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PWC Consulting - Lean / Operational Excellence Capability?

 
#1 PWC Consulting - Lean / Operational Excellence Capability?
23/12/2010 15:51

OPEX

hi all,

Do any of you know anything about PWC's Lean / OPEX capability? Size of practise / number or type of clients / reputation / growth plans etc?

Any help would be much appreciated!

OPEX

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#2 RE: PWC Consulting - Lean / Operational Excellence Capability?
01/01/2011 15:06

PwC director to OPEX (#1)

Small but growing. Recruited a couple of partners from other consultancies to drive growth. Lot of opportunity with PwC's client base if you're good.

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#3 RE: PWC Consulting - Lean / Operational Excellence Capability?
02/01/2011 21:47

intersted observer to PwC director (#2)

I notice that on total jobs they have been after a senior lean consultant for a while. Ties in with them growing. Lean seems to be one of the few growth areas at the minute with non-traditional industries esp FS really buyin in to it.

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#4 RE: PWC Consulting - Lean / Operational Excellence Capability?
04/01/2011 13:17

Mr Cool to intersted observer (#3)

Yes – can confirm that Lean is very widely used in the Operations functions within FS firms. Their focus tends to be on back-office processing (and avoidance of waste in those areas that are considered non-value add)

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#5 RE: PWC Consulting - Lean / Operational Excellence Capability?
04/01/2011 13:27

Dave to Mr Cool (#4)

Can any of you explain what "Lean" actually is?

All I can find on the web is BS about "highly efficient organisations", "cutting waste" and the like. 1001 descriptions of what constitutes a "Lean organisation" but nothing at all about this oft-referred to toolkit that is named "Lean". Is it just the 2011 name for BPI?

Can anyone point me to a link which describes the "Lean methodology"?

How do consultants "do" Lean?

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#6 RE: PWC Consulting - Lean / Operational Excellence Capability?
06/07/2011 19:54

MC Hammered to Dave (#5)

Dave, slight tangent from the topic...but...

Some good books...

'LEAN Thinking' by James Womack and Dan Jones

'The LEAN Toolbox for Service Systems' by John Bicheno.

Also,

http://www.leanenterprise.org.uk/

A business can't really "do" Lean. It's a way of thinking within an organisation, the whole organisation! Has to be long term.

Put 'NHS' and 'Lean' into Google. Some good case studies of it's actual implementation on the NHS website.

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#7 RE: PWC Consulting - Lean / Operational Excellence Capability?
22/08/2011 15:12

msp to Dave (#5)

Hi Dave,

To your question about how do consultants "do" Lean:

From the purists perspective it is a strategic methodology that initially requires understanding the 'current state' which requires documenting a map including process steps, people required to the work, WIP, etc (see Learning to See by Rather and Shook). -This map then becomes the guide for developing the 'future state' and prioritizing Kaizen events usually in one service (an inch wide-mile deep).

-Simultaneously, the organization chooses key individuals across the entire company to go through Lean training (modules, quizzes, fundamental tools-See Mark Hamel's Kaizen Fieldbook- An Excellent Resource).

-The consultant guides these individuals through the training, and also begins to teach executives how the tools will highlight the improvements in Cost, Quality, Safety, Delivery & Morale. These tools focus on the elimination of waste: time, transport, defects, inventory, overproduction, processing, & motion. Furthermore the C, Q,S, D, M are tracked & trended after each Kaizen event to measure improvements, transparency & accountability and posted in a room where each leader should be required to speak to their metrics weekly/monthly/quarterly and point out why it is going well, or not.

-There are a series of milestones the company should meet before introducing further concepts (3P, Hoshin Planning, Lean Accounting), but ultimately the goal is to transfer all the knowledge to the organization and create a Lean Enterprise over 3-5 years.

-Many companies struggle with the commitment or have a short attention span and lose focus, but the pay-off is extraordinary. Obviously, look at Toyota :)

-Also, several try to fit Lean and Six Sigma in the same box and although they are complementary, Lean must be used first to stabilize and develop repeatable processes before Six Sigma can do its work of process control. Six Sigma often focuses on 'projects' as where Lean should be a 'culture' change.

Working in Lean from the Shingijutsu training has been a wonderful experience and allowed me to work in a multitude of industries. If you would like to pick more of my brain, I am always happy to share.

Hope this was helpful.

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#8 RE: PWC Consulting - Lean / Operational Excellence Capability?
22/08/2011 17:08

SirEcho to msp (#7)

Hmmmm! - lean first, then process control?

I suspect there's so much overlap with differing 'labels' and what different people understand by the terms that all sorts of perspectives could be defended.

May I suggest:

1. Quality first. Ensure you're making what the market wants.

2. Delivery second.

If you can do that, you're on the way to getting Costs right.

I would suggest that getting processes under control is a priority which will enable Q & D. THEN drain out the waste and seek to become lean.

Safety? If people have a quality approach to their processes (as well as products) safety should be part of this.

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