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Procesledelse og Lean

Procesledelse og Lean. Proces Ledelse. Process Ledelse. Goal Performance Resource Interface. The Three Performance Needs. Goals. Design. Management. Organization Goals. Organization Design. Organization Management. Organization Level. Process Goals.

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Procesledelse og Lean

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  1. Procesledelse og Lean

  2. Proces Ledelse

  3. Process Ledelse Goal Performance Resource Interface The Three Performance Needs Goals Design Management Organization Goals Organization Design Organization Management Organization Level Process Goals Three levels of performance Process Management Process Level Process Design External/KPI's (RACI,Process Management) Job/Performer Goals Job Design Job/Performer Management Job/Performer Level

  4. Service Support Release Management Change Management Problem Management Configuration Management Incident Management Capacity Management Service Level Management IT Service Continuity Management Financial Management for IT Services Service Desk Function Availability Management Service Delivery Security Management IT Customer Relationship Management ITIL High Level Model

  5. Process Ledelse KPIs, or key performance indicators help organizations achieve organizational goals through the definition and measurement of progress. The key indicators are agreed upon by an organization and are indicators which can be measured that will reflect success factors. The KPIs selected must reflect the organization's goals, they must be key to its success, and they must be measurable. Key performance indicators usually are long-term considerations for an organization. Source: Webopedia

  6. Process Ledelse

  7. Process Ledelse En RACI matrix specificerer Responsible, Accountable, Consulting, Information for hvert procestrin Trin1 Trin2 Rolle 1 A I Rolle 2 R A Rolle 3 C C Rolle 4 I R A,R Kun én!

  8. Process Ledelse

  9. Hovedprocesser

  10. Emhætten.

  11. Emhætten RACI(responsible, Accountable, Consulting,Information)

  12. Process Ledelse BPR = Business Process Re-enginering: Glem alt! Start forfra! (Ford, Mazda) Lean = Gør processerne så "slanke" som muligt!

  13. Process Ledelse og Lean Lean manufacturing refers to an evolving dynamic new process of production covering the total enterprise, embracing all aspects of industrial operations (product development, manufacturing, organization and human resources, customer support) and including customer-supplier networks, which is governed by a systemic set of principles, methods and practices. Key lean principles are perfect first-time quality, waste minimization by removing all activities that do not add value, continuous improvement, flexibility, and long-term relationships. The lean model stresses an evolutionary process of change and adaptation, not an idealized technology-driven end state. A central organizing concept is the sustainable enterprise, where the corporation builds mutual-gain processes and relationships with its multiple stakeholders (labor-management, assembler-supplier, assembler-distributor-customer, company-shareholder, company-government-society-environment).

  14. Principles of Lean Specify value from the standpoint of the end customer by product family Identify all the steps in the value stream for each product family, eliminating every step and every action and every practice that does not create value. Make the remaining value-creating steps occur in a tight and integrated sequence so the product will flow smoothly toward the customer. As flow is introduced, let customers pull value from the next upstream activity As these steps lead to greater transparency, enabling managers and teams to eliminate further waste, pursue perfection through continuous improvement . .

  15. Lean- grundprincipper • Identificer kundeværdi • Identificer værdistrøm (værdikæde), eliminer spild • Flow uden stop • Nye styringsprincipper (kunden trækker arbejdet igennem) • Kaizen - hver dag

  16. Identificer kundeværdi - Hvilke aktiviteter bidrager til servicen til kunderne • Identificer værdistrøm (værdikæde), eliminer spild - Opdel i relevante værdistrømme - ydelsestyper – kortlæg, optimer og eliminer spild • Flow uden stop - Sager må ikke ligge på hylden og vente! • Nye styringsprincipper - Kunden trækker arbejdet i gennem • Kaizen - Hver dag fokus på kontinuerlige forbedringer

  17. Lidt inspiration fra Lean-værktøjskassen - spildtyper • Overproduktion • Ventetid • Bevægelse • Processer (overforædling) • Lagre • Transport • Kassation • Uudnyttet intellekt

  18. Forretning og Ledelse – Lektion12 Value Stream Mapping

  19. Mapping af en værdistrøm – mål tider og tæl dem sammen Kunder Aflevering af ordrer Modtagelse af leverancer xx stk / måned xx stk / dag Takttid = xx sek Indsamling af manglende oplysninger Aktivitet 1 Aktivitet 2 Aktivitet 3 Aktivitet 4 Aktivitet 5 Aktivitet 6 Aktivitet 7 2 1 1 4 2 1 2 P/T: P/T: P/T: P/T: P/T: P/T: P/T: V/T: V/T: V/T: V/T: V/T: V/T: V/T: FTQ: FTQ: FTQ: FTQ: FTQ: FTQ: FTQ: Gennemløbstid: Procestid:

  20. Nuværende arbejdsgange

  21. Forretning og Ledelse – Lektion12 Types of Waste The 7 wastes described by Ohno are: Overproduction and early production producing over customer orders, producing unordered materials / goods. Waiting hanging around, idle time (time when no value is added to the product) . Transportation handling more than once, delays in moving materials, unnecessary moving or handling . Inventory - unnecessary raw materials in stores, work in process (WIP), & finished stocks . Motion - movement of equipment or people that add no value to the product . Over-processing - unnecessary processing or procedures (work carried out on the product which adds no value) . Defective units producing or reworking scrap.

  22. Lidt inspiration fra Lean-værktøjskassen - spildtyper • Overproduktion- For god sagsbehandling! • Ventetid- It, høringer, fyldestgørende materiale etc. • Bevægelse- Lede efter materiale, print • Processer (overforædling)- Samarbejde, for mange overgange, kontrol • Lagre- Ind- og udbakker, hylder • Transport- Sende materiale rundt • Kassation- OM'ere, dobbeltarbejde • Uudnyttet intellekt- Faggrænser, ideer, in-house viden

  23. Forretning og Ledelse – Lektion7

  24. 1 dag og 30 dages iterationer Eksempler på metoder Scrum

  25. Forretning og Ledelse – Lektion12 Kvalitetsstyring er Proces Styring Perfekt Proces = Perfekte Produkter

  26. Forretning og Ledelse – Lektion12 Kaizen • I vores program efterspørger vi ikke efter initiativ fra vores mænd. Vi ønsker • ingen initiativer. Alt vi ønsker af dem er, at de adlyder de ordrer vi giver • dem, gør hvad vi siger og gør det hurtigt.” • Frederick Taylor • Jeg kan kun beklage, at hver gang jeg har brug for et par hænder til mine fabrikker, får jeg et helt menneske” • Henry Ford

  27. Forretning og Ledelse – Lektion12 Kaizen Kaizen er løbende, små forbedringer, som over tid bliver til store forbedringer. Kaizen sker på det operationelle niveau, men skal styres af ledelsen

  28. Kaizen-møder • Kaizen-tavler sættes op, til at fange og behandle ideer • Der holdes ugentlige tavlemøder (på tværs af faggrænser) • Man skal sørge for hele tiden at have et par kaizen-forbedringsopgaver i gang – dog ikke flere end man kan få tid til • Sørg for at få standardiseret det som laves – husk at noget er først en standard, når det er kendt og følges af alle • Få nye ideer til kaizen-tavlen ved at tage "spildbriller" på

  29. Forretning og Ledelse – Lektion12

  30. Forretning og Ledelse – Lektion12

  31. Opgave: Beskriv 5 grundprincipper og 8 spildtyper for en helpdesk

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