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1、Lean Office WorkshopLean OfficeTargetsTeach the Participants on how to Map a ProcessTrain you to see Opportunities of ImprovementStandardize the Mapping LanguageLean OfficeAgendaPresent LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map - CitrosucoPresentation of the Current
2、 State MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map - CitrosucoFinal DiscussionLean OfficeSo, what is Lean anyway?What do you think of this?Lean OfficeWhat do you think of this?Lean OfficeWhat do you think of this?Lean OfficeWhat do you think of this?Lean OfficeWhat
3、do you think of this?Lean OfficeWhat do you think of this?Lean OfficeWhat do you think of this?Lean OfficeWhat do you think of this?Lean OfficeWe 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 Toyota)It is not about carsIt i
4、s about people!Lean OfficeTough question.Why is Toyota so successful?Lean OfficeEverybody is askingLean OfficeThe 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 the American with the same high vari
5、etyProductivity was 10 times smallerNo credit (banks refusing to lend money)What was the one resource that was not scarce?Lean OfficeThe answer. We must make people think and take initiative!Lean OfficeInventoryOver ProductionTransportDefectsMotionUnnecessary ProcessWaitingThe 7 WastesLean OfficeSom
6、ething about WasteElements of Production or Administrative Processes that do not add value to the product or service;Waste means Cost and TimeThings to remember about waste: Waste is a symptom of a Problem and not the cause of the Problem Waste shows us points of opportunities in our systemLean Offi
7、ceSo, what is Lean?Toyota invented a new Production Systemtoday we call it Lean Manufacturing or simply LeanThis Production System focus on Waste EliminationLean OfficeAgendaPresent LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map - CitrosucoPresentation of the Current Sta
8、te MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map - CitrosucoFinal DiscussionLean OfficeComo se implementa o Lean?The Toyota Production System Parar e notificar problemas Separao do trabalho do homem e da mquinaJust-In-TimeMeta: Alta qualidade, Baixo custo, Lead time c
9、urtoHeijunka Trabalho Padro - KaizenJidoka Deliver what the customer wants, when he wants, the right amount the right place, the right way Stop to automatically to notify problems Separation between man and machineJust-In-TimeGoal: High Quality, Low Cost, Short Lead-TimeHeijunka Standard Work - Kaiz
10、enJidokaCapable and available ProcessesWhat do we know about Lean5 Principles 4 RulesValue Stream MappingLean OfficeWhat is Lead Time?Time between receiving an order and delivering the productThe shorter the Lead-Time, the better?Why?OrderDeliveryLead-timeLean OfficeWhat does Toyota say about Lead T
11、ime?Time between receiving an order and delivering the productOrderDeliveryLead-timeAll were trying to do is shorten the time line”Taiichi Ohno$Lean OfficeThe 5 Lean PrinciplesSpecify & enhance valueIdentify the value stream & remove wasted actions (muda)Make the value flowSo the custumer can pullBy
12、 managing toward perfectionLean OfficeValue Stream MappingLean ToolsAre known and have been applied for many years5STPMSMEDContinuous Flow (Manufacturing Cells)KanbanPoka-Yoke .However, only few Companies compare to Toyota in terms of Quality, Productivity and Profitability. Why?Lean OfficeWhat many
13、 companies doCherry Pick the tools and apply them randomly on the value stream.Then, how should we do?Lean OfficeValue Stream MappingFirst, 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
14、impact on the Global result;We exchange local success for Global successThe application of Tools must provide to the Customer: What they want When they want it With no wasteLean OfficeValue Stream MappingFollow a products production or service path from beginning to end, and draw a visual representa
15、tion of every process in the material and information flowsThen draw a “Future State” map of how value should flow.Lean OfficeValue Stream DefinitionAll actions (both value added or non value added) required to bring the value to the customer.STAMPINGPROCESSPROCESSPROCESSVALUE STREAMCUSTOMERFINISHED
16、 GOODSRAW MATERIALWELDINGASSEMBLYLean OfficeSteps of the Value StreamProduct FamilyCurrent State MapImplementationFuture State MapUnderstand how the shop floor (value stream) currently operatesDesign a Lean FlowPlan how to get there and Just Do ItDefine what you are mappingLean OfficeDefining what t
17、o mapCreate a Matrix Product versus Equipment/ProcessShared ResourceDedicatedLean OfficeDefining what to mapFind the families observing Flow SimilarityShared ResourceDedicatedFamily ALean OfficeThe MapMATERIAL FLOWINFORMATION FLOWLean OfficeChangeImprovementAlways needsIs not always?=Change and Impr
18、ovementLean OfficeIs 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 Change an Improvement
19、?Medidas antes e depoisNEWVAR3CYCLE012345678910 CHANGEMedida na semana 4Medida na semana 11Lean OfficeIs every Change an improvement?Case 1WEEKCycle time (hs)123456789101112012345678910111213141516CHANGELean OfficeIs every Change an improvement?WEEKCase 2Cycle time (hs)123456789101112012345678910111
20、213141516CHANGELean OfficeIs every Change an improvement?Case 3WEEKCycle Time (hs)123456789101112012345678910111213141516CHANGELean OfficeIs every Change an improvement?Case 4WEEKCycle Time (hs)0123456789101112012345678910111213141516CHANGELean OfficeNot every Change is an ImprovementImprovement is
21、Positive Impact, Relevant and Long Lasting on Metrics that are Important for the Organization Lean OfficeDefining what to mapChanges should be motivated by MetricsPoor Delivery PerformanceLong Lead-TimeLow Productivity.The first step is to describe what is bothering through Metrics Lean OfficePracti
22、cal ExampleWhat was bothering the 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 co
23、uld help them!Lean OfficeCurrent State MapLean OfficeIdentified OpportunitiesOver 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
24、huge Production BatchesInventory 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 PerformanceLean OfficeFuture State MapLean OfficeFuture State Action PlanLean Off
25、iceResultsDowntime: - 50% Satin-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
26、Centers in the US: US$ 1.000.000 (only one Product family)Lean OfficeAgendaPresent 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 D
27、iscussionLean OfficeCan I implement Lean on the Office?Toyota Development is BetterHighest profit per vehicleAlmost every project is successfulBest qualityNumber of Recalls (2000)Toyota: 5 (1 design)Ford: 30 (14 design)Lean OfficeToyota Development is Cheaper70.000 people (160.000 with associated co
28、mpanies): 14 launches in 2000Equals to GM at peak with 350.000 people300 engineers per project, half time or less, for two yearsVersus 600 full time, for 4 years at ChryslerLean OfficeToyota Development is Faster15 months now common, styling approval to launchDown from 36 months in one decadeUS comp
29、anies have attempted 24 month cycles using conventional process, wit disastrous resultsSubstantial increases in recallsProduction debugging often takes 6 months after startupLean OfficeAdministrative versus Productive ProcessesProcess of information and DocumentsRelies on PeopleVariable Cycle TimesI
30、nvisible InventoriesRework is not registeredLack of Standard WorkProcess of materialRelies on Equipment and MachinesWell defined Cycle TimesVisible InventoriesHighly concerned with scrap and reworkStandard WorkAdministrativeProductiveLean OfficeCount the numbers from 1 to 36 on the next slideRaise y
31、our hand when you are finishedI will time youI will stop my watch when the eight person raises his handNumbers ExerciseLean Office17163412 238765411121315109141822212019192827 272625242330293632353331Go!Lean OfficeCount the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI
32、 will time youI will stop my watch when the eight person raises his handNumbers ExerciseLean Office12 2387654111213151091417161822212019192827 27262524233029363235343331Go!Lean OfficeCount the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI will time youI will stop my wa
33、tch when the eight person raises his handNumbers ExerciseLean Office123876541112131510914171618222120192827262524233029363235343331Go!Lean OfficeCount the numbers from 1 to 36 on the next slideRaise your hand when you are finishedI will time youI will stop my watch when the eight person raises his h
34、andNumbers ExerciseLean Office123876541112131510914171618222120192827262524233029363235343331Go!Lean OfficeWhat do you think of this?Lean OfficeWhat do you think of this?Lean Office7+2 Wastes on the OfficeOver ProductionManufacturing:Produce Earlier;Produce Faster;Produce MoreOffice:Deliver Process
35、before they are necessary;Deliver what is not necessary;Lean OfficeInventoryManufacturing:Due to Long Setup TimesPoor Production PlanningMaintenance ProblemsUnbalanced workOffice:E-mails to readDocuments on the deskLack of capacity?What is the priority?!Lean OfficeWaitingManufacturing:For Authorizat
36、ions;For Equipment;For Material;Office:For Signatures;For Phone Calls;For Documents;Lean OfficeUnnecessary ProcessManufacturing:Rework Material;Various Inspections;Office:Check other peoples work;Obtaining various signatures;Excessive RevisionsLean OfficeMotionManufacturing:Workstation Layout;Materi
37、als and Tools position;Lack of motion analysis;Office:Lack of motion analysis;Layout Problems;Lack of Standards;Lean OfficeDefectsManufacturing:Lack of work standards;Lack of Poka-yokes;Office:Lack of work standards;Lack of Poka-yokes;Lack of MetricsLean OfficeTransportManufacturing:Parts are moved
38、from one side to the other;Office:Documents move;E-mails stop for long times and then move really fast;Lean OfficeHow to do an ImprovementLean OfficeHow to do an ImprovementWhat is the Problem?Plug is outWhat is the solution?Plug it in!That is the easy way out.Will the problem happen again?Lean Offi
39、ceHow to do an ImprovementWhy is the computer not working?Because there is no energy Why isnt there energy?Because the Plug is outWhy is the Plug out?Because something pulled it outBut, why was it pulled out? Because something hooked on the cableWhy did something hook on the cable?Because the cable
40、lays on the floorAnd why does the cable lay on the floor?Because it is too longLean OfficeHow to do an ImprovementWhat are the possible solutions?Shorten the cableStick the cable on the floor with tapeTake the computer closer to the outletImprovement is addressed to the root cause of the problem. It
41、 is only an Improvement when the problem is solved.Lean Office2 More WastesKnowledge WastesHand-offWishful ThinkingLean OfficeHand-off DefinitionSeparation of knowledge, responsibility and actionFEEDBACKKNOWLEDGEACTIONRESPONSIBILITYHAND-OFFLean OfficeHand-offExamplesProduct engineering, Manufacturin
42、g engineeringRotating people before project endsPurchasing is responsible for parts costRoot Cause: Scientific ManagementWaitingAre there any tasks that cant start now?Useless InformationBriefs, Task accomplishment reportsResult is Cost, Time and ReworkLean OfficeApplicationMark your timeline with h
43、and-off wasteResource ConsumptionAdvanced DevelopmentSales and SpecificationProduct DevelopmentManufacturing DevelopmentProblem FixingTime before LaunchHHHHLaunchLean OfficeWishful ThinkingHow much investment before test?How many times around the loop? Is the time predictable?What if the initial ide
44、a works, but there is a much better, very different idea?IDEASPICK ONEDEVELOPANALYSE AND TESTIMPROVELean OfficeWishful ThinkingWhat is?Analyze and test one single conceptDesign to specific volume projectionsDesign to SpecificationsInterface frozen before sub-systems designConflict is badRoot cause:
45、“Get it right the first time” Testing to specificationTesting focus on compliance, not knowledgeDiscarded KnowledgeTrade off curves not understoodDevelopers dont understand old/competitive/similar designsLean OfficeVSM of an Administrative ProcessDefinition of a ProcessSequence of Activities that re
46、sult in a Project, Product or ServiceLean OfficeChoosing the Process to MapThink before you start!Describe the process shortly.What is the Product of this Process?What are the Boundaries? What are the inputs?Lean OfficeChoosing the Process to MapLean OfficeChoosing the Process to MapLean OfficeChoos
47、ing the Process to MapLean OfficeGraphical RepresentationWhat is done (1 verb)Who does it?How (Tool, method, etc)?DocumentInformation or Knowledge obtainedF = Frequency the Activity is doneMET = Metric that measures the activityP = Number of PeopleTOA = Time on ActivityTPA = Time to Perform Activity
48、Lean OfficeMetrics of an Administrative ProcessLead Time of the Process = Sum of TOAAmount of Work = Sum of TPANumber of errorsExtra-TimeDelivery on TimeQueue of ProcessesLean OfficeWhat to RegisterLevel 1 QuestionsWhat is done in the Activity? Who performs the Activity?How is the Activity done?What
49、 is the Input to perform the Activity?Are there problems with the Input?What is the Product of the Activity?Lean OfficeWhat to RegisterLevel 2 QuestionsHow many people do the Activity?How much time do they dedicate to the Activity?What is the Frequency they perform the activity?What is the time to p
50、erform 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?How can you tell if the method was used?What Activity needs a superior approval?Lean OfficeDecisi
51、on RepresentationEvaluate ReportQuality InspectorManualyStamp and SignQuality InspectorE-mailInform the ClientQuality InspectorTelephoneApproved ReportRejected ReportApproved ReportLean OfficeLots and Lots of DocumentsList of DocumentsMdical Report 1. FICHA DE INTERNAMENTO/IDENTIFICAO 2. SOLICITAO D
52、E INTERNAO - GUIA CONVNIO 3. SOLICITAO 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)
53、13. NOVA FICHA DE INTERNAMENTO/IDENTIFICAO (ORIGEM: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 BITOLean OfficeExample of MapLean Offic
54、eHow deep should we go?Primary ActivityProcess LevelActivity LevelActivity DeploymentIt depends on what you need to observeLean OfficeHow deep should we go?Cadastrar PedidoComercial VendasExcel/SistemaPEDIDO CADASTRADOLean OfficeResearch EtiquetteGet Managers approval and supportCommunicate the area
55、s before startingIntroduce yourself as you get thereExplain your objectivesBe open and Honest to answer questionsRespect peoples workplaceRemember They are the ExpertsLean OfficeAgendaPresent LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map - CitrosucoPresentation of the C
56、urrent State MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map - CitrosucoFinal DiscussionLean OfficeCurrent State Map - CitrosucoAgendaPresent LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map - CitrosucoPresentation of the Current State MapsAna
57、lyze the Mapping ProcessTheory of Future State MappingFuture State Map - CitrosucoFinal DiscussionLean Office4 Rules for the Lean Future StateRule 1 How People WorkBasic Questions:How do you do this work? How do you know you are doing it correctly?How do you know the outcome is free of defects?What
58、do you do when you find a problem?All work shall be highly specified as to content, sequence, timing and outcomeLean OfficeRule 1 - ExampleLean OfficeVariabilityLean OfficeStabilityLean OfficeSpeedy PizzaLean OfficeSpeedy PizzaLets make a Shrimp Pizza!Here are the steps and time per step:Heat the gr
59、avyPlace gravyDefrost shrimpBoil waterCook shrimpPlace shrimpHeat ovenRoastManual or time for setup. Must not make more than one setup at a time.Automatic or machine timeThe following operation depends on the conclusion of previous operation(s)Lean OfficeSpeedy PizzaWhat is the cycle time of this pr
60、ocess?What can and cannot be overlapped?Could the automatic machine time be overlapped with manual time?How to certify that the cycle can be repeated?Heat the gravyPlace gravyDefrost shrimpBoil waterCook shrimpPlace shrimpHeat ovenRoastLean OfficeSpeedy PizzaHeat the gravyPlace gravyDefrost shrimpBo
61、il waterCook shrimpPlace shrimpHeat ovenRoastLean OfficeSpeedy PizzaHeat gravyPlace gravyDefrost ShrimpBoil waterCook ShrimpPlace ShrimpHeat OvenRoastHeat the gravyPlace gravyDefrost shrimpBoil waterCook shrimpPlace shrimpHeat ovenRoastLean OfficeSpeedy PizzaHeat gravyPlace gravyDefrost ShrimpBoil w
62、aterCook ShrimpPlace ShrimpHeat OvenRoastHeat the gravyPlace gravyDefrost shrimpBoil waterCook shrimpPlace shrimpHeat ovenRoastLean OfficeSpeedy PizzaHeat gravyPlace GravyDefrost ShrimpBoil waterCook ShrimpPlace ShrimpHeat OvenRoastHeat the gravyPlace gravyDefrost shrimpBoil waterCook shrimpPlace sh
63、rimpHeat ovenRoastLean OfficeControlHow to certify that the sequence is correctly followed?How to be certain that the pizza wont be delayed?Heat gravyPlace GravyDefrost ShrimpBoil waterCook ShrimpPlace ShrimpHeat OvenRoastLean OfficeWithout StandardizationImprovements are inconsistent and repetitive
64、The outcome is unpredictable;Gains are not long lasting;ChangesTimeImprovementImprovementLean OfficeWith StandardizationContinuous Improvement;Predictable outcome;Stability;StandardizationSmall ChangesImprovementTimeImprovementLean OfficeRule 2 How People ConnectBasic question:What does the customer
65、 want? How he wants it? When he wants it? Who delivers?Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send request and receive responsesOperator AOperator BEyExPxPyPxPyPxPxPxPxPxLean OfficeRule 3 How the Flow is ConstructedThe pathway for every p
66、roduct and service must be simple and direct Right or Wrong?Explanation:Flow is not directFlow is not simpleLean OfficeRule 4 How to ImproveAny improvement is made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organizationFuture StateT
67、argetCurrent StateTempoTempoPerformancePerformanceCounter-Counter-measuremeasureOpportunityOpportunityLean OfficeThe spirit of KaizenWhat does Kaizen mean?KAI means CHANGEZEN means FOR BETTERKAIZEN means CHANGE FOR BETTER for the company and for the peopleKAIZENLean OfficeA Toyota KaizenPrevious Sit
68、uation: Person types numbers with 6 digitsExample: 001210Current Situation: Person types only 4 digitsExample: 0121Why share this Kaizen?Lean OfficeThe Spirit of KaizenUS$ 31.000,00Lean OfficeThe Spirit of KaizenUS$ ?Lean OfficeThe Spirit of KaizenUS$ ?Lean OfficeThe Spirit of KaizenUS$ 21.474.836,4
69、7Lean OfficeThe Spirit of KaizenTimeImprovementWe dont need only Home-Run hitters.GeniusIdeaIdea!Lean OfficeAgendaPresent LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map - CitrosucoPresentation of the Current State MapsAnalyze the Mapping ProcessTheory of Future State Map
70、pingFuture State Map - CitrosucoFinal DiscussionLean OfficeFuture State Map - CitrosucoAgendaPresent LeanHow to Implement LeanLean and Administrative ProcessesCurrent State Map - CitrosucoPresentation of the Current State MapsAnalyze the Mapping ProcessTheory of Future State MappingFuture State Map
71、- CitrosucoFinal DiscussionLean OfficeKeys to SuccessDont rush! Take your time.Dont be afraid to make mistakes (use pencil and eraser);Use real Information (see for yourself, dont let them tell you);Pay attention to the useful information;Find a good balance between Detail and Clarity you can always get more details later;Respect people! Lean OfficeQuestions?Comments?Obrigado!
