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: One 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.

The Complete Lean Enterprise
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.

 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 Current  State Map

Day 3:

• Develop Future  State Map
• Develop Implementation Plan

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 31 Lexington Court, Mount Laurel  NJ 08054 Tele: 856-235-8051 • Website:  cma4results.com

Creating the 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 7-step methodology based on Plan-Do-Check-Act (PDCA) is used to facilitate the kaizen events.  Each Kaizen will include education in basic quality management & lean tools and techniques.

A group of 6 to 12 people typically make up the kaizen team.  A “target area” and “scope” is identified prior to the event.  The team will then work through the 7-step methodology.  The steps include: 1) understand the process, 2) define and select opportunities, 3) identify root causes and obstacles, 4) determine countermeasures, 5) implement (‘do’), 6) measure impact (‘check’), 7) develop control plan (‘act’).  There is a ‘bias towards action’ during a kaizen event.  Actual changes are made in the targeted work area(s) and the impact assessed.  Follow-up actions are identified as part of a kaizen “newspaper”.  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 and conduct a rapid improvement event, as well as the basic quality management and lean tools.

Typical 3-day Agenda

 Pre-event:

• Scope area that will be the subject of the event

Day 1:

• Education in kaizen and basic quality management and lean concepts
• Step 1: Understand the process
• Step 2: Define & select opportunities
• Step 3: Identify root causes and obstacles

Day 2:

• Step 4: Determine countermeasures
• Step 5: Implement countermeasures (begin)

Day 3:

• Step 5: Implement countermeasures (end)
• Step 6: Measure impact
• Step 7: Develop control 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 31 Lexington Court, Mount Laurel  NJ 08054 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 31 Lexington Court, Mount Laurel  NJ 08054 Tele: 856-235-8051 • Website:  cma4results.com