Value-Stream Mapping for the Office and Service (1 Day Class)
Description:
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.
Benefits:
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
Course Outline:
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.
Instructors:
James (Beau) Keyte
Beau began his
lean career in the mid-80's on the shop floor at the Ford Motor Company. He
then pioneered the use of lean concepts in office, service, and healthcare
settings, beginning in 1993. Since then, he has applied lean throughout
enterprises and supply chains and assisted companies in defining and realizing
financial- and market-related successes. He is the co-author with Drew Locher
of The Complete Lean Enterprise: Value-stream mapping for
administrative and office processes, a
recipient of the Shingo Research Prize. Beau currently
aids companies implementing lean through Lean Transformations Group.
Tom Shuker
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.
Jim Luckman
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
Kirk Paluska
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.
David Verble
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.
Guy Parsons
Guy is the former program director at LEI where he worked for six years alongside Jim Womack, refining lean implementation concepts before leaving to develop a number of opportunities focused on lean transformation, acquisition, and investment. At LEI, Guy helped develop the program for the annual Summit conferences, managed research projects, built a network of lean thinking leaders in industry, and worked closely with Mike Rother and John Shook to produce Learning to See training in value-stream mapping. Prior to working with LEI, Guy was president of Merlin Metalworks, the bicycle company whose lean transformation was described in Lean Thinking. He has been a guest lecturer at Babson College and Harvard Business School. Guy currently aids companies implementing lean through Value Stream Solutions LLC.
Judy Worth
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 four 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 a white paper on lean competencies, “Building Capability for Success with Lean: The Critical Competencies.” She currently aids companies implementing lean through Verble, Worth, and Verble, and the Lean Transformations Group.
Workshop Suggestion:
To maximize your learning experience we recommend that prior to attending this program you take
following workshop or have a good
understanding of the concepts presented within it.
Suggested Reading for this Workshop:
Price: $800.00
($700.00 if the participant is taking 2 or more workshops at one location)
Price includes all participant materials, breakfast, lunch and snacks each day.
Cancelation Policy
Our educational events are designed to cater to a limited number of participants. If you must cancel a
registration, refunds can be issued until the set refund date (20 business days prior to the start of the
workshop series). After that date, no refunds will be processed. If you cancel after that date, you will be
given a credit for the full amount paid, good for one year (for either yourself or someone else in your
organization). You are responsible for contacting LEI to facilitate receiving the credit. To cancel please
call LEI at (617) 871-2900.
