Process hisor her own process and restore it

Process stream maps are utilized to identify lean improvement projects, and theactivity level processes to work on, as well as the process teams to do the work. Akey fact of lean implementation that Lean Performance is based on is that no onebut the process owners and operators can draw the maps or complete the ProcessStandards. That’s the way Toyota does it. These Process Lean Performance measurementsare then reported to management, and a new cycle of strategy deploymentbegins. As demonstrated by the Lean Performance teams that developed thelisting in Figure 10.7, a process is best identified as such by the operator or teamthat performs it. This includes the business planning process and other managementdecision and information/support processes also.A process stream mapping exercise is included in the chapter titled “Evaluatingand Selecting Software Modules.” Key features for Lean ERP are developed throughprocess stream mapping exercises and illustrated in figures in that chapter.The best time to redesign processes with Lean Performance is when processeshave acquired extra steps, including redundant and check steps, especially at barrierhand-offs. Another good time is when processes have responsibility divided amongmultiple owners or co-owners, and no one is identifiably responsible for processoutputs and quality. In a process in need of Lean Performance, downstream processesare not supported fully. There are numerous approval steps. Specialists haveemerged in functional silos (departments). No one has the authority to correct hisor her own process and restore it to effectiveness. Queues are lengthening at varioustasks, and process time is increasing. Clearly, “something” needs to be done.Lean Performance cannot be accomplished unless the foundation for lean transformationis already in place. When there is a machine breakdown, absenteeism,defective parts, or another problem in one process of a lean process stream, with lessWIP it will take less time before these problems adversely affect other processes. Inan emerging Lean Production or supply-chain process stream, processes are moreclosely linked. Any impediment to flow requires swift, local response to problemsbefore downstream processes are impacted. Swift response means swift awarenessof abnormalities, personnel assigned to responding, and a structured approach forhow to respond to problems