Value Contribution of Processes

Originally Published on May 20, 2009 in processexcellencenetwork.com In my last column we discussed the eight wastes of Lean. We also looked at the various examples from the service sector. The eight wastes of Lean that we looked at are also called non-value-added activities. In this article we zoom out a bit to demystify the concept of not only non-value-added…

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8 Wastes of Lean Manufacturing in a Services Context  

Originally Published on Apr 6, 2009 in processexcellencenetwork.com Defining “Waste” As it Applies to Service Organizations Anything that does not add value to the customer is a waste. Waste only adds to time and cost. And the definition of “waste” in a service organization is quite similar to its Lean manufacturing definition. When you look at a process, this customer…

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Challenges of Service Lean Implementation

Originally Published on Mar 9, 2009 in processexcellencenetwork.com Lean implementation can be quite challenging in a service organization. While the principles and learnings from Lean manufacturing are also conceptually applicable to the service business, Lean implementation needs to be done quite differently in the service industry because of the context under which service processes operate. The relevant list of Lean…

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Lean Services: Asia’s Preeminent Deployment Leader Gives Global Insights on Lean Six Sigma for Services

Originally Published on Jan 12, 2009 in processexcellencenetwork.com While Lean has been an effective process improvement method for the manufacturing industry, some service companies have only begun the journey of implementing this methodology to assist with achieving operational excellence. Debashis Sarkar, who currently leads the Organizational Excellence Group at ICICI Bank from its headquarters in Mumbai, India, knows firsthand the…

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Latest Book

Read Deb’s latest book release recently: “Building a Lean Service Enterprise – Reflections of a Lean Management Practitioner”      (Publisher: Productivity Press, USA)  

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Underdogs of Performance Improvement Transformations

Abstract A key facet of performance improvement transformation is team effectiveness. Often projects fail because we are not able to get the best out of all the team members. As a result, the effort becomes centered around a few so-called high-performing individuals while the others languish. The team members who often are not used are branded as ‘dysfunctional,’ ‘inconsequential,’ or…

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