amodrule_1 Lean Process Improvement
Definition
Lean is a set of principles and tools that maximize efficiency and effectiveness of work being performed by eliminating waste and increasing value-added activities.
    • Defines value from customer’s perspective
    • Strives for customer satisfaction
    • Strives for speed from start to finish with first pass quality
    • Standardized work is key enabler
    • Follows efficient standardized processes

Where Used?
Originally developed for manufacturing systems, now private and public-sector organizations have adapted and applied these methods to office environments, service-delivery processes, government, and administrative processes.


Organizational Issues it Addresses
    • Lead times too great
    • Customers complaining about “poor service”
    • Employees frustrated with “too much to do” and “not enough time to do it in”
    • Managers unable to report meaningful measure performance measures
    • Increase in expenses without an increase in results.
    • Poor quality
    • Excessive costs
    • Inflexible processes
    • Dependency on work-around methods
    • Management by exceptions

Typical Wastes in Organizations
    1. Defects: Data errors; missing information
    2. Over Production: Unnecessary reports and printing
    3. Waiting: Approval cycle
    4. Non Value-Added Processing: Unnecessary steps in the process
    5. Variation: Everyone doing it their own way
    6. Inventory: Excess material/information
    7. Excess motion: Customer’s file excessively moving through many departments
    8. Underutilized Employees: High skilled workers doing low skill work

Total Involvement
    • Senior management engagement and commitment are the most important factors in long-term success
    • Top-down drive to change the culture to one of continuous improvement
    • Front-line defining current state and possibilities for an improved future state


Typical Results
    • Eliminate or dramatically reduce backlogs
    • Reduce lead times
    • Decrease the complexity of processes
    • Improve quality and consistency
    • Process steps reduced
    • Handoffs (moving from person to person) reduced
    • Allocate more staff time to “mission critical” work
    • More responsive to customer
    • Improve staff morale
    • Improve process transparency


Nothing speaks louder than results

Contact The Schwiebert Group, Inc. for your Lean Office, Lean Service Delivery and Lean Government needs.