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TRANSCRIPT
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Local Governments Thinking Lean:
An Overview of Applying Lean Principles
to Government Services
Presented By:Md.Rakibul Islam RakibId# 1521418660
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The relentless pursuit of the elimination of waste fromevery process with the ultimate goal of providing world
class !uality" delivery and service to our customers at
the lowest possi#le cost$%
What is Lean?
&t's a#out the process ( not the employee%
Think a#out the thing% going through the process ( notwho% does it$
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Lean Government
There are several key principles that are at the coreof Lean philosophy:
)now your customer*client ( who they are and what theywant and when$The customer defines value$)eep the process simple +and eliminate waste,$
-o it% right the first time$&nvolve and empower employees$.ontinually improve in pursuit of perfection$
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5Lean PrinciplesValue Determine customers values
Value stream Determine the steps taken to deliver theservice/product
Flow Reduce waste and shorten cycle time
Pull Ensure that only those services/products
that the customer immediately wants flowthrough the value stream
Perfection Ensure that waste does not creep back
Lean Government Services
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Lean /orkout for
Government
Product/Process Family Definition
Current State Map
Future State Map
Implement!(Action
orout"
Identify waste Delays Over-processing Rework loops
Eliminate waste &
create ow
Create ow chart w/times etween &within steps
Define value from customerperspective
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#$ILDI%G A &IG&'CMMI)M*%)
L*A% C$L)$+*Presented ,y Imtia- Faisal
ID. 01213242
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)5e most important part of your ,usiness is6
7our People
Your Culture
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5at is Lean6
8 Lean is a,out t5e systematic elimination of 9aste:8An overall met5odolo;y t5at sees to minimi-e t5e resources
re ?ai-en> ?an,an and )otal@uality ideas leadin; to9ards -ero paper> -ero inventory> -ero
do9ntime> -ero defects> and -ero delays in desi;n>manufacture and distri,ution:
8 Lean manufacturin; is a compre5ensive term referrin; tomanufacturin; met5odolo;ies ,ased on maimi-in; value andminimi-in; 9aste in t5e manufacturin; process:
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5at is aste6
8 aste is anyt5in; t5at5appens to a productt5at does not add value
from t5e customerBsperspective
8 Products ,ein; stored>inspected or delayed>products 9aitin; in and defectiveproducts do not addvalue
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Seven astes
8 verproduction producin; more t5an t5e customerorders or producin; early: Inventory of any ind is usually9aste:
8 @ueues idle time> stora;e> and 9aitin; are 9astes8 )ransportation movin; material ,et9een plants>
,et9een 9or centers> and 5andlin; more t5an once is9aste
8 Inventory unnecessary ra9 material> 9or'in'process(IP"> finis5ed ;oods> and ecess operatin; supplies
8 Motion movement of e 9arranty claims> re9or and
scrap
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ri;ins
Lean Manufacturin; is
sometimes called t5e
)oyota Production
System ()PS" ,ecause
)oyota Motor
CompanyBs *ii )oyoda
and )aiic5ui 5no are
;iven credit for itsapproac5 and
innovations
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)5e Lean =ourney
FuturePosition
CurrentPosition
Developing leadership skills thro!gh ed!cation"Developing leadership skills thro!gh ed!cation"
application" and coachingapplication" and coaching
Set
Standard
Identify
Create
System
Execution
Seek
Perfection
#ystematic elimination of $%#E'#ystematic elimination of $%#E'
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Lean and *mployee Commitment
Element Traditional Lean
+esponse ees &ours
Customi-ation Difficult *asy
Delivery Speed ees'Mont5s Days
Delivery +elia,ility *rratic Consistent E &i;5
Delivery @uantities Lar;e S5ipments =I) as +e
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Case on (eas!ring )arameters ofCase on (eas!ring )arameters of
*ean (an!fact!ring Reali+iation*ean (an!fact!ring Reali+iation
)resentation y -
(d ahmid!l ,!
ID . 0122002
.ourse : 01S 234 +Operations 5anagement,.ourse : 01S 234 +Operations 5anagement,
6aculty : Samsul &slam6aculty : Samsul &slam
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Elimination of Waste Cost Reduction Employee Empowerment
Basic Ideas behind Lean Manufacturin
Concept of *ean (an!fact!ringConcept of *ean (an!fact!ring
% practice that aims to increase val!e-added work y
eliminating seven di3erent types of waste4
7 Types of $astes5
= aste of ransport
I = aste of Inventory
(= aste of (otion$= aste of $aiting
O = aste of Overprod!ction
O= aste of Over-processing
D= aste of Defect
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)arameters of *ean (an!fact!ring)arameters of *ean (an!fact!ring
#ome parameters of *ean (an!fact!ring are 6
Elimination of aste !E"#
Contin$o$s Impro%ement !CI#
&ero 'efects !&'#
($st in time 'eli%eries !(IT#
)$ll of *aw +aterials !)*#
+$ltif$nctional Teams !+T#
'ecentrali,ation !'C#
Integration of F$nctions !I"F#
-ertical Information Systems !-IS#
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$hat to do for Implementing *ean$hat to do for Implementing *ean
(an!fact!ring(an!fact!ring
E.ecti%e implementation of Lean +an$fact$ring in aman$fact$ring organi,ation depends on
Commitment from top le%el management/
Total in%ol%ement of sta. at all le%els/
6igure: Approaches that manufacturing organi7ations can follow to implement Lean 5anufacturing
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7ene8ts derived from *ean7ene8ts derived from *ean
(an!fact!ring(an!fact!ring
Higher 0$ality prod$cts
1$ic2er in%entory t$rno%er
Shorter lead time
Higher employee moti%ation*ed$ced thro$ghp$t time
3reater c$stomer satisfaction
Lower Cost
Increased pro4ta5ility
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)I)L*. AS)* SAI%G I% PA)I*%)
)+A%SP+)A)I% I%SID* LA+G*&SPI)ALS $SI%G L*A% )&I%?I%G
)LS A%D LGIS)IC SL$)I%S
Prepared ,y
Md: %e9a- S5arif
ID. 4H442
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#=*C)I*
Descri,e t5e issues of patient transportation
inside t5e lar;e 5ospital
Pro,lems lie 5u;e transportation cost 9it5in
departments> 9ards> and outpatient clinics: Deals 9it5 t5e Seven 9aste t5at leads to etra
cost
$ses of different types of lean production
tec5ni Spa;5etti c5art> Activity9ors5eet to reduce etra cost in lar;e 5ospital:
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Seven astes for &ealt5care
()IMD"
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SPAG&*))I C&A+)
It foc!ses on vis!ali+ation of the
transportation path and distances4 E9ample5tracking a patient inside the hospital4
It also 5i;5li;5t different inds of 9aste t5at affect t5e
process suc5 as 9aitin; times and
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alue Stream Mappin;
SM is a 9ell no9n tool particularly
use for measurin; t5e 9aitin; times:
SM also use for measure t5e avera;e num,er of
patient t5at 5ave to cycle
time (c/t" > and a c5an;e over time
(c/o":
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Activity ors5eet Dia;ram
It focuses on activities > times and
distances:
It summari-es all t5e times includin;
transportation > 9aitin; time> c/t> c/o>
and avera;e distances:
)5e activity 9ors5eet is divided int9o parts. t5e left part s5o9s t5e
situation ,efore t5e improvements
and t5e ri;5t part s5o9s t5e situation
after t5e improvements:
)5e difference in terms of time anddistance can ,e compared on t5e last
line of t5e dia;ram
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#*%*FI)S F *S)A#LIS&I%G
L*A% I% &SPI)AL
+educed 9aitin; times for patients:
&i;5er volume of admissions and dia;noses:
Decrease ,ed s5orta;es:
Less inventory consumption and maimum use of
space:
#etter 9orplace cleanliness and safety:
Greater efficiency 9it5 patient records and
appointments:
Increase Patients> employees and staffs satisfaction:
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)&A%? 7$