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Lean Process Management (LPR) of the key


Rui Cheng Jing Bo benefits flow control management (Management LP in R) line of the key.

process point of view is not focused on a single task in isolation, but rather focus on expected results for the contribution of a whole group of tasks. In the case of the process, the narrow point of view is useless. Each person is only concerned about their limited liability is not enough, no matter how good the completion of these responsibilities. When this happens, the inevitable result is conflict and misunderstanding in the work and sacrifice a whole bunch to get the local maximization. Work process requires each of the persons towards a common goal; otherwise conflicting goals and the plan will damage the narrow positive.

concern is the result of the process, rather than what a way to produce results. Process is the essence of its inputs and outputs, what started as to what end. All the rest are minor issues.

the definition of the process the most important word is On the business process view is that the customer point of view. For customers, the process is the essence of a company. Customers do not know or care about the organizational structure of the company or its management philosophy. Customers only pay attention to the company's products and services, and all of the products and services are produced by the process. Customers in the traditional organization is the slow response; we do our thing, and then try to sell the results to customers. But the process from the customer point of view requires that we proceed from them to our requirements, the other way round for our work.

business process improvement using the method particularly appropriate today,[link widoczny dla zalogowanych], because we live in a customer-oriented era. In most of the history of industrialization, the buyer more than anything available for purchase. Company limited by production capacity constraints rather than demand. Although not technically a monopoly, is acting like monopolies in many industries in general, no attention to their customers. Today, customers have more choices, they are also very aware of these choices. If a company firmly to focus on customers and the process that generates value for customers,[link widoczny dla zalogowanych], can not long exist in this world.

process time has come. Process is no longer a corporate orphan, deprived of their hard work is no longer recognized, attention and respect. Now they have to take our organization in the center of the stage. Process must be at the core of organization and management of the company rather than the periphery. They will certainly affect the structure and systems. They will certainly affect people's thinking and their attitude.

What is Lean Process Management (LPR)?

we discussed earlier relationship between tasks and processes, so that we clearly have to recognize that modern business management is a process-centric. So what is Lean process management? We first analyze the nature of the work, all work activities can be divided into three types:

 value-added work, that is the customer willing to pay more of the work.

 Non-value added work, do not create value for customers, but for value-added work to be done, it is indispensable.

 waste, that neither value nor to value-added work.

easy to identify value-added work. It includes goods and services required for customers to create all the activities. If you want to meet a customer's order requirements, value-added activities, including survival rations, selection, packaging, routing and transport. Despite the added value could be improved, but in a process it is essential.

waste is a meaningless work. As the name implies, without it customers simply do not care. No one reading the report provided, errors in the work that needs rework, excessive inspection activities, these are all a waste, need to be thoroughly eliminated.

Most companies deal with these two because of how they work and get good reputation, after 50 years of automation and mechanization of industrial management and time and motion studies, most of the company's production activities are very efficient. Similarly, after ten years of efforts to improve quality, they have successfully identify and eliminate a lot of waste. However, for non-value added work is not the case.

value-added work is a non-adhesive, it will add value in a variety of routine work processes together. It includes the management of all administrative, reporting, inspection, supervision, control, audit and liaison. This is the conventional processes play a role in the work required, but it is also error, delay, rigid, inflexible roots. It increases the cost and complexity of the process, to make the process easy to go wrong, and difficult to understand or change.

Over the years, a number of organizations in the non-value added work has expanded to such an extent that it is often dominant and more than value-added work. It found that the activities of a process value-added activities in less than 10%, while most of the remaining activities are non value-added management activities, this is not rare. But this burden can not simply fling is over. If you remove the process from the traditional work of these non-value added, the process will collapse. On the contrary, the value added by the task of the re-organized into a new and more efficient processes, designed to eliminate non-value added work is very necessary. Once the process it becomes the center of attention,[link widoczny dla zalogowanych], then add to that organization in the management of non-value becomes very clear, must be redesigned to make the process out of this non-value added activities.

re-design process to reduce the consequences of non-value added work is varied and great significance. First, work has become even larger and more complex. One way to evaluate this fact by using the metaphor of a shell. To break the various processes of the industrial age to form a series of small tasks. These tasks conceived as a shell of the numerous pieces, put these pieces back together into one complete shell requires a lot of glue, when the mosaic is completed, the re-assembled into the structure will be very fragile and unstable and ugly. Crack is the ugly of each a potential trouble spots. However, since the adhesive is more expensive than the shell, re-build the shell will be very expensive. Similarly, when the work is divided into small and simple task, one needs a complex binder full of non-value added processes, inspection, management audit, inspection, approval, etc., will be merging them back together. These interactions result in a large number of departments and personal exchanges between the errors, misunderstandings, quarrels, mediation, telephone, something that headaches abound. In addition, they cause stand by and lose morale, and behind the activities, in this case and to ambush the evil breed of management costs.

honestly say that most of the management of purely non-value-added, and those without effective management is the business value of the waste. By the above discussion we can see that process management is the integration of lean thinking and lean management concepts, the use of lean management techniques and tools, eliminate process waste and non value-added behavior and continuous improvement, to achieve the maximum value and enhance competitiveness of the process.

key to implementing lean process management

to take seriously the process of Lean process management to embark on the road, a company must do four things. First, companies must identify and name its various processes. Each company is has its own unique set of business processes. We mentioned the completion of orders, product development and access to order as many different companies can be found in the representative process. But these processes are not universal, nor is it the only company in the process. Most companies find that they have a relatively small critical processes, generally in the 5-15 between processes, but the characteristics of the process depends on the company-owned industry and its customers have the main results. Obviously some of these processes can not completely describe the operation of enterprises. Companies usually a small amount of the basic process is divided into sub-processes, these sub-processes can be used to describe the basic tasks or activities.

identification and naming process is a critical first step, not a process can be treated casually. It requires extreme caution to ensure that the real process are identified. This is difficult because the processes across existing organizational boundaries. The practice of a rule of thumb is that if it can not make three people feel anxious, it is not a process. Many organizations simply put their existing functions of the unit processes the label affixed to deceive themselves. Process of identifying the need for a new cognitive approach, more observation of the entire organization the ability to cross, as if observing from the outside rather than from the top down, as observed. Rui Cheng Jing Bo benefits flow control management (Management LP in R) line of the key.

second key step is to ensure that everyone in the company aware of lean processes and their importance to the company. The key word is From senior executives to the grassroots level workshop, from the company headquarters to the most remote sales offices, everyone must realize that the company's processes, can come to their name is called, it is clear that their input, output and interaction. Lean process is not an immediate change to the tasks performed by people, but it will change people's mind-set. Lean processes, the operation of the operation of a large scene. Lean processes

third step is the determination of the process. If we are to take seriously the process, we need to know how well the implementation process, it is to have a measure of the scale. Companies must identify key measure of these scales, each process can be assessed. Some of these measures must be based on the importance of the customer to develop. By studying customers and their needs on the process output, a company can decide whether to determine the turnaround time, accuracy or other aspects of process performance. Another set of scales must reflect the company's own needs: the process of cost,[link widoczny dla zalogowanych], asset utilization, and other typical financial problems. Measure is essential, not only to know how the implementation process, but also to the power-oriented process improvements. And the old adage:

regardless of the measure, they must reflect the entire process, the process must be to work with each person sharing and are they used. The scale of the formation of attitudes and behavior is an extremely important tool; them in the unruly group into a disciplined team work plays a key role in the process. Unfortunately, recently it has been too much and had given out too freely. A team of people working together is not group or a group of people who have a good impression with each other or a group of people who share a common view. A team is a group of people who have some common goals. A process for all actors, a common measure them into a seamless team, no matter where they are or what the difference between them may be. Some processes may from beginning to end is implemented by the individual perpetrators, but usually is generally implemented by the team.

determination of the process can also be paired to understand the process value analysis, which is the essence of lean processes. Determination of process value and time value still can not forget the concept of abandoning the traditional management concepts. Traditional waste management in the process are: the waste of waiting, the backlog of waste, the waste of personnel, joint and coordinated waste too much waste and so on.

conscientiously implement the lean process management, the fourth step is to process management. We have seen that when the companies lean process improvement method is applied to the performance of long-standing issue, central to the process of transfer is how to proceed. These efforts have launched a revolutionary lean processes, but lean is a process lasting revolution. A company must continue to focus on its processes, so that they can with the changing requirements of the business environment in harmony. Improvement only once, even if significant improvement is of little value. The organization of a Lean process must constantly strive to improve processes. To achieve this, companies must actively manage its processes. Indeed, we can now see that management is the core of an enterprise to manage its processes. Indeed, we can now see that the core of managing a business process to manage it; to ensure that they are to fulfill their potential, looking for opportunities to make the process improved, and these opportunities into reality. This is not the responsibility of part-time or temporary. Focus on primary and continuous process is the responsibility of management. Lean process is not a project,[link widoczny dla zalogowanych], it is a way of life.

these four steps to enable an organization embarked on the path of lean processes, but they are not the whole journey. Lean process is a fundamental re-organization of all the relevant knowledge. It permeates all aspects of the enterprise: how people look at themselves and their work; on how they assess and pay compensation; managers are doing the work; the definition of management; and ultimately dependent on the social formation of these organizations. Again, is called a lean process management, with the aim of the subject as a process not only to break the traditional management of the detention, but also in ideas and equipment on the essence of lean management, lean process management has always been the core of around

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