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Opportunities for Lean
• Departments were merged into a single division a
central vision to develop
• The value of work effort was not clearly identifiab
• Many, many handoffs
• Processes were designed around batching work
• Work inventory was stored in rooms out of the wa
site until it was processed
• Defect rates and service performance were hard
• Without adequate processes, management was r
respond to the “loudest” priority