Gonzalez-Rivas / Larsson Far from the Factory

Lean for the Information Age
1. Auflage 2010
ISBN: 978-1-4200-9457-2
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 325 Seiten

If you currently employ knowledge workers who do most of their work on computers or with computers, access the Internet, utilize internal and external databases, use e-mail or other new messaging technology, then this book is for you. Quite simply, this handbook is for any organization with a lot of Web DNA that wishes to cut costs, improve performance, and stay perpetually competitive. It is for change agents or managers within those organizations who work with information and want to leverage the latest crop of tool sets to deliver on the promise of Lean for the modern, information-rich office.
… packed with new ideas … breaks new ground in so many directions ….
— John Bicheno, Director, Lean Enterprise Research Centre, Cardiff Business School
… excellent … on several levels … … teaches us how to visualize the depth of hidden wastes in our complex information flows and the large opportunity for improvement that this suggests.
— Keith Russell, PhD, Global Continuous Improvement Leader R&D, AstraZeneca Pharmaceuticals
Very interesting view on operational excellence, helpful to readers without a background in this area of expertise.
— Bert Nordberg, President and CEO. Sony Ericsson
Congratulations to all the readers holding this book!. These Lean ideas must be an integral part of the daily operations of your business. I am going to get each and every one of my management team a copy of this brilliant book at the start for our own Lean journey.
— Lennart Käll, CEO, Wasa Kredit
It’s one thing to develop a concept. It’s another to make it sing. This is the hymnal.
— Dr. Don V. Steward, CEO Problematics, Professor Emeritus, Sacramento State University, inventor of DSM
… a must read for CIOs everywhere."
— Julian Amey, Principal Fellow, Warwick University

Zielgruppe

Quality assurance and process improvement professionals.

Autoren/Hrsg.

Gonzalez-Rivas, George

Larsson, Linus

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

LEAN FOR THE KNOWLEDGE WORKER
1 What Is Knowledge Worker Lean?
The Role of Lean in the Invisible Office
Lean and Web 2.0
Increase Productivity: What You Can Learn from Bricklayers about Lean ImprovementThe Impact of Company Size and the Shift to Knowledge Worker LeanContinuous Improvement: Theory Y, Generation X, and Info Pullers
How to Implement Lean in the Information Age
How to Adapt Lean Methodology to Different Environments
2 It Came from the Factory: The Origins of Lean
From Factory Lean to Information Age Lean
Visualizing Waste: The Factory Process
Seven Types of Lean Factory Waste
Paper Office Lean
Environmental Waste Enablers
Prosaic Information Wastes
Information Environment Waste
Administrative WastesAdministrative Drivers of Waste
Case Study: Applying Lean to Administrative Support Processes
Communication and Transportation: Spaghetti Diagrams
The Sad Fax Facts
Information Age Lean
Visible Waste: The Parts We Can See
Software Waste
Software Expense
Invisible Waste: The Parts We Can’t See
3 The Perfect Information Storm
The Evolution of Information Systems and the Impact on Lean
The Recent Past: The Dim Days before the Web
The Early Days: Longhand–Wang–Printer–Fax
Case Study: Pre-Lean Communication
How Information Circuits Create Waste
Case Study: The Travel Authorization Process
The Present: The Dawn of the Web
Information: The Dark Matter of Business Process Analysis
The Future: What Will Web 2.0 Bring?
Day-to-Day Collaboration Tools
Lean Communication Tools: Video and Desktop ConferencingMicroblogging
Screencasting and Recording
Brainstorming and Design Collaboration
Kaizen Sessions of the Future
4 The Great Modern Office Wasteland
The Waste of E-Mail
Case Study: When Words Are Not Enough
The Waste of Excess Complexity and Process
Case Study: Complexity and Process
Defining the Process in Information-Intensive Work
Complexity
Psychology
The Waste of Reporting
Case Study: The Kremlin Effect
The Green … Green … Red Phenomenon
The Waste of Multitasking
Case Study: Theory of Constraints
Multitasking: The Switching Penalty
Multitasking: The Lean Waste Penalty
Multitasking: The Project Penalty
Multitasking: The Performance Measurement Penalty
Case Study: Measuring a Process
Multitasking: The Command and Control Penalty
The Waste of Time
Direct Productivity
Time Management
Activity Visibility
Four-Step Program to Eliminate Wasted Time
The Waste of High Utilization
SMED and SMEW for the Information Age Office
Overly High Utilization
The Waste of Parallel Project Management
5 The I in CIO: Information Transformation
IT Tool Selection and Approval
Automatic Process Discovery
The As-Is Phase That Never Was: Why the Process Often Fails
How Automatic Process Discovery Can Increase the Success Rate
High-Level Design Principles for Information Lean
Case History: The Boss and the Rock
Case Study: The Spiral Model
Case Study: Waterfall Requirements
Lessons Learned
Knowledge Management
Lean Code Management: Lean by IT for IT
Business Model Wastes
Development Wastes

THE KNOWLEDGE WORKER’S LEAN FIELD BOOK
6 How to Launch Your Lean Journey
Alternate Routes to the Lean Roadmap
The Benchmarking and Best Practice Adoption Hop
The Business Process Reengineering Leap
The Statistical Process Control and Six Sigma Turn
Case Study: Higher Quality, Lower Cost
Creating the Lean Roadmap
Preparing the Road for Knowledge Worker Lean
Selling Your Organization on Going Lean
Argument 1: The Good Idea
Argument 2: The Consensus Approach
Argument 3: The Expert Opinion
Argument 4: The Analysis
7 Model Information Flow: The Information Element and the Information Matrix
The Difference between Information Flow and Process Flow
The Impact of Modern Communications on Product Development
High-Level Process Design and Its Implications for Information Flow
How to Represent Information Flow: The Matrix
Sequential Flow
Parallel Flow
Circuit Flow
Multicircuit Flow
How to Read the Information Matrix
The Uses and Benefits of Infel Design
Situational Visibility
Task Resequencing
Cost Reduction through Task Elimination or Exporting
Identification of Independent Tasks
Reduction of Rework
Simulation Friendly
Earned Value Analysis
Organizational Design
Using the Information Flow Matrix to Identify Lean Wastes
Overproduction
Waiting
Defects
Transportation
MotionProcessing
Inventory
Infels and Therbligs
8 How to Implement Knowledge Worker Lean
Overview
Lean Methodology: A Snapshot
Information Matrix
Process Improvement Maturity Model
States of Maturity: Where We Are Now
Practical Applications of the Lean Toolset
Starting Off on Your Lean Journey: Your Charter, Your Customer, and Your Plan
Lean Team Formation
Team Process
Risk Management Techniques
Fact Finding and Discovery
How to Retrieve Low-Level Process Performance Data
Early Change Management
Doing the Analysis: Developing an Understanding of the Process
Measuring Performance via Cumulative Flow
Discovering Root Cause through Aggregate Data
Creating and Working with the Information Matrix View
Kaizen Phase 1
Kaizen Phase 2
Selecting Kaizen Phase 2 Ideas
Implementing Kaizen Phase 2 Ideas
Special Cases: Variable Dependencies, the Desire Path Approach, and Decision Bottlenecks
Variable Dependency
The Desire Path
Decision Bottlenecks
9 How to Sustain Knowledge Worker Lean
Overview of 5S
5Si
Case Study
Sustaining Information Age Lean Using a Visual Management System
Short-Range Management
Long-Range Management
The Mechanics of a Visual Management System
Approach 1: Excel and SharePoint
Approach 2: Intranet Status Board
Approach 3: Customized-off-the-Shelf (COTS)
The Lean Journal
10 Change Management: Practical Lessons from Monks, Generals, and Fashion Models
Three Ways to Lead Lean
The Rules of Success: People, People, People
Performance Management
Process Tip: Use the Socratic Approach
Change Management: The Soft Part Is the Hard Part
Case Study: The Reengineer, His Mother, and the Coffee
Information Lean Is A Man-Machine System
Overcoming Resistance to Lean
Nonlinear Risk Aversion
Case Study: Nonlinear Risk Aversion
Turning Your Lean Project into a Lean Culture: Measuring Performance 57
Don’t Rely on the 100th Monkey: Planning for Lean
The PDCA Cycle
11 Knowledge Worker Lean: The Takeaway
Challenge 1: Getting Up and Getting Going
Step 1: Meet the Boss; Obtain Buy-in
Step 2: Meet the Process Owner; Assess Commitment
Step 3: Get a Feel for the Process and the People
The Takeaway: How to Begin
What Can Go Wrong
Challenge 2: Creating a Lean Team
Preparing Your Team
The Takeaway: How to Build a Lean Team
What Can Go Wrong Challenge
3: How to See What You See; Fact Finding
Searching for Clues Indicating Waste
The Takeaway: Dig Deep
What Can Go Wrong
Challenge 4: How to Build the Lean Case; Doing the Analysis
Breaking the News: How to Report Your Findings
The Takeaway: If You Build It, They Will Come Around
What Can Go Wrong
Challenge 5: How to Evaluate Information Flow
Reporting Your Findings
The Takeaway: How to Get Your Message Across
What Can Go Wrong
Challenge 6: Turning Lean Ideas into Results
How to Create a Plan
The Takeaway: Moving Forward
What Can Go Wrong
Start with the Quick Win: Low Hanging Opportunities
What Can Go Wrong
Scoping and Prioritizing Projects
What Can Go Wrong
Challenge 7: Sustaining Lean; Communications and Collaboration
During the Lean Discovery Phase: Team Talk
The Takeaway: Fundamentals of Early Success
During the Sustain Phase: Ongoing Communication
The Takeaway: Use Your Web Site to Sustain Lean Culture
What Can Go Wrong
Challenge 8: Sustaining Lean; Policies, Procedures, and Metrics
Sustaining Lean with Visual Management Systems
The Takeaway: Use Policies, Procedures, and Metrics to Sustain Lean
What Can Go Wrong

Über Autor(innen)

George Gonzalez-Rivas has been a process improvement consultant for most of his life and has worked with several consulting companies, most recently as a partner for PA Consulting Group. He has advised telecom, energy, and product development organizations, and is the inventor of the Infel Matrix approach to information modeling. He is continuously improving his Lean skills. He is currently the national director of AnyLogic America. He lives in New Jersey with his wife and two children.
Linus Larsson, until recently a partner at PA Consulting, is now pursuing new business ventures with The Quest Group while he is at work on yet another new book. As an advisor on strategy and performance improvement to large international corporations for more than 20 years, Linus has worked with high-performance companies in a range of industries, including manufacturing, financial services, health care, and business services. He has held senior management positions with several global business services corporations, where he has helped pioneer a number of Lean initiatives. His diverse experience and innovative approach, along with his record of success, make him a leading thinker, as well as a much sought after writer, speaker, and advisor on effective ways to apply Lean philosophy in a non-factory environment. Linus is based in Stockholm where he lives with his wife and three children."