Lean office in health organization in the Brazilian Army

Silva, Íris Bento da; Seraphim, Everton Cesar; Agostinho, Oswaldo Luiz; Lima, Orlando Fontes; Batalha, Gilmar Ferreira

doi:10.1108/ijlss-09-2013-0053

Cited by 32 publications

(25 citation statements)

References 17 publications

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“…It is a planning tool that allows the information flow visualization in a comprehensive way by creating maps (Silva et al, 2015). It is the process of planning data recording and analyses according to the Lean philosophy of any action that adds or not value demanded by a product in its full flow of raw material through production until reaching the client, when one considers productive processes (Vidolin, 2015).…”

Section: Value Stream Mapping (Vsm)mentioning

confidence: 99%

Lean Office: Study on the Applicability of the Concept in a Design Company

Sastre¹,

Saurin²,

Echeveste³

et al. 2018

Proceedings of the DESIGN 2018 15th International Design Conference

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This study has explored the applicability of the concepts related to Lean Manufacturing with focus on service areas, specifically in an office specialized in graphic design of packaging. Through a case study it was possible to deploy and analyse the value stream map of the company's overall processes. This map has assisted in identification of waste situations and in proposing improvements in the process. It is concluded that Lean concepts have been presented as promising in a graphic design company and are potentially applicable in creative companies.

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Section: Value Stream Mapping (Vsm)mentioning

confidence: 99%

Lean Office: Study on the Applicability of the Concept in a Design Company

Sastre¹,

Saurin²,

Echeveste³

et al. 2018

Proceedings of the DESIGN 2018 15th International Design Conference

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“…The main objective of the Toyota Production System (TPS) is the systematic elimination of seven wastes: 1) Excess of production; 2) Waiting time (manpower, material and process); 3) Unnecessary transport of materials; 4) Inadequate processing; 5) Excess of inventory; 6) Unnecessary movement of manpower and; 7) Corrections or refusals (Ohno, 1997;Hines and Taylor, 2000). Lean thinking, a socio-technical management philosophy inspired by the TPS (Liker, 2004;Shamah, 2013), is about the elimination of waste in the production process that does not add value to the customer, in addition to reducing costs and improving productivity (Silva et al, 2015). It is characterized by five principles defined by Womack and Jones (2003) as being: 1) Value -specifying value from the perspective of the client; 2) Value streamaligning activities in the best sequence to produce a good or service and create this value; 3) Continuos flow -performing these activities without interruption; 4) Pull -whenev-er someone requests and; 5) Perfection -in an increasingly effective way.…”

Section: Lean Office Definitionsmentioning

confidence: 99%

Lean Office and digital transformation: a case study in a services company

Freitag

Santos²,

Reis

2018

BJO&PM

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- Highlights: a high percentage of the Western world workforce works in offices; Value Stream Map, a lean tool, allows waste identification in services companies; Lean Management helps companies to prepare for digital transformation; there is scarce scientific literature ondigital transformation and Lean Office. -Goal: thepurpose of this article is to report the implementation of Lean Office and digital transformation in a services company. - Design / Methodology / Approach: the research method was a qualitative approach, with literature review followed by a case study, and data collected until September 19, 2018. - Results: the comparative results between current and future Value Stream Maps showed consistent improvements in terms of performance indicators. The lead time is expected to fall from 101 hours to 64,65 hours under normal conditions, and from 221 hours to 114,65 hours if there is a need to bypass through process # 6. - Limitations of the investigation: there are limitations in this study.Basically, the time frame until the digitalization of the processes # 1, 2, 3 and 6 have been completed, in order to allow the comparison with the original expectations described in the VSM of the future state. - Practical implications: it was possible to demonstrate how the implementation of Lean principles, techniques, and tools can bring benefits to an IoT solutions provider. - Originality / Value: no records were found on Scopus and Web of Science databases for the search sentence "digital transformation" AND "lean Office", representing a gap to be filled with this study.

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“…Outra limitação foram os estudos relativamente escassos abordando a aplicação dos conceitos do Lean Office, em comparação aos estudos abordando Lean Production ou Lean Manufacturing (CHEN;COX, 2012;LOCHER, 2011;AGOSTINHO, 2010;SILVA et al, 2015), e ausência de uma bibliografia comum a todos eles. Apesar de se observar um aumento de livros sobre o tema, a grande maioria das obras limita-se a tratar das ferramentas do Lean Office, de modo superficial, sem tratar de sua aplicação (LOCHER, 2011).…”

Section: Conclusõesunclassified

“…Os pontos mais frequentes de melhoria encontrados na literatura foram na redução do lead time dos processos administrativos, por meio da eliminação de atividades que não agregavam valor (MONTEIRO et al, 2015;PAGNOSSIN;ROOS, 2016;SABUR,;SIMATUPANG, 2015;AGOSTINHO, 2010;SILVA et al, 2015) e padronização de atividades (MONTEIRO et al, 2015;AGOSTINHO, 2010;SILVA et al, 2015), assim como no presente trabalho. Outros pontos de melhoria observado foram referentes à melhoria da satisfação dos clientes e motivação e envolvimento dos colaboradores, culminando em uma redução da rotatividade de colaboradores (SERAPHIM; SILVA; AGOSTINHO, 2010;SILVA et al, 2015).…”

Section: Conclusõesunclassified

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Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira

Ishizaka¹,

Dinis²,

Watanabe³

et al. 2017

P&P

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Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira RESUMOO presente artigo trata de uma breve apresentação teórica da metodologia Lean Office (seus conceitos e ferramentas) e de um estudo de caso feito a partir de observações diretas em uma operação do departamento de Marketing de uma grande instituição financeira sediada no Brasil. O estudo de caso teve como objetivos principais realizar: um mapeamento das atividades presentes na operação, a identificação de processos que não agregavam valor ao produto final e uma proposta de melhorias a partir da aplicação da metodologia Lean Office visando a redução do lead-time do processo. Para isso, foram apresentados mapas de fluxo de valor do estado atual e futuro para uma das famílias de produtos, ressaltando as adaptações necessárias para alcançar o resultado desejado. O fato de o processo lidar com arquivos digitais e produzir um produto totalmente personalizável exigiu adaptações das ferramentas e conceitos básicos do Lean Office. Ideias e solução propostas pelos autores foram discutidas até se chegar a um consenso quanto ao modelo mais adequado a ser adotado. Optou-se pela criação de um banco de dados, similar a um supermercado da metodologia tradicional, e da definição de um Gestor de Processo (Gestor do Fluxo de Valor). Por fim, a aplicação dos conceitos 42 possibilitou uma redução de 32% do lead-time total da operação, passando de 31 dias para 21 dias, resultado significativo e capaz gerar grandes impactos na área. Palavras-chave: Lean Office, mapa de fluxo de valor, instituição financeira ABSTRACTThis paper presents a brief theoretical presentation of the Lean Office methodology (its concepts and tools) and a case study based on direct observations of a process in the marketing department of a major financial institution headquartered in Brazil. The case study had, as main objectives, to accomplish: a mapping of activities present in the process, the identification of the processes that do not add value to the final product and a proposal for improvements through the application of the Lean Office methodology aimed at reducing the lead-time of the process. In order to achieve that, current state and future state value stream maps for one of the product families were elaborated, highlighting the adjustments needed to achieve the desired results. The fact that the process deals with digital files and produce a fully customizable product required adjustments to the basic tools and concepts of Lean Office. Ideas and solutions proposed by the authors were discussed to reach a consensus on the most appropriate model to be adopted. The creation of a data base, similar to a supermarket in the traditional methodology, and the definition of a Value Stream Manager were the main improvements proposed. Finally, the application of the concept enabled a reduction of 32% of the total lead-time of the operation, i.e. from 31 days to 21 days, which is a significant result and can generate great impact in the area.

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Lean office in health organization in the Brazilian Army

Cited by 32 publications

References 17 publications

Lean Office: Study on the Applicability of the Concept in a Design Company

Lean Office: Study on the Applicability of the Concept in a Design Company

Lean Office and digital transformation: a case study in a services company

Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira

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