Reduce Unique ICDs by Redesigning the Product or the Process

The objective of this activity is to reduce the number of ICDs by reducing the occurrence of an ICD in producing a unit of Output, or by reducing the number of separate ICDs used in the Output. A unique ICD is one of the key activities in the work center's contribution to the final product (O). It is separate and distinct from any other activity in the work center. For example, the fastening of a part onto a subassembly and a quality control check of the subassembly would be unique ICDs.

B. Redesign the process of producing the ICD or Output

Change the process used to produce the ICD or Output to eliminate activities.

4. Reduce movement of an Input (People, Purchases or Capital)

Reduce movement of people:
Have employees work from home to avoid commute

No.	Industry SIC	Year	Notes
1	0	2004	Ticket reservation is done electronically through its website www.jetblue.com or through its reservation agents, who work from home in Utah; no paper tickets are issued.
2	3500	2005	With the growth of globalization, independent contractors, extreme commutes, expensive gas, and the broad-band connected micropolis, companies are finding it fruitful to untether their workers from the office. At Agilent Technologies, the company closed 48 U.S. sales offices in 2003 and swiftly instructed all the employees to work from home. Today, 70% of Agilent's workforce is connected remotely either some or all the time. The company estimates that these virtual workers cost 60%. Even though employees are farther away, executives at Agilent can keep even closer tabs by monitoring output anytime they want. Daily reports can keep a run-down on what an employee does: when a call is answered, how long it takes to resolve a technical issue, and how much time passed before the phone is put back into "ready" status. It can mean more hours for employees, but more flexibility.
3	3571	2005	With the growth of globalization, independent contractors, extreme commutes, expensive gas, and the broad-band connected micropolis, companies are finding it fruitful to untether their workers from the office. At Sun Microsystems Inc., nearly 50% of employees can work from home, cafes, drop-in centers, a company office, or some combination thereof – saving the company $300 million in real estate costs. Companies are finding that allowing workers more flexibility to work from remote places increases productivity. Sun says its virtual workers are 15% more productive than their office-tethered brothers. Employee flexibility is seen as a crucial management strategy that can improve worker performance and company financials.

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