Lean cycle time lead time

Identifying what creates value and eliminate all other activities, as they are by definition ‘waste’, will become your normal approach to evaluating procedures and processes across every aspect of your enterprise. When you recognise that within your organisation only a fraction of the time consumed, and a small portion of all efforts undertaken, genuinely add value for your end customer, you will have a basis to clearly define true value from your end customer’s perspective. Only then can all your non value activities (or waste) be targeted for systematic reduction and eventual removal.

Comments: This is a very exciting area for improvements in manufacturing generally. Some Rapid Prototyping software and devices are maturing to the point where it is starting to become possible in the near future that we will be telling computers to “make a basketball” or “make a fuel injection system.” Pardon the reference to Star Trek, but some of the equipment we have seen begins to resemble the “Replicator” technology that sits on most countertops (much like a microwave), in the crew quarters on the Starship Enterprise.

Sit at the table, point to someone, stand up, walk to the front of the room, place your hand on the table — whatever it takes. Not only do these high- power poses make you appear more authoritative, but they actually increase your testosterone levels – and thus, your confidence. In some cases, it may actually help to literally “lean in”: in one study , researchers found that men physically lean in more often than women in professional meetings, making them less likely to be interrupted. Women more often leaned away — and were more likely to be interrupted.

He serves on the advisory board of a number of technology startups, and has consulted to new and established companies as well as venture capital firms. In 2010, he was named entrepreneur-in-residence at Harvard Business School and is currently an IDEO Fellow. Previously he co-founded and served as CTO of IMVU, his third startup. In 2007, BusinessWeek named him one of the Best Young Entrepreneurs of Tech. In 2009, he was honored with a TechFellow award in the category of Engineering Lean Startup methodology has been written about in The New York Times, The Wall Street Journal, Harvard Business Review,Inc. (where he appeared on the cover), Wired, Fast Company, and countless blogs. He lives in San Francisco.

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.

Lean cycle time lead time

lean cycle time lead time

He serves on the advisory board of a number of technology startups, and has consulted to new and established companies as well as venture capital firms. In 2010, he was named entrepreneur-in-residence at Harvard Business School and is currently an IDEO Fellow. Previously he co-founded and served as CTO of IMVU, his third startup. In 2007, BusinessWeek named him one of the Best Young Entrepreneurs of Tech. In 2009, he was honored with a TechFellow award in the category of Engineering Lean Startup methodology has been written about in The New York Times, The Wall Street Journal, Harvard Business Review,Inc. (where he appeared on the cover), Wired, Fast Company, and countless blogs. He lives in San Francisco.

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