November 9, 2018

Analyzing and Improving Office and Service Operations (Lean Office)


Do you have any of these issues?

  • Errors, mistakes, and rework keep cropping up
  • Some things just take too long
  • Work piling up on someone’s desk

If you answered “yes” to any of the above, then this seminar is for you.

A key and very unique learning experience in this workshop is the simulation of an actual office environment. This office will process orders and invoices. Participants will real gain real “hands on” understanding of the issues and wastes that can typically exist in office settings. Interestingly there are a variety of tools and techniques not widely known that will eliminate or dramatically reduce these wastes.

Participants will learn to apply the tools, methods, and techniques to the office processes where they can see the immediate benefit. Before and after metrics on throughput, quality, and productivity will dramatically illustrate the power of these improvement methods.

Managers will learn to establish visual controls so that the status of work can be easily determined and where corrective action can occur very quickly.

Lastly participants will take the learnings from the classroom and begin applying them to their own work processes.

Many of the methods and principles in the workshop come from a body of knowledge known as Lean. It has been proven to dramatically improve organizations. Come see how these techniques can help your own work place.

Seminar Benefits

You will learn how to:

  • Identify and “see” the various inefficiencies in your office processes
  • Organize the workspace for ease of use and quality
  • Uncover the root cause of mistakes and errors and systematically solve them
  • Design work flow for efficiency (speed) and effectiveness
  • Create a visual mechanism to monitor and quickly correct work flow problems
  • Manage and lead more effectively

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 visually representing work and information flow

Identifying the eight office issues and problems

  • Bottlenecks and delays
  • Errors, mistakes, and rework
  • Work flow is disjoined
  • Running all over to get things
  • Moving paper from place to place
  • Untapped employee resources
  • Doing things that are really unnecessary
  • Shrinking the “in” basket

Visualizing work and information flow

  • Value Stream Mapping
  • Creating the Current State Map

Collecting the right data to really understand the issues
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


“Dan has been coaching us on a company-wide lean implementation. Initial work began on defects and visual management. We are now beginning to see waste and build flow within our processes. Ultimately we will have a management system for continuous improvement. It has been a real eye opening journey. I would recommend Dan if you want to have a much more efficient and effective organization.”

Paul Taylor
Precision Cabinet and Trim

“We analyzed our Single Family Home loan process and found several opportunities 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