February 27th - March 1, 2007, Orlando, Florida. The 2007 INTERNATIONAL LEAN & SIX SIGMA CONFERENCE is for intermediate to expert knowledge levels of Lean and Six Sigma. Many presentations will require a sound understanding of Six Sigma.
I will be presenting during Session 3 at 1:30pm on Wed, February 28th. The title of my presentation is “Finance Company uses Lean to Improve Document Retention.”
Abstract: Lean techniques were used to save a document retention operation that was drowning in paper because financial documents were arriving faster than the department could process. Lean methodology was adopted and all manual processes were evaluated for waste, redundancy, and necessity. As a result, capacity increased so much that all backlog was cleared. Customer service delays reduced from over 14 days to less than 24 hours. Cost savings were realized, as staffing levels were re-allocated to value added positions within the company.
The following processes are examples which could be examined for the application of Lean tools:
- Generating and mailing documents
- Processing paperwork such as credit applications
- Servicing phone calls from branches
- Complying with regulatory agencies
- Conducting meetings
These represent general processes that exist in service or transactional organizations. The first step in a Lean company is to identify your opportunity for improvement.
Most service based companies such as financial organizations can reduce operating expenses through the reduction of waste a.k.a. non-value added work. For example, activities that require walking are considered non value-added. Also, process steps related to paper flow, order taking, communicating with customers, and data entry may be evaluated to see if they are value added by using new business practices such as Lean for Services.
The most significant factor allowing manufacturing to compete is the use of Lean manufacturing. Lean is based on the world-class practices of the Toyota Motor Corporation. Lean is comprised reducing waste, reducing costs increasing inventory turns, while increasing throughput.
Lean Manufacturing principles apply for both the repetitive, larger manufacturers, as well as the prototype shop that only produces one of a kind. The Lean Store has primarily focused materials for the small shop – the job shops. For example, BackStreet Lean – Solutions for the Job Shop – Plant Edition was written by John Maachia, Sr., Owner and CEO of Advance Turning & Manufacturing, Inc. in Jackson, Michigan, a plant of about 80+ employees. John, along with 4 other small shops, shared their best practices in this particular book.
The current healthcare system must improve due to the enormous defect rate (estimated at nearly 45% by the New England Journal of Medicine), premium cost escalation, nursing shortages, etc. General Motor Corporation reported that healthcare expenditures equate to $1,525 per car. This cost is more than the steel to make the car! The insult to injury is that a significant portion of the costs related to healthcare services is waste. The national numbers for wastes in healthcare are between 30 and 40%.
The Lean Office has arrived! The 21st century will have businesses competing like never before. This competition will required more streamlined processes throughout all industries and their associated processes. The businesses that survive will embrace the tools comprised within the Lean Office. The Lean Office tools are: value stream mapping, takt time, pitch, Just-In-Time, continuous flow, standard work, runners, cycle time, data collection, document tagging, kanbans, in-process supermarkets, First In First Out, measurements, office layout, office file system, pull systems, visual controls, and last but not least 5S.
September 18-19, 2006, Las Vegas, Nevada Service Quality: Building for the Future. The ASQ 15th Annual Service Quality Conference is for lean and quality practitioners in the Service Industry. I will be presenting at Session A2, 10:45am, on Monday, September 18th. The title of my presentation is “Lean Process Flow Workout at Wells Fargo Financial.” Abstract: Bruner will share how lean manufacturing techniques were applied to the Wells Fargo Financial documentation process and the results. Attendees will learn how to apply Lean concepts to improve their service-oriented processes and how to use process flow charts, capacity plans, operational and resource balances, and value added and non-value added walk-path diagrams.
