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The Complete Lean Enterprise: Value Stream Mapping for by Beau Keyte

By Beau Keyte

"Winner of the 2005 Shingo Prize for Excellence in production examine" such a lot lean tasks carried out through brands are targeted totally on shop-floor actions — mapping the worth circulate of uncooked fabric to the shop-floor shopper. a lot of the untapped strength for productiveness advancements lies, despite the fact that, in non-production parts — the place the worth movement is administrative (i.e., "order to cash"). those "office" price streams at once help the day-by-day construction wishes of an firm. Beau Keyte and Drew Locher's new e-book, the total Lean firm: worth circulation Mapping for Administrative and place of work approaches, deals a step by step method of employing lean projects to the executive and place of work surroundings. it is a needs to learn for leaders trying to increase their construction help actions inside their order-to-cash worth flow. the total Lean firm is a helpful device in making use of worth movement mapping (VSM) to non-production components, opting for place of work wastes, developing functionality metrics, dashing up administrative workflow, and enhancing workplace potency.

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Extra info for The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes

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At one company, it took six distinct steps to move from an order entry screen to an inventory screen. Altogether, the changeover time was one minute, including system response time. While this does not sound significant, this activity occurred 50 times a day! Another example is the change from one task to another, which is common in an office environment. People will often stop an activity, put it aside and start another activity, then return to the first activity later on, requiring several minutes to re-acclimate themselves to the work.

Customer Information The customer icon is in the top right corner of Figure 4-1. • ABC's customer base is represented by about 100 contractors ordering a total of 250 jobs per year, or about one a day. • The customers have a lead time requirement of eight weeks. • Jobs are shipped daily by truck, as shown on the right side of the map. Information Flow Information moves from right to left on the top half of the map. • Orders are sent from the contractors to customer service, with information then relayed to production control.

Administrative wastes abound, and Table 3-1 lists some simple examples to stimulate the thought processes of the team members. Learning to distinguish between value and waste begins with recognizing the many activities that are performed every day in a business for what they really are-waste that adds cost to the business, but no value to the customer. While most lean efforts focus on the common seven wastes shown in Table 3-1 we have added an eighth, underutilized people, to reflect waste created by not using a person's full mental, creative, and physical abilities.

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