Lean Office by Operational Excellence Consulting

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Presentation Description

Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources. By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process. OBJECTIVES: By the end of the program, you would be able to: 1. Understand the principles and key concepts of Lean 2. Identify value and waste 3. Gain an overview of key Lean principles and tools, and their applications 4. Apply 5S principles to improve office organization and efficiency 5. Apply a simple problem solving process CONTENTS: 1. Introduction to Lean Office 2. Key Concepts of Lean Office 3. Overview of Lean Methods & Tools 4. Ways to develop "Kaizen Eyes" 5. Lean Roles 6. Sustaining a Lean Office To download this complete presentation, please visit: http://www.oeconsulting.com.sg

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Presentation Transcript

LEAN OFFICE:

LEAN OFFICE CREATING VALUE FOR CUSTOMERS

Objectives:

Objectives By the end of the course, you would be able to: Understand the principles and key concepts of Lean Identify value and waste Gain an overview of key Lean principles and tools, and their applications Apply 5S principles to improve workplace organization and efficiency Apply a simple problem solving process Copyrights of all the pictures used in this presentation are held by their respective owners NOTE: As this is a PREVIEW , only selected slides are shown. To download the complete presentation, please visit: http:// www.oeconsulting.com.sg

Outline   :

Outline   Introduction to Lean Office Key Concepts of Lean Office Overview of Lean Methods & Tools Ways to develop “Kaizen Eyes” Lean Office Roles Sustaining a Lean Office

What is Lean?:

What is Lean? Value streams or processes Focused on improving process performance Clear view of end state Wide range of Lean techniques & tools are available Learn-by-doing approach Culture of continuous improvement Lean is a management philosophy based on the Toyota Production System (TPS) Eliminate everything that does not add value (waste) in the customer’s eyes Objective Focus and scope Approach and tools

What Lean IS NOT:

What Lean IS NOT Laying off employees by the bus load Offshoring or outsourcing Delivering less or working harder Being mean to people Automation or implementing an IT system Narrow focus on unit cost management Another “extracurricular activities”

What does Lean in an office environment look like? (1/2):

What does Lean in an office environment look like? (1/2) Banks Mergers and acquisitions Loans application IT Outsourced managed services Application Common Issues Typical Solutions Differences in business practices Loans approval process Complicated tasks Unbalanced capacity Manpower utilization Process integration and streamlining Fast track processing for low-risk loans Segmenting complexity Pooling resources for economies of scale Flexible manpower systems Telco Procurement Call centre operations Cost-based and capex management Customer service Inventory management Network sharing Channels efficiency Source: Operational Excellence Consulting Research

Value:

Value Value Added Any activity that increases the form or function of the product or service Something the client or customer is willing to pay for Non-Value Added (Waste or Muda ) Any activity that does not add form or function or is not necessary No benefit to the client or customer Things not necessary to run the department

Waste take up a significant amount of time and costs which can be eliminated:

Waste take up a significant amount of time and costs which can be eliminated Non-Value Adding 85% Non-Value Adding 7 5% Waste are the hidden costs and time which the customer is not paying for

PowerPoint Presentation:

“ There is nothing so useless as doing efficiently that which should not be done at all . ” - Peter Drucker

20 minutes of waste a day…:

20 minutes of waste a day… Find a way to remove 20 minutes of waste from your daily work routine This will add up to 2 weeks over a one year period

Eight Types of Waste:

Eight Types of Waste Over-production Producing more than what the customer needs Inventory Building and storing extra services/products the customer has not ordered Transportation Moving from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or information Waste

Examples of Value-Added Activities:

Examples of Value-Added Activities Entering orders Translating materials Creating codes Preparing drawings or artwork Assembling goods Shipping to customers

Non-Value Added activities in office environments:

Non-Value Added activities in office environments Checking Signatures Asking Approving Reviewing Filing Copying Reporting Monitoring Rework Transporting Double or multiple handling Searching G athering

PowerPoint Presentation:

“We must always keep in mind that the greatest waste is the waste we don’t see.” - Shigeo Shingo, a Japanese industrial engineer and expert on the Toyota Production System

Lean Thinking Philosophy:

Lean Thinking Philosophy Identify and eliminate all activities that are waste. Focus on optimal flow throughout the process. Focus on creating value for customers. Current State Future State Identify Waste “True North ” Value Added Time = Lead Time Full of Waste, Variation, and Rigidity Eliminate Waste

Lean Principles:

Lean Principles Specify value from the customer’s perspective Identify the value stream for each service family Make the service flow Deliver when the customer pulls from your operations (just in time delivery) Manage towards perfection Source: Lean Thinking by James P. Womack and Daniel T. Jones

The 3 MU’s: Muda, Mura, Muri:

Activities that do n ot add value Workload that is not balanced Overloading creates burden for the team members or processes Source: Toyota Motor Company The 3 MU’s: Muda , Mura, Muri

Meaning of 5S:

Meaning of 5S

What is the purpose of 5S?:

What is the purpose of 5S? Immediately make problems visible

5S your computer hard/shared drive:

5S y our c omputer hard/shared d rive

3 Types of Visual Office:

3 T ypes of Visual Office

Value stream mapping provides an overview of the end-to-end administrative process:

Creates an end-to-end view of the system Demonstrates interaction between material/work and information flow Provides a common visual language for understanding a complex system Supplier/ Customer Management Control Customer Work & Information Flow Information flow Value stream mapping provides an overview of the end-to-end administrative process

Standard Work supports a culture of continuous improvement:

Standard Work supports a culture of continuous i mprovement Materials & Information Measurements People Methods Machines (equipment) Feed in materials & information Ship to customers Standard Sloppy work = defective, off-standard products That’s not what they ordered! Customer request Different product Control Points Elements for Building Quality into products

Heijunka (Load Leveling):

Heijunka (Load Leveling) Level out the workload - Work like the tortoise, not the hare

Make It Right First Time, Every Time:

The source of good quality lies in Prevention . . . . t hrough: PRODUCT DESIGN PROCESSES MATERIALS PEOPLE . . . Not in Inspection or Correction Make It Right First Time, Every Time Quality At Source

Dealing with Root Causes:

Dealing with Root Causes Solutions must deal with root causes, not symptoms Make use of the fishbone diagram A sk “Why?” five times to get to the root cause The system for quality is prevention.

Poka-Yoke (Mistake Proofing):

Poka-Yoke (Mistake Proofing) Poka-yoke  is a Japanese term that means "mistake-proofing" Poka-yoke refers to techniques that make it impossible to make mistakes Poka-yoke helps people and processes work right the first time

Kaizen Event:

Kaizen Event Rapid, focused application of Lean to reduce waste to improve cost, quality, delivery, speed, flexibility and responsiveness to customer needs 3-5 day dedicated event Clear objective and scope Continuous small improvements Changes are implemented quickly Everyone gets involved Source: "The Idea Generator” by Norman Bodek

Example: Lean Kaizen Summary Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith:

Example: Lean Kaizen Summary Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith Before After Reasons project chosen: Difficult to move around a cluttered office Difficult to find information and supplies Tools used on project: Cleaning equipment and tools 5S principles Results: Unwanted materials were discarded Less waste – e.g. transportation, motion, waiting, etc. Improved staff morale Next steps: Conduct monthly 5S audits 5S for other common areas

Critical Success Factors:

Critical S uccess F actors Management commitment Alignment to vision and mission Availability of resources Address “what is in it for me” Success measures and KPIs Management review Rewards and recognition

Lean Lessons from Other Adopters:

Lean Lessons from Other Adopters “Getting Lean” takes a long time Lean is not a part-time effort Lean is more than tools, it is also behavior There will be resistance to Lean within the organization The journey to Lean never ends

PowerPoint Presentation:

“Whether you think you can, or you think you can’t, you’re right.” - Henry Ford

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