{"id":301,"date":"2023-01-13T13:00:53","date_gmt":"2023-01-13T16:00:53","guid":{"rendered":"http:\/\/engenho.test\/2021\/04\/15\/neque-solum-ea-communia-ve\/"},"modified":"2023-01-13T13:15:45","modified_gmt":"2023-01-13T16:15:45","slug":"o-que-e-lean-office","status":"publish","type":"post","link":"https:\/\/grupoengenho.com\/en\/o-que-e-lean-office\/","title":{"rendered":"What is Lean Office"},"content":{"rendered":"

What is Lean Office<\/strong><\/h2>\n

Lean Office emerged from the concepts of lean production and its <\/span>application tools aim to reduce waste within the offices through a <\/span>continuous flow of processes that add value to the product\/service delivered to the client, <\/span>offering tools to provide the organization with a framework whose processes are <\/span>aligned with the search for constant improvement, profit maximization and cost reduction. <\/span>To better understand the reason for the creation of this term, where it came from, we need to do <\/span>a brief recap on the history of the term <\/span>Lean.<\/span><\/p>\n

History<\/strong><\/h3>\n

The term Lean, initially associated with Lean Manufacturing, had its first appearance after the <\/span>World War II, when Toyota needed to find a way to break into the <\/span>passenger car market dominated by the American giants. It was from this need that <\/span>Toyota engineer and creator Taiichi Ohno created the Toyota Production System (TPS) whose <\/span>objective is the standardization of production processes, elimination of waste and the consequent <\/span>reduction of operating costs, which leads to greater efficiency, optimization and quality of <\/span>products. <\/span>Thus, the Lean philosophy emerged, which was no longer restricted to Toyota and production and started <\/span>to be used in the most diverse business areas and in the various market sectors. Besides the <\/span>productive issue, the philosophy is based on a new way of thinking and guiding a <\/span>organization in pursuit of the same goal. However, it was with the publication of the book that the term <\/span>gained popularity.<\/span><\/p>\n

Wastes<\/strong><\/h3>\n

As we have already said, one of the bases of the Lean philosophy is the continuous search for the reduction of <\/span>waste, as you should only do those activities that create or add value and that the <\/span>client is willing to pay, since waste is any time-consuming activity <\/span>and resource and that does not add value to the product or service provided. According to the Lean philosophy, <\/span>there are eight wastes:<\/span><\/p>\n

1.Overproduction:<\/strong><\/h4>\n

When more is produced than the client needs or wants.<\/p>\n

2. Excess Inventory:<\/strong><\/h4>\n

Any part, product or service that goes beyond what is needed to complete the <\/span>product or service to the client.<\/span><\/p>\n

3.Wait:<\/strong><\/h4>\n

Time spent by the product between process steps. Or the time spent by a person <\/span>waiting for information or document to start their activity.<\/span><\/p>\n

4. Excess transport:\u00a0<\/strong><\/h4>\n

Moving products from one location to another without adding value.<\/p>\n

5.Super Processing:<\/strong><\/h4>\n

The process has more steps than necessary to complete the product. Do more activities <\/span>to add value to the product that the client will not pay for.<\/span><\/p>\n

6. Defects:<\/strong><\/h4>\n

Any aspect of the product or service that does not meet client requirements.<\/p>\n

7. Excessive movement:<\/strong><\/h4>\n

Unnecessary movement of people or movement of information.<\/p>\n

8. Unused creativity:<\/strong><\/h4>\n

Losing ideas by not engaging or listening to employees.<\/p>\n

 <\/p>\n

It was from this dissemination of lean thinking that the Lean Office emerged, which uses the same <\/span>Lean Manufacturing concepts, practices and tools, but applied to offices, whether <\/span>it is support activities for manufacturing or even in companies whose core business is <\/span>services provision. Applying the concept of Lean in offices is extremely <\/span>necessary because, according to the article \u201cLean Office: value stream management for <\/span>administrative areas \u2013 8 steps to plan, map and sustain Lean improvements in the <\/span>administrative areas\u201d by Tapping and Shuker (2010), about 60% to 80% of all costs <\/span>involved to satisfy a client demand \u2013 be it a manufactured part or a <\/span>
service request \u2013 is an administrative function. <\/span>All waste mentioned in the text, even if in its origin they were originally developed <\/span>for Lean Manufacturing, are perfectly applicable to Lean Office, as can be seen <\/span>
in the diagrams below:<\/span><\/p>\n

Example of Lean in manufacturing processes<\/strong><\/h3>\n

\"\"<\/p>\n

There is a reduction in inventories, the product processed in activity \u201cA\u201d goes straight to \u201cB\u201d without <\/span>waiting in intermediate stocks.<\/span><\/p>\n

Example of Lean in administrative processes<\/strong><\/h3>\n

\"\"<\/p>\n

Reduction in the number of steps and\/or activities for product delivery, focus on what <\/span>really adds value to the product and the client. <\/span>If you want to know more about how to identify waste and make the process lean, read our <\/span>article \"How to identify waste and opportunities for improvement in administrative <\/span>processes.\"<\/span><\/p>","protected":false},"excerpt":{"rendered":"

O Lean Office \u2013 escrit\u00f3rio enxuto \u2013 surgiu a partir dos conceitos da produ\u00e7\u00e3o enxuta e suas ferramentas de aplica\u00e7\u00e3o visam redu\u00e7\u00e3o de desperd\u00edcios dentro dos escrit\u00f3rios, por meio de um fluxo cont\u00ednuo de processos que agreguem valor ao produto\/ servi\u00e7o entregue ao cliente, oferecendo ferramentas para fornecer \u00e0 organiza\u00e7\u00e3o uma estrutura cujos processos estejam alinhados pela busca de melhorias constantes, maximiza\u00e7\u00e3o de lucros e a redu\u00e7\u00e3o de custos….<\/p>","protected":false},"author":4,"featured_media":978,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1],"tags":[],"acf":[],"_links":{"self":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts\/301"}],"collection":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/comments?post=301"}],"version-history":[{"count":6,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts\/301\/revisions"}],"predecessor-version":[{"id":1256,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts\/301\/revisions\/1256"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/media\/978"}],"wp:attachment":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/media?parent=301"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/categories?post=301"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/tags?post=301"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}