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Lean Mobility improves your business through workforce empowerment

Lean Mobility is based on the Lean methodology to focus on eliminating waste. Considering that only a very small proportion of what we do really adds value (the rest is waste), Lean can have a massive impact. It is highly effective at improving poor to moderate business processes. However, good processes also benefit from Lean, as its many tools and techniques lay the foundations for process excellence.

Process Maturity

Process Maturity

The Kaizen concept, meaning change for the better in Japanese, suggests that people are empowered to improve the processes they operate. Applying Lean through Kaizen improves process efficiency, as has been demonstrated by the automotive industry in particular. Kaizen is also a fantastic way of promoting cultural change, by encouraging people to take an interest and then make positive changes to the things they care about.

Seven types of waste in busines processes

Lean methodology defines waste as an action or a step in a process that does not add value for the customer. Here are the types of waste that can be eliminated.

Lean methodology

Lean methodology

Overproduction

When your company provides customers with more information than they need, it has wasted time and capital to give the customers something they don’t want. Overproducing brings the additional waste of the carrying costs to store and insure.

Inventory

Having materials on hand that you can’t use wastes space and costs money. It also interferes with efficient production.

Unnecessary transportation

The ability to move parts and information through a succession of people who all add value transforms raw materials into something customers are willing to pay for. Movement makes the process appear alive and vital. However, when this movement doesn’t add value to the product or benefit the customer, it is a waste of resources.

Unnecessary motion

Extra walking or searching is not a sign of a robust and efficient process. Just apply the value added standard by asking: does this movement add value to the product or service? Would the customer be willing to pay for it?

Wait time

Downtime is a serious waste of capital. The raw material, information and equipment required make your product or service cost money that can’t be recovered while they are waiting for an activity to add value. Paying employees for idle time is one of the greatest wastes in business today.

Unnecessary Processing

The test that separates worthwhile activities from non-value added ones is expressed in the question: is the customer willing to pay for this?

Defects

Defects happen when an aspect of the product or service fails to meet the customers’ needs or requirements, or causes the customer to be dissatisfied. Defects cost money because they squander resources, require costly rework to correct and cause customers to seek a better-quality solution from your competition.

Lean Mobility for your mobile solution

Lean Mobility aims to optimize the business operational costs. It identifies first appropriate target areas for a rapid improvement event, and focuses in areas where significant bottlenecks or delays occur, quality or performance does not meet customer expectations, or that have significant market or financial impact - particularly:

  • wait times,
  • unnecessary motions,
  • unnecessary processing & overproduction.

The project team should develop a clear understanding of the current state of the targeted process through data gathering. It is important to involve users from the targeted process area, although individuals with "fresh perspectives" may sometimes supplement the team.

Once non-value added activity is identified and measured, the team then brainstorm improvement options. The most promising ideas are selected and quickly implemented with Motilia software package. To fully realize the benefits, the team should observe and record the new process characteristics, and calculate overall savings from eliminated waste.

Lean Mobility Cycle

Lean Mobility Cycle

To ensure that improvements are sustained and not just temporary, the team should routinely track key performance measures to document the improvement gains. Metrics often include lead and cycle times.


Learn more about agility with Lean Mobility