Winner of a 2012 Shingo Research and Professional Publication Award
Demystifying the application of Lean methods, Lean Office and Service Simplified: The Definitive How-To Guide goes beyond the basic tools to detail the key concepts of Lean as they apply to office and service environments. It begins by discussing value stream management, followed by chapters on standard work, flow, level pull, and visual management.
Winner of a 2012 Shingo Prize, this book covers essential Lean tools, including 5S and mistake proofing. It breaks down Lean concepts into their elementary components, describes them in a nonmanufacturing context, and supplies readers with specific how-to methodologies. Providing detailed examples throughout, the text illustrates the functions found in most service organizations, as well as the administrative areas of manufacturing companies.
Drawing on more than two decades of practical experience, the author provides implementation strategies on a function-by-function and department-by-department basis. He examines the most common obstacles that readers are likely to encounter and supplies strategies to address those obstacles. The text includes a toolbox of helpful forms, charts, checklists, templates, and worksheets to help kick-start your Lean implementation efforts.
Table of Contents
Organizing by Value Stream
Cross-Functional Teams Based on Value Stream
Defining Roles by Value Stream within a Department
Organizing Activities for Individuals by Value Stream
Creating Standard Work for Office and Service
Elements of Standard Work
Key Points—The "How" and "Why"
Time and Timing
Visually Displaying Standard Work
Steps to Creating Standard Work
Creating Flow in Office and Services
Continuous Flow Processing with Multiple Roles
Designing Flow Systems for Office and Services
Determine the Demand Rate
Determine Resource Requirements
Identify Roles and Responsibilities, including Standard Work
Determine Training and Cross-Training Needs
Develop Visual Management Techniques
Creating Level Pull in theOffice
Forms of Pull Systems
Visibility of Queues
Establishing Limits on Queues
Establishing Decision Rules for the Queue
Using Visual Signals That Are Worker Managed
Leveling the System
Steps to Implement Pull Systems
Step 1: Identify the Locations Where Queues Are Expected to Form
Step 2: Identify Means to Provide Visibility
Step 3: Establish Limits for the Queue
Step 4: Define Rules for the Queue
Step 5: Train People in the Pull System
Step 6: Monitor the System for Effectiveness
Benefits of Office and Service Pull Systems
Establishing Visual Management in Office and Services
Approaches to Visual Management
Elements of Visual Management
What Is the Purpose or Function of the Area?
What Activities Are Performed in the Area?
How Do People Know What To Do?
How Do They Know How To Do It?
How Do They Know How They Are Doing?
What Is Done If Performance Expectations Are Not Being Met?
Including Continuous Improvement in Visual Management
Lean Tools for Office and Services
Terms and Definitions
Mistake Proofing Devices
Mistake Proofing Devices and Examples
Light Contact Electrical Devices
Sequence Restriction Devices
Standardize and Solve Devices
Critical Condition Indicator Devices
Delivery Detection Devices
Mistake Proof Your Mistake Proofing Device
Setup Reduction or Quick Changeover
Functional Applications of Lean
Stability Issues with Sales and Marketing
Standardizing Sales and Marketing Processes
Making the Sales and Marketing Function Visible
Improving the Sales and Marketing Function
Stability Issues Relating to the Purchasing Function
Standardizing Purchasing Processes
Making the Purchasing Function Visual
Improving the Purchasing Function
Stability Issues in the Accounting Function
Standardizing Accounting Processes
Making the Accounting Function Visual
Improving the Accounting Function
Stability Issues with Customer Service
Standardizing Customer Service Processes
Making Customer Service Visual
Improving the Customer Service Function
Stability Issues Relating to Human Resources
Standardizing HR Processes
Making the HR Function Visible
Improving the HR Function
Leading the Lean Organization
Driving Continuous Improvement (PDCA)
Going to the Gemba
The Quality Toolbox
… a simple guide to help leaders drive the Lean transformation of themselves, their people, and processes.
—Glenn Marshall, Northrop Grumman Shipbuilding
Drew is still one of the few practitioners who really understand the concept of the Lean Enterprise as opposed to Lean Manufacturing.
—Bill Beer, Wenger Corporation
... a plain language guide to transforming Office and Service industries into effective, efficient organizations. I recommend it strongly.
—Mike Robinson, Manager, Corning Cable Systems
… clear and straightforward methods for applying Lean thinking to administrative and support processes that apply across almost every industry … I highly recommend this book.
—Brian Maskell, BMA Inc.
… Locher’s book delivers! Every essential tool in the Lean toolkit is explored with enough simplicity for a beginner to understand and enough depth for an experienced Lean Thinker to draw from.
—Allan R. Coletta, Siemens Healthcare Diagnostics, Inc.
… a valuable and enthusiastically recommended instructional reference for anyone faced with the responsibility of managing a business to its effective maximum performance in both its physical plant and its human resources. … begins by explaining the key concepts of Value Stream, Standard Work, Flow, Level Pull, and Visual Management. Every aspect of a functioning office is covered in accessible detail including sales, marketing, purchasing, accounting, customer service, mentoring, performance measurement, and more. … highly recommended for personal, professional, academic, and community library Business Management reference collections and supplemental reading lists.
—James A. Cox, Editor-in-Chief, Midwest Book Review, in Library Bookwatch, March 2011