Наталія Беца “Lean Process Design”
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This document discusses Lean process design in 3 sentences or less: The document outlines the key concepts of Lean, including value, waste, process mapping, and push/pull systems. It then describes the 5 steps for Lean process design: engaging stakeholders, understanding customer value, current state process mapping, evaluating the current process for waste and non-value-added activities, and designing an improved future state process. The goal of Lean process design is to minimize waste and focus on end-to-end process flow with the customer's needs and value in mind.
Наталія Беца “Lean Process Design”
- 1. LEAN Process Design what is it all about and how to use it
- 2. Agenda A hype or a clue • what is Lean and why do you need it Key concepts of Lean • Value • Waste • Process mapping • Failure demand • Push & pull 5 steps toward Lean process design • Engagement and awareness for people • Understanding the value • Current state process mapping • Process evaluation: VA vs NVA, waste, lead time, interruptions and bottlenecks • Lean process design – future state
- 3. Lean • Key purpose of Lean is to create more value for customers by minimizing waste • Lean mindset means strive for continuous improvement, at all levels by each person • Lean Process is designed to focus on the E2E flow with the voice of the customer in mind to deliver value, minimize non-value adding activities and eliminate waste
- 4. Lean Concepts Value • what consumers and customers are willing to pay for • created by delivering products and services that meet or even exceed the expectations of consumers, customers and stakeholders Waste • everything that does not add value to the consumer / customer Process Map • visibility of E2E process Failure Demand • generated within or from the process itself due to inefficiencies or faulty design • opposed to demand on the process as per its purpose (customer value) Push & Pull • ‘push’ means Make to Stock in which the production is based on forecasts & plans • ‘pull’ means Make To Order in which the production is based on actual demand
- 6. 5 Steps towards Lean Process TEAM • Engagement and awareness for people GOAL • Understanding the value from Customer’s perspective AS-IS • Current state process mapping METRIC • Process evaluation: VA vs NVA, waste, lead time, interruptions and bottlenecks TO-BE • Lean process design – future state
- 7. Lean Process: Voice of the Customer GOAL • Understanding the value from Customer’s perspective • List main process steps • Identify your customer for each step • Note customer expectations: - check already available information: feedbacks, complains - ask directly: interviews, focus groups - indirect methods: surveys, market research
- 8. Lean Process: Voice of the Customer GOAL • Understanding the value from Customer’s perspective
- 9. Lean Process: Process Map • Involve cross-functional team – create consensus • Do it together on site and on paper – full engagement • Map the real process end-to-end – visualize entire value stream AS-IS • Current state process mapping
- 10. Lean Process: Process Map AS-IS • Current state process mapping • What: step name & description • Who: process step actor • How: technology & tools, manually/automatically • Input: what comes to this step at a start • Output: what goes to the next step after this one is completed • Movement: how the work and information moves between the process steps
- 11. Lean Process: Metrics • Value Adding - Activity that transforms information or a decision into a value proposition • Non-Value Adding - Activity that do not transform information or a decision into a value proposition, customer is not willing to pay for this activity • Opportunities for transformation: waste, interruptions, known issues, handovers • Time: activity time, actual process time, process lead time • Quality: Demand Profile, Right First Time METRIC • Process evaluation: VA/NVA, waste, lead time, interruptions…
- 12. Lean Process: Process Map Metrics METRIC • Process evaluation: VA/NVA, waste, lead time, interruptions…
- 13. • Don’t be afraid to start from scratch • Imagine a purely LEAN process with max VALUE and zero waste going in a FLOW • Be bold and unlock creativity • Summarize the key concepts TO-BE • Lean process design – future state Lean Process: Future State
- 14. Lean Process: Future State • Consider external perspective • Identify and challenge paradigms • Design future state in groups: start with one area and go through iterations to cover full scope - clearly define the desired output - start with the value added activities - continue with people’s work and involvement - design the supporting systems and tools TO-BE • Lean process design – future state
- 15. Lean Process: Future State • Keep focus on value drivers and assign ‘guardians’ • Go through a few iterations to refine and consolidate • Assess risks and add enablers • Develop action plan, plan deep dives & note quick wins • Stay tuned during implementation TO-BE • Lean process design – future state
- 16. Thank YOU! Let’s keep in touch ;-) Nataliia Betsa Product Owner @ N-iX https://www.linkedin.com/in/nataliia-betsa/ www.facebook.com/natalia.betsa natalia16117 nat.b1611@gmail.com