Really boring shit

[kidlogic]

Im going to go get some coffee... Im sure it will be old and bitter. I just hope it doesnt taste like Shonky too.

[shonky]

Im going to go get some coffee... Im sure it will be old and bitter. I just hope it doesnt taste like Shonky too.

It shouldn't. I don't actually taste of coffee, more like stale milk.

I was just wondering why our filing carousels are called carousels when carousels are supposed to be enjoyable fairground rides for kids, and these are just full of files which lack any sense of mirth.

[LEQ]

I just picked up some international signed for slips from the post office. Well good. necessary post.

[*grand*]

Im going to go get some coffee... Im sure it will be old and bitter. I just hope it doesnt taste like Shonky too.

It shouldn't. I don't actually taste of coffee, more like stale milk.

I was just wondering why our filing carousels are called carousels when carousels are supposed to be enjoyable fairground rides for kids, and these are just full of files which lack any sense of mirth.

has got me pondering....

[badger]

I was just wondering why our filing carousels are called carousels when carousels are supposed to be enjoyable fairground rides for kids, and these are just full of files which lack any sense of mirth.

got a similar problem here. they call cupboards kanbans. what is it with the civil service and calling things stupid names? after bringing this up i got emailed this rather exciting explanation, from someone called Graham, by my team leader

Kanban is a japanese word. "Kan" means "card" and "ban"
means "signal". Literally translated kanban means signal card. It is also sometimes referred to as a visible clue or sign.

The idea of a kanban was developed by Toyota as a part of The Toyota Production System.

=======================================================
So how does the idea of kanban or signal card help us in an office environment?

Controlling the flow of work from one office function to the next can be very challenging.

Many offices have what I would call a "push" system.

One department pushes work onto the next department whether or not they are position to process that work.

In a "push" system there is an uncontrolled inventory of work between each process step. This in turn leads to longer turnaround times and inefficient use of resources.

A very effective way to work is by using a "pull" system.
In this system a department "pulls" work from the previous department but only when it's ready for it.

The ultimate in efficiency is to only "pull" one piece of work at a time.Often physical layout and the geography of our buildings prevent us from doing this.

The kanban system helps us to transmit information to the preceding process by indicating what the current process requires.
=======================================================
Let's go through an example to show how this can work in reality.

Imagine a business that processes some sort of client application form.

Imagine we have 2 departments, some distance apart, who respectively process the first part, and then the second part of the application form.

E.g. department 1 processes a fee payment, and department
2 adds the applicants details onto the database.

We want to control both how the work flows and amount of work between the 2 departments. (two of the key ideas in "Lean thinking" are to create "flow" and create "pull")

We could create a "pull" system in this example as follows.

In department 2 we set up an area for our visible kanban.
Say we wanted to have a maximum of 50 applications in the area.

We may choose to have 5 plastic open boxes with 10 applications in each, as our total storage for work awaiting processing in Department 2.

We can also put in visual trigger points at say 20 and 40 applications. People in department 2 take cases from the kanban storage area and carry out the data entry (preferably one application at a time).

As the applications are taken, the amount in the storage area will reduce until there are only 20 left i.e. the trigger point.

When we hit this point our visual kanban storage is telling us that it is time to "pull" more work from Department 1.
(we request enough applications to fill the kanban storage up to the second trigger point to say 40 i.e. we request 20 more applications from Department 1)

By keeping this minimum amount of work between the 2 departments it is easy to see if work is flowing as it should .By just looking at the kanban storage area we know what action to take i.e. Pull work or not.

It also helps us reduce the turnaround time by eliminating large amounts of work in process between the 2 departments.

It's the office equivalent to a petrol gauge on a car.
You refill the tank as the indicator gets close the red.
You don't keep filling it up until petrol is spilling out of the tank onto the forecourt.
(like in a "push system")

[shonky]

Im going to go get some coffee... Im sure it will be old and bitter. I just hope it doesnt taste like Shonky too.

It shouldn't. I don't actually taste of coffee, more like stale milk.

I was just wondering why our filing carousels are called carousels when carousels are supposed to be enjoyable fairground rides for kids, and these are just full of files which lack any sense of mirth.

has got me pondering....

You and me both sunshine. I think it's just office rebranding of dull things to try and make you forget you're doing something dull and then failing dismally. Like calling windows "sunspaces" when you can only see people in other offices looking equally dismayed at their chosen career path.

[shonky]

Kanban is a japanese word. "Kan" means "card" and "ban"
means "signal". Literally translated kanban means signal card. It is also sometimes referred to as a visible clue or sign.

The idea of a kanban was developed by Toyota as a part of The Toyota Production System.

=======================================================
So how does the idea of kanban or signal card help us in an office environment?

Controlling the flow of work from one office function to the next can be very challenging.

Many offices have what I would call a "push" system.

One department pushes work onto the next department whether or not they are position to process that work.

In a "push" system there is an uncontrolled inventory of work between each process step. This in turn leads to longer turnaround times and inefficient use of resources.

A very effective way to work is by using a "pull" system.
In this system a department "pulls" work from the previous department but only when it's ready for it.

The ultimate in efficiency is to only "pull" one piece of work at a time.Often physical layout and the geography of our buildings prevent us from doing this.

The kanban system helps us to transmit information to the preceding process by indicating what the current process requires.
=======================================================
Let's go through an example to show how this can work in reality.

Imagine a business that processes some sort of client application form.

Imagine we have 2 departments, some distance apart, who respectively process the first part, and then the second part of the application form.

E.g. department 1 processes a fee payment, and department
2 adds the applicants details onto the database.

We want to control both how the work flows and amount of work between the 2 departments. (two of the key ideas in "Lean thinking" are to create "flow" and create "pull")

We could create a "pull" system in this example as follows.

In department 2 we set up an area for our visible kanban.
Say we wanted to have a maximum of 50 applications in the area.

We may choose to have 5 plastic open boxes with 10 applications in each, as our total storage for work awaiting processing in Department 2.

We can also put in visual trigger points at say 20 and 40 applications. People in department 2 take cases from the kanban storage area and carry out the data entry (preferably one application at a time).

As the applications are taken, the amount in the storage area will reduce until there are only 20 left i.e. the trigger point.

When we hit this point our visual kanban storage is telling us that it is time to "pull" more work from Department 1.
(we request enough applications to fill the kanban storage up to the second trigger point to say 40 i.e. we request 20 more applications from Department 1)

By keeping this minimum amount of work between the 2 departments it is easy to see if work is flowing as it should .By just looking at the kanban storage area we know what action to take i.e. Pull work or not.

It also helps us reduce the turnaround time by eliminating large amounts of work in process between the 2 departments.

It's the office equivalent to a petrol gauge on a car.
You refill the tank as the indicator gets close the red.
You don't keep filling it up until petrol is spilling out of the tank onto the forecourt.
(like in a "push system")

I think Graham needs to sign up to this thread. That's aspirational tedium if ever I saw it - see the dream be the dream.

[forensix (mcr)]

Kanban is a japanese word. "Kan" means "card" and "ban"
means "signal". Literally translated kanban means signal card. It is also sometimes referred to as a visible clue or sign.

The idea of a kanban was developed by Toyota as a part of The Toyota Production System.

=======================================================
So how does the idea of kanban or signal card help us in an office environment?

Controlling the flow of work from one office function to the next can be very challenging.

Many offices have what I would call a "push" system.

One department pushes work onto the next department whether or not they are position to process that work.

In a "push" system there is an uncontrolled inventory of work between each process step. This in turn leads to longer turnaround times and inefficient use of resources.

A very effective way to work is by using a "pull" system.
In this system a department "pulls" work from the previous department but only when it's ready for it.

The ultimate in efficiency is to only "pull" one piece of work at a time.Often physical layout and the geography of our buildings prevent us from doing this.

The kanban system helps us to transmit information to the preceding process by indicating what the current process requires.
=======================================================
Let's go through an example to show how this can work in reality.

Imagine a business that processes some sort of client application form.

Imagine we have 2 departments, some distance apart, who respectively process the first part, and then the second part of the application form.

E.g. department 1 processes a fee payment, and department
2 adds the applicants details onto the database.

We want to control both how the work flows and amount of work between the 2 departments. (two of the key ideas in "Lean thinking" are to create "flow" and create "pull")

We could create a "pull" system in this example as follows.

In department 2 we set up an area for our visible kanban.
Say we wanted to have a maximum of 50 applications in the area.

We may choose to have 5 plastic open boxes with 10 applications in each, as our total storage for work awaiting processing in Department 2.

We can also put in visual trigger points at say 20 and 40 applications. People in department 2 take cases from the kanban storage area and carry out the data entry (preferably one application at a time).

As the applications are taken, the amount in the storage area will reduce until there are only 20 left i.e. the trigger point.

When we hit this point our visual kanban storage is telling us that it is time to "pull" more work from Department 1.
(we request enough applications to fill the kanban storage up to the second trigger point to say 40 i.e. we request 20 more applications from Department 1)

By keeping this minimum amount of work between the 2 departments it is easy to see if work is flowing as it should .By just looking at the kanban storage area we know what action to take i.e. Pull work or not.

It also helps us reduce the turnaround time by eliminating large amounts of work in process between the 2 departments.

It's the office equivalent to a petrol gauge on a car.
You refill the tank as the indicator gets close the red.
You don't keep filling it up until petrol is spilling out of the tank onto the forecourt.
(like in a "push system")

That really is boring shit

[thump rat]

I'm going to get a kentucky fried comedown and have a haircut. I hate hairdressers.

[badger]

his full name's Graham Ross, sign up for some updates on lean management techniques here http://www.leankaizen.co.uk

[shonky]

That really is boring shit

I'm almost taken aback. Isn't there some point where after reciting this that the person that uttered it just realises how futile and unjustified their existence is and just throws themselves under a bus, and if not, why not?

Oh remembered a conversation I had in a lift with one of the maintenance men on the way back to the office. Apparently his favourite floors are the basement car park and the roof. I did ask too

[LEQ]

Lol, Graham Ross will be going mental about his surge of hits from this forum.

[quietmouse]

Sometimes I wonder if the human race is doomed to mediocrity

[badger]

Britney Spears got all dressed up on Saturday night for a lovely meal with her dad, Jamie, at the new restaurant at Social Hollywood.

[shonky]

his full name's Graham Ross, sign up for some updates on lean management techniques here http://www.leankaizen.co.uk

Christ, we had those stnuc at our place, they now have an office at our HO. Spent 3 grand getting 2 of these pricks in for the whole week and they came up with the idea of reducing work downtime by putting printers nearer the people printing to them. Obviously it wowed our clueless fuck managers greatly and left the rest of us just a tad unimpressed.

[shonky]

Britney Spears got all dressed up on Saturday night for a lovely meal with her dad, Jamie, at the new restaurant at Social Hollywood.

Knowing there's people in the world fascinated by celebrity trivia does make me feel like my world's quite interesting. Please stop reminding me, thanks.

[kins83]

We treat subscribers as friends.

What a bunch of wankers.

[shonky]

"In a world that is awash with improvement specialists and consultants, Lean kaizen has not only been easy to adopt and understand but has dramatically improved our lead-time on many processes.

One main process moved from a 28 day turnaround to only 5 days.

However the main benefit has been the motivation and empowerment the teams have been left with".

Gerard Newnham, Business Change Manager,


That's my organisation - and no it fucking hasn't - COCK!!!

[forensix (mcr)]

[dubluke]

i just woke up