Lean Process Creation teaches the specific frames-the 6CON model-to
look through to properly design any new process while optimizing
the value-creating resources. The framing is applicable to create
any process that involves people, technology, or equipment-whether
the application is in manufacturing, healthcare, services, retail,
or other industries. If you have a process, this approach will
help. The result is 30% to 50% improvement in first-time quality,
customer lead time, capital efficiency, labor productivity, and
floorspace that could add up to millions of dollars saved per year.
More important, it will increase both employee and customer
satisfaction. The book details a case study from a manufacturing
standpoint, starting with a tangible example to reinforce the 6CON
model. This is the first book written from this
viewpoint-connecting a realistic transformation with the detailed
technical challenges, as well as the engagement of the
stakeholders, each with their own bias. Key points and must-do
actions are sprinkled throughout the case study to reinforce
learning from the specific to the general. In this study, an
empowered working team is charged with developing a new production
line for a critical new product. As the story unfolds, they create
an improved process that saves $5.6 million (10x payback on upfront
resource investment) over the short life cycle of the product, as
well as other measurable benefits in quality, ergonomics, and
delivery. To an even greater benefit, they establish a new way of
working that can be applied to all future process creation
activities. Some organizations have tried their version of Lean
process design following a formula or cookie-cutter approach. But
true Lean process design goes well beyond forcing concepts and
slogans into every situation. It is purposeful, scientific, and
adaptable because every situation starts with a unique current
state. In addition, Lean process design must include both the
technical and social aspects, as they are essential to sustaining
and improving any system. Observing the recurring problem of
reworking processes that were newly launched brought the authors to
the conclusion that a practical book focused on introducing the
critical frames of Lean process creation was needed. This book
enables readers to consider the details within each frame that must
be addressed to create a Lean process. No slogans, no absolutes.
Real thinking is required. This type of thinking is best learned
from an example, so the authors provide this case study to
demonstrate the thinking that should be applied to any process.
High volume or low, simple or complex mix, manufacturing or
service/transactional-the framing and thinking works. Along with
the thinking, readers are enabled to derive their own future
states. This is demonstrated in the story that surrounds the case
study.
General
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