THE ROAD MAP

6 STEPS FOR
IMPROVEMENTS IN THE
OFFICES
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;

Analyze the
300 80

4 – Find the root cause of wastes;

wastes 60
Days

200

%
Draw Future
6 5 – Draw a high performance process
40

State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement
7 2 3 actions
2 1 and
2 manage to
0 0
ZE CAP SMN AP3V perfection;
MC ZEM BBT MB SMH NSG SMHV Other
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14
3,6
7 6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
 FILES

VOC.xls

VOC analysis.xls
 VOICE OF CUSTOMER
What happens Attractives
Attractives
with time? (unknown)
(unknown)
Performance
Performance
(Spoken)
(Spoken)
Time

r a l
ut
Not done Well done

Ne
(or done in a bad way)

Basic
Basic
(Expected)
(Expected)
 INTERPRETING RESULTS Functional presentation NEGATIVE (-)
Customer
requirements Satisfied Neutral Unsatisfied

Attactive Performance

?
Functional presentation POSITIVE (+)

Satisfied

Reverse Indiferent Basic

Neutral

Reverse Reverse

Unsatisfied ?
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;

Analyze the
300 80

4 – Find the root cause of wastes;

wastes 60
Days

200

%
Draw Future
6 5 – Draw a high performance process
40

State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement
7 2 3 actions
2 1 and
2 manage to
0 0
ZE CAP SMN AP3V perfection;
MC ZEM BBT MB SMH NSG SMHV Other
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14
3,6
7 6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
 UNDERSTAND THE CURRENT
PROCESS
Voice of Customer
Survey
> 70% answers to be trustful
Prioritized &
Critical
Critical
Analysis
VSMs
Gather people’s
activity information
30 days to avoid seasonality
GATHER PEOPLE’S ACTIVITY
INFORMATION
Data Gathering.xls

Data Gathering - Consolidation.xls

VALUE STREAM MAPPING

VSM.xls

VSM.pdf

VSM.vsd
 WASTES IN OFFICES
 BOUNDARY WASTES
 KNOWLEDGE WASTES
 PLANNING WASTES
 9 WASTES IN OFFICES

USELESS
WAITING
INFORMATION
LARGE BATCHES LACK OF
LEVELLING
BOUNDARY
BOUNDARY

PLANNING
PLANNING
REDUNDANT
TASKS
LACK OF
SYNCHRONISM

POOR QUALITY

STOP AND GO
REINVENTION KNOWLEDGE
KNOWLEDGE TASKS
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;

Analyze the
300 80

4 – Find the root cause of wastes;

wastes 60
Days

200

%
Draw Future
6 5 – Draw a high performance process
40

State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement
7 2 3 actions
2 1 and
2 manage to
0 0
ZE CAP SMN AP3V perfection;
MC ZEM BBT MB SMH NSG SMHV Other
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14
3,6
7 6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
 DMAIC TOOLS (ubertool)

BRAINSTORMING
PARETTO CHART

CHECK-LIST
CHARTS

PRIORITY MATRIX
ISHIKAWA
5W
1H 5W / 1H
 DMAIC TOOLS (ubertool)

Quick Hits Complex

PLAN = 5W1H & 5
JUST DO IT!
WHYs
~ 40% of cases ~ 60% of cases
5W1H
5 WHYS
FILES

5W1H
5 Whys
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;

Analyze the
300 80

4 – Find the root cause of wastes;

wastes 60
Days

200

%
Draw Future
6 5 – Draw a high performance process
40

State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement
7 2 3 actions
2 1 and
2 manage to
0 0
ZE CAP SMN AP3V perfection;
MC ZEM BBT MB SMH NSG SMHV Other
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14
3,6
7 6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
 3 LEAN SOLUTIONS

1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
 FLOW
 LEVEL THE WORKLOAD;

 ELIMINATE
INTERRUPTIONS;
 LEVEL THE WORKLOAD
DEMAND

• QUESTIONS:
• WHAT IS THE CAPACITY OF THE PROCESS?
• IS THERE A BOTTLENECK?
• IS THERE AN OVERLOAD?
• WHAT IS THE RIGHT TIME TO START?
• WHO SETS PRIORITY?
BALANCE CHART
BALANCE CHART
BALANCE CHART

Balance chart.xls
ELIMINATE INTERRUPTIONS
PROCESS •PRECIOUS
DATA INFORM.;
DEPTS • GOOD
DECISION

INFORMATION FLOW
WITH NO HAND
OFFS
TRADITIONAL PROCESS
LEAN PROCESS
 3 LEAN SOLUTIONS

1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
 STANDARDIZATION: OFFICE
STANDARD WORK INSTRUCTION
Content:
1 – Work flow
SWI.xls
2 – Processes Inputs and Outputs
3 – Method: detailed instruction, step by
step (element instruction)
 3 LEAN SOLUTIONS

1 – FLOW;
2 – STANDARDIZATION;
3 – QUALITY MANAGEMENT;
• LEAN MANAGEMENT SYSTEM

• VISUAL MANAGEMENT

• LESSONS LEARNED
 Daily Accountability Routine
7.00 – 8.00 am
Supervisor Operators
Tier
Tier11 Data acquisition

8.00 – 8.30 am
Superintendent Supervisor Process Eng Maintanance Planning
Tier
Tier22

Task
TaskAccountability
AccountabilityBoard
Board
9.00 – 9.30 am
Plant Manager Gather together the information
Tier
Tier33 Superintendent
to share with tier 4

9.30 – 10.00 am
Site Plant Maintanance Planning
Tier
Tier44 Managers
Manager Manager Manager

Signatures YYYYY XXXXX XXXXX

 LEAN MANAGEMENT

Lean Management.xls
 VISUAL MANAGEMENT

Make easy and widely accessible

the comparison of the expected
performance versus actual
 VISUAL
Call Center Management
MANAGEMENT
 VISUAL
Delivery Issues
MANAGEMENT
 VISUAL
Kamishibai – Routine control
MANAGEMENT
Action Log
VISUAL MANAGEMENT
VISUAL MANAGEMENT

KPIs Visual Management.xls

 LESSONS LEARNED
Structured meetings with the following
targets:
 Measure results
 Focus in facts and data
 Process analysis
 Feedback of internal customer
 Written improvement plan
Identify process
1- Identify what add value to the customers;
and value
Projects ahead of schedule (July to Dec. 2004)
Draw current
400 2 – Understand the current process
100
state 3 – Identify wastes;

Analyze the
300 80

4 – Find the root cause of wastes;

wastes 60
Days

200

%
Draw Future
6 5 – Draw a high performance process
40

State
100 based on 3 lean solutions
15 10 20
2
4
6 – Implement
7 2 3 actions
2 1 and
2 manage to
0 0
ZE CAP SMN AP3V perfection;
MC ZEM BBT MB SMH NSG SMHV Other
Implementation17,7
Pump Type
Quantity of days 129
%
68
33,5
57 39
14,8 10,1
25
6,5
21 14
5,5
14
3,6
7 6
3,6
5
1,8
0
1,6 1, 3 0,0
Accumulative% 33, 5 51,2 66,0 76,1 82,6 88,1 91,7 95,3 97,1 98,7 100, 0 100,0
 Title
A3 REPORT
DATE
17/06/08
E.O. F. B. M. E. P. P. D. M. A.C. C. F.

BACKGROUND / TARGETS FUTURE STATE

•Historical Context • Actions and why are recommended

•What is the problem? What is the relation • Countermeasures to the root-cause
with the business?

CURRENT STATE

•Where are we?

ACTION PLAN
•How are we?
•Facts and data
• Which activities are required to reach the
target condition?
• Responsible and when?
ANALYSIS

•What is the root cause? INDICADORES

•What is the restriction? • Measurement of impact of the actions in

the KPIs
 FILES

A3 Report Template.xls

A3 Report Example.xls