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USMBOK™: USM730
Service Lean Thinking
Lean Thinking is a management method consisting of a five step process, originally described by Womack and Jones in their 1996 publication of the same name. The approach helps clear specification of value, the lining up of value creating activities for a specific product along a value stream, and making value flow smoothly at the pull (demand) of the customer in pursuit of perfection.
At the heart of Lean Thinking is the relentless identification and elimination of waste. Service Lean Thinking applies the method to service organizations.
Charter Statement:
- To continuously identify and eliminate waste from all aspects of a service organization's operations and ensure customer satisfaction and desired results are met as agreed
Service Lean Thinking Quick Links
Best PracticesKey Performance Measures
The following tab based information has been removed for review and update by June 16th 2008.
Key Objectives
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The following key objectives are just some of those commonly found within this topic's standard operating practices:
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Key Concepts
The following key concepts are just some of those commonly found within this topic's standard operating practices:
- Lean production
- Lean consumption
- Lean service management
- Andon
- Brownfield and greenfield
- Pull, Flow, continuous improvement
- Error-proofing
- Five S's
- Gemba, gen principle, jidoka, isolated islands
- Kaikaku, kaizen, kanban, muda, mura, muri
- plan-do-check-act
- Six sigma
A more complete list of concepts may be referenced in the Guide to the USMBOK and supporting reference materials.
Key Artifacts
The following key artifacts are just some of those commonly found within this topic's standard operating practices:
- A3 report
- Andon board
- Current value stream map
- Revision control system
- Takt time chart
- To-be value stream map
- Value maps
A more complete list of artifacts may be referenced in the Guide to the USMBOK and supporting reference materials.
Major Activities
The following major activities are representative of those commonly found within this topics's standard operating practices:
- Identify the vital value creating activities
- Map the sequence of activities - their 'value stream'
- Define the impact of eliminating wasteful activities
- Allow the customer to "pull" products and services
- Stabilize the resulting system and processes
- Continuously improve the system
More...
The USMBOK provides a significant amount of additional information on each element of the framework, including this area. The additional information includes:
Best Practices :
Best practices represents a technique or method that through experience and research has reliably led to a desirable level of operation. The USMBOK provides specific guidance on the 'best practices' required to design, implement and sustain an efficient and effective operation and offer these through a subscription based service, the
Best Practice Statement Library.
Key Performance Measures :
The efficiency and effectiveness of an operation is measured through its 'performance'. The Performance Management Framework (PMF) provides three levels or types of measures to help manage performance from the strategic, tactical and operational perspective.
The USMBOK provides specific guidance on these 'key performance measures' through a dedicated, subscription based service, the
Key Performance Measure Library.
Extensions:
An 'extension' is an approved additional relevant reference to the USMBOK and typically in the form of :
- A book or publication with an ISBN or similar reference;
- A website page or pages;
- A white paper;
- A personally penned article or report;
- A periodical article or newsletter item;
More information on the available extensions and how they may be accessed or contributions submitted can be found here:
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