Kaizen Burst for Lean Office, Service, and Technical Operations
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.
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
Value Stream maps for each process
Data gathering for the current state
Use of lean tools to analyze the current process and determine gaps
Implement quick hits during working session
Identify ideal state
15 design principles for improving your process
Redesign the processes
Review with senior management
Develop implementation plan – first week, and weeks 2-6
Celebrate team’s success
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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