Lean build cycle

If we let the person who’s best at performing the “specify” function handle more of that work, then we may also need to coordinate handoffs between ourselves. Adding the specify-complete column communicates to the team that a work item which was previously in the specify state is now ready to be pulled by anyone who wants to move it to the execute state. Work that is still in the specify state is not eligible to be pulled yet. If the owner of a ticket in the specify state wants to hand it off, he can put it in the complete buffer. If he doesn’t want to hand it off, he can move it directly into the execute state as long as capacity is available. It might be that the execute state is full, and the only eligible work is to pull another ticket from the ready queue into specify.

This doesn’t mean that the work team is free to set any standard they like in a vacuum. This is the whole point of the daily interaction between leaders at all levels. The status-quo is always subjected to a challenge to move to a higher level. The process itself is predicted, and tested, to produce the intended quality at the predicted cost, in the predicted time, with the predicted resources. Because actual process and outcomes are continuously compared to the predicted process and outcomes, the whole system is designed to surface “unknowns” very quickly .

Hi Rammoghen,
Without seeing how complex the information is that you have collected it can be hard to give a definitive answer to your question. But from what you say a VSM could be one way to show where information is being held up if you show the workload that is at each stage in the process; maybe with a work in progress measure showing the number of documents with an average time for processing each.
Be careful when measuring processing time, maybe it only takes a few seconds to sign a piece of paper but they will often sit there for days before being reviewed. I would be inclined to take an average number of documents processed in a specific day to calculate a processing time.
I once did a similar process improvement on the flow of paperwork through a company; this was done as a “brown paper” exercise which took up a whole wall of a large meeting room to map out the flow. Despite showing major hold ups people were still resistant to change – that was until we turned the company CEO into a “document” and walked him step by step through the process, desk to desk, explaining how long he would sit on each desk etc. After the initial explosion and fall out things were soon improved. People were given responsibilities to approve work rather than sending multiple documents through many different departments and other issues.
Best of luck with what you are doing.

The essential elements of Lean Manufacturing are described at our page " Principles of Lean Manufacturing ." They do not substantially differ from the techniques developed by Ohno, Shingo and the people at Toyota. The application in any specific factory does change. Just as many firms copied Ford techniques in slavish and unthinking ways, many firms copy Toyota's techniques in slavish and unthinking ways and with poor results. Our series of articles on implementation includes a " Mental Model " to assist the thinking process and guidance on strategy and planning.

Lean build cycle

lean build cycle

The essential elements of Lean Manufacturing are described at our page " Principles of Lean Manufacturing ." They do not substantially differ from the techniques developed by Ohno, Shingo and the people at Toyota. The application in any specific factory does change. Just as many firms copied Ford techniques in slavish and unthinking ways, many firms copy Toyota's techniques in slavish and unthinking ways and with poor results. Our series of articles on implementation includes a " Mental Model " to assist the thinking process and guidance on strategy and planning.

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