Lean Enterprise Process Improvement Scoping Document

LEAN Continuous Improvement

Lean Enterprise Process Improvement Scoping Document

What is a Lean Enterprise: an organization that creates customer value through a process that systematically minimized all forms of waste: wasted capital (inventory), wasted material (scrap), wasted time (cycle time), wasted human effort (inefficiency, rework), wasted energy (energy inefficiency) and wasted environmental resources (pollution).

Successful implementation of LEAN depends upon three basic inter-related factors, which must be present consistently over time:

Skills:

Organization must be broadly educated to apply the right collection of process improvement tools.
The organization’s toolbox requires a means to deliver education content as needed, as well as the basic capability to learn, master and apply that content.

Structure:

Organizations require a systematic structure to prioritize and guide their application – focus efforts on business issues that translate into customer value and waste elimination.
Process improvements are most often cross-functional and, focus on the process not the functions crossed.

Environment:

Workforce must be motivated and engaged to apply the skills.
To be successful, the business culture must consistently support team oriented process improvement.
The workforce must understand WHY it is important to improve to understand their meaningful stake in the process.

LEAN Continuous Improvement

Lean Process Improvement Scoping Document – Preparation Guidelines

PROJECT NAME: / Include an ACTION VERB (What we want to do) + NOUN (What do we want to impact or improve?)
DATE SUBMITTED:
OPPORTUNITY STATEMENT: (Why this is important to the organization) /

What is occurring, what is happening, what “pain” are we or our customers experiencing? What is wrong or not working?
When did this problem start? How long has it been going on?
Where does it occur?
How much, or what is the extent or magnitude of the problem?

TARGETED OUTCOMES: /

What are the specific outcomes we expect? “Reduce number of days by 50%”
What metrics will this project impact?

STAKEHOLDERS AND RESOURCES / Names and Roles
PROCESS OWNER / The person who is accountable for the success (results) of the project.
LEAN FACILITATOR / The person that applies the Lean approach and guides the event
LEAN TEAM LEAD / The day-to-day leader of the effort (solution)
CORE TEAM MEMBERS / Try to keep them to 6 team members. Make sure all process steps are represented by people who do the work.
EXTENEDED TEAM MEMBERS / SMEs or stakeholders who provide expertise, data or insight
COACH/MENTOR / Experienced Lean consultant who will coach and mentor the facilitator
CUSTOMER GROUPS: /

Who are the customers of this project?
Who will be impacted by the project?

PROJECT METRIC(S):
(Typical metrics include impact on quality, speed and cost)
SCOPE LIMITATIONS:
(Where are the boundaries?) / In Scope / Out of Scope

Start and End in the process.
Which divisions are included?

What is not included?

WORKPLAN STEPS: / Timelines and Activities
SCOPING DOCUMENT / When will the scoping document be completed and approved?
ESTABLISH BASELINE METRICS/ DATA GATHERING / Work with facilitator and gather relevant baseline data/process information.
CONDUCT EVENT
EXECUTE IMPROVEMENTS / 4-8 weeks
SUSTAINMENT / Schedule 30, 90 day follow-ups with team members

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