Lean Road Map

Mapeamento do Fluxo de Valor Administrativo

THE ROAD MAP

6 STEPS FOR IMPROVEMENTS IN THE OFFICES

Identify process and value

Draw current state

Implementation

Draw FutureState

Analyze the wastes

1- Identify what add value to the customers;

2 Understand the current process3 Identify wastes;

5 Draw a high performance processbased on 3 lean solutions

4 Find the root cause of wastes;

6 Implement actions and manage to perfection;

FILES

VOC analysis.xls

VOC.xls

Time

Attractives(unknown)

Performance(Spoken)

Basic(Expected)

What happens with time?

Well done

Not done(or done in a bad way)

VOICE OF CUSTOMER

Neutral

INTERPRETING RESULTS

Functional presentation POSITIVE (+)

Functional presentation NEGATIVE (-)

Satisfied

Customer requirements

Unsatisfied

Neutral

Satisfied

Neutral

Unsatisfied

Reverse

?

Indiferent

Performance

Attactive

Basic

Reverse

Reverse

?


Draw current state

Implementation

Draw FutureState

Analyze the wastes






UNDERSTAND THE CURRENT PROCESS

Gather peoplesactivity information

Voice of CustomerSurvey

CriticalAnalysis

Prioritized &CriticalVSMs

> 70% answers to be trustful

30 days to avoid seasonality

Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential

GATHER PEOPLES ACTIVITY INFORMATION

Data Gathering - Consolidation.xls

Data Gathering.xls


VALUE STREAM MAPPING

VSM.xls

VSM.pdf

VSM.vsd

WASTES IN OFFICES

BOUNDARY WASTES

KNOWLEDGE WASTES

PLANNING WASTES

9 WASTES IN OFFICES

REDUNDANT TASKS

POOR QUALITY

LACK OF SYNCHRONISM

WAITING

REINVENTION

LACK OF LEVELLING

USELESS INFORMATION

LARGE BATCHES

STOP AND GO TASKS

BOUNDARY

KNOWLEDGE

PLANNING


Draw current state

Implementation

Draw FutureState

Analyze the wastes






DMAIC TOOLS (ubertool)

BRAINSTORMING

CHECK-LIST

PRIORITY MATRIX

5W / 1H

PARETTO CHART

CHARTS

ISHIKAWA

5W

1H

DMAIC TOOLS (ubertool)

Quick Hits

Complex

JUST DO IT!

PLAN = 5W1H & 5 WHYs

~ 40% of cases

~ 60% of cases

5W1H

5 WHYS

FILES

5W1H5 Whys


Draw current state

Implementation

Draw FutureState

Analyze the wastes






1 FLOW;2 STANDARDIZATION;3 QUALITY MANAGEMENT;

3 LEAN SOLUTIONS

FLOW

LEVEL THE WORKLOAD;

ELIMINATE INTERRUPTIONS;

LEVEL THE WORKLOAD

QUESTIONS:

WHAT IS THE CAPACITY OF THE PROCESS?

IS THERE A BOTTLENECK?

IS THERE AN OVERLOAD?

WHAT IS THE RIGHT TIME TO START?

WHO SETS PRIORITY?

DEMAND

4

19

BALANCE CHART

Linha Vermelha = Tempo Takt ( Rodada de linha)

Cada barra mostra os elementos de trabalho para um operador

As barras so preenchidas de baixo para cima

1-2-3-4 so os elementos que o operador 1 executa, e no tempo de 14 min.

Operador 3 gargalo

BALANCE CHART

Linha Vermelha = Tempo Takt ( Rodada de linha)

Cada barra mostra os elementos de trabalho para um operador

As barras so preenchidas de baixo para cima

1-2-3-4 so os elementos que o operador 1 executa, e no tempo de 14 min.

Operador 3 gargalo

BALANCE CHART

Balance chart.xls

INFORMATION FLOWWITH NO HAND OFFS

PROCESS

DEPTS

DATA

PRECIOUS

INFORM.;

GOOD

DECISION

ELIMINATE INTERRUPTIONS

TRADITIONAL PROCESS

4

19

Hand Off Causador de desperdcio: Termo em Ingls que designa a passagem de Informao de uma pessoa para outra ou de um departamento para outro. ****repare no longo tempo e destorcido tempo de atravessamento

LEAN PROCESS

4

19


3 LEAN SOLUTIONS

STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION

Content:1 Work flow2 Processes Inputs and Outputs3 Method: detailed instruction, step by step (element instruction)

SWI.xls


3 LEAN SOLUTIONS

LEAN MANAGEMENT SYSTEM

VISUAL MANAGEMENT

LESSONS LEARNED

Task Accountability Board

Daily Accountability Routine

Tier 1

Tier 2

Tier 3

Tier 4

Supervisor

Operators

Data acquisition

Superintendent

Supervisor

Process Eng

Maintanance

Planning

Superintendent

Plant Manager

Site Manager

Plant Managers

Maintanance Manager

Planning Manager

Gather together the information to share with tier 4

Signatures

YYYYY

XXXXX

XXXXX

7.00 8.00 am

8.00 8.30 am

9.00 9.30 am

9.30 10.00 am

LEAN MANAGEMENT

Lean Management.xls

2008 Corporate Overview v1 4.4.08

Make easy and widely accessible the comparison of the expected performance versus actual

VISUAL MANAGEMENT

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Call Center Management

VISUAL MANAGEMENT


Delivery Issues

VISUAL MANAGEMENT


Kamishibai Routine control

VISUAL MANAGEMENT


Action Log

VISUAL MANAGEMENT


VISUAL MANAGEMENT

KPIs Visual Management.xls


LESSONS LEARNED

Structured meetings with the following targets:

Measure results

Focus in facts and data

Process analysis

Feedback of internal customer

Written improvement plan


Draw current state

Implementation

Draw FutureState

Analyze the wastes






FUTURE STATE

Actions and why are recommended

Countermeasures to the root-cause

CURRENT STATE

Where are we?

How are we?

Facts and data

ACTION PLAN

Which activities are required to reach the target condition?

Responsible and when?

INDICADORES

Measurement of impact of the actions in the KPIs

ANALYSIS

What is the root cause?

What is the restriction?

BACKGROUND / TARGETS

Historical Context

What is the problem? What is the relation with the business?

Title

E.O.

F. B.

M. E.

P. P.

D. M.

A.C.

DATE17/06/08

C. F.

A3 REPORT

FILES

A3 Report Template.xls

A3 Report Example.xls


Lean Six Sigma Learning

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Lean Road Map