products and consulting services to the needs of the market as well
with an increase in their cost. Here to develop the right strategy and
effective measures is required in order to get customer focus in line
with reasonable cost.
Resolve complexity
The starting point is always an intense analysis phase, which
examines the processes in detail exactly. This gives a detailed
insight into the results often complex administrative processes, most
of which are closely intertwined. In the business processes at banks
such as the lending usually many functions are integrated. To ensure a
meaningful, efficient target process to design, is the first actual
situation from different angles by lights across departments. Based on
this detailed knowledge can then be found approaches for effective
improvement measures.
Breakdown products and quantities
Clarity about the services or products to be optimized in each set is
an important precondition for the further course of action. The job
structure analysis provides an overview of the products and the
quantity structure of the various services, such as the granting of
loans, securities trading, portfolio management, new account openings,
etc., which are performed on a large scale in the bank.
If the data on the nature of the services and quantities, broken down
before, one can determine the needed capacity and perform the tasks so
that a uniform load is guaranteed. This may, within departments, but
for example in the segmentation of the amounts of care, individual or
corporate clients to play a role. Even with conceptual thinking about
the offer at the various distribution channels of a bank of online
banking to the branch office close to home system can - combined with
a yield analysis of the respective services - to help the results of
the job structure analysis.
Processes and procedures to record
The next step is the representation of the processes is the focus.
With the so-called value stream mapping the processes using
standardized symbols recorded in detail and clearly displayed. The
analysis shows which processes from the viewpoint of power customer or
customers are really adding value, where the bottlenecks are and what
kind of quality defects exist. Thus, for gaining an overview of how
the processes are actually productive and gain visibility on the
structure of processes: What departments are involved, such as? Who
does what in the process? Where questions arise? How long is the total
processing time of the process? Because of this detail of the value
stream analysis is the ultimate tool on the path to Lean
Administration. It sets out key information and approaches to
stabilize the process and improve the quality of service provision.
In addition to the visual image with the value stream analysis and a
time recording and analysis is connected to segregate out how long a
process and stick where the process breaks and time wasters. In
combination with the information on services and sets the process
times give important information for a reasonable distribution of
capacity, but also for the calculation of benefits.
Building a Lean Fulfillment Stream will change the way you think about your supply chain and logistics networks giving you a way to act using lean principles to transform and continuously improve. In this pioneering workbook, lean logistics veterans Robert Martichenko and Kevin von Grabe explain step-by-step a comprehensive, real-life implementation process for optimizing your entire fulfillment stream from raw materials to customers, including two critical concepts: calculating the total cost of fulfillment and collaborating with across all functions and firms along the stream. Your company, like most, probably calculates costs at different points within departments, such as the piece price paid by the purchasing department. Few companies figure the total cost associated with each major function across the fulfillment stream. Calculating total cost, which to most executives is surprisingly large, lets you measure the impact of your improvement efforts on operational performance and overall income. Martichenko and von Grabe also give you guidance and tools for collaboration. Using the example company ABE Corp., the authors illustrate how the lean conversion process is a win-win for every company involved. And an accompanying analysis illustrates the financial benefits and shows you how to apply the metrics. The book, supported by 41 charts, maps, and illustrations, shows you: How to apply the eight guiding principles for implementing lean fulfillment. The seven major types of waste in logistics and supply chains. How a fulfillment-stream council of representatives from all companies gives critical guidance and support. The eight rights for assessing perfect order execution. What lean metrics to use, such as why average days on hand of inventory is a better measure than inventory turns. How to identify and eliminate waste in shipping, receiving, and yard management.
