Training - Master Class on Lean office
Our Master Class on Lean Office provides an overview of the methods and techniques to apply in order to make non- manufacturing processes leaner.
Topics of the Lean Office Master Class
Consulting
We assist our clients to define and implement lean transformation projects of their office work. We start from the analysis of the actual state, we define the future state and the changes needed, then we help our clients implement these changes. We teach our clients methods and techniques of lean office so that they can become capable to pursue continuous improvement.
LEAN OFFICE
A COMPANY SHOULD BE LEAN NOT ONLY IN PRODUCTION, BUT IN EVERY AREA AND UNDER EVERY RESPECTS
What is it?
Lean transformation has a formidable effect on the production process. But in a company there are many other processes (customer order processing, accounting, purchasing, planning etc.) which need to be made lean eliminating wastes, redundancies, non value added activities. In order to analyse these processes and improve them, GC&P has developed a specific methodology based on various lean techniques and methods. This methodology is supported by the use of a software tool based on our experience in making offices lean.
Read more:Functional vs. Value Stream organization
Read more: The Seven Wastes and the Lean office
The benefits
Customer service improvement One of the most evident benefits of a lean transformation in non-manufacturing processes is a lead time reduction and more timely responses both toward internal and external customers.
Cost reduction War against wastes and the elimination of non value added activities bring about an overall improvement in productivity and efficiency in office work.
Organizational climate improvement When performances improve and people feel they do something valuable and are asked to participate in a process of continuous improvement, normally the organizational climate improves significantly..
Support to Lean Transformation If and when office people are involved in the lean transformation project, the chance of success increase significantly and results of the transformation are significantly better.
“If we had the most efficient and timely production processes, but the rest of the company should remain organized by functions and should not be called to participate in the lean transformation, our results would be quite modest. It is this conviction that urges us to wage war against waste in every area of the company and to pursue an organization based on value streams even outside the manufacturing process.”
