Transcript Training Presentation- KAIZEN

Implementing Continuous
Process Improvement in
Our Schools
Kaizen Event Training
Education’s Challenge
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Compete for funding.
Compete for talent.
Compete for students.
Compete for community
growth and quality of life.
• Compete for the “hearts
and minds” of the general
public.
• Do more with less….
– Expand Services
– Improve Student
Performance
– Meet Increasing Public
Goals
– Keep Students in School
– Meet Workplace
Requirements
CRCSD’s Response
• Established Strategic
Plan focused on
Customer Satisfaction
and Continuous
Improvement.
• Vision, mission,
values, goals and
guiding philosophy of
each department are
aligned.
Business Transformation
Growth Opportunities
• Increased responsiveness
• Provides flexibility to meet changing customer
needs without backlog
• Improves satisfaction of delivery of services
• Improves quality & reliability
• Builds customer trust & loyalty
• Gives a competitive advantage that is hard to
match quickly
What is Lean?
• Lean as a business philosophy refers to a way of
thinking that focuses on waste elimination.
• “Waste” describes the elements of a process
that add no value to the service or product
required by the customer.
• Lean thinking demands an organizational culture
that is intolerant of waste in all forms.
All steps in a process can be categorized
as waste or value added.
Principles of Lean
Thinking
• Precisely define value from the
customer's perspective
• Identify the value stream for each process
• Allow value to flow without interruptions
• Let the customer pull value from the
process
• Continuously pursue perfection
Lean Thinking
• Lean Thinking is based on
– Simple but powerful tools
– Engages the creativity of the people doing the
work
– Rapid process improvement
– Teaches people to see waste
Lean Culture
•
•
•
•
Continuous improvement focus
Bias for action
Creativity before capital
Total employee / stakeholder involvement
What Is Lean Education
Transformation?
• Focusing on lead-time reduction to
improve responsiveness
• Achieving simultaneous improvements in
quality, cost, and delivery
• Leveraging improvements for competitive
advantage
• Building a continuous improvement
culture to sustain the gains
• Deploying Kaizen Methodology for rapid
transformation
Western Union Video
Exercise:
What did you see?
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Business Process Kaizen
(Change – Better)
Kaizen Breakthrough
Methodology
Kaizen Team Ground Rules
• Keep an open mind to change
• Maintain a positive attitude
• Never leave in a silent disagreement
• There is no rank or position
• Create a blameless environment
• Practice mutual respect every day
• Treat others as you want to be treated
• One person, one voice—no position or rank
• There’s no such thing as a dumb question
• Understand the process and Just Do It!
Kaizen Breakthrough
Methodology Principles
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Clear objectives
Team process
Tight focus on time
Quick & simple
Necessary resources immediately available
Immediate results (new process functioning by
end of week)
• 5S “mindset”, use the steps to support the event
activities
Pre-work
Define
Obtain Current Data
• Provide information for the sponsor and
guidance team members to evaluate scope
and objectives
• Provide information and data as a starting
point for the team
Event Roles
• Facilitator – Guides the kaizen process
• Team Leader – Understands the kaizen
process and guides the team
• Sub-team Leader – Understands the
business process under study and assists
team leader
• Team Participants – Make the improvements
Kaizen Methodology
• Is focused on lead-time and variation
reduction
• Is measurement focused
• Is data driven, and fact based
• Provides a baseline for future
improvements (Kaizen)
• Drives cultural change
Time-Based Impacts on
Processes and
Delivery of Services
 Quality & Time
 Cost & Time
 Delivery & Time
 Safety & Time
Steps to Implementing
Business Transformation
• Create a business process map to identify
areas of opportunity
What is a Business
Process Map?
A tool used to:
• Display the current process and
information flow from the customer
request through the delivery of the
service to the customer
• Identify opportunities and establish
project priority
• Identify and set the vision for the future
state Business Process Map.
Process Flow Map
Observe the Detail
4
Agent
2
Start Agent
Enrollment
Process
14
AVP
RVP
13
Get Green Light
from RVP
31
BDM
29
Green Light
Received
35
ROM
32
Receive NA Initial
Profile and
Forward to
Functions
54
Finance
50
Receive NA Initial
Profile
61
FX / Treasury
56
10-Receive NA
Initial Profile
68
Credit
68
11-Receive NA
Initial Profile
78
Legal
70
12-Receive NA
Initial Profile
4
Provide Audited
Financial
Statements and
License
12
Receive request
for Audited Fin.
Statements and
Lincense
15
Request Audited
Financial
Statements and
Lincense
30
Complete NA
Initial Profile
34
Receive Audited
FS and License
and forward to
Credit and Legal,
respectively
16
Receive Audited
FS and License
34
Receive
Setlement
Currency
35
Receive Financial
Data, P/L
Analysis, Price
Tables, Spreads
5
Provide
Guarantee
17
Initiate
Contract
Negociations
18
Receive
Credit preApproval
Status
36
Receive PreApproval
Notificaton
18
Receive
Credit
Approval
37
Receive
Country
Restrictions
and License
/
Authorization
OK
36
Receive
Credit
Approval
52
Foreign
Currency
Approval
53
New Country or
Currency?
62
Initiate Credit
Review and
request Credit
Report
60
Pre-Approve
Agent?
69
Review Country
Restrictions and
hire local counsel
if new country
71
Receive License /
Authorization
57
Send FX Rate,
Spreads, Risk
Component to
Finance
63
Receive Financial
Statements and
Credit Report
75
Review License /
Authorization
54
Settlement
Currency OK
109
Systems
Implementation
112
Information
46
Receive
Guarantee and
send to Credit
23
Communicate
Completion of
Contract
Negociaitons
14
Complex
Negociation?
45
Communicate
Completion of
Contract
Negociaitons
38
Start
Scheduling
Agent
Installation
21
Receive Final
Contract and
Send to Agent
39
Receive
Contract and
send to BDM
Keep s. 2 of
A.Enrollment
Form
3
Agent Completes
Enrollment Forms
22
Attach Enrollment
Forms and
Welcome Letter
45
Complete
NA Profile
and Send to
Enrollment
25
Receive
Signed
Contract
26
Received
Completed
Enrollment Form
41
Receive
Enrollment
Forms and Send
to NE, Credit
and Compliance
42
Confirm date of
Install and send
Agenda to Agent
8
Agent Receives
Starter Kit
24
Receive signed
contract
43
Receive MT
Software,
Voyager, Bingo
Card
1
Receive signed
contract from
Western Union
44
Test software
and Check
Announceme
nt
Confirm with
Agent before
flying to
Agent Site
10
Agent Agrees on
Starting Date
11
Agent Goes Live
28
Communicate to
ROM that signed
contract sent to
Agent
27
Send signed
contract to Agent
43
Receive
Restrictions
and Forward
to NE
9
Agent Trained
48
Install
Software
49
Train Agent
31
Receive
communication
from BDM of
Signed contract
33
Confirm
Announcement
and Start Date
64
Credit
decision?
55
Receive Banking
Form and Spreads
65
Request
Guarantee
76
Communicate
Restrictions and
license /
authorization OK
66
Receive
Guarantee
72
Involve Legal with
Legal Counsel of
Agent
74
Prepare Final
Contract and s. 2
of Enroll. Form.
Send to ROM
77
Receive Agent
Signed Contract
from BDM
81
Enrollment Setup
and Software
Priority List Entry
78
Western Union
Signs Contract
84
Receive
Enrollment Forms
> 100 locations
92
Receives Country
Restrictions
61
Check Input of
Sharing
Arrangements in
AS
59
Receive
Enrollment Form
67
Aprove Agent and
communicate to
ROM and Legal
80
Receive
Complete NA
Initial Profile
68
11-Receive NA
Initial Profile
7
Agent Receives
Agenda
58
Set up New Bank
Account if Needed
IROC
108
NCC Telecom
47
Request
Guarantee
20
Receive Country
Restrictions /
License
Authorization OK
6
Agent Sends
Signed Contract
51
Perform P&L
Analysis and Set
up price tables
and spreads
87
Enrollment
106
Compliance
19
Request
Guarantee from
Agent
6
Agent Signs
Contract
93
Receive
Enrollment Forms
73
Send signed
contract (if credit
approval received)
85
Process
Enrollment Forms
86
Input Spreads,
Limits, etc, and
Send Spreads and
Banking Info to
FX
82
Send Bingo, Price
Table,
announcement to
ROM
91
Update F2 Zoom
Information in all
languages
Create VDN and
communicate to
Agent
EDS
94
Review and
Translate
Restrictions
95
Communicate
restrictions
97
Set up telecom
routes
99
Software
Configuration
98
Ship Software to
ROM
100
Receive Starter
Kit Request
101
Ship Starter Kit to
Agent
102
Obtain Agent Data
from AS400 and
input on
Spreadsheet
83
Receive
Confirmation of
Announcement
from ROM
87
Launch Agent
Start Agent
Support
88
Send
Announcement to
World
89
Revenue
End of Process
Steps to Implementing
Business Transformation
• Create a business process map to identify areas
of opportunity
• Identify value adding and non-value adding
activities and set new performance targets
Value-Add vs. Non-Value-Add
Definitions
Value-Adding Activities…
...transform materials and information into products
& services which the customer wants.
Non-Value-Adding Activities...
…consume resources, but don't directly contribute
to the product or service…waste!
Categories of Waste
• Production of Defects
• Overproduction ahead of demand
• Unnecessary Transport of materials
• Waiting for the next process step
• Inventories (Excess material/information)
• Unnecessary Movement by employees
• Over Processing due to poor tools and product design
Lead time reduction is achieved by
identifying and eliminating waste.
Causes of Waste
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Functional Organization
Technology Gaps
Excessive Controls
Dated Process Design
No Back-up/Cross Training
Unbalanced Workload
Batching of Forms /
Applications
• Data Entry Batching
• Changing Government
Practices and Policies
• No Decision Rules
• Poor Visual Control
• Disorganized Workplace
• Lack of Training
• Obsolete Forms or Form Design
• Poor Layout
• Government Regulations w/
Ambiguous Interpretation
Value-Add vs. Non-Value-Add
Definitions
Value-Adding Activities…
...transform materials and information into
products & services which the customer
wants.
– “Customer” must be willing to “pay” for it.
– Must transform the product or service in some
way.
– Must be done correctly the first time.
Value-Add vs. Non-Value-Add
Definitions
Non-Value-Adding Activities...
…consume resources, but don't directly
contribute to the product or
service…waste (muda) !
 Type 1 – Business necessary – does not add
value but we do not know how to eliminate it
right now.
 Type 2 – Unnecessary.
Improvement
Objectives
• ELIMINATE Type 2 Non-Value Added
steps
• REDUCE Type 1 Non-Value Added steps
• OPTIMIZE Value Added
Waste and its two
cousins!
• Muda – Waste – divided into seven types.
• Mura – Unevenness – consists of all
resources that are wasted when quality
cannot be predicted (testing, inspection,
rework, returns, unscheduled travel, etc).
• Muri – Overburden/overdoing –
unnecessary or unreasonable
overburdening of people, equipment or
systems.
Categories of Waste
• Production of Defects
• Overproduction ahead of demand
• Unnecessary Transport of materials
• Waiting for the next process step
• Inventories (Excess material/information)
• Unnecessary Movement by employees
• Over Processing due to poor tools and product design
Lead time reduction is achieved by
identifying and eliminating waste.
Defects
•
•
•
Internal or external suppliers providing incomplete or
incorrect information or material.
Evidence: CAC: Correcting information that has
been supplied. Adding missing information that
should have been supplied. Clarifying information
that should have been clear when supplied. Material
that does not work. Handling customer complaints.
Risks: Errors become defects that require rework.
Produces dissatisfied customers, frustrated workers,
lost productivity, and extended lead times. Make
decisions based on incorrect or incomplete data.
Overproduction
• Producing too much, too fast or too soon.
• Evidence: Build up of work-in-progress (WIP)
•
between process steps. Build up of queues,
people waiting, filled in-boxes or email
queues, etc.
Risks: Excessive lead times. Unnecessary
complexity and confusion due to
reprioritization of tasks and the development
of multiple tracking systems.
Transportation
• Movement of “things” – paperwork, electronic
•
•
information, material, drawings, equipment,
and supplies.
Evidence: Hand carrying. Traveling to shared
equipment. Searching for information;
seeking information clarification. Searching
for material.
Risks: Damage or loss during transport.
Delay in work being available.
Waiting
• People waiting for people. Information,
•
•
product, or equipment waiting for people.
People waiting for information. Product, or
equipment. Idle time created when
Evidence: “The Thing” passing through the
system stops. Idle people. Idle bottleneck
equipment. Waiting for meetings to begin.
Waiting for information, input, decisions,
approvals or authorization to proceed.
Risks: Extended lead times, long work days,
and paid overtime. Unnecessary capital
expenditures for equipment.
Inventories/WIP
• Excess paperwork, supplies, materials,
•
•
equipment, etc. Work waiting in que. Work
partially completed. Work completed but not
utilized.
Evidence: Stockpiles of supplies, forms,
materials, etc. Disorganized storage areas.
Risks: Reduced cash flow. Lost productivity
due to searching. Excess space. Damage.
Obsolescence.
Movement
• Movement of people.
• Evidence: Hand carrying work product.
•
Functional layout. Traveling to shared
equipment. Searching for information;
seeking information clarification. Excess
reaching, repositioning, stacking. Not carpooling. Meeting face-to-face instead of
teleconferencing.
Risks: Reduced capacity to perform valueadding work, which results in increased
staffing requirements. Injury.
Over Processing
• Doing more to anything than the customer is
•
•
willing to pay for. Effort that adds no value
from the customers point of view.
Evidence: Inspections, audits, and reviews..
Redundant task. Duplicate data entry.
rewriting, etc. Too many handoffs. Multiple
approvals/signatures. Unnecessary meetings.
Risks: Excessive lead times. Low productivity.
Frustrated workforce.
Value Adding by Process:
Submittal of Application
Open
mail
Date
stamp
mail
Review
packet for
completeness
Submittal
Complete? Y
N
Prepare file
Call
applicant
Is the
project Y
required?
N
Assign R&C
number
R&C
log into
data
base
Assign
previous
number &
pull file
Request
update
info. & set
file aside
5 hrs.
3.0 hrs.
5 mins.
Lead time = 8 hrs.
Value Add time = 5.5 minutes
5.5 min.
Value Add % =
= 1.1%
8 hrs. x 60 min.
30 sec.
Steps to Implementing
Business Transformation
• Create a business process map to identify areas
of opportunity
• Identify value adding and non-value adding
activities and set new performance targets
• Create process flow
Enhanced Spaghetti
Map
• Shows information flow
• Shows staff flow
• Aids in identifying wasteful activities by
viewing it from the basis of physical layout
• Shows what is actually happening versus
what people think happens
• Familiarizes everyone with the process
• Identifies variations in information
handling/storage
Example Spaghetti
Map
Start
Desk
Table
Desk
Table
4a
4c
Table
3
4b
11 10
6, 7, 8, 9 6, 7, 8, 9
Table
Desk
Table
6, 7, 8, 9 6, 7, 8, 9
Desk
6, 7, 8, 9 6, 7, 8, 9
Desk
DeskDesk
cart
Desk
Table
Desk
Table
1
2
Table
Desk
Table
Desk
Staging Area
12
Performance Excellence
Batch Mode
Continuous Improvement
Open Mail
Voucher
Batch Invoices
Stack & Hold
File Batch
Calculate
Batch Total
Enter Batch
One Piece Flow
Performance Excellence
Continuous Improvement
Open Mail
Enter
File
Steps to Implementing
Business Transformation
• Create a business process map to identify areas
of opportunity
• Identify value adding and non-value adding
activities and set new performance targets
• Create process flow
• Reduce variation and improve quality
Process Must Be
Repetitive
• Customer must always receive the same level of
service (or get the same answer) no matter who
they ask
• Customer must get the same level of service (or
answers) no matter what time of the day, or day
of the week they ask
• Customer must always get on-time, complete
service (or on-time, complete and accurate
information)
Reduce Variation
• Sources and causes of variation make
standard business processes appear to be
random, non-standard work
•
•
•
•
Missing information
Wrong work sequence
Non-standard training processes
Non-standard decision aids
Assuring First-Time
Quality Means...
• Build system with appropriate information
• Build poke-yoke (mistake-proofing) devices
for common problems
• Never passing a defect on to the next
process;
• Detecting abnormalities
• Responding immediately
• Eliminating root causes
• Establishing clear decision rules
5 Why’s Tool
5 Why’s Example
PROBLEM
Jefferson Memorial is deteriorating
WHY?
Too much washing
WHY?
Excess bird droppings
WHY?
Lots of spiders to eat
WHY?
Lots of gnats to eat
WHY?
Lights are on all the time
Steps to Implementing
Business Transformation
• Create a business process map to identify areas
of opportunity
• Identify value adding and non-value adding
activities and set new performance targets
• Create process flow
• Reduce variation and improve quality
• Intense focus on daily performance
management and visual control
Visual Management
Alert
Problem!
Data Display
S
Q
Gage name:
Date of study:
Reported by:
Tolerance:
Misc:
C
10" Digital Caliper (Herman Mill
1/31/01
John Chapdelaine
.001
D
MN Shot Saw Timeline
CA Shot Saw Record
0.9
By Part number
250
0.9
50
40
30
20
10
0
Index 10 20 30 40 50 60 70 80 90
0.8
% Big Grit
Percent
50
0.5
0.4
200
120.05
150
ShrinkLines
%Contribution
%Study Var
%Tolerance
0.6
Amount Small Grit
0.7
120.00
100
0.3
0.2
50
119.95
0.1
0
0
0
0
2
4
6
8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64
Repeat
Reprod
Part-to-Part
% Big
Small
Part number
1
2
3
Sample Range
0.015
UCL=0.01480
7
8
9
10
R=0.00575
0.000
LCL=0
Prevent
119.95
operator Betty
Betty
120.05
Jenny 2nd Shift
Jenny 2nd Shif t
Papo
operator*Part number Interaction
Papo
operator
120.05
120.00
UCL=120.0
Mean=120.0
LCL=120.0
119.95
Betty
Jenny 2nd Shif t
Papo
120.00
119.95
119.90
Sales
Order
Entry
Order
Picking
Obtain & write up
order from customer
0
Deliver
order slip to
order entry
Log, sort
& prioritize
orders
Inform
customer
of delay
Slips wait
for pick-up
Get slips
from order
entry
Shoes
Available?
Send
shoes to
packing
Alert stock
& sales
Order more
Shoes from
factory
Stock
Packing
Pack &
send to
shipping
Shipping
Ship shoes
0.4
100
0.3
0.2
50
0.1
0
0
Part number
5
7
9
11
13
21
23
1
2
3
4
5
6
7
8
9
10
39
Time
120.00
0.005
Average
Sample Mean
Action Steps
6
120.05
0.010
Xbar Chart by operator
Function
5
Papo
0
React
4
By operator
Jenny 2nd Shift
150
0.5
% good grit
R Chart by operator
Betty
200
0.6
3
Time
Gage R&R
250
0.8
0.7
% Good Grit
Components of Variation
100
bad grit
45
47
49
69
71
73
Amount Small Grit in Grams
Gage R&R, Length, 1/31/01
Visual Management:
Hour By Hour Chart
Response to Demand
Hour
Actual
Input
Actual
Output
Target
Output
Cum.
Backlog
8-9
30
25
30
5
9-10
30
31
30
4
10-11
30
28
30
6
Computer down time
11-12
50
28
30
28
Rework – incomplete info.
12:30-1:30
50
32
30
46
1:30-2:30
40
29
30
57
2:30-3:30
30
30
30
57
3:30-4:30
20
30
30
47
Comments
Training new staff
Printer paper out
Visual Management:
Monitoring Backlogs
Iowa Department of Natural Resources
Wastewater Construction – CWSRF
60
Overall Backlog Moving to Completion
50
16
Total Project Left to Complete
12
14
40
Facility Plan - Approved
and Loan - Not Approved
12
30
12
12
Facility Plan - Not
Approved and Loan - Not
Approved
13
10
41
20
9
39
33
26
8
23
10
23
19
9
18
17
10
12
9
6
10
3
0
Mar-04
Apr-04 May-04 Jun-04
Jul-04
Aug-04 Sep-04 Oct-04
Calendar Date
Nov-04 Dec-04
Jan-05 Feb-05 Mar-05
Apr-05
Western Union Video (After)
“Quick and simple is better
than slow and elegant”
First, try it with the
knowledge available
Improve upon the results
Base analysis on the facts
(data)
This leads
to quick and
elegant
solutions
The germ of the next action
(kaizen) will sprout from it
Take no action and nothing will happen
(not seeing is not knowing)
Kaizen Newspaper
Item
#
Problem
1
Req. Design
2
SHPO Buy-in
3
Create shared
folders
4
5
6
7
8
Action
Create new
form
Agreement by
SHPO
Get affected
cities to buy-in
When
Results
(Expected)
Dan
3:00 pm
Form Complete
Sarah
Thurs.
Complete
John
30 days
Reduce Leadtime
Who
Management Team Must
• Establish a clear vision of continuous
improvement
• Communicate, communicate ……
• Vision
• Implementation Plan
• Passion and commitment
• “Walk the Talk”
• Active participation – know the principles
• Constant reinforcement – daily, weekly,
monthly
Summary
• Kaizen activity is tied to overall operational
improvement
• Execution of Kaizen activity requires
significant planning and preparation
• Developing continuous improvement culture
is a long-term process
• Sustaining Kaizen gains requires daily
leadership throughout the organization
Questions
Tool Module
Process Flow
Mapping
Business Process
Flow Map
Used to:
• Capture current & new process information
• Identify flow of transaction
• Identify responsibility of different agencies and
stakeholders
• Clearly show hand-off between functions
• Identify VA & NVA activities
• Train staff in new process
Business Process
Flow Map Steps
 Create macro level flow of process
 Determine functional areas
 Detail the steps
 Connect with arrows
1.Create Macro Level
Flow of Process
Mail Courier
delivers mail
Sorter sorts mail
(thins/smalls &
thicks) and opens
thins/smalls
Mail Extractor
removes claims from
envelopes & sorts
Lead checks & sorts
claims & delivers to
input prep
2. Determine Functional Areas
Lead
Mail Extractor
Sorter
Mail Courier
Mail Room Process
3. Detail the Steps
Lead
Mail Extractor
Sorter
Mail Courier
Mail Room Process
Start
Bring cages
into mailroom
Unload bins
from cages
Sort the thicks
from the thins
& the smalls
Slice thin &
small envelopes
in machine
Put envelopes
in trays & pull
out label sheets
w/ machine count
Count thick
envelopes, then
label sheets &
stack in trays
put envelopes
on shelf
Pick up tray
from shelf,
return to desk
Thick envelopes are
opened manually &
then claims are
extracted & sorted by
claim type
Thin envelopes have
claims extracted
from them & sorted
by claim type
Put claims
in trays by
claim type
Pick up trays &
place on cart
QC each
tray
take trays to
input prep
End
66
4. Connect With Arrows
Lead
Mail Extractor
Sorter
Mail Courier
Mail Room Process
Start
Bring cages
into mailroom
Unload bins
from cages
Sort the thicks
from the thins
& the smalls
Slice thin &
small envelopes
in machine
Put envelopes
in trays & pull
out label sheets
w/ machine count
Count thick
envelopes, then
label sheets &
stack in trays
put envelopes
on shelf
Pick up tray
from shelf,
return to desk
Thick envelopes are
opened manually &
then claims are
extracted & sorted by
claim type
Thin envelopes have
claims extracted
from them & sorted
by claim type
Put claims
in trays by
claim type
Pick up trays &
place on cart
QC each
tray
take trays to
input prep
End
Flow Map Shapes
Function
Beginning
& End Points
Task
Inspect &
Decision
Different functions of the process
Use 3”x3” orange construction
paper.
.
Beginning and end points of the process
Use 3”x3” green post-its.
Any task / activity where work is performed.
Use 3”x5” yellow post-its.
Places where information is checked against established
criteria (standards) & decision made on what to do next.
Use 3”x3” blue post-its. Orient post-it as shown.
Delay
Any time information is waiting before the next process or
decision (i.e. in-baskets, out-baskets, waiting to be
batched).
Use 3”x3” pink post-its.
Store
When information / product is placed in inventory (i.e. a file
cabinet, directory). It may be used at some point in time.
Use 3”x3” purple post-its
Flow Map Arrows
Single straight arrow – used between
tasks performed by same person or area,
but no physical movement has occurred.
Box arrow – indicates physical movement
of information / product from one person /
function to another.
Jagged arrow – indicates electronic
movement of information from one person
/ function to another.
80/20 Rule
20% of the activities in a process
cause 80% of the delay.
Impact / Difficulty
Rating
Used To:
• Capture waste information and potential
solutions
• Rate / rank the solutions in regards to
resolution of the issues and ease of
implementation
Waste Barrier
Prioritization Matrix
Waste Barrier Prioritization Worksheet
Process:
1
Communications Tech Support Call Process
Barrier / Waste
Root Cause
Solution / Impact
Difficulty
Impact
Call Processing
Computer System Training
One on one training
1
7
In-House Trainer
4
7
Batesville visit to work with tech support
4
7
No quick reference materials
Develop quick reference templates
1
7
No access to Impromptu
Give tech's access to Impomptu
1
10
No Standard of Work
Develop a Standard of Work
4
7
Too many Queues
Change from 5 Queues to 3 Queues
1
7
4
10
1
7
2
3
4
5
6
7
8
9
10
No way to monitor and manage Queues
Field personnel contacting T/S for nonservice issues
Install an ACD monitor for better
management of Queues
Educate field personnel on the
departments they should contact for non-
Impact
/ Difficulty Matrix
Impact/Difficulty Matrix
10
8
I
1,4,7,9
III
2,3,6
Impact
7
5
4
II
IV
1
0
1
4
7
Difficulty
10
Business Process Kaizen
Standard Operations
A Standard Operation Is...
The best combination of people and
resources balanced to customer
demand…
...using the minimum amount of people,
space, materials, and equipment.
Standard Operations
• Why Implement Standard Operations?
• To make it possible to identify and eliminate
variations in staff work
• To sustain the gains achieved from past kaizen
activities
• To provide a baseline for future kaizen activities
• How Do You Use Standard Operations?
• Document each standard process.
• Display the documentation.
• Ensure that all staff are trained.
A Standard Operation Is...
Pacing to takt time
Takt Time
Net Operating Time / Period
Takt Time 
Customer Requiremen ts / Period *
* Time periods must be consistent (shift, day, week …)
Takt Time Example
Net Operating
Time Per Day:
Day:
480 minutes 
Breaks: 2 @ 15 minutes =
Prep time: 1 @ 5 minutes =
Net operating time per day =
Customer
Requirements:
Permits 
# working days/month 
Permits / day =
480
-30
-5
9,600
 20
Net Operating Time/Perio d
Takt Time 
Customer Requiremen ts/Period *
For 1 day:
Takt Time =
* Time periods are equal
Lead Time vs. Cycle
Time
Lead Time
Dept
Service
Worker
Cycle Time
Takt Time vs. Cycle Time
Bar Chart
S Cycle Times
# of Staff =
Takt Time
60
Takt Time = 5 hours
50
Time
40
30
S Cycle Times = 15 hours
20
10
1
2
3
4
5
Staff
6
7
8
9
10
11
12
Approaches to
Staffing
Fixed Customer Demand
60
Takt Time = 50 sec
60
50
Time
50
Time
Flexible Customer Demand
40
40
30
30
20
20
10
10
1
2
3
Staff
4
5
6
Staff
A Standard Operation Is...
Pacing to takt time
Establishing work sequences
Step
1
Step
2
Step
3
A Work Sequence Is...
• A prescribed sequence of steps
• Assigned to a single staff person
• Which is balanced to the takt time if
appropriate
A Standard Operation Is...
Pacing to takt time
Establishing work sequences
Step
1
WIP
WIP
Step
2
PC
WIP
Step
3
“Where there is no standard, there can
be no Kaizen.”
– Taiichi Ohno
Tool Module
5S
What Is 5S
Methodology?
• A process and method for creating and
maintaining an organized, clean, highperformance workplace
• A conditioning discipline for kaizen
Why is Workplace
Organization Important?
• Safe, clean and neat
• Place for everything, everything in its
place (Go APE – “A Place for Everything”)
• Only what is needed to support the
employee
Why Do 5S?
• Enables Perfect Quality
• Enables Waste Identification
• Promotes Employee Satisfaction
• Enables Standard Operations
• Enables Visual Control
Definition of 5S
• Step 1: Sort - Remove unnecessary items;
keep only what is needed.
• Step 2: Set - Assign and label for ease of use;
designate a home for everything; (a.k.a.
Straighten/Store).
• Step 3: Shine – Keep area clean on a
continual basis.
• Step 4: Standardize – Create a process that is
easy to follow and maintain.
• Step 5: Sustain – Training and discipline; stick
to the rules and maintain motivation.
5S Applies to Everyone
1. Sorting:
Decide What is Needed
• Definition
– Sort out necessary
and unnecessary
items
– Dispose of items that
are not needed
• Why:
–
–
–
–
Removes waste
Safer work area
Gains space
Easier to visualize
process
The
Mess
1. Sorting (Cont):
Decide What is Needed
• Things to remember
– Start in one area, then sort
through everything
– Discuss removal of items
with all persons involved
– Use environmental/safety
procedures
– Items that cannot be
removed immediately
should be tagged (“redtagged”)
Is This
Item
Needed?
2. Set:
Arranging the Workplace
Definition
• Arrange all necessary items
Why:
• Have a designated place for
everything
• Visually shows what is required or
is out of place
• More efficient to find
items/documents/files
• Saves time by not searching for
items
• Shorter travel distances (motion)
3. Shine:
Sweep and Cleanliness
• Definition
– Keeping areas clean
on a continual basis
• Why
– A clean workplace
(office) is indicative of
a quality process,
product or service
New Labels are Now
On File Cabinets!
– Helps to identify
abnormal conditions
‘Everything in its place’
4. Standardize
• Definition
– Create a new process that is
easy to follow and maintain
• Why
– Maintain the workplace/office
at a level which uncovers
and makes problems
obvious
– Need to sustain the
improvements
– Sustain sorting, storage and
shining activities every day
5. Sustain:
Trained & Disciplined Culture
• Definition
– We need to practice
and repeat until it
becomes a habit
• Why
– To build 5S’s into our
every day process
• Things to Remember
– Develop schedules,
check lists
– Good habits are hard
to break
– Commitment and
discipline toward
housekeeping is
essential in taking the
first step to world class
performance
Before & After
A Place for Everything!
So, Why Don’t We Just
Do It?
• It is a habit issue – sounds easy, difficult to
implement and sustain
• Discipline exists only if there is
commitment on all levels
A well organized 5S program delivers significant results
with minimum investment