Lean for Service Organizations and Offices

Debashis Sarkar

Description

Service organizations and offices worldwide are beginning to realize that only those companies that are efficient and able to meet the changing needs of customers will survive the fierce competition of the marketplace. Adopting lean puts anyone in a position more likely to build an intimate relationship with customers and build a foundation of operational excellence. Lean as a philosophy is new to the service companies, and many of them struggle to find the correct approach for its adoption. Many declare early victory after a few successful projects only to realize that the benefits do not sustain over a period of time. This happens because they do not really know what it takes for a holistic lean implementation in a service organization.!--nl--Lean has the ability to address a wide range of problems faced by service companies, such as: complexity reduction, sales force productivity enhancement, operations risk control, cost leadership, combining scale with flexibility, service excellence and improving employee morale & involvement. Many of the principles discussed in the book are based on the author’s first-hand experience in lean implementation. Being from a practitioner’s viewpoint, Lean for Service Organizations and Offices is light on theory and heavy on application, exactly what’s needed for a holistic and comprehensive lean transformation. Read an interview with the author in The Hindu.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Gestion et management
• risk management
• FMEA
• Economics
• Leadership
• Analyse des modes de défaillance, de leurs effets et de leur criticité

Informations

• Publié par: ASQ Quality Press
• Date de parution: 25 janvier 2015
• Nombre de lectures: 0
• EAN13: 9780873891493
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Lean for Service Organizations and Offices
A Holistic Approach for Achieving Operational Excellence and Improvements
Debashis Sarkar
ASQ Quality Press Milwaukee, Wisconsin


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To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://qualitypress.asq.org .


American Society for Quality, Quality Press, Milwaukee 53203
© 2008 by ASQ
All rights reserved. Published 2007
Library of Congress Cataloging-in-Publication Data
Sarkar, Debashis.
Lean for service organizations and offices : a holistic approach for achieving operational excellence and improvements / Debashis Sarkar.
p. cm.
Includes bibliographical references and index.
ISBN: 978-0-87389-724-2
1. Service industries—Management—Handbooks, manuals, etc. 2. Industrial management—Handbooks, manuals, etc. I. Title.
HD9980.65.S27 2007
658—dc22 2007034601
ISBN: 978-0-87389-724-2
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: William A. Tony
Acquisitions Editor: Matt T. Meinholz
Project Editor: Paul O’Mara
Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
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To my daddy who is among the stars and the almighty whose hands silently steer all my endeavors
Table of Contents
Lean for Service Organizations and Offices
List of Figures, Tables, and Exhibits
Preface
Note to Readers
1 Introduction
Lean Thinking
Lean Beyond Manufacturing
Lean and Service Economies
Addressing Symptoms Has Limited Value
Relevance of Lean to Service Companies
Lean and Operational Excellence
The DEB-LOREX Model
The Philosophies That Drive the DEB-LOREX Model for Lean Transformation
Wastes Are Symptoms
The Eight Wastes of Lean
The Dimension of Time in Lean
The DEB-LOREX Index
2 Blueprint for Implementation
Step 1: Leadership Alignment
Step 2: Identify Value Streams For Product Families
Step 3: Form Implementation Team
Step 4: Firm Up the Implementation Charter
Step 5: Redesign the Structure of the Organization
Step 6: Install Anchors
Step 7: List All Processes In the Value Stream
Step 8: Build Relevant Capabilities
Step 9: Select the Value Stream on Which You Want to Focus
Step 10: Ensure That All Stakeholders of the Value Stream Are on Board
Step 11: Ascertain What the Customer Values and Requires
Step 12: Map the Current State and Baseline the Process
Step 13: Visualize the Future State
Step 14: Dissect Process and Carry Out Detailed Process Analysis
Step 15: Deploy Lean Solutions
Step 16: Decide on Measurements and Dashboards
Step 17: Implement and Institutionalize the Processes
Step 18: Ascertain Health of the Lean Management System and Processes Through Assessments and Audits
Step 19: Launch Ongoing Improvement Regimens
3 Anchors
People
Processes
Partners
Problem Solving
Promotions
4 Lean Breakthroughs
Phase 1: Preparation
Phase 2: Action
Phase 3: Follow-Up
Appendix A Assessment of the Lean Management System: The DEB-LOREX Index
Appendix B Template for Management Report after LMS Assessment Based on the DEB-LOREX Model
References


List of Figures, Tables, and Exhibits
Table 1.1 Percentage of service sector in major economies of the world (as of 2005).
Figure 1.1 DEB-LOREX model of lean transformation and operational excellence.
Figure 1.2 The house of lean management system or DEB-LOREX model for lean transformation.
Figure 1.3 The two philosophies that comprise the DEB-LOREX model for lean transformation.
Figure 1.4 Cause-and-effect relationships of the DEB-LOREX model of lean transformation.
Figure 1.5 Types of waste.
Table 1.2 Treatment of process steps under lean.
Figure 1.6 Times used in lean.
Figure 1.7 Current and future states of lean journey.
Exhibit 1.1 Lean opportunity checklist: applicability of lean in the organization.
Figure 1.8 Local optimization creates waste within the value stream, as the focus of each of the departments is different.
Figure 1.9 Actual process yields versus functional yields.
Figure 1.10 End-to-end process for resolving quality issues pertaining to deliverables not reaching the customer on time.
Table 1.3 Characteristics of a process.
Figure 1.11 Differences between a process and a procedure.
Figure 1.12 A vehicle finance disbursement process as viewed by top management and process associates.
Figure 1.13 Approach to creating flow: first create flow within departments and then take it to the value stream.
Figure 1.14 Centralization of operations in a financial services company.
Figure 1.15 Geographical cells in an auto finance company.
Table 1.4 Skill inventory of employees.
Table 1.5 Skill summary: skill analysis of branch sales executive in a bank.
Table 1.6 List of global remittance products offered by a major financial services company.
Figure 1.16 Cost of complexity as a percentage of operating cost.
Table 1.7 Example of an “A Day in the Life of ________.” exercise.
Figure 1.17 Checkout process from an airport in India.
Exhibit 1.2 Template for finding wastes and redundancies in documents.
Figure 1.18 Example of customer being forced to create waste and the associated customer dissatisfaction and pangs to the organization.
Figure 2.1 Vision, culture, values, objectives, and outcomes.
Figure 2.2 Role of objectives in LMS journey.
Table 2.1 Organization’s readiness assessment for implementation of lean management system.
Table 2.2 Product family matrix.
Figure 2.3 Generic value stream.
Figure 2.4 Generic value stream of a mortgage finance business.
Figure 2.5 Generic value stream of a fast-moving consumer goods business.
Table 2.3 Key roles of corporate and value stream councils.
Exhibit 2.1 Template of charter for LMS implementation in an organization having multiple value streams (as adopted in a financial services business).
Exhibit 2.2 Template of LMS charter for a value stream.
Figure 2.6 Organizational structure for lean management system implementation.
Figure 2.7 Process of goal decomposition in an organization structured around value streams.
Figure 2.8 Organizational structure necessary for LMS implementation.
Figure 2.9 The “firm within a firm”—value streams as independent entities.
Figure 2.10 Structure of retail bank before commencing on the journey of lean transformation.
Figure 2.11 Value streams crafted around specific customer segments.
Figure 2.12 The five P’s of the lean management system.
Figure 2.13 The lean management system chain.
Table 2.4 Functions of the five anchors in a lean management system.
Table 2.5 Examples of value-creating, value-enabling, and support processes of a mortgage finance business.
Figure 2.14 Relationship between value-creating, value-enabling, support, and management processes.
Table 2.6 List of value-creating processes in various types of businesses.
Figure 2.15 Key process loops of a value stream.
Table 2.7 List of key capability-building programs required for the implementation of a lean management system.
Table 2.8 Details of capability-building training programs.
Figure 2.16 Approach for capability-building rollout during LMS implementation.
Figure 2.17 Elements of a generic value stream.
Figure 2.18 Value stream elements of an auto finance business.
Figure 2.19 Principal stakeholders in a value stream of an auto finance