lean service waste identification 6/26/2007. design kaizen manufacturing value-added the difference...
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Lean Service Waste Identification
6/26/2007
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Manufacturing Value-Added
The difference between the cost of inputs and the value or price of outputs
Inputs Mat’ls Equip. Capital
Transformation/Conversion
process
Outputs Goods Services
Control
Feedback
FeedbackFeedback
Value added
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Manufacturing Value-Added
The difference between the cost of inputs and the value or price of outputs
Inputs Mat’ls Equip. Capital
Transformation/Conversion
process
Outputs Goods Services
Value added
Information
Materials / Products
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LeanMfg
People
Measurement Equipment Materials
MethodsEnvironment
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Lean ManufacturingTypes of Waste
Overproduction Waiting Transport Extra Processing Inventory Motion Defects
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LeanDesign
People
Measurement Equipment Materials
MethodsEnvironment
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Service OperationsTypes of Waste
Because there is a different focus in service ops in order to add value, the
wastes come in different forms.
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Service Value-Added
The difference between the cost of inputs and the value or price of outputs
Inputs Info Knowledge Time
Transformation/Conversion
process
Outputs Designs Services
Value added
Information
Information
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Value-Added
The difference between the cost of inputs and the value or price of outputs
Inputs Info Knowledge Time
Transformation/Conversion
process
Outputs Design Drawing
Control
Feedback
FeedbackFeedback
Value added
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LeanDesign
People
Measurement Resources Information
MethodsEnvironment
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Lean ServiceTypes of Waste
People Processes Information Resources Measurements Environmental
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Lean ServicePeople Wastes
Goal Alignment Assignment Waiting Motion Processing
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Lean ServiceProcess Wastes
Control Variation Tampering Strategic Reliability Standardization
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Lean ServiceProcess Wastes, continued
Suboptimization Scheduling Work-around Uneven flow Inspection Errors
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Lean ServiceProcess Wastes – Causes of Errors
Lack of knowledge, skills, or ability. Mental errors – slips and mistakes. Sensory overload Mechanical breakdown Distractions Loss of memory Loss of emotional control
After LEMJ, GOAL
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Lean ServiceInformation Wastes
Inaccurate Information Hand-Off Communication Process Breakdown Translation Missing Information Irrelevancy
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Communication Process Breakdown
Encode Decode
Noise
Feedback
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Communication Process Breakdown
Encode Decode
Noise
Feedback
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Communication Process Breakdown
Encode Decode
Noise
Feedback
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Communication Process Breakdown
Encode Decode
Noise
Feedback
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Communication Process Breakdown
Encode Decode
Noise
Feedback
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Lean ServiceResource Wastes
Inventory Capital equipment Movement
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Lean ServiceEnvironmental Wastes
Leadership Physical Emotional Business
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Lean ServiceLeadership Wastes
Focus Structure Discipline Commitment People Development
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Characteristics of Good Measures
Personal Impact – The causes that affect the outputs are under the control of the people or team who are responsible.
Immediacy – There is little time between changes in the inputs and changes in measured performance.
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Characteristics of Good Measures
Proximity – The measure is closer to the performance of the process.
Causality – Measure assesses a cause rather than an effect.
Proportionality – Changes in the measure are proportional to changes in performance.
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Characteristics of Good Measures
Customer Focus – Measure reflects performance relative to customer requirements.
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References
Office Kaizen by William Lareau The Lean Enterprise Memory Jogger,
GOAL QPC.