slide1 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Lean Office & Business Processes Not Just for Manufacturing PowerPoint Presentation
Download Presentation
Lean Office & Business Processes Not Just for Manufacturing

Loading in 2 Seconds...

play fullscreen
1 / 28

Lean Office & Business Processes Not Just for Manufacturing - PowerPoint PPT Presentation


  • 238 Views
  • Uploaded on

Lean Office & Business Processes Not Just for Manufacturing. Michelle Manary & Deb Harcus. Manary Harcus Consulting Corp. Agenda. Organizational Effectiveness & Lean What is Lean & how does it work? Lean Office Tools & Terminology Success Strategies Role(s) of HR in Lean Initiatives

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Lean Office & Business Processes Not Just for Manufacturing' - elijah-guerra


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Lean Office & Business ProcessesNot Just for Manufacturing

Michelle Manary & Deb Harcus

Manary Harcus Consulting Corp

slide2

Agenda

  • Organizational Effectiveness & Lean
  • What is Lean & how does it work?
  • Lean Office Tools & Terminology
  • Success Strategies
  • Role(s) of HR in Lean Initiatives
  • 8 Service Industry Wastes
  • Value Stream Mapping
  • Case Study
  • Debrief, Q&A
slide3

Organizational Effectiveness & Lean

Source: Queens University

slide4
Lean is a system that continually searches for and eliminates waste throughout the total enterprise and value chain

Lean applies to office and administrative environments

In Service industries, there are 8 types of waste

Eliminating waste results in:

Shorter lead times

Reduced costs

Less inventory

Higher throughput

Higher return on assets

Six Sigma is a system focused on the elimination of defects.

What is Lean?

slide5
5S & Visual Controls

Kaizen Event

Value Stream Mapping

Pull vs Push

Some Lean Office Tools

The Language of Lean

5S

Kaizen

Gemba

Pitch

VSM

Value Add

SIPOC

Mapping Symbols

Takt

Pull vs Push

Hansei

Heijunka

slide6
Base decisions on long-term, system-wide goals

Create continuous flow to bring problems to the surface

Level the workload (Heijunka)

Build a culture of stopping to fix problems

Standardized work

Use visual controls

Use reliable, thoroughly tested technology that serves your people and processes

Grow leaders who thoroughly understand the work, and can teach it to others

Respect your extended network by helping them improve

Go and see for yourself (get in the gemba)

Make decisions slowly, by consensus and implement rapidly

Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)

Strategies for Success with Lean

Source: The Toyota Way, Liker 2004

slide7
Ensuring top down support & alignment

Review/revise HR strategy to support Business strategy

Change Management

Organizational Effectiveness

Develop Managers who are Lean Facilitators

Redefine Jobs to support Value Stream Manager role

Lean Participant

Various Role(s) of HR in Lean Initiatives

slide8
Corrections

Transportation

Extra processing

Inventory

Approval process

Excess motion

Backlog in work queues

Underutilized employees

8 Service Industry Wastes

slide9

5S & Visual Controls

Sort– What is not needed. Sort through, then sort out.

Set in Order – What must be kept, make it visible and self explanatory.

Shine – everything that remains.

Standardize – Set standards for the first 3S’s

Sustain– Requires discipline, stick to the rules and make them a habit

5S is not free, but it does have accuracy and efficiency benefits

slide10

A Successful Office Kaizen Blitz

(pronounced Ki-zen)

  • Kaizen Means: “Continuous Improvement”
  • A “Kaizen Event” is normally 3 days long
  • Starts with a SIPOC map
  • Using Value Stream Mapping techniques:
  • - Map the current state
  • - Analyze & kaizen blitz possible improvements
  • - Map future state
  • Begin to implement changes & measure results
slide11
Suppliers Inputs Processes Outputs Customers

Defines the practical limits of your mapping activity (scope)

Ensures you gather all the information you’ll need

Identifies the processes (which may have sub-processes)

Captures the voice of the customer.

SIPOC Map

slide12

SIPOC Map Example

New Employment Process – SIPOC Map

Suppliers

Inputs

Outputs

Requirements

Customers

Process

Hiring

Budgets

Exec

Committee

Recruitment

& Selection

Qualified

Benefits

Enrolment

Orientation

Training

New

Employee

Manager

Payroll &

Tax Setup

Job

Descriptions

Dept

Managers

Fits XYZ

Culture

Candidates

Recruiters

Co-workers

Oriented to

Business

Customers

Setup for

Payroll,

Benefits

slide13
VSM=The assessment and planning tool of lean practitioners

3 states exist: Current, Perceived, Future

The only way to ensure you capture the true current state is to: walk the process

Current state map

Future state map

Implementation plan

Value Stream Mapping

Drawing

Risk of not mapping the current state is that you have no baseline or justification for making changes.

Drawing

Plan &

Implement

slide14

Value Stream Mapping Symbols

xcel

IN

Customer or

Supplier

Information Flow

Delay Time

Inventory/Inbox

Process Box

P/T=2min

1 Day

L/T=0 days

Schedule

% C/A=99%

Electronic Information Flow

Other

Electronic Inbox

(queue)

Data Box

Material (Paper) Movement

Workflow

Worker

Iterations or

Rework

Wor

slide15

Value Add, Process & Lead Time

Process #1

Rework,

Checking,

Revisions

Non-Value

Add Time

Value Add

Time

Queue/Wait

Time

Process Time

Lead Time

slide16
Document customer information & need

Identify main processes to deliver service

Start with customer and work backwards

Collect data on main processes (attributes/metrics)

Perform value stream walkthrough and fill in the data boxes, including “work-in-process”

Identify process boxes where flow stops and batch or queue occurs

In the office, inventory is information in a queue (paper or electronic)

Establish how each process knows what to process next (information flow)

Can be formal or informal; how is work prioritized?

Calculate lead time vs process time

Calculate % accurate & complete

Calculate value add

Map Current State

slide17

Example - Current State VSM Map

Insurance Claim Processing

Timeline

Value Stream Metrics - Process Time (P/T): 75 min

Lead Time (L/T): 26-39 days

% Complete & Accurate (%C/A): 29%

slide18
Process & available time

Set up time (eg: between computer systems)

Lead time/turnaround time (LT)

Typical batch size or frequency

% Complete and Accurate (%C&A)

Rework/revisions

Number of people involved

Downtime (eg: information systems)

Inventory – queues of information (eg: electronic, paper)

Demand

Team needs to decide which attributes/metrics will work best for tracking progress toward the targets.

Typical Data Attributes/Metrics

slide19
Each Value Stream needs a Value Stream Manager

For product and/or service ownership beyond the function

Assign responsibility for future state mapping and implementing lean value streams to line managers with the capability to make change happen across functional and departmental boundaries

Value Stream Managers should make their progress reports to the senior manager on site.

Value Stream Managers

slide20
Now that the process is visible, what problems do you see?

Challenge every step – ask the following:

What is really needed by the customer? (Takt)

How often do we need to check our performance? (Pitch)

Why are the current steps performed?

What can be done differently or not at all?

Is the order of the steps creating waste?

Can we eliminate certain steps or do others more intelligently?

What assumptions underlie the current process?

Are existing tools and guides appropriate?

Go back to the 8 wastes to see if the step is a waste.

Which Steps Add Value

and Which are Waste?

slide21
What does the customer need and how are we doing in serving this need?

Takt time=Demand rate

Which steps create/add value and which are waste?

How can we flow work with fewer interruptions/handoffs?

How can we control work between interruptions/handoffs?

How will we balance the work load and/or different activities?

How do we set pitch?

Pitch is the tempo of the output

Ideal: Takt = Pitch

What process improvements will be necessary?

Can we establish a pace or rhythm that improves processing?

Future State Questions

slide22
A document board in a highly visible area, and as close to the work area as possible

Post the Current and Future state maps

Show Implementation Timelines

Key measures of progress and success

Value stream performance indicators

Implementation progress & impact

Other documents as required (as few as possible)

Project Tracking Center

What gets measured gets monitored. What gets monitored, gets done.

slide23
Identify map developer & spokesperson for your group

Read case & then map the current state process

You have 2 colors of sticky notes – use one color for a process step, the other color for time spent waiting for something to happen

Utilize the mapping symbols

Identify waste and problems

Gather and measure a variety of attributes, such as:

PT – process time

LT – lead time

%VA - percent of process that adds value

%C/A – percent of process that is correct & accurate

%D/T – delay time

# of people involved

# of process steps required

Brainstorm kaizen opportunities

Stop

Case Study #1

slide24
What do you see?

What problems are pointed out?

Where were some of the “lean” opportunities?

Discuss areas in your business that could benefit from lean thinking

Case Study Debrief

slide25
Identify all process improvements that could be done or will be necessary to implement the future state (Kaizen “bursts” or opportunities)

Prioritize the list for quick hits and big hitters based on data or consensus

Decide which attributes will be the best ones to use

Map the desired future state & estimate expected results

Consider Six Sigma for projects with unknown solutions and the root cause is unknown

Process Improvements

slide28
Lean is a new beginning

Reinventing your business, increasing your competitive position, a differentiator

It’s a continuous improvement journey

Not an event or a project

Lean is a way of thinking that all employees ultimately learn and continue themselves. It becomes part of the company culture and an organizational commitment

Not The End