The Complete Lean Enterprise Value Stream Mapping for Office and Services, Second Edition

The first edition of this book won a Shingo Prize for Excellence in Manufacturing Research, and now, following in the tradition of its bestselling predecessor, The Complete Lean Enterprise: Value Stream Mapping for Office and Services, Second Edition details a robust step-by-step approach for implementing Lean initiatives in the service industry and office environments.A must-read for those looking to maximize the value they provide their customers, this new edition describes how to better align value stream improvements to strategic needs. In addition, it engages the entire organization in experimentation and connects a new management system with tiered visuals in support of leader standard work. This updated edition of a Shingo Prize Winner: Features new critical steps in planning and preparing for VSM events Includes new content and examples from the service industry, including healthcare Provides a new examination of future state mapping Details methods for engaging an entire organization in continuous improvement by focusing on socialization Discusses the use of experiments to "learn your way" to a future state Provides examples of tiered visual management and demonstrates the principles of a lean management system Providing improved ways to involve your organization in transformation and to sustain your efforts, the book expands beyond the "tools focus" to challenge your organization to think and act differently in order to change the culture of your organization as you become more effective and efficient.This book details proven methods for aligning the organization for transformation, creating future state visions of improved effectiveness and efficiency, and engaging all levels of the organization in the transformation. After reading it, you will be better prepared to transform your organization to one that not only sustains improvement gains but is more adaptable to shifts in market and customer needs.

Applying Value Stream Mapping to Information ManagementApplying Value Stream Mapping to Office and Service ProcessesPurpose of the Case StudyGetting Started: Mapping Office and Service Value StreamsUnderstanding Value Stream Mapping BasicsGetting Started: Scoping the Selected Value Stream and Choosing the Mapping TeamIdentifying Office and Service WasteDetermining Value from Waste in Office and Service ActivitiesIntroduction to the Quick Loan Bank Case StudyScopingAssessing the Current StateStep 1: Document Customer Information and NeedsStep 2: Identify the Main Processes (in Order)Step 3: Select Process MetricsQuick Loan Bank Current StateDrawing the Current State MapStep 1: Document Customer Information and NeedsStep 2: Identify the Main Process Boxes (in Order)Step 3: Select Process MetricsStep 4: Perform Value Stream Walk-Through, Fill In Data BoxesStep 5: Establish How Each Process Prioritizes WorkStep 6: Calculate the System Metrics for the Value StreamStep 7: Socialize the Current State MapDesigning a Future StateQuestion 1: What Does the Customer Really Need?Question 2: Which Steps Create Value and Which Generate Waste?Question 3: How Can Work Flow with Fewer Interruptions?Question 4: How Will Interruptions in the Flow Be Controlled?Question 5: How Will the Workload and/or Activities Be Leveled?Question 6: How Will We Manage the New Process?Question 7: What Process Improvements Will Be Necessary to Achieve the Future State? Quick Loan Bank Future StateWhat Does the Customer Really Need?Which Steps Create Value and Which Generate Waste?How Can Work Flow with Fewer Interruptions?How Will Interruptions in the Flow Be Controlled?How Will the Workload and/or Activities Be Leveled?How Will We Manage the New Process?What Process Improvements Will Be Necessary to Achieve the Future State?Achieving the Future StateTie the Value Stream Design to the Company’s Business ObjectivesIdentify "Chunks" in the Future State and PrioritizeDevelop a Plan to Implement the Envisioned Future State for Each ChunkSharing with the OrganizationLet the Experiments Begin!Leading in the Future StateUsing the PDCA ModelThe Role of Leader Standard WorkBuilding the Thinking Muscles through Humble InquiryVisual Management: Creating a Focal Point for the Management SystemExamples of Tiered MetricsSummaryAppendix I: Suggested ReadingAppendix II: Demand RateIndex

Beau Keyte is the founder of Branson, Inc., a management consulting company focused on the application of lean transformation strategies and techniques. Beau began his "lean" consulting career in the mid-80s at the Ford Motor company. He has clients in wide variety of industries such as automotive, healthcare, financial services, pharmaceutical, paper, chemical, refrigeration, distribution, and transportation. Beau has also successfully tied lean initiatives to the "bottom line" through the application of lean cost management techniques.In addition to assisting companies in implementing lean strategies, Beau also trains organizations in a variety of public and private settings. He is currently a faculty member and instructor for the Lean curriculums at the Lean Enterprise Institute, the University of Michigan, Ohio State University, and the National Institute of Standards and Technology (NIST), where he has assisted in the development and implementation of a consistent training program for use within small- and medium-sized manufacturers. Beau has co-authored the book, The Complete Lean Enterprise: Value Stream Mapping for Office and Administrative Processes, which received the Shingo Prize in 2005. Beau received a BSE and an MBA from the University of Michigan. Drew Locher is currently Managing Director for Change Management Associates. CMA provides various Business Improvement Consulting and Organizational Development services to industrial and service organizations. CMA will assist organizations to successfully implement Systems and Quality Management principles within their operations to improve business performance. Since 1986, Drew has been working to implement innovative Business Management strategies in a wide spectrum of business environments. From 1986 to 1990 he worked to develop and deliver Business Improvement programs for General Electric. During this time, he had the opportunity to gain first hand experience in significant business improvement initiatives throughout a large industrial and service company. In 1990, Drew left GE to form CMA. CMA is a consortium of individuals who share a similar business management and improvement vision. They are committed to seeing innovative strategies implemented in all business environments. The CMA approach is practical and application oriented - a 'learn as you're doing and succeeding' approach.In 1997, CMA partnered with the National Institute of Standards and Technologies', Manufacturing Extension Partnership, to develop a "Lean University". For more information, check out the NIST/MEP Lean Website. Since 2001, Drew has proudly been a faculty member of the Lean Enterprise Institute (LEI), the not-for-profit organization of the co-author of the landmark book "Lean Thinking", James P. Womack. LEI is committed to educating organizations worldwide in the concepts of Lean through its publications and workshops. He is also an adjunct faculty member at Ohio State University delivering Lean related workshops as part of the Fisher School of Business. In 2004, Drew Locher co-authored book titled, "The Complete Lean Enterprise - Value Stream Mapping for Office and Administrative Processes". In April 2005, the book won the prestigious Shingo Prize for Excellence in Manufacturing. His new book (2008) is titled, "Value Stream Mapping for Lean Development - a How-to Guide to Streamline Time to Market". Drew received a Bachelor of Science degree from the University of Delaware in Mechanical Engineering, as well as a Master of Science degree from Drexel University in Electrical and Computer Engineering. He has also received a Master of Business Administration from Cornell University.