More Related Content Similar to Lean office b bs english Similar to Lean office b bs english (15) More from Márcio Alexsandro P Santos More from Márcio Alexsandro P Santos (11) 1. Lean Six Sigma Learning
LEAN OFFICE
© 3M 2008. All Rights Reserved.
2. Lean Six Sigma Learning
WHAT IS THE CHALLENGE FOR
THE COMPANIES NOWADAYS?
© 3M 2008. All Rights Reserved.
4. Lean Six Sigma Learning
WHAT ARE THE MOST
COMPETITIVES COMPANIES DOING?
© 3M 2008. All Rights Reserved. 5
5. Lean Six Sigma Learning
THERE ARE A LOT
OF WASTES
IN SERVICE
BASED OPERATIONS
© 3M 2008. All Rights Reserved. 6
6. Lean Six Sigma Learning
AIRPLANE TRIP – CAMPINAS TO
SALVADOR
Drive to Park Walk to the Check-in Wait Pass Wait for Board in the Wait
airport terminal through boarding plane everybody to
security board
Driver Driver Flyer Front desk Flyer Flyer Flyer Flyer Flyer
Car Car Walking system Sit in a chair Line Sit in a chair Line Sit in the
chair
30 min 5 min 5 min 30 min 30 min 30 min 30 min 10 min 20 min
Go to the Wait in the Fly to Go to the Arrive in the Take the Get a cab Go to final
departure line to depart Salvador terminal terminal luggage destination
point
Flyer Driver Flyer Flyer Flyer Flyer Flyer Flyer
46%
Airplane Car Airplane Airplane Walking Walking Line Taxi 6 h 25 min
5 min 5 min 2 hours 5 min 5 minutes 20 min 5 min 30 min 3 hours
© 3M 2008. All Rights Reserved. 7
7. Lean Six Sigma Learning
MEDICAL CONSULTATION
Look for the Call the Wait the Drive to the Park Walk to the Get a Present the Wait to be
doctor doctor to date clinic clinic password docs called
schedule and wait
Patient Patient Patient Patient Patient Patient Patient Patient Patient
Book Phone Car Car Walking Sit in a chair Front desk Sit in the
chair
5 min 5 min 2 days 20 min 5 min 2 min 10 min 5 min 10 min
Consult the Go back
doctor home
Patient Patient
0,7%
Face to face Car 49h 42min
20 min 20 min 20 min
© 3M 2008. All Rights Reserved. 8
8. Lean Six Sigma Learning
WHY IS THERE A
LOT OF WASTES IN
OFFICES?
© 3M 2008. All Rights Reserved. 9
9. Lean Six Sigma Learning
SOURCE OF THE PROBLEMS
© 3M 2008. All Rights Reserved. 10
11. Lean Six Sigma Learning
HAND OFF
INFORMATION TRANSFER BETWEEN
PEOPLE AND DEPARTMENTS
© 3M 2008. All Rights Reserved. 12
12. Lean Six Sigma Learning
FUNCTIONAL DIVISION
© 3M 2008. All Rights Reserved. 13
14. Lean Six Sigma Learning
NUMBERS CHALLENGE
SEQUENCE PREDICTION RESULT
2 4 6
© 3M 2008. All Rights Reserved. 15
15. Lean Six Sigma Learning
ANALYSE AND
TEST
PICK ONE DEVELOP
IDEAS
IMPROVE
© 3M 2008. All Rights Reserved. 16
17. Lean Six Sigma Learning
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 did18it very well.”
© 3M 2008. All Rights Reserved.
18. Lean Six Sigma Learning
ABOUT INDICATORS
DO NOT SOLVE ANY PROBLEM!
ACTIONS SOLVE PROBLEMS!
© 3M 2008. All Rights Reserved. 19
19. Lean Six Sigma Learning
IS IT DIFFICULT TO SEE
THESE WASTES IN THE
OFFICES?
© 3M 2008. All Rights Reserved. 20
20. Lean Six Sigma Learning
IT I DIFFICULT TO SEE HOW THE
INFORMATION IS PROCESSED
SO, IT IS DIFFICULT TO SEE THE
WASTES!
WE NEED A
METHODOLOGY!
© 3M 2008. All Rights Reserved. 21
21. Lean Six Sigma Learning
CAN LEAN HELP US?
© 3M 2008. All Rights Reserved.
22. Lean Six Sigma Learning
THE ROAD MAP
6 STEPS FOR IMPROVEMENTS
IN THE OFFICES
© 3M 2008. All Rights Reserved.
23. Lean Six Sigma Learning
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;
80
Analyze the
300
4 – Find the root cause of wastes;
wastes 60
Days
200
%
Draw Future
6 5 – Draw a high performance process
40
State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement actions and manage to
7 2 3 2 1 2
0 0
ZE CAP S N
M AP3V perfection; M
MC ZEM BT
B B S H N G S HV Other
M S M
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14 7
3,6
6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
© 3M 2008. All Rights Reserved. 24
24. Lean Six Sigma Learning
WE CAN ONLY REMOVE
WASTES IF WE
UNDERSTAND WHAT IS
VALUE TO THE
CUSTOMER
WHAT IS VALUE TO YOUR
CUSTOMER?
© 3M 2008. All Rights Reserved. 25
25. Lean Six Sigma Learning
VOICE OF CUSTOMER
What happens Attractives
Attractives
with time? (unknown)
(unknown)
Performance
Performance
(Spoken)
(Spoken)
Time
Not done
utra l Well done
Ne
(or done in a bad way)
Basic
Basic
(Expected)
(Expected)
© 3M 2008. All Rights Reserved. 26
26. Lean Six Sigma Learning
EXAMPLES 1. I like it .
1a. CRC extract orders, how do you feel about it?
2. I expect it.
3. I am neutral.
1b. CRC do not extract orders, how do you feel about it? 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.
2a. CRC makes active selling, how do you feel about it? 3. I am neutral.
4. I do not like but I can
2b. CRC does not make active selling, how do you feel about it? tolerate.
5 . I do not like but I can
not tolerate
1. I like it .
2. I expect it.
3a. CRC connects customer and Materials Planning, how do you feel 3. I am neutral.
about it? 4. I do not like but I can
tolerate.
5 . I do not like but I can
3b. . CRC does not connect customer and Materials Planning, how do not tolerate
you feel about it?
© 3M 2008. All Rights Reserved. 27
27. Lean Six Sigma Learning
INTERPRETING RESULTS
Functional presentation NEGATIVE (-)
Customer
requirements Satisfied Neutral Unsatisfied
Attactive Performance
?
Functional presentation POSITIVE (+)
Satisfied
Reverse Indiferent Basic
Neutral
Reverse Reverse
Unsatisfied ?
© 3M 2008. All Rights Reserved. 28
28. Lean Six Sigma Learning
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;
80
Analyze the
300
4 – Find the root cause of wastes;
wastes 60
Days
200
%
Draw Future
6 5 – Draw a high performance process
40
State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement actions and manage to
7 2 3 2 1 2
0 0
ZE CAP S N
M AP3V perfection; M
MC ZEM BT
B B S H N G S HV Other
M S M
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14 7
3,6
6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
© 3M 2008. All Rights Reserved. 29
29. Lean Six Sigma Learning
WHY IS IT EVEN MORE
IMPORTANT IN
OFFICES?
The goal is clarify the current
state and create a consensus
about the need of change!
© 3M 2008. All Rights Reserved. 30
30. Lean Six Sigma Learning
GATHER PEOPLE’S ACTIVITY
INFORMATION
© 3M 2008. All Rights Reserved. 31
31. Lean Six Sigma Learning
EXAMPLE
© 3M 2008. All Rights Reserved. 32
32. Lean Six Sigma Learning
GRAPHICAL PRESENTATION
Process entry
What is done Document
(1 verb)? output
Who does?
How (tool and/or Information
method)? output
PP==Number of people
Number of people
TP ==Time of permanence
TP Time of permanence
Loops of TRA ==Time of activity execution
TRA Time of activity execution Output of the
the process FF==frequency of activity
frequency of activity process
execution
execution
IND ==Quality indicator
IND Quality indicator
© 3M 2008. All Rights Reserved. 33
33. Lean Six Sigma Learning
IDENTIFYING WASTES IN
OFFICES
© 3M 2008. All Rights Reserved.
34. Lean Six Sigma Learning
THE TRADITIONAL 7 WASTES
WAITING
TRANSPORTATION
OVERPRODUCTION
MOTION
INVENTORY
OVER-PROCESSING POOR QUALITY
© 3M 2008. All Rights Reserved. 35
35. Lean Six Sigma Learning
IN OFFICES
BOUNDARY WASTES
KNOWLEDGE WASTES
PLANNING WASTES
© 3M 2008. All Rights Reserved. 36
36. Lean Six Sigma Learning
9 WASTES IN OFFICES
USELESS
WAITING
INFORMATION
LARGE BATCHES LACK OF
LEVELLING
BOUNDARY
BOUNDARY
PLANNING
PLANNING
REDUNDANT
TASKS
LACK OF
SYNCHRONISM
POOR QUALITY
STOP AND GO
REINVENTION KNOWLEDGE
KNOWLEDGE TASKS
© 3M 2008. All Rights Reserved. 37
37. Lean Six Sigma Learning
IT IS HARD TO SEE
© 3M 2008. All Rights Reserved. 38
38. Lean Six Sigma Learning
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;
80
Analyze the
300
4 – Find the root cause of wastes;
wastes 60
Days
200
%
Draw Future
6 5 – Draw a high performance process
40
State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement actions and manage to
7 2 3 2 1 2
0 0
ZE CAP S N
M AP3V perfection; M
MC ZEM BT
B B S H N G S HV Other
M S M
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14 7
3,6
6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
© 3M 2008. All Rights Reserved. 39
39. Lean Six Sigma Learning
PDCA - TOOLS
BRAINSTORMING
PARETTO
CHART
CHECK-LIST
CHARTS
PRIORITY MATRIX
ISHIKAWA
5W
1H 5W / 1H
© 3M 2008. All Rights Reserved. 40
43. Lean Six Sigma Learning
EXAMPLE
© 3M 2008. All Rights Reserved. 44
44. Lean Six Sigma Learning
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;
80
Analyze the
300
4 – Find the root cause of wastes;
wastes 60
Days
200
%
Draw Future
6 5 – Draw a high performance process
40
State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement actions and manage to
7 2 3 2 1 2
0 0
ZE CAP S N
M AP3V perfection; M
MC ZEM BT
B B S H N G S HV Other
M S M
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14 7
3,6
6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
© 3M 2008. All Rights Reserved. 45
45. Lean Six Sigma Learning
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
© 3M 2008. All Rights Reserved. 46
46. Lean Six Sigma Learning
FLOW
LEVEL THE WORKLOAD;
ELIMINATE
INTERRUPTIONS;
© 3M 2008. All Rights Reserved. 47
47. Lean Six Sigma Learning
LEVEL THE WORKLOAD
DEMAND
• 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?
© 3M 2008. All Rights Reserved. 48
48. Lean Six Sigma Learning
BALANCE CHART
© 3M 2008. All Rights Reserved. 49
49. Lean Six Sigma Learning
ELIMINATE INTERRUPTIONS
PROCESS •PRECIOUS
DATA INFORM.;
DEPTS • GOOD
DECISION
INFORMATION
FLOW
WITH NO HAND
OFFS
© 3M 2008. All Rights Reserved. 50
50. Lean Six Sigma Learning
TRADITIONAL PROCESS
© 3M 2008. All Rights Reserved. 51
51. Lean Six Sigma Learning
LEAN PROCESS
© 3M 2008. All Rights Reserved. 52
52. Lean Six Sigma Learning
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
© 3M 2008. All Rights Reserved. 53
53. Lean Six Sigma Learning
STANDARDIZE
- TASKS OF THE PEOPLE
EVERY TASK SHOULD BE ESPECIFIED IN
CONTENT, SEQUENCE, TIME AND OUTPUT.
- TRANSFER OF INFORMATION
EVERY RELATION CUSTOMER-SUPPLIER
SHOULD BE STRAIGHT AND CLEAR.
© 3M 2008. All Rights Reserved. 54
54. Lean Six Sigma Learning
STANDARDIZATION: OFFICE
STANDARD WORK INSTRUCTION
© 3M 2008. All Rights Reserved. 55
55. Lean Six Sigma Learning
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
© 3M 2008. All Rights Reserved. 56
56. Lean Six Sigma Learning
• LEAN MANAGEMENT SYSTEM
• VISUAL MANAGEMENT
• LESSONS LEARNED
© 3M 2008. All Rights Reserved. 57
P 57
57. Lean Six Sigma Learning
DAILY ACCOUNTABILITY
“The daily accountability
questing a better quality of
activities is one of the most
important value of a
company.”
Falconi
Go & See!
© 3M 2008. All Rights Reserved. 58
58. Lean Six Sigma Learning
DAILY ACCOUNTABILITY
DAY 4
DAY 3
DAY 2
DAY 1
© 3M 2008. All Rights Reserved. 59
59. Lean Six Sigma Learning
DAILY ACCOUNTABILITY
DAYS 5 & 6 DAY 4
(LOST)
DAY 3
DAY 2
DAY 1
© 3M 2008. All Rights Reserved. 60
60. Lean Six Sigma Learning
DAILY ACCOUNTABILITY
PART OF DAY 4
DAY 5
(LOST) DAY 3
DAY 2
DAY 1
© 3M 2008. All Rights Reserved. 61
61. Lean Six Sigma Learning
DAILY ACCOUNTABILITY
DAY 4
DAY 3
DAY 2
DAY 1
© 3M 2008. All Rights Reserved. 62
62. Lean Six Sigma Learning
VISUAL MANAGEMENT
Make easy and widely accessible
the comparison of the expected
performance versus actual
© 3M 2008. All Rights Reserved. 63
63. Lean Six Sigma Learning
EXAMPLES
© 3M 2008. All Rights Reserved. 64
64. Lean Six Sigma Learning
LESSONS LEARNED
Structured meetings with the following
targets:
Measure results
Focus in facts and data
Process analysis
Feedback of internal customer
Written improvement plan
© 3M 2008. All Rights Reserved. 65
P 65
65. Lean Six Sigma Learning
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;
80
Analyze the
300
4 – Find the root cause of wastes;
wastes 60
Days
200
%
Draw Future
6 5 – Draw a high performance process
40
State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement actions and manage to
7 2 3 2 1 2
0 0
ZE CAP S N
M AP3V perfection; M
MC ZEM BT
B B S H N G S HV Other
M S M
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14 7
3,6
6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
© 3M 2008. All Rights Reserved. 66
66. Lean Six Sigma Learning
A3 REPORT
DATE E.O. F. B. M. E. P. P. D. M. A.C. C. F.
Title 17/06/08
BACKGROUND / TARGETS FUTURE STATE
•Historical Context • Actions and why are recommended
•What is the problem? What is the relation • Countermeasures to the root-cause
with the business?
CURRENT STATE
•Where are we?
ACTION PLAN
•How are we?
•Facts and data
• Which activities are required to reach the
target condition?
• Responsible and when?
ANALYSIS
•What is the root cause? INDICADORES
•What is the restriction? • Measurement of impact of the actions in
the KPIs
© 3M 2008. All Rights Reserved. 67
67. Lean Six Sigma Learning
SUMMARY
CURRENT SCENARIO AND LEAN OFFICE
VOC
GATHER INFORMATION AND MAPPING
WASTES AND ROOT CAUSES
3 LEAN SOLUTIONS FOR FUTURE STATE
MANAGE TO PERFECTION!
THANK YOU!
© 3M 2008. All Rights Reserved. 68
68
Editor's Notes Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential E falando em fazer certo, vamos combinar algumas coisas Viagem, Médico, concessionária Processos da Toyota – maior qualidade, maior velocidade, menor custo CRC Engenharia Exportação Menores custos = maior competitividade PIB 3x higher Export – 10x higher Import – 10x higher Menores custos = maior competitividade Problemas = atividades que não agregam valor ao cliente Os processos administrativos, ao contrário dos fabris, não foram desenhados para serem ótimos. Eles eram práticas, que viraram processos e em seguida fluxos! Hand Offs são inevitáveis por conta da divisão funcional estabelecida por FORD. A questão é que existem bons e maus hand offs Muitas vezes as pessoas não tem tempo para fazer todo o processo em seqüência – restrições de escala. Muitas vezes não encontramos os atributos necessários em um só pessoa – restrições de escopo; Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential Desafio: descobrir a regra de formação de seqüência de três números Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential A falta de Planejamento para a tomada de decisões causa desperdícios. Exemplos de mal planejamento que acarretam em desperdícios: Analisar e testar um único conceito; Customizar sistema de informação sem o conhecimento de como a atividade é realizada; Tomar uma decisão rapidamente para evitar conflitos; Foco Indicadores de desempenho Gerenciamento sem planejamento porque as atividades em um escritório variam muito quanto ao tempo e ao conteúdo; Gerenciamento sem indicadores ou pontos de verificação devido ao fato de as informações serem invisíveis e o planejamento aparentemente desnecessário; Passar vídeo do café. Nos escritórios, dificilmente sabemos quem são os clientes e o que é valor para eles? Assim sendo, como podemos melhorar? Determine os “Requisitos do Cliente” Formule questões em 2 categorias (Funcional e Disfuncional) Pesquise com os Clientes usando as 2 categorias para cada necessidade. Tabule os resultados para encontrar o “tipo” de Requisitos. (Básica, Desempenho, Atrativo, Reverso, ou Indiferente) Decida como agir para cada um: Básica – Garanta que estão adequadamente atendidos. Não é necessário super-atender aqui. Desempenho – Tenha certeza que continuas competitivo. Atrativo – Considere estes para diferenciação competitiva. Indiferente – Considere eliminar ou reduzir o custo. Reverso – Investigar a fundo para entender porque eles são “reversos”. Em escritórios, não mapeamos áreas, mapeamos processos dentro das áreas. Ex.: processo de entrada de pedidos no CRC. Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential Quanto mais intangível for o objeto de estudo, maior a importância de tentar explicá-lo a partir do Mapeamento de Fluxo de Valor; Elementos que não adicionam valor ao Produto ou Serviço; Desperdício só adiciona Custo e Tempo Desperdícios são, na verdade, sintomas de problemas e não as causas dos problemas Desperdício nos mostra pontos de oportunidade no sistema Colocando os 7 desperdícios de sob a ótica do Lean Office, alguns deles perdem parte do sentido original. Por exemplo, falar em Excesso de Produção ou Movimentação parece estranho e certamente irá gerar polemica durante as discussões sobre o mapa de fluxo de valor. Uma maneira de tratar os desperdícios e a sua eliminação durante o processo de melhoria é dividi-los em três categorias, numa seqüência que facilita a sua identificação: Desperdícios de Fronteira: Os desperdícios de fronteira estão diretamente relacionados ao fluxo das informações e dos processos, remetendo ao terceiro princípio de Womack. Estes desperdícios acontecem porque os processos passam por pessoas, áreas e até mesmo empresas diferentes. Desperdícios de Conhecimento: Os desperdícios de Conhecimento são dois, ambos fortemente ligados a falta de padronização na execução das atividades Desperdícios de Planejamento: Estes desperdícios estão ligados intimamente a maneira como as pessoas e departamentos planejam as suas atividades e as distribuem ao longo do dia ou mês 4 19 Linha Vermelha = Tempo Takt ( Rodada de linha) Cada barra mostra os elementos de trabalho para um operador As barras são preenchidas de baixo para cima 1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min. Operador 3 é gargalo 4 19 Hand Off – Causador de desperdício: Termo em Inglês que designa a passagem de Informação de uma pessoa para outra ou de um departamento para outro. ****repare no longo tempo e destorcido tempo de atravessamento 4 19 DESENHAR ESTADO FUTURO INFORMAKTICA __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential
