GLEAN: Table of Contents

Introduction

Manufacturers can see their process.  That gives them an edge.  Heavy Lean was invented by Toyota to increase the performance of heavy manufacturing processes.  Glean applies the principles but not the practices of Heavy Lean to information-centric processes.

Chapter 1.             Rediscovering the Value of Process
The elimination of paper has made process invisible. What is out-of-sight is out-of-mind. It is time for the purpose of process to be revisited. Process is a competitive weapon when its value to both the organization and its customers is maximized.

Chapter 2.             The Three Pillars of Process Measurement

You can’t manage what you can’t see; nor can you manage what you can’t measure.  The three pillars of throughput, service time, and work-in-process provide leading indicators for steering a process to reach its maximum performance.

Chapter 3.             Customer Value

Customers are willing to accept unlimited value from their providers.  But without a true understanding of who is the customer, what they value, and a culture of creating more customer value every day, most organizations just focus on solving problems.

Chapter 4.             Where’s the Waste?

Dilbert cartoons have made light of the waste in organizations for over 20 years.  Unfortunately, the cartoons of 20 years ago are still funny.  Shame on us.  It’s time to just go out and Fix-a-Dilbert-a-Day.

Chapter 5.             The Four Dimensions of Flow

Processes flow.  That flow varies according to the mix of work and available resources.  Splitting a process flow into each of its four dimensions allows an observer to clearly see how each contributes to its overall efficiency and effectiveness.

Chapter 6.             Information Driven Processes

Information is the fuel of the office.  Yet it is rare to find anyone who says they receive the right information at the right time in the right format.  Glean delivers the right information so process activities have the fuel to drive greater value at less cost.

Chapter 7.             Process Execution

The center of attention of process execution is work.  The Glean approach is not to search for work problems and then solutions.  Glean gleans the maximum value from work by engaging employees to search for ways to create more and more value.

Chapter 8.             Process Flow

The center of attention of process flow is work-in-process (WIP).  Specifically on the WIP that is waiting for process execution.  Glean reduces service time and increases throughput and quality through an unrelenting focus on WIP management.

Chapter 9.         Glean Culture of Success

On average only 41% of all projects are considered successful.  It’s time for a different approach.  Glean establishes a culture of success that addresses the complexity of information processes and fosters value driven change.

Chapter 10.         Glean Continuous Improvement

Glean continuous improvement is both: 1) a method to implement Glean improvement initiatives; and 2) a case study of how Glean principles can be used to glean the maximum value from the project management process.