“The people and change management issues proved at least as challenging as the technology. Your ability to quickly grasp the technical issues and to make them clear and relevant to groups throughout Cisco created awareness and enthusiasm for the program.”

Lynda Heideman
Director (former)
Cisco Systems


Corporate Training

Improving Lean Office, Service and Technical Operations

Lean Simulation

Lean Simulation

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.

This course explains the use of the TPS principles, concepts, and tools in the service, office, and technical environment. Managers will explore a variety of improvement methods, including 5 S, batch reduction, job redesign and quality at the source, to determine the best solution for each situation. Through simulation, cases, and by working on your own processes, you will practice the ‘lean’ tools to dramatically improve quality and service, while shrinking time and cost.

Ask me about adding computer modeling using BPM software to build process scenarios.


At the end of the seminar participants will know how to:

Locate bottlenecks in order to identify immediate areas for improvement

Uncover the root cause of quality problems and systematically solve them

Use Visual Management tools to monitor and quickly correct process problems

Reduce paperwork process time up to 90%

Improve on-time performance up to 90%

Reduce work waiting in ‘in baskets’ up to 90%

Reduce errors up to 50%

Cut time in service and operations processes from 50-150%

Length: 2 days

Please click to enlarge

Value Stream Map with Time Line and Data Boxes


Tool Example: Value Stream Map with Time Line and Data Boxes


Seminar Outline

Tools for visualizing work and information flow

Value stream mapping with data boxes

The eight office wastes

Hands-on simulation – Run 1

Improvement tools

Analyzing wastes in your process

15 design principles for continuous improvement

Hands on Simulation

Testing Improvements

Run 2 with improvements

Developing improvements for your process

Build computer scenarios for testing current state and redesigned scenarios.


“We’ve had tremendous growth in our home care company over the past half year and so we need to be extremely efficient. We really enjoyed the class and went right to work the day we got back to apply the Lean Office concepts. We streamlined the staffing process to provide caregivers for families. Now when we receive a call the information is standardized, entered right into the computer, and forwarded with fewer steps so we can get the nurse out to the client quickly with the right information. We are also working on developing a pull system to provide immediate caregivers when urgent requests occur.”

Kevin Fetzer, Certified Sr. Adviser, Comfort Care and Resources, Inc.


“We have an excellent Business Process Excellence (BPE) process at PPG, but what we call BPE takes too long for the groups that I was supporting such as back office, people out in the stores, and HR. In this Lean Class for Office and Service Operations, Shelley gave us a way to look at the eight wastes and continuous flow that people could connect to right away. They could think of the consequences of what they were doing and see ways to make improvements. I have already introduced the concepts to my group, and they got it. They started asking insightful questions immediately. I am very optimistic about the results we are going to see.”

Diane Rogers, Manager Operational Excellence, PPG

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