compiled presentation bus 650

7/25/2019 Compiled Presentation BUS 650

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Local Governments Thinking Lean:

An Overview of Applying Lean Principles

to Government Services

Presented By:Md.Rakibul Islam RakibId# 1521418660


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The relentless pursuit of the elimination of waste fromevery process with the ultimate goal of providing world

class !uality" delivery and service to our customers at

the lowest possi#le cost$%

What is Lean?

&t's a#out the process ( not the employee%

Think a#out the thing% going through the process ( notwho% does it$


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Lean Government

There are several key principles that are at the coreof Lean philosophy:

)now your customer*client ( who they are and what theywant and when$The customer defines value$)eep the process simple +and eliminate waste,$

-o it% right the first time$&nvolve and empower employees$.ontinually improve in pursuit of perfection$


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5Lean PrinciplesValue Determine customers values

Value stream Determine the steps taken to deliver theservice/product

Flow Reduce waste and shorten cycle time

Pull Ensure that only those services/products

that the customer immediately wants flowthrough the value stream

Perfection Ensure that waste does not creep back

Lean Government Services


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Lean /orkout for

Government

Product/Process Family Definition

Current State Map

Future State Map

Implement!(Action

orout"

Identify waste Delays Over-processing Rework loops

Eliminate waste &

create ow

Create ow chart w/times etween &within steps

Define value from customerperspective


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#$ILDI%G A &IG&'CMMI)M*%)

L*A% C$L)$+*Presented ,y Imtia- Faisal

ID. 01213242


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)5e most important part of your ,usiness is6

7our People

Your Culture


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5at is Lean6

8 Lean is a,out t5e systematic elimination of 9aste:8An overall met5odolo;y t5at sees to minimi-e t5e resources

re ?ai-en> ?an,an and )otal@uality ideas leadin; to9ards -ero paper> -ero inventory> -ero

do9ntime> -ero defects> and -ero delays in desi;n>manufacture and distri,ution:

8 Lean manufacturin; is a compre5ensive term referrin; tomanufacturin; met5odolo;ies ,ased on maimi-in; value andminimi-in; 9aste in t5e manufacturin; process:


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5at is aste6

8 aste is anyt5in; t5at5appens to a productt5at does not add value

from t5e customerBsperspective

8 Products ,ein; stored>inspected or delayed>products 9aitin; in and defectiveproducts do not addvalue


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Seven astes

8 verproduction producin; more t5an t5e customerorders or producin; early: Inventory of any ind is usually9aste:

8 @ueues idle time> stora;e> and 9aitin; are 9astes8 )ransportation movin; material ,et9een plants>

,et9een 9or centers> and 5andlin; more t5an once is9aste

8 Inventory unnecessary ra9 material> 9or'in'process(IP"> finis5ed ;oods> and ecess operatin; supplies

8 Motion movement of e 9arranty claims> re9or and

scrap


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ri;ins

Lean Manufacturin; is

sometimes called t5e

)oyota Production

System ()PS" ,ecause

)oyota Motor

CompanyBs *ii )oyoda

and )aiic5ui 5no are

;iven credit for itsapproac5 and

innovations


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)5e Lean =ourney

FuturePosition

CurrentPosition

Developing leadership skills thro!gh ed!cation"Developing leadership skills thro!gh ed!cation"

application" and coachingapplication" and coaching

Set

Standard

Identify

Create

System

Execution

Seek

Perfection

#ystematic elimination of $%#E'#ystematic elimination of $%#E'


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Lean and *mployee Commitment

Element Traditional Lean

+esponse ees &ours

Customi-ation Difficult *asy

Delivery Speed ees'Mont5s Days

Delivery +elia,ility *rratic Consistent E &i;5

Delivery @uantities Lar;e S5ipments =I) as +e


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Case on (eas!ring )arameters ofCase on (eas!ring )arameters of

*ean (an!fact!ring Reali+iation*ean (an!fact!ring Reali+iation

)resentation y -

(d ahmid!l ,!

ID . 0122002

.ourse : 01S 234 +Operations 5anagement,.ourse : 01S 234 +Operations 5anagement,

6aculty : Samsul &slam6aculty : Samsul &slam


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Elimination of Waste Cost Reduction Employee Empowerment

Basic Ideas behind Lean Manufacturin

Concept of *ean (an!fact!ringConcept of *ean (an!fact!ring

% practice that aims to increase val!e-added work y

eliminating seven di3erent types of waste4

7 Types of $astes5

= aste of ransport

I = aste of Inventory

(= aste of (otion$= aste of $aiting

O = aste of Overprod!ction

O= aste of Over-processing

D= aste of Defect


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)arameters of *ean (an!fact!ring)arameters of *ean (an!fact!ring

#ome parameters of *ean (an!fact!ring are 6

Elimination of aste !E"#

Contin$o$s Impro%ement !CI#

&ero 'efects !&'#

($st in time 'eli%eries !(IT#

)$ll of *aw +aterials !)*#

+$ltif$nctional Teams !+T#

'ecentrali,ation !'C#

Integration of F$nctions !I"F#

-ertical Information Systems !-IS#


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$hat to do for Implementing *ean$hat to do for Implementing *ean

(an!fact!ring(an!fact!ring

E.ecti%e implementation of Lean +an$fact$ring in aman$fact$ring organi,ation depends on

Commitment from top le%el management/

Total in%ol%ement of sta. at all le%els/

6igure: Approaches that manufacturing organi7ations can follow to implement Lean 5anufacturing


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7ene8ts derived from *ean7ene8ts derived from *ean

(an!fact!ring(an!fact!ring

Higher 0$ality prod$cts

1$ic2er in%entory t$rno%er

Shorter lead time

Higher employee moti%ation*ed$ced thro$ghp$t time

3reater c$stomer satisfaction

Lower Cost

Increased pro4ta5ility


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)I)L*. AS)* SAI%G I% PA)I*%)

)+A%SP+)A)I% I%SID* LA+G*&SPI)ALS $SI%G L*A% )&I%?I%G

)LS A%D LGIS)IC SL$)I%S

Prepared ,y

Md: %e9a- S5arif

ID. 4H442


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#=*C)I*

Descri,e t5e issues of patient transportation

inside t5e lar;e 5ospital

Pro,lems lie 5u;e transportation cost 9it5in

departments> 9ards> and outpatient clinics: Deals 9it5 t5e Seven 9aste t5at leads to etra

cost

$ses of different types of lean production

tec5ni Spa;5etti c5art> Activity9ors5eet to reduce etra cost in lar;e 5ospital:


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Seven astes for &ealt5care

()IMD"


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SPAG&*))I C&A+)

It foc!ses on vis!ali+ation of the

transportation path and distances4 E9ample5tracking a patient inside the hospital4

It also 5i;5li;5t different inds of 9aste t5at affect t5e

process suc5 as 9aitin; times and


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alue Stream Mappin;

SM is a 9ell no9n tool particularly

use for measurin; t5e 9aitin; times:

SM also use for measure t5e avera;e num,er of

patient t5at 5ave to cycle

time (c/t" > and a c5an;e over time

(c/o":


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Activity ors5eet Dia;ram

It focuses on activities > times and

distances:

It summari-es all t5e times includin;

transportation > 9aitin; time> c/t> c/o>

and avera;e distances:

)5e activity 9ors5eet is divided int9o parts. t5e left part s5o9s t5e

situation ,efore t5e improvements

and t5e ri;5t part s5o9s t5e situation

after t5e improvements:

)5e difference in terms of time anddistance can ,e compared on t5e last

line of t5e dia;ram


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#*%*FI)S F *S)A#LIS&I%G

L*A% I% &SPI)AL

+educed 9aitin; times for patients:

&i;5er volume of admissions and dia;noses:

Decrease ,ed s5orta;es:

Less inventory consumption and maimum use of

space:

#etter 9orplace cleanliness and safety:

Greater efficiency 9it5 patient records and

appointments:

Increase Patients> employees and staffs satisfaction:


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)&A%? 7$

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