Lean Office EnglishWorkshop.ppt

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1、Lean Office,Lean Office Workshop,Lean Office,Targets,Teach the Participants on how to Map a ProcessTrain you to see Opportunities of ImprovementStandardize the Mapping Language,Lean Office,Agenda,Present LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map-CitrosucoPresentatio

2、n of the Current State MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map-CitrosucoFinal Discussion,So,what is Lean anyway?,Lean Office,What do you think of this?,Lean Office,What do you think of this?,Lean Office,What do you think of this?,Lean Office,What do you think of

3、 this?,Lean Office,What do you think of this?,Lean Office,What do you think of this?,Lean Office,What do you think of this?,Lean Office,What do you think of this?,Lean Office,We are going to talk about Toyota,but.,That doesnt mean Toyota is perfectIt is not about Toyota(I will not try to sell you a

4、Toyota)It is not about carsIt is about people!,Lean Office,Tough question.,Why is Toyota so successful?,Lean Office,Everybody is asking,Lean Office,The History of Toyota(1950),Toyoda family to Taiichi Ohno:“Reach the north-American auto industry in 3 years”Japanese Market was many times smaller than

5、 the American with the same high varietyProductivity was 10 times smallerNo credit(banks refusing to lend money),What was the one resource that was not scarce?,Lean Office,The answer.,We must make people think and take initiative!,Lean Office,Inventory,Over Production,Transport,Defects,Motion,Unnece

6、ssary Process,Waiting,The 7 Wastes,Lean Office,Something about Waste,Elements of Production or Administrative Processes that do not add value to the product or service;Waste means Cost and Time,Things to remember about waste:Waste is a symptom of a Problem and not the cause of the Problem Waste show

7、s us points of opportunities in our system,Lean Office,So,what is Lean?,Toyota invented a new Production Systemtoday we call it Lean Manufacturing or simply Lean,This Production System focus on Waste Elimination,Lean Office,Agenda,Present LeanHow to Implement LeanLean and Administrative ProcessesCur

8、rent State Map-CitrosucoPresentation of the Current State MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map-CitrosucoFinal Discussion,Como se implementa o Lean?,Lean Office,The Toyota Production System,What do we know about Lean,5 Principles,4 Rules,Value Stream Mapping,L

9、ean Office,What is Lead Time?,Time between receiving an order and delivering the product,The shorter the Lead-Time,the better?Why?,Lean Office,What does Toyota say about Lead Time?,Time between receiving an order and delivering the product,All were trying to do is shorten the time line”Taiichi Ohno,

10、$,Lean Office,The 5 Lean Principles,Specify&enhance valueIdentify the value stream&remove wasted actions(muda)Make the value flowSo the custumer can pullBy managing toward perfection,Value Stream Mapping,Lean Office,Lean Tools,Are known and have been applied for many years5STPMSMEDContinuous Flow(Ma

11、nufacturing Cells)KanbanPoka-Yoke.,However,only few Companies compare to Toyota in terms of Quality,Productivity and Profitability.Why?,Lean Office,What many companies do,Cherry Pick the tools and apply them randomly on the value stream.,Then,how should we do?,Lean Office,Value Stream Mapping,First,

12、you understand how the Value flows through the entire Value Stream.Then,you apply the right tool on the point of the Value Stream that will bring the greatest impact on the Global result;We exchange local success for Global success,The application of Tools must provide to the Customer:What they want

13、 When they want it With no waste,Lean Office,Value Stream Mapping,Follow a products production or service path from beginning to end,and draw a visual representation of every process in the material and information flowsThen draw a“Future State”map of how value should flow.,Lean Office,Value Stream

14、Definition,All actions(both value added or non value added)required to bring the value to the customer.,Lean Office,Steps of the Value Stream,Product Family,Current State Map,Implementation,Future State Map,Understand how the shop floor(value stream)currently operates,Design a Lean Flow,Plan how to

15、get there and Just Do It,Define what you are mapping,Lean Office,Defining what to map,Create a Matrix Product versus Equipment/Process,Lean Office,Defining what to map,Find the families observing Flow Similarity,Family A,Lean Office,The Map,Lean Office,Change,Improvement,Always needs,Is not always,?

16、=,Change and Improvement,Lean Office,Is every Change an improvement?,A Change was planned to reduce the Cycle-Time of an Operation.The Change was implemented on week 8 after the start of the projectOn week number 4 Cycle-Time was measured 8 hours;On week 8 Cycle-Time was measured 2 hours.,Was this C

17、hange an Improvement?,Lean Office,Is every Change an improvement?,Lean Office,Is every Change an improvement?,WEEK,Lean Office,Is every Change an improvement?,Lean Office,Is every Change an improvement?,Lean Office,Not every Change is an Improvement,Improvement is Positive Impact,Relevant and Long L

18、asting on Metrics that are Important for the Organization,Lean Office,Defining what to map,Changes should be motivated by MetricsPoor Delivery PerformanceLong Lead-TimeLow Productivity.The first step is to describe what is bothering through Metrics,Practical Example,Lean Office,What was bothering th

19、e company?,Business in Brazil is not profitable with US Dollar at R$2,10The Company needed a 25%of increment in productivity to be profitable;They needed to increase Production from 80 containers per month to 100 with the same amount of employees;,They thought Lean could help them!,Lean Office,Curre

20、nt State Map,Lean Office,Identified Opportunities,Over Production:Production Orders were delivered to the Plant based on 2 Weeks Forecast but the customer can change the Orders later than that;Waiting:Lack of Forklift cause line stoppageInventory:Long Setup Times cause huge Production BatchesInvento

21、ry of Raw Material:High Inventory of some items and Insufficient for othersOver-Time:Bottleneck equipment has Maintenance ProblemsHuge Follow-up of the Production OrdersYet,Low Delivery Performance,Lean Office,Future State Map,Lean Office,Future State Action Plan,Lean Office,Results,Downtime:-50%Sat

22、in-CoatSetup Time:-75%Moldureiras(from 2 hours to 30 minutes)Inventory:-10%PlantProduction on Time:+50%(from 60%to 90%)Productivity:+25%(80 100 containers/month)in August 2006Inventory Reduction on the Value Stream due to the Pull System with Distribution Centers in the US:US$1.000.000(only one Prod

23、uct family),Lean Office,Agenda,Present LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map-CitrosucoPresentation of the Current State MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map-CitrosucoFinal Discussion,Can I implement Lean on the Office?,Le

24、an Office,Toyota Development is Better,Highest profit per vehicleAlmost every project is successfulBest qualityNumber of Recalls(2000)Toyota:5(1 design)Ford:30(14 design),Lean Office,Toyota Development is Cheaper,70.000 people(160.000 with associated companies):14 launches in 2000Equals to GM at pea

25、k with 350.000 people300 engineers per project,half time or less,for two yearsVersus 600 full time,for 4 years at Chrysler,Lean Office,Toyota Development is Faster,15 months now common,styling approval to launchDown from 36 months in one decadeUS companies have attempted 24 month cycles using conven

26、tional process,wit disastrous resultsSubstantial increases in recallsProduction debugging often takes 6 months after startup,Lean Office,Administrative versus Productive Processes,Process of information and DocumentsRelies on PeopleVariable Cycle TimesInvisible InventoriesRework is not registeredLac

27、k of Standard Work,Process of materialRelies on Equipment and MachinesWell defined Cycle TimesVisible InventoriesHighly concerned with scrap and reworkStandard Work,Administrative,Productive,Lean Office,Count the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI will time

28、youI will stop my watch when the eight person raises his hand,Numbers Exercise,Lean Office,17,16,34,1,2,3,8,7,6,5,4,11,12,13,15,10,9,14,18,22,21,20,19,28,27,26,25,24,23,30,29,36,32,35,33,31,Go!,Lean Office,Count the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI will ti

29、me youI will stop my watch when the eight person raises his hand,Numbers Exercise,Lean Office,1,2,3,8,7,6,5,4,11,12,13,15,10,9,14,17,16,18,22,21,20,19,28,27,26,25,24,23,30,29,36,32,35,34,33,31,Go!,Lean Office,Count the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI will

30、 time youI will stop my watch when the eight person raises his hand,Numbers Exercise,Lean Office,1,2,3,8,7,6,5,4,11,12,13,15,10,9,14,17,16,18,22,21,20,19,28,27,26,25,24,23,30,29,36,32,35,34,33,31,Go!,Lean Office,Count the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI w

31、ill time youI will stop my watch when the eight person raises his hand,Numbers Exercise,Lean Office,1,2,3,8,7,6,5,4,11,12,13,15,10,9,14,17,16,18,22,21,20,19,28,27,26,25,24,23,30,29,36,32,35,34,33,31,Go!,Lean Office,What do you think of this?,Lean Office,What do you think of this?,7+2 Wastes on the O

32、ffice,Lean Office,Over Production,Manufacturing:Produce Earlier;Produce Faster;Produce More,Office:Deliver Process before they are necessary;Deliver what is not necessary;,Lean Office,Inventory,Manufacturing:Due to Long Setup TimesPoor Production PlanningMaintenance ProblemsUnbalanced work,Office:E-

33、mails to readDocuments on the deskLack of capacity?What is the priority?,Lean Office,Waiting,Manufacturing:For Authorizations;For Equipment;For Material;,Office:For Signatures;For Phone Calls;For Documents;,Lean Office,Unnecessary Process,Manufacturing:Rework Material;Various Inspections;,Office:Che

34、ck other peoples work;Obtaining various signatures;Excessive Revisions,Lean Office,Motion,Manufacturing:Workstation Layout;Materials and Tools position;Lack of motion analysis;,Office:Lack of motion analysis;Layout Problems;Lack of Standards;,Lean Office,Defects,Manufacturing:Lack of work standards;

35、Lack of Poka-yokes;,Office:Lack of work standards;Lack of Poka-yokes;Lack of Metrics,Lean Office,Transport,Manufacturing:Parts are moved from one side to the other;,Office:Documents move;E-mails stop for long times and then move really fast;,Lean Office,How to do an Improvement,Lean Office,How to do

36、 an Improvement,What is the Problem?Plug is outWhat is the solution?Plug it in!,That is the easy way out.Will the problem happen again?,Lean Office,How to do an Improvement,Why is the computer not working?Because there is no energy Why isnt there energy?Because the Plug is outWhy is the Plug out?Bec

37、ause something pulled it outBut,why was it pulled out?Because something hooked on the cableWhy did something hook on the cable?Because the cable lays on the floorAnd why does the cable lay on the floor?Because it is too long,Lean Office,How to do an Improvement,What are the possible solutions?Shorte

38、n the cableStick the cable on the floor with tapeTake the computer closer to the outlet,Improvement is addressed to the root cause of the problem.It is only an Improvement when the problem is solved.,Lean Office,2 More Wastes,Knowledge WastesHand-offWishful Thinking,Lean Office,Hand-off Definition,S

39、eparation of knowledge,responsibility and action,Lean Office,Hand-off,ExamplesProduct engineering,Manufacturing engineeringRotating people before project endsPurchasing is responsible for parts costRoot Cause:Scientific ManagementWaitingAre there any tasks that cant start now?Useless InformationBrie

40、fs,Task accomplishment reportsResult is Cost,Time and Rework,Lean Office,Application,Mark your timeline with hand-off waste,Resource Consumption,Advanced Development,Sales and Specification,Product Development,Manufacturing Development,Problem Fixing,Time before Launch,H,H,H,H,Launch,Lean Office,Wis

41、hful Thinking,How much investment before test?How many times around the loop?Is the time predictable?What if the initial idea works,but there is a much better,very different idea?,IDEAS,PICK ONE,DEVELOP,ANALYSE AND TEST,IMPROVE,Lean Office,Wishful Thinking,What is?Analyze and test one single concept

42、Design to specific volume projectionsDesign to SpecificationsInterface frozen before sub-systems designConflict is badRoot cause:“Get it right the first time”Testing to specificationTesting focus on compliance,not knowledgeDiscarded KnowledgeTrade off curves not understoodDevelopers dont understand

43、old/competitive/similar designs,VSM of an Administrative Process,Lean Office,Definition of a Process,Sequence of Activities that result in a Project,Product or Service,Lean Office,Choosing the Process to Map,Think before you start!Describe the process shortly.What is the Product of this Process?What

44、 are the Boundaries?What are the inputs?,Lean Office,Choosing the Process to Map,Lean Office,Choosing the Process to Map,Lean Office,Choosing the Process to Map,Lean Office,Graphical Representation,What is done(1 verb),Who does it?,How(Tool,method,etc)?,F=Frequency the Activity is done,MET=Metric th

45、at measures the activity,P=Number of People,TOA=Time on Activity,TPA=Time to Perform Activity,Lean Office,Metrics of an Administrative Process,Lead Time of the Process=Sum of TOAAmount of Work=Sum of TPANumber of errorsExtra-TimeDelivery on TimeQueue of Processes,Lean Office,What to Register,Level 1

46、 QuestionsWhat is done in the Activity?Who performs the Activity?How is the Activity done?What is the Input to perform the Activity?Are there problems with the Input?What is the Product of the Activity?,Lean Office,What to Register,Level 2 QuestionsHow many people do the Activity?How much time do th

47、ey dedicate to the Activity?What is the Frequency they perform the activity?What is the time to perform the Activity(without interruptions)?What is the time spent on the Activity?What ability/knowledge is required to perform the activity?Is there a Method that tells how the Activity should be done?H

48、ow can you tell if the method was used?What Activity needs a superior approval?,Lean Office,Decision Representation,Approved Report,Rejected Report,Lean Office,Lots and Lots of Documents,List of DocumentsMdical Report 1.FICHA DE INTERNAMENTO/IDENTIFICAO 2.SOLICITAO DE INTERNAO-GUIA CONVNIO 3.SOLICIT

49、AO INTERNA DE EXAMES 4.LAUDO DE EXAMES 5.FICHA DE ATENDIMENTO+ETIQUETAS 6.LAUDO ELETRO 7.GUIAS DE CONSULTAS8.GUIAS DE EXAMES9.SADAS DE SALA SERVIO URGNCIA(ENFERMAGEM)10.RELATRIOS DE ENFERMAGEM11.EVOLUO CLNICA12.PRESCRIO MULTI-PROFISSIONAL(MDICA/DIRIA)13.NOVA FICHA DE INTERNAMENTO/IDENTIFICAO(ORIGEM:

50、PAC.UDT)14.FICHAS DE EVOLUO DOS SERVIOS(FISIO,SERV.SOCIAL,FONO,NUTR)15.FICHA DE CONTROLE DOS EXAMES(COM LAUDOS ANEXADOS)16.LAUDO DE MUDANA DE PROCEDIMENTO17.LAUDO DE PRORROGAO18.FICHA DE NOTIFICAO DE BITO,Lean Office,Example of Map,Lean Office,How deep should we go?,Primary Activity,Process Level,Ac