Take a walk and lose the waste.
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- Darcy Harrell
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1 Take a walk and lose the waste. April 5, 2018, 10:15 am 11:15 am Conference Sponsors: The Office of the Chancellor, Budget & Financial Administration / Human Resources, the Office of the Provost and Vice Chancellor for Academic Affairs, the Office of the Vice Chancellor for Research, and the Office of Business and Financial Services
2 Workshop Presenters Kristi Moore Sr. Business Analyst Amy Glenn Interim Assistant Director BPI Shared Services University of Illinois System/Office of the CIO 2
3 Turn off cell phones. Please Avoid side conversations. Ask questions at any time. Sign the attendance roster. Complete the evaluation at the end of the workshop. 3
4 Workshop Objectives Learn how to identify waste in a process Understand value in a process Learn about the types of waste Group activity 4
5 Take a walk and lose the waste How to identify process waste. 5
6 Waste is What is Waste? Any activity which absorbs resources (Time, people, equipment, space, steps, etc.) but creates no value.
7 What is Value? Value is Defined by the ultimate customer Expressed in terms of a specific product (good or service)
8 Identify Waste Work (Time) VA BVA NVA Value Added Activity = VA Customer is willing to pay for it It is done right the first time Physically changes or alters the product or service
9 Identify Waste Work (Time) VA BVA NVA Business Value Added Activity = BVA Allows the Value Added Activity to be done better Mandatory from a regulatory standpoint; required by law Non-Value Added Activity = NVA Waste
10 WASTE WORMPIIT: Waiting Overproduction Rework Motion Over-processing Intellect Inventory Transport
11 Waiting Periods of inactivity. Examples: Waiting on approvals for purchase orders. Waiting for meetings to discuss an issue.
12 Production ahead of demand. Duplication of effort. Examples: Providing more data than requested. Extra features added to software. Multiple project teams attempting to resolve same issue. Producing unnecessary work or deliverables Overproduction
13 Defects Revise, adjust, change product or service due to defects. Examples: Data and/or code defects. Incorrect routing of service desk tickets. Incorrect, insufficient, or conflicting information, Misnamed files Lost information Rework
14 Movement of People Extra steps by people to perform work without adding any additional value. Examples: Looking for files, s, documents Motion
15 Over-Processing Extra effort that adds no additional value. Examples: Submitting multiple orders for the same product. Revisiting decisions Processing
16 Inventory More materials, information, or products on hand than the customer needs now. Work not yet deployed. Examples: Excess supplies in store room. Non-deployed software patches. To-do lists
17 Talent Act of not using resources to their maximum potential. Unused skills Examples: Skilled analysts doing routine paperwork. Developers gathering business requirements. Intellect
18 Movement of materials, information, etc. Examples: Poor layout, large distance between operations Handoffs where work is transferred from person to person Transportation
19 Waste in the Office
20 Lean Simulation Introduction to the Paper Boat Company
21 Gemba The Real Place Where the work happens Where the value for the customer is created When going to the Gemba Spontaneous visits to the site of the process, will enable your team to see first hand the problems There shouldn t be a warning to the visit Must not be judgmental when visiting the Gemba
22 Lean Tools & Concepts: Waste Walk Definition: when a team walks the work area and looks for wastes in a structured way. Identifies wastes by the different types. Often uses a waste checklist. A waste walk can help you to identify a solution But remember, waste is a symptom, not a cause.
23 Lean Tools & Concepts: Waste Walk Checklist Waste What do you see? How to improve? Waiting Overproduction Rework Motion Processing Inventory Intellect Transportation
24 Lean Simulation Improve the Paper Boat Building Company by utilizing lean tools
25 Workshop Summary Waste vs Value Lean Thinking Work (Time) = VA + BVA + NVA Maximize the Value Added Activities Minimize the Business Value Added Activities Eliminate the Non-Value Added Activities Forms of Waste Waiting Overproduction Rework Motion Processing Inventory Intellect Transportation How to conduct a waste walk 25
26 Questions / Concerns? 26
27 BPI Shared Services Business Process Improvement (BPI) Shared Services University of Illinois System, Office of the CIO 27
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