Procesledelse og Lean

Proces Ledelse

(RACI,Process Management) 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

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

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

Process Ledelse

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!

Process Ledelse

Hovedprocesser

Emhætten.

Emhætten RACI (responsible, Accountable, Consulting,Information) plan Godkend plan Detail beskrivelse Bestil emhætte Modtag bestilling ordrebekræftelse Gør klar, bor hul. Installer El Levere emhætte Installere emhætte Mur reperation Maler Tilslutter Godkender Arkitekt ar a Bygherre c r i Myndig-heder vvs ai El Murer Hvidevare-leverandør

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

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).

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      .      .

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

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

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

Forretning og Ledelse – Lektion12 Value Stream Mapping

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:

Nuværende arbejdsgange

The 7 wastes described by Ohno are: 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.

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

Forretning og Ledelse – Lektion7

1 dag og 30 dages iterationer Eksempler på metoder Scrum

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

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

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

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

Forretning og Ledelse – Lektion12

Forretning og Ledelse – Lektion12

Opgave: Beskriv 5 grundprincipper og 8 spildtyper for en helpdesk