About this Presentation
The service landscape is huge and heterogeneous. A sizeable part of it are not for profit service organisations, like: child protection, relief work, mental health care, health service organisations, communal/governmental services, legal services, and internal service providers (legal, HR, IT etc.). Although quite diverse, these organisations seem to have similar symptoms (UDE’s): long waiting lists, long lead times, pressure to start new services immediately/fast, high wip, high perceived work pressure, inconsistent quality, and friction between workers/disciplines. Over the last 14 years, Hans and Michel have done dozens of implementations in similar service organisations. Today, they will share with you: how to create rapid insight into WIP (distribution) and lead-times from their primary system; how to create management reports and buffer management lists to speed up completion; how to drastically cut WIP (‘intermediate sprint’) and keep it down; how to eliminate waiting lists; how to create consistent quality of semi’s and end products; how to improve financial health by understanding and improving T vs. OE; how to increase output. Video length: 59:49. PDF: 36 slides.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
One of the key differences between services and manufacturing is that in services, Work in Process (WIP) is often invisible and does not cost money, making it less of a priority to reduce. However, high WIP is the main cause of long supply lead times and poor due date performance.
The speakers propose a five-step solution process to improve service delivery, which includes drawing up a product and service catalog, choking the release to bring down WIP, implementing buffer management, and continuously improving.
The speakers emphasize the importance of generating operational management reports to monitor performance and identify areas for improvement. They suggest that this can be done within one to two weeks of starting an implementation.
Instructor(s)
Hans Steenpoorte
Hans Steenpoorte has a background in industry and Michel Stijlen in IT. Since 2006, TOC Resultants do TOC implementations in Dutch service and care organizations. Most of the time, the reason to start are backlogs/waiting lists. Implementations lead to the reduction/elimination of the waiting lists. On top, WIP and lead times are generally cut in half and due date performance increased to appr. 90%. If required/desired output and financial health of the organizations is also structurally increased.