Office excellence
Office Excellence is a management concept for optimizing productivity in the office and in administrative processes.
history
The term and the underlying management model was developed in 2002 by the Macils management agency as part of a joint project with numerous industrial companies and in collaboration with the Kaizen Institute and Klaus Bieber. The term office excellence appears for the first time in the context of a project group of 20 German companies in 2003. In this group, tried and tested procedural models and methods from Lean, CIP, TPM, ... were brought together and structured in a level model. Since then, the methods have been systematically developed and the term has been adopted and used by more and more organizations.
scope
The spectrum ranges from the activities at the individual workplace (e.g. working with e-mails) to working with direct colleagues in a department or a work team (e.g. uniform filing standards) to work processes and company processes (e.g. billing a business trip or processing a customer order). The basic goal of Office Excellence is to make work easier for employees in offices. This goes hand in hand with the improvement of productivity , quality and lead times in office work.
Basic idea
Companies optimize the processes using catchwords such as "Lean", " Kaizen ", " Continuous Improvement Process " (CIP) or "Total Productive Maintenance" (TPM), taking into account all those involved. However, the focus here is to a large extent on production and the direct manufacturing processes. Office Excellence transfers the proven methods and procedural steps to the offices. Related terms in management language are " Lean Administration ", "Office Kaizen", "CIP in the office", "TPM in the office" etc.
In the first step, the employees improve order in the offices and develop an eye for waste and added value . Office Excellence makes use of small systematic method packages for the further optimization, which are mapped in a 6 level model. In each level, the potential is uncovered step by step, the employees start at their own workplace and then continue with more extensive topics in the overarching processes in each subsequent level.
Office Excellence provides tools for every level and formulates a clear expectation. In this way, on the one hand, the employees can be systematically trained and the improvements can be secured through audits.
6 level model
The methods, tools and procedural steps are arranged in 6 levels. Each level has a clear objective, which can also be measured or audited if necessary. It makes sense to go through the levels one after the other. However, it is also possible to join in across the board and use individual levels or individual methods.
Level 1
Level 1 creates a good starting point in one's own workplace and in self-organization. Level 1 should be started with high team dynamics.
Level 1 employees can be expected to
- they started with themselves,
- Order is a matter of course,
- Waste is recognized!
Level 2
Level 2 improves cooperation in the individual departments and the interfaces to colleagues.
Level 2 departments can be expected to
- everything is found in 1 minute,
- the availability is clearly regulated,
- Standards are visualized and adhered to.
Level 3
Level 3 improves the processes and relates to the procedures between the departments.
One can expect from level 3 employees that
- they think in terms of processes,
- have discovered their internal customer,
- Solve problems in a structured way.
Level 4
Level 4 develops working in teams, promotes performance and creates transparency through key figures and visualization.
Level 4 teams can be expected to
- they make their performance measurable from the customer's perspective,
- they work with key figures,
- the visualization is actively used.
Level 5
Level 5 further promotes personal responsibility and innovative office, room, IT and work concepts.
Level 5 companies can be expected to
- innovative office and room concepts are pursued,
- innovative IT solutions are implemented,
- the employees work with a high degree of personal responsibility.
Level 6
Level 6 aims to become a benchmark in selected topics and to implement best practice solutions.
Level 6 companies can be expected to
- 0-error strategies are also implemented in the office
- Benchmarking is actively pursued
- there is no standstill in the continuous further optimization.
The Office Excellence Award
The Office Excellence Award recognizes teams or companies that have demonstrably made the most effective efforts to increase office efficiency in a company comparison. In the first step, the Office Excellence Award is based on a self-assessment in the form of a questionnaire by those involved. In the second step, the three best assessments are analyzed and rated by an independent jury. The basis for awarding the Office Excellence Award are three categories: First, the current situation of the offices, the processes and the work culture. This evaluates the current situation in the offices, the processes and the work culture. Second, the quality and dynamics of the improvement program are assessed. This includes the actual path and the project structure, but also the methods and tools used for the continuous improvement of office work towards Office Excellence. Third, the scope of the actions is recorded in numbers and data. The winners will be honored at the annual "Office Excellence Congress". The Office Excellence Award has been given since 2003. The following companies have won the Office Excellence Award:
| year | Cat. | 1st place | 2nd place | 3rd place |
|---|---|---|---|---|
| 2003 | Cherry GmbH | Wittenstein AG | Heraeus Noblelight GmbH | |
| 2004 | Werner & Mertz GmbH | Heraeus Noblelight GmbH | ContiTech Antriebssysteme GmbH | |
| 2005 | Mann + Hummel GmbH | Hettich Management Service GmbH | ContiTech Antriebssysteme GmbH | |
| 2006 | Mann + Hummel GmbH |
Hettich International and Kühnle, Kopp & Kausch AG |
mhplus company health insurance fund | |
| 2007 | Hettich International | mhplus company health insurance fund | WIKA Alexander Wiegand SE & Co. KG | |
| 2008 | Hettich International | Wieland-Werke AG | WIKA Alexander Wiegand SE & Co. KG | |
| 2010 | A. | Wieland-Werke AG | WIKA Alexander Wiegand SE & Co. KG | The Volkswagen Transparent Factory |
| 2010 | B. | Volkswagen AG | Wieland-Werke AG | Heraeus Noblelight GmbH |
| 2011 | A. | Steelcase AG | Daimler AG Mannheim plant | Brady Offer GmbH |
| 2011 | B. | Daimler AG Mannheim plant | Brady Offer GmbH | CeramTec GmbH |
| 2013 | A. | WIKA Alexander Wiegand SE & Co. KG | Harting Technology Group | EDAG Production Solutions GmbH & Co. KG |
| 2013 | B. | Viessmann GmbH & Co. KG | Harting Technology Group | BauschLinnemann GmbH |
| 2016 | A. | Schmitz Cargobull plant in Vreden
Siemens device factory in Erlangen |
Wieland-Werke AG Villingen plant
ANDREAS STIHL AG & Co. KG |
|
| 2016 | B. | Viessmann GmbH & Co. KG
Schmitz Cargobull plant in Vreden |
WIKA Alexander Wiegand SE & Co. KG | |
| 2016 | Audience award
Schmitz Cargobull plant in Vreden |
|||
| 2018 | A. | Conti Temic microelectronic GmbH | Bora ventilation technology GmbH | Herma GmbH |
| 2018 | B. | Welser profiles Germany | Robert Bosch GmbH Bamberg plant | Conti Temic microelectronic GmbH |
| 2019 | A. | PERI GmbH | ||
| 2019 | B. | PERI GmbH |
The Office Excellence Award has been presented in two categories since 2010: Category A honors the "Best Office Organization - Quality of Office Work / Current State", Category B honors the "Best Improvement Program - Dynamic in CIP".
Initiatives
Benchmarking & transfer project Office Excellence
Since 2001, 30 companies have been exchanging experiences on this methodology in a cross-company initiative called the "Benchmarking & Transfer Project Office Excellence". Tools are further developed here and moderators and implementation coordinators are trained in joint training courses. Consultants and practical experts accompany the companies during the introduction in the pilot areas. The project group is coordinated and led by the management agency macils.
As part of the project group, around 100 moderators were trained, 1,000 workshops held and 10,000 employees trained.
Study by the Fraunhofer Society
In a study by the Fraunhofer Institute IAO it was shown that the average productivity rate in German offices is only 60.7%. The respondents see the main potential in the recurring routine activities.
literature
- Bieber, Klaus; Leikep, Sabine: The way - efficiency in the office with Kaizen methods, ISBN 3-8334-6341-4 , ISBN 978-3-8334-6341-9
- Imai, Masaaki: Kaizen: The key to Japanese success in competition. Ullstein, Frankfurt / M. 1986, ISBN 978-3-7844-7287-4
- Mike Rother, John Shook: Learning to See - Value-stream mapping to create value and eliminate muda. Lean Enterprise Institute; German translation: Mike Rother, John Shook: Learning to see - using value stream design to increase added value and eliminate waste. Workbook, ed. from the Lean Management Institute, Aachen, 2004, ISBN 978-3-9809521-1-8
- Wiegand, Bodo, Franck, Philip, Lean Administration I, The Analysis. How business processes become transparent, Workbook, Lean Management Institute 2004, ISBN 978-3-9809521-0-1
- Wiegand, Bodo , Nutz, Katja: Lean Administration II, The Optimization. How to manage business processes properly, Lean Management Institute 2007, ISBN 978-3-9809521-5-6
- James P. Womack, Daniel T. Jones: Lean Thinking: Banish Waste and Create Wealth in Your Corporation. B&T, 2nd ed., 2003, ISBN 978-0-7432-4927-0 ; German translation: James P. Womack, Daniel T. Jones: Lean Thinking: Throwing off ballast, increasing corporate profits, Campus 2004