Lean office b bs english

Lean Six Sigma Learning

© 3M 2008. All Rights Reserved.

LEAN OFFICE



WHAT IS THE CHALLENGE FOR THE COMPANIES NOWADAYS?


© 3M 2008. All Rights Reserved. 4

CHINA



WHAT ARE THE MOST COMPETITIVES COMPANIES DOING?



THERE ARE A LOT OF WASTESIN SERVICEBASED OPERATIONS



AIRPLANE TRIP – CAMPINAS TO SALVADOR

Drive to airport

Driver

Car

30 min

Park

Driver

Car

5 min

Walk to the terminal

Flyer

Walking

5 min

Check-in

Front desk

system

30 min

Wait

Flyer

Sit in a chair

30 min

Pass through security

Flyer

Line

30 min

Wait for boarding

Flyer

Sit in a chair

30 min

Board in the plane

Flyer

Line

10 min

Wait everybody to board

Flyer

Sit in the chair

20 min

Go to the departure point

Flyer

Airplane

5 min

Wait in the line to depart

Driver

Car

5 min

Fly to Salvador

Flyer

Airplane

2 hours

Go to the terminal

Flyer

Airplane

5 min

Arrive in the terminal

Flyer

Walking

5 minutes

Take the luggage

Flyer

Walking

20 min

Get a cab

Flyer

Line

5 min

Go to final destination

Flyer

Taxi

30 min

6 h 25 min

3 hours

46%



MEDICAL CONSULTATION

Look for the doctor

Patient

Book

5 min

Call the doctor to schedule

Patient

Phone

5 min

Wait the date

Patient

2 days

Drive to the clinic

Patient

Car

20 min

Park

Patient

Car

5 min

Walk to the clinic

Patient

Walking

2 min

Get a password and wait

Patient

Sit in a chair

10 min

Present the docs

Patient

Front desk

5 min

Wait to be called

Patient

Sit in the chair

10 min

Consult the doctor

Patient

Face to face

20 min

Go back home

Patient

Car

20 min

49h 42min

20 min

0,7%



WHY IS THERE A

LOT OF WASTES IN

OFFICES?



SOURCE OF THE PROBLEMS





HAND OFF

INFORMATION TRANSFER BETWEEN PEOPLE AND DEPARTMENTS



FUNCTIONAL DIVISION





NUMBERS CHALLENGE

SEQUENCE PREDICTION RESULT

2 4 6



IDEASPICK ONE DEVELOP

ANALYSE AND TEST

IMPROVE





After obtaining the exceptional world record of 19.19s in 200m, Bolt said: “I was not tinking in the world record. I was working in my start and

today I did it very well.”



ABOUT INDICATORS DO NOT SOLVE ANY PROBLEM! ACTIONS SOLVE PROBLEMS!



IS IT DIFFICULT TO SEE

THESE WASTES IN THE

OFFICES?



IT I DIFFICULT TO SEE HOW THE INFORMATION IS PROCESSED

SO, IT IS DIFFICULT TO SEE THE WASTES!

WE NEED A METHODOLOGY!



CAN LEAN HELP US?



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;



WE CAN ONLY REMOVE WASTES IF WE

UNDERSTAND WHAT IS VALUE TO THE

CUSTOMER

WHAT IS VALUE TO YOUR CUSTOMER?



Time

Attractives(unknown)

Attractives(unknown)

Performance(Spoken)

Performance(Spoken)

Basic(Expected)

Basic(Expected)

What happens with time?

What happens with time?

Well doneNot done(or done in a bad way)

VOICE OF CUSTOMER

Neutral



EXAMPLES1a. CRC extract orders, how do you feel about it?

1b. CRC do not extract orders, how do you feel about it?

2a. CRC makes active selling, how do you feel about it?

2b. CRC does not make active selling, how do you feel about it?

3a. CRC connects customer and Materials Planning, how do you feel about it?

3b. . CRC does not connect customer and Materials Planning, how do you feel about it?

1. I like it .

2. I expect it.

3. I am neutral.

4. I do not like but I can tolerate.

5 . I do not like but I can not tolerate

1. I like it .

2. I expect it.

3. I am neutral.



1. I like it .

2. I expect it.

3. I am neutral.





INTERPRETING RESULTSFu

nctio

nal p

rese

ntat

ion

POSI

TIVE

(+)

Functional presentation NEGATIVE (-)

SatisfiedCustomer

requirements

Unsatisfied

Neutral

Satisfied

Neutral Unsatisfied

Reverse

?Indiferent

PerformanceAttactive

Basic

Reverse Reverse

?




Draw current state

Implementation

Draw FutureState

Analyze the wastes








WHY IS IT EVEN MORE IMPORTANT IN

OFFICES?The goal is clarify the current state and create a consensus

about the need of change!



GATHER PEOPLE’S ACTIVITY INFORMATION



EXAMPLE



GRAPHICAL PRESENTATIONWhat is done

(1 verb)?

Who does?

How (tool and/or method)?

P = Number of peopleP = Number of people

TP = Time of permanenceTP = Time of permanence

TRA = Time of activity executionTRA = Time of activity execution

Document output

Information output

F = frequency of activity executionF = frequency of activity execution

IND = Quality indicatorIND = Quality indicator

Output of the process

Loops of the process

Process entry



IDENTIFYING WASTES IN OFFICES



OVERPRODUCTION

TRANSPORTATION

POOR QUALITYOVER-PROCESSING

WAITING

THE TRADITIONAL 7 WASTES

MOTION

INVENTORY



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

BOUNDARYBOUNDARY

KNOWLEDGEKNOWLEDGE

PLANNINGPLANNING



IT IS HARD TO SEE




Draw current state

Implementation

Draw FutureState

Analyze the wastes








PDCA - TOOLS

BRAINSTORMING

CHECK-LIST

PRIORITY MATRIX

5W / 1H

PARETTO CHART

CHARTS

ISHIKAWA5W1H



5W1H



5 WHYS



5 WHYS



EXAMPLE




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



BALANCE CHART



INFORMATION FLOWWITH NO HAND OFFS

PROCESS

DEPTSDATA

•PRECIOUSINFORM.;• GOODDECISION

ELIMINATE INTERRUPTIONS



TRADITIONAL PROCESS



LEAN PROCESS



1 – FLOW;



3 LEAN SOLUTIONS



- TASKS OF THE PEOPLE

- TRANSFER OF INFORMATION

EVERY TASK SHOULD BE ESPECIFIED IN CONTENT, SEQUENCE, TIME AND OUTPUT.

EVERY RELATION CUSTOMER-SUPPLIER SHOULD BE STRAIGHT AND CLEAR.

STANDARDIZE



STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION



1 – FLOW;



3 LEAN SOLUTIONS


© 3M 2008. All Rights Reserved.P 57

57

• LEAN MANAGEMENT SYSTEM

• VISUAL MANAGEMENT

• LESSONS LEARNED



“The daily accountability questing a better quality of activities is one of the most important value of a company.”

Falconi

DAILY ACCOUNTABILITY

Go & See!



DAY 1

DAY 2

DAY 3

DAY 4




DAY 1

DAY 2

DAY 3

DAY 4DAYS 5 & 6(LOST)




PART OF DAY 5(LOST)

DAY 1

DAY 2

DAY 3

DAY 4




DAY 1

DAY 2

DAY 3

DAY 4




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

VISUAL MANAGEMENT



EXAMPLES


© 3M 2008. All Rights Reserved.P 65

65

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?

TitleE.O. F. B. M. E. P. P. D. M. A.C.DATE

17/06/08

C. F.

A3 REPORT



CURRENT SCENARIO AND LEAN OFFICE VOC GATHER INFORMATION AND MAPPING WASTES AND ROOT CAUSES 3 LEAN SOLUTIONS FOR FUTURE STATE MANAGE TO PERFECTION!

SUMMARY

THANK YOU!

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Lean office b bs english