Some opportunities came up when concluding some projects. These opportunities should be explored with more time and tools to see the ideas' main results.
The visualization of processes and their solutions are part of Lean Principles and tools. After discussing with the team which already had some documented information, but the lack of visual organization and correlation between the data collected was non-existent. Leaving the opportunity open for creating a dashboard to help better guide time on their monthly meetings.
From the AS-IS processes that collection, several possible KPIs were collected to understand the working in the new campus better.
For Operations, the following was collected: Monthly costs of the new campus, this includes water, electricity and gardening; The assets inventory regarding Operations.
For IT was collected, the possible KPIs were collected: The number of equipment available for request; The number of equipment on repair.
For HR, several KPIs were found, such as:
• Absenteeism Rate
• Number of Full-Time Employees
• Number of Contractors
• Average Tenure
• Voluntary Termination Rate
• Involuntary Termination Rate
• New Hire 90-Day Failure Rate
• First-Year Voluntary Termination Rate
• Average Time to Fill a Job Vacancy
• Cost per Hire
• Average Time to Find a Hire
• Candidates Interviewed per Hire
• Diversity Numbers / Nationalities in The Work Force
• Acceptance Rate
• Percentage of Job Candidates Who Meet Job Criteria
• Internal Promotions Vs. External Hires
• Internal Promotion Rate
• Cycle Time to Process Payroll
• Cycle Time to Resolve Payroll Errors
There are some of the possible KPIs that the company should study. In terms of representation and even collecting should only use programs that are ISO 27001 complied and approved by the Metyis.
Biography
Alsmadi, M., Almani, A., & Jerisat, R. (2012). A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms. Total Quality Management and Business Excellence. https://doi.org/10.1080/14783363.2012.669993
Andrés-López, E., González-Requena, I., & Sanz-Lobera, A. (2015). Lean Service:
Reassessment of Lean Manufacturing for Service Activities. Procedia Engineering, 132, 2330.
https://doi.org/10.1016/j.proeng.2015.12.463
Armaya’u , Z. U., Gumel, M. M. ., & Tuge, H. S. (2022). Comparing Flowchart and Swim Lane Activity Diagram for Aiding Transitioning to Object-Oriented Implementation.
American Journal of Education and Technology, 1(2), 99–106.
Ashkanasy, N. M. (2011). The Future of Competition: Co-Creating Unique Value with Customers. Academy of Management Executive. https://doi.org/10.5465/ame.2004.13835520 Bortolotti, T., Romano, P., & Nicoletti, B. (2010). Lean first, then automate: An integrated model for process improvement in pure service-providing companies. IFIP Advances in Information and Communication Technology. https://doi.org/10.1007/978-3-642-16358-6_72 Bradley, S., & Hood, C. (2003). Delivering minimalist workplaces that improve corporate agility. Journal of Facilities Management. https://doi.org/10.1108/14725960410808122
Braga, B. (2018). Mapeamento e Melhoria de Processos na Indústria Grossista Alimentar.
Chen, J. C., & Cox, R. A. (2012). Value Stream Management for Lean Office—A Case Study.American Journal of Industrial and Business Management.
https://doi.org/10.4236/ajibm.2012.22004
Coelho, T. (2013). Aplicação da Abordagem Kaizen Lean no Departamento de Logística no HGSA. 156. Retrieved from https://core.ac.uk/download/pdf/47141328.pdf
Coelho, H (2022). Redefinição de Layout e Aplicação de Ferramentas "Lean Production"
Numa Unidade Industrial Metalomecânica. 1-92. Retrived from https://repositorio-aberto.up.pt/handle/10216/142835
Colonial Academic Alliance. Leah R. Wolfeld, G. M. U. (2010). Effects of Office Layout on Job Satisfaction, Productivity and Organizational Commitment as Transmitted through Face-to-Face Interactions. Colonial Academic Alliance Undergraduate Research Journal, 1(1).
Retrieved from https://publish.wm.edu/caaurj/vol1/iss1/8
Damrath, F. (2012). Increasing competitiveness of service companies: developing conceptual models for implementing Lean Management in service companies. Masters Thesis, IMIM Politecnico Di Milano, Italy, (June), 79. https://doi.org/2012:125
Drew, J., McCallum, B., & Roggenhofer, S. (2004). Jouney To Lean - Making Operational Change Stick. Great Britain: PALGRAVE MACMILLAN
Félix, J. (2013). Uma Metodologia Kaizen para a Gestão de Equipas Operacionais. 1–60.
Retrieved from https://repositorio-aberto.up.pt/bitstream/10216/67660/2/26666.pdf
França. S. (2013). Implementação de Ferramentas de Lean Manufacturing e Lean Office - Indústria metálica, plástica e gabinete de contabilidade. 1-82. Retrieved from:
https://repositorio-aberto.up.pt/handle/10216/65731
Gereffi, G. (2018). Global Value Chains, Development, and Emerging Economies. In Global Value Chains and Development. https://doi.org/10.1017/9781108559423.013
Haynes, B. P. (2008). The impact of office layout on productivity. Journal of Facilities Management. https://doi.org/10.1108/14725960810885961
Hopp, W. J., & Spearman, M. L. (2001). Factory Physics Principles. In Foundations of Manufacturing Management. https://doi.org/10.1016/S1074-7613(04)00022-6
Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success (First ed:). McGraw-Hill Education.
Imai, M. (2012). Gemba Kaizen: Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy. McGraw-Hill. INE. (2019). Retrieved from https://www.ine.pt/xportal/xmain?xpid=INE&xpgid=ine_indicadores&contecto=pi&indOcor Cod=0005717&selTab=tab0
Krafcik, J. F. (1988). Triumph of the lean production system. Sloan Management Review.
https://doi.org/10.1108/01443570911005992
Laginha, P. (2019). Metodologia de Diagnóstico Kaizen numa Empresa Comercial.
Leopold, H. (2013). Business Process Management. In Lecture Notes in Business Information Processing. https://doi.org/10.1007/978-3-319-04175-9_1
Liker, B. J., & Rother, M. (2010). <Why Lean Programs Fail (2).pdf>. 1–5.
Martins, R. (2020). Improvement Program Based on Lean Office Methodologies in a Customs Broker. 1-86. Retrieved from: https://repositorio-aberto.up.pt/handle/10216/132952
McLoughlin, Colling e Toshihiko Miura (2018). True Kaizen:Management Role in Improving Work
Mĺkva, M., Prajová, V., Yakimovich, B., Korshunov, A., & Tyurin, I. (2016). Standardization one of the tools of continuous improvement. Procedia Engineering.
https://doi.org/10.1016/j.proeng.2016.06.674
Molla, Razin Sazzad. 2018. A study on Manufacturing of Deformed Bar (G 60-400W) at Elite Iron and Steel Industries Climate and Culture. Taylor & Francis Group
Ohno, T. (1988). Toyota Production System Summary. In Toyota Production System: Beyond Large-Scale Production. https://doi.org/10.1108/eb054703
Ornstein, S. (2011). The Hidden Influences of Office Design. Academy of Management Executive. https://doi.org/10.5465/ame.1989.4274765
Otterbring, T., Pareigis, J., Wästlund, E., Makrygiannis, A., & Lindström, A. (2018). The relationship between office type and job satisfaction: Testing a multiple mediation model through ease of interaction and well-being. Scandinavian Journal of Work, Environment and Health. https://doi.org/10.5271/sjweh.3707
Rahani, A. R., & Al-Ashraf, M. (2012). Production flow analysis through Value Stream Mapping: A lean manufacturing process case study. Procedia Engineering.
https://doi.org/10.1016/j.proeng.2012.07.375
Reinertsen, D. (2005). Journey to Lean: Making Operational Change Stick. Journal of Product Innovation Management, 22(6), 539–540. https://doi.org/10.1111/j.1540-5885.2005.00150_2.x
Rüttimann, B. G., Fischer, U. P., & Stöckli, M. T. (2014). Leveraging Lean in the Office:
Lean Office Needs a Novel and Differentiated Approach. Journal of Service Science and Management, 07(05), 352–360. https://doi.org/10.4236/jssm.2014.75032
Santos, J. (2015). Aplicação de Ferramentas Lean na Gestão e Planeamento da Industrialização de Novos Produtos.
Santos, C. (2019). Mapeamento dos Processos e Monitorização Operacional de uma nova Plataforma de um Operador Logístico.Eurostat. (2019). Retrieved from https://ec.europa.eu/eurostat/statisticsexplained/index.php/National_accounts_and_GDP#Gros _value_added_in_the_EU_by_economic_activity
Slack, Chambers, J. (2009). Operations and Process Management.
Swank, C. K. (2003). The Lean Service Machine. Harvard Business Review.
Visco, David (2016). 5S Made Easy:A Step-by-Step Guide to Implementing and Sustaining Your 5SProgram. Taylor & Francis Group
Wijnhoven, F., Beckers, D., & Amrit, C. (2016). Reducing waste in administrative services with lean principles. 2016 International Conference on Information Systems, ICIS 2016, 1–
37.
Womack, J. P., Jones, D. T., & Roos, D. (1992). The machine that changed the world.
Business Horizons. https://doi.org/10.1016/0007-6813(92)90074-J
Wu, L., Barash, G., & Bartolini, C. (2007). Proceedings - IEEE International Conference on Service-Oriented Computing and Applications, SOCA 2007. Proceedings - IEEE International Conference on Service-Oriented Computing and Applications, SOCA 2007.
XC Consultores (2004). Manual de boas práticas, documento de formação interna.
Zerella, S., von Treuer, K., & Albrecht, S. L. (2017). The influence of office layout features on employee perception of organizational culture. Journal of Environmental Psychology, 54, 1–10. https://doi.org/10.1016/j.jenvp.2017.08.004
Zijlstra, E., & Mobach, M. P. (2011). The influence of facility layout on operations explored.
Journal of Facilities Management. https://doi.org/10.1108/14725961111128470