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Business Improvement and LEAN ConsultancyTraining and education (inc. Level 7 University Post Graduate Certificate in Lean Management)Business restructuring and coachingBusiness turnaround and culture changeProject management Waste and carbon reduction Interim Management and RecruitmentRapid accurate service providing business and dept. leadersBusiness Improvement Professionals

Fusionworx Performance Management SoftwarePeople and project management, culture and performance improvement with a LEAN toolbox

Lean Manufacturing

The 5S Journey Recruitment & Interim Lean Consultancy & Training Fusionworx Performance Software www.teamworx-technologies.comSlide # Teamworx Technologies 2012Teamworx Business Services1

Slide # Teamworx Technologies 2012ClientsSectors include: Automotive, Logistics, Medical, Electronics, Food, Packaging, Warehousing, Printing, Financial services, Aerospace, Renewable energyUniversitiesTeamworx have presented mini courses at Wolverhampton University, collaborated on Lean4Green research and provided Lean consultancy for a Uni clientTeamworx and Harper Adams University are developing an accredited level 5 Business Improvement Diploma for senior management for launch in 2011

2Presented byTeamworx Technologies LimitedThe Beauty of Lean Management

The Lean Office

A Journey to Best Practice through Lean deployment

Slide # Teamworx Technologies 20123Bubblequest Associates 01952 288250A Journey to Best PracticeWhat is Lean?

Lean is GETTING MORE FOR LESS

What is Lean Thinking?While Lean was born in large volume, repetitive manufacturing for the automotive industry sector, Lean principles and benefits apply to all processes.

Slide # Teamworx Technologies 20124Bubblequest Associates 01952 288250A Journey to Best PracticeWhere does Lean originate?Lean has its origins in manufacturing

Taiichi Ohno Toyota Production SystemToyota Automatic Loom (Jidoka built-in quality)Lockheed Supermarket System (JIT pull system)Fords moving assembly line (single piece flow)

Dr Edward Deming Zero defectsJapanese post war products image was of cheap, shoddy imitationsTrained Japanese industrialists in the creation of innovative quality products4 year transformation

Slide # Teamworx Technologies 20125Bubblequest Associates 01952 288250Business TypeLocationProject Cost x1000Savings During Project x1000First Year Saving x1000Payback Realised MonthsProjected Savings over next 4 years x1000 p.a.Printing CompanyUK60802003250Yellow GoodsUK27601054100PackagingPoland283041002300Renewable EnergyUK261401402100ElectronicsIRE702003007500FoodUK1001,0001,00035,000PackagingUK1302,0001,00082,000AutomotiveUK1,5001,0004,0001815,400 Why apply Lean techniques?Examples of investment and returnsSlide # Teamworx Technologies 2012

4 YearsEmployeesM Savings per HeadAverage3,48011.0 pa3,1804 YearsEmployeesM Savings per HeadAverage3,0001.1 pa350Full staff involvement return on 1.1M investment in WinGsPlant OxfordComparable Plant in Munich10 Times the savingsCIPD Award winning programmeLean Manufacturing The ResultsSource: BMW Munich 2010

Slide # Teamworx Technologies 2012 Lean Tools and TechniquesLourdes Hospital General Manager Liz Cousins Whats been achieved in a short space in time is incredible its amazing!Lean is about getting more for less

Theatre Manager - Zoe CaseWith the 5Ss we have made it run so much smootherCase studies availableSlide # Teamworx Technologies 20128Bubblequest Associates 01952 288250A Journey to Best PracticeWhy go Lean whats in it for me? (Employees perspective)

Greater employee involvementImprove the working environmentMake the office more competitiveEliminate wasteful activities and processesEstablish clear requirements and measurable goalsLearn from each other and share best practiceImprove communication and recognitionBe allowed time to make improvements

Joined up thinking for the office or for office or manufacturing

Slide # Teamworx Technologies 20129Bubblequest Associates 01952 288250A Journey to Best PracticeWhat are the benefits? (Employers perspective)

Double office productivityEmpower and involve staffImprove workplace organisation and safetyIntroduce Visual Performance CentresMeasure performance and align effortMake continuous improvement a way of lifeGain best in class recognition

Slide # Teamworx Technologies 201210Bubblequest Associates 01952 288250The 6 Steps to Lean How do I apply Lean techniques?Slide # Teamworx Technologies 2012The Lean Office: A Journey to Best Practice 6 Steps to Lean What is the Process?Prepare for Lean

Culture change externally facilitated:Educate in lean principles and practicesEstablish common vocabularies and processesCreate interest and desireProvide leadership and supportKey to team success:Senior management actively supportiveTeam members are equalRule for openness and removal of blameCreate improvement plans and implement them

Slide # Teamworx Technologies 201212Bubblequest Associates 01952 288250The Lean Office: A Journey to Best Practice 6 Steps to LeanDetermine the flow

Document the flow of informationInvolve everyone in the flow as part of the teamThe team should:Map each value streamAnalyse each value streamIdentify waste or repetitive actions

Slide # Teamworx Technologies 201213Bubblequest Associates 01952 288250Any process has three mapsWhat we think happensas is e.g. proceduresWhat actually happensWhat could happen after waste removalSlide # Teamworx Technologies 2012The Lean Office: A Journey to Best Practice 6 Steps to LeanEstablish the baseline metrics

Determine the measures that are importantSet up regular monitoring and reportingNote the issuesEstablish regular improvement groupsTake action to improve the results

Slide # Teamworx Technologies 201215Bubblequest Associates 01952 288250The Lean Office: A Journey to Best Practice 6 Steps to LeanFollow the work

Walk the process

The team touches the dataCapture the events and transactions en routeCollect all paperwork, approvals etcNote delaysPlot the route, attach paperwork to process charts

Slide # Teamworx Technologies 201216Bubblequest Associates 01952 288250The Lean Office: A Journey to Best Practice 6 Steps to Lean5.Brainstorm Waste Elimination

Brainstorm, categorise, and prioritise:Compile a list of ideas based on findingsCategories the ideas (eg Ishikawas fishbone)Prioritise suggestions, look for root causesImplement low cost suggestions immediatelyCompile other ideas into an improvement planSet time aside to follow up the rest of the listPresent to senior management

Slide # Teamworx Technologies 201217Bubblequest Associates 01952 288250The Lean Office: A Journey to Best Practice 6 Steps to Lean6. Implement Recommendations

Implement as many ideas as possible; focus on:The elimination of constraintsProcess standardisationRemoval or minimisation of wasteful practicesSafe and organised office environment

Continuous improvementRegular audit of the systems and proceduresRegular Kaizen* team meetings

Celebrate success!

Slide # Teamworx Technologies 201218Bubblequest Associates 01952 288250The 7 Wastes How do I apply Lean techniques?Slide # Teamworx Technologies 2012The Lean Office: A Journey to Best Practice 7 Wastes of InformationWhat are the 7 Wastes of Information?

TransportationMovement of information that does not add value:Retrieving or storing filesCarrying documents to and from shared equipmentTaking files to another personGoing to get signatories

2.InventoryMore information or project material on hand than the customer needs right now:Files waiting to be worked onOpen projectsOffice suppliesE-mails waiting to be readUnused records in the database

Slide # Teamworx Technologies 201220Teamworx Technologies 01952 288338e-Innovation Centre TelfordTransport

After

FROM THISTO THISSlide # Teamworx Technologies 201221Notes:e-Innovation Centre TelfordInventory

Slide # Teamworx Technologies 201222Notes:e-Innovation Centre TelfordThe Lean Office: A Journey to Best Practice 7 Wastes of Information3.MotionMovement of people that does not add value:Searching for filesExtra clicks for key strokesClearing away files on the deskGathering informationLooking through manuals and cataloguesHandling paperwork

4.WaitingIdle time creating when material, information, people or equipment is not ready; eg waiting for:Faxes to come through, or the photocopier to become availableThe system to come back upCustomer responseA file to come back

Slide # Teamworx Technologies 201223Teamworx Technologies 01952 288338e-Innovation Centre TelfordMotion

BeforeAfterOffice Workshop

Slide # Teamworx Technologies 201224Notes:e-Innovation Centre TelfordWaiting

The team all start work at 3am in the post room but the post doesnt arrive until 3.30

Slide # Teamworx Technologies 201225Notes:e-Innovation Centre TelfordThe Lean Office: A Journey to Best Practice 7 Wastes of Information5. Over ProcessingEfforts that create no value from the customers viewpoint:Creating reportsRepeated manual entry of dataUse of outdated standard formsUse of inappropriate software6. OverproductionGenerating information or carrying out procedures that no one needs right now:Generating more information than the customer needsGenerating more information than the next process needsCreating reports no one readsMaking extra copies

7. DefectsWork that contains errors, rework, mistakes or lacks something necessary:Data entry errorPricing errorMissing informationMissed specificationsLost recordsSlide # Teamworx Technologies 201226Teamworx Technologies 01952 288338e-Innovation Centre TelfordOver Processing

Taking un-needed steps to process the goods / serviceProviding higher quality than the customer wantsInefficient processing due to poor equipment usage or incorrect product design, e.g. not having the right tool for the job Slide # Teamworx Technologies 201227Notes:e-Innovation Centre TelfordOver Production

Working faster than the target and finishing earlier than the customer requires

Slide # Teamworx Technologies 201228Notes:e-Innovation Centre TelfordDefects

Fixing a broken photocopierSpending time correcting defects and mistakes internal and external

Slide # Teamworx Technologies 201229Notes:e-Innovation Centre TelfordThe Lean Office: A Journey to Best Practice 7 Wastes of Information

Transport e.g. moving work too much, handoffs between departmentsInventory e.g. WIP & StockMotion e.g. Walking to Printer or to another floorWaiting e.g. for work, for a machine to be fixedOver Production e.g. beating SLAOver / Under Processing e.g. checking the checkersDefects e.g. rejects & rework

TIM WOODSlide # Teamworx Technologies 2012Lean Office A Journey to Best PracticeMy OfficeAre any of these familiar?

Slide # Teamworx Technologies 201231Bubblequest Associates 01952 288250Lean Office A Journey to Best Practice

My OfficeFind the fileAccumulationObsolescenceRe-draftCabinet growthDuplicationCostTime

Slide # Teamworx Technologies 201232Bubblequest Associates 01952 288250Lean Office A Journey to Best PracticeMy Office

Lean Office Part of the Teamworx Business Improvement SeriesSlide # Teamworx Technologies 201233Bubblequest Associates 01952 288250Can changing methods to improve quality and productivity?

Slide # Teamworx Technologies 2012e-Innovation Centre TelfordEasy wasnt it?

The T- Shirt ChallengeSlide # Teamworx Technologies 2012e-Innovation Centre TelfordProductivity and QualityXA Standard Operating Procedure (SOP) could be developed

X515103.83.33.55Quality = RepeatabilityProductivity = Floor to floor timeProductivity = X10Quality = X20Method over effortSlide # Teamworx Technologies 2012e-Innovation Centre TelfordBusiness Improvement Professionals

www.teamworx.uk.com Leave a business card if you want to be kept informedOther WorkshopsLean Awareness Full 2 to 4 Hour WorkshopVisual Management Creating a Performance CentreProcess Bottlenecks Wonkas Chocolate FactoryLean Manufacturing Improving ThroughputLean Office Supercharge Your OfficeThe Beauty of Lean ManagementThe 5S Journey Recruitment & Interim Lean Consultancy & Training Fusionworx Performance Software www.teamworx-technologies.comSlide # Teamworx Technologies 201237e-Innovation Centre Telford

Royal Mail 5S Map Before
Coat Room