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Lean by Mind Map: Lean

1. Process improvement techniques

1.1. Total Quality Management (TQM)

1.1.1. Management of quality at every stage of operations

1.2. ISO9000

1.2.1. Reduce defects

1.3. European Foundation Quality Model (EFQM)

1.3.1. Non-descriptive framework

1.4. Kaizen

1.4.1. Continuous improvement

1.5. Benchmarking

1.5.1. The cause of differences

2. History

2.1. Toyota production process (TPS) - Auto industry (1940)

2.2. Lean manufacturing - Operations  Management (1984)

2.3. Lean thinking - Service Management (1992)

2.4. Lean healthcare - Hospital Management (2002)

3. Motive

3.1. General

3.1.1. Internal (focus)

3.2. Healthcare

3.2.1. Challenges

3.2.1.1. Internal

3.2.1.2. External

3.3. Reduce waste

3.4. Increase value

4. Business process improvement (BPI)

4.1. Lean

4.1.1. 5 principles

4.1.1.1. Specify value (costumer)

4.1.1.2. Identify value stream

4.1.1.3. Continous flow

4.1.1.4. Introduce "pull" (demand)

4.1.1.5. Manage towards perfection

4.1.2. Reduce waste and increase value for costumer

4.2. Six-SIgma

4.2.1. Reduce organisational costs and enhancing customer satisfaction

4.3. Lean six-sigma

4.3.1. Combination of both the Lean and Six-Sigma

4.4. Business process RE-engineering

4.4.1. Enabled approach to organisational change

5. Waste

5.1. MUDA

5.1.1. Waste (Non-value added)

5.1.1.1. 1. Overproduction

5.1.1.2. 2. Waiting (time on hand)

5.1.1.3. 3. Unnecessary transport or conveyance

5.1.1.4. 4. Over processing or incorrect processing

5.1.1.5. 5. Excess inventory

5.1.1.6. 6. Unnecessary movement

5.1.1.7. 7. Defects

5.1.1.8. 8. Unused employee creativity

5.2. MURI

5.2.1. Overburden

5.3. MURA

5.3.1. Unevenness

6. Problems

6.1. Lack of clearity

6.2. Lean effects in services are misinterpreted or invalid

6.3. The characteristics of services have not been properly considered

6.4. From push to pull has no relevence in services

6.5. Lean service thinking ends in organizational boundaries