Lean Principles for Process Delivery

Paper Summary:

This paper provides a project plan to apply lean manufacturing principles to automotive refurbishment and service lifecycle management processes. The paper defines the fundamentals of lean process flows taken from a manufacturing context, defines a project plan framework for ascertaining the extent to which dominant processes are lean or not within the organization, and defines a plan for the acceleration of growth of the organization.

Table of Contents:
Introduction
Intent of this Proposal
Process-Centric Lean Best Practices Starts With Lean
Overcoming the Barriers to Accomplishing Lean Process Improvement and Optimisation
Evolution of the Lean Enterprise
A Framework For Evaluating Lean Process Maturity
Recommendations for Driving Lean Process Transformation
Customer Facing Processes need to be Lean First
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Summary

From the Paper:

"The implications of pursuing lean process improvement and setting the objective of attaining best practices in customer-facing processes can deliver exceptionally strong operations-based and financially-based measures of performance. The aligning of these processes to the requirements and unmet needs of customers on the one hand, while also looking to synchronize demand and fulfillment through manufacturing on the other is critical. This proposal looks to customer-facing processes and their specific contribution to augmenting higher levels of operational and financial performance over time specifically in the automotive refurbishing and service lifecycle management strategy areas. By first redefining these core processes and then working to create a plan to re-align them to make them more efficient, a firm could attain higher levels of revenue growth over time by accurately shipping complex products on time in addition to creating long-term customer relationships based on the ability to consistently deliver exceptional operational results."

Sample of Sources Used:

• Aberdeen Group (2005). Best Practices in Strategic Service Management. Aberdeen Group Report. June, 2005. Boston, MA. Executive Summary. Retrieved January 26, 2008.
• Aberdeen Group (2006). Best Practices in International Logistics. Aberdeen Group Research Report , January, 2006. Boston, MA. Page 6. Retrieved January 31, 2008
• E D Adamides, N Karacapilidis, H Pylarinou, D Koumanakos. (2008). Supporting collaboration in the development and management of lean supply networks. Production Planning & Control, 19(1), 35. Retrieved January 31, 2008, from ABI/INFORM Global database. (Document ID: 1423331461).
• Jane Barrett (2007, November). Demand-Driven is an Operational Strategy. Industrial Management, 49(6), 14-19,5. Retrieved February 5, 2008, from ABI/INFORM Global database. (Document ID: 1398349881).
• Hyerim Bae, Yongwon Seo. (2007). BPM-based integration of supply chain process modeling, executing and monitoring. International Journal of Production Research, 45(11), 2545. Retrieved February 9, 2008, from ABI/INFORM Global database. (Document ID: 1259652451).

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