Locher Lean Office and Service Simplified

The Definitive How-To Guide
1. Auflage 2012
ISBN: 978-1-4398-8474-4
Verlag: Taylor & Francis
Format: EPUB
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