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Lean Office and Service Simplified The Definitive How-To Guide

ISBN-10: 1439820317
ISBN-13: 9781439820315
Edition: 2011
Authors: Drew Locher
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Description: A single source, comprehensive reference, this unique book covers all of the relevant concepts pertaining to the coinciding realms of value stream mapping and "Lean office". Providing extensive detail regarding the application of Lean thinking to  More...

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Book details

Copyright year: 2011
Publisher: Productivity Press
Publication date: 2/9/2011
Binding: Paperback
Pages: 194
Size: 6.75" wide x 9.50" long x 0.50" tall
Weight: 0.946
Language: English

A single source, comprehensive reference, this unique book covers all of the relevant concepts pertaining to the coinciding realms of value stream mapping and "Lean office". Providing extensive detail regarding the application of Lean thinking to office and services, this book describes value stream management, standard work, flow, and pull. It defines specific how-to methodologies in exhaustive depth, breaks down key Lean concepts into their elementary components and describes them in the context of office and services, provides implementation strategies on a function-by-function or department-by-department basis, and includes detailed examples throughout.

Introduction
Endorsements
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
Summary
Creating Standard Work for Office and Service
Standard Work-What It Is and Its Purpose
Elements of Standard Work
The �What�
Key Points-The �How� and �Why�
Time and Timing
Visually Displaying Standard Work
Benefits
Steps to Creating Standard Work
Summary
Creating Flow in Office and Services
Approaches to Flow in Office and Services
Combining Activities
Continuous Flow Processing with Multiple Roles
Concurrent Processing
Designing Flow Systems for Office and Services
Identify Activities
Determine the Demand Rate
Determine Resource Requirements
Identify Roles and Responsibilities, including Standard Work
Determine Training and Cross-Training Needs
Develop Visual Management Techniques
Typical Results
Summary
Creating Level Pull in the Office
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
Identify the Locations Where Queues Are Expected to Form
Identify Means to Provide Visibility
Establish Limits for the Queue
Define Rules for the Queue
Train People in the Pull System
Monitor the System for Effectiveness
Benefits of Office and Service Pull Systems
Summary
Establishing Visual Management in Office and Services
Background
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
Summary
Lean Tools for Office and Services
Workplace Organization or 5S
Mistake Proofing
Terms and Definitions
Mistake Proofing Devices
Mistake Proofing Devices and Examples
Guide/Reference/Interference Device
Template/Checklist Devices
Light Contact Electrical Devices
Counter Devices
Odd-Part-Out Devices
Sequence Restriction Devices
Standardize and Solve Devices
Critical Condition Indicator Devices
Delivery Detection Devices
Stopper/Gate
Sensor Devices
Mistake Proof Your Mistake Proofing Device
Setup Reduction or Quick Changeover
Functional Applications of Lean
Sales and Marketing
Stability Issues with Sales and Marketing
Standardizing Sales and Marketing Processes
Making the Sales and Marketing Function Visible
Improving the Sales and Marketing Function
Purchasing
Stability Issues Relating to the Purchasing Function
Standardizing Purchasing Processes
Making the Purchasing Function Visual
Improving the Purchasing Function
Accounting
Stability Issues in the Accounting Function
Standardizing Accounting Processes
Making the Accounting Function Visual
Improving the Accounting Function
Customer Service
Stability Issues with Customer Service
Standardizing Customer Service Processes
Making Customer Service Visual
Improving the Customer Service Function
Human Resources
Stability Issues Relating to Human Resources
Standardizing HR Processes
Making the HR Function Visible
Improving the HR Function
Summary
Leading the Lean Organization
Driving Continuous Improvement (PDCA)
Mentoring
Going to the Gemba
Performance Measurement
Recognition
Summary
The Quality Toolbox
Forms
Index

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