The Highly Effective Office Creating a Successful Lean Culture in Any Workplace 1st Edition by Timothy Schipper ISBN 0429797141 9780429797149

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Product details:

ISBN 10:      0429797141
ISBN 13: 978-0429797149
Author:      Timothy Schipper

The Highly Effective Office Creating a Successful Lean Culture in Any Workplace 1st  Table of contents:

Section I: The Lean Office

1. Lean Culture in the Office

• “Behaviors practiced over time become culture”
• Introduction to Wastes
• Introduction to Value Streams in the Office
• Introduction to a Culture of Continuous Improvement
• What Is a Lean Culture?
• Respect for Office Workers
• Where to Start? Make It Visual
• Making It Fun
• Leader Behavior
• Daily Improvement Stand-Up Meetings
• Lean Is Meant to Be a Structured Method for Workers to Change Their Own Value Stream
• Leadership’s Role in Creating a Lean Culture
• Summary
• Study Questions

2. Wastes and Why Lean Works in the Office

• Wastes in the Office
• Eliminate Waste in Your Personal Email System
• Replace “Push” Email Systems with a “Pull” System
• How Did the Office Value Stream Get So Bad?
• What Flow Looks Like in the Office
• Why All Office Value Streams Have 50% Waste Before Improvements
• Case Study – Product Data Team
• Summary
• Study Questions

3. Organizing for Lean Success

• Begin with the End in Mind
• Overview of the Value Stream Mapping Transformation
• Organizing for Lean
• Characteristics of a Lean Leader
• Characteristics of a Lean Champion and Facilitator
• Lean Champions Have a Passion for Lean
• Lean Champions Are Change Agents
• Lean Champions Are Teachers
• Lean Champions Can Think on Their Feet
• Lean Champions Are Comfortable in Front of Leaders
• Lean Champions Have a Tolerance for Ambiguity and Uncertainty
• Lean Champions Are Able to Transfer Lean Concepts to Any Situation
• Case Study – Steelcase Lean Action Committee
• Summary
• Study Questions

4. Getting Started: The Lean Office Initiative

• Steps for Setting up the Office Lean Initiative
• The Ideal Internal Consulting Team
• The Buddy System
• Use of External Consultants
• Roles and Responsibilities Across the Organization
• The Role of the Project Managers
• Selecting the First Projects
• Managing Multiple Projects
• Measuring the Benefits
• Case Study – A College Tackles a Large Value Stream Transformation
• Summary
• Study Questions

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Section II: Office Value Stream Methodology

5. Pre-Project Contracting and Scoping

• Contracting for the Success of the Value Stream Mapping Workshop
• Pre-Scoping and Players in the Value Stream Transformation Process
• The Roles of Leaders and Stakeholders
• The Business Owner/Project Sponsor
• The Stakeholders
• The Value Stream Manager
• The Office Lean Facilitator
• The Project Manager
• The Ideal Workshop Team
• Scoping Goals, Objectives, and Measures
• Homework and Workshop Preparation
• Case Study – Area Employment Group Uses Lean to Help Job Seekers
• Summary
• Study Questions

6. The Anatomy of a Value Stream Mapping Workshop

• The Challenge of the Office Value Stream
• What to Map?
• Compare the Current and Future States to Highlight the Improvement
• Fitting Value Stream Mapping into Busy People’s Schedules
• The Office Value Stream Mapping Workshop Model
• Walking the Flow of the Work and the Information
• Current State Mapping
• Future State Mapping
• Moving to the Future State Requires Innovation
• Review Lean Principles
• Divide into Sections – Opportunities to Build in First-Time Quality
• Sticky Note the Future State
• Define New Communication Paths and Information Flow
• Identify Kaizen Improvements – “Good Changes” to the Value Stream
• Quick Wins
• Leadership Panel Preparation and Review
• Kaizen Planning
• Will You Ever Be Done Mapping?
• Case Study – Habitat for Humanity of Kent County
• Summary
• Study Questions

7. Post-Value Stream Mapping Workshop Activities

• Making the Kaizens Visible to Sustain Momentum
• Kaizen Plans or Larger Projects
• Structure of Team Meetings to Track Improvements
• Getting the Leaders Involved Improves Team Accountability
• Mini Case Study – A Model Plan for the Transformation of a Value Stream
• Measuring and Tracking the Benefits of the Workshop
• Case Study – Rapid Value Stream Transformation at a College
• Summary
• Study Questions

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Section III: Building Lean into the Culture of the Team

8. Education – Learning and Practicing

• Transforming the Culture One Lean Verb at a Time
• Never Stop Teaching Lean
• The Lean Training Model Involves Practicing Lean
• Helping the Organization Discover What It Needs to Know about Lean
• The Definition of Value
• Eliminate the Wastes from the Process
• Finding the Root of the Problem
• The Lean Training Model
• Building a Lean Culture by Having Leaders Train
• Leader Behavior for Building a Culture of Problem Solvers
• Leader Behavior for Building Flow into Process
• Leadership Behavior for Looking at Value Streams
• Leaders Behavior Surrounding Visuals
• Case Study – A Team Improvement Board Gets a Boost after a Training Event
• Summary
• Study Questions

9. Office Visuals and Space

• The Purpose of Visuals in the Office
• Visual Environments
• Visuals for Tracking Process Flow
• Tier I Visual Board and Meeting
• Tier II Visual Board and Meeting
• Tier III Visual Board and Meeting
• How to Tie in Remote Teams – Electronic Methods
• Case Study – Connecting a Value Stream across a Global Team
• Summary
• Study Questions

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Section IV: Developing and Sustaining a Lean Culture in the Office

10. The Mature Lean Culture

• Educating for Self-Sufficiency in Lean
• Tier III Executive and Upper-Level Leaders Practice What They Teach
• Tier II Coaching Managers Focus on Value Streams and Support Improvement Activities
• Lean Leaders Find the Triggers for Lean Behaviors
• Tier I – Team-Based Improvement System
• The Idea System Basics
• Case Study – Small Gains over Time by a Team-Run Idea System Led to Significant Improvements
• Summary
• Study Questions

11. Sustaining What You Implement

• Integrating the System with Your Current Leadership System
• Owning the Initiative – It Begins and Maintains with Engaged Leaders
• Leaders Take Regular Office Value Stream Gemba Walks and Ask Great Questions
• Visual Boards for the Active Leader Participant Display Process Health
• Emphasize the Lean Principles and Customize Them to Your Organization
• Leader Standard Work in the Office
• Using Assessments
• A Lean Office Culture – A Powerful Engine
• Case Study – A Group Transforms Itself into a Lean Culture
• Summary
• Study Questions

12. Lean Strategy in the Office

• Cascading Strategic Activities
• Measuring for Value Stream Improvements
• Reporting on Progress
• Getting Leadership Involved in Its Own Improvements
• Case Study – A Leadership Gemba Space Drives Strategy and Improvement
• Summary
• Study Questions

13. Lean, Development, and Agile

• Five Ways Lean Prepares Teams for Agile Ways of Working
• Focus on the Customer
• One Thing at a Time
• Visual Displays
• Continuous Improvement
• Empowered Leaders Empower Teams
• Jump Starting Development through Improvement Projects
• The Power of Observation and Learning Done Upfront
• Case Study – How Rapid Can Development Be?
• Summary
• Study Questions

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Appendices

• Appendix A: Templates

  • Waste Tracking Template for Administrative/Office Wastes
  • Scoping (SIPOC) Template
  • Value Stream Mapping Symbols
  • The A3 Project Plan
  • Workshop Checklist

• Appendix B: Visual Board Samples

  • Idea Boards
  • Simple Kanban Boards

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