Tools To Make Waste Visible. 2 FOR INTERNAL USE ONLY Module Objectives By the end of this module,...
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Transcript of Tools To Make Waste Visible. 2 FOR INTERNAL USE ONLY Module Objectives By the end of this module,...
Tools To Make Waste Visible
2FOR INTERNAL USE ONLY
Module Objectives
By the end of this module, the participant should be able to:
Develop a Spaghetti Chart to identify waste
Develop a Process Flow Diagram to identify waste
Create a Pareto Chart to identify waste
Develop a Cause and Effect Diagram to identify waste
Utilize Process Reports and Assessments to identify waste
3FOR INTERNAL USE ONLY
Recall The Five PrinciplesOf Lean Thinking
Review: Lean thinking can be summarized in five principles:
Principle 1 – Precisely specify the value of a specific process
Principle 2 – Identify the value stream for each process
Principle 3 – Allow value to flow without interruptions
Principle 4 – Let the customer pull value from the process
Principle 5 – Continuously pursue perfection
4FOR INTERNAL USE ONLY
What Tools Exist ToMake Waste Visible?
Spaghetti Chart
Process Flow Diagram
Pareto Chart
Cause and Effect Diagram
– Five Whys
Process Reports and Assessments
5FOR INTERNAL USE ONLY
Recall Types Of WasteManufacturing And Transactional
Types of waste
Overproduction
Inventory
Waiting
Transportation
Motion
Making defects
Overprocessing
Contributors to waste
Unevenness
Overburden
Current methods and processes
6FOR INTERNAL USE ONLY
Spaghetti Chart
Obtain a layout of the work area
List the steps in the process
Draw the path of the process from start to finish on the layout
Follow that piece of paper, electronic document, product, or service and “chart” it’s flow, distance traveled, loops, etc.
Focus on waste
7FOR INTERNAL USE ONLY
Example Spaghetti Chart
Red Glow Dept.
Yellow Glow Dept.
Inspection
Red Dept. Orange
Glow Dept.
Yellow Dept.
Customer
1
2
3
4
5
6
8
OBSTRUCTION
Rec/Ship/Stock
7
OBSTRUCTION
Not the most optimum of flow for our product/service.
8FOR INTERNAL USE ONLY
Show Before And After
Describe improvement with metrics (before and after): Distance traveled, floor space “saved”, touch points,
number of employees, etc.
9FOR INTERNAL USE ONLY
Process Flow Diagram
Used to make the process visible
Could include time spent at each step
Could include defect levels at each step
Could include Value-Add and Non-Value-Add
Identifies opportunities for improvement
SIPOCs, Value Stream Maps, Detailed Process Maps are all in the “family” of Process Flow Diagrams
Focus on waste
Always walk the process.
10FOR INTERNAL USE ONLY
Basic Structure
• How many Process or Operation Steps are there?
• How many Decision Points?
• How many Measurement/Inspection Points?
• Where are the Bottlenecks?
• How many Rework Loops?
Good
Bad
Good
Bad
Scrap
Warehouse
11FOR INTERNAL USE ONLY
Waste Map
Pro
cess
ing
Han
dlin
gIn
spec
tD
elay
Sto
rage
Dis
tanc
eTi
me
Remarks1
DescriptionStep
23456789101112131415
TeamDate
Comments
Component
Operation
Activity Analysis
Action Study
Waste Map.ppt
12FOR INTERNAL USE ONLY
Pareto Chart
Pareto Charts – Help Identify The “Vital Few” Factors to Focus On
80% of your profits come from 20% of your customers80% of your complaints come from 20% of your customers80% of your profits come from 20% of the time you spend80% of your sales come from 20% of your products80% of your sales are made by 20% of your sales staff
The Pareto principle (also known as the 80-20 rule, the law of the vital few) states that, for many events, roughly 80% of the effects come from 20% of the causes.
The Pareto Principal:
Pareto Principal Examples:
13FOR INTERNAL USE ONLY
Pareto Chart
A descending bar graph that helps to focus on the problems that offer the greatest potential for improvement by showing their relative frequency or size
Compare the relative frequency or cost of each problem category
Pareto Charts – Very useful and used throughout our training.
List the categories in descending order from left to right on the horizontal axis
The height of the bars corresponds to the frequency or cost
14FOR INTERNAL USE ONLY
Cause And Effect Diagram(Fishbone Diagram)
Used to allow team to identify and graphically display, in increasing detail, all potential root causes
Place problem (effect) in box on right-hand side of chart
Draw major cause categories as bones on chart
Repeatedly ask why each cause happens
Look for root cause that appears repeatedly within or across major causes
15FOR INTERNAL USE ONLY
Basic Structure Of The C&E Diagram
Problem/DesiredImprovement
Causes Effect
Main Category
Measurements Materials People
Environment Methods Machines
16FOR INTERNAL USE ONLY
Source Categories For Potential Causes
People Do they follow standards? Efficiency acceptable? Are they problem conscious? Are they responsible? Are they qualified? Are they experienced? Are they assigned to the right job? Are they willing to improve? Do they maintain good
human relations? Are they healthy?
Machines (facilities) Do they meet production
requirements? Process capability? Oiling, greasing adequacy? Is inspection adequate? Frequency of downtime and why? Does it meet precision requirements? Unusual noises? Layout adequacies? Are there enough
machines/facilities? Are they in good working order? Preventative maintenance schedule?
17FOR INTERNAL USE ONLY
Source Categories For Potential Causes
Material
Mistakes in volume?
Mistakes in grade?
Mistakes in brand name?
Are there impurities mixed up?
Is the inventory level adequate?
How much WIP is there? Where?
Is the layout adequate to accommodate materials?
Is the quality standard adequate?
Method (operation)
Are the work standards adequate?
Is the work standard upgraded?
Is is a safe procedure or method?
Does it ensure a good product?
Is the method efficient?
Is the sequence of work adequate?
How is it setup?
Is the setup adequate?
Is there adequate contact/ communication with the upstream and downstream steps?
What method is used to communicate?
18FOR INTERNAL USE ONLY
Fishbone Diagram Major Categories
The 8 Ms (used in manufacturing)Machine (technology)Method (process)Material (Includes Raw Material, Consumables and Information.)Man Power (physical work)/Mind Power (brain work): Kaizens, SuggestionsMeasurement (Inspection)Milieu/Mother Nature (Environment)Management/Money PowerMaintenance
The 8 Ps (used in service industry)Product=ServicePricePlacePromotion/EntertainmentPeople(key person)ProcessPhysical EvidenceProductivity & QualityThe 4 Ss (used in service industry)SurroundingsSuppliersSystemsSkills
These Are Only Examples – Use What Is Right For Your Project
19FOR INTERNAL USE ONLY
Basic Structure Level 1 Causes
Level 1 Cause
Problem/DesiredImprovement
Causes Effect
Main Category
Measurements Materials People
Environment Methods Machines
20FOR INTERNAL USE ONLY
“Five Whys?” One Approach To More Cause Category Detail
Ask why?
When presented with an answer, ask why?
Add additional levels to the C&E Diagram
Repeat step two until you get the real problem or issue identified
An Affinity Diagram will also add detail to the Cause Categories.
21FOR INTERNAL USE ONLY
The Five Whys Business Process Example
The “Five Whys” Method Supervisor: “Why is the sales order being released so late?”Employee: “Because the customer requirements are not entirely known”
Supervisor: “Why are the customer requirements not known?”Employee: “Because the proposal was vague and incomplete”
Supervisor: “Why was the proposal vague and incomplete?”Employee: “Because the performing organization didn’t participate in creating it”
Supervisor: “Why didn’t the proposal team consult with the proper experts?”Employee: “Because we hardly ever talk with those guys”
Supervisor: “Why is communication so poor between departments?”Engineer: “Because that is how we always do proposals, and we don’t have a
process that encourages us to work together”
22FOR INTERNAL USE ONLY
Basic Structure Level 2 Causes
Problem/DesiredImprovement
Causes Effect
Level 1 Cause
Level 2 Cause
Main Category
Measurements Materials People
Environment Methods Machines
23FOR INTERNAL USE ONLY
Objectives Review
The participant should now be able to:
Develop a Spaghetti Chart to identify waste
Develop a Process Flow Diagram to identify waste
Create a Pareto Chart to identify waste
Develop a Cause and Effect Diagram to identify waste
Utilize Process Reports and Assessments to identify waste