Final 30 minute free overview

476 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
476
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Final 30 minute free overview

  1. 1. Lean Office<br />
  2. 2. Handout<br />Summary of Key Concepts<br />Space for Notes<br />Terminology<br />Download at …<br />
  3. 3. Lean History<br />Can Do<br />Taiichi<br /> Ohno<br />Cleaning Up<br />Arranging<br />Neatness<br />Discipline<br />Ongoing Improvement<br />Henry Ford<br />W. Edwards Deming<br />
  4. 4. From the Floor to the Office<br />
  5. 5. Physical vs. Cognitive Tasks<br />
  6. 6. Physical Tasks<br />
  7. 7. Cognitive Tasks<br />
  8. 8. “Why measure, report <br />and improve it <br />when what we really<br /> should do is eliminate it?”<br />Peter Drucker <br />
  9. 9. The Focus of LEAN<br />Eliminate/Reduce<br /><ul><li>Waste
  10. 10. Non Value Add Activity
  11. 11. Cost</li></ul>Improve<br /><ul><li> Efficiency
  12. 12. Value to the Customer</li></li></ul><li>Lean Defined<br />A systematic <br />approach to identifying and eliminating waste. <br />(non-value added activities)<br />
  13. 13. 5 Principles of LEAN<br />LEAN defines VALUE <br />from the Customer’s Point of View<br />
  14. 14. Who is the customer?<br />
  15. 15. The Value Stream<br />2. LEAN focuses on improving<br />activities that deliver value to the customer<br />
  16. 16. The Value Stream<br />The process, steps or sequence that a product, service or value takes as it progresses through the company and into the arms of the customer.<br />
  17. 17. 5 Principles of LEAN<br />3. Create and maintain “FLOW” <br />in the Value Stream<br />
  18. 18. 5 Principles of LEAN<br />4. Create “PULL” <br />– adapt to change in customer/market demand<br />
  19. 19.
  20. 20. 5 Principles of LEAN<br />5. Create a cultural mindset of <br />continuous improvement<br />
  21. 21. The Value Stream<br />
  22. 22. MUDA<br />
  23. 23. Value Add vs. Non-Value Add<br />Value <br />Add<br />Essential<br />Non-<br />Value Add<br />Waste<br />Requisite Non- <br />Value Add<br />Legal or Regulatory Requisite<br />
  24. 24. The Statistics<br />10%<br />5%<br />85%<br />
  25. 25. “Waste” Is Found <br />On The Desk<br />Desktop<br />
  26. 26. Physical Spaces<br /><ul><li>In File Drawers
  27. 27. On Bookcases
  28. 28. Piles of paper
  29. 29. Corners of the office..</li></li></ul><li> Organizational Cultures<br /><ul><li>Meetings
  30. 30. Email</li></li></ul><li>Digital Spaces &Individual Workflow Practices<br /><ul><li>Email
  31. 31. Information Storage
  32. 32. Calendar</li></li></ul><li>Inventory<br />Excess Inventory<br />Mismanaged<br />Outdated<br />Disorganized Inventory<br />
  33. 33. Waiting<br />
  34. 34. Processes<br />
  35. 35. Lean Office Toolbox<br />
  36. 36. Tools Common to LEAN<br />5 S<br />
  37. 37. 5 S<br />A method for creating a clean, safe and orderly, high performance work environment that exposes waste and makes abnormalities immediately visible.<br />
  38. 38.
  39. 39.
  40. 40. 1. Sort (Seiri)<br />“When in Doubt, Move it Out”<br />
  41. 41. 1. Sort<br />The necessary from the unnecessary.<br />
  42. 42. 2. Set (Seiton)<br />“ A Place For Everything and <br />Everything in it’s Place”<br />
  43. 43. 3. Shine (Seisou)<br />Clean to inspect<br />“Create the Wow Factor”<br />
  44. 44. 4. Standardize (Seiketsu)<br />“Deviations are Immediately Visible ”<br />
  45. 45. 5. Sustain (Shitsuke)<br />“Nothing is Stronger Than Habit”<br />Forget The Blame, Sustain the Gain!<br />
  46. 46. 5 S<br />
  47. 47. Tools Common to LEAN<br />Kaizen<br />
  48. 48. Everything is a process Every process can be improved.<br />
  49. 49. W. Edwards Deming<br />Errors, Quality, Timing Challenges<br />In the process NOT the people<br />85% problems built into the way work is performed<br />15% the fault of an individual worker<br />“Management Failure”<br />Train, Provide Equipment, Communicate…<br />96%<br />
  50. 50. Kai means “change” or “take apart” and Zen means “make good”<br />Combined they mean Improvement.<br />
  51. 51. Fundamental Concepts<br />
  52. 52. Kaizen Penny Analogy<br />
  53. 53. Copyright © 2010 NADUM Inc.<br />
  54. 54. The Kaizen Event<br />1. Planning and Preparation<br />Identify Target Area<br /> Initiate Pre-Training<br />Identify Specific Waste<br />
  55. 55. The Kaizen Event<br />2. Implementation<br />Understand Current State<br />Collect Metrics,<br />Data <br /> Brainstorm Approaches & Test Ideas<br />
  56. 56. The Kaizen Event<br />3. Follow-up<br />Gather & Provide Feedback<br />Track & Document <br />Gains<br />Continue to Build Additional Improvements <br />Progress Checks<br />
  57. 57. Tools Common to LEAN<br />Mapping<br />
  58. 58. The Value Stream<br />
  59. 59. Mapping a process <br />provides a clear<br /> picture of waste that<br /> exists in a value stream.<br />
  60. 60. Current State Mapping<br />Customer<br />Provider<br />Move “Upstream”<br />Step 4<br />(Final Process)<br />Step 3<br />Step 2<br />Step 1<br />(First Process)<br />
  61. 61. Mapping Icons<br />
  62. 62. Future State Map<br />
  63. 63. The Macro Map<br /><ul><li>Identifies major steps in a process.
  64. 64. Quick to compose - 7 to 10 steps maximum
  65. 65. Promote ability to identify focus areas that require more attention</li></li></ul><li>Spaghetti Map<br />Allows you to see a unit or the transfer of information from a spatial perspective. <br />Diagnose how efficiently a process is designed & how it could be improved.<br />
  66. 66. Spaghetti Map<br />
  67. 67. Tools Common to LEAN<br />Visual Controls<br />
  68. 68. Why Visual ?<br />Information is communicated quickly & effectively<br />Absorbed, remembered and recalled <br />Clear, concise & unbiased<br />Reduces risk of confusion <br />
  69. 69. A picture is worth….<br />
  70. 70. Sort areas<br />
  71. 71. Kanban<br />Autonomous Maintenance<br />
  72. 72. Sample Kanban Card<br />Supply Reorder Kanban Card<br />Item Description<br />Avery-Dennison 1/5 cut WorkSaver tab inserts<br />Reorder Quantity<br />One box, 12-pack, 1200 tabs<br />Supplier Name<br />DiscountOfficeItems.com<br />Item Number<br />AVE11136<br />
  73. 73.
  74. 74.
  75. 75. Radar (Spider) Diagram<br />Sort<br />Sustain<br />5<br />4<br />3<br />2<br />1<br />Standardize<br />Set<br />Shine<br />
  76. 76. Radar (Spider) Diagram<br />Sort<br />Sustain<br />5<br />4<br />3<br />2<br />1<br />Standardize<br />Set<br />Shine<br />
  77. 77. Radar Chart<br />Sort<br />Sustain<br />5<br />4<br />3<br />2<br />1<br />Standardize<br />Set<br />Shine<br />
  78. 78. Pareto Chart<br />
  79. 79. Flow Charts<br />
  80. 80. Terms Common to LEAN<br />Flow<br />(JIT)<br />Proper Actions in The Correct Sequence<br />At the Right Time<br />To create & provide Customer Value<br />
  81. 81. Terms Common to LEAN<br />Metrics (Measurements)<br />
  82. 82. “You can’t improve what you don’t measure”<br />www.staceybarr.com<br />
  83. 83. “Culture is what happens in your organization when nobody is looking”.<br />
  84. 84. Getting Started<br />Tracy would be happy to provide the forms that are shown in the following two slides. You can call her at 541-788-7001, or email her at mailto:tracy@simplicated.com.<br />Her next training series (web based) for Lean Office will begin in May. This is a 5 part series which includes experiential work with 5S, Kaizen and the development of Visual Controls.<br />

×