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Applying Lean principles to the production of content requires a bit of adaptation, to make Lean work in a service, rather than manufacturing, environment.
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How Far to Lean
Implementing performance
improvement measures
in a Lean environment
Rahel Anne Bailie
Intentional Design Inc.
Nina Junco
Session Objectives
Overview of environment
Lean principles
Former state
Kaizen process and desired outcomes
Future state
Outcomes
Q&A
Evaluation
Work Environment
Primary environment is manufacturing
Publishing is a service environment within
the manufacturing environment
Traditional values
Emphasis on engineering
Lack of appreciation of technical
communication as a skill/profession
Lots of corporate and product changes
Lean Principles
Add nothing but value
eliminate “muta” (waste)
increase cost-to-value ratio
Center on the people who add value
Flow value from demand (delay commitment)
Optimize across organizations
Seven Wastes of Lean
For manufacturing:
Overproduction
Inventory
Extra processing steps
Motion
Defects
Waiting
Transportation
For services:
Extra content
Requirements
Extra steps
Finding information
Changes arising from
uncaught errors
Waiting
Hand-offs
Former State
Catalyst for change:
Company move from traditional development
cycle to continuous development
Department already at production capacity
Long turn cycle for documentation
See value stream map: “Current State”
Kaizen Events
A Japanese word meaning gradual and
orderly, continuous improvement
“Blitz” event intended to improve an
process within scope of process
participants
Participants are area experts (process
operators), production insiders and
outsiders, and facilitator
See agenda: “Kaizen Event Compass”
Future State
Traditional measures:
Touches: 31% ↓
Cycle Time: 75% ↓
Throughput: 99% ↓
No. of Steps: 72% ↓
Distance: 99% ↓
Service measures:
Touches: 31% ↓
Meetings : 84% ↓
Revision Cycles: 75% ↓
Approvals: 99% ↓
Turn Time: 99% ↓
See value stream map: “Future State”
Outcomes
Intended improvements:
Shorten turn cycle for documentation
Better process improves accuracy
Bonus improvements:
Increased sense of professional selves
Explicit support of management to insist on
process
Improved relations with engineering group
Discussion of Results
Lean thinking identifies “in the box”
improvements
Lateral thinking identifies “out of the box”
opportunities
Focus on continuous improvement: next
step is content management system
Return on investment is immense
Resources
Michael L. George, Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions. McGraw Hill, 2003.
Mary Poppendieck, Tom Poppendieck, Lean Software Development: An Agile Toolkit for Software Development Managers, Boston, MA: Addison Wesley, 2003.
James P. Womack and Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, New York, NY: Free Press, Simon and Shuster, 1996.
