Overview

Today, enormous amounts of inefficiency exist in office and service operations. Delays, bottlenecks, errors, redundancy, work arounds, and ambiguity abounds. Non value added work can be as high as 80-95 percent.

There are eight types of waste in an office setting. By eliminating or shrinking these wastes, productivity soars. In addition to removing waste, the flow of work and information will be examined. By removing waste and optimizing flow, customer satisfaction, worker satisfaction, cost reduction, and quality all improve. Your staff will work smarter, not harder.

While some of the techniques in this seminar were first used in manufacturing, manufacturing and office environments are quite different. For these reasons, a tailored approach to improving office operations is necessary. In this seminar only office and service examples will be used to demonstate concepts and tools.

Through simulation, cases, and by working on your own processes, you will practice these tools to dramatically improve quality and service, while shrinking time and cost. You will know which tool to use based on the goal of the effort and problems you are facing. You will leave with the skills necessary to dramatically improve your office environment.

Seminar Benefits

You will learn how to:

• Identify the eight wastes in your office processes
• Find and eliminate bottlenecks
• Organize the workspace for ease of use and quality
• Uncover the root cause of quality problems and systematically solve them
• Design work flow for maximum efficiency (speed) and effectiveness
• Create a schedule to monitor and quickly correct process problems

Seminar Outline

Introduction to the foundation principles

History of waste reduction and flow enhancement

The 9 ways office and manufacturing environments are different

Production processes versus non production processes

Introduction to Process Mapping and Value Steam Mapping
Identifying the eight office wastes

• Waiting
• Defects
• Overproduction
• Movement
• Transportation
• Untapped employee resources
• Extra Processing
• Excess inventory

Visualizing work and information flow

• Macro level flow chart
• Value Stream Mapping
• Functional-Activity Flow Chart
• Creating the Current State Map

Collecting the right data for the data boxes
Value adding and non value adding activities

Simulation exercise

Working on your own process

Linking the 8 wastes to countermeasures, tools, and design principles

Customer Report Card
Analyzing time

• Processing
• Waiting
• Rework
• Inspection
• Set up
• Move
• Cycle
• Lead
• Takt Time and Takt Image

Quality Tools

•Shrinking the time from when a problem occurs to awareness of the problem
• Percent complete and accurate

• Quality at the Source
• Cause and effect diagram
• Check sheets
• Pareto diagram
• 5 Whys
• Error proofing

•Quality costs

Improvement activities

• Continuous Flow

• Standardized work
• 5 S
• Visual controls
• Visual management

• Management Timeframe
• Pull
• Batch sizes
• Pitch
• A3 Process and Report

Process Design Principles

• Work flow
• Information flow
• Job design

Creating the Future State Map

• Focused Kaizen efforts

Leadership for the Improved Office

• New ways to manage work
• Changing roles and responsibilities
• Change management

Testimonials

"We analyzed our Single Family Home loan process and found several
opportunites to use lean tools. A significant improvement was with our
visual management of each home loan with a status board. Secondly, we
improved quality at the source through a checklist and clear guidelines for
home loan applications. Third, the process was mapped so that ambiguity was
eliminated. It was a total team effort and the results have been very
positive. Dan did a great job facilitating our inital exposure to lean

techniques."

Amy Hodgett

Manager, Single Family Loans

City of Concord, CA

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