Lasse Mønsted

Understand what creates value for customers

Management must provide the right internal structures, the right organization and the right employees with the right competencies.

The team as a whole typically shares responsibility for:
• Planning daily operations
• Developing daily operations
• Following up on daily operations
• Conducting improvement activities
• Developing of qualifications.

When teams are formed, however, this role changes, with the team’s sharing greater responsibility for suggesting and carrying out improvements. In this scenario, the team leader’s role is to steer the team in the right direction.

The team leader’s real challenge lies in mastering the role of coach.

Involving employees by systematically delegating and clarifying responsibility is essential to implementing lean.

many processes the waiting time constitutes over 95% of the overall time a task remains within the organization.

Handling time includes passive waiting time during which the case or task sits waiting for the next activity.
Flow is about minimizing handling time. The shorter the handling time, the fewer the tasks the department has going and thus the less complexity in the department. There is simply less to keep track of.

The vast majority of errors that arise are due to poor processes, lack of standards and ambiguously delimited responsibility between departments. It often turns out that the same types of errors recur time and again, and these are therefore the errors we are attempting to minimise.

an organization the extent of an error is usually highly subjective, for which reason the organization must make concrete measurements to provide a basis for an objective approach to working with error reduction