Office Value-stream Mapping
In this workshop, you will:
- Identify the inefficient and ineffective qualities of your key processes
There are good things about your processes, but here we find those parts of your processes that are causing problems.
- Identify the most promising opportunities for improvement
We know from experience that there are so many opportunities for improvement, that it’s impossible to do them all. Find the improvement opportunities that will give you the greatest impact.
- Design a new, more effective and efficient process
What does your value stream look like with the waste removed? You will create a tangible document of your exciting process vision.
- Develop a detailed plan to achieve that new process
Until you have a plan with actions, dates, and names, your value-stream map is just a pretty picture on the wall. Creating this plan in the next step towards making the new value stream more than just a vision—a fully operational reality.
Why map your value stream?
- Your improvement teams—the ones who actually make the improvements—get a clear Lean vision towards which to work.
- This helps ensure that your improvements efforts are the ones that will give you the most bang for the buck.
- You avoid “popcorn improvements.” These process improvements may register a specific improvement in a specific part of the process. A problem arises when these improvements miss the critical path and fail to yield increased process velocity (or other critical process factor).
Value-steam Mapping workshops range from one to five days in duration, depending on the scope of the process you map.
Preparation for this workshop usually begins three to six weeks before the workshop start date.
Preparation strongly influences the outcome of the workshop. This phase includes meeting with the executive sponsor to develop the role of Lean sponsor, and to plan the details of the workshop. Depending on factors unique to each company, the executive sponsor’s direct involvement in preparation may range from two to six hours.
Office Kaizen Workshops
Kaizen workshops are among the most exciting process improvement workshops on the planet. These are team-oriented workshops that often yield results that surprise everyone. This is what distinguishes kaizen workshops from other process improvement activities:
Target improvements in the range of 50% are frequent
We challenge the kaizen workshop team to work towards audacious goals. For those new to Lean, this can be—well—scary. But these dramatic results are common in the production environment, and every bit as possible in the office or service environment.
The team is further challenged with a surprising boundary: achieve these improvements without spending any money
Spending money, while sometimes genuinely and justifiably necessary, can siphon away the team’s creativity. That’s right. The challenge of zero budget sparks creativity in teams. We wouldn’t have it any other way.
Most of the improvements are implemented by the end of the workshop
A kaizen workshop is not a kaizen workshop if the improvements developed by the team are not implemented by the end of the workshop. Of course there are occasional exceptions to the rule, but immediate implementation means immediate benefit.
The team is usually a cross-functional team
The cross-functionality of the team enhances organizational communication. Also, team-building is often a positive by-product of the workshop.
Kaizen workshops range from three to five days in duration, depending on the scope of the workshop.
Preparation for this workshop usually begins four to six weeks before the workshop start date.
Preparation strongly influences the outcome of the workshop. This phase includes meeting with the executive sponsor to develop the role of Lean sponsor, and to plan the details of the workshop. Depending on factors unique to each company, the executive sponsor’s direct involvement in preparation may range from two to four hours.
Lean Executive Coaching
Success with Lean requires engaged, committed leadership. Without it, Lean languishes. Straus Forest offers the ongoing support to guide leaders and managers through the process of implementing and sustaining Lean.
One of the most common issues leaders and managers face is resistance. We help you to see how resistance is actually part of the change process, and a sign that something significant is on the verge of happening. Learn how to manage resistance so that it doesn’t derail your plans.