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Lean Office and Service Simplified
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Table of Contents

Organizing by Value Stream
Cross-Functional Teams Based on Value Stream
Defining Roles by Value Stream within a Department
Organizing Activities for Individuals by Value Stream

Creating Standard Work for Office and Service
Standard Work-What It Is and Its Purpose
Elements of Standard Work
The "What"
Key Points-The "How" and "Why"
Time and Timing
Visually Displaying Standard Work
Benefits
Steps to Creating Standard Work

Creating Flow in Office and Services
Approaches to Flow in Office and Services
Combining Activities
Continuous Flow Processing with Multiple Roles
Concurrent Processing
Designing Flow Systems for Office and Services
Identify Activities
Determine the Demand Rate
Determine Resource Requirements
Identify Roles and Responsibilities, including Standard Work
Determine Training and Cross-Training Needs
Develop Visual Management Techniques
Typical Results

Creating Level Pull in the Office
Forms of Pull Systems
Visibility of Queues
Establishing Limits on Queues
Establishing Decision Rules for the Queue
Using Visual Signals That Are Worker Managed
Leveling the System
Steps to Implement Pull Systems
Step 1: Identify the Locations Where Queues Are Expected to Form
Step 2: Identify Means to Provide Visibility
Step 3: Establish Limits for the Queue
Step 4: Define Rules for the Queue
Step 5: Train People in the Pull System
Step 6: Monitor the System for Effectiveness
Benefits of Office and Service Pull Systems

Establishing Visual Management in Office and Services
Background
Approaches to Visual Management
Elements of Visual Management
What Is the Purpose or Function of the Area?
What Activities Are Performed in the Area?
How Do People Know What To Do?
How Do They Know How To Do It?
How Do They Know How They Are Doing?
What Is Done If Performance Expectations Are Not Being Met?
Including Continuous Improvement in Visual Management

Lean Tools for Office and Services
Workplace Organization or 5S
Mistake Proofing
Terms and Definitions
Mistake Proofing Devices
Mistake Proofing Devices and Examples
Guide/Reference/Interference Device
Template/Checklist Devices
Light Contact Electrical Devices
Counter Devices
Odd-Part-Out Devices
Sequence Restriction Devices
Standardize and Solve Devices
Critical Condition Indicator Devices
Delivery Detection Devices
Stopper/Gate
Sensor Devices
Mistake Proof Your Mistake Proofing Device
Setup Reduction or Quick Changeover

Functional Applications of Lean
Sales and Marketing
Stability Issues with Sales and Marketing
Standardizing Sales and Marketing Processes
Making the Sales and Marketing Function Visible
Improving the Sales and Marketing Function
Purchasing
Stability Issues Relating to the Purchasing Function
Standardizing Purchasing Processes
Making the Purchasing Function Visual
Improving the Purchasing Function
Accounting
Stability Issues in the Accounting Function
Standardizing Accounting Processes
Making the Accounting Function Visual
Improving the Accounting Function
Customer Service
Stability Issues with Customer Service
Standardizing Customer Service Processes
Making Customer Service Visual
Improving the Customer Service Function
Human Resources
Stability Issues Relating to Human Resources
Standardizing HR Processes
Making the HR Function Visible
Improving the HR Function

Leading the Lean Organization
Driving Continuous Improvement (PDCA)
Mentoring
Going to the Gemba
Performance Measurement
Recognition
Summary

The Quality Toolbox
Forms
Index

About the Author

Change Movement Associates, Mt. Laurel, New Jersey, USA

Reviews

! a simple guide to help leaders drive the Lean transformation of themselves, their people, and processes. --Glenn Marshall, Northrop Grumman Shipbuilding Drew is still one of the few practitioners who really understand the concept of the Lean Enterprise as opposed to Lean Manufacturing. --Bill Beer, Wenger Corporation ... a plain language guide to transforming Office and Service industries into effective, efficient organizations. I recommend it strongly. --Mike Robinson, Manager, Corning Cable Systems ! clear and straightforward methods for applying Lean thinking to administrative and support processes that apply across almost every industry ! I highly recommend this book. --Brian Maskell, BMA Inc. ! Locher's book delivers! Every essential tool in the Lean toolkit is explored with enough simplicity for a beginner to understand and enough depth for an experienced Lean Thinker to draw from. --Allan R. Coletta, Siemens Healthcare Diagnostics, Inc. ! a valuable and enthusiastically recommended instructional reference for anyone faced with the responsibility of managing a business to its effective maximum performance in both its physical plant and its human resources. ! begins by explaining the key concepts of Value Stream, Standard Work, Flow, Level Pull, and Visual Management. Every aspect of a functioning office is covered in accessible detail including sales, marketing, purchasing, accounting, customer service, mentoring, performance measurement, and more. ! highly recommended for personal, professional, academic, and community library Business Management reference collections and supplemental reading lists. --James A. Cox, Editor-in-Chief, Midwest Book Review, in Library Bookwatch, March 2011

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