Lean service waste identification
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Lean Service Waste Identification. 6/26/2007. Manufacturing Value-Added. The difference between the cost of inputs and the value or price of outputs. Value added. Inputs. Outputs. Transformation/. Mat’ls. Goods. Conversion. Equip. Services. process. Capital.

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Lean Service Waste Identification

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Lean Service Waste Identification

6/26/2007


Manufacturing Value-Added

The difference between the cost of inputs and the value or price of outputs

Value added

Inputs

Outputs

Transformation/

Mat’ls

Goods

Conversion

Equip.

Services

process

Capital

Feedback

Control

Feedback

Feedback

Design Kaizen


Manufacturing Value-Added

The difference between the cost of inputs and the value or price of outputs

Value added

Inputs

Outputs

Transformation/

Mat’ls

Goods

Conversion

Equip.

Services

process

Capital

Materials / Products

Information

Design Kaizen


Environment

People

Methods

Lean

Mfg

Measurement

Equipment

Materials

Design Kaizen


Lean ManufacturingTypes of Waste

  • Overproduction

  • Waiting

  • Transport

  • Extra Processing

  • Inventory

  • Motion

  • Defects

Design Kaizen


Environment

People

Methods

Lean

Design

Measurement

Equipment

Materials

Design Kaizen


Service OperationsTypes of Waste

Because there is a different focus in service ops in order to add value, the wastes come in different forms.

Design Kaizen


Service Value-Added

The difference between the cost of inputs and the value or price of outputs

Value added

Inputs

Outputs

Transformation/

Info

Designs

Conversion

Knowledge

Services

process

Time

Information

Information

Design Kaizen


Value-Added

The difference between the cost of inputs and the value or price of outputs

Value added

Inputs

Outputs

Transformation/

Info

Design

Conversion

Knowledge

Drawing

process

Time

Feedback

Control

Feedback

Feedback

Design Kaizen


Environment

People

Methods

Lean

Design

Measurement

Resources

Information

Design Kaizen


Lean ServiceTypes of Waste

  • People

  • Processes

  • Information

  • Resources

  • Measurements

  • Environmental

Design Kaizen


Lean ServicePeople Wastes

  • Goal Alignment

  • Assignment

  • Waiting

  • Motion

  • Processing

Design Kaizen


Lean ServiceProcess Wastes

  • Control

  • Variation

  • Tampering

  • Strategic

  • Reliability

  • Standardization

Design Kaizen


Lean ServiceProcess Wastes, continued

  • Suboptimization

  • Scheduling

  • Work-around

  • Uneven flow

  • Inspection

  • Errors

Design Kaizen


Lean ServiceProcess Wastes – Causes of Errors

  • Lack of knowledge, skills, or ability.

  • Mental errors – slips and mistakes.

  • Sensory overload

  • Mechanical breakdown

  • Distractions

  • Loss of memory

  • Loss of emotional control

After LEMJ, GOAL

Design Kaizen


Lean ServiceInformation Wastes

  • Inaccurate Information

  • Hand-Off

  • Communication Process Breakdown

  • Translation

  • Missing Information

  • Irrelevancy

Design Kaizen


Communication Process Breakdown

Encode

Decode

Noise

Feedback

Design Kaizen


Communication Process Breakdown

Encode

Decode

Noise

Feedback

Design Kaizen


Communication Process Breakdown

Encode

Decode

Noise

Feedback

Design Kaizen


Communication Process Breakdown

Encode

Decode

Noise

Feedback

Design Kaizen


Communication Process Breakdown

Encode

Decode

Noise

Feedback

Design Kaizen


Lean ServiceResource Wastes

  • Inventory

  • Capital equipment

  • Movement

Design Kaizen


Lean ServiceEnvironmental Wastes

  • Leadership

  • Physical

  • Emotional

  • Business

Design Kaizen


Lean ServiceLeadership Wastes

  • Focus

  • Structure

  • Discipline

  • Commitment

  • People Development

Design Kaizen


Characteristics of Good Measures

  • Personal Impact – The causes that affect the outputs are under the control of the people or team who are responsible.

  • Immediacy – There is little time between changes in the inputs and changes in measured performance.

Design Kaizen


Characteristics of Good Measures

  • Proximity – The measure is closer to the performance of the process.

  • Causality – Measure assesses a cause rather than an effect.

  • Proportionality – Changes in the measure are proportional to changes in performance.

Design Kaizen


Characteristics of Good Measures

  • Customer Focus – Measure reflects performance relative to customer requirements.

Design Kaizen


References

  • Office Kaizen by William Lareau

  • The Lean Enterprise Memory Jogger, GOAL QPC.

Design Kaizen


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