Increase Personal Productivity-2

Stabilization: 

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“We never know what we’re going to get” - It’s hard to believe that the two bulky bruisers seated in front of us could probably tell, at a glance, the value of the jewellery we were wearing. But long-time fans of the reality show “Pawn Stars” would surely know what we’re talking about. After all, it’s Rick Harrison and son Corey’s job to know how much things are worth; it’s what makes them profitable and famous.

But this isn’t the case with service industry, even when they’re not as efficient as they could be, in the end there is an assurance that the service will perform as the customer expects. In office and service environments, the “product” is not as tangible, so it can be more difficult to assure the quality of the output.  In service environments in particular, the near real-time creation and consumption of a service can make quality assurance problematic. 

If your office or service process is incapable of delivering a consistent output, then your lean effort must begin here.  Creating basic stability is critical issue for any service stream, without a stable and reliable service process it is impossible to sustain the lean objectives. Many experts consider the topic of stability to be the place where most companies to need to focus in order to begin.

·         Determine the actual line capacity and compare it to takt time

·         Identify the actual bottle neck of the line

·         Identify the six main types of losses in a production line

·         Calculate the impact of each different loss

·         Create a fact based understanding of the stability problem

·         Generate root cause insights

·         Create countermeasures to prevent recurrence

·         Implement key maintenance concepts over the life cycle of the equipment

Clearly just achieving this objective on some consistent basis will bring stability to your process or system.  In these situations, you’ll start fairly small, by clearly defining the needs of the customer, documenting them in simple ways (think checklists), and providing training to office and service personnel. 

The Lean tools and techniques are just some visible manifestations of this mindset which isn’t easily grasped on a tour.  Ultimately, the result is streamlined flow of value to the customer, and improved profitability and competitiveness. 

If your office or service process is capable of delivering a consistent output is the key to insurance for continuous compensation. 

Office processes are composed of individual tasks. These processes are generally developed over many years and normally contain steps that are no longer required. A lean office is one where each of these processes has been evaluated and streamlined for maximum efficiency. Wasted movement is eliminated by locating the personnel necessary to perform the task together.
Lean Zone Office: