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Change Management Associates
The Complete Lean Enterprise
Value Stream Mapping for Office & Services
Change Management Associates
§  Quoting
§  Order Processing
§  Purchasing
§  Hiring
§  Shipping
“Whenever there is a ...
Change Management Associates
Purpose of Value Stream Mapping
v  Two ‘types’ of improvement
Ø  Incremental, process level...
Change Management Associates
Purpose of Value Stream Mapping
v  Visualize work as a “system”
Ø  Activities, Pathways, Li...
Change Management Associates
Initial
Customer
Contact
PROCESS
VALUE STREAM
Customer
(Internal or
External)
PROCESSPROCESS
...
Change Management Associates
How Does “Office & Service” Differ?
v  Many office & service value streams are not well
defi...
Change Management Associates
What to Map? Mapping to Meet Business Objectives
v  What is the strategic direction & key
ob...
Change Management Associates
What to Map? Product/Service Families
Product/
Service
Design Quote Enter
Order
Create
Docs
S...
Change Management Associates
Preparation
Current State
Future State
Planning
Agreeing on what process/service to study,
ho...
Change Management Associates
Customers
S/U
Customer Bill
Review
Order
Install
& Test
Dispatch
Technician
Make
Appointment
...
Change Management Associates
Mapping Icons
Electronic Information Flow
In Box
(Queue)
IN
Wait-Time
Information Flow
Data B...
Change Management Associates
Tips for Current State Mapping
v  Determining the appropriate level of detail
Ø  Creating ‘...
Change Management Associates
Designing the Future State
v  Is guided by pre-determined business goals and
objectives
v  ...
Change Management Associates
Designing the Future State
v  Must be achievable in a ‘reasonable’
timeframe
Ø  Elements wi...
Change Management Associates
Future State Questions
v  What does the customer really need?
v  Which steps create value a...
Change Management Associates
What Does the Customer Really Need?
v  What “service level” does the customer
need?
Ø  Desi...
Change Management Associates
What Steps Create Value and Which are Waste?
v  Consider the objective(s) for the value stre...
Change Management Associates
IN
Process 1 Process 2
IN
Process 3 Processes 1,2 & 3
versus
How Can We Flow Work with Few In...
Change Management Associates
Important:
Eliminate all reasons to “batch”!
Discipline to flexible processing!
No Good
Bette...
Change Management Associates
How Will Interruptions in the Flow be Controlled?
IN
Process A / B / C Process D / E / F
Ø  ...
Change Management Associates
How Will Interruptions in the Flow be Controlled?
v  How will work be prioritized?
Ø  Examp...
Change Management Associates
How Will Workload and/or Activities be Leveled?
v  Does the “volume” (e.g. demand variation)...
Change Management Associates
How will we manage the new process?
v  Changing the workflow is insufficient, the
manner by ...
Change Management Associates
What Process Improvements Will Be Necessary?
v  Identify all process improvements that will ...
Change Management Associates
Achieving the Future State
v  Learning your way to the future state
Ø  The future state is ...
Change Management Associates
Cross Train
Sales
Check-list
Office
Cell
Establish
FIFO Lanes
Standard
Work
Where to begin?!?...
Change Management Associates
Prioritizing Office & Service Kaizens
v  Eliminate NVA steps first that don’t require new IT...
Change Management Associates
v  Value Stream Mapping when properly used is a
powerful improvement methodology
Ø  Is an ‘...
Change Management Associates
Contact Information
Ø  Website: www.cma4results.com
Ø  Email: drewlocher@cma4results.com
Ø...
For more about lean and value stream mapping, be sure to check out the 
2017 AME International Conference in Boston this f...
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The Complete Lean Enterprise: Value Stream Mapping for Office and Services

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Learn how to apply value stream mapping to office and services and how to adapt the tool to handle the highly variable nature of office and service processes from Drew Locher. For more information about this topic, be sure to check out our 2017 International Conference in Boston http://bit.ly/2oHMiTh

Publié dans : Business
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The Complete Lean Enterprise: Value Stream Mapping for Office and Services

  1. 1. Change Management Associates The Complete Lean Enterprise Value Stream Mapping for Office & Services
  2. 2. Change Management Associates §  Quoting §  Order Processing §  Purchasing §  Hiring §  Shipping “Whenever there is a product (or service) for a customer, there is a value stream. The challenge lies in seeing it.“ (Womack, Jones) Physical Transformation - Manufacturing Problem Solving - Engineering Information Management §  Accounts Receivable §  Accounts Payable §  Inventory Management §  Invoicing §  Receiving What is a Value Stream?
  3. 3. Change Management Associates Purpose of Value Stream Mapping v  Two ‘types’ of improvement Ø  Incremental, process level (‘kaizen’) Ø  Radical, system level (‘kaikaku’) v  Several improvement methodologies exist Ø  All are variations of ‘P-D-C-A’ (A3, VSM, etc.) Ø  Each have different ‘social’ implications
  4. 4. Change Management Associates Purpose of Value Stream Mapping v  Visualize work as a “system” Ø  Activities, Pathways, Linkages (the “DNA” of Lean) v  Point to problems (from a system perspective) v  Focus direction (so the system benefits as a whole) v  Not to examine a specific function or department, but the information process that cuts across functions or departments
  5. 5. Change Management Associates Initial Customer Contact PROCESS VALUE STREAM Customer (Internal or External) PROCESSPROCESS Sales Value-Stream Improvement vs. Process Improvement Order Entry Process PROCESS Customer Service Engineering Purchasing Value Stream = ALL steps, both value-added and non value-added, required to complete a product and/or a service from beginning to end.
  6. 6. Change Management Associates How Does “Office & Service” Differ? v  Many office & service value streams are not well defined, nor does much data exist v  Many office & service functions support several value streams without clear boundaries v  Harder to identify customer, product or service, and customer value v  Waste in office & service processes is much harder to see - more entrenched and hidden
  7. 7. Change Management Associates What to Map? Mapping to Meet Business Objectives v  What is the strategic direction & key objectives of the organization? v  What systems, business processes, or value streams impact the ability of the organization to meet its objectives? v  What specific performance goals or targets must be met?
  8. 8. Change Management Associates What to Map? Product/Service Families Product/ Service Design Quote Enter Order Create Docs Standard X X Custom X X X X Determine product or service families based on similar processing steps Process Steps
  9. 9. Change Management Associates Preparation Current State Future State Planning Agreeing on what process/service to study, how to map it, who will participate, planning logistics, collecting data Agreeing on a well understood map of the current situation Agreeing on a shared vision of a Lean future state Agreeing on how to implement the future state vision The VSM Process 2 – 4 days
  10. 10. Change Management Associates Customers S/U Customer Bill Review Order Install & Test Dispatch Technician Make Appointment Schedule Service IN IN IN Srvc Req Srvc Order Srvc Order Srvc Order Srvc Order Bill Request for Installation P/T=15m C&A=100 % 4 Techs CS DispatchDispatch Dispatch Dispatch CS P/T=15m C&A=90% 2 d BizSys P/T=10m L/T=1d C&A=95% P/T=30m C&A=100% 1-5 d P/T=4h L/T=1d C&A=80% P/T=15m C&A=90% 1 d 1 d P/T=15m C&A=100% Demand = 8 requests per day Lead Time = <=5 days Billing Disputes = 20% 15m 15m 10m 30m 240m 15m 15m 2d 1d 1-5d 1d 1d 1d Cabbie’s Cable Service Current State Map – June 2008 Total Request to Install L/T = 5 - 9 days Overall L/T = 7 - 11 days Total “Office” P/T = 100m/request Overall P/T = 340m/request First Pass Yield = 49% SS SS
  11. 11. Change Management Associates Mapping Icons Electronic Information Flow In Box (Queue) IN Wait-Time Information Flow Data Box P/T L/T %C&A Supermarket XOXO Load Leveling F I F O First-In First-Out FlowStandard Work Kaizen Lightning Burst Iterations Process Box Technology Used Receive Order Fax Outside Resource (Customers, Suppliers) Worker Weekly Schedule Information
  12. 12. Change Management Associates Tips for Current State Mapping v  Determining the appropriate level of detail Ø  Creating ‘eyes for flow’ and ‘eyes for waste’, but….. v  Ranges in the data are acceptable Ø  Just watch for ‘outliers’ v  Map together as a team Ø  It’s about the learning v  ‘Show and tell’ Ø  ‘Go see’, engage more senses
  13. 13. Change Management Associates Designing the Future State v  Is guided by pre-determined business goals and objectives v  Is a thoughtful re-design of the current system based on the key lean concepts v  Is not a ‘waste war’ and should not result in ‘drive- by’ kaizen
  14. 14. Change Management Associates Designing the Future State v  Must be achievable in a ‘reasonable’ timeframe Ø  Elements within 3 months, 3-6 months, 6-9 months…. Ø  Fully within one-year Ø  Uncertainty is OK l  “Do you have a 70% chance to implement that idea in the next 3 months? 3 – 6?....”
  15. 15. Change Management Associates Future State Questions v  What does the customer really need? v  Which steps create value and which are waste? v  How can we flow work with fewer interruptions? v  How will interruptions in the flow be controlled? v  How will work load and/or activities be leveled? v  How will we manage the new process? v  What process improvements will be necessary?
  16. 16. Change Management Associates What Does the Customer Really Need? v  What “service level” does the customer need? Ø  Desired response or turnaround time Ø  Expected quality level of the output v  What is the demand for the process? Ø  Expected demand rate Ø  Expected variation in the demand rate Ø  Required resources to meet demand rate(s)
  17. 17. Change Management Associates What Steps Create Value and Which are Waste? v  Consider the objective(s) for the value stream re-design & the response to the first question Ø  Focus on the key wastes that are obstacles to those objectives – don’t focus on all the wastes It’s about selecting the ‘right’ wastes to address “Quality not quantity” Focused improvement rather than ‘drive by’
  18. 18. Change Management Associates IN Process 1 Process 2 IN Process 3 Processes 1,2 & 3 versus How Can We Flow Work with Few Interruptions? IN Process 1 Process 2 IN Process 3 Processes 1,2 & 3 versus ‘Concurrent’ or ‘parallel’ processing is another approach to flow
  19. 19. Change Management Associates Important: Eliminate all reasons to “batch”! Discipline to flexible processing! No Good Better: Every Type Every Day Paperwork Processing Monday 40 A Tuesday 10 A, 30 B Wednesday 20 B, 20 C Thursday 40 C Friday 20 C, 20 A Monday: 14 A, 10 B, 16 C Smaller Batches of Work = Doing Things More Frequently Even Better: Every Type Every Hour 8AM: 3A, 2B, 3C 9AM: 4A, 2B, 2C Why such a “routine”?
  20. 20. Change Management Associates How Will Interruptions in the Flow be Controlled? IN Process A / B / C Process D / E / F Ø  Elements of every Pull System l  Visibility of a queue of work l  Limits defined for a queue (standard work-in- process) l  Defined rules for the queue when the limits are met l  Use of visual signals that are worker managed
  21. 21. Change Management Associates How Will Interruptions in the Flow be Controlled? v  How will work be prioritized? Ø  Examples: l  Enhanced decision making tools (e.g. governing the release of work) l  Define desired sequence (e.g. FIFO, due date)
  22. 22. Change Management Associates How Will Workload and/or Activities be Leveled? v  Does the “volume” (e.g. demand variation) impact the system in any way? Ø  Example: Month-end phenomena v  Does the “mix” (e.g. order type) impact the ability of the system to flow, or impact the responsiveness of particular steps in any way? Ø  Example: Rush vs. Standard Orders
  23. 23. Change Management Associates How will we manage the new process? v  Changing the workflow is insufficient, the manner by which we manage it must also change Ø  What frequency will we review performance of the process? Ø  By what visual means will performance be monitored? Ø  How will we engage team members in the management and improvement of the process?
  24. 24. Change Management Associates What Process Improvements Will Be Necessary? v  Identify all process improvements that will be necessary to implement the future state Standard Work Paperwork Redesign Change Authority Levels Eliminate Hand-offs
  25. 25. Change Management Associates Achieving the Future State v  Learning your way to the future state Ø  The future state is not ‘cast in stone’ Ø  Achieving the future state represents a series of ‘experiments’ and PDCA cycles Ø  Based on what has been learned, the future state and the implementation plan will be revised accordingly
  26. 26. Change Management Associates Cross Train Sales Check-list Office Cell Establish FIFO Lanes Standard Work Where to begin?!?! Achieving the Future State
  27. 27. Change Management Associates Prioritizing Office & Service Kaizens v  Eliminate NVA steps first that don’t require new IT efforts v  Address information quality issues first v  Establish standard work to reduce variability v  Implement flow (e.g. reduce hand-offs) v  Simplify steps that require minimal IT effort (e.g. minimize transactions entering and within the Value Stream) v  Implement IT solutions (e.g. e-business) v  Identify “loops”, as appropriate
  28. 28. Change Management Associates v  Value Stream Mapping when properly used is a powerful improvement methodology Ø  Is an ‘enabling’ tool (to apply Lean Thinking) Ø  Is an excellent collaboration tool Ø  Can provide breakthrough results Summary
  29. 29. Change Management Associates Contact Information Ø  Website: www.cma4results.com Ø  Email: drewlocher@cma4results.com Ø  Twitter: @DrewLocher
  30. 30. For more about lean and value stream mapping, be sure to check out the  2017 AME International Conference in Boston this fall! For more information,  visit the #AMEBoston website, www.ame.org/boston.

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