This interactive workshop demonstrates how to apply value-stream mapping, a fundamental and critical tool, to address what many companies find difficult to do: making a fundamental change in business processes such as administrative, professional, and transactional activities. You will see how the key elements of lean thinking and value-stream mapping apply to such activities by identifying key processes to tackle, drawing an accurate current-state map of each process, applying lean principles to envision a leaner future-state for each process, and implementing the future-state in a way that can be sustained.
Through instruction, discussion, group activities, and hands-on exercises, you will learn how to:
Identify a business process
See the entire value stream
Map the value stream to identify and eliminate waste
Redesign the value stream for improved cost, service, and quality
Create contemporary lean metrics to understand the performance of value streams
Connect improved enterprise communication with bottom-line performance
Improve customer response and service
Lean Business Thinking
Basic lean terms, such as work, work process, customer, supplier, value, value stream, and lean
The fundamental approach of lean
Key lean principles
What it means for an organization to be lean
Identification of waste in non-production value streams
Current-State Value-Stream Map
What is a value-stream map?
Benefits of value-stream mapping for business and service processes
Current-state mapping icons
Business process metrics supporting value-stream transformation
Use of the value-stream mapping tool to document and analyze a current-state map
Case study: Apply lean thinking to develop a current-state map
Future-State Value-Stream Map
Lean business process in value-stream terms
Identification of the problems to be addressed in a future-state design
Future-state mapping icons
Case study: Use a 5-step process to develop a future-state map
Summary of results: potential impact of the changes made in the future-state map
Achieving the Future State
Who Should Attend:
Change agents from any industry with business-process value streams, including processes winding through marketing, sales, order entry, engineering, purchasing, human resources, scheduling, accounting, and quality control, who want to improve their business processes in order to deliver more value to their customers while consuming fewer resources.
James (Beau) Keyte
The Keyte Group
Beau is President of The Keyte Group. In this role, Beau teaches, coaches, and facilitates on two important transformation fronts: changing the work processes and changing the roles and responsibilities of leadership to support new work processes. This work keeps him happy as he guides systemic learning and change. Teams learn how to understand, prioritize, and solve performance problems while management learns how to coach the staff in a way to develop them into better thinkers and employees. His operational excellence focus began in 1986 and his work has expanded to include support in healthcare, financial services, and manufacturing.
Beau also has been active in designing ways to help organizations learn in highly leveraged collaborative models, including working with 62 emergency departments across Michigan to simultaneously improve patient outcomes. He has two Shingo Prize-winning publications: The Complete Lean Enterprise and Perfecting Patient Journeys. In addition to being on LEI’s faculty, he is a contributing author to Huffington Post and an adjunct faculty member of Ohio State University’s Masters of Business in Operational Excellence program.
Lean Transformations Group, LLC
Jim Luckman has had the unique experience of leading three separate lean transformations, as a Plant Manager, as a Director of a Research and Development Center, and as a CEO of a small start-up company. Jim is the Past President and CEO of iPower Technologies, a company serving the distributed generation market of electrical power. Luckman has worked in the auto industry for 34 years working at Delphi Automotive (formerly part of General Motors). Jim current efforts include leadership coaching, application of lean in R&D and application of lean to software development. He currently coaches companies interested in company-wide lean transformation. Jim is a partner in Lean Transformations Group, LLC
Karl Ohaus received a BS in Mechanical Engineering from Duke University, School of Engineering, in 1980. For the first 10 years of his career he worked in product testing, design and development for American Standard. During this time, as a Senior Design Engineer, Karl had responsibility for new projects from concept to delivery to the customer. This exposure to manufacturing and design in both the US and Europe was excellent training and provided Karl with a deep understanding of a wide range of processes and technologies. He was awarded 10 patents during this time.
In 1991 Karl joined a company manufacturing machined parts for the automotive industry. Starting in 1995 as President, Karl led the company’s transition to Lean manufacturing.
Karl began educating and consulting in Lean implementation and process improvement in 2003. He draws on his experience using the Lean principles and tools to help client companies create process flow, improve operational performance and better address the needs of the business. Karl’s coaching stresses the management development and employee engagement aspects of change to a Lean enterprise.
Kirk got his start at JDS Uniphase where he served in several roles, including managing lean deployment and wafer fab operations. He also helped four other JDS Uniphase plants begin lean initiatives. Kirk has held operations and engineering positions with National Semiconductor Corporation and has seven years experience as an internal ISO/QS/TL 9000 auditor.
Kirk is co-author of Mapping to See, a kit for lean practitioners to improve value-stream performance in office and service settings. Kirk now helps companies in a variety of industries including service, healthcare, as well as manufacturing through the Lean Transformations Group, where he is a founding partner. He specializes in coaching managers as they lead value-stream improvement implementation and use it as a way to incorporate continuous improvement practices into their regular work.
Kirk received his MBA in Operations and Accounting from the University of Michigan and a BS in Electrical Engineering from Swarthmore College.
Tom is a 30-year veteran in various manufacturing environments within General Motors Corporation. Tom has also spent two-years at New United Motors Manufacturing Inc. (NUMMI), the GM-Toyota joint venture, working within the Toyota Manufacturing System and performing lean assessments of Toyota facilities in Kentucky and Japan. Tom has co-authored two books on Lean, Value Stream Management and Value Stream Management for the Lean Office, both published through Productivity Press, Inc. Tom is also a co-author of Mapping to See – A Value-Stream Improvement Kit for Office and Service, published by the Lean Enterprise Institute. He has a Bachelor of Science degree from Michigan State University, and an MBA from Western Michigan University. He currently aids companies implementing lean through an investment group that purchases small manufacturing firms and helps turn them around and as a member of the consulting group Lean Transformations Group.
Lean Transformations Group
David applied his organizational skills at Toyota's Georgetown,
KY, plant where he worked in
management and organizational development during the facility’s startup phase
and beyond. During his 10 years at Toyota, David
became the manager of Human Resource Development at Georgetown
and then manager of Human Resource Development for North American Manufacturing
at Toyota's manufacturing headquarters in Erlanger, KY.
Before his tenure at Toyota, David was
responsible for organizational development as assistant to the Dean of the College of Education,
University of Kentucky. He currently aids companies
implementing lean through Lean Transformations Group.
Writer, LEI Faculty Member
Lean Transformations Group
Judy Worth got her first introduction to lean from one of her business partners, who left their company in Lexington, KY, to work at the start up of Toyota’s first North American plant in Georgetown, KY. She got additional exposure to the value-stream mapping tool when she served as instructional designer for LEI’s Mapping to See Kit for lean in office and services.
For the past nine years, Judy’s focus has been on implementing lean in healthcare. She has extensive experience facilitating value-stream mapping workshops in healthcare organizations, including hospitals and primary care and has also provided training and coaching services for healthcare in-house lean facilitators.
Judy is the co-author of the LEI publication, Perfecting Patient Journeys, a step-by-step guide for moving from value-stream mapping to sustainable continuous improvement. She is also co-author of a white paper on lean competencies, “Building Capability for Success with Lean: The Critical Competencies.” She currently aids companies implementing lean through the Lean Transformations Group.