The post Practical Lean Training appeared first on Lean QCD.

The post Case Study – Our Rail Experience appeared first on Lean QCD.

The application of lean, leadership and a robust strategy should be applied to any type of organisation. The successful application of these elements will help you to satisfy your customer, satisfy your employees and maximise your resources.

Definition of service industry

Service is anything that has a customer and doesn’t deliver a physical product that the customer can take away, but creates something that its customer needs, desires, requires or demands, and therefore places a value on it.

Examples of service

Local Government
Health-care
Entertainment
Maintenance department in a manufacturing company
Finance departments
Sales offices
Entertainment industry

Achieving performance excellence

The achievement of performance excellence should be a goal in any type of orgnisation. applying lean in service will enable you to deliver customer value on time, every time.

Customer satisfaction combines your strategy with your customer goal

Customer satisfaction is about understanding the value of your products or service, developing a competitive edge and delivering your customer needs.

All organisations need to  define their strategy and competitive edge and deliver on time all of the time. By understanding what customer value actually is, you will be able to align your quest for operational excellence with the needs of your customer to deliver world class performance.

Employee satisfaction is employing your leadership to enable your team to satisfy your customers

We believe that grip self, grip team and grip task through the team is the enabler that will deliver employee satisfaction.

By using goal cascade you can then ensure that your whole organisation is working towards delivering your goals – satisfy customer, satisfy team and make money now and in the future (or maximising your resources).

Aligning Operational Excellence to your strategy is essential

Rest assured your competitors will be looking to improve their operational performance, so to do nothing is to go backwards.  Operational excellence can be achieved by any of your competitors or alternative service providers – therefore operational excellence is a continuous journey.

Applying Lean in service

Lean can be applied to any process, whether manufacturing or service, whether in technical,finance or any other organisation area.

The key elements of applying lean are the same regardless of the organisation or area:

Who are your customers ?

What is customer value ?

What is the current state of processes ?

How to remove waste and non-value added processes ?

In service, lead-time reduction whilst delivering world class quality are key to achieving customer satisfaction. Lean is about removing waste and adding value. Leadership is the essential ingredient, especially in more labour-intensive service areas in order to bring the whole organisation along the lean journey.

Lean QCD offer support and training and free advice, please feel free to contact us to discuss any aspect of this article.

The post Performance Excellence in Service appeared first on Lean QCD.

Template Upload In progress and on its way, practical problem solving examples included with template to help you solve your problems. Also gives you test scenarios for problem solving practice.

Sign up below to be one of the first to receive.

The post Practical Problem Solving appeared first on Lean QCD.

The post Free Diagnostics appeared first on Lean QCD.

Programme leader for full Pan-European supply chain transformation programme. Reviewing end-to-end current state and designing future state processes, warehouse footprint, transport model, organisation structure and product management systems to surpass targeted $25.5m savings.

Structured programme

Stage 1: Prework

Stage 2: Assess

Stage 3: Innovate

Stage 4: Materialise

Critical Success Factors

• Pan European engagement and alignment from supply chain leadership team
• Timely implementation of L4/L5 organisational design model
• Appropriate level of implementation support from: BTO, BMGI, Finance, HR and IT
• Clear commitment and ownership of the IBP implementation
• Strong internal communications process
• Utilisation of CPI programme and other investment to accommodate “exceptional charges” of transition
• Effective Legal and HR support for DC rationalisation
• Flexible consideration given where design and hiring criteria has a negative effect on business targets
• Active collaboration with other workstreams to avoid conflicting process improvements
• Available Workstream team space and facilities

Deliverables

• 2014 AOP
• $25.5m incremental savings
• L4 – L7 SC structure
• AIM Final implementation plan
• Communication plan
• HR processes for selection, appointment and release defined

The post Case Study – Global Seller Supply Chain appeared first on Lean QCD.

Working with Network rail to improve Access Planning process, systems and organisations in a major commuter region.

PDCA Approach

The post Case Study – Rail Infrastructure Provider appeared first on Lean QCD.

Working with a Train Operator looking to improve it’s performance and in particular the consistency of it’s performance.

Purpose

1. Development of a cohesive and effective team in order to meet the Network performance goals
2. Create buy-in to all aspects of the Team Charter
3. Clarity on accountabilities, responsibilities and roles
4. Define ways of working (enacting change)

Scope

1. Define boundaries
2. Define what is definitely in scope for the team
3. Define what is definitely not in scope for the team (e.g. ability to commit £x funds in the achievement of the goal)
4. Alignment to other programmes / workstreams

Mission

1. Define what success looks like
2. Summary of principles / behaviours to guide the team (e.g. raising of problems is encouraged, no-blame culture to be adopted etc)
3. What is the Team role in the business success

Goal and measurables

“Improve passenger performance through focused visual review of issues and effective problem solving”

Reduce passenger delay minutes by 50% on a like-for-like train service basis.

Deliverables

1. Create a Level 1 Exec Visualisation process.

2. Cascade Visualisation process to key Level 2 areas

Cascaded Drivers Visualisation process and effective problem solving

Cascaded Fleet Visualisation process and effective problem solving

Result = 50% improvement in like-for-like delay minutes

The post Case Study – Train Operator appeared first on Lean QCD.