Lean Management for Business Processes

Reduce delivery time, increase productivity and service quality levels, with the same people and less stress

Key benefits

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

OUTLINE

Objective

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).

Workshop style:

  • 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
WHO SHOULD ATTEND?

Recommended Industries

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,

TRAINING DETAILS

Training Length:

16 Hours (2 Sessions) – English

Available seats

12 participants per training

BENEFITS

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

Quality of the Information provided
98%
Applicable to my Company
96%
Active & Dynamic
90%
Instructor's ability to clarify & transfer knowledge
99%

TRAINING AGENDA: BODY OF KNOWLEDGE

Lean Principles
  • 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

Module Activities/Exercises

  • Value Classification (VA, NVA, BVA)
  • 8 Wastes Walk
Transactional Process Indicators
  • 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
Value Stream Mapping for Transactional Processes
  • 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

Module Activities/Exercises

  • Value Stream Case Mapple Inc.
  • Value Stream Case Borgis Corp
Stability & Flexibility for Processes
  • 5S & Visual Management
  • Standard Work System
  • Pull Systems
  • Continuous Flow Approaches
Value Stream Improvement
  • Value Stream Analysis & Proposal
  • Consensus & Commitment in Action Plan
  • Value Stream Mapping Future State
  • Basic Problem Solving – PDCA Cycle
Lean sustainability
  • 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.

Product Development Process

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.

Project Management Companies

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.

The Supply Chain – Order To Cash Cycle

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.

Customer Service Centers (Help Desk & Call Centers)

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.

Develop your people to improve your processes

Develop your people to improve your processes

A critical point of Lean Strategies is the development of the associates at all levels in order to create value to their processes and establish a self sustaining continuous improvement culture.

Astonishing Productivity Improvement

Astonishing Productivity Improvement

Average improvements resulting from Lean Office Projects deliver:

Lead Time Reduction= +80%
Quality Improvement= 120%
Cost Reduction= 20%
Customer Satisfaction Index= above 90%

Systemic Approach for Improvement

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.

Instructor

edgar-cardenas

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

EXPAND BIOGRAPHY
  • 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.
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