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Green Belt Certification > Introduction to Lean Office and Service > Flashcards

Introduction to Lean Office and Service Flashcards

1
Q

What is 90% of lead time used for with more organizations?

A

Office functions

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2
Q

What are the non-manufacturing areas of an organization referred to as?

A

Transactional processes

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3
Q

What two categories can transactional processes be broken into?

A

1) Office (behind the wall)
2) Service (customer direct). This can include order management, sales & marketing, and accounts receivable

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4
Q

Are there purely “Manufacturing” companies?

A

Not from a lean perspective.

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5
Q

What are some examples of transactional competencies needed in a manufacturing company

A

1) Maintaining an innovative and motivated workforce
2) understanding existing and changing markets and customers.
3) Designing new products and processes to meet those needs.
4) Processing, and filing customer orders accurately, including building to unique requirements.
5) Managing accounts receivable as well as accounts payable.
6) Establishing and managing supplier networks so as to ensure a timely supply of parts and raw materials.

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6
Q

Improving flow in the office is accomplished by (check all that apply): 1. Combing Operations, 2. Eliminating redundancies, 3. Increasing inventory, 4. Providing visual tools for tracking progress.

A

1, 2, and 4

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7
Q

What are the components that make up DO in DMAIC?

A

Analyze

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8
Q

What are the components that make up CHECK in DMAIC?

A

Improve

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9
Q

What are the components that make up ACT in DMAIC?

A

Control

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10
Q

What does DEFINE mean in DMAIC?

A
  1. Clarify and validate the problem
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11
Q

What does MEASURE mean in DMAIC?

A
  1. Break down the Problem Performance
  2. Set an Improvement Target
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12
Q

What does Analyze mean in DMAIC?

A
  1. Determine Root Cause
  2. Develop Countermeasures
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13
Q

What does Improve mean in DMAIC?

A
  1. See Countermeasures Through (Action Plan)
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14
Q

What does Control mean in DMAIC?

A
  1. Confirm Results and Process
  2. Standardize Successful Processes
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15
Q

What are common goals of Lean Office and Service to Lean Manufacturing?

A
  1. Eliminating waste / creating value for the customer
  2. Speeding up processes eliminating idle time, bureaucracy and unnecessary redundancy.
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16
Q

What are inherent differences with Lean Office and Service compared to Lean Manufacturing?

A

In order to reach these goals, there are inherent differences that must be.
Manufacturing - Waste is visible and easy to quantify, such as inventory on the floor. Inventory can accumulate. In the office its more difficult to identify the amount of pending work. Most transactional processes such as information flow do not build up physical inventory. Because office output is so non-tangible, its difficult to quantity. The office is also more informal in nature, which makes job identification difficult.

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17
Q

What are challenges with Transactional processes with Lean Office and Service when compared to Lean Manufacturing?

A
  1. It is difficult to define a defect or error.
  2. There may be very little data available, especially process performance data.
  3. Although plenty of historical data may exist, it may be filled with errors have been collected under unknown conditions.
  4. Financial impacts and benefits of improvement are difficult to quantify.
  5. Inventory or WIP is not visible.
  6. Cycle Time data is non-normal and heavily skewed.
  7. There are usually no performance metrics.
  8. A lot of time is spent dealing with recurring problems, or just problems in general.
  9. Personnel are often resistant to change.
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18
Q

What are common problems with Lean Office Implementation?

A
  1. Failure to change how work is performed and how it flows through the process.
  2. Failure to recognize Value Streams and identify where Value Added activities and Non-Value Added activities are present.
  3. Lack of clear alignment with the business strategy and objectives.
  4. Personnel are happy with the way things are and do not welcome change.
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19
Q

True or False: From a Lean perspective, transactional processes can be broken into two main categories: office and service. The biggest difference between the two is that in service processes, the customer is actually part of the process.

A

True

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20
Q

What are some common forms of waste in an office setting?

A
  1. Long lead times due to waiting
  2. Unnecessary transportation and motion due to inefficient or cluttered work areas.
  3. Over processing due to excessive paperwork or redundant approvals.
  4. Excessive and unnecessary e-mails or phone calls.
  5. Inventory, such as work piled up in an in-basket or obsolete, files databases, or folders.
  6. Wasted time in unplanned or unnecessary meetings.
  7. Wasted human talent through non-existent or poorly defined work procedures or job descriptions.
  8. Waiting idly for the next job assignment.
  9. Defects or mistakes due to incomplete or inaccurate information and data.
  10. Rework or reprinting of documents due to typographic or spelling errors.
21
Q

The second principle of Lean is Value Stream Mapping which is

A

the sequence of activities required to design, produce, and provide a specific product or service, and along which information, materials, and work flows.

22
Q

What does Value Stream consist of?

A

All the activities an organization must complete to generate a product, information, or service.

23
Q

Using the information from a process map, what is constructed in the Value Stream Process?

A

A Service Family Matrix

24
Q

What is a Service Family Matrix?

A
  1. From the information in the process map, the team constructs a servicce family matrix by first documenting and listing all processes and required steps.
  2. Then it fills in the matrix by placing an “X” under the steps required by each process.
  3. Next, the team analyzes and sorts the matrix, grouping similar processes together.
25
Q

What is Enable Flow in Lean?

A

Its the third key principle in lean, that is based on the concept that when value creating steps occur in tight sequence, the product will flow smoothly through the process.

26
Q

In a typical Lean process for phase 3, what is ideal?

A

A Continuous (or One-Piece) Flow is ideal.

27
Q

What is Continuous Flow?

A

It occurs when materials, information, or service is delivered with no interruptions and minimal waiting.

28
Q

What is the result of Continuous Flow?

A

Better Customer experience.

29
Q

What is the main reason for analyzing Value Stream flow in an officer or service environment?

A

To eliminate or reduce start-stop processing.

30
Q

How can you eliminate or reduce start-stop processing?

A

By combining operations, eliminating redundancies, and providing visual tools for tracking work status as well as employee workload.

31
Q

How is the improvement activity implemented typically?

A

By using a 5S Kaizen Event.

32
Q

What does 5S methodology guide?

A

Organizations to create and maintain an organized, clean, and safe work environment (remember, “Safety” is the sixth “S”).

33
Q

What is an important tool for enabling flow?”

A

Standard Work

34
Q

What is Standard Work?

A

The desired sequence of tasks, the time required to perform tasks, and any other elements to ensure any activity is performed consistently over time.

35
Q

What is a common problem with Standard Work?

A

Resistance from employees.

36
Q

What is another useful tool for enabling flow?

A

Heijunka Box

37
Q

What is a Heijunka Box?

A

Its a tool used to display all workers and leadership to monitor to see progress as well as “bottlenecks”.

38
Q

What is the focus of Cellular Workplace Design?

A

It focuses on physically linking people and supporting technology to make the workplace as efficient as possible. It seeks to maximize Value Added content, while minimizing waste.

39
Q

What is the fourth phase of Lean?

A

Develop Pull, which occurs when Continuous flow is not possible.

40
Q

What is the fifth key principle of lean?

A

Continuously Improve.

41
Q

What is the first Key Technique?

A

Eliminate bureaucracy and non-essential processing, especially if it’s not an absolute requirement that can be justified.

42
Q

What is the second Key Technique?

A

Eliminate redundancy, such as requirements for multiple reviews and approvals or duplicate copies. Check to see if company policy requires this level of approvals or copies.

43
Q

What is the third Key Technique?

A

Complete a Value Add Analysis to determine whether work activities adds value to the service provided - In other words, find out if the customer is willing to pay for this activity or process step.

44
Q

What are some examples of lean streamlining and accelerating processes that touch external customers and suppliers.

A

Customer service, order entry, accounts payable / receivable, sales / marketing.

45
Q

What are some examples of lean focusing on waste by reducing activities that add time, but little value?

A

Lean tools analyze the Value Stream, create flow, use visual management to create a Pull System.

46
Q

What are some examples of Lean using Standard work to reduce paperwork, manual entries and errors?

A

Improving the organization with 5S, and clarifying individual roles, responsibilities, and objectives.

47
Q

Improving flow in an office area is accomplished by

A
48
Q

Question:
When considering implementation of Lean in your office or service organization, what are some key indicators to look for in the workplace?

Options:
Are there backlogs in the data processing operations?
Do you see files and documents stacked in piles that seem to never go away?
Are there redundant or similar reports containing the same data from different organizations/locations?
Do you see available operational data and information not being sufficiently utilized?
Have databases become large and inefficient because old information is not purged or removed?
Has the cost of processing data increased without a comparative increase in production?
Are work stations cluttered and unorganized?
Are personnel complaining they can’t get the job done?
Do your customer, internal or external, complain about poor service?

A

All options

49
Q
A

Green Belt Certification (5 decks)

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