Lean Office Archives | Page 12 of 12

Extreme Programming & the Lean Office

By Jon Miller - August 3rd, 2004

Extreme Programming is an approach to software programming that puts two or more people in a team to work on one piece of code, at the same time, on the same computer. It might seem counterproductive to have two sets of hands and brain

Lean Fundamental: Do Today’s Work Today

By Jon Miller - July 28th, 2004

Working with clients struggling with non-Lean scheduling methods reminded me of the fundamental Lean principle of “Do today’s work today.” This principle involves avoiding late deliveries, matching capacity to demand,

Sustaining Results in the Lean Office

By Jon Miller - July 27th, 2004

At a Lean Office seminar, attendees raised the question of how to maintain office kaizen results. As with any type of kaizen, several factors need to be in place to ensure that the results achieved during an intensive week of improveme

Lean Customer Service

By Jon Miller - July 26th, 2004

According to an often-cited statistic from Harvard Business Review: “Developing a new client relationship costs between six to eight times more than maintaining an existing relationship”. Spending six times more on customer

Questions from the Field #3: Lean Engineering

By Jon Miller - July 21st, 2004

The manager of System and Process Improvement encountered a third challenge while encouraging her engineers to adopt Lean thinking: “When a process is very detailed, what is the best way to map the process so that it does not get

Questions from the Field #2: Lean Engineering

By Jon Miller - July 20th, 2004

Continuing to collaborate with the manager of System and Process Improvement, to encourage the engineers to adopt Lean thinking, she encountered a second challenge: “How do we run to a variable Takt time, and are there other ways

Questions from the Field #1: Lean Engineering

By Jon Miller - July 19th, 2004

We received several good questions from a manager of System and Process Improvement attempting to do kaizen in engineering. She noticed that there were significant areas for improvement (known as Lean opportunities) within the engineer

Be Careful What You Measure, You Just Might Improve It

By Jon Miller - December 22nd, 2003

A continuous improvement manager at a mortgage processing firm told us how their Risk Assessment team was struggling. The company’s sales force comprises independent mortgage brokers who are responsible for enrolling individuals

Attacking Waste in Knowledge Work

By Jon Miller - December 11th, 2003

There are 7 types of waste, according to Taiichi Ohno. Attacking these 7 wastes is what makes a company Lean and able to create more value faster. This is also true in the office. Most wastes in the factory are easy to spot. Things suc

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