Think before we automate

The slide gives your an overview of Lean Six Sigma. For full free courses, log on to www.theapprentiice.com

The document provides an overview of Lean Six Sigma. It discusses the key principles and methodologies of Lean Six Sigma including DMAIC, DMADV, defining value streams, eliminating waste, and using data-driven problem solving. The goals of Lean Six Sigma are to improve processes by reducing variation and defects to lower costs, improve quality, and better satisfy customers.

This document discusses key concepts in lean thinking quality management including: 1. The three voices that guide lean thinking - the voice of the customer, the voice of the process, and the voice of the people. 2. Tools for understanding processes like process mapping, SIPOC diagrams, and identifying the seven types of waste. 3. Methods for collecting data to analyze processes, identify issues, and plan improvements like cause and effect analysis, check sheets, and control charts.

Presented by Kim Craig, Andrew Medeiros, Kyle Hoover and Amanda Grabarek, May 23, 2018, at the Institute for the Future of Law Practice.

The document discusses strategies for managing high-volume hiring. It defines volume hiring as filling 500+ positions annually and identifies two types - homogeneous roles that are similar and heterogeneous roles that vary. It notes that volume hiring requires establishing clear goals, using a team-based approach with specialized roles, automating processes, and structuring communications with hiring managers.

The document discusses strategies for managing high-volume hiring. It defines volume hiring as filling 500 or more positions annually. For large companies, this may involve hiring across many different roles. The challenges of volume hiring include less time per role and maintaining quality. However, the document argues volume hiring can be successful with standardized processes, team-based recruitment, proper resource allocation, automation, and clear metrics.

This document provides an overview of Lean and Kaizen concepts and tools for process improvement. It discusses key Lean principles like eliminating waste, continuous flow and pull systems, visual management, and standardizing work. The document emphasizes that the primary goals of Lean are to maximize value added work and human development by empowering employees and changing management styles.

The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.

This document provides an overview of MUDA (waste) training. It defines the three types of waste - MUDA, MURA, and MURI. MUDA refers to any non-value adding activity and the document outlines the eight main types of MUDA: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized skills. For each type of waste, common causes are described and suggestions are provided for how to eliminate that specific waste. The overall message is that identifying and removing waste improves process flow and efficiency.

This document provides an overview of Lean principles for product managers from an Amazon senior product manager with experience at Toyota. It discusses Lean philosophy focusing on respect for humanity, customer first, continuous improvement, and genba (going to see firsthand). Tools like standardized work, kaizen, jidoka, and heijunka are meant to achieve stability and outcomes of highest quality, lowest cost/shortest lead time. Value stream maps are used as examples to identify wastes and challenges. The document emphasizes starting with philosophy over tools and assessing the current state to set SMART goals and drive continuous improvement through the PDCA cycle towards an ideal state.

How Workflow and Business Process Automation Has Become Critical to Competitive Organizations. We cover: The Manual Workflow Problem How Workflow Automation Works Why Workflow Automation Has Become Critical Important Workflow Automation Features BPM vs. Workflow Automation Examples

Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.