Lean Office and Service Simplified : The Definitive How-to Guide

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ISBN: 9781439820315 | 1439820317
Cover: Paperback
Copyright: 8/1/2010

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A single source, comprehensive reference, this unique book covers all of the relevant concepts pertaining to the coinciding realms of value stream mapping and "Lean office". Providing extensive detail regarding the application of Lean thinking to office and services, this book describes value stream management, standard work, flow, and pull. It defines specific how-to methodologies in exhaustive depth, breaks down key Lean concepts into their elementary components and describes them in the context of office and services, provides implementation strategies on a function-by-function or department-by-department basis, and includes detailed examples throughout.

Introduction	p. xi
Endorsements	p. xix
Organizing by Value Stream	p. 1
Cross-Functional Teams Based on Value Stream	p. 3
Defining Roles by Value Stream within a Department	p. 4
Organizing Activities for Individuals by Value Stream	p. 6
Summary	p. 7
Creating Standard Work for Office and Service	p. 9
Standard Work-What It Is and Its Purpose	p. 10
Elements of Standard Work	p. 12
The ôWhatö	p. 12
Key Points-The ôHowö and ôWhyö	p. 12
Time and Timing	p. 13
Visually Displaying Standard Work	p. 14
Benefits	p. 16
Steps to Creating Standard Work	p. 17
Summary	p. 19
Creating Flow in Office and Services	p. 21
Approaches to Flow in Office and Services	p. 22
Combining Activities	p. 23
Continuous Flow Processing with Multiple Roles	p. 25
Concurrent Processing	p. 28
Designing Flow Systems for Office and Services	p. 29
Identify Activities	p. 30
Determine the Demand Rate	p. 30
Determine Resource Requirements	p. 32
Identify Roles and Responsibilities, including Standard Work	p. 34
Determine Training and Cross-Training Needs	p. 36
Develop Visual Management Techniques	p. 37
Typical Results	p. 38
Summary	p. 39
Creating Level Pull in the Office	p. 41
Forms of Pull Systems	p. 42
Visibility of Queues	p. 45
Establishing Limits on Queues	p. 46
Establishing Decision Rules for the Queue	p. 48
Using Visual Signals That Are Worker Managed	p. 50
Leveling the System	p. 52
Steps to Implement Pull Systems	p. 54
Identify the Locations Where Queues Are Expected to Form	p. 55
Identify Means to Provide Visibility	p. 55
Establish Limits for the Queue	p. 56
Define Rules for the Queue	p. 57
Train People in the Pull System	p. 57
Monitor the System for Effectiveness	p. 57
Benefits of Office and Service Pull Systems	p. 58
Summary	p. 60
Establishing Visual Management in Office and Services	p. 61
Background	p. 61
Approaches to Visual Management	p. 63
Elements of Visual Management	p. 64
What Is the Purpose or Function of the Area?	p. 65
What Activities Are Performed in the Area?	p. 65
How Do People Know What To Do?	p. 66
How Do They Know How To Do It?	p. 68
How Do They Know How They Are Doing?	p. 69
What Is Done If Performance Expectations Are Not Being Met?	p. 71
Including Continuous Improvement in Visual Management	p. 72
Summary	p. 73
Lean Tools for Office and Services	p. 75
Workplace Organization or 5S	p. 76
Mistake Proofing	p. 84
Terms and Definitions	p. 86
Mistake Proofing Devices	p. 86
Mistake Proofing Devices and Examples	p. 88
Guide/Reference/Interference Device	p. 88
Template/Checklist Devices	p. 88
Light Contact Electrical Devices	p. 88
Counter Devices	p. 89
Odd-Part-Out Devices	p. 89
Sequence Restriction Devices	p. 90
Standardize and Solve Devices	p. 90
Critical Condition Indicator Devices	p. 91
Delivery Detection Devices	p. 91
Stopper/Gate	p. 92
Sensor Devices	p. 93
Mistake Proof Your Mistake Proofing Device	p. 93
Setup Reduction or Quick Changeover	p. 93
Functional Applications of Lean	p. 97
Sales and Marketing	p. 98
Stability Issues with Sales and Marketing	p. 99
Standardizing Sales and Marketing Processes	p. 100
Making the Sales and Marketing Function Visible	p. 102
Improving the Sales and Marketing Function	p. 103
Purchasing	p. 105
Stability Issues Relating to the Purchasing Function	p. 106
Standardizing Purchasing Processes	p. 107
Making the Purchasing Function Visual	p. 108
Improving the Purchasing Function	p. 109
Accounting	p. 109
Stability Issues in the Accounting Function	p. 110
Standardizing Accounting Processes	p. 110
Making the Accounting Function Visual	p. 114
Improving the Accounting Function	p. 115
Customer Service	p. 116
Stability Issues with Customer Service	p. 116
Standardizing Customer Service Processes	p. 118
Making Customer Service Visual	p. 119
Improving the Customer Service Function	p. 120
Human Resources	p. 122
Stability Issues Relating to Human Resources	p. 123
Standardizing HR Processes	p. 124
Making the HR Function Visible	p. 125
Improving the HR Function	p. 126
Summary	p. 128
Leading the Lean Organization	p. 129
Driving Continuous Improvement (PDCA)	p. 131
Mentoring	p. 134
Going to the Gemba	p. 138
Performance Measurement	p. 139
Recognition	p. 141
Summary	p. 141
The Quality Toolbox	p. 143
Forms	p. 149
Index	p. 163
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Lean Office and Service Simplified : The Definitive How-to Guide

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