More Related Content Similar to Roadmap lean office english Similar to Roadmap lean office english (20) More from Márcio Alexsandro P Santos More from Márcio Alexsandro P Santos (11) Roadmap lean office english1. Lean Six Sigma Learning
THE ROAD MAP
6 STEPS FOR IMPROVEMENTS
IN THE OFFICES
© 3M 2008. All Rights Reserved.
2. 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. 2
3. Lean Six Sigma Learning
FILES
VOC.xls
VOC analysis.xls
© 3M 2008. All Rights Reserved. 3
4. 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. 4
5. 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. 5
6. 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. 6
7. Lean Six Sigma Learning
UNDERSTAND THE CURRENT
PROCESS
Voice of Customer
Survey
> 70% answers to be trustful
Prioritized &
Critical
Critical
Analysis
VSMs
Gather people’s
activity information
30 days to avoid seasonality
© 3M 2008. All Rights Reserved. 7
8. Lean Six Sigma Learning
GATHER PEOPLE’S ACTIVITY
INFORMATION
Data Gathering.xls
Data Gathering - Consolidation.xls
© 3M 2008. All Rights Reserved. 8
9. Lean Six Sigma Learning
VALUE STREAM MAPPING
VSM.xls
VSM.pdf
VSM.vsd
© 3M 2008. All Rights Reserved. 9
10. Lean Six Sigma Learning
WASTES IN OFFICES
BOUNDARY WASTES
KNOWLEDGE WASTES
PLANNING WASTES
© 3M 2008. All Rights Reserved. 10
11. 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. 11
12. 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. 12
13. Lean Six Sigma Learning
DMAIC TOOLS (ubertool)
BRAINSTORMING
PARETTO
CHART
CHECK-LIST
CHARTS
PRIORITY MATRIX
ISHIKAWA
5W
1H 5W / 1H
© 3M 2008. All Rights Reserved. 13
14. Lean Six Sigma Learning
DMAIC TOOLS (ubertool)
Quick Hits Complex
PLAN = 5W1H & 5
JUST DO IT!
WHYs
~ 40% of cases ~ 60% of cases
© 3M 2008. All Rights Reserved. 14
17. Lean Six Sigma Learning
FILES
5W1H
5 Whys
© 3M 2008. All Rights Reserved. 17
18. 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. 18
19. Lean Six Sigma Learning
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
© 3M 2008. All Rights Reserved. 19
20. Lean Six Sigma Learning
FLOW
LEVEL THE WORKLOAD;
ELIMINATE
INTERRUPTIONS;
© 3M 2008. All Rights Reserved. 20
21. 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. 21
22. Lean Six Sigma Learning
BALANCE CHART
© 3M 2008. All Rights Reserved. 22
23. Lean Six Sigma Learning
BALANCE CHART
© 3M 2008. All Rights Reserved. 23
24. Lean Six Sigma Learning
BALANCE CHART
Balance chart.xls
© 3M 2008. All Rights Reserved. 24
25. Lean Six Sigma Learning
ELIMINATE INTERRUPTIONS
PROCESS •PRECIOUS
DATA INFORM.;
DEPTS • GOOD
DECISION
INFORMATION
FLOW
WITH NO HAND
OFFS
© 3M 2008. All Rights Reserved. 25
26. Lean Six Sigma Learning
TRADITIONAL PROCESS
© 3M 2008. All Rights Reserved. 26
27. Lean Six Sigma Learning
LEAN PROCESS
© 3M 2008. All Rights Reserved. 27
28. Lean Six Sigma Learning
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
© 3M 2008. All Rights Reserved. 28
29. Lean Six Sigma Learning
STANDARDIZATION: OFFICE
STANDARD WORK INSTRUCTION
Content:
1 – Work flow
SWI.xls
2 – Processes Inputs and Outputs
3 – Method: detailed instruction, step by
step (element instruction)
© 3M 2008. All Rights Reserved. 29
30. Lean Six Sigma Learning
3 LEAN SOLUTIONS
1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
© 3M 2008. All Rights Reserved. 30
31. Lean Six Sigma Learning
• LEAN MANAGEMENT SYSTEM
• VISUAL MANAGEMENT
• LESSONS LEARNED
© 3M 2008. All Rights Reserved. 31
P 31
32. Lean Six Sigma Learning
Daily Accountability Routine
7.00 – 8.00 am
Supervisor Operators
Tier 11
Tier Data acquisition
8.00 – 8.30 am
Superintendent Supervisor Process Eng Maintanance Planning
Tier 22
Tier
Task Accountability Board
Task Accountability Board
9.00 – 9.30 am
Plant Manager Gather together the information
Tier 33
Tier Superintendent
to share with tier 4
9.30 – 10.00 am
Site Plant Maintanance Planning
Tier 44
Tier Managers
Manager Manager Manager
Signatures YYYYY XXXXX XXXXX
© 3M 2008. All Rights Reserved. 32
33. Lean Six Sigma Learning
LEAN MANAGEMENT
Lean Management.xls
© 3M 2008. All Rights Reserved. 33
34. Lean Six Sigma Learning
VISUAL MANAGEMENT
Make easy and widely accessible
the comparison of the expected
performance versus actual
© 3M 2008. All Rights Reserved. 34
35. Lean Six Sigma Learning
VISUAL MANAGEMENT
Call Center Management
© 3M 2008. All Rights Reserved. 35
36. Lean Six Sigma Learning
VISUAL MANAGEMENT
Delivery Issues
© 3M 2008. All Rights Reserved. 36
37. Lean Six Sigma Learning
VISUAL MANAGEMENT
Kamishibai – Routine control
© 3M 2008. All Rights Reserved. 37
38. Lean Six Sigma Learning
VISUAL MANAGEMENT
Action Log
© 3M 2008. All Rights Reserved. 38
39. Lean Six Sigma Learning
VISUAL MANAGEMENT
KPIs Visual Management.xls
© 3M 2008. All Rights Reserved. 39
40. 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. 40
P 40
41. 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. 41
42. 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. 42
43. Lean Six Sigma Learning
FILES
A3 Report Template.xls
A3 Report Example.xls
© 3M 2008. All Rights Reserved. 43
Editor's Notes Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential 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 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 2008 Corporate Overview v1 4.4.08 __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 2008 Corporate Overview v1 4.4.08 2008 Corporate Overview v1 4.4.08 2008 Corporate Overview v1 4.4.08 2008 Corporate Overview v1 4.4.08 2008 Corporate Overview v1 4.4.08