Locher Lean Office and Service Simplified

The Definitive How-To Guide
1. Auflage 2011
ISBN: 978-1-4398-2032-2
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 194 Seiten

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 environments. It begins by discussing value stream management, followed by chapters on standard work, flow, level pull, and visual management.

Winner of a 2012 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.

Drawing on more than two decades of practical experience, the author provides implementation strategies on a function-by-function and department-by-department basis. He examines the most common obstacles that readers are likely to encounter and supplies strategies to address those obstacles. The text includes a toolbox of helpful forms, charts, checklists, templates, and worksheets to help kick-start your Lean implementation efforts.
Watch Shingo Prize-winning author Drew Locher discuss how to implement Lean concepts into your office and service settings.

Zielgruppe

Managers and supervisors of purchasing and transactional services (including financial services). Any manager in the service arm of manufacturing organizations

Autoren/Hrsg.

Locher, Drew

Fachgebiete

• Technische Wissenschaften Technik Allgemein Industrial Engineering
• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

Organizing by Value Stream
Cross-Functional Teams Based on Value Stream
Defining Roles by Value Stream within a Department
Organizing Activities for Individuals by Value Stream

Creating Standard Work for Office and Service
Standard Work—What It Is and Its Purpose
Elements of Standard Work The "What" Key Points—The "How" and "Why" Time and Timing
Visually Displaying Standard Work Benefits Steps to Creating Standard Work

Creating Flow in Office and Services
Approaches to Flow in Office and Services Combining Activities Continuous Flow Processing with Multiple Roles Concurrent Processing
Designing Flow Systems for Office and Services Identify Activities Determine the Demand Rate Determine Resource Requirements Identify Roles and Responsibilities, including Standard Work Determine Training and Cross-Training Needs Develop Visual Management Techniques
Typical Results

Creating Level Pull in the Office
Forms of Pull Systems
Visibility of Queues
Establishing Limits on Queues
Establishing Decision Rules for the Queue
Using Visual Signals That Are Worker Managed
Leveling the System
Steps to Implement Pull Systems Step 1: Identify the Locations Where Queues Are Expected to Form Step 2: Identify Means to Provide Visibility Step 3: Establish Limits for the Queue Step 4: Define Rules for the Queue Step 5: Train People in the Pull System Step 6: Monitor the System for Effectiveness
Benefits of Office and Service Pull Systems

Establishing Visual Management in Office and Services
Background
Approaches to Visual Management
Elements of Visual Management What Is the Purpose or Function of the Area? What Activities Are Performed in the Area? How Do People Know What To Do? How Do They Know How To Do It? How Do They Know How They Are Doing? What Is Done If Performance Expectations Are Not Being Met?
Including Continuous Improvement in Visual Management

Lean Tools for Office and Services
Workplace Organization or 5S
Mistake Proofing
Terms and Definitions
Mistake Proofing Devices
Mistake Proofing Devices and Examples Guide/Reference/Interference Device Template/Checklist Devices Light Contact Electrical Devices Counter Devices Odd-Part-Out Devices Sequence Restriction Devices Standardize and Solve Devices Critical Condition Indicator Devices Delivery Detection Devices Stopper/Gate Sensor Devices Mistake Proof Your Mistake Proofing Device
Setup Reduction or Quick Changeover

Functional Applications of Lean
Sales and Marketing Stability Issues with Sales and Marketing Standardizing Sales and Marketing Processes Making the Sales and Marketing Function Visible Improving the Sales and Marketing Function
Purchasing Stability Issues Relating to the Purchasing Function Standardizing Purchasing Processes Making the Purchasing Function Visual Improving the Purchasing Function
Accounting Stability Issues in the Accounting Function Standardizing Accounting Processes Making the Accounting Function Visual Improving the Accounting Function
Customer Service Stability Issues with Customer Service Standardizing Customer Service Processes Making Customer Service Visual Improving the Customer Service Function
Human Resources Stability Issues Relating to Human Resources Standardizing HR Processes Making the HR Function Visible Improving the HR Function

Leading the Lean Organization
Driving Continuous Improvement (PDCA)
Mentoring
Going to the Gemba
Performance Measurement
Recognition
Summary
The Quality Toolbox
Forms
Index