Applying Value Stream Analysis Seamlessly to Integrate Shop Floor and Office Processes

For each product family in our business, there are three basic areas of the value stream that overlap and need to flow together: a) the concept to product launch (administrative/engineering) process, b) Raw material to finished product (manufacturing) process and c) order to cash (administration/accounting) process. These are not separate value streams but rather processes within a value stream.

While many companies are applying VSM to the manufacturing process- (b) , the opportunity for integrating improvement throughout all three of these areas in the value stream is enormous. However….implementing lean management in the office is often far more challenging than in the plant!

This workshop uses a simple, visual tool to help implement Lean Office improvements – and will share how and when to use the tool in this session. The tool is a combination of VSM and process mapping called “Brown Paper mapping”. Brown paper is a pictorial representation of an entire process, detailing the actual steps taken and highlighting all applicable interfaces, decision points and information sources. It can be used in a variety of applications:

• As Is (current state)
• Should Be (future state)
• Could Be (optional methods including the elusive perfect world)

Application case studies to be presented include:

• “Pull Work flow” for CAD drafting
• Cycle time reduction for entering contract Orders
• 5S & Visual in the Client Service Office
• Cycle time reduction for Service Billings
• Streamlining the “Specials” process
• Rolling the Visual Schedule out to the floor

Has over 28 years of manufacturing experience, with the last 20 years devoted to formulating and implementing strategies to Improve Client Profitability by achieving High Performance levels of competitiveness.

His expertise includes the Lean transformation of manufacturing and distribution companies. Day-to-day activities include the training and facilitation of teams in the application of a wide range of continuous improvement tools and techniques based on Lean thinking principles.

Prior to founding HPM Consulting Inc. in 1987, Lloyd was a Senior Manufacturing Consultant with the Ontario Center for Advanced Manufacturing (OCAM). His earlier manufacturing background included supervisory, technical and managerial experience with American Can Canada.

Throughout his consulting career, Mr. Phillips has assisted both large and small manufacturing companies - across all every imaginable industry sector - in the implementation of Lean Business tools – resulting in a solid reputation of delivering bottom line, measureable productivity, quality and cost improvements.