Lean Office And Service Simplified Pdf
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- Lean Thinking for the Office | Lean Enterprise Institute
- Lean Office: How to make my office lean and productive?
- Lean Office and Service Simplified: The Definitive How-To Guide
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Lean Thinking for the Office | Lean Enterprise Institute
Login com Facebook. Esqueci minha senha! Cadastrar com Facebook. You may have heard of the application of tools Lean Manufacturing for combating waste in industrial processes, am I right?
Now, regarding the adoption of this same lean methodology for the elimination of waste in administrative processes, have you ever wondered how it work?
This is the Lean Office! In this article today you will get to know the Lean Office, understand its importance of use and check out much more detail on each of its 4 steps for deployment. Learn that optimizing the flow of administrative processes is just as important as those processes that create the product!
Lean Office is the application of principles of lean thinking to non-manufacturing and physical activities, that is, the office environment or administrative areas of the company.
The flow of value, in this case, consists on the flow of information and knowledge. Applying Lean Office is necessary for every company that wants to optimize its administrative processes and eliminate waste related to these processes. When the Lean philosophy came more than 60 years ago, the application of its main tools was strictly intended for manufacturing environments.
The reason was clear: it was only possible to combat wastes that were seen and known. It is composed by products that are processed on multiple machines, materials that are stocked in warehouse yards, raw materials that are fed into the process, defective products that are discarded or reworked, problems that are noticed and confronted But considering an administrative processes : how to identify waste?
Transport and stock of material gives way to information;. Unnecessary movement and excessive processing are considered as ineffective routines and procedures;.
Waiting time can be measured in simple return of a call or even information to a colleague;. Over production can be considered as reports and meetings without objectivity;. Defective products can be considered as incorrect information. For ease understanding, in the table below we can see a comparison between the manufacturing and the office:. Got it? These are only few of the comparative examples we can make between production and support sectors.
Information, when poorly worked, results in sometimes even more significant losses to the company. As you saw above, when we apply the Lean Office, we can identify wastes that were not noticed in the administrative processes but they are there all the time.
Some of the major wastes that we can realize and highlight when we put Lean Office into practice are:. Lead time of activities can be long and unpredictable;. Generation of batch of documents;. Production of documents or reports that nobody uses;. Manual tasks that could be automated via system or applications. Decrease in the processing time of some activities;. Reduction of work in process stacks of paper on the tables ;.
Greater flexibility to respond to changes in demand. Here the mission is to identify the waste. The first step is to understand what strategic objectives need to be achieved by the processes in your industry or office. You need to guarantee that the internal or external customer is satisfied. If it is people management, you need to understand what the organization wants to achieve through recruitment and selection processes, training and human resources.
If it is financial, what should be done and performed before accounts payable and receivable. If it is quality, what is expected to be received after improvements in processes and products And so on! Then you need to map this process, separating activities that add value to those that do not add value to information and reports that seek to meet expected demand.
When identified what is value and what is not value in the process of your office, it remains to implement lean tools that eliminate or at least reduce these wastes. In this case the 5S program can help you increase the flow of information and productivity of your process. Healthy practices adopted by your entire team, result in an organized and clean work environment with clearly understood activities and tasks that are respected.
Did you use VSM to set the value in your office process and implemented the 5S program to combat the identified wastes and thus boost the performance of your entire industry?
After that the goal is to standardize this new process so that the performance achieved remains stabilized. The way for this is not different from productive processes: reviewing the procedures of your office that involved the changes of improvement and ensuring through training, lectures and meetings that they are clearly understood and fulfilled in the day to day work of the employees.
Remember the Kaizen philosophy of Lean Manufacturing: "Today better than yesterday, tomorrow better than today. The cycle of continuous improvement should not stop here.
Having made several improvements in the Lean Office deployment process, the quest for higher performance should continue. Kaizen's methodology has structured and efficient events that seek to meet exactly this condition: the constancy in adopting practices and procedures that are even more sustainable to the sector.
Lean management of information is very important because many organizations neglect how that information is handled or managed. In this sense, the challenges of Lean Office are listed below:.
Simplify each process to minimize the need for information management;. Program each value stream only from one point to facilitate information management across all operations;. Use a production control for flows in the chain of operations;. To compose the flow of value in administrative areas we must consider that there are some difficulties, for example:. Difficulty in differentiating a waste from an activity that does not add value.
A good Lean Office application example is the Bosch, which applies the methodology very well in its administrative environments. At Bosch, value stream mapping evidenced the existence of countless wastes, such as information going back and forth between sales, engineering, production, procurement, and other areas.
The company used techniques such as the reduction in time to perform repetitive activities through the use of a database and the creation of work cells to make the flow continuous and non-stop. It is considered one of the most successful companies in the world in the application of the methodology derived from the Toyota Production System in offices. It is worth mentioning that the HR department of service companies uses the Lean Office to generate gains such as reduction of waste in the processes of purchase of transport and ticket vouchers, increase of assertiveness of hiring, generating a lower percentage of voluntary dismissal in the period of experience, reduction of time for vacancies of assistants and analysts.
Cadastrar com Facebook ou entre utilizando seus dados:. Subscribe to email. Que tal ouvir o artigo? Quer ouvir esse post? Informe seu e-mail! What is Lean Office? Production versus administrative process: what are the differences? What are the benefits of applying Lean Office? To satisfy this philosophy, the Kaizen's methodology has structured and efficient events that seek to meet exactly this condition: the constancy in adopting practices and procedures that are even more sustainable to the sector.
See more! Artigo de: Thiago Coutinho. Lean x Six Sigma: what is the difference? Understand the main differences of these methodologies and why they complement each other. Get to know the 6 phases to apply SMED to your production and stimulate more flexibility in your company! See too What is MS Project and what it is used for? Six Sigma methodology: what is it and how does it work? What is the PDCA cycle? Understand how each step works!
Lean Office: How to make my office lean and productive?
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Winner of a Shingo Research and Professional Publication Award Demystifying the application of Lean methods, Lean Office and Service Simplified: The.
Lean Office and Service Simplified: The Definitive How-To Guide
His was a spirit contained within itself, a spirit that had emerged from a haunted place and was haunted no longer. Demystifying the application of Lean methods, Lean Office and Service Simplified: The Definitive How-To Guide goes beyond the basic tools to detail the key concepts of Lean as they apply to office and service begins by discussing value stream management, followed by chapters on standard work, flow, level pull, and visual management. Kelly was half-awake as we parked.
References and Selected Readings
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The text includes a toolbox of helpful forms,. Choose the book you like when you register 4. You can also cancel your membership if you are bored 5. It begins by discussing value stream management, followed by chapters on standard work, flow, level pull, and visual management. Winner of a Shingo Prize, this book covers essential Lean tools, including 5S and mistake proofing. It breaks down Lean concepts into their elementary components, describes them in a nonmanufacturing context, and supplies readers with specific how-to methodologies. Providing detailed examples throughout, the text illustrates the functions found in most service organizations, as well as the administrative areas of manufacturing companies.
Not finding the information you are looking for? Search all of ASQ. Lean is a time-tested universal tool that supports the long-term success and short-term growth of any organization.
Published by International Conference Group in London. Written in English. The book covers topics ranging. Sayer, Bruce Williams To understand how to apply Lean in any organization, you should know the basics: the principles, the definitions of value and waste, how to lead effectively, and how to define and improve the value stream.
Наверняка Беккер не настолько глуп. Единственная спиральная лестница упиралась в каменную камеру квадратной формы, в стенах были проделаны узкие прорези для обозрения, но, разумеется, никакого выхода он не. Дэвид Беккер поднялся на последнюю крутую ступеньку и, едва держась на ногах, шагнул в крошечную каменную клетку. Со всех сторон его окружали высокие стены с узкими прорезями по всему периметру. Выхода .
Сначала от Беккера его отделяла лишь одна супружеская пара, и он надеялся, что они куда-нибудь свернут.