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Lean Six Sigma Learning
© 3M 2008. All Rights Reserved.
LEAN OFFICE
Lean Six Sigma Learning
© 3M 2008. All Rights Reserved.
WHAT IS THE CHALLENGE FOR THE COMPANIES NOWADAYS?
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CHINA
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WHAT ARE THE MOST COMPETITIVES COMPANIES DOING?
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THERE ARE A LOT OF WASTESIN SERVICEBASED OPERATIONS
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AIRPLANE TRIP – CAMPINAS TO SALVADOR
Drive to airport
Driver
Car
30 min
Park
Driver
Car
5 min
Walk to the terminal
Flyer
Walking
5 min
Check-in
Front desk
system
30 min
Wait
Flyer
Sit in a chair
30 min
Pass through security
Flyer
Line
30 min
Wait for boarding
Flyer
Sit in a chair
30 min
Board in the plane
Flyer
Line
10 min
Wait everybody to board
Flyer
Sit in the chair
20 min
Go to the departure point
Flyer
Airplane
5 min
Wait in the line to depart
Driver
Car
5 min
Fly to Salvador
Flyer
Airplane
2 hours
Go to the terminal
Flyer
Airplane
5 min
Arrive in the terminal
Flyer
Walking
5 minutes
Take the luggage
Flyer
Walking
20 min
Get a cab
Flyer
Line
5 min
Go to final destination
Flyer
Taxi
30 min
6 h 25 min
3 hours
46%
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MEDICAL CONSULTATION
Look for the doctor
Patient
Book
5 min
Call the doctor to schedule
Patient
Phone
5 min
Wait the date
Patient
2 days
Drive to the clinic
Patient
Car
20 min
Park
Patient
Car
5 min
Walk to the clinic
Patient
Walking
2 min
Get a password and wait
Patient
Sit in a chair
10 min
Present the docs
Patient
Front desk
5 min
Wait to be called
Patient
Sit in the chair
10 min
Consult the doctor
Patient
Face to face
20 min
Go back home
Patient
Car
20 min
49h 42min
20 min
0,7%
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WHY IS THERE A
LOT OF WASTES IN
OFFICES?
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SOURCE OF THE PROBLEMS
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Lean Six Sigma Learning
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HAND OFF
INFORMATION TRANSFER BETWEEN PEOPLE AND DEPARTMENTS
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FUNCTIONAL DIVISION
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NUMBERS CHALLENGE
SEQUENCE PREDICTION RESULT
2 4 6
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IDEASPICK ONE DEVELOP
ANALYSE AND TEST
IMPROVE
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Lean Six Sigma Learning
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After obtaining the exceptional world record of 19.19s in 200m, Bolt said: “I was not tinking in the world record. I was working in my start and
today I did it very well.”
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ABOUT INDICATORS DO NOT SOLVE ANY PROBLEM! ACTIONS SOLVE PROBLEMS!
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IS IT DIFFICULT TO SEE
THESE WASTES IN THE
OFFICES?
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IT I DIFFICULT TO SEE HOW THE INFORMATION IS PROCESSED
SO, IT IS DIFFICULT TO SEE THE WASTES!
WE NEED A METHODOLOGY!
Lean Six Sigma Learning
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CAN LEAN HELP US?
Lean Six Sigma Learning
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THE ROAD MAP
6 STEPS FOR IMPROVEMENTS IN THE OFFICES
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Identify process and value
Draw current state
Implementation
Draw FutureState
Analyze the wastes
1- Identify what add value to the customers;
2 – Understand the current process3 – Identify wastes;
5 – Draw a high performance processbased on 3 lean solutions
4 – Find the root cause of wastes;
6 – Implement actions and manage to perfection;
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WE CAN ONLY REMOVE WASTES IF WE
UNDERSTAND WHAT IS VALUE TO THE
CUSTOMER
WHAT IS VALUE TO YOUR CUSTOMER?
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Time
Attractives(unknown)
Attractives(unknown)
Performance(Spoken)
Performance(Spoken)
Basic(Expected)
Basic(Expected)
What happens with time?
What happens with time?
Well doneNot done(or done in a bad way)
VOICE OF CUSTOMER
Neutral
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EXAMPLES1a. CRC extract orders, how do you feel about it?
1b. CRC do not extract orders, how do you feel about it?
2a. CRC makes active selling, how do you feel about it?
2b. CRC does not make active selling, how do you feel about it?
3a. CRC connects customer and Materials Planning, how do you feel about it?
3b. . CRC does not connect customer and Materials Planning, how do you feel about it?
1. I like it .
2. I expect it.
3. I am neutral.
4. I do not like but I can tolerate.
5 . I do not like but I can not tolerate
1. I like it .
2. I expect it.
3. I am neutral.
4. I do not like but I can tolerate.
5 . I do not like but I can not tolerate
1. I like it .
2. I expect it.
3. I am neutral.
4. I do not like but I can tolerate.
5 . I do not like but I can not tolerate
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INTERPRETING RESULTSFu
nctio
nal p
rese
ntat
ion
POSI
TIVE
(+)
Functional presentation NEGATIVE (-)
SatisfiedCustomer
requirements
Unsatisfied
Neutral
Satisfied
Neutral Unsatisfied
Reverse
?Indiferent
PerformanceAttactive
Basic
Reverse Reverse
?
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Identify process and value
Draw current state
Implementation
Draw FutureState
Analyze the wastes
1- Identify what add value to the customers;
2 – Understand the current process3 – Identify wastes;
5 – Draw a high performance processbased on 3 lean solutions
4 – Find the root cause of wastes;
6 – Implement actions and manage to perfection;
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WHY IS IT EVEN MORE IMPORTANT IN
OFFICES?The goal is clarify the current state and create a consensus
about the need of change!
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GATHER PEOPLE’S ACTIVITY INFORMATION
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EXAMPLE
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GRAPHICAL PRESENTATIONWhat is done
(1 verb)?
Who does?
How (tool and/or method)?
P = Number of peopleP = Number of people
TP = Time of permanenceTP = Time of permanence
TRA = Time of activity executionTRA = Time of activity execution
Document output
Information output
F = frequency of activity executionF = frequency of activity execution
IND = Quality indicatorIND = Quality indicator
Output of the process
Loops of the process
Process entry
Lean Six Sigma Learning
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IDENTIFYING WASTES IN OFFICES
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OVERPRODUCTION
TRANSPORTATION
POOR QUALITYOVER-PROCESSING
WAITING
THE TRADITIONAL 7 WASTES
MOTION
INVENTORY
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IN OFFICES
BOUNDARY WASTES KNOWLEDGE WASTES PLANNING WASTES
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9 WASTES IN OFFICES
REDUNDANT TASKS
POOR QUALITY
LACK OF SYNCHRONISM
WAITING
REINVENTION
LACK OF LEVELLING
USELESS INFORMATION
LARGE BATCHES
STOP AND GO TASKS
BOUNDARYBOUNDARY
KNOWLEDGEKNOWLEDGE
PLANNINGPLANNING
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IT IS HARD TO SEE
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Identify process and value
Draw current state
Implementation
Draw FutureState
Analyze the wastes
1- Identify what add value to the customers;
2 – Understand the current process3 – Identify wastes;
5 – Draw a high performance processbased on 3 lean solutions
4 – Find the root cause of wastes;
6 – Implement actions and manage to perfection;
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PDCA - TOOLS
BRAINSTORMING
CHECK-LIST
PRIORITY MATRIX
5W / 1H
PARETTO CHART
CHARTS
ISHIKAWA5W1H
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5W1H
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5 WHYS
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5 WHYS
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EXAMPLE
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Identify process and value
Draw current state
Implementation
Draw FutureState
Analyze the wastes
1- Identify what add value to the customers;
2 – Understand the current process3 – Identify wastes;
5 – Draw a high performance processbased on 3 lean solutions
4 – Find the root cause of wastes;
6 – Implement actions and manage to perfection;
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1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
3 LEAN SOLUTIONS
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FLOW LEVEL THE WORKLOAD;
ELIMINATE INTERRUPTIONS;
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LEVEL THE WORKLOAD
• QUESTIONS:• WHAT IS THE CAPACITY OF THE PROCESS?• IS THERE A BOTTLENECK?• IS THERE AN OVERLOAD?• WHAT IS THE RIGHT TIME TO START?• WHO SETS PRIORITY?
DEMAND
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BALANCE CHART
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INFORMATION FLOWWITH NO HAND OFFS
PROCESS
DEPTSDATA
•PRECIOUSINFORM.;• GOODDECISION
ELIMINATE INTERRUPTIONS
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TRADITIONAL PROCESS
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LEAN PROCESS
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1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
3 LEAN SOLUTIONS
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- TASKS OF THE PEOPLE
- TRANSFER OF INFORMATION
EVERY TASK SHOULD BE ESPECIFIED IN CONTENT, SEQUENCE, TIME AND OUTPUT.
EVERY RELATION CUSTOMER-SUPPLIER SHOULD BE STRAIGHT AND CLEAR.
STANDARDIZE
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STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION
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1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
3 LEAN SOLUTIONS
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57
• LEAN MANAGEMENT SYSTEM
• VISUAL MANAGEMENT
• LESSONS LEARNED
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“The daily accountability questing a better quality of activities is one of the most important value of a company.”
Falconi
DAILY ACCOUNTABILITY
Go & See!
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DAY 1
DAY 2
DAY 3
DAY 4
DAILY ACCOUNTABILITY
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DAY 1
DAY 2
DAY 3
DAY 4DAYS 5 & 6(LOST)
DAILY ACCOUNTABILITY
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PART OF DAY 5(LOST)
DAY 1
DAY 2
DAY 3
DAY 4
DAILY ACCOUNTABILITY
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DAY 1
DAY 2
DAY 3
DAY 4
DAILY ACCOUNTABILITY
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Make easy and widely accessible the comparison of the expected performance versus actual
VISUAL MANAGEMENT
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EXAMPLES
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65
LESSONS LEARNED
Structured meetings with the following targets:
Measure results Focus in facts and data Process analysis Feedback of internal customer Written improvement plan
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Identify process and value
Draw current state
Implementation
Draw FutureState
Analyze the wastes
1- Identify what add value to the customers;
2 – Understand the current process3 – Identify wastes;
5 – Draw a high performance processbased on 3 lean solutions
4 – Find the root cause of wastes;
6 – Implement actions and manage to perfection;
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FUTURE STATE
• Actions and why are recommended• Countermeasures to the root-cause
CURRENT STATE
•Where are we? •How are we?
•Facts and data
ACTION PLAN
• Which activities are required to reach the target condition?
• Responsible and when?
INDICADORES
• Measurement of impact of the actions in the KPIs
ANALYSIS
•What is the root cause?•What is the restriction?
BACKGROUND / TARGETS
•Historical Context•What is the problem? What is the relation
with the business?
TitleE.O. F. B. M. E. P. P. D. M. A.C.DATE
17/06/08
C. F.
A3 REPORT
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CURRENT SCENARIO AND LEAN OFFICE VOC GATHER INFORMATION AND MAPPING WASTES AND ROOT CAUSES 3 LEAN SOLUTIONS FOR FUTURE STATE MANAGE TO PERFECTION!
SUMMARY
THANK YOU!