EVSM for Office and Services

Enterprise Value Stream Mapping For the
Office and Services
Presented by: Mike Boucher, V.P. Client Services, Lean Advisors, Inc.

Copyright ©2013 Lean Advisors Inc.

Objectives
 Apply Lean in an Office / Admin environment.

 The structure of a Enterprise Value Stream
Map (EVSM)
 Why Lean is critical in Administrative &
Service environments.
 How EVSM helps to identify & drive change
 Key tasks / roles for Senior Leaders
in successful VSM projects.
 How EVSM initiatives generate
results that are strategically
important


Objectives
 Our Experience includes:








Traditional Manufacturing
Healthcare
Education
Government
Retail
Financial

 All of these sectors rely on office & administrative
processes to be successful – but these areas are
often overlooked or misunderstood


Defining Lean
 Lean is a simple strategy that focuses on the
elimination of waste, variation, and work
imbalance.
 Each step must create Value for the
Customer.

 It is a way of life!


Principles Of Lean
Specify Value
1

Seek
5
Perfection

2

Lean

4

3

Map The Flow
Of Value

Make Value Flow

Pull From
The Customer


Lean Transformation Model
Lean
Management
System

Lean Culture
Drives
Sustainability

STRATEGIC PLAN & LEAN FOUNDATIONS
(HOSHIN)

Identify Value
Streams

Identify Lean
Champions

Value Stream
Mapping

Transfer Lean
Knowledge

Structured
Change Plan

Cross Functional
Engagement

Kaizen

Recognize
& Reward

LEAN ENTERPRISE


Structure of EVSM™
 Enterprise Value Stream Mapping™ is a Lean tool
that provides a detailed understanding of the end-toend process capturing both Value add and Non-Value
add activities as well as formal and informal

information and communication flows.


Enterprise Mapping Perspective
 Where should we start?

 What does Enterprise Value Stream Mapping™ inside the
4 walls of the organization really mean?
 What does „End-to-End‟ mean?

Kaizen

Kaizen

Request

Client

Administration & Office through to Producing the Request and Billing


Who Owns The Value Stream?
 Work is often organized by functional – department
priorities not always (rarely) aligned
 This is particularly true in Administrative / Office
environments

 Work often moves between departments and functions
 It‟s unusual to find one
person responsible for

end-to-end
improvement


Structure of EVSM™
Current State
Understanding the
Current State

Future State
Designing a Future
State

Current State
Map

Develop
Implementation
Plan

Future State
Map

Implementation
Plan
Develop a plan to
achieve the future state

Identify “Product” Families
Set Strategic Plan – Select Critical VSs


“Product” Families in an Office
 Product Families
 Identifying “Product” Families is critical and fundamental
to Enterprise Value Stream Mapping™.
 Group products, transactions and other types of
deliverables that follow a similar pathway - sharing and
competing for the same resources. Defines the Value
Streams
 It is also important to identify processing steps
supporting multiple Value Streams. A Shared Resource.

 Developing a “Product” Family Matrix can be a difficult
exercise because it challenges the way we normally
view our operations.


Identify “Product” Families

1

2

3

4

5

6

A

X

X

X

X

B

X

X

X

X

X

X

X

8

9

X

C

7

10

X
X
X

D

X

X

X

X

X

E

X

X

X

X

X

F

X

X

X

X

X

X

G

X

X

X

X

X

X


Office Products & Service
 Office Products and Services include:













Hiring
Payroll
Accounts Receivable / Payable
Engineering Design
Procurement
Customer Service
Order Processing
Scheduling
Financial reporting
Data processing / entry
Productivity & Performance reporting
Etc.

Who are the Customers?
 From a Lean perspective we consider the Customer
as the end user of the Product or Service we provide.
 In many office environments, it may be difficult to
understand who the customer is.
 Office operations often satisfy a multitude of both
internal and external customers.
 Who prioritizes the work?





The person doing the job?
The person who screams the loudest?
The person with the most authority?
The Value Stream - end to end system(s)


Leadership Roles
Directors

Business Strategy for Selecting Value Streams

Executives
Strategy & Goal Deployment

Drivers

Lean Improvement Initiatives

Middle Managers

Plans & Projects
Value Stream Performance

Doers

Kaizen Projects

Process Owners
Project Leaders
SMEs, Staff

Problem Solving & Implementation
Process Performance


What Impedes Success – No Time
 Legend : Red – Not available Black – Possibly Available

January
May
September

February
June
October

March
July
November

April
August
December

 Continuous Improvement???


Factors for Successful EVSM Implementation

 Value Stream selection linked to a strategic goals
 Charters documents that clearly identifies roles,
responsibilities, scope of work and expected deliverables

 Senior Leadership MUST support





System thinking
Introduce the right performance metrics
Give teams the responsibility and authority to drive change
Be available to remove roadblocks


Key to Success
Execution

Passion
6 Month Cycle

Develop
Current State
Future State
Implementation
Map
Map
Plan

Plan

Knowledge


THANK YOU ALL FOR JOINING US TODAY!

Contact Us:
Lean Advisors, Inc.
Phone: 877.778.6413

Email: corp@leanadvisors.com
Website: www.leanadvisors.com


EVSM for Office and Services

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