“We hired Shelley to help us define roles and responsibilities, build the rules of engagement, and advance the company service model. As a result of the work Shelley did with a company improvement team, we implemented a one touch Client Service Excellence program and reduced the backlog of cases from 418 to zero in three months.”

Dale Brown
Senior Vice President, Sales and Marketing



Kaizen Burst for Lean Office, Service, and Technical Operations

Business Need

Are customer transactions stalled while you wait for information and decisions?

Do administrative support functions slow down your core business?

Could reducing the bottlenecks in operations and support functions give you the competitive edge you need?

Today, enormous amounts of waste exist in office and service operations. Delays, bottlenecks, errors, redundancy, work arounds, and ambiguity abound. Activities that deliver virtually no value can account for as much as 95 percent of the workday.

A methodology that can eliminate waste and increase speed has been used by Toyota for years. James Womack and Daniel Jones studied the Toyota Production System (TPS) and coined the term “lean” for this method in their book The Machine That Changed the World. Now organizations are applying these lean tools to service and office settings with great success. Typical results show dramatic reductions in time while significantly boosting quality.

Ideas and Involvement

In this engagement we use TPS principles, concepts, and tools in YOUR service, office, or technical environment. We work with up to 3 teams of your best managers and employees to understand the current work process, observe it, analyze it, complete swim lane value stream mapping and then improve your processes. Our proven methodology energizes and leads the teams to inventive ideas that really get implemented in the work place.

Implementation and Impact

We study and immediately apply the tools to improve your process. We start implementing on the third day of the week! The team leaves with implemented results and a short plan to implement additional improvements which take a bit longer. Team and Sponsor involvement and commitment guarantees successful implementation.

Length: 4-5 days

Tool Example: Visual Management: Employees develop visual tools. The magazine rack in the photo puts orders in a first in first out (FIFO) sequence, and helps teams manage the orders to meet customer demand.

Major Steps

Getting Ready:

Identify critical processes that are broken

Select sponsor, project lead, internal consultant and team members for each process (up to 3 teams)

Develop a high level value stream map for each process

Identify vision and improvement targets for each process

Kaizen Event (4-5 days)

Senior management kickoff

Definition of the need, vision, and improvement targets for each process

Lean Overview and 8 wastes

Lean Simulation

Waste Walk

Value Stream maps for each process

Data gathering for the current state

Use of lean tools to analyze the current process and determine gaps

Design improvements

Implement quick hits during working session

Identify ideal state

15 design principles for improving your process

Redesign the processes

Review with senior management

Engage employees

Develop implementation plan – first week, and weeks 2-6

Celebrate team’s success

Unique Value:

Work on critical work processes and make improvements in the 4-5 day workshop and the next 6 weeks. You will see immediate results

Build knowledge and interaction from end to end on a process

Product dramatic business results, such as

Reducing paperwork process time up to 90%

Improving on-time performance up to 90%

Reducing errors up to 50%


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