12 Tools to Make Waste Visible

7/27/2019 12 Tools to Make Waste Visible

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2001 ConceptFlow 1

Tools to Make Waste Visible


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2001 ConceptFlow 2

Module Objectives

By the end of this module participants 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


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2001 ConceptFlow 3

* Womack, J. P. and D. T. Jones, 1996, Lean Thinking, Simon & Schuster

Recall The Five Principles Of Lean Thinking

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 client pull value from the process

Principle 5 - Continuously pursue perfection


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2001 ConceptFlow 4

What Tools Exist To Make Waste Visible?

Workplace Organization 5S

Visual Workplace

Spaghetti Chart

Pareto Chart

Cause and Effect Diagram

Five Whys

Process Reports and Assessments


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2001 ConceptFlow 5

Manufacturing Waste

Types ofWaste Overproduction

Inventory

Waiting

Transportation

Motion

Making Defects

Overprocessing

Contributors to Waste Unevenness

Overburden

Current Methods and Processes


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2001 ConceptFlow 6

Additional Tools: Spaghetti Chart


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Spaghetti Chart

Obtain a layout List the steps in the process

Draw the path of the process from start to finish on the layout



Example Spaghetti Chart - Round #1 Of DotGame

Red Glow

Dept.

Yellow Glow

Dept.

Inspection

Red

Dept. Orange

Glow

Dept.

Yellow

Dept.

Client

1

2

3

4

5

6

8

O

B

ST

R

U

C

TI

ONRec/Ship/

Stock

7

O

B

ST

R

U

C

TI

O

N



Constructing a Spaghetti Chart



Waste Map

Remarks

1

DescriptionStep

2345

6789

101112131415

Team

DateComments

Component

Operation

Activity Analysis

Action Study

Waste Map.ppt



Additional Tools: Pareto Charts



Pareto Chart

A descending bar graph that helps to focus on the problems that offerthe greatest potential for improvement by showing their relative

frequency or size

Compare the relative frequency or cost of each problem category

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



Pareto Chart Example

0

5

10

15

20

25

30

35

40

45

B

E

G

A

C

D

F

A = 19

B = 45

C = 12 D = 7

E = 32

F = 5

G = 25


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2001 ConceptFlow 14

Team Pareto Exercise

For the Electrical Connector Exercise Flipchart a Pareto of the frequency of steps versus each element of

production (SHIP)

Where is the greatest opportunity for improvement?


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2001 ConceptFlow 15

Pareto Chart Solution

Where is the greatest improvement opportunity?


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2001 ConceptFlow 16

Exercise - Pareto Chart

Given the following data, construct a Pareto chart Item A, Frequency = 22

Item B, Frequency = 11

Item C, Frequency = 17

Item D, Frequency = 5

Item E, Frequency = 8


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2001 ConceptFlow 17


The Pareto can be created in Excel or MINITAB

0

10

20

30

A C B E D


Series1


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2001 ConceptFlow 18

Additional Tools: Cause and Effect Diagram


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2001 ConceptFlow 19

Cause And Effect Diagram (FishboneDiagram)

Used to allow team to identify and graphically display, in increasingdetail, 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 majorcauses


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2001 ConceptFlow 20

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 down-time 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?


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2001 ConceptFlow 21

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 upstreamand downstream steps?

What method is used to

communicate?


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2001 ConceptFlow 22

Team Exercise - Your Turn!

Measurements

Environment


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2001 ConceptFlow 23

Basic Structure Of The C&E Diagram

Problem/

Desired

Improvement

Causes Effect

Main Category

Measurements Materials People

Environment Methods Machines


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2001 ConceptFlow 24

Level 1 Cause

Basic Structure - Level 1 Causes

Problem/

Desired

Improvement

Causes Effect

Main Category




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2001 ConceptFlow 25

Five Whys?

1. Ask why?2. When presented with an answer, ask why?

3. Add additional levels to the C&E diagram

4. Repeat step two until you get the real problem or issue identified


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2001 ConceptFlow 26

Business Process Example - The Five Whys

The Five Whys Method -Supervisor: Why is the sales order being released so late?

Employee: Because the client requirements are not entirely known

Supervisor: Why are the client requirements not known?

Employee: Because the proposal was vague and incomplete

Supervisor: Why was the proposal vague and incomplete?Employee: Because the performing organization didnt participate

in creating it

Supervisor: Why didnt the proposal team consult with the properexperts?

Employee: Because we hardly ever talk with those guysSupervisor: Why is communication so poor between departments?

Engineer: Because that is how we always do proposals, and wedont have a process that encourages us to worktogether


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2001 ConceptFlow 27

Problem/

Desired

Improvement

Causes Effect

Level 1 Cause

Level 2 Cause

Main Category



Basic Structure - Level 2 Causes


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2001 ConceptFlow 28

Construction Of The Diagram

MethodsMaterials

Machinery Personnel

Problem/

DesiredImprovement

C/N/Sc c

s

cc

n n

nnn

Shows various influences on a process to identify

probable root causes of problem or defect

C = Control Factor

N = Noise factor

S = Standard Operating Procedure


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2001 ConceptFlow 29

Schedule Changes

Estimated

Ship Date

Changes

PEOPLE

ENVIRONMENT

SUPPLIES

POLICIES & PROCEDURES

MEASUREMENTS

PLACES

Algorithm Anomalies

MDC

NCSC

MDC Ship Confirm Late

Back Order Consolidation

NCSC Practices

Inventory Accuracy

Order Entry

Order Cancellations

Off Shift Support

In Transit Times

MDC Practices

PC Delays

Business Process Example - Estimated ShipDate Change


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2001 ConceptFlow 30

Estimated Ship Date Changes

Order Cancellations

Inventory Accuracy

Schedule Changes

PC Delays

In Transit Time

NCSC

MDC

MDC Practices

NCSC Practices

Algorithm Anomalies

MDC Ship Late

Off Shift Support

Backorder Consolidat

Order Entry

People

Policies & Procedures

Supplies

Places

Measurements

Environment

C&E for Estimated Ship Date Changes

MINITAB Generated C&E Diagram


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2001 ConceptFlow 31

Process Reports And Assessments

Various Types: Present Value Stream Map and Future Value Stream Map Existing Quality Reports; Control Charts Product Cost COPQ: recorded defect and scrap cost/rates Manufacturing Operation or Process Documents

Current Control Plans Standard Operating Procedures Manufacturing Lead TimeAttendance Safety Downtime Preventative Maintenance Schedules Expedited Transportation Material Shortages Throughput Yield Current Visual Controls


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2001 ConceptFlow 32

Case Example - Prioritize Waste/DefectOpportunities

Dark Gray - Greatest Potential Benefit

Gray - Worthwhile Opportunity

Revise

Continue

C/T = 14 days

W/T = 2 days

VA/T = 1 day

Customer

Meetings

C/T = 14 daysW/T = 2 days

VA/T = 1 day

Verify

Customer

Requirements


VA/T = 4 hours

Consult With

Manufacturing

Engineer


VA/T = 1 day

Create

Preliminary

RFQ


VA/T = 1 day

Gather Strawman

Requirements

C/T = 3 daysW/T = 4 hours

VA/T = ~ 0

Assign Buyer

C/T = 5 days

W/T = 1 day

VA/T = ~ 0

Review and

Approval Cycle

C/T = 5 days

W/T = 2 days

VA/T = 1 day

Create Final

RFQ

C/T = 5 days

W/T = 1 day

VA/T = ~0

Review and

Approval Cycle

C/T = 2 days

W/T = 1 day

VA/T = 2 hours

Release RFQ

Continue

Iterate

Revise


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2001 ConceptFlow 33

Case Example - Identify Lean Methods AndAssign Action Items

Waste Opportunity Impact Ease Priority Six Sigma/Lean Method1. Eliminate first iteration loop to

determine client needs

2. Reduce time to gather strawman

requirements

3. Reduce time required to consult

with manufacturing engineer

4. Eliminate first approval cycle

5. Reduce final approval cycle

6. Reduce time to assign buyer

5 3 15

5 2 10

3 3 9

4 3 12

4 4 16

3 3 9

Hold focused client needs

negotiation meeting

Use template or checklist to

accelerate info. gathering

Involve ME in client meetings or

use a feed forward of info.

Use client-defined template and

feed forward of prelim. info.

Use a reservation system to

enable immediate review

Implement real-time priority

system to eliminate queue

Now assign responsibilities and due dates... and get started!


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2001 ConceptFlow 34

Case Example - Map Future State, PerformDemo, And Deploy

Targets for First Round

Improvement:

C/T = 16 days

W/T = ~8 days

VA/T = 5 days

As-Is Process

Cycle Time:

C/T = 58 days

W/T = ~14 days

VA/T = 5 days

Revise

Continue

C/T = 14 days

W/T = 2 days

VA/T = 1 day

Customer

Meetings

C/T = 2 days

W/T = 2 days

VA/T = 1 day

Hold Focused

Customer Needs

Negotiation

C/T = 5 days

W/T = 2 days

VA/T = 4 hours

Consult With

Manufacturing

Engineer

C/T = 5 days

W/T = 2 days

VA/T = 1 day

Create

Preliminary

RFQ

C/T = 5 days

W/T = 2 days

VA/T = 1 day

Gather Strawman

Requirements

C/T = 1 day

W/T = 4 hours

VA/T = ~ 0

Assign Buyer

C/T = 5 days

W/T = 1 day

VA/T = ~ 0

Review and

Approval Cycle

C/T = 5 days

W/T = 2 days

VA/T = 1 day

Create Final

RFQ

C/T = 1 day

W/T = 1 day

VA/T = ~0

Review and

Approval Cycle

C/T = 2 days

W/T = 1 day

VA/T = 2 hours

Release RFQ

Continue


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2001 ConceptFlow 35

Key Learning Points


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2001 ConceptFlow 36

Module Review

By the end of this module participants 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


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