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Lean Office - Value Streams Superfactory Excellence Program™ www.superfactory.com

Lean Office - Value Streams Superfactory Excellence Program™ www.superfactory.com. Outline. What are Value Streams? History - Toyota Identifying the Value Streams Value Stream Mapping The Current State The Future State Unique Situations Enhancing the Future State Implementing Change

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Lean Office - Value Streams Superfactory Excellence Program™ www.superfactory.com

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  1. Lean Office - Value StreamsSuperfactory Excellence Program™www.superfactory.com © 2005 Superfactory™. All Rights Reserved.

  2. Outline • What are Value Streams? • History - Toyota • Identifying the Value Streams • Value Stream Mapping • The Current State • The Future State • Unique Situations • Enhancing the Future State • Implementing Change • Roadblocks © 2005 Superfactory™. All Rights Reserved.

  3. History of Value Streams - Toyota • Toyota is one of the most efficient manufacturers in the world • Building 2 million cars a year outside Japan • Aiming to become No 1 globally by 2010! • Not because of brilliant products – but because of a brilliant production system • Called Lean Production or Lean Thinking © 2005 Superfactory™. All Rights Reserved.

  4. Eight Service Industry Wastes Errors in documents Transport of documents Doing unnecessary work not requested Waiting for the next process step Process of getting approvals Unnecessary motions Backlog in work queues Underutilized employees © 2005 Superfactory™. All Rights Reserved.

  5. Examples of Office Process Waste • Too many signature levels • Unclear job descriptions • Obsolete databases/files/folders • Purchase Orders not matching quotation • Errors – typo’s, misspelling, wrong data • Waiting – for information, at meetings, etc. • Poor office layout • Unnecessary E-mails © 2005 Superfactory™. All Rights Reserved.

  6. Value Stream Improvement vs. Process Improvement Value Stream Process Process Process Customer 1 2 3 Start Finished Product © 2005 Superfactory™. All Rights Reserved.

  7. Roadblocks • Traditional approaches do not focus on the value stream • Create “perfect competition” at the next level of supply upstream, by attracting many bidders. • Improve bargaining power through scale economies in raw materials buys as well. • Turn up the competitive pressure with reverse auctions where possible. • Demand continuing price reductions in multi-year contracts whatever happens to volume. • Note the lack of process analysis of the value stream! • “Market will insure lowest costs & highest efficiency!” © 2005 Superfactory™. All Rights Reserved.

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