Lean Tools for the Office -
A Lean Office Overview with
Live Simulation
One Day Workshop
The goal of an organization is to be a Lean
Enterprise – to apply the common sense business practices embodied by Lean
Thinking to all areas of a business.
There are many well documented successes in manufacturing
applications. However, service
organizations and administrative processes within manufacturing companies have
struggled with applying these concepts.
This workshop will provide an overview of lean
concepts, and their application to office and administrative processes. The participants will be introduced to the
various lean concepts, and be given the opportunity to apply them in a
simulated office. The participants will
be able to measure the impact of their improvement effort.
With use of the simulation, the participants will
also gain the experience of an actual office kaizen event. Together, the group will identify ideas for
improvement. Decisions must be quickly
agreed upon. Then, the group will be broken
into smaller groups to implement the ideas agreed upon. Strict time expectations will be given for
the implementation. Therefore, the
experience will closely relate to an actual office kaizen event.
The lean tools are broken into two groups. The first group to be covered prior to Round
2 constitutes the “basics” – standard work, quality at the source, workshop
organization, visual controls, people involvement, and batch reduction. Typically, these are concepts that can be
quickly implemented (less than 30 days) in an actual office environment. No extensive Information Technology (IT)
efforts are required. For example, batch
reduction can often be implemented simply by people deciding to perform tasks
more frequently. At the end of Round 2,
the participants will witness the benefits of implementing the “basics”.
The concepts covered prior to Round 3 include pull,
flow, leveling and management timeframe or “pitch”. These constitute the more advanced
concepts. These tend to be more difficult
for people to understand and apply in an office environment. As in a real office environment, the
facilitator will need to closely direct the application of these concepts. At the end of Round 3, the participants will
witness the benefits of implementing the more advanced concepts.
Duration:
1 day
Who
should attend: Anybody who works in the administrative area of a manufacturing
company, or anyone who works in a service organization can benefit from this
workshop.
|
Change
Management Associates Tele: 856-235-8051 • Website:
cma4results.com |
|
The Complete Lean
Value Stream Mapping for Administrative and Office
Processes
One Day Workshop
A Lean Enterprise
relentlessly drives "Non-Value-Added" waste by improving the flow of
materials and information. It is
imperative that companies apply lean thinking to all processes - non-production as well as production. By redesigning key business processes,
tremendous benefits to the organization can be realized.
This eight hour workshop is
based on the Shingo Prize wining book of the same title. It reviews the eight basic wastes in the
context of non-production processes. The
manner by which Lean Thinking is applied to information intensive processes is
then explored by making use of Value Stream Mapping - the assessment and
planning tool of lean practitioners.
Participants will learn to use this tool to: define the current state of
an existing business process; re-design the process based on lean concepts; develop
an Implementation Plan for the future state model. A case study is provided to enhance the
learning process.
Duration: One day
Who should attend:
anyone from a manufacturing or service organization who is involved in
administrative or information intensive processes, including managers.
|
Change
Management Associates Tele: 856-235-8051 • Website:
cma4results.com |
|
Office Value Stream Mapping
Event
Lean Enterprise is defined as the efficiency in which customer interest is translated
into customer satisfaction. Efficiency
is measured in terms of lead time, productivity, quality and inventory. Lean Enterprise requires a relentless pursuit
to drive "Non-Value-Added" waste from the overall system that
constitutes the business. The fact is
that most organizations have a great deal of waste within their systems. By redesigning key business processes, much
waste can be eliminated, thereby providing tremendous benefits to the
organization.
Therefore,
it is imperative that companies apply Lean concepts to all processes - non-production as well as production. An eight hour workshop reviews the eight
basic wastes in the context of non-production processes. In addition, a review of the various
Lean/World Class Enterprise concepts, and how they are applied to
non-production processes, is provided to develop a necessary foundation.
The
actual Value Stream Mapping approach that is used to examine the overall
enterprise, or a selected process within is also reviewed. The approach utilizes a state model for
change. A map of the current state is
developed that serves as a basis for re-designing the enterprise or a selected
business processes. A future state map
is then developed that serves as a "what can be" vision. The manner by which the future state map is
used to develop an Implementation Plan is also explored. A case study is used to help participants to
understand the mapping tool.
Beyond
the workshop, a company may wish to conduct an actual mapping event. A selected process, or the enterprise as a
whole, can be the subject of the event.
A cross functional team of 6 - 8 people will participate in the event to
develop current and future state maps, as well as an implementation plan to
make the future state a reality.
Typical 3-day Agenda
Pre-event: Scoping
exercise to prepare for the event
Day 1: Education in Value Stream Mapping and the basic lean concepts
Initiate mapping event
Day 2: Develop
Day 3: Develop
Develop Implementation Plan
|
Change
Management Associates Tele: 856-235-8051 • Website:
cma4results.com |
|
Typical 3-day Agenda (continued)
The duration of the event can
vary based on the complexity of the business process that is the subject of the
event, as well as logistics. For
example, if portions of the process are performed in different sites on the
same corporate “campus”, additional time will probably be needed.
Typical
Deliverables
·
A Current State
Map of an entire enterprise, or of a selected process
·
A Future State
Map that visually depicts the recommendations for improvement, as well as the
projected benefits
·
An Implementation
Plan to make the future state a reality
·
A cross functional
team that has practical experience in Value Stream Mapping, and the means by
which Lean/World Class Enterprise concepts can be applied to non-production
processes.
Change Management Associates
Tele: 856-235-8051 • Website: cma4results.com
Creating
the Visual Lean Office through Kaizen
Kaizen
Event
A Kaizen Blitz is a very intensive and focused
approach to Process Improvement. The
Kaizen Blitz format is action oriented, and has proven to be an effective means
to apply standard work, flow and pull concepts in the office, as well as
workplace organization and visual management techniques. A 5-step methodology is used to facilitate
the kaizen events and create the visual lean office. Each Kaizen will include education in lean
tools and techniques.
A
group of 6 to 12 people typically make up the kaizen team. A “target area” and “scope” is
identified. The team will then work
through the 5-step methodology to identify standard work practices, to
implement means to communicate them, and to develop maintenance procedures to
sustain the benefits over time. Actual
changes are made in the targeted work area(s) and the impact assessed. Follow-up actions are identified as part of a
kaizen “newsletter”. Typically, a
“report out” is performed at the end of the event to share the experience and
learning with others beyond the kaizen team.
Participants
will learn through this hands-on experience that change can happen
quickly, and need not be dragged out over time.
In addition, they will learn how to prepare for a kaizen event, and how
to conduct a “waste walk” to help them develop “eyes for flow and eyes for
waste”. Specific tools are provided
including: waste walk forms, 5S audit forms, kaizen presentation templates,
analysis sheets, etc.
Typical 3-day Agenda
Pre-event: Scope area that will
be the subject of the event
Day 1: Education in kaizen and basic lean office concepts
Identify
or review communication needs based on scope of kaizen effort
Identify
“participants”, develop ideas
Day 2: Implement visual techniques including 5S (begin)
Day 3: Implement visual techniques including 5S (end)
Develop
“maintenance” procedures
Measure impact, develop follow-up plan
Report
out
The duration of the event
will vary based on the amount of change desired to be completed during the event,
the number of people dedicated to the effort, and other considerations.
Change Management Associates
Tele: 856-235-8051 • Website: cma4results.com
Typical Deliverables
·
The application of specific lean concepts to a particular area of a
business.
·
Measurable results
·
A team of people who will have gained hands-on experience in rapid
change events.
·
Documented follow-up plans
Change Management Associates
Tele: 856-235-8051 • Website: cma4results.com