Lean Management for Business Processes
Reduce delivery time, increase productivity and service quality levels, with the same people and less stress
Implement methods to stabilize, speed up and assure quality of processes
Identify and break interdepartmental constraints to ensure team work
Visualize and measure the process’s main opportunities
Show the Lean principles applied to the functional & business (transactional) processes, where “what” is being processed is information or people, and the interdepartmental relations in order to improve office and administrative processes trough the waste elimination, reducing service time (speed) and improving productivity (flexibility) and service quality level (customer satisfaction).
- Practical exercises & cases resolution
- Successful real life examples for processes improvement
- Value stream Maps from different Transactional Areas
- Follow up options (free of cost) after training
Manufacturing (Automotive, Food, Plastics, Electronics…), & Services ( Banking, IT & Project based companies).
Who should attend?
Senior Leadership, Functional Managers( HR, Finance, Sales..), Project Managers, Operations Managers, Lean Practitioners,
16 Hours (2 Sessions) – English
12 participants per training
After training attendants will be able to:
- Clearly identify what adds value & what is waste from the perspective from the different customers
- Develop Lean System for reliable and flexible processes
- provide guidance in the first steps for a Lean Journey
- How to assure and achieve certainty of the service levels for every process
- Identify & Break interdepartmental constraint with fundaments to enable real team working
HOW PARTICIPANTS RATE THIS TRAINING
TRAINING AGENDA: BODY OF KNOWLEDGE
- Origins of the Lean System (TPS)
- Lean Thinking objectives
- Lean at Transactional Environments
- Lean System vs. Traditional System
- Challenges in the Transactional Areas
- The 8 Wastes at the Office
- Definition of Value at Transactional Work
- Value Classification (VA, NVA, BVA)
- 8 Wastes Walk
- Process time, Lead Time , VAT
- Set ups, batch size & Fiability
- Inventory (Work in Process or in Queue)
- Accurate & Complete Info (%A&C).
- Information Technologies Used
- People Involved in the Process
- Document Information & customer requirements
- Identify Main Process es (In order).
- Select process indicators
- Walk the Value stream & draft main processes
- Identify how work is prioritized
- Calculate Value stream Metrics
- Value Stream Case Mapple Inc.
- Value Stream Case Borgis Corp
- 5S & Visual Management
- Standard Work System
- Pull Systems
- Continuous Flow Approaches
- Value Stream Analysis & Proposal
- Consensus & Commitment in Action Plan
- Value Stream Mapping Future State
- Basic Problem Solving – PDCA Cycle
- KPI establishment
- Daily Management
- Cultural Enablers
- Lean Thinking vs. The Toyota Way
Follow up Application: Explanation of the Post training activities
Where can we implement Lean management?
Major benefits are observed in operations with a high interaction of people/functions, technology, culture, procedures and policies.
Companies which rely in constantly delivering new and innovative product/services to their customers, require a high performance process, the lack of a common objective and a poor interaction between different functions and people (customer, sales, marketing, engineering, finance, operations, contractors and more) are the main contributors to end with a slow reaction to the customer or market, deliver with low quality and high development costs, ending with a scarce conversation rate of successful launchings or new contracts.
Aligning priorities and enhancing communication improves the information flow, developing standards of work and a pull managed work system, with a quality at the sources method (not letting pass any problem to the next step), enables an accurate and timely development cycle, improving at the end the rate of success.
In project based environments, the alignment of priorities and communication is critical to deliver projects on time, with the desired functionality (quality), and under budget.
This can be done implementing Lean management systems where we organize our team to perform the work according standard priorities and improving communication (daily management system) across the entire process, this management structures helps to react to daily arriving issues and changes. Developing a robust and simple process management ensures stability and reliability, that means we can offer to our customers a consistent delivery time, within cost and in quality.
Companies from IT, Construction, and any other service delivery company can benefit from this approach.
Lean can be implemented not only in operative processes but in the functional processes that support the delivery of the value, regardless if it’s a product or service, the operations of valued added required processes that enable them.
From the communication with the customers, the sourcing of the raw material, the internal planning and scheduling, the manufacturing itself, the delivery of the product, the invoicing and the accounts payables until the payment is received, all this process can be improving with the Lean point of view.
Saving important days in cash flow for the company and increasing the flexibility to be able to respond faster to the customers.
The main objective of a customer service office like a call center or help desk, is to provide a fast and accurate response to its customers, the random arrival of different types of customers and the wide range of inquires/topics to resolve, tend to create unstable processes and inconsistent quality and delivery time, ending with upset customers and a lack of credibility in the service center.
Lean management systems provide consistency on the performance, giving stability to the processes, through developing people and establishing management practices, we will bring the problems to the surface in order to improve them.
Visual management, pull systems, standard work, quality at the sources, cross training, among other Lean concepts are implemented.
Systemic Approach for Improvement
With Value Stream Mapping, you can identify systematically the sources of waste from your entire value stream, guiding strategically your improvement efforts.
Edgar Cardenas Sanchez
International experience (Americas & Europe) in operational excellence deployment & training, for manufacturing & service environments, helping several customers to develop people & processes on their lean transformation journey , in several industry sectors including: Electronic Manufacturing, Food, Financial services, Plastics, Automotive, Logistics services, among others.
Language competence in: English, Spanish and Romanian
Co-developer of the Toyota Way assessment Model.
Lean Office corporate trainer for several companies (manufacturing and services) Depth training at OpEX Shingo Prize Model Assessment (2011 v.)He has consulted several companies, driving improvement initiatives & projects using Lean principles and systems deployment.
- Development Leader for the Lean Manufacturing E- Training and Lean Manufacturing Simulator Material
- Operational Excellence speaker at Mexico IIE Conferences and International Engineering Summits. He has trained on site in Lean Thinking over than 600 engineers and managers.
- Received development in Lean Leadership, Hoshin Kanri and Cultural change by PhD. Jeffrey Liker (The Toyota Way) & Gary Convis (Former VP at Toyota N.A. )
- Experience on Theory of Constraints to elevate systems throughput, also capable on Strategic Planning using TOC´s Thinking Process.
- Former Lean & Six Sigma Team Member for the RIM CFT from Celestica Monterrey. Former Associated Financial Vice President for the Institute of Industrial Engineers (IIE) Mexico Region.
- Certified Lean Practitioner by the IIE, Atlanta , Georgia
- Certified Six Sigma´s Black Belt by the IIE, Atlanta , Georgia
- Industrial Engineer BA degree from the U.A.N.L.