.
Take cost out of an organization and drive earnings by reducing staff levels
Reduce the time and resources needed to convert customer orders into high quality/low-cost deliverables
Get more life out of existing systems and processes to avoid upgrading
Effectively integrate newly acquired companies
A raw material is transformed into a finished product
A feature is added to a product that customer is willing to pay for
A process step required by an internal business policy
A process with output that meets the customer’s quality specification without rework
Something that lowers the customer’s cost
Changing raw data into a score that a customer pays for
Reworking a product to meet a customer’s requirement
Delivering a batch credit file at exact time specified by a customer
Ask for all the data you can get and develop a visual map
Do a series of stakeholder interviews, request reports, and start capturing customer VOC
Engage directly with stakeholders at the real place they’re experiencing a problem and use that info to guide data requests, analysis, and hypotheses
Run a series of experiments to test the assumptions coming from customer feedback
Defects
Overproduction
Waiting
Transportation
Over processing
Motion
Inventory
Behavioral
Defects
Overproduction
Waiting
Transportation
Over processing
Motion
Inventory
Behavioral
Put together a Lean (Kaizen) event to get different view points
Capture metrics on how a process should work and how much waste is included
Develop a process map (or flow) or value stream map
Get direction from the project sponsor on what’s in or out of scope
High level summary of the activities from order to delivery, along with time to complete each activity step and wait times
Has a step-by-step view of process steps and major wastes
Can be used to identify wastes like rework loops
Focuses on the step-by-step tasks of one activity in an organization
Pareto Chart
Data Collection Plan
Baseline Data
Service Level Agreement
Fishbone Diagram
Poka-Yoke
The Five Whys approach
Jidoka Diagram
Five S Approach
Pick an individual agent and monitor all calls for two weeks
Build a business case to get $100K to modify the IT system to collect agent-level data
Travel to several similar service centers at peer companies to capture the agent-level data they have
Determine a representative sample of agents and hand-collect call-type data, call duration, as well as monitor a sample of calls to identify performance issues
The Root Cause Analysis
Baseline metrics, current performance, expected results, gap
The tools your classmate has used or intends to use
Feedback from stakeholders with their pain points
Doesn’t have a root cause
Has a root cause embedded
Assigns blame
Is too long with too much information
Includes a solution
Too vague
Improve customer satisfaction
Reduce cost per customer service call from 10% to 5% by June
By Q3, reduce the product engineering cycle time from 30 to 10 days
Reduce the processing time for high-urgency regulatory forms
Launch new revenue-generating products to match competitors
Contracting
Separate & call security
Conduct process checks
Force people to stand up
Agenda
Pareto Chart
Game Plan
Fishbone Diagram
Heijunka Mode Analysis
Stakeholder Analysis
Taking action and solving a defined problem
Getting in the queue for scarce resources
Get peoples’ intuitive, qualitative feedback to drive a solution
Driving a long list of action items
Have a project charter in place and meet with SMEs
Figure out the solution the project Champion wants
Put an implementation plan in place
Figure out which stakeholders should own which action items
Recommendations and a solution to test or prototype
Control Plan
Action items with a communication plan
Meeting to determine why a solution didn’t get resources or didn’t work
Failed to recheck measurements to make sure he/she wasn’t mis-measuring
Hasn’t established the rigor for the improved processes to be standardized and sustained
Didn’t do a good enough job facilitating the Lean events
Chose the wrong technology system to support the change and had to switch a couple times
Define solution
Reserve a room and send invitations for the event
Complete the charter and goal statement page and review with the Business Champion and Lean Leader
Gather data for the event
Heijunka Yoke
Pareto Analysis
Ishikawa Diagram
Toyota Variable Analysis
Standard work
Mistake proofing (poka-yoke)
Value Stream Mapping
Standard work (Heijunka)
Reduces wait time, compresses lead time, work can run in parallel
Creates inventory just in case a customer needs it
Ensures that staff have adequate wait times between steps
Extends delivery times to convey to customer that lots of work had been applied to a product
Your data analysis was incorrect, there really isn’t a customer boarding problem, the company is still growing and market share hasn’t taken a hit
The rest or the organization just doesn’t get it, they’re a bunch of b-players who aren’t worthy of your efforts
The future vision and the communication plan weren’t sufficient to meet the needs of the organization
You didn’t involve other people in the process early and build a coalition of other people suffering from the bad boarding process who could provide data and input on improvements.
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