cordial lean study 2008 final
TRANSCRIPT
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By Cordial Business Advisers
Stockholm, September 2008
Lean Study 2008Nordic service industry
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2008 Cordial Business Advisers AB12008-05-08 Pro ektnamn och konsult Fil: filnamn. t
This Lean Study was carried out during April July 2008
targeting different industries within the service sector andservice related processes at manufacturing companies, e.g.procurement, sales and business development units.
The study aims to get a pulse check regarding state-of-the-art development of Lean at selected service companiesin the Nordic and Japan.
The study is based on 44 interviews with key persons at thecompanies, e.g. business developers, process owners, VicePresidents, Lean Managers etc.
About Cordial Lean Study 2008
79% of the companies working with Lean said to have achieved bottom line results, compared to 47% of the companies workingwith other continuous process improvements.
53% of the companies currently not working with Lean are planning to implement Lean in the future.
Lean is regarded as a mean to achieve cost efficiency and customer satisfaction.
Lean is a well recognized concept in the Nordic Service industry: 95% are familiar with Lean as a concept.
Various Lean tools are used when working with Lean, 5 S and Value Stream Mapping being the most common tools.
Main challenges when working with Lean incorporate having the right leadership, creating a sustainable employee commitment,
having the right communication, establishing clear work process, roles & a toolbox as well as linking the bottom line effect to theLean work.
Key findings
A selection of participating companies
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Table of contents
About Cordial
About the study
A few words about Lean
Results of the Lean Study 2008
Conclusions and reflections
Contact information
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About us Cordial enhances clients own ability todevelop
Cordial Business Advisers AB is a modern managementconsultancy with the ambition of setting a new standard fordeveloping businesses
Cordial started in 2000 and currently consists of 35consultants and a turnover of 50 MSEK
Our ambition is to become the leading managementadvisor with a Swedish origin
Cordial concretizes strategies and guarantees execution
Cordials starting point in all we do is: All business is human
Focus on customers that have a service based businesslogic and actively look for change
We have been entrusted more than 300 projects for someof the largest companies in the Nordic region, privateequity companies and growth companies
Our customers do not become dependent, they become enriched
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Our four service areas
Strategy & Market Business strategy
Market- and customer-strategy
Transactions
Structure & Process Organizational design Process development Lean management Business control
Business Architecture
Design of flexible business models
Service oriented business and IT-architecture
Structure and control for efficient IT
Culture & Leadership
Successful Change
Performance culture
Efficient leadership
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Cordials Lean Offering
Lean Proof-of-Concept for a selectedprocess/area
Support prioritization of process scopeby heat-mapping
Conduct waste analysis, and summarize intoa business case that shows potential values
1-3 day workshop defining As-Is state, To-Be state as well as a GAP-analysis,including an Action plan
Establish measurement to follow-up of theresults after 30, 60 and 90 days
Develop and support initiation of Lean programs
Training of Lean-coaches/facilitators
If you are considering to start working with Lean If you already work with Lean
Companies already working with Lean face variouschallenges. Cordial can offer the following support:
Conduct/support Customer value analysis,using interviews, filming techniques
Help develop useful KPIs for processmeasurement, and link to overall businesstargets
Analysis and modeling support for complexvalue streams/processes, for example statisticalanalysis (six sigma)
Develop customized training programs for Lean,train-the-trainer concept and Lean ambassadors
Lean seminars Lean Thinking and TPS byToyota
Leadership coaching and educational journeysto Japan
Process improvements with the DMAIC-method
Visualization tools, Lean-games among othercommunication tools
5
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Cordials Lean Service Management modelfor continuous improvements
1. Understandcustomer needs
3. Establishbenchmarks and
ideals
5. Visualize and
measure
4. Remove wasteand transform
LeanThinking
2. Describe thevalue stream and
analyze
6. Educate andtrain everyone
New needs
Re-calibrate Re-visualize
Educate
- coaching leadership
and culture
Motivate
6
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Investors/owners
PublicAuthorities
LargeCompanies
GrowthCompanies
Selected Client References
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Table of contents
About Cordial
About the study
A few words about Lean
Results of the Lean Study 2008
Conclusions and reflections
Contact information
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Background and purpose of Cordials Lean Study 2008
Purpose
Definition ofLean in this
study
Background
To perform a pulse check regarding state-of-the-art development of Lean in selectedservice companies in Nordic and Japan to get an understanding of how these companies
work with process improvements
Pinpoint overall trends, challenges and success factors for companies working with Lean
Lean is one of the most far-reaching management philosophies when it comes to processimprovement. The manufacturing industry has for a long time been the pioneering industry inwhich Lean has been developed and successfully implemented.
In recent years Lean has made the leap to the service industry. In order to support ourcustomers in further developing their businesses, we wish to gain an understanding of thestatus of Lean programs and the relation to other process improvement initiatives at Nordic
service companies.
Continuous process improvement work based on Lean principles or Lean inspired methods
Th d i l d id f i d i i h
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The study includes a wide range of industries in theNordic service sector
Comments:
Focus lies on the service sectorand service related processes atmanufacturing companies, e.g.procurement, sales and
business development unitsThe interviewed companies
represent 11 different industrysegments
At each company, Cordial hasinterviewed key persons, e.g.
business developers, processowners, vice presidents, LeanManagers etc.
44 interviews with key persons of Nordic companies have been conducted
Total: 44 companies
15%
14%
11%
9%7%
7%
7%
7%
11%
5%7%
Healthcare
Telecom & Media
Retail
Public organizations
IT Consulting
Transport & Logistics
ManufacturingConstruction
Banking
Energy
Hospitality & travel
d i t i h b d t d ith
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and interviews have been conducted with somemajor players in each segment
Healthcare Retail Banking
Telecom & Media Transport & Logistics Other
All 44 ti i ti i i i
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Healthcare:Centralsjukhuset i Kristianstad
Universitetssjukhuset MAS
Karolinska Universitetssjukhuset
Kronans Droghandel
Capio S:t Grans sjukhus
Universitetssjukhuset i LundSATS
Telecom & Media:
Ericsson
Teracom
3
Canal Digital
Talentum
Tele2
Transport & Logistics:
SJ
Scania
Volvo Logistics
Manufacturing:
Perstorp ABPartnertech
Sandvik Materials Technology
Public organizations:Vara kommun
Mittuniversitetet
Migrationsverket
Apoteket
Retail:
Indiska
Coca-Cola
Dagab
COOP
Oriflame
IT & Consulting:
Solectron
FujitsuServices
SWECO
Construction:
Skanska
ArconaNCC Construction
All 44 participating companies in variousindustry segments
Banking:Swedbank
GE Money Bank
Nordnet
Nordea
SEB
Energy:
Telge Energi
Fortum
Hospitality & Travel
Sheraton
Fritidsresor
Granvia
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Table of contents
About Cordial
About the study
A few words about Lean
Results of the Lean Study 2008
Conclusions and reflections
Contact information
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What is Lean all about?
Lean is about optimizing a companys processes and workingmethods by counteracting waste, focusing on the value-adding
activities and creating a culture characterized by continuousimprovements.
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Leans basic principles Lean Thinking
Place the customer asnumber 1
Always doing or making the choices that are best forthe customer
Remove obstacles Remove all obstacles that are preventing the customer
to get what they want.
Competence & mandate
Make sure that all employees have the relevant skillsand competence which makes it possible to meet thecustomers expectations.
Involvement Leaders involve their co-workers in the decisions that
affect their work and coach them on a daily basis.
Eliminate waste!!! Always be on the look out for waste and when the
waste is discovered it must be eliminated.
Source: Cordial research
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Where is Lean applicable in the service industry?
Lean can be used to improve people and information intensiveprocesses such as:
Sales processes
Service (delivery) process
After-sales / customer support processes
Front-office processes (meeting customers)
Administrative processes
IT processes
Example: Visualization of the workflowat a Japanese fabrics manufacturer inKansai 2005
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The 7+1 wastes: the manufacturing industry
Overproduction
Waiting
Stock
Motion
Re-work
Overwork
Transports
The unexploitedcreativity of the staff
Manufacturing
To manufacture more or earlier than necessary
To wait for something to happen
To keep larger stock than necessary
Unnecessary movements and actions which are
performed in order to fulfill a task
Repairs and re-work which do notadd value to the customers
To do more work than the customer requires
Unnecessary transports
This was not part of the original wastes,but has been added as the eight waste
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People
Performing a task that a colleague is going toperform anyhow
Waiting for answers from customers, partners or for
a decision to be taken by management
Hiring more employees than there is occupation for
Educating new people when senior people leave
Constantly recapitulating results from the lastmeeting if too much time has elapsed between fromthe previous one
Over-working delivery to a new customer
Traveling to different meetings instead of e.g. usingtelephone conferences
Unexploited knowledge among the staff as forinstance language skills, earlier experience,
academic records
Information
Producing too much information related to a givenpurpose
Waiting to receive important information
Scattered information which is stored in differentlocations but which is not compiled for optimal use
Sending documentation physically instead of using
digital formats
Discarding already collected information andcompiling new information if needs have changed
Performing too much research for a given objective
Information transport through long office turnaround
time, several authorization levels etc
Unexploited information of already performed
studies, earlier experience, reuse of ideas etc
The 7+1 wastes in the service industry - examples
Overproduction
Waiting
Stock
Motion
Re-work
Overwork
Transports
The unexploited
creativity of the staff
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There is currently a large interest for Lean Services
Source: www.google.com [2008-09-03]
Lean65 million hits
Lean Management
735 000
Lean Services
17 200 000
LeanManufacturing
2 800 000
Toyota received 600 000suggestions for improvementduring 2006 from theiremployees. 91 per cent of thesewere implemented.
How many suggestedimprovements has yourcompany implemented?
http://www.flickr.com/photos/75268503@N00/279017522/ -
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Lean is also a hot topic in the business press
Lean Management Lean Production
1022 articles
286 FT comment &analysis
626 articles
122 FT comment &analysis
1023 articles
263 FT comment &analysis
Lean Services
Lean Management Lean Production
186 articles 113 articles 188 articles
Lean Services
FinancialTimes*
HarvardBusinessReview**
* Archive search Jan 1st 2003 and onwards
** Complete online publications about Lean
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Table of contents
About Cordial
About the study
A few words about Lean
Results of the Lean Study 2008
Conclusions and reflections
Contact information
Lean is a well recognized concept in the Nordic
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Lean is a well recognized concept in the NordicService industry
Comments
Most of the respondents arefamiliar of the Lean origin fromthe manufacturing industry andToyota
The curiousness for Leanservices is high in generalamong the respondents
95% are familiar with Lean as a concept
Are you familiar with the concept of Lean?
95%
5%
Yes
No
Quotations from interviews:
I have heard about The Toyota
way and Lean in the manufacturingindustry sector
Im familiar with the concept and itis exciting to see what results it canbring
Total: 44 companies
Lean is used by 65% of the companies working with
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2%
98%
Lean is used by 65% of the companies working withcontinuous process improvements
Comments
Nearly all companies (98%) claim to work with continuous improvements (not always expressed as Lean)
A majority (65%) work with continuous process improvements based on Lean principles/methods
35%
65%
Yes
No
Do you currently work with continuous process improvementsbased on Lean principles?
Continuous process improvement
Optimized processes
Do you feel that your processes are optimized today or doyou work with continuous process improvements?
Total: 43 companiesTotal: 44 companies
Lean is also of high interest for companies currently not
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g p yworking with Lean methods
53% of the companies not currently working expressed with Lean are planning to implement Lean in thefuture
Plats fr diagram eller tabell
Comments
Out of the 15 companies (35%)that doesnt work with Lean,53% plan to start work with Leanin the future
53%
47%Yes
No
Are you planning to work with Lean in the future?
Total: 15 companies*
Quotations from interviews:
We will definitely work withsomething Lean-inspired in the future
It is an interesting method and we willdefinitely evaluate it later on
We will start working with Lean nextyear. We are currently working withan extensive overview of ourprocesses
* 15 companies doesnt work with Lean principles today
Lean puts a greater emphasis on customer focus as
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p g popposed to other continuous improvement initiatives
30%
42%
0%
16%
0%
12%
Cost eff iciency
Increased cust omer f ocus
Str ong competit ion
Quality
All of t he above
Ot her
20%12%
16%
8%
12% 32%C os t ef f i c i e nc y
Incr eased customer f ocus
Str ong competi t i on
Qual i ty
A l l of the above
Other
Whats the main reason(-s) for your Lean work?* Whats the main reason(-s) for your continuous processimprovements work?
Comments
Main reason for the Lean work is increased customer focus (42%)
and continuous process improvements concentrates mainly on cutcosts
Other reasons include: increased productivity, reduced waste,engage workers etc.
Quotations from interviews:
Everything we do aims to increase customer focus
Management is pushing hard on costs, but for mecustomer focus is most important
Bottom line results can be achieved through general
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g gcontinuous process improvement work
Comments
Cost efficiency and increasedrevenues are some examples ofsuccess gained through usingcontinuous process
improvements work
67% have achieved bottom line results from their work with continuous process improvements
Total: 43 companies*
Have you achieved bottom line effects due to your work with continuous processimprovements?
Quotations from interviews:
Increased revenues thanks toLean!
Cut costs have resulted in
increased profitability
We have achieved better managedcosts as well as cost efficiency
We have reduced waiting-time inour emergency room which leads toreduced costs
67%
14%
19%
Yes
No
Don't know , don't
measure
* One company does not work with continuous improvements
but its more likely to achieve bottom line results working
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y gwith Lean!
79%
21%
0%
Yes
No
Don't know/don't measure
Comments
Among the 29 companies working with Lean, 79% have seen bottom line results
Out of the 21% who hasnt seen bottom line results, some have not yet started to measure and some dont measure fiscalresults
Among the companies working with general continuous process improvements only 47% achieved bottom line results
79% of the companies working expressed with Lean achieved bottom line results compared to 47%
working with ordinary continuous process improvement work
0%
53%
47%
Yes
No
Don't know/don't measure
Bottom line results achieved by Lean Bottom line results achieved by general processimprovements work (a part from Lean)
Employees are overall positive towards the implementation
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of continuous process improvements
Comments
A vast majority, 84%, claims thatthe continuous processimprovement work has beenpositively received by theemployees
Some companies have receivedboth reactions
84 % believe that their employees are positive towards continuous process improvement work
Total: 43 companies**
*
How does your employees react to continuous process improvements?*
Quotations from interviews:
If the workers are part of theprocess change and have the ability
to influence it, the change is receivedmuch better
Initially we get a negative reactionbut when the employees see that thechange works the reactions turnpositive
How the process change is receiveddepends on what kind of change itis
14%
2%
84%
Positively
Negatively
Mixed
* Only key persons have been interviewed except from 7 companies where in depth interviews have been made with employees** One company does not work with continuous improvements
Frga Linda B!!
Checka titel!!!
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Greater involvement of employees in Lean initiatives
50%
11%
39% Employee driven
Management driven
Both
47%
33%
20%
Employee driven
Management driven
Both
How does your organization seek improvement of processes?
Companies working with Lean Companies working with general processimprovements
Comments
Management-only-driven improvement work is less common
among companies working with Lean
It is common for the management to setup guidelines but theemployees execute and optimize specific processes
Checka titel!!!
Quotes from interviews:
The decision to work with Lean came from management but
the pull from employees keep on increasing
Each employee can make a suggestion directly to a processowner who evaluate and decide on what to do
Process improvement work is more prioritized by
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Management in companies working with Lean
10%3%
87%
High
Average
Low
87% consider their continuous process improvement work to be highly prioritized by management inLean companies compared to 53% in companies working with general process improvements
27%
20%
53%
High
Average
Low
Priority on the Management agenda incompanies working with Lean
Priority on the Management agenda with general processImprovements
How is the work with continuous process improvements prioritized on the managements agenda?
Quotations from interviews:
Without the strong commitment from the management it
wouldn't been possible to launch Lean so widely
Lean is a top priority by our management, it is a criticalsuccess factor
Comments
A vast majority consider their continuous process
improvement work as a top issue by management
Only 3% consider the work with Lean as a low priority byManagement compared to 20% in companies working withgeneral process improvements
There is an equal share in how companies choose to
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implement their Lean work
Comments
The most common processes tostart with are core processes,product & service developmentand administrative processes
but many plan to expand their process improvement work to other units/the entire organizationutilizing the power of successes
Plats fr diagram eller tabell
Total: 29 companies*
How extensive is your Lean work?
Quotations from interviews:
Weve used pilots so far but havea very good impression and ourambition is to take it to the whole
organizationWeve started with Lean in ouremergency rooms and now we willexpand to other departments aswell
* 29 companies work with Lean
48%52%
Selected processes
Whole organization
5S and VSM are the most common tools fori ki i h L
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Comments
More than 60% are using Leantools
Value Stream Mapping(VSM) & 5S are the most
common toolsDMAIC is the most common tool
when working with Six Sigma
64 % of the companies working with a given method in their process improvement work choose Leanbasic tools
* Not all companies work with Lean, possible to chose multiple alternatives for the ones who did reply on this question
Plats fr diagram eller tabell
Total: 43 responses*
Do you follow a given method within your process improvement work? If yes, which one?
Quotations from interviews:
We use a combination of both
methods, we choose what fits ourorganization best
The two systems (Lean, SixSigma) complement each otherwell
We have our own methods based
on the more traditional Lean tools
companies working with Lean
359
2
4
9
11
Lean Tools Six Sigma Other
Numbe
rofresponses
5S
VSM
Standards
Whiteboard meetings
OtherDMAIC
Other
64%
28%8%
There are challenges and success factors to considerh ki ith th i l t ti f L
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Having the right leadership
To have a coaching leadership that makes room for a Leanculture to grow as well as creating a leadership characterizedby trust toward the employees.
Achieving a sustainable organisational commitment
To break down the process KPI to an individual level.
Invest in long-term employee development
Having the right communication
To communicate early and in the right way to both direct andindirect involved stakeholders.
Establishing clear work process, roles & a toolbox
To establish proper structure (roles, responsibilities andmandate) before, during and after the Lean implementation inorder to achieve permanent effects.
To know which tools to use and how to apply them effectivelyin the work process
Linking the bottom line effect to the Lean work
To be able to link the process KPIs to the bottom line effectresulting from the Lean work.
100% management attention & commitment
Management needs to understand, support and believe inLean for successful implementation.
Keeping the employees motivated
Share success stories, good impressions and experiencesfrom customer meetings with the rest of the organization.To answer Whats in it for me?
Education & training
Continuously train and educate during the implementationand tailor it for every phase of the implementation.
Communication Strategy & Plan
A well thought-through communication plan (top-downapproach), connected to a stakeholder analysis, willminimize resistance and maximize acceptance within the
organization.
Let the customers be one of the driving forces
Continuous improvements should not be driven bycustomer complaints but rather by a understanding ofcustomer needs.
when working with the implementation of Lean
CHALLENGES SUCCESS FACTORS
S f lt f th L St d 2008 (1/2)
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There iscurrently a
large interest
for LeanServices
Lean is a well recognized concept in the Nordic Service industry
95% are familiar with Lean as a concept
There is currently a high interest in Lean Services in the Nordic service sector
65% of the companies working with continuous process improvements are usingLean principles
Lean is also an up-and-coming opportunity for companies currently not working with Leanmethods
53% of the companies not currently working with Lean are planning to implementLean in the future
Summary of results from the Lean Study 2008 (1/2)
Lean puts a greater emphasize on customer focus opposed to general processimprovements
General continuous process improvements is foremost used for cost efficiency
Its more likely to achieve bottom line results working with Lean
79% of the companies working with Lean achieved bottom line results compared to47% working with general process improvement work (not Lean)
The Lean workoften show
great results
Summary of results from the Lean Study 2008 (2/2)
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Employees arefrequently
involved in theLean work andthe priority on
theManagement
Agenda is high
VSM and 5S arethe most
commonlyused Lean
tools
64% of the companies working with continuous process improvement use methodscommonly recognized as Lean tools
5S and VSM are the most common tools
28 % of the companies use Six Sigma method
Process improvements are mainly suggested by employees in a Leanenvironment
Management-only driven approach is less common in Lean cases.
Process improvement work is higher prioritized by Management in companies workingwith Lean
87% consider their continuous process improvement work to be highly prioritized bymanagement in Lean companies compared to 53% in companies working withgeneral process improvements
Summary of results from the Lean Study 2008 (2/2)
Quotations from the interviews (1/2)
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Quotations from the interviews (1/2)
Working with Leanmade it possible to
expand withouttaking on new staff
Healthcare
Dramatic cut in costsand increased control
at the same
Retail
The management has towork in it themselves tofully understand whatLean is about in reality
Retail
Weve seen a prominent
improvement inproductivity as a result of
Lean
Transport & Logistics
At the same time as the costshave been reduced, the quality
has increased
Telecom & Media
The easier it is to see concreteresults, the higher interest in
the organization
Transport & Logistics
Revolutionary results!
Healthcare
Our productivity has increased with5-10% per year and during the sametime the complaints have diminished
Retail
A critical success factor isthe interest and high priority
from management
IT & Consulting
Weve managed toattract contracts thanks
to our Lean-thinking
IT & Consulting
Management has theirown result board for their
Lean work
Energy
As long as the staff can be part ofthe planning of a change they are
satisfied when it arrives
Manufacturing
Quotations from the interviews (2/2)
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Quotations from the interviews (2/2)
Quotations on employee level Quotations on PL and Top Management level
I was stripped ofmy responsibilitywhen the Lean
implementationstarted
The project leadersmust possessempathy andexperience
The successof Leandepends
75% on theleadership
and 25% onthe project
leaders
Working with Leanhas given us a new
mindset even inother areas
The goal is to create anew culture standing
above quick fixes(delivering bottom line
results)
Lean has had asmall effect on the
culture
We dont seeLean as a
mindset butrather as a tool
The halo must change: ithas to sit on the person
that who finds and
solves problems and noton the person who hides
them away
Lean in our company is moreabout cutting costs than
creating satisfied customers
We have to findtime outside regular
working hours(evenings,
weekends) in order
to work with Lean it is difficult
Service in is all abouttiming e.g. to know when
it is suitable to refill thewater to a restaurantcustomer, that is what
makes the difference in thecustomer experience!
800 opinions fromcustomers in 3-4
months whichstimulate thecontinuous
improvements
It is important toknow HOW tomotivate others
We plan to include EQ tests inour recruitment process
Table of contents
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Table of contents
About Cordial
About the study
A few words about Lean Results of the Lean Study 2008
Conclusions and reflections
Contact information
The study indicates two principal approaches when itcomes to the implementation of Lean
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comes to the implementation of Lean
Process oriented
This approach is about streamliningprioritized processes which areconsidered to generate the largestimpact on the overall performance.
All-embracingThis approach is about establishing aplan for how the total enterprise shallbe transformed in order to increaseoverall performance.
Early
Enterprises that have worked withLEAN and process improvement lessthan one year.
Mature
Enterprises that have worked withLEAN and process improvement
more than five years.
The common denominator is to increase customer orientation and to obtain cost rationalization.
Early phase
All-embracing
approach
Processoriented
approach
Mature phase
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Table of contents
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2008 Cordial Business Advisers AB4141
Table of contents
About Cordial
About the study
A few words about Lean Results of the Lean Study 2008
Conclusions and reflections
Contact information
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2008 Cordial Business Advisers AB422008-05-08 Pro ektnamn och konsult Fil: filnamn. t
42
StockholmKungsgatan 26111 35 StockholmTel: 08 723 87 00Fax: 08 723 87 01
Gteborg
Rosenlundsgatan 3411 20 GteborgTel: 031 711 04 50Fax: 031 750 90 99
Tokyo3-31 Kioicho n-KI1, Chiyoda-kuTokyo 102-0094 JAPANTel: +81 (0)3 3556 0481 (building reception)www.cordialasia.com
www.cordial.se
Contact information about
the Lean Study 2008:
Project leader:
Sanja Miteva
+46 706 10 45 33
Responsible for Lean atCordial:
Linda Bradley
[email protected]+46 708 50 55 22
+81 80 5512 9722 (Japan)
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2008 Cordial Business Advisers AB4343
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