The place for all of you Lean Gurus out there.
The following processes are examples which could be examined for the application of Lean tools:
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.
The Lean Gurus are here to show you Process Improvement tools and techniques for Lean Manufacturing that also works great for Service Transactions, Healthcare Delivery, and your Office. Moving beyond theory and paper & pencils, we want to help other lean experts do process improvement better and faster. So, learn from fellow lean gurus that have improved methods, quality, and customer service in industries just like yours.
