IT-465 Introduction to Lean part Two. IT-465 Lean Manufacturing2 Introduction Waste Walks and Spaghetti Charts Outcomes Understand what a waste walk is

IT-465

Introduction toLean part Two

IT-465 Lean Manufacturing 2

Introduction

Waste Walks and Spaghetti Charts

Outcomes• Understand what a waste walk is and why

it is important• Understand spaghetti diagrams and why

they are helpful


Waste Walks

• A useful tool used to identify potential improvements

• Typically performed by teams• Use a standardized form• Start with training on Lean concepts and what

“wastes” are vs. activities that “add value”• After waste walk, combine ideas into a working

list – use an affinity diagram or simply combine like ideas and do “weighting” of the ideas


Waste Walks


Waste Walks


Waste Walks


Waste Walks


Waste Walks


Spaghetti Diagram


Spaghetti Diagram


Spaghetti Diagram


Spaghetti Diagram


Waste Walk Tips1. Start with training2. Select “big hitter” process to observe3. Use teams to perform waste walk:

• A skilled facilitator• Management from the area• “Subject matter experts” on the process• Members from other areas

4. Use a standardized form to collect data5. Carefully record the wastes6. Combine like ideas together7. Use multi-voting or weighting to prioritize8. Decide on the forum for action


Spaghetti Diagram Tips

1. Start with training2. Select “big hitter” process to observe3. Be the “thing” – record all touches and

distance traveled between them4. Secure a to-scale layout of the workspace5. Draw your spaghetti diagram6. Engage in brainstorming and prioritization of

ideas7. Decide on the forum for action


Summary

Waste walks and spaghetti diagrams• Useful tools in the LSS lexicon• Best accomplished in facilitated team activities• Most kaizen activities and Value Stream

Mapping activities will include elements of waste walks and spaghetti diagrams

• Use carefully collected observations and data collected to build a business case for change


Hoshin PlanningHoshin (or Hoshin Kanri)• A structured, team based planning process

Addresses three basic business questions:• What is our business?• What will it be?• What should it be?

Best English translation is “Policy Deployment”


Hoshin Universal BusinessPlanning Objectives

Objectives of effective planning• Understand customer needs (present and future)• Balance daily management with strategic objectives• Evaluate resource constraints• Establish performance measures• Develop detailed implementation plans• Identify ownership and accountability• Conduct regular reviews of progress• Continually improve the process of planning


Elements of Hoshin - Deming Wheel

Plan• Examine present status• Identify improvement areas• Establish performance

measures• Understand the root

cause(s) of current performance

• Identify solution alternatives

• Select and schedule solution



Do• Conduct training on

the new solution(s)• Implement scheduled

action(s)



Check• Compare actual results to

expected results• Understand the root

cause(s) of all deviators from expected results

• Some scholars have dubbed this step “Study” to clarify this is not a “check the box” activity, but a careful study of what has happened



Act• Resolve immediate issues• Document and

standardize all gains• Conduct training on all

new processes• Reflect on lessons

learned• Go back to Plan step (to

repeat the cycle)


Origins of Hoshin

MBO in the 1950’s• Hoshin also owes its roots to Management

by Objectives by Peter Drucker in his book, The Practice of Management

• Although it has its foundation in Western management theory, Japanese applied the idea in creative ways to make it work


Practice of Hoshin


Practice of HoshinElements of a complete Hoshin Plan:• Business Fundamentals Plan – documents daily work• Long-Range Plan – documents how the company

expects to operate in the future• Annual Plan – documents key activities that must be

accomplished this year to achieve Long-Range Plan• Review Tables – compare actual results to expected

results and document changes• Abnormality Tables – document “out of the ordinary”

occurences and facilitate the root cause


Practice of Hoshin –Deployment

1. Mission Statement2. Vision Statement3. Three to five “balanced” objectives for the year4. Set goals at each level going downward5. Initial Hoshin (Policy Deployment) Plans at each level6. Identify Process Performance Measures (PPM’s) for

each objective at all levelsDeliverables of the process• Business Fundamental Plans• Breakthrough Plans (long-range)• Periodic Review


Organizational Assessment

Lean Assessment• Purpose

– Identifies potential opportunities for improvement at a high level

– Provides understanding of the process before change• Objective

– A methodical evaluation that documents the “Current state” of the business considering Lean deployment and what can be expected directionally in the future under certain assumptions


Conducting the Lean Assessment

Preparation• Get training• Hire experienced staff• Hire a consultant• Secure templates for self-assessment


Deliverables

Typical Steps• Meeting with key, controlling stakeholders• Determine project scope• Conduct interviews with staff to gather

answers to specific questions


Benchmarking

Key attributes• Strategic and operational planning• 5S observations• IT systems• Human Resource Development• Current accounting practices• Operational performance• Sales and marketing


DocumentationPrepares summary and detailed reports of findings for:• Specific areas for initial improvement, reasons, and

possible solutions• Estimate amount of internal and external resources

needed• High-level plan recommendationsFinal Deliverables• Report of findings• Meeting with key stakeholders for review and discussion• Re-cap of review meeting, assignments and deadlines

for implementation


Things Needed to Proceed

• Initially, less is more• A minimally intrusive up-front assessment

that focuses on culture, skills, and change readiness

• Get stakeholder buy-in for change• Structure initial efforts to include:

– Full-scale investigation– Benchmarking


Summary

• Lean assessments are highly recommended

• Follow a structured approach• Leverage “experience”• Document lessons learned• Establish a clear high-level strategic and

tactical plan

Documents

IT-465 Introduction to Lean part Two. IT-465 Lean Manufacturing2 Introduction Waste Walks and Spaghetti Charts Outcomes Understand what a waste walk is