How Far to Lean

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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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  • 1. How Far to Lean Implementing performance improvement measuresin a Lean environmentRahel Anne Bailie Nina JuncoIntentional Design Inc.

2. Session Objectives Overviewof environment Lean principles Former state Kaizen process and desired outcomes Future state Outcomes Q&A Evaluation 3. Work Environment Primaryenvironment is manufacturing Publishing is a service environment withinthe manufacturing environment Traditional values Emphasis on engineering Lack of appreciation of technicalcommunication as a skill/profession Lots of corporate and product changes 4. 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 (delaycommitment) Optimize across organizations 5. Seven Wastes of LeanFor manufacturing:For services:Overproduction Extra contentInventoryRequirementsExtra processing steps Extra stepsMotion Finding informationDefectsChanges arising from uncaught errorsWaitingWaitingTransportation Hand-offs 6. Former State Catalyst for change: Company move from traditional developmentcycle to continuous development Department already at production capacity Long turn cycle for documentation See value stream map: Current State 7. Kaizen EventsAJapanese word meaning gradual andorderly, continuous improvement Blitz event intended to improve anprocess within scope of processparticipants Participants are area experts (processoperators), production insiders andoutsiders, and facilitator See agenda: Kaizen Event Compass 8. Future StateTraditional measures: Service measures:Touches: 31% Touches: 31% Cycle Time: 75% Meetings : 84% Throughput: 99% Revision Cycles: 75% No. of Steps: 72% Approvals: 99% Distance: 99% Turn Time: 99% See value stream map: Future State 9. Outcomes Intendedimprovements: Shorten turn cycle for documentation Better process improves accuracy Bonusimprovements: Increased sense of professional selves Explicit support of management to insist onprocess Improved relations with engineering group 10. Discussion of Results Leanthinking identifies in the boximprovements Lateral thinking identifies out of the boxopportunities Focus on continuous improvement: nextstep is content management system Return on investment is immense 11. Resources Michael L. George, Lean Six Sigma for Service:How to Use Lean Speed and Six Sigma Qualityto Improve Services and Transactions. McGrawHill, 2003. Mary Poppendieck, Tom Poppendieck, LeanSoftware Development: An Agile Toolkit forSoftware Development Managers, Boston, MA:Addison Wesley, 2003. James P. Womack and Daniel T. Jones, LeanThinking: Banish Waste and Create Wealth inYour Corporation, New York, NY: Free Press,Simon and Shuster, 1996.