Supporting All Levels
More than just operations, Lean Flow Systems ensures that the people running the operation are well supported, well supplied, and working seamlessly as a team.
In order to facilitate continuous improvement, Lean Flow Systems works closely with the company at all levels to build communication, teamwork, and problem solving. We focus on how the team can work better together, communicate, and solve problems at the root. From a more people-centered layout of materials to creating fast, functioning help chains, we work to make the process as seamless as possible for the ones who matter the most: the workers of all levels.
Indeed we believe that proper organization design does not come from a CEO above the workers, but from an inversion of the regular system where the top levels of an organization are uplifting and supporting those on the front lines.
In order to facilitate continuous improvement, Lean Flow Systems works closely with the company at all levels to build communication, teamwork, and problem solving. We focus on how the team can work better together, communicate, and solve problems at the root. From a more people-centered layout of materials to creating fast, functioning help chains, we work to make the process as seamless as possible for the ones who matter the most: the workers of all levels.
Indeed we believe that proper organization design does not come from a CEO above the workers, but from an inversion of the regular system where the top levels of an organization are uplifting and supporting those on the front lines.
The bedrock of great companies can be found in the work of each associate and the synchronization between associates. Standardized work is considered one of the most critical elements in operations excellence. Taken in its simplest form, it consists of the following elements:
Sometimes these standards are very prescriptive and precise, for example, on an assembly line. Other times they are loose, a compilation of various standards and process steps dependent on varying work scenarios. Examples of the latter are Call Center Operators, Registered Nurses and Software Programmers. In all cases, deep-dive work design can yield breakthrough improvement.
Sometimes these standards are very prescriptive and precise, for example, on an assembly line. Other times they are loose, a compilation of various standards and process steps dependent on varying work scenarios. Examples of the latter are Call Center Operators, Registered Nurses and Software Programmers. In all cases, deep-dive work design can yield breakthrough improvement.
Cascading the pulse of the customer through the entire operation via visual signals.
The pulse of the operation is monitored by systems that track metrics in real-time and calculate deltas to targets.
Building a fast-acting, agile support structure to rapidly deploy the right people to the right place at the right time.
Equipping people with the skills they need to keep products and services continuously flowing.
Organizing the shop floor and office to have the right tools in the right place to efficiently execute the job.
Making it impossible to pass errors and defects.