Transitioning Lean from Manufacturing to the Office

Transitioning Lean
from Manufacturing
to the Office
Hosted by
Host: Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Presenter: Stephanie Hill
Owner, Light Bulb Moment Consulting
hill.lbmoment@gmail.com

TRANSITIONING LEAN
FROM
MANUFACTURING TO
THE OFFICE
Stephanie Hill
Light Bulb Moment Consulting
January 2021

Presented by Stephanie Hill, Light Bulb Moment Consulting -
Hill.LBMoment@gmail.com
Outline
1. Objectives
2. Your Location/Role
3. Key Differences
4. Adjusted
Approaches
5. Take-Aways
6. Q&A

Objectives
By the end of this webinar, you will…
◦ ... be able to identify three key differences to overcome when
making the transition from Lean manufacturing to the office.
◦ ... receive tools and techniques to apply to overcome the three key
differences.
◦ ... Increase your confidence to apply Lean to new environments/
applications.
Presented by Stephanie Hill, Light Bulb Moment Consulting - Hill.LBMoment@gmail.com

Let’s Start with
You!
• Your Location
• Your Role

In what state or country do you live?

In what area do you work?
◦ Manufacturing
◦ Retail
◦ Healthcare
◦ Non-Profit
◦ Service
◦ Government
◦ Education
◦ Other
Select all that apply

Key
Differences
Between Lean in
Manufacturing and
the Office
Environment

Disclaimer
◦ Remember to always take the Continuous Improvement (CI)
approach of gathering Voice of the Customer (VOC) before starting
any improvement.
◦ While I will be generalizing between manufacturing and office
environments, each setting, culture, and individual is unique.
◦ I always encourage you to take the time and learn what will work
best for each participant.

Three Key Differences
Between Lean in Manufacturing and the Office
1. Association to work
2. Frequency of work units
3. Significance of waste

DIFFERENCE #1
ASSOCIATION TO WORK

Association to Work
Let’s imagine that you have just made a mistake when
completing a mortgage form that has cost a potential
buyer their dream home.
Your manager approaches you and asks, “Why did this
happen?”
Write words that express how you feel at this point.

Association to Work
In contrast, a customer called Customer Experience
informing the representative that they cut themself on a
defective product. The representative replaced the product
and paid $2,000 in medical bills.
The shift supervisor gathered the crew that assembled the
product that day and asked, “Why did this happen?”
What would be the approach the team would take?

DIFFERENCE #2
FREQUENCY OF WORK UNITS

Frequency Impacts:
1. Data Collection
2. Going to the Gemba
3. Momentum of Progress
Photo by DAVIDCOHEN on Unsplash

Office + COVID
= Gemba
Challenge
Going to the Gemba:
During COVID-19, how have you
managed to go to the Gemba?
1. Still in Person
2. Leveraging Virtual Tools
3. Skipping it for Now
4. Never Did in the First Place
HOW DO WE DO THIS?

DIFFERENCE #3
SIGNIFICANCE OF WASTE

Waste Refresher
“Waste” can be defined as any activity that does not add value to a
customer.
In the Lean framework, something can be considered a value-adding step
• if the customer is willing to pay for it,
• if the step transforms the product being produced,
• and if it’s done properly the first time.
https://www.kainexus.com/improvement-disciplines/lean/7-wastes-of-lean

Eight Wastes
Photo by Markus Spiske on Unsplash

Eight Wastes - WOOD TIME
Waiting
Overproduction
Overprocessing
Defects
Transportation
Inventory
Motion
Employee Potential Unrealized
Photo by Abby Savage on Unsplash

Waste – Office Considerations
1. Miscommunication often in hand offs
2. Work not balanced
3. Unclear roles and responsibilities
4. Not optimizing manual vs. electronic
5. Excessive inspections/approvals
6. Unread documents/emails
7. Work done in series vs. parallel
8. Work too complicated or too simple
9. Performing all work within the process
Inverted U-Theory (1908) –
Yerkes and Dodson

Waste – Office Considerations
Top opportunities for office
waste:
1. Communication
2. Alignment
3. Decision Making

Adjusted
Approaches
To ensure success
despite the key
differences

ADJUSTING TO
ASSOCIATION TO WORK

Overcoming
Differences
Association to Work:
1. Pre-Interviews
2. Roles vs. Names
3. Root Cause Approach
Between Manufacturing
and the Office

Pre-Interviews
Prior to improvement event or project
1. Gauge buy-in
2. Learn prior experience
3. Identify barriers
4. Build trust

Roles Vs. Names
During mapping/documenting the process
1. Promote openness for change
2. Prevent defensiveness
3. Represent those not directly participating

Root Cause Approach
Thinking beyond the 5-Whys

ADJUSTING TO
FREQUENCY OF WORK UNITS

Overcoming
Differences
Frequency of Work Units:
1. Gathering Data
2. Going to the Gemba
3. Sustaining Momentum
and the Office

Gathering Data
Despite frequency challenges
MEASURE
OPERATIONAL
DEFINITION
DATA
COLLECTION
METHOD
TARGET
WHO WILL
COLLECT
What Input,
Output, and
Process measure
will the team
collect?
Description to
enable a common
understanding and
prevention of
ambiguity.
How the data will
be collected?
What time frame?
How many
samples?
The ideal
performance
against some
requirement, if
known.
Who will be
responsible
for collecting
the data?

Going to the Gemba
Despite frequency (and other) challenges
1. Prework
2. During Event
3. Virtual

Sustaining Momentum of Progress
Despite frequency challenges
1. Monitoring approach
2. Cadence of communication
3. Expectation of imperfection
Plan
Do
Check
Act

ADJUSTING TO
SIGNIFICANCE OF WASTE

Top
Opportunities
Significance of Waste:
1. Communication
2. Alignment
3. Decision Making
Contributors to Office
Waste

Overcoming
Differences
Significance of Waste:
1. Audit strategy and deployment
2. Partner for open culture
3. Choose mix of improvements
4. Document accountabilities
5. Map to highlight office waste
and the Office

Mapping for
the Office
Symbols alert viewer to
waste opportunities

Take-Aways
• Concept
• Action
• Idea

Take Aways
Write Down:
Concept
You
Learned
Action You
Will Take
Idea You
Will Share

KEEP THE CONVERSATION GOING:
Stephanie Hill
Light Bulb Moment Consulting
www.LBMoment.com

Future Webinars
• Training Team Office Hours
– January 14, 1 pm ET
– KaiNexus customers only
• Panel Discussion Webinar
– Improving the COVID Vaccination Process:
Lessons from the Field to Create a Culture of Improvement
– January 21, 1 pm to 2:30 pm ET
– Open to ALL!
Register: www.KaiNexus.com/webinars

Other Resources
www.KaiNexus.com

KaiNexus Podcasts
• www.KaiNexus.com/podcasts
• Subscribe via:
– Apple Podcasts
– Google Play
– Stitcher
– Spotify

Q&A
• Web:
– www.kainexus.com
– blog.kainexus.com
– www.lbmoment.com
• Webinars on Demand:
– www.kainexus.com/webinars
• Social Media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus
Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Presenter: Stephanie Hill
Owner, Light Bulb Moment Consulting
hill.lbmoment@gmail.com

Transitioning Lean from Manufacturing to the Office

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Transitioning Lean from Manufacturing to the Office