decision into a value proposition, customer is not willing to pay for this activity Value • Key issues like manual work, wastes, interruptions, known issues, handovers seen in a consolidated view • Opportunities for transformation: standardization, simplification etc Issues & Opportunities • Time: activity time, actual process time, process lead time • Quality: Demand Profile, Right First Time Time & Quality Measures
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- 34. FUTURESTATE DESIGN iterations &considerations • Keepfocus on value drivers and assign ‘guardians’ • Document activity, input and output • Go through a few iterations to refine and consolidate • Assess risks, add enablers and KPIs • Develop action plan, identify & plan deep dives & note quick wins • Stay connected during implementation
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- 38. SUMMARY QUIZ What is thegoal of LEAN?GOAL •Create more value for customers while optimizing resources How to define value for customers?VALUE •SIPOC •VoC & CCR •Sweet Spot How to see & remove wastes?WASTE •TIMWOOD +1 What measures help to assess the process?MEASURES •VA vs NVA, Demand Profile, RFT •Time: Actual Process Time, Activity Time, Process Lead Time •Handovers, bottlenecks, issues & opportunities How to reach future process state?MAPPING •AS-IS Value Stream Mapping •Ideal state •TO-BE Future State: activity, input, output, enablers, risks, KPIs, deep dives