Lean Thinking Archives | Page 16 of 22 | Continuous Improvement Blog

Reinventing ICE?

Published September 5, 2014

We are pleased to present this guest blog post by Megan Ross, Business Analyst in Auxiliary Services and campus Lean Facilitator.

As a Business Analyst I have many “projects” that come across my desk, my work. Some of these so-called projects are really just things that I need to do and be done with while others require a lot of time, effort and need some further prioritization. I have been tracking “What’s Happening” in a Smartsheet, which I have been using as a kind of overall personal kanban. I can see what things I have on my plate, what department it is for, when the work started and some notes about where it is currently at. My boss and I also began using Trello for kanbans on bigger projects that show all of the little tasks, due dates, etc. This still didn’t help to prioritize all those things on my plate in the Smartsheet. What work should I be spending my time on?

The next phase in the evolution of my personal kanban was to add in a status column on Smartsheet. Great! Now I can see if I am actively working on it, it is just an idea, someone outside is working on it, it’s not started yet, or I’m waiting for a reply. I also put in a column with a follow up date and set up a reminder based on that date. This eliminates the need for me to constantly review everything on the sheet. I just need to wait for the reminders on the Waiting for Reply or Outside Work Happening statuses. But I still have all of the Active work and Not Yet Started Work. What do I work on now?

I started playing around with assigning a type to each piece of work. My first thoughts were categories ranging from “Just Do It” items which would be simple tasks that I could just work on to “projects” which were some vague amount bigger in scope and outside involvement. I took all of the current things on my list, put them on sticky notes and tried to put them into these categories, but it just didn’t work. The categories were not quite right and some items didn’t fit in any or fit in more than one. Then it hit me…there were two criteria that I was gauging each item on, but I was trying to combine them into one! This started a brainstorm session with my boss. We spent about an hour hashing things out and then fitting those sticky notes into my new matrix.

The first criteria is how much involvement, effort, or work the item is for me personally. Is it just day-to-day tasks that I need to work on, a request I need to make on someone’s behalf, doing a little bit of investigative work, collaborating with others, or an in-depth analysis of something? The second criteria is how much outside engagement is needed for this item from none to basic to advanced. Now I have a matrix!

Some of the sections still have a lot of sticky notes in them, so I still needed a way to refine them. I realized that each one comes with some kind of priority or impact level assigned either by the requesting department or myself. This could be a multiplier added into the mix. That was when it hit me. I just recreated the ICE prioritization tool in my own words! (For those of you without a Michigan Tech login to view the Quick Point, ICE is a lean tool normally used to prioritize countermeasures. You rate the countermeasure on the Impact it will have, the Control you have over it, and the Ease of implementation, multiply the numbers together and get a ranking. You can also check out the ICE Rap that one of our former student employees made about a year ago.) For my matrix, my level of involvement or effort relates to the ease – how easy is it for me to get done, control is the level of outside entity engagement and the impact is that priority multiplier. I am now moving forward with refining my prioritization and learning what the numbers actually mean.

Sometimes you have to work through it on your own and in your own language to really understand something. The other lesson I learned is that the tools and methods we learn that we call Lean or Six Sigma or any other title you give it can be applied in many different ways. Just because you learn about ICE as a tool for prioritizing countermeasures doesn’t mean that is where its application ends. I certainly wasn’t thinking of how to prioritize my work as a “Lean” project! It is about the way of thinking and applying that learning in all kinds of other ways that really has value.

4 Major Pitfalls of Process Improvement Initiatives

Published August 1, 2014

By

Lean Thinking

I came across an article a few days ago discussing some of the key reasons why Lean initiatives are unsuccessful. Anyone on a Lean journey has probably encountered one or more of these problems at some point. I wanted to share four of the pitfalls discussed in the article that I see most commonly in my work in process improvement. The article includes the author’s thoughts and suggestions on ways to avoid these pitfalls.

This is an excerpt from Paula Riley’s article, Ten Pitfalls to Avoid in Process Improvement Initiatives.

Pitfall No. 1: Lack of upper-level management support for process improvement initiatives

This can have a number of causes, including lack of understanding of the potential value, a poor implementation process, insufficient sustain controls, inadequate validation process, or loss of focus on the bottom line.

There are a number of things that can/should be done to minimize this. For example, you can schedule an orientation session with upper management. Or better yet, encourage them to become trained and run a project. Routine project reviews should include participation, not only from the process owner, but also from those over him/her. Ensure that improvement initiatives always maintain their focus on the business’ bottom line.

Pitfall No. 8: Team make-up not including all relevant functions

This problem has a variety of causes, including resource constraints, siloed functions, and the failure to recognize the value of other functions in obtaining an all-encompassing view of the process. As a result, a narrow view of process results in narrow improvement plan and minimal results — or none at all.

The key is to ensure that all functions affected by the process are involved in the project. That being said, team size can be an issue. An ideal size is from six to 10 members. Any less may cause one to wonder if all appropriate functions are included. Any more can cause the team to be difficult to manage and result in a loss of focus. Therefore, where appropriate, some resources can be supporting team members, rather than full-time team members. This will allow them to be brought in to the improvement process when they are needed, but keep the team size manageable and allow them to focus on their other duties when not needed. Whether a full time team member, or supporting team member, all should be copied with minutes and other team documentation.

Pitfall No. 9: Not walking the process and involving the operators

Every project should start in the work area where improvement is expected. As improvements are implemented, additional visits to the area are in order to ensure that employees in the area understand and benefit from the improvements. At the end of the project another visit is needed to ensure that the control plan is fully implemented and effective.

Bonus: Ineffective control plan

Unless something is put into place to prevent returning to “the way it has always been done,” the process will slide back to what it was. The tendency is to put in more instructions, signoffs, control charts, etc., in an attempt to control the process. But this is not the way to go. The new process must be easier to run than the old. It must make the operator’s job simpler, better, faster. It must make going back to the old way undesirable or hard to do and the new way pleasant and a joy. This requires careful thought and ingenuity from the team, and close involvement and feedback from the workers in the process. But please don’t jump to an engineering solution involving capital. There are other, cheaper, ways to accomplish this — you just have to dig them out.

Looking at these various pitfalls, it seems that they are often inter-related and linked. As a result, like a set of dominos, one problem leads to another, leads to another, often exponentially. If you need to improve your process improvement process, make it a project. Get a team of the right people together, charter the project, and use the tools to make improvements. Look at potential (or existing) problems as opportunities for improvement — and go after them.

Batch-and-Queue vs. One-Piece Flow: Quarter Activity

Published July 11, 2014

By

At Wednesday’s (7/9) Lean Implementation Leaders and Lean Facilitators meeting, Bob Hiltunen (Director, Auxiliary Services) provided a wonderful teach back activity on the advantages of one-piece flow processing vs. batch-and-queue processing.

Background

One-Piece flow is one of the most important principles of lean manufacturing. One-piece flow means that parts are moved through operations from step-to-step with no work in process in between; either one piece at a time or a small batch at a time. Once work on a product begins it never stops moving until it is a finished product.

As opposed to one-piece flow, batch-and-queue processing is the action of producing more than one piece of an item and then moving those items forward to the next operation before they are all actually needed there. Batching and queuing tends to drive up inventory and lead time, and creates inefficiency in an operation. It also increases the space needed for production.

Teach back Activity

To complete this activity, 2 “directors,” 4 “managers,” 4 “workers, and 1 “customer” are needed. Each worker is a “station” at the table (as seen in the photo). The first three workers are assigned the task of flipping quarters and passing them to the next worker and this process repeats until the quarters reach the last worker who is asked to “stamp” them, and pass them to the customer.

The activity begins by simulating a batch-and-queue system with the first worker flipping all 30 quarters before passing them, in a batch, to the next worker and so on until they reach the customer. The batch sizes that are passed between workers are reduced after each subsequent round until each worker is flipping and passing only one coin at a time, to represent a one-piece flow system.

To measure the effect of the transition to one-piece flow, time measurements are taken at many times during the process:

At the start of the process when the first coin is flipped
When each worker first receives a coin from the previous worker
When each worker flips and passes their last coin
When the customer receives the first coin
When the customer receives the last coin

As the activity progresses, the time each work station is active gradually increases, however, the time it takes for the coins to reach the customer dramatically decreases. In our simulation, the process time was reduced from 1 minute 30 seconds to 20 seconds.

The ideal state for a production process is continuous one-piece flow. If you can’t manage to get down to one-piece flow, always the question … can you get two-piece or three-piece? The most important thing to remember is the idea of continually moving closer to the ideal state.

Create Constancy of Purpose

Published July 11, 2014

By

William Edwards Deming, a statistician and professor, developed a theory of management based on fourteen points that he considered critical for management to become transformational and thus lead their business to greater success. He published his ideas in a book titled “Out of the Crisis” and I recommend you get a copy for reference. His thoughts and published works have led to the development of systems like Total Quality Management, Six Sigma, and Lean. Deming’s work is not a blueprint for success, ready to be copied, but his fourteen points are a starting point for discussion, consideration and contemplation when it comes time for you to begin your journey of management transformation and improvement.

Let’s start this journey together, now, as we discuss Deming’s points and see how they may relate to you and your leadership style and business goals.

Point One: Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.

Seems pretty simple right? Well, this one little sentence is packed with complexity just waiting for us to unravel. This point squarely puts the onus on Management to make looking out for our employees the number one job, while the responsibility of the employee is to improve their product or service. The focus is not on the product or service; rather, the focus is on choosing to dependably improve our product or service. Acknowledge that what you offer isn’t perfect and can be done better. And if it isn’t done better by you, reliably, your competition will do it for you and put you out of business.

Deming also advocates that you focus your business on being competitive and providing jobs. To truly improve our competitiveness, I feel we must recognize the value our staff bring to our business, and concentrate on allowing them to self-improve. People—not the thing we produce or the service we provide—are at the core of our operation. Without our employees, nothing is made, nothing is sold, and no amount of marketing nor motivational speeches will change that – our staff make our business. Empower them.

The secret to success... — Benjamin Disraeli said it succinctly

Benjamin Disraeli said it most succinctly – and I believe Deming would agree – that to truly succeed in your business Management must fully embrace continuous improvement as a living element in our operations, making it the basis of the corporate culture. Staff should be 100% supported by the the company and the management. Staff should be empowered to make positive changes to improve their working environment and better their product or service. And there should never be any doubt that the company fully supports continuous improvement efforts.

As we continue this journey through Deming’s fourteen points, we’ll see how each point can easily stand on its own, while at the same time often reinforcing one another—much like management and staff have their own jobs to do but must work together to keep driving improvement forward to increase productivity.

Next Article: Point Two – Adopt the new philosophy

The Lean Help Loop

Published June 20, 2014

By Ruth Archer

Lean Thinking

When you’re improving a process, it’s important to make sure a help loop is in place. The help loop ensures that when employees encounter a problem they can’t fix themselves, someone will come and help. Without a help loop, the improvement will not be sustained.

Your most important processes should have both a Standard and a Visual Control. Establish a Standard so that it’s easy to see when the actual outcome doesn’t equal the expected outcome. Then create a Visual Control that allows everyone to easily know if the process is working properly (called an Andon). It needs to be updated only as often as management is willing to both check it and take action if something is wrong. The Visual Control isn’t just for information. If actual is not equal to standard, management must not only respond, they also have to respond in a positive and timely manner. At this point, supervisors work through the problem with their employees, using the Plan-Do-Check-Adjust (PDCA) model, to develop countermeasures that will fix the problem, bringing the process back to Standard.

Lean Best Practices are Everywhere… Once You Learn to See Them

Published May 14, 2014

By Megan Ross

We are pleased to present this guest blog by Rick Berkey, Research Engineer II and Product Development Manager, as well as a campus Lean Facilitator.

I recently purchased a lawn dethatcher online and was anxious to assemble it when I got home from work yesterday. When I opened the package, I was expecting the usual bag of parts and fasteners that fly everywhere when you rip open the industrial strength plastic packaging. If you’re like me, you also know instructions can be more like ‘suggestions’ — you look at bad illustrations, use your judgment, sort through parts that look close enough, skip important steps because you think you know the correct way, then take things apart once you realize you really don’t… and of course you end up with missing pieces or extra parts that you store as ‘just in case’ inventory. If only we had enough ‘junk drawers’ in our homes!

Instead, I was pleasantly surprised to find a great application of Lean (see image). All parts and fasteners are arranged on a ‘shadowboard’. Each panel was clearly labeled according to the sequential assembly steps provided in the instruction sheet. This simple yet effective solution highlights several Lean principles. First, it is centered around defining value in the eyes of the customer – i.e. making it easier for the person assembling it. Second, it embraces the 5S concept of establishing ‘a place for everything and everything in its place’. Third, it serves as an effective visual control for the assembly process.

As the customer, I experienced several benefits and hence derived value as follows:

1. Knowing I had all the parts BEFORE I began…and if for some reason a part were missing, it would be obvious at the start

2. It was difficult NOT to follow instructions…the shadowboard keeps you on task. This can also be seen as an example of Poka-Yoke or mistake proofing

3. Faster assembly time, by reducing the following wastes: motion (looking for parts), defects (using wrong parts for a given step)

4. No missing/extra parts at the end…wow!

Kudos to Brinly-Hardy for getting it right with their product. The time and aggravation I saved was channeled into USING the product…after all, the goal was to dethatch my lawn, not assemble a dethatcher. Now, I know we’re not assembling dethatchers here on campus (well, maybe the Grounds department is!), but I would challenge all of us to see how these principles can and do apply to the things we do every day. Some questions to consider in your daily work: Who is your customer, and how to they define ‘value’? Is your work helping to create value or is it creating additional waste? Is there a visual solution that can streamline the process? When you develop and improve work processes, have you considered mistake proofing methods to make it easier to do it right the first time (by making it hard to do it incorrectly)?

Feel free to comment, and in the meantime I need to finish raking all that dead grass!

The shadowboard that helped error proof dethatcher assembly.

Summer is a Perfect Time for Improvements!

Published May 9, 2014

By

Classes are over and the snow is melting, which can only mean one thing…Summer! The return of Summer means longer nights, vacations, and opportunities for improvements!

The Office of Continuous Improvement encourages you and your department to engage in small group discussion and talk about continuous improvement opportunities. It doesn’t take much; just a few minutes to exchange ideas and possible improvements for your area. There are plenty of lean facilitators on campus who are ready and willing to help. If you have any questions or would like to schedule an improvement event, please contact us at improvement-l@mtu.edu or call 906-487-3180.

Making Safety a Part of Your Lean Practice

Published May 2, 2014

By Megan Ross

Lean Thinking

Implementing safety and Lean together can help your organization increase productivity by reducing the wastes associated with a hazardous environment. Lean and other continuous improvement methodologies enable a safety-focused environment, by using problem solving and root cause analysis to correct the true cause of safety hazards in the workplace.

Here are some examples of how you can use Lean to make improvements to safety and increase safety awareness in your workplace:

Reducing excess inventory helps increase floor space and reduces potential tripping hazards. Other safety related to storage solutions might include avoiding piling boxes or other supplies on top of filing cabinets, shelves, etc.
While investigating workplace incidents, the “5 Whys” could be used to get down to the root causes of the accident and make improvements to prevent the error from occurring again. But remember, almost all system failures result from a combination of a number of factors and failures. You must continue to probe the circumstances, rules, policies, and people around the incident to search for all of the root causes.
Error-proofing can be used to avoid or prevent safety hazards.
Having “a place for everything and everything in its place” ensures that items are put back where they belong, and can be put back in a safe location.
When process mapping, safety risks can also be identified as improvement opportunities so that these risks can be mitigated.
Tracking metrics related to safety can help identify any trends that may exist regarding safety incidents in order to identify opportunities for improvement.
Standard work can be created for workplace safety procedures in order to ensure that the task is completed safely each time.
Safety topics, recent safety incidents, and safety metrics can all be discussed in daily team meetings to increase safety awareness.

Those are a few examples of how an organization can make safety a part of their Lean culture. Keep in mind, a successful safety culture requires the same management support and participation as successfully making Lean a part of your organization’s culture!

The Importance of Standards & Standardized Work

Published April 25, 2014

By

Lean Thinking

Before implementing standards and visual controls

Standards are an important component in Lean environments. They can improve quality and reduce variability in products or services, keep quality consistent, make it easier to train new staff, allow for a respectful workplace for everyone involved, create a safer working environment, and are a basis for continuous improvement. With standards in place it is easy to point out problems or mistakes. For example, in the Memorial Union Building kitchen there is a shelf that contains a variety of different cooking oils, dressings, mixing bowls, and serving platters.

After implementing standards and visual controls

Before the MUB staff implemented standards the shelf was an unsightly problem. It was hard to find what you were looking for, there was no order for putting things away, and it was a potential hazard. Once they began to utilize standards and visual controls the supplies on the shelf are visible and each have a clearly defined space.

If you would like some help creating/implementing standards or standardized work don’t hesitate to contact us at improvement-l@mtu.edu or by calling 906-487-3180.

Process Mapping Workshop

Published April 11, 2014

By

The Office of Continuous Improvement has begun a Lean Workshop series on campus. Thus far in the series we’ve held a 5S workshop, and another one is ready for you to sign up. The Office and the Lean Facilitators are working hard to plan regularly scheduled workshops throughout the year.

The next event in the series will be on Process Mapping. Process Mapping is a way to define the purpose of a process, who is responsible for each step, to what standard a business process should be completed, and how success can be determined. The workshop will take about 6 hours total on June 10th and June 12th. You can choose blocks of time that are convenient for you. For more information you can visit the Process Mapping Workshop page. Sign-up closes on Friday, May 23rd., because the facilitators need time to plan.

Category: Lean Thinking