Organizing by Value Stream Cross-Functional Teams Based on Value Stream Defining Roles by Value Stream within a Department Organizing Activities for Individuals by Value Stream Creating Standard Work for Office and Service Standard Work¿What It Is and Its Purpose Elements of Standard Work The "What" Key Points¿The "How" and "Why" Time and Timing Visually Displaying Standard Work Benefits Steps to Creating Standard Work Creating Flow in Office and Services Approaches to Flow in Office and Services Combining Activities Continuous Flow Processing with Multiple Roles Concurrent Processing Designing Flow Systems for Office and Services Identify Activities Determine the Demand Rate Determine Resource Requirements Identify Roles and Responsibilities, including Standard Work Determine Training and Cross-Training Needs Develop Visual Management Techniques Typical Results Creating Level Pull in the Office Forms of Pull Systems Visibility of Queues Establishing Limits on Queues Establishing Decision Rules for the Queue Using Visual Signals That Are Worker Managed Leveling the System Steps to Implement Pull Systems Step 1: Identify the Locations Where Queues Are Expected to Form Step 2: Identify Means to Provide Visibility Step 3: Establish Limits for the Queue Step 4: Define Rules for the Queue Step 5: Train People in the Pull System Step 6: Monitor the System for Effectiveness Benefits of Office and Service Pull Systems Establishing Visual Management in Office and Services Background Approaches to Visual Management Elements of Visual Management What Is the Purpose or Function of the Area? What Activities Are Performed in the Area? How Do People Know What To Do? How Do They Know How To Do It? How Do They Know How They Are Doing? What Is Done If Performance Expectations Are Not Being Met? Including Continuous Improvement in Visual Management Lean Tools for Office and Services Workplace Organization or 5S Mistake Proofing Terms and Definitions Mistake Proofing Devices Mistake Proofing Devices and Examples Guide/Reference/Interference Device Template/Checklist Devices Light Contact Electrical Devices Counter Devices Odd-Part-Out Devices Sequence Restriction Devices Standardize and Solve Devices Critical Condition Indicator Devices Delivery Detection Devices Stopper/Gate Sensor Devices Mistake Proof Your Mistake Proofing Device Setup Reduction or Quick Changeover Functional Applications of Lean Sales and Marketing Stability Issues with Sales and Marketing Standardizing Sales and Marketing Processes Making the Sales and Marketing Function Visible Improving the Sales and Marketing Function Purchasing Stability Issues Relating to the Purchasing Function Standardizing Purchasing Processes Making the Purchasing Function Visual Improving the Purchasing Function Accounting Stability Issues in the Accounting Function Standardizing Accounting Processes Making the Accounting Function Visual Improving the Accounting Function Customer Service Stability Issues with Customer Service Standardizing Customer Service Processes Making Customer Service Visual Improving the Customer Service Function Human Resources Stability Issues Relating to Human Resources Standardizing HR Processes Making the HR Function Visible Improving the HR Function Leading the Lean Organization Driving Continuous Improvement (PDCA) Mentoring Going to the Gemba Performance Measurement Recognition Summary The Quality Toolbox Forms Index.