implementing continuous process improvement in our schools
DESCRIPTION
Implementing Continuous Process Improvement in Our Schools. Kaizen Event Training. 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 - PowerPoint PPT PresentationTRANSCRIPT
Implementing Continuous Process Improvement in
Our Schools
Kaizen Event Training
Education’s Challenge
• 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.
• 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
Business TransformationBusiness TransformationGrowth OpportunitiesGrowth Opportunities
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.
• 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
Principles of Lean Principles of Lean ThinkingThinking
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
• 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
What Is Lean Education What Is Lean Education Transformation?Transformation?
Western Union Video
• • • • • • • • •
• • • • • • • • •
Exercise: Exercise: What did you see?What did you see?
Business Process KaizenBusiness Process Kaizen(Change – Better)
Kaizen BreakthroughKaizen BreakthroughMethodologyMethodology
• 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 Team Ground RulesKaizen Team Ground Rules
• 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
Kaizen BreakthroughKaizen BreakthroughMethodology PrinciplesMethodology Principles
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
DefineDefine
Pre-workPre-work
• 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
Event RolesEvent Roles
• 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
Kaizen MethodologyKaizen Methodology
Quality & Time
Cost & Time
Time-Based Impacts onTime-Based Impacts on Processes and Processes and
Delivery of ServicesDelivery of Services
Safety & Time
Delivery & Time
• Create a business process map to identify areas of opportunity
Steps to ImplementingSteps to ImplementingBusiness TransformationBusiness Transformation
A tool used to: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.
What is a BusinessWhat is a BusinessProcess Map?Process Map?
Process Flow MapProcess Flow Map
2S tart A gentEnrollment
P rocess4
Agent
14AVPRV P
13Get Green Light
from RVP
78Legal
61FX / Treasury
54Finance
35ROM
31BDM
29Green LightReceived
15Request A udited
FinancialS tatements and
Lincense
32Receive NA Initial
P rofile andForward toFunctions
4Provide A udited
FinancialS tatements and
License
30Complete NAInitial P rofile
16Receive AuditedFS and License
17Initiate
ContractNegociations
18ReceiveCredit
Approval
19Request
Guarantee fromAgent
20Receive Country
Restrictions /License
Authorization OK
5Provide
Guarantee
21Receive FinalContract and
Send to A gent
22A ttach Enrollment
Forms andWelcome Letter
6Agent S igns
Contract
3Agent CompletesEnrollment Forms
25ReceiveS igned
Contract
26Received
CompletedEnrollment Form
34Receive
SetlementCurrency
35Receive Financial
Data, P /LAnalysis, P rice
Tables, Spreads
36Receive P re-
ApprovalNotificaton
46Receive
Guarantee andsend to Credit
38S tart
SchedulingAgent
Installation
41Receive
EnrollmentForms and S end
to NE , Creditand Compliance
42Confirm date ofInstall and sendAgenda to A gent
43Receive MTSoftware,
Voyager, B ingoCard
44Test software
and CheckAnnounceme
nt
48Install
Software
49Train Agent
33Confirm
Announcementand S tart Date
50Receive NA Initial
P rofile
5610-Receive NA
Initial P rofile
7012-Receive NA
Initial P rofile
71Receive License /
Authorization
75Review License /
Authorization
51Perform P &L
Analysis and Setup price tablesand spreads
68Credit
6811-Receive NA
Initial P rofile
57Send FX Rate,Spreads, RiskComponent to
Finance
58Set up New BankAccount if Needed
55Receive Banking
Form and S preads
62Initiate CreditReview and
request CreditReport
63Receive FinancialS tatements andCredit Report
65Request
Guarantee
67Aprove Agent andcommunicate toROM and Legal
76Communicate
Restrictions andlicense /
authorization OK
72Involve Legal withLegal Counsel of
Agent
74Prepare Final
Contract and s. 2of E nroll. Form.Send to ROM
77Receive Agent
S igned Contractfrom BDM
78Western UnionS igns Contract
87Enrollment
80Receive
Complete NAInitial P rofile
81Enrollment Setup
and S oftwarePriority List E ntry
84Receive
Enrollment Forms
86Input S preads,Limits, etc, and
Send Spreads andBanking Info to
FX
83Receive
Confirmation ofAnnouncement
from ROM
87Launch Agent
88Send
Announcement toWorld
89Revenue
End of P rocess
106Compliance
93Receive
Enrollment Forms
91Update F2 ZoomInformation in all
languages
95Communicate
restrictions
108NCC Telecom
97Set up telecom
routes
109Systems
Implementation
99Software
Configuration
98Ship S oftware to
ROM
112Information 100
Receive S tarterK it Request
101Ship S tarter K it to
Agent
102Obtain Agent Datafrom AS400 and
input onSpreadsheet
14Complex
Negociation?
60Pre-A pprove
Agent?
53New Country or
Currency?
52Foreign
CurrencyApproval
12Receive requestfor A udited Fin.S tatements and
Lincense
54Settlement
Currency OK
7Agent Receives
Agenda
8Agent Receives
S tarter K it
82Send B ingo, P rice
Table,announcement to
ROM
69Review CountryRestrictions andhire local counsel
if new country
9Agent Trained
10Agent Agrees on
S tarting Date
11Agent Goes Live
85Process
Enrollment Forms
92Receives Country
Restrictions
37ReceiveCountry
Restrictionsand License
/Authorization
OK
23CommunicateCompletion of
ContractNegociaitons
73Send signed
contract (if creditapproval received)
24Receive signed
contract
27Send signed
contract to A gent
1Receive signedcontract from
Western Union
28Communicate toROM that signedcontract sent to
Agent
31Receive
communicationfrom BDM of
S igned contract
64Credit
decision?
47Request
Guarantee
66Receive
Guarantee
39Receive
Contract andsend to BDMKeep s. 2 ofA .Enrollment
Form
59Receive
Enrollment Form
61Check Input of
SharingArrangements in
AS
94Review andTranslate
Restrictions
34Receive AuditedFS and Licenseand forward to
Credit and Legal,respectively
18Receive
Credit pre-ApprovalS tatus
36ReceiveCredit
Approval
45CommunicateCompletion of
ContractNegociaitons
45CompleteNA P rofile
and S end toEnrollment
43Receive
Restrictionsand Forward
to NE
IROC Create VDN andcommunicate to
Agent
6811-Receive NA
Initial P rofile
> 100 locations EDS Start A gentSupport
6Agent Sends
S igned Contract
Confirm withAgent before
flying toAgent S ite
Observe the DetailObserve the Detail
• Create a business process map to identify areas of opportunity
• Identify value adding and non-value adding activities and set new performance targets
Steps to ImplementingSteps to ImplementingBusiness TransformationBusiness Transformation
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!
Value-Add vs. Non-Value-Add Value-Add vs. Non-Value-Add DefinitionsDefinitions
• 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.
Categories of WasteCategories of Waste
• 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
Causes of WasteCauses of Waste
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 Value-Add vs. Non-Value-Add DefinitionsDefinitions
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.
Value-Add vs. Non-Value-Add Value-Add vs. Non-Value-Add DefinitionsDefinitions
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.
• 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.
Categories of WasteCategories of Waste
• 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.
Defects
• 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.
Overproduction
• 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.
Transportation
• 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.
Waiting
• 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.
Inventories/WIP
• 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 car-pooling. Meeting face-to-face instead of teleconferencing.
• Risks: Reduced capacity to perform value-adding work, which results in increased staffing requirements. Injury.
Movement
• 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.
Over Processing
Value Adding by Process:Value Adding by Process:Submittal of ApplicationSubmittal of Application
5 hrs.
5 mins.
3.0 hrs.
30 sec.
Lead time = 8 hrs.
Value Add time = 5.5 minutes
Value Add % = = 1.1%5.5 min.
8 hrs. x 60 min.
Open mailDate
stamp mail
Review packet for complete-
ness
Prepare fileAssign R&C
number
R&C log into
database
Submittal Complete?
Call applicant
Request update
info. & set file aside
Is the project
required?
Assign previous number &
pull file
Y
N
Y
N
• 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
Steps to ImplementingSteps to ImplementingBusiness TransformationBusiness Transformation
• 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
Enhanced Spaghetti Enhanced Spaghetti MapMap
Example Spaghetti Example Spaghetti MapMap
Desk
Table
Desk
Desk
Desk
Desk
TableDesk
Table
Desk Desk
Table Table Staging Area
6, 7
, 8, 9
6, 7
, 8, 9
Desk
6, 7
, 8, 9
6, 7
, 8, 9
6, 7
, 8, 9
6, 7
, 8, 9
DeskDesk
Table
Table
Start
Table Table
1
12
4c
4a
3
2
11 10
cart
4b
Performance Excellence Continuous Improvement
Batch ModeBatch Mode
Batch InvoicesCalculate
Batch Total
Enter Batch
Open Mail
Stack & Hold
IN
OUT
Voucher
File Batch
Performance Excellence Continuous Improvement
One Piece FlowOne Piece Flow
Open Mail
FileEnter
• 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
Steps to ImplementingSteps to ImplementingBusiness TransformationBusiness Transformation
• 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)
Process Must Be Process Must Be RepetitiveRepetitive
• 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
Reduce VariationReduce Variation
• 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
Assuring First-TimeAssuring First-TimeQuality Means...Quality Means...
5 Why’s ExampleJefferson Memorial is deteriorating
Too much washing
Excess bird droppings
Lots of spiders to eat
PROBLEM
WHY?
WHY?
WHY?
WHY?
WHY?
Lots of gnats to eat
Lights are on all the time
5 Why’s Tool
• 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
Steps to ImplementingSteps to ImplementingBusiness TransformationBusiness Transformation
Visual ManagementVisual Management
Shipping
Packing
Stock
Order Picking
Order Entry
Sales
Shipping
Packing
Stock
Order Picking
Order Entry
Sales
Function Action Steps
Obtain & write uporder from customer
Deliver order slip to order entry
Log, sort & prioritize
orders
Slips waitfor pick-up
Get slips from order
entryShoes
Available?
Send shoes to packing
Pack & send to shipping
Ship shoes
Order moreShoes from
factory
Informcustomerof delay
Alert stock& sales
Problem!Problem!
DCQSMN Shot Saw Timeline
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
3 5 7 9 11 13 21 23 39 45 47 49 69 71 73
Time
% G
ood
Gri
t
0
50
100
150
200
250
Am
ount
Sm
all G
rit i
n G
ram
s
% good grit bad grit
908070605040302010
50403020100
Index
Shrink L
ines
CA Shot Saw Record
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
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
Time
% B
ig G
rit
0
50
100
150
200
250
Am
ou
nt
Sm
all
Gri
t
% Big Small
.001John Chapdelaine1/31/0110" Digital Caliper (Herman Mil l
Misc:
Tolerance:Reported by:Date of study:Gage name:
0
120.05
120.00
119.95
119.90
PapoJenny 2nd ShiftBetty
Xbar Chart by operator
Sa
mp
le M
ea
n
Mean=120.0UCL=120.0LCL=120.0
0
0.015
0.010
0.005
0.000
PapoJenny 2nd ShiftBetty
R Chart by operator
Sa
mp
le R
an
ge
R=0.00575
UCL=0.01480
LCL=0
10 9 8 7 6 5 4 3 2 1
120.05
120.00
119.95
Part number
operatoroperator*Part number Interaction
Ave
rag
e
Betty
Jenny 2nd Shif t
Papo
PapoJenny 2nd Shif tBetty
120.05
120.00
119.95
operator
By operator
10 9 8 7 6 5 4 3 2 1
120.05
120.00
119.95
Part number
By Part number
%Contribution
%Study Var
%Tolerance
Part-to-PartReprodRepeatGage R&R
100
50
0
Components of Variation
Pe
rce
nt
Gage R&R, Length, 1/31/01
Alert
PreventReact
Data Display
Response to DemandResponse to Demand
HourActualInput
ActualOutput
TargetOutput
Cum.Backlog
Comments
8-9 30 25 30 5 Training new staff
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 Printer paper out
2:30-3:30 30 30 30 57
3:30-4:30 20 30 30 47
Visual Management:Visual Management:Hour By Hour ChartHour By Hour Chart
Overall Backlog Moving to Completion
39
33
2623 23
19 18 17
96
3
12
14
12
12 12
13
109
8
9
1012
10
41
16
0
10
20
30
40
50
60
Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05
Calendar Date
To
tal
Pro
jec
t L
eft
to
Co
mp
lete
Facility Plan - Approvedand Loan - Not Approved
Facility Plan - NotApproved and Loan - NotApproved
Iowa Department of Natural Resources
Wastewater Construction – CWSRFWastewater Construction – CWSRF
Visual Management:Visual Management:Monitoring BacklogsMonitoring Backlogs
Western Union Video (After)
Take no action and nothing will happenTake no action and nothing will happen(not seeing is not knowing)(not seeing is not knowing)
First, try it with the knowledge available
Improve upon the results
Base analysis on the facts (data)
The germ of the next action (kaizen) will sprout from it
This leads to quick and
elegant solutions
““Quick and simple is betterQuick and simple is betterthan slow and elegant”than slow and elegant”
Get affected cities to buy-in
Agreement by SHPO
Create new form
Action
8
7
6
5
4
Reduce Lead-time
30 daysJohnCreate shared folders
3
CompleteThurs.SarahSHPO Buy-in2
Form Complete3:00 pmDanReq. Design1
Results(Expected)
WhenWhoProblemItem
#
Kaizen NewspaperKaizen Newspaper
• 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
Management Team MustManagement Team Must
• 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
SummarySummary
Questions
Tool ModuleTool Module
Process FlowProcess FlowMappingMapping
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 ProcessBusiness ProcessFlow MapFlow Map
Create macro level flow of process
Determine functional areas
Detail the steps
Connect with arrows
Business ProcessBusiness ProcessFlow Map StepsFlow Map Steps
Mail Courierdelivers mail
Sorter sorts mail(thins/smalls &
thicks) and opensthins/smalls
Mail Extractorremoves claims from
envelopes & sorts
Lead checks & sortsclaims & delivers to
input prep
1.Create Macro Level1.Create Macro LevelFlow of ProcessFlow of Process
Mail Room Process
Lea
dM
ail
Ext
ract
or
So
rter
Mai
l C
ou
rier
2. Determine Functional Areas
66
Mail Room Process
Lea
dM
ail
Ext
ract
or
So
rter
Mai
l C
ou
rier Start
Bring cagesinto mailroom
Unload binsfrom cages
Sort the thicksfrom the thins& the smalls
Slice thin &small envelopes
in machine
Count thickenvelopes, thenlabel sheets &stack in trays
Put envelopesin trays & pull
out label sheetsw/ machine count
put envelopeson shelf
Pick up trayfrom shelf,
return to desk
Thick envelopes areopened manually &
then claims areextracted & sorted by
claim type
Thin envelopes haveclaims extracted
from them & sortedby claim type
Put claimsin trays byclaim type
Pick up trays &place on cart
QC eachtray
take trays toinput prep
End
3. Detail the Steps
Mail Room Process
Lea
dM
ail
Ext
ract
or
So
rter
Mai
l C
ou
rier Start
Bring cagesinto mailroom
Unload binsfrom cages
Sort the thicksfrom the thins& the smalls
Slice thin &small envelopes
in machine
Count thickenvelopes, thenlabel sheets &stack in trays
Put envelopesin trays & pull
out label sheetsw/ machine count
put envelopeson shelf
Pick up trayfrom shelf,
return to desk
Thick envelopes areopened manually &
then claims areextracted & sorted by
claim type
Thin envelopes haveclaims extracted
from them & sortedby claim type
Put claimsin trays byclaim type
Pick up trays &place on cart
QC eachtray
take trays toinput prep
End
4. Connect With Arrows
Different functions of the processUse 3”x3” orange construction paper.
Beginning and end points of the processUse 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.
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.
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
Task
Inspect &Decision
Delay
Store
Beginning& End Points
Function .
Flow Map Shapes
Flow Map ArrowsFlow Map ArrowsSingle 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.
20% of the activities in a process cause 80% of the delay.
80/20 Rule80/20 Rule
Used To:
• Capture waste information and potential solutions
• Rate / rank the solutions in regards to resolution of the issues and ease of implementation
Impact / Difficulty Impact / Difficulty RatingRating
Waste BarrierWaste BarrierPrioritization MatrixPrioritization Matrix
Impact / Difficulty Matrix
Business Process Kaizen
Standard Operations
The best combination of people and resources balanced to customer demand…
...using the minimum amount of people, space, materials, and equipment.
A Standard Operation Is...
• 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.
Standard Operations
Pacing to takt time
A Standard Operation Is...
*Period / tsRequiremen Customer
Period / Time Operating NetTime Takt
* Time periods must be consistent (shift, day, week …)
Takt TimeTakt Time
*ts/PeriodRequiremen Customer
dTime/Perio Operating NetTime Takt
Net OperatingTime Per Day:
Day: 480 minutes Breaks: 2 @ 15 minutes =Prep time: 1 @ 5 minutes =Net operating time per day =
480-30
-5
CustomerRequirements:
Permits
# working days/month Permits / day =
9,600 20
For 1 day: Takt Time =
* Time periods are equal
Takt Time ExampleTakt Time Example
DeptService
Lead Time
WorkerCycle Time
Lead Time vs. Cycle Lead Time vs. Cycle TimeTime
Time
Staff
10
20
30
60
40
50
1 2 3 4 5 6 7 8 9 10 11 12
Takt Time = 5 hours
Cycle Times = 15 hours
# of Staff =Cycle Times
Takt Time
Takt Time vs. Cycle TimeTakt Time vs. Cycle Time Bar Chart Bar Chart
Fixed Customer Demand Flexible Customer Demand
Tim
e
Staff
10
20
30
60
40
50
Tim
e
Staff
10
20
30
60
40
50
1 2 3 4 5 6
Takt Time = 50 sec
Approaches to Approaches to StaffingStaffing
Pacing to takt time
Step1
Step2
Step3
Establishing work sequences
A Standard Operation Is...A Standard Operation Is...
• A prescribed sequence of steps
• Assigned to a single staff person
• Which is balanced to the takt time if appropriate
A Work Sequence Is...A Work Sequence Is...
Pacing to takt time
Step1
Step2
Step3
Establishing work sequences
WIP WIPWIP PC
A Standard Operation Is...A Standard Operation Is...
“Where there is no standard, there can
be no Kaizen.”
– Taiichi Ohno
Tool Module
5S
• A process and method for creating and maintaining an organized, clean, high-performance workplace
• A conditioning discipline for kaizen
What Is 5S What Is 5S Methodology?Methodology?
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
processThe
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 (“red-tagged”)
Is ThisItem
Needed?
Is ThisItem
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
– Helps to identify abnormal conditions
‘Everything in its place’
New Labels are Now On File
Cabinets!
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