Waste Heat Recovery in Cement Industry at Mapl Leaf Cement Factory
Comparison Between Office and Factory Waste
Transcript of Comparison Between Office and Factory Waste
A Comparison Between Factory Waste and Office Waste: Live Simulation Case Study in an Office Environment
Paper
Kleber F. Barcia 1023 W. Arkansas Ln Apt. 7
Arlington, TX 76013, USA
The University of Texas at Arlington
Industrial Manufacturing System Engineering
Phone Number: 817-275-2747
Fax Number: 817-272-3406
Email: [email protected]
Bonnie Boardman PO Box 19017, 420 Woolf Hall
Arlington, TX 76019 – 1107, USA
The University of Texas at Arlington
Industrial Manufacturing System Engineering
Phone Number: 817-272-3220
Fax Number: 817-272-3406
Email: [email protected]
Mary E. Johnson PO Box 19017, 420 Woolf Hall
Arlington, TX 76019 – 1107, USA
The University of Texas at Arlington
Industrial Manufacturing System Engineering
Phone Number: 817-272-5919
Fax Number: 817-272-3406
Email: [email protected]
Keywords: Office waste, lean office, office improvement, office environment, lean techniques
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A Comparison Between Factory Waste and Office Waste: Live Simulation Case Study in an Office Environment
Abstract
In the overall production environment, the factory and the office areas have a strong relationship.
This paper describes the different types of wastes and non-value added activities in the manufacturing process
and their causes. Comparison is made between factory waste and office waste, and the relationship between
the two work environments is discussed. A live simulation case study is presented to illustrate the relationship
between office waste and factory waste, and to demonstrate the improvement of an office environment
through the elimination of waste using lean techniques.
1 Introduction
In the overall production environment, the factory and the office areas have a strong relationship.
They are both connected and interdependent. The factory demands from the office the right paperwork on the
line, at the right time, and in the right amounts [1]. The office demands from the factory the right product or
service, at the right time, and in the right amounts. In this relationship, for example, quotations and approved
purchase orders are sent to the customers with both product quantity and product delivery time based on the
efficiency of the factory process. At the same time, the shop floor depends on the efficiency of document
processing to get on-time sales orders and to have an accurate amount of raw material when it is needed.
One goal of an enterprise is to reduce the overall lead time that the customer experiences [1].
Increasing product quality, shipping products on time to the customer, and improving the company net
income are other goals that can be reached if a lean office works together with a lean factory. The
identification of wastes or non-value added activities in a factory allows eliminating these undesirable wastes
through the application of lean techniques. In the same way, the identification of the non-value added
activities in an office process allows eliminating them through the application of similar techniques and
improves the overall process.
Customers expect a higher degree of service each time a purchase is made. The trend of ever
increasing customer expectations is expected to continue. A company must implement constant and radical
change to develop and maintain a competitive advantage [2]. In recent years, companies have attempted
numerous strategies to maximize shop floor efficiency, but companies have often ignored the importance of
the office in overall efficiency. Office tasks represent from 50% to 80% of the total lead-time consumed, from
receiving the request for the products to delivering the products to the customer [1]. Office tasks consist of as
much as 95% non-value added time. Some strategies applied to increase efficiency on the shop floor are total
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quality management (TQM), six sigma, reengineering, agility, and lean manufacturing. All of these strategies
can also be successfully applied on the office. Suri states in his book, Quick Response Manufacturing, some
reasons why office processes are significant, and why office processes are neglected in a manufacturing
enterprise [3].
Why office processes are significant:
• They account for more than half the lead-time in many companies.
• They can account for more that 25% of the cost of goods sold.
• They can have a substantial impact on order capture rate.
Why office processes are neglected:
• A traditional focus on shop floor processes, stemming from the success of scientific
management methods.
• Costing based on the direct labor.
• Absence of lead-time measurement for office activities.
• Lack of appreciation for the impact and benefits of lead-time reduction in the office.
• Cost-based mind-set and misconceptions about Quick Response Manufacturing
methods.
This paper describes the different types of waste or non-value added activities in a manufacturing
process and their causes. Next, a comparison is made between factory waste and office waste. Finally the
waste relationship between the two work environments is discussed. The objectives of this paper are twofold.
First, establish the similarities and differences in factory waste and office waste. Secondly, provide
background on lean principles used to transform an office into a high-performing lean office by identifying
and eliminating non-value added activities. A live simulation is described which demonstrates the
improvement of an office environment through the elimination of waste using lean techniques.
2 Factory Wastes
The key measure of a business process is lead-time. Lead-time is the amount of time that elapses
between when a customer requests something, and when the request is met and/or paid for. It consists of
value-added time or activities, non-value-added time or activities, and business value-added time or activities
[4]. A value-added activity is any activity that increases the market form or function of the product or service.
These are things the customer is willing to pay for. A non-value-added activity is any activity that does not
add market form, or function to the product or service, or is not necessary. These activities should be
eliminated. A business value-added activity is any activity that does not add market form or function to the
product or service but is necessary. These activities should be simplified, reduced, or integrated.
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In some "good" non-engineered business processes, for every activity that adds value, about 30
activities will fail to add value [5]. Many processes like government entitlement programs, claims processing
programs, and insurance approval programs will contain 1,000 or more non-value added activities for every
value added activity. In a small company, typically 95 % of the lead-time is non-value added [6].
Waste or non-value-added activity is a term that was born within the Toyota Production System
(TPS) [7]. They identify seven kind of waste in a factory area: overproduction, waiting time, transporting,
over-processing, inventory (WIP), scrap and rework, and excess motion of operation. Waste is any work that
does not add value to a product or service. If the customer does not benefit from it, it is waste [8]. The NIST
MEP Lean Training and the Texas Manufacturing Assistance Center training on lean identified two additional
wastes for lean factory: people waste, and material and natural resources waste. [4]. The Kaufman Consulting
Group developed the “Schlipstraeger Wastes” that details different office wastes in four groups: people
energy waste, process waste, information waste, and people work waste [8]. People energy wastes are divided
into seven categories: structure waste, ownership waste, control waste, tampering waste, focus waste,
assignment waste, and goal alignment waste. Process wastes are divided into eight categories: strategic waste,
sub-optimization waste, unbalance flow waste, standardization waste, reliability waste, work-around waste,
checking waste, and boundary waste. Information wastes are divided into five categories: hand-off waste,
translation waste, missing information waste, irrelevant information waste, and inaccurate information waste.
People work wastes are divided into three categories: processing waste, motion waste, and waiting waste.
Mika states three additional types of waste. These are human underutilization, improper use of computers, and
working to the wrong metrics. The most important of these is the second one, improper use of computers have
added complexity, cost, and waste instead of decreasing them [9].
Wastes in an office can be identified and classified in the same way as wastes in a factory.
Identifying and minimizing these wastes can create tremendous saving in office areas. Lean principles, kaizen
methods, and reengineering approaches can be applied in an office environment for improving documentation
flow and reducing the total lead-time in the process, in general, for achieving excellence in non-
manufacturing areas.
3 Lean Techniques
Lean is a systematic approach to identifying and eliminating waste or non-value added activities
through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection
[4]. Many companies make the mistake of introducing lean thinking only on the manufacturing processes.
There is usually a great deal of waste and ineffectiveness within the company’s office processes. Lean
concepts must be applied throughout a business: order entry, product design, engineering, purchasing and
inventory management, schedule and production control, cost accounting, and general accounting. It needs to
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be subjected to the same waste analysis and waste elimination efforts as processes within the value streams.
Lean principles include understanding customer value, introduction of flow and the pull approach, and the
quest of perfection. All can be applied to office processes. Some advantages to making an office lean are: a
company can make substantial savings by eliminating waste in the support process, a lean factory needs a lean
office, and people, when freed from waste, are available to work on value-added activities [10].
A brief discussion of some lean techniques that can be used to improve an office processes follow.
3.1 Value Stream Mapping (VSM)
Value stream mapping involves step-by-step tracing of the activities that are involved in, ultimately,
the final product or service being delivered to the customer. It is a simple, visual approach that creates a clear
picture of current material and information flow associated with a specific product family. Based on this
picture, it is possible to identify lean techniques that can improve the flow and eliminate waste in the process.
VSM also incorporates new ideas in a new picture of how material and information have to flow for that
product group, creating an action plan that makes the new picture a reality. VSM is very important in an
office environment. The steps that are taken in an office have a profound effect on what happen on the
manufacturing floor. VSM helps workers to understand the flow of paperwork and the timing of that flow.
Only then will it be possible to implement lean tools and techniques that can improve the flow and eliminate
waste in the process.
3.2 5 S
The 5 steps to workplace organization originally came from 5 words used by Japanese manufacturers
to achieve a clean, well-organized, and safe workplace. The National Institute of Standards and Technology
Manufacturing Extension Partnership (NIST/MEP) defines the 5 S as follow: Sort. Perform “Sort Through
and Sort Out” by placing a red tag on all unneeded items and moving them to a temporary holding area.
Within a predetermined time, the red tag items are disposed, sold, moved or given away. Set in Order.
Identify the best location for remaining items, relocate out of place items, set inventory limits, and install
temporary location indicators. Shine. Clean everything, inside and out. Continue to inspect items by cleaning
them and to prevent dirt, grime, and contamination from occurring. Standardize. Create the rules for
maintaining and controlling the first 3 S and use visual controls. Sustain. Ensure adherence to the 5 S
standards through communication, training, and self-discipline.
3.3 Point of Use Storage (POUS)
This lean technique states that the location of all parts, raw materials, tools, and fixtures has to be as
close as possible to where they are being used. In office processes, POUS eliminates non-value added kitting
of any form or document, eliminates, altogether, the concept of a stockroom, improves inventory accuracy
and tracking, and minimizes waste of transportation, processing, people, motion, and waiting.
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3.4 Team Work and Cross Training
Process improvement teams are cross-trained and responsible for detecting waste. Departmental
barriers are eliminated and replaced with cross-functional teams that study the process and then immediately
implement improvements. The Delaware Valley Industrial Resource Center presents a case study where a
distributor of aircraft parts to the commercial and defense industries applied a cross-functional team approach
to its order entry process. Customer service, technical support, purchasing, and quality assurance personnel
formed the teams. The company reduced its lead-time by 66 %, from 3 months to 1 month [11].
3.5 Cellular Layout
This technique helps to decide the proper placement of equipment in a production or office
environment. The benefits of a good cellular layout are: reduced inventory, work in process, set-up time, and
material handling; balanced work; improved use of human resources; improved control and automation;
minimized walking time; and improved working area. Cellular layout includes work balancing, which
maximizes worker efficiency by matching work content to tatk time.
3.6 Pull System
Another lean technique is flowing the product at the pull of the customer. A technique of controlling
the flow of resources by replacing only what has been consumed. Pull systems eliminate waste of handling,
storage, expediting, obsolescence, repair, rework, facilities, equipment, and excess inventory (work-in-process
and finished). Pull systems consist of small lots, low inventories, better communication, and management by
sight. Converting the manufacturing process and the office process from a push system to a pull system can
enable the entire company to run more smoothly.
Change from traditional office to lean office often frightens office workers because it represents a
dramatically different approach within the company, and demands a very different way of thinking about
processing data [10]. Most people need a considerable amount of training and a gradual changeover to their
new roles, as the company transforms lean principles from theoretical to an everyday reality throughout the
workplace.
4 Factory Wastes and Office Wastes
Based on the factory waste definitions given by the NIST/MEP and the Texas Manufacturing
Assistance Center (TMAC), it is possible to establish a relationship between factory wastes and office wastes
[4, 6]. Table 1 gives the definition of nine factory wastes and the definition for the same nine wastes found in
the office area.
It is important to establish waste similarities between these two areas. This allows minimizing the
presence of waste in the whole process using the same techniques in both areas. Some of these similarities
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are: factory and office try to produce more than they need; factory and office try to have more than they need;
factory and office lose time waiting for processing a part or a form; and factory and office do not use the
correct capacity of people in their areas. For instance, factory area and office area must know that they have to
eliminate the common transportation waste. Factory people identify this problem as the necessity of reducing
transportation of parts and materials around the plant and office people identify this problem as the necessity
of reducing the transportation of forms and information around the office.
Waste Factory Waste Office Waste
Overproduction Making more than is required, earlier than is required, and faster than is required by the next process
Making more than is required, earlier than is required, and faster than is required by the next process
Inventory Any supply in excess of a one-piece flow through your manufacturing process
Any supply in excess of a one-piece flow through your office process
Defects Inspection and repair of material in inventory Inspection and correction of forms and information in inventory
Processing Effort that adds no value to the product or service from the customers’ viewpoint
Effort that adds no value to the service from the customers’ viewpoint
Waiting Idle time created when waiting for something.
Idle time created when waiting for something.
People The waste of not using people’s abilities (mental, creative, physical, skill).
The waste of not using people’s abilities (mental, creative, physical, skill).
Motion Any movement of people or machines that does not add value to the product or service
Any movement of people or equipment that does not add value to the service.
Transportation Transporting parts and materials around the plant
Transporting forms and information around the office
Material & Natural Resources
Anything that cannot be reused, recycled, or resold
Anything that cannot be reduced, reused, or recycled.
Table 1. Factory Waste and Office Waste Comparison
Definition, causes, and examples of each office waste are presented below.
4.1 Overproduction Waste
Overproduction waste can be defined as making more than is required by the next process, or making
earlier than is required by the next process, or making faster than is required by the next process. Causes of
overproduction are: just-in-case logic, long process set-ups, unleveled scheduling, unbalanced workload, loss
of focus on company’s objective, weak organizational structure, ineffective supervision, and lack of
communication. Examples of overproduction wastes are: printing documents earlier in batches due to long
printer set-up, printing a document twice just in case, preparing monthly reports early, using a shotgun
approach for analysis instead of a focused approach (lots of trade shows, instead of focusing on one), multiple
bosses and multiple jobs cause wrong order of jobs, and memos to everyone. These examples can be thought
of both in terms of too many things produced, and in terms of too much information gathered, stored, and
maintained.
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4.2 Inventory Waste
Inventory waste is any supply in excess of a one-piece flow through your office process. Causes of
excess inventory are: buying excessive supply material, bad scheduling, unbalanced workload, irrelevant data
existence, unstructured reward system, inconsistent work speed, and just-in-case logic. Examples of inventory
wastes are: buying supplies just-in-case (too many pens, papers), files pile up between work desks, documents
are waiting to be matched or signed, and no storage space because it is filled with other items that are not
needed.
4.3 Defect Waste
Defect waste is the inspection and correction of forms and information in inventory. Causes of
defects are: improperly trained/unskilled employees, lack of communication/information, performing
monotonous work, doing processes in a rush, poor design of forms and equipment, bad quality of supply
material, environmental problems, and confusing procedures. Examples of defect wastes are: improper
lighting, not enough space to fill in forms, purchase order does not match with quotation, typographical error,
lack of checklist, and leaky pens.
4.4 Processing Waste
Effort that adds no value to the service from the customers’ viewpoint is processing waste. Causes of
processing wastes are: just-in-case logic, lack of communication /information, redundant approval/inspection,
true requirements undefined, improperly trained/unskilled employee, non-standardized business process, and
re-entering data. Examples of processing wastes are: printing and mailing, faxing, overnight mailing, and e-
mailing the same memo, lack of proper instruction for filling out forms, repetition of same information in
different forms, use of different software in different departments when processing an order, and re-keying a
purchase order.
4.5 Waiting Waste
Waiting waste is idle time created when waiting for something. Causes of waiting wastes are:
unbalanced workload, redundant approval, unreliable equipment, material waiting to be handled, improperly
coordinated departments, long equipment setups, and inconsistent work speed. Examples of waiting wastes
are: waiting for printer to warm-up, printer or computer break-down, mail delivery within the firm, different
work schedules of team members meeting, attendees not all on time, and waiting for signatures.
4.6 People waste
People waste involves not using people’s abilities (mental, creative, physical, skill). Causes of people
wastes are: bad hiring practices, politics/corporate culture, improperly trained employees, old guard thinking,
politics, and business culture. Examples of people wastes are: bypassing procedures to hire a favorite
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candidate, start using MRP software without prior training, unclear qualifications, and not providing
opportunity for growth.
4.7 Motion Waste
Any movement of people or equipment that does not add value to the service is motion waste.
Causes of motion wastes are: poor workplace organization, bad scheduling of work, taking many backups,
improper/lack of training, nonstandard work methods, redundant approval, and bad hiring practices. Examples
of motion wastes are: keeping forms far from reach of employees, looking for items because they do not have
a defined place, unfilled papers, not grouping similar orders, saving files everywhere, employee working by
experience instead of standard method, and making a draft before preparing formal document.
4.8 Transportation Waste
Transporting forms and information around the office is transportation waste. Causes of
transportation wastes are: poor location of office to other areas, poor location of supply to other desks, large
file storage area, poor document flow scheduling, improper batch sizing, lack of signs, and defects. Examples
of transportation wastes are: copier is too far from desk, paper and stapler kept away from printer and copier,
no signs identifying areas or departments, walking back and forth to correct mistakes, and long travel for
small amount of documents.
4.9 Material Waste & Natural Resources Waste
Anything that cannot be reduced, reused, or recycled makes up material waste and natural resources
waste. Causes of material and natural resource wastes are: poor purchasing habits, just-in-case logic,
improperly trained or unskilled employees, poor efficiency of support equipment, and bad process and
document design. Examples of material and natural resources wastes are: poor storage of temperature
sensitive materials; use of poorly maintained copiers causing a waste of paper, ink, time and money;
requirement of extra and unnecessary documents; poor utilization of paper space; too many copies in too
many places; and non-energy efficient office equipment.
5 Lean Office Live Simulation
TMAC and the Automation & Robotics Research Institute (ARRI) are exploring the application of
lean principles in administrative processes. They have developed a lean office-training workshop with live
simulation [6] to show the relationship between factory wastes and the office wastes. The live simulation also
shows the implementation of the lean techniques in two office processes: the generation of quotations based
on request for quotations and the generation of sales orders based on purchase orders.
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The lean office simulation involves a mix of classroom style learning with an interactive live
simulation, where participants take on the roles of managers and workers within a company. During the
simulation, participants learn and use lean techniques, using the same terms taught in lean for the factory. The
participants work in a traditional office environment with forms, calculators, and procedures. By the end of
the simulation, they helped redesign a leaner office that gets more done with less effort.
In the office live simulation, two departments are setup and staffed to process Request For
Quotations (RFQ) and Purchase Orders (PO) that come from the company's customers. The two departments
are the Sales Department and the Estimating Department. The Sales Department handles all interactions with
the customer. The Sales Department receives RFQ's, requests quotes, checks credit, receives PO's, accepts
PO's, issues Sales Orders, and other customer contact. The Estimation Department provides current quotes on
manufacturing and material costs, and inventory availability. See Figure 1.
Estimating Department
Sales Sales
Quotation / Purchase
Sales Department
Customer
RFQ RFQA PO POA POC Q
Order Entry Department
Billing/Invoice Department
Warehouse
Production Department VP
Figure 1. Workflows in the Sales and Estimating Departments
The office is transformed in three "rounds". Improvements are implemented for each "round".
Through the implementation of the lean techniques, the office is transformed from a confused and slow
environment to a much more efficient, effective, and predictable one. The relationship between the factory
wastes and the office wastes, and the implementation of the lean techniques in two office processes is
presented in three steps:
Round one-office waste identification. The office wastes are identified based on the factory wastes
classification defined by NIST/MEP and TMAC.
Round two-lean techniques implementations. After running round one, most of the office wastes are
identified. A set of lean techniques is implemented to improve the process as seen in Table 2.
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Round three-lean techniques implementations. After running round two, additional lean techniques
are applied to eliminate wastes. Team work, cross training, cellular layout (see Figure 2), and pull system are
implemented. See Table 3.
Waste Description Lean
techniques implemented
Changes incorporated in Round 2
Inventory Buying stuff just-in-case (too many pens, papers) Improve documentation
(forms & logs) Files pile up between work desks Implement inboxes
No storage space because it is filled with other stuff we don’t need 5S Remove unnecessary items &
forms Motion Papers not filed Saving files everywhere
Transportation No signs identifying areas or departments
Visual Control Use big signs
Use labels on trays
Motion Keeping forms far from reach of workers POUS Remove document keeper
Forms available near to the desk
Transportation Copier is too far from desk Layout Move fax closer to sales representative 1
Simplify process Overproduction Copy documents twice just-in-case Zero copies
Processing Lack of proper instruction for filling out form Improve forms
Repetition of same information in different forms
Standardized Work Reassign work tasks
Material and Natural Resources
Requirement of extra and unnecessary documents Eliminate steps
Defect Not enough space to fill in forms
Table 2. Round 2. Waste Identified and their Related Lean Techniques
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To Customer To Order Entry Dept.
Quotation Process
Fax
Fax
Documentation
SSaalleess RReepp.. 11
EEssttiimmaattiioonn AAssssiissttaanntt Inbox
Inbox
Inbox
From Customers
Inbox
SSaalleess RReepp.. 22
SSaalleess MMaannaaggeerr
Inbox
Figure 2. Round 3. Workflows
Waste Description Lean
technique implemented
Changes incorporated in Round 3
Transportation Long travel for small amount of documents Team work Work as a team
People Underutilized workers Just one department
People Workers do not help each other Cross training
All employees have multiple skills
Processing Confusing document flow Cellular layout Implement ‘U’-shape layout
Waiting Documents are waiting to be matched or signed
Work Balancing
Balance work between team members
Processing Confusing document flow Pull System One piece flow
Table 3. Round 3. Waste Identified and their Related Lean Techniques
The live simulation demonstrates that it is possible to improve the office environment productivity using
lean techniques. Some results from previously run simulations are:
• Movement and transportation of orders decreased 95 %.
• Total cycle time for generating a quotation decreased 75 %.
• Office cost and employee cost decreased 50 %.
• Number of RFQ processed increased 450 %.
• RFQ in the process (WIP) at the end of the simulation cycle decreased 100 %.
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6 Conclusion
Wastes in an office environment can be treated in the same way that wastes are treated in a factory.
Identifying and minimizing these wastes can create tremendous savings in office areas. In an enterprise, the
connection between the office and the factory is key to reducing overall lead-time. Lean principles can be
applied to office areas for improving documentation flow and reducing the total lead-time.
To promote integration and cooperation in the enterprise, lean training for office employees should
contain the same terminology as the lean training for the factory. A combination of classroom training and
live simulation is recommended. The live simulation has been used to demonstrate lean principles to office
employees.
References
[1] B. S. Boardman and M. E. Johnson, "Lean Techniques in an Office Setting," Proceedings of the
2001 8th Annual E&R Foundation Summer Workshop. Chicago, IL, July 2001.
[2] D. R. Underdown, "An Entreprise Transformation Methodology," Industrial Engineering. Arlington,
TX: University of Texas at Arlington, 1997, pp. 315.
[3] R. Suri, Quick Response Manufacturing: A Companywide Approach to Reducing Lead Times:
Productivity Press Inc., 1998.
[4] NIST/MEP, "Principles of lean manufacturing 101," National Institute of Standards and Technology
Manufacturing Extension Partnership 1998.
[5] D. Ulis, "Business Process Engineering," CMA Management Accounting Magazine, vol. 67, 1993,
pp. 21-25.
[6] TMAC and ARRI, "Lean Office Training," Texas Manufacturing Assistance Center and Automation
& Robotics Research Institute, Fort Worth, TX 2001.
[7] J. P. Womack and D. T. Jones, Lean Thinking. New York: Simon & Schuster, 1996.
[8] KCG, "Office Kaizen: Making lean work in service environment," The Kaufman Consulting Group,
LLC, Carmel, IN 1999.
[9] G. Mika, "Eliminating all muda," Manufacturing Engineering, vol. 126, 2001, pp. 18.
[10] B. Maskell, "Accounting for lean manufacturing," Manufacturing Engineering, vol. 125, 2000, pp.
46-47.
[11] DVIRC, "Administrative flow," Delaware Valley Industrial Resource Center, Delaware 2000.
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Bibliographies
Kleber F. Barcia is a Ph. D student of Industrial and Manufacturing Systems Engineering
Department at The University of Texas at Arlington (UTA). Kleber is also a Graduate Assistant Researcher at
UTA Automation & Robotics Research Institute (ARRI). Kleber has a BS in Mechanical Engineering, MS in
Agricultural Economics, and he is currently working on his Ph.D. dissertation. He has experience in lean
office techniques application. For the past 2 years at ARRI, he has been focusing on the development of the
lean office workshop. His research interests are lean techniques, industrial simulation, and industrial processes
design. He is currently working in the development of a methodology to identify and eliminate non-value
added in office environment in small companies. USA.
Bonnie Boardman is an Assistant Professor of Industrial and Manufacturing Systems Engineering at
The University of Texas at Arlington. Her primary research interests are in the logistics and resource
planning disciplines. Dr. Boardman holds a B.S. and Ph.D. in Industrial Engineering from The University of
Arkansas and an M.S. in Industrial Engineering from Texas A&M University. Dr. Boardman is active in
numerous technical and professional organizations. She is the student advisor for the UTA Alpha Pi Mu, the
National Industrial Engineering honor society and a co-sponsor of the APICS student chapter, the Educational
Society for Resource Management. She also holds the position of Newsletter Editor for the Greater Fort
Worth Chapter of APICS. USA.
Mary E. Johnson is the Enterprise Engineering Program Coordinator at The University of Texas at
Arlington Automation & Robotics Research Institute (ARRI). Mary has a Ph.D in Industrial Engineering. She
has hands-on experience as an Industrial Engineer in the aerospace, beverage packaging, and financial
services industries. For the past 10 years at ARRI, she has been focusing on the development of the discipline
of Enterprise Engineering http://arri.uta.edu/eif/. She has published papers on enterprise performance
measures, strategic justification of enterprise technologies, strategic information systems, enterprise modeling,
and enterprise process design. Her research interests are enterprise design, supply chain design, performance
measures, chaos theory in manufacturing, and complexity. USA.