lean - kaizen manual of toyota production system - 2002

7/25/2019 Lean - Kaizen Manual of Toyota Production System - 2002

1/59

Kaizen Strategies andActivities

Activity Group Manual

October 2002


2/59

TABLE OF CONTENTS

INTRODUCTION!ACKNO"#$DGM$NTS%

&UR&OS$'T(e Manual)T(e Kaizen Activity Groups)*ene+its +or Sta++,

STRAT$G-.T(e /anual0

Adapting t(e culture01acilitating process i/prove/ent02arness internal synergies3Glo4al approac(3Su//ary3

Kaizen5Dual +ocus!6

ESTABLISHING GROUP GUIDELINES!!

!6 &reparing +or Kaizen Activities!%%6 Kaizen Activity Group Responsi4ilities!)'6 Ot(er Reading and Related In+or/ation!.

KAI7$N R$8I$"!0!6 9 &lan!3

!! &lan "(at 9 De+inition o+ &ro4le/ and Analysis o+ &ro4le/!3!% &lan "(y 9 Identi+ication o+ Causes%!!' &lan 2o: 9 &lanning Counter/easures%%

%6 Do 9 I/ple/entation%)'6 C(ec; 9 Con+ir/ation o+ Results%.)6 Action 9 Standardisation%0

CONTINUOUS IM&RO8$M$NT%5Continuously i/proving'61uture strategies and opportunities'!

A&&$NDI< A'%Analysis tools'%

Cause and e++ect diagra/s',2istogra/s'0Control C(arts)%

A&&$NDI< *))Contact #ist))

Toyota Custo/er Service Mar;eting),*est &ractices Tea/ USA),Glo4al *est &ractice Group).Ot(er Re+erences)0

A&&$NDI< C)3De+initions)3

Co//on #anguage o+ Kaizen)5


3/59

A&&$NDI< D,6&rocess Mapping,6

Mapping a &rocess,!Main $le/ents o+ an Activity Decision 1lo: Diagra/,%

Alternative Nature o+ a &rocess,'2ierarc(ical Co/position o+ a &rocess,)


4/59

INTRODUCTION

The Toyota Way:as launc(ed glo4ally in %66! 1ollo:ing t(is= Mr 2ideo Oza;i=&resident o+ Toyota 1inancial Services Corporation outlined a plan to +ocus upon 4uildingt(e internal synergies and processes :it(in eac( Sales 1inance Co/pany >S1C? To

+acilitate t(e introduction o+ The Toyota Way= Glo4al *est &ractice Group >G*&G? :asesta4lis(ed

T(e G*&G consists o+ a representative C(a/pion +ro/ eac( S1C :it(in Toyota 1inancialServices >T1S? A Regional Coordinator (as 4een appointed +or eac( o+ t(e +our glo4al4est practices regions@ AsiaOceania= Nort(ern $urope= Sout(ern $urope >including Sout(

A+rica? and A/ericas Toget(er t(is group reports to a Glo4al Coordinator

T(e +ocus o+ t(e G*&G is to c(a/pion t(e introduction o+ The Toyota Wayconcepts intoeac( S1C T(ese concepts are@

Continuous I/prove/ent

Respect +or &eople

T(is /anual :ill assist you to ac(ieve success t(roug( proven /et(ods o+ ContinuousI/prove/ent >Kaizen?= a concept adapted +ro/ t(e :orldBrecognised Toyota &roductionSyste/ >T&S? T(is syste/ (as 4een responsi4le +or t(e i/proving pro+its= uality anddelivery ti/e o+ Toyota ve(icles over t(e past .6 years It (as also provided a 4asis +ore/po:er/ent= encouraging +actory sta++ to /a;e i/prove/ents to t(eir o4s

"(ilst T&S concepts (ave t(eir roots in a /anu+acturing environ/ent= t(ey can also applyto operations o+ S1CEs T(e tas; o+ translating t(ese concepts (as 4een a /aor c(allengeand :ill also 4e su4ect to continuous i/prove/ent

!


5/59

ACKNOWLEDGMENTS

T(is +irst release /ust ac;no:ledge invalua4le assistance and support in developing t(is/anual@

2ideo Oza;i 9 &resident T1SC

Koi Ko4ayas(i 9 $Fecutive 8ice &resident T1SC#arry Cannon 9 Senior 8ice &resident T1SCRoss Springer 9 &resident AsiaOceania T1SIc(rio -ai/a 9 Deputy Managing Director Australia T1S"alter #eyendec;er 9 C(air/an $uropeA+rica T1S-os(i(i;o Morinaga 9 &resident $uropeA+rica T1SDavid *etteley 9 8ice &resident $uropeA+rica T1SGeorge *orst 9 &resident A/ericas T1SKen Arnold 9 Managing Director Canada T1SNa/pac(i 2ayas(i 9 $Fecutive Advisory $ngineer T&S

T(e T&S group at Araco Corporation= Toyota Industries Corporation Ta;a(a/a &lant andToyoto/i Ki;o &lant= *est &ractice Tea/ USA= and representative C(a/pions andCoordinators o+ Glo4al *est &ractices Group are also ac;no:ledged +or t(eir participationin t(e +irst year o+ G*&G

%


6/59

PURPOSE

'


7/59

The Mana!

T1S operates in an increasingly co/petitive /ar;et= :(ere internal and eFternal de/andsreuire /ore t(an ust t(e provision o+ goods and services T(e increasing internationaleFpansion o+ T1S and t(e c(anging nature o+ t(e 4usiness environ/ent into t(etec(nologically reliant econo/y (ave seen ne: opportunities evolve To continue to

eFceed custo/er eFpectations= t(e (arnessing o+ synergies :it(in t(e T1S glo4alco//unity is para/ount -our contri4utions to T1S are recognised as i/portant to t(eco/panyEs success T(is +irst release /anual :ill assist you to 4eco/e involved in groupB4ased activities :(ere your contri4utions can result in i/prove/ents to your :or;environ/ent

T(e /anual is designed to 4e used in all S1CEs 4y sta++ :it( a :ide ranging s;ill set T(e/anual :ill also provide a universal plat+or/ +or in+or/ation s(aring and per/it directco/parison 4et:een S1CEs T(e 4uilding o+ Kno:ledge Manage/ent :ill eventually ste/+ro/ t(e use o+ t(is standardised process o+ Kaizen initiatives= involving concepts=/easuring= +actdata recording and eventual reporting to a G*&G

T(e /anual also gives a +ra/e:or; to (elp sta++ underta;e Kaizen activities t(at uali+y +ora T1S Glo4al Kaizen A:ard 1urt(er in+or/ation is availa4le in t(e Glo4al *est &racticesGroup pac;= or +ro/ your Glo4al *est &ractices representative

The Ka"#en Act"$"t% Gro&'

T(e role o+ Kaizen Activity Groups is to identify opportunities for improvement:it(in4usiness processes

T:o /ain opportunities +or i/prove/ent are@

! T(e eli/ination o+ Muda >:aste? +ro/ processes% T(e correction o+ any issuespro4le/s :it(in processes in addition to Muda

T(e relevance o+ Muda is t(at it 4ot( directly causes pro4le/s and also (ides or disguisesot(er issues or pro4le/s t(at are occurring :it(in a process It is t(ere+ore t(e (o't"(&ortant e!e(ent to e!"("nate )ro( a &roce''

&ast eFperience t(roug( T&S (as s(o:n t(at Muda (as t(e :orst e++ect upon a processand= in turn= upon a 4usiness T(ere+ore t(e orientation o+ Kaizen Activity Groups :ill 4e

to +ocus on e!"("nat"on o) M*ato i/prove e++iciencies and to detect issues or pro4le/s:it(in processes :(ere i/prove/ent opportunities can 4e introduced

)


8/59

Bene)"t' )or Sta))

Kaizen Activity Groups are an opportunity +or all sta++ to participate and learn a4out@

Toyota

o4 +unctions

&ro4le/ identi+ication and analysis

&roect /anage/ent

Group activities and synergies

The Toyota Way

T(e Toyota &roduction Syste/

&rocess i/prove/ent/anage/ent

T(e underta;ing o+ Kaizen activities is not eFtra :or; and /ust not 4e t(oug(t o+ as suc(Kaizen is a part o+ :or;ing at T1S So/e :ill no dou4t 4e as;ing :(y t(is is not additional:or; T(e si/ple ans:er to t(is is t(at Toyota (as e/po:ered sta++ to c(allenge

processes= and :ill re:ard t(e/ +or doing so T(is p(ilosop(y is a +actor +or success o+T&S in Toyota /anu+acturing Si/ilar to Toyota= T1S is developing sta++ t(roug( trainingand education to naturally identi+y areas +or opportunity in t(eir roles and to deliverC'to(er F"r'tproducts and services

Kaizen also o++ers opportunities to participate in a glo4al initiative :(ic( :ill increase sta++understanding and eFposure to aspects o+ T1S= provide opportunities to /eet :it( people+ro/ :it(in t(e local S1C and ot(er S1Cs in t(e T1S +a/ily

Ulti/ately= Kaizen gives e/ployees= custo/ers and T1S satis+action +or t(eacco/plis(/ent o+ activities T(e constantly evolving nature o+ Continuous I/prove/ent

provides an ongoing i/prove/ent= so as an e/ployee you are part o+ so/et(ing specialHa cultural adaptation o+ The Toyota Wayto T1S

,


9/59

STRATEG+

.


10/59

The (ana!

T1S is loo;ing to sustain long ter/ gro:t( T(e co/panyEs strategic goals are +ocusedupon creating opportunities to /a;e t(is (appen One suc( strategy (as 4een t(e+or/ation o+ t(e G*&G T(is group :ill contri4ute to:ards t(e goal o+ long ter/ gro:t( 4y@

C(anging t(e culture o+ T1S

1acilitating process i/prove/ent

2arnessing internal synergies

&ro/oting a glo4al approac(

Met(ods o+ ac(ieving t(is are 4rie+ly addressed 4elo:

A*a&t"n, the c!tre

T(e Kaizen culture is one t(at reuires discipline and dedication It is not so/et(ing t(at

is isolated to /anage/ent or nonB/anage/ent sta++ It is a :ay o+ doing 4usiness Inadapting T1S culture to The Toyota Way,:e s(ould consider /atc(ing@

o4 related reuire/ents= including@

o "ays to act

o "ays to t(in;

o Key accounta4ilities

Corporate goals

Sta++ training and develop/ent

2u/an Resources :ill play a large roll in t(e +acilitation and /anage/ent o+ t(eseactivities Translating The Toyota Wayinto /eaning+ul actions is necessary to encourage

and develop t(e people o+ T1S Mo/ents o+ trut( :(ere sta++ s(ould encounter TheToyota Wayare@

Corporate= *usiness and &ersonal goals

Induction and Orientation

o4 descriptions

Training and Develop/ent

&olicies and &rocedures

Fac"!"tat"n, &roce'' "(&ro$e(ent

Kaizen reuires 4ot( t(e pro+icient t(in;ing and action s;ills o+ The Toyota Way T(es;ills necessary +or identi+ying opportunities to i/prove t(e /easure/ent andi/ple/entation o+ processes are partly addressed in t(is /anualT(e :(ole directional pull +or Kaizen co/es +ro/@

Internally 9 +ro/ senior /anage/ent t(roug( corporate and 4usiness goals and

o4ectives to process operators

$Fternally 9 +ro/ our custo/ers and t(roug( /ar;et researc(

Ot(er /et(ods o+ +acilitating process i/prove/ent co/e +ro/ t(e s(aring o+ policies andprocedures 4y S1Cs T(ese docu/ents provide t(e starting point +or ne:er S1Cs to

0


11/59

develop 4est practices or +or esta4lis(ed S1Cs to co/pare and assess t(eir ongoingpractices

-arne'' "nterna! '%ner,"e'

&eople and ;no:ledge are t(e /ost i/portant resources o+ T1S #earning to /anage and

e++ectively pro/ote ;no:ledge trans+er 4et:een our people and co/panies :ill 4ringi/prove/ents in processesS(aring t(e +ollo:ing types o+ ;no:ledge resources :ill i/prove internal synergies@

&eople

&olicies and &rocedures

Researc(

$Fperiences

Tec(niues

All o+ t(ese ;no:ledge resources add value to t(e :ay 4usiness is done S(aring t(eseresources :ould reduce t(e a/ount o+ initial develop/ent reuired and encourage

i/prove/ent o+ eFisting 4enc(/ar;s

G!oba! a&&roach

T(is Kaizen Activity Manual contri4utes to:ards a glo4al approac( 4y@

*eing a universally adapta4le resource

&roviding a co//on language +or Kaizen

&roviding a co//on plat+or/ +or activities

&roviding a universally co/para4le output

S((ar%

Kaizen Activity Group outco/es and activities :ill 4eco/e co/para4le t(roug(out t(e T1Sglo4al co//unity T(is :ill i/prove@

Cultural adaptation

1acilitation o+ process i/prove/ents

Internal synergies

Glo4al approac(

3


12/59

Ka"#en

T(e principles o+ Kaizen are@

! t(e /ost i/portant co/pany assets are t(e people

% evolution o+ processes :ill occur 4y gradual i/prove/ent rat(er t(an radicalc(anges

' 4ene+icial c(anges are to 4e i/ple/ented i//ediately :(ere possi4le

) i/prove/ent reco//endations /ust 4e 4ased on statistical and uantitativeevaluation o+ processes

T(e Kaizen Activity Groups support and encourage t(e principles o+ Kaizen

Kaizen strategies are generally i/ple/ented at t(ree di++erent levels@

! Manage/ent Oriented% Group Oriented' Individual Oriented

T(is activity /anual :ill eFplain and address Group Oriented activities*rie+ly= t(e support /ec(anis/ o+ Group Orientated Kaizen activities :ill integrate :it( t(e2os(in Kanri +ro/ Manage/ent and a suggestion syste/ +ro/ Individuals T(ese t:oareas provide so/e /eaning+ul guidance +or Kaizen Activity Groups pre :or; activities

Supporting t(e strategies o+ planning and sta++ develop/ent t(e Kaizen Activity Groups :ill

develop t(e s;ills o+ participants to a level :(ere t(ey /ay 4eco/e group leaders +or+uture process revie:s

T(e /anual is a resource t(at is to 4e used t(roug(out t(e T1S +a/ily to ensure aconsistent approac( to Kaizen training and application= provide a universal co/parison o+activities and outco/es= and glo4alise Kaizen Activity Group practices

Ot(er t(an t(e incentives +or Kaizen Activity Groups :(ic( are related to t(e e/po:er/entand participation o+ sta++= increased o4 satis+action and eFposure to a glo4al concept=T1SC is also recognising and re:arding Kaizen activities T(e neFt "orld Sales 1inanceCon+erence :ill (ost t(e :inner o+ a T1S Glo4al Kaizen A:ard co/petition T(e :inner

:ill present t(eir i/ple/ented Kaizen Group Activity to t(e Senior Manage/ent andCountry Managers o+ t(e co/pany >1or +urt(er in+or/ation see t(e T1S Glo4al Kaizen

A:ard criteria?

T(e use o+ eFisting &olicy and &rocedure as a 4asis to /ove +or:ard is para/ount &olicyand &rocedure docu/ents :ill eFplain t(e as is situation= and initiate t(e 4ase o+ t(eKaizen activity Kaizen Activity Group outco/es :ill in turn update and create ne: andi/proved &olicies and &rocedures T(ese docu/ents :ill +or/ Be't Pract"ce':it(in

5


13/59

T1S= and :ill 4uild t(e plat+or/ +or +urt(er i/prove/ent opportunities= 4y loo;ing 4ot(:it(in T1S and eFternally

Da! )oc'

During t(e identi+ication stage o+ t(e activity= +ocus :ill 4e upon identi+ying pro4le/s inprocesses A /et(od +or t(is is to o4serve a o4 +unction in its entirety in order to /easuret(ose aspects t(at add value= are incidental or :aste+ul T(is :ill in turn identi+y processest(at can 4e i/proved upon or eli/inated

T(e group is structured to address and deliver@! &rocess i/prove/ents% o4 +unction i/prove/ents

&rocesses t(at are i/proved :ill 4eco/e Be't Pract"ce' 1ull utilisation o+ sta++ :illeli/inate Muda and (a."("'e $a!e a**e* /or

!6


14/59

ESTABLISHING GROUP GUIDELINES

!!


15/59

10 Pre&ar"n, )or Ka"#en Act"$"t"e'

T(e /e/4ers o+ t(e group s(ould (ave s;ills in t(e +ollo:ing areas@

! &roect Manage/ent% So/e 4asic statistical analysis

' Microso+t "ord) Microso+t $Fcel, Microso+t 8isio

T(e group is structured to address and deliver@! &rocess i/prove/ents% o4 +unction i/prove/ents

As :it( /ost roles= preparatory :or; +or/s so/e part o+ t(e overall o4 +unction 1or aKaizen Activity Group= preparatory :or; +or/s an i/portant starting point T(is iseFplained (ere in t(is strategy section and includes@

11 E'tab!"'h"n, a Ka"#en Act"$"t% Gro&

T(e Kaizen Activity Group is responsi4le +or various +unctions including@! &roect Manage/ent% &rocess Manage/ent' Statistical Analysis) &ro4le/ Solving Tec(niues, I/ple/entation. Updating o+ &olicies and &rocedures

S1C are encouraged to esta4lis( groups :it( a diverse range o+ /e/4ers :it(co/ple/entary s;ills and ;no:ledge to +ul+il roles t(at are naturally 4est suited to t(e/$sta4lis(ing a group o+ li;eB/inded people :it( si/ilar s;ills /ay not 4e a4le toac(ieve t(e sa/e results o+ a 4road s;ill 4ased group

Appoint/ents :ill 4e /ade 4y t(e local G&*G representative and local /anage/ent=(o:ever G*&G :ill assist :(enever possi4le

12 I*ent")%"n, the SFC Cor&orate Goa!' an* Ke% area' )or I(&ro$e(ent

T(e identi+ication o+ Corporate Goals t(at t(e Kaizen Activity Group can contri4uteto:ards can 4e identi+ied t(roug( discussions :it( t(e senior /anage/ent o+ t(e S1C1urt(er researc( /ay 4e reuired into@

! *alance S(eet% &ro+it or #oss

!%


16/59

' General #edger

Researc( into su4/issions in a Kaizen suggestion sc(e/e /ay also provide direction+or various areas o+ i/prove/ent

13 Contr"bt"on the to/ar*' the atta"n(ent o) Cor&orate Goa!'

Corporate Goals /ay consist o+@ cost reduction

processing i/prove/ent

uality i/prove/ents

Usually Corporate Goals :ill stipulate a level o+ attain/ent reuired +or t(e co/panyas a :(ole= and during t(e scope setting= t(e group can set itsel+ a target to reac( T(eKaizen Activity Group s(ould underta;e :or; t(at is not only valua4le +or group/e/4ers 4ut t(at :ill also contri4ute to t(e ac(ieve/ent o+ Corporate Goals

14 Obta"n a!! re!ate* Po!"c% an* Proce*re *oc(ent'

T(e 4ase point +or eFa/ination and analysis o+ processes co//ences :it( &oliciesand &rocedures Current &olicies and &rocedures s(ould 4e an accurate and relevantre+lection o+ t(e current process= as is and 4usiness rule I+ &olicy and &roceduredocu/ents are outdated or inaccurate= t(e as is process :ill need to 4e esta4lis(ed

15 I*ent")% (a6or 'taeho!*er' "n the area /here the Ka"#en Act"$"t% Gro&&ro&o'e to /or

&rior to co//encing :or; t(e Kaizen Activity Group /ust identi+y all sta;e(olders t(at:ill 4e i/pacted 4y activity outco/es T(e list o+ sta;e(olders /ay include@

operators in t(e 4usiness process +or revie:

t(e supervisor and /anager o+ t(e area

ot(er depart/ents :it( interBrelated activities eit(er prior to or a+ter t(e process

area

senior /anage/ent

A +ull list /ust 4e dra:n up to +acilitate co//unication t(roug(out t(e activityCo//unication and involve/ent o+ sta;e(olders is an i/portant aspect o+ success+ulKaizen Activity Group activities

17 Obta"n 'taeho!*er '&&ort to the Ka"#en Act"$"t% Gro&

Sta;e(older /eetings s(ould 4e called prior to t(e co//ence/ent o+ t(e Kaizenactivity T(e /eeting s(ould address issues suc( as@

scope o+ t(e Kaizen Activity Group

purpose o+ t(e Kaizen activity

role o+ sta;e(olders and Kaizen Activity Group

sta;e(older concerns

eFpected lengt( o+ t(e Kaizen activity

!'


17/59

plan +or +uture co//unication and involve/ent o+ sta;e(olders

!)


18/59

20 Ka"#en Act"$"t% Gro& Re'&on'"b"!"t"e'

21 Strctre* )or(at 8 PDCA

&roviding a structured +or/at +or all Kaizen Activity Group activities= t(e adoption o+ t(e&lan= Do= C(ec;= Action >&DCA? cycle is applied T(e &DCA (as proven to 4e asuccess+ul /et(od o+ reac(ing goals and o4ectives +or organisations in apan and aroundt(e :orld= and it is a tried and tested /et(od at Toyota and T1S

T(e integral part o+ t(e Kaizen strategy is to syste/atically +ollo: a cyclical c(annel o+developing and delivering Continuous I/prove/ent T(e +or/at is utilised a+ter &reBKaizen :or;

!,


19/59

22 E!"("nate M*a

The Kaizen Activity Group will be focused on the elimination of Muda.

M*a 9Wa'te: "' the re'"*e o) &oor &roce''

M*ais :aste Muda is represented 4y all types o+ :aste in a process inclusive o+

conveyance >/ove/ents?= :aiting= redundancy= over4urden= unevenness andcorrectionre:or; a/ongst ot(er t(ings

Inc"*enta! /oris non value added :or; :(ic( is necessary under present

:or;ing conditions

;a!e a**e* /or>Net :or;? is value added o4 operations t(at custo/ers desire

IMPORTANT


20/59

24 Re&ort a!! Ka"#en Act"$"t"e'

An A' covers(eet developed +or t(e universal docu/enting o+ Kaizen Group Activities/ust 4e co/pleted t(roug(out activities and (ead up all o+ t(e :or; papers and analysisT(e A' supports t(e &DCA cycle= and provides a re+erence +or glo4al reporting T(issu//ary o+ t(e activity :ill give an opportunity +or uic; revie: and co/parison o+

underta;ings around t(e T1S glo4al co//unity It places not only an e/p(asis upon t(e&DCA cycle= 4ut is also an avenue +or learning and training +or +uture activities

30 Other Rea*"n, an* Re!ate* In)or(at"on

As :ell as t(e Kaizen Activity Group /anual= Glo4al *est &ractices Group (as prepared@

T1S Glo4al Kaizen A:ard

Glo4al *est &ractices Group 9 "orld Sales 1inance &resentation

Glo4al *est &ractices Group 9 Re+erence /aterials and Toyota Kaizen contact list

Re+er to t(e appendiF o+ t(is Manual +or /ore in+or/ation

!0


21/59

KAI=EN RE;IEW

!3


22/59

10 > P!an

T(e &lanning stage is t(e initial stage :(ere /ultiple activities occur to truly identi+y@! "(at t(e pro4le/ is% "(y it is occurring' 2o: to correct it

T(e reasoning +or planning is to "*ent")% the root ca'eo+ an issue It is not concerned:it( i/proving t(e :or; created 4y t(e pro4le/= 4ut t(e reason +or t(e original cause=:(ic( /ay (ave +or/ed several steps prior to its actual detection T(e issue and t(e stepsta;en during t(e planning stage /ay result in detecting t(e cause o+ a pro4le/ in a +ar o++environ/ent to :(ere t(e pro4le/ actually eFists T(is interrelated +lo: (ig(lig(ts t(ee++ect o+ processes on t(e 4usiness= and s(ould involve ot(er sta;e(olders in t(e Kaizen

Activity Group co//unications

11 P!an What > De)"n"t"on o) Prob!e( an* Ana!%'"' o) Prob!e(

*y de+ining t(e pro4le/= t(e scope o+ t(e Kaizen Activity GroupsE activities is set As ade+inition= a pro4le/ is a dou4t+ul or di++icult /atter reuiring a solution! T(e preB:or;underta;en (as set t(e 4asic area and +ocus o+ :(ere t(e Kaizen Activity Group :illco//ence

1T(e Australian Concise OF+ord Dictionary= 1i+t( edition= AG&S !55)

!5


23/59

De+ine "or; Categories

All processes can 4e categorised into! 8alue added :or;% Incidental :or;' Muda

An o4vious pro4le/ in a process :ill 4e associated :it( Muda T(e Muda is /a;ing t(eprocess ine++icient 4ecause o+ unnecessary actions= suc( as t(ose listed neFt to t(ediagra/ 4elo: T(e detection o+ Muda in a process and t(e re/oval o+ t(is :ill give aclearer picture= and :ill eFpose issues or pro4le/s in t(e process

Categorising t(e :or; reuires t(e de+inition o+ all t(e :or; t(at is underta;en 4y t(e sta++/e/4er during t(e :or;ing day T(is includes value added :or;= incidental :or; andMuda T(e categorisation is not at t(is point concerned :it( a particular process= 4ut is+ocused on t(e e++iciency o+ :or; underta;en 4y t(e sta++ /e/4er

!66J o+ all processes underta;en :it(in a position /ust 4e recorded A /atriF s(ould 4eused to record t(e data as it :ill 4e re+erred to later :(en :or; on processes (as 4eenco/pleted= and i/prove/ents i/ple/ented T(e /atriF :ill separately list t(e processesunderta;en= placed into t(e t(ree categories o+ value added= incidental and :aste

Addition o+ all t(e ti/e in t(e /atriF :ill add to t(e :or;ing (ours= and t(ere+ore give anindication o+ eac( category +or i/prove/ent

%6


24/59

1ind t(e 1acts

1act +inding reuires t(e docu/enting o+ data t(at applies to 4ot( t(e :(ole o4 role= t(eprocesses :it(in t(at role= and t(e processes identi+ied as (aving a pro4le/ T(is data isused in t(e neFt step o+ :(y= and t(ere+ore it s(ould 4e recorded so t(at its /anipulation+or t(e neFt step can occur Docu/enting >in a /easura4le and co/para4le +or/at?aspects suc( as ti/e= uality level and costs :(en applied to parts o+ a process= or a:(ole process= :ill develop a data source t(at can 4e used in +urt(er analysis 1orassistance :it( t(is process= please consider revie:ing t(e neFt stage +ro/ !%! to !%):(ere t(e data is used to +or/ grap(s and c(arts +or analysis

T(e :ay to deter/ine and o4serve pro4le/s is 4y Genc(i Gen4utsu -ou :ill (ave to goto t(e source= :(ic( is t(e part o+ t(e 4usiness :(ere t(e process is underta;en -ou :ill(ave to tal; :it( t(e people t(at do t(e process and are eFperienced in its operation -ou:ill (ave to 4uild a +ir/ understanding o+ t(e process= and at t(is point= co/pare t(e actualprocess underta;en to t(e eFisting docu/ented as is process= recorded in t(e &olicy and&rocedure "(ere deviation occurs= standardisation is reuire to eit(er t(e docu/entedas is process or production o+ a ne: as is process

In+or/ation t(at :as gat(ered in t(e preBKaizen Activity Group activities s(ould providedetailed in+or/ation suc( as eFpense= ti/e= uality and ot(er statistics t(at :ill (elp todeter/ine t(e 4enc(/ar; o+ process i/prove/ents t(at t(e group are a4out to underta;eIt is t(is in+or/ation t(at can 4e /atc(ed to t(e /atriF o+ :or; >usually cost and ti/e areindicators? (o:ever all can 4e used as 4enc(/ar;s +or i/prove/ent S(ould t(isin+or/ation not 4e availa4le= it is a priority +or t(e group to docu/ent and esta4lis( t(is4enc(/ar; prior to investigating +urt(er

"(ere a process is not docu/ented in &olicy and &rocedure= and is carried out di++erently4y eac( operator it :ill 4e di++icult to esta4lis( t(e eFact process= 4ut at t(e sa/e ti/e ani//ediate issue :ill (ave 4een identi+ied Ot(er statistical +act recording can still 4ecarried out despite a lac; o+ standardised in+or/ation

In+or/ation recorded 4y Genc(i Gen4utsu is t(e created 4enc(/ar; T(is ra: data :ill 4eused in t(e neFt step to understand :(y t(e issue (as occurred

Su//ary

Areas revie:ed

o "(ole o4 +unction

o &rocesses De+ined t(e &ro4le/ 4y@

o Genc(i Gen4utsu 9 going to t(e source

o Recorded t(e +acts o+ t(e process

o "arusaBKagen 9 :(at is it t(at is not uite rig(t :it( a process

Analysed t(e &ro4le/ 4y@

o MatriF revision o+ :(ole o4 processes >value added= incidental= Muda?

o Co/parison to t(e as is process

o Co/parison to t(e &olicy or *usiness rules o+ t(e process

%!


25/59

o &reparing t(e +acts into grap(s and /odels

%%


26/59

12 P!an Wh% > I*ent")"cat"on o) Ca'e'

Understanding :(y a pro4le/ (as 4een caused is a ;ey aspect in understanding :(atcounter/easures can 4e produced to correct t(e situation "(en as;ing :(y= do not stopat t(e +irst response A' ?/h%? 5 t"(e'

As;ing :(y , ti/es :ill result in a /ore in dept( ans:er and understanding as to t(eroot ca'e T(e root cause /ay (ave gone unnoticed until no: and it /ust 4e pursuedeven i+ it occurred in anot(er area o+ t(e 4usiness

Met(ods t(at support t(e analysis o+ data gat(ered to assist :it( t(e discovery o+ :(y anissue (as occurred are listed 4elo: T(is is not an eF(austive list o+ /ediu/s to displayresults o+ analysis It is at t(is ti/e t(at statistical interpretation is reuired :(ere t(egrap(s and c(arts :ill isolate pro4le/s and assist :it( identi+ication o+ t(e root ca'e

! &areto diagra/s% Cause and e++ect diagra/s' 2istogra/s) Control c(arts

More detailed in+or/ation is included in appendiF A o+ t(is Manual

%'


27/59

13 P!an -o/ > P!ann"n, Conter(ea're'

T(ere is no set standard or rule o+ t(u/4 as to (o: a good counter/easure is developedAs part o+ The Toyota Way, a counter/easure t(at puts t(e C'to(er F"r'tis going to 4et(e /ost advantageous T(e goal o+ developing counter/easures is to 'o!$e the rootca'e o) a &rob!e( /"th !"tt!e or no ca&"ta! e.&en*"tre T(is i/portant +act is tosupport t(e (u/an ele/ent o+ a process and not to +orce syste/ solutions= prior toeF(austing all ot(er solutions &eople are t(e /ost i/portant asset o+ T1S and are al:aysput 4e+ore syste/ solutions

2ere is an opportunity to 4uild ido;a into t(e to 4e process A counter/easure s(ouldnot create any additional issues= and t(e a:areness o+ ido;a :ill avoid possi4le +utureissues or pro4le/s

As it is di++icult to uanti+y (o: good a potential counter/easure is going to 4e prior toi/ple/entation= t(ere is a /et(od o+ gauging t(e capa4ility o+ proposed counter/easurest(at :ill (elp in putting a rigour test around propositions +or c(ange T(e /et(ods are@

I''e@Prob!e( Conter(ea're Be't Re'!t

Pro*ct"$"t% Increase 7ero Muda

a!"t% Increase !66J ualityC%c!e t"(e Decrease 7ero Cycle ti/e

Contro!@Con'"'tenc% Increase 7ero 8ariations

%)


28/59

T(e decision o+ (o: a counter/easure is to 4e introduced into t(e process also needs to4e considered (ere I+ t(e i/ple/entation >t(e neFt stage? is to occur in a testenviron/ent= t(at environ/ent needs to 4e esta4lis(ed= and organisation o+ resources asto :(ere ot(er :or; goes during t(is ti/e needs to 4e recognised I+ t(e i/ple/entation isto occur to t(e :(ole process= t(en su++icient support is reuired to ensure service levelsdo not drop

A to 4e decision can 4e pictured using t(e /atriF o+ all parts o+ a o4 role T(e :ay in:(ic( t(e to 4e is eFecuted :ill 4e t(e arrange/ent o+ o4 +unctions t(at add t(e /ostvalue "(en revie:ing t(e as is= t(e process can 4e arranged +or i/prove/ent to t(e to4e T(e to 4e is t(e process t(at :ill 4e i/ple/ented to 4ring a4out i/prove/ent to t(eprocess and address t(e issue and pro4le/s t(at (ave 4een identi+ied +or correction

At t(is point= t(e i/ple/entation o+ counter/easures needs to 4e discussed :it( t(esta;e(olders

%,


29/59

20 Do > I(&!e(entat"on

T(e Do part o+ &DCA is :(ere t(e i/ple/entation o+ all t(at (as occurred during t(eplanning process (appens 1or 4ot( t(e :(ole o4 +unction and t(e processes= t(e DoEsco/e +ro/@

! I//ediately recognised i/prove/entscounter/easures% More detailed and analysed i/prove/entscounter/easures

"(ere t(e i//ediately recognised i/prove/entscounter/easures are introduced= t(ei/ple/entation o+ ot(er counter/easures :ill usually reuire a uic; /easure/ent o+ t(ei/prove/ent= and t(en a return to t(e planning process to understand t(e 4ene+itac(ieved 4y t(is i/ple/entation T(e i/ple/entation /ay not 4ring a resolution to t(eissue or pro4le/ identi+ied= nor /ay it even 4ring a4out a reduction in cost or ti/e= or ani/prove/ent in uality or pro+it It (as si/ply /ade t(e :or;ing environ/ent conducive to/ore i/prove/ents= 4y su4stituting value added :or; +or Muda

More detailed and analysed i/prove/entscounter/easures s(ould no: 4e eFecuted asper t(e plan T(e plan s(ould address@

Responsi4ilities +or i/ple/entation

Responsi4ilities +or results /easuring

%.


30/59

Ot(er group /e/4er responsi4ilities suc( as training t(e processor to underta;e

t(e standardised process= or provision o+ a :or;4oo; to assist i/ple/entation

As :ould (ave 4een considered during t(e planning process= adeuate ti/e s(ould 4eallo:ed to /easure t(e results o+ t(e i/ple/ented counter/easure Deter/inants o+ :(ata/ount o+ ti/e is regarded as adeuate include@

Is t(is i/ple/ented in a test environ/ent

Is t(is i/ple/ented /ore 4roadly t(an in a test environ/ent

Does t(e i/ple/entation a++ect ot(er parts o+ t(e 4usiness

2o: co/pleF or relatively si/ple t(e i/ple/entation is

It is reco//ended t(at t(e i/ple/entation o+ counter/easures s(ould 4e underta;en intoan environ/ent :(ere t(ere is little e++ect upon custo/ers and ot(er parts o+ t(e 4usinessT(is is reco//ended +or t:o reasons@

! T(ere is no detraction +ro/ service to custo/ers% T(ere is a test environ/ent created :(ere i//ediate e++ects can 4e

o4served= /easured and adusted

T(e e++ort eFercised during t(e planning process s(ould see t(at t(e counter/easures aresuccess+ully i/ple/ented and result in t(e predicted and desired c(ange 2o:ever inso/e circu/stances t(is is not al:ays t(e case and +urt(er planning is reuired +ollo:ingt(e i/ple/entation T(is is covered in t(e C(ec;

As i/ple/entation is designed to i/prove and c(ange a process or o4 role= t(is /ust 4edone in strict consultation :it( t(e persons a++ected T(ese sta;e(olders s(ould already(ave 4een involved in so/e o+ t(e stages o+ t(e Kaizen activity already= even i+ t(ey arenot a part o+ t(e Kaizen Activity Group T(e Kaizen activity is no: at a point o+ relianceupon t(e persons a++ected= and i+ t(ese persons are not properly 4rie+ed a4out and

understanding o+ t(e c(ange= t(e passion and ent(usias/ o+ t(e Kaizen Activity Group/ay not 4e enoug( +or t(e/ to appreciate t(e 4ene+its o+ t(is c(ange Ma;e all atte/ptsto address t(e concerns o+ t(e people no: a++ected

%0


31/59

30 Chec > Con)"r(at"on o) Re'!t'

T(e C(ec; is t(e /easure/ent o+ t(e Do T(is /eans t(at t(e counter/easuresi/ple/ented /ust 4e /easura4le I+ t(ey are not= t(ere (as 4een a +ailure in t(e planningsection As is understood= i+ you can not /easure it= it is not :ort( doing

Result 4enc(/ar;s t(at :ere gat(ered= o4served= /easured and recorded during t(e &lanstage as t(e as is are no: to 4e co/pared to t(e to 4e result It is t(e to 4e resultt(at (as 4een i/ple/ented during t(e Do stage= and is proposed to +or/ t(e +uture as is+or ot(er Kaizen activities

As /easura4le counter/easures= c(ec;ing s(ould 4e a4le to deter/ine@

Decrease in costs

Increase in uality

Decrease in re:or;

Decrease in cycle ti/e

Increase in processes per period o+ ti/e

Decrease in variations

E!"("nat"on o) MUDAT(e results o+ c(ec;ing are so/e o+ t(e indicators +or gauging t(e success o+ t(e Kaizen

Activity Group

%3


32/59

40 Act"on > Stan*ar*"'at"on

Recapping on t(e processH t(e planning (as resulted in pro4le/s and issues 4eingidenti+ied at t(e root cause= counter/easures :ere developed to correct t(e issue at t(eroot cause and to increase value added :or; and eli/inate Muda T(esecounter/easures (ave 4een i/ple/ented= and t(eir results (ave 4een co/pared and/easured against t(e 4enc(/ar; as is and t(e to 4e T(e results +ro/ t(e /easuringare eit(er@

Satis+actory

Unsatis+actory

"(ere t(e results are satis+actory= +inalising t(e Kaizen Activity Group activity is reuired

T(e +ollo:ing areas need to 4e co/pleted@! C(anges are i/ple/ented t(roug(out t(e co/pany :(ere t(e processes areunderta;en

% Resources are reallocated to eit(er t(e increase in value added :or; oreli/ination o+ Muda

' C(anges are docu/ented into &olicy and &rocedure) C(anges are docu/ented into updated &rocess Maps, All sta;e(olders and sta++ a++ected are advised o+ t(e c(anges. Kaizen Activity Group +inalise A'

%5


33/59

"(ere t(e results o+ C(ec;ing are unsatis+actory= t(e Kaizen Activity Group is reuired torevisit t(e &lanning process to repeat t(e &DCA cycle *e+ore returning to t(e &lan stage=t(e Kaizen Activity Group /ust co/plete t(e A' T(e learning section o+ t(e A' is a ti/e+or re+lection upon (o: t(e activity could (ave ac(ieved di++erent results T(e reasons +orunsatis+actory results are usually isolated to incorrect identi+ication o+ t(e root cause to anissue or pro4le/ It /ay 4e t(at a root cause :as identi+ied= 4ut t(at t(ere :as /ore t(anone root cause I+ (o:ever t(e root cause (as 4een correctly identi+ied= attention s(ould

4e turned to t(e counter/easures or t(eir i/ple/entation Counter/easures s(ouldaddress t(e root cause I+ t(e counter/easures do not do t(is directly= t(en t(ey reuire+urt(er develop/ent I+ (o:ever t(ey do= t(en t(e i/ple/entation /ay not (ave 4eensuccess+ul and (ave t(ere+ore s;e:ed t(e results o+ /easure/ent during t(e C(ec;stage T(ese are i/portant lessons +or t(e Kaizen Activity Group and +uture groups *ydocu/enting into t(e A'= learning and i/prove/ent to Kaizen Activity Groups can occur

'6


34/59

CONTINUOUS IMPRO;EMENT

'!


35/59

Cont"no'!% "(&ro$"n,

Kaizen and &DCA is a continuous cycle as t(e +ollo:ing picture depicts As t(e KaizenActivity Group is closing t(eir activity= it does not /ean t(at t(is process :ill no: 4eeFe/pt +ro/ +urt(er process i/prove/ent initiatives

T(e Kaizen Activity Group= t(roug( t(e process it (as underta;en :ill leave a legacy o+learning in t(e 4usiness T(is :ill per/it t(e education and develop/ent o+ sta++H not onlyt(ose :(o participated in t(e Kaizen Activity Group= 4ut also t(ose :(o :ere a++ected 4yt(e c(ange= to participate in +uture activities and contri4ute suggestions t(roug( t(eaccepta4le /ediu/ :it(in t(e S1C

'%


36/59

Ftre 'trate,"e' an* o&&ortn"t"e'

T(e G*&G is dedicated to contri4uting to i/proving processes t(roug(out t(e glo4alnet:or; o+ S1Cs= 4y pro/oting a culture o+ Best racticesin t(e spirit o+ The To%otaWa%

T(e 4est practice concept is a4out delivering t(e 4est possi4le solution t(roug( various/et(ods Kaizen is ust one o+ t(ose /et(ods

T(e i/prove/ents ac(ieved +ro/ Kaizen and docu/ented as T1S 4est practice policiesand procedures :ill not only e/4ody t(e starting point +or /ore internal Kaizen initiatives=4ut :ill also pro/ote a 4asis +or *enc(/ar;ing and +ocus upon Kno:ledge Manage/ent

*enc(/ar;ing reuires /easuring co/parative operating processes and per+or/ance :it(ot(ers to identi+y 4est practices T(is tec(niue reuires ;no:ledge o+ your 4usiness=processes and per+or/ance= +or :(ic( Kaizen is delivering t(e understanding *yco/paring t(e operations o+ t(e 4usiness to ot(ers provides a guide as to :(at

co/petitive advantages eFist :it(in 4usinesses= and provide 4enc(/ar;s o+ per+or/anceattain/ent

*enc(/ar;ing at T1S can 4e 4ot( internal >a/ongst S1Cs? and eFternal >to co/paniesoutside o+ T1S? T(roug( Kaizen= internal 4enc(/ar;ing is encouraged as it utiliseseFisting synergies $Fternal 4enc(/ar;ing reuires a di++erent approac( as it eFposes t(einternal :or;ings o+ T1S to outside co/panies t(at /ay result in disadvantage to T1S

Kno:ledge Manage/ent is a4out (arnessing t(e ;no:ledge o+ t(e co/pany and /a;ing itavaila4le to :(ere it is needed= in a +or/ t(at is use+ul +or t(e recipient T(e Kaizeninitiatives resulting +ro/ t(is /anual :ill 4e constantly 4uilding ;no:ledge resources and

/a;ing t(ese availa4le to S1Cs

''


37/59

APPENDI A

Analysis tools

')


38/59

Pareto *"a,ra('2

T(e &areto diagra/ :ill (elp to isolate t(e c(aracteristics t(at are t(e /aor contri4utors toa process *y isolating t(ese +eatures= a /ore +ocused approac( can 4e ta;en upon t(eprocess itsel+ T(e c(aracterisation and isolation o+ parts to a process >t(e inputs? :ill alsoassist deter/ine t(e +actors t(at are related to an issue

Be't a&&!"cat"on o) Pareto *"a,ra('

T(e &areto c(art is /ost suita4le :(ere pro4le/s are isolated T(is does not /ean t(att(e root cause o+ t(e pro4le/ (as 4een identi+iedH it is ust t(at a pro4le/ is readilyidenti+ia4le= suc( as@

Co/plaints

Re:or;

Do:nti/e

$rrors

T(e &areto e++ect operates on t(e principle t(at 36J o+ pro4le/s usually ste/ +ro/ %6J o+t(e causes &areto c(arts are used to display t(e &areto principle in action= arranging dataso t(at t(e +e: vital +actors t(at are causing /ost o+ t(e pro4le/s reveal t(e/selvesConcentrating i/prove/ent e++orts on t(ese +e: :ill (ave a greater i/pact and 4e /orecostBe++ective t(an undirected e++orts

Th"n,' to !oo )or

2Adapted +ro/ (ttp@:::s;y/ar;co/pat(/a;ertourdataanalasp

',


39/59

In /ost cases= t:o or t(ree categories :ill to:er a4ove t(e ot(ers T(ese +e: categories:(ic( account +or t(e 4ul; o+ t(e pro4le/ :ill 4e t(e (ig(Bi/pact points on :(ic( to +ocusI+ in dou4t= +ollo: t(ese /anual lines@

! #oo; +or a 4rea; point in t(e cu/ulative percentage line T(is point occurs :(eret(e slope o+ t(e line 4egins to +latten out T(e +actors under t(e steepest part o+ t(ecurve are t(e /ost i/portant

% I+ t(ere is not a +airly clear c(ange in t(e slope o+ t(e line= loo; +or t(e +actors t(at/a;e up at least .6J o+ t(e pro4le/ -ou can al:ays i/prove t(ese +e:= redo t(e&areto analysis= and discover t(e +actors t(at (ave risen to t(e top no: t(at t(e4iggest ones (ave 4een i/proved

' I+ t(e 4ars are all si/ilar sizes or /ore t(an (al+ o+ t(e categories are needed to/a;e up t(e needed .6J= try a di++erent 4rea;do:n o+ categories t(at /ig(t 4e/ore appropriate

O+ten= one &areto c(art :ill lead to anot(er@

4e+ore and a+ter c(arts c(arts t(at 4rea; do:n t(e /ost i/portant +actors discovered in an earlier c(art

c(arts t(at use di++erent scales= suc( as nu/4er o+ co/plaints and t(e cost torespond= :it( t(e sa/e categories

Pareto chart 'tat"'t"c'

1or t(e &areto c(art= t(e +ollo:ing overall statistics are calculated@

Mean< t(e average o+ all t(e values in t(e series= ie t(e average 4ar (eig(tS(< t(e su/ o+ all t(e values in t(e series

'.


40/59

Ca'e an* e))ect *"a,ra('3

T(e cause and e++ect diagra/ is used to eFplore all t(e potential or real causes >or inputs?t(at result in a single e++ect >or output? Causes are arranged according to t(eir level o+i/portance or detail= resulting in a depiction o+ relations(ips and (ierarc(y o+ events T(is

can (elp you searc( +or root causes= identi+y areas :(ere t(ere /ay 4e pro4le/s= andco/pare t(e relative i/portance o+ di++erent causes

Causes in a cause and e++ect diagra/ are +reuently arranged into +our /aor categories"(ile t(ese categories can 4e anyt(ing= you :ill o+ten see@

! euip/ent% policies' procedures) people

T(ese guidelines can 4e (elp+ul 4ut s(ould not 4e used i+ t(ey li/it t(e diagra/ or are

inappropriate T(e categories you use s(ould suit t(e needs o+ t(e Kaizen Activity Group

Be't a&&!"cat"on o) ca'e an* e))ect *"a,ra('

T(e cause and e++ect diagra/ is suited 4est :(ere pro4le/s reuire isolation It provides+or a 4rainstor/ing session= :(ere t(e +acts t(at (ave 4een o4served and data recordedare applied and uestioned :it( rigour 2ere is :(ere t(e application o+ t(e , :(ys :illassist :it( deter/ining root causes

Ca'e an* e))ect > Tree *"a,ra(

Cause and e++ect diagra/s can also 4e dra:n as tree diagra/s >rese/4ling a tree turnedon its side? 1ro/ a single outco/e or trun;= 4ranc(es eFtend t(at represent /aorcategories o+ inputs or causes :(ic( create t(at single outco/e T(ese large 4ranc(est(en lead to s/aller and s/aller 4ranc(es o+ causes >all t(e :ay do:n to t:igs at t(eends? As eFplained= t(e di++erence (ere is t(at t(e outco/e deter/ines :(at t(econtri4uting +actors are to t(at process T(e tree structure (as an advantage over t(e+is(4oneBstyle diagra/ As a +is(4one diagra/ 4eco/es /ore and /ore co/pleF= it4eco/es di++icult to +ind and co/pare ite/s t(at are t(e sa/e distance +ro/ t(e e++ect


'0


41/59

4ecause t(ey are dispersed over t(e diagra/ "it( t(e tree structure= all ite/s on t(esa/e causal level are aligned vertically

To 'cce'')!!% b"!* a ca'e an* e))ect *"a,ra(as a4ove? and t(en it is co/pared to t(e standards o+ T1S= t(ere4y addressingvariations T(is process assists in producing regular standard levels in areas suc( as@

Ti/e

Cost

uality

&roductivity

T(e S1C :ill need to deter/ine t(e upper and lo:er 4enc(/ar;s= as :ell as t(e /id pointo+ accepta4ility prior to detailed analysis occurring T(e 4enc(/ar;s s(ould 4e ai/ed atreducing variation in a process and delivering t(e 4est result possi4le


'5


43/59

2istogra/s reuire a level o+ /at(e/atical a4ility= so prior to underta;ing t(is analysis t(einternal strengt(s o+ t(e group s(ould 4e revie:ed to ensure t(is /et(od can 4e correctlyapplied in practice

-"'to,ra( 'tat"'t"c'

1or (istogra/s= t(e +ollo:ing statistics are calculated@

Mean T(e average o+ all t(e valuesM"n"(( T(e s/allest valueMa."(( T(e 4iggest valueSt* De$ An eFpression o+ (o: :idely spread t(e values are around t(e

/eanC!a'' W"*th T(e FBaFis distance 4et:een t(e le+t and rig(t edges o+ eac(

4ar in t(e (istogra/N(ber o) C!a''e' T(e nu/4er o+ 4ars >including zero (eig(t 4ars? in t(e

(istogra/sSe/ne'' Is t(e (istogra/ sy//etricalL I+ so= s;e:ness is zero I+ t(e le+t

(and tail is longer= s;e:ness :ill 4e negative I+ t(e rig(t (andtail is longer= s;e:ness :ill 4e positive "(ere s;e:nesseFists= process capa4ility indices are suspect 1or processi/prove/ent= a good rule o+ t(u/4 is to loo; at t(e long tail o+your distri4utionH t(at is usually :(ere uality pro4le/s lie

Krto'"' Kurtosis is a /easure o+ t(e pointiness o+ a distri4ution T(estandard nor/al curve (as a ;urtosis o+ zero T(e Matter(orn(as negative ;urtosis= :(ile a +latter curve :ould (ave positive;urtosis &ositive ;urtosis is usually /ore o+ a pro4le/ +oruality control= since= :it( 4ig tails= t(e process /ay :ell 4e

:ider t(an t(e spec li/its

S&ec")"cat"on L"("t' an* Batch Per)or(ance

"(ere relevant= you s(ould display speci+ication li/its on your (istogra/s T(especi+ications include a target value= an upper li/it and a lo:er li/it 1or eFa/ple= i+Mic(ael ordan is s(ooting a 4as;et4all at a (oop= (is target is t(e /iddle o+ t(e (oop 2isspec li/its are t(ose points in t(e circle o+ t(e (oop t(at :ill ust allo: t(e 4all to 4ouncet(roug( t(e 4as;et I+ t(e s(ot is outside spec li/its= t(e 4all doesnEt go in

"(en you overlay speci+ication li/its on a (istogra/= you can esti/ate (o: /any ite/s

are 4eing produced :(ic( do not /eet speci+ications T(is gives you an idea o+ 4atc(per+or/anceH t(at is= o+ (o: t(e process per+or/ed during t(e period t(at you collecteddata

"(en you (ave added target= upper and lo:er li/it lines= you can eFa/ine your (istogra/to see (o: your process is per+or/ing

)6


44/59

I+ t(e (istogra/ s(o:s t(at t(e process is :ider t(an t(e speci+ication li/its= t(en it is notpresently capa4le o+ /eeting T1S speci+ications T(is /eans t(e variation o+ t(e processs(ould 4e reduced

Also= i+ t(e process is not centred on t(e target value= it /ay need to 4e adusted so t(at itcan= on average= (it t(e target value So/eti/es= t(e distri4ution o+ a process could +it4et:een t(e speci+ication li/its i+ it :as centred= 4ut spreads across one o+ t(e li/its4ecause it is not centred Again= t(e process needs to 4e adusted so t(at it can (it t(etarget value /ost o+ten

Centre o) a D"'tr"bt"on

&rocesses (ave a target value >t(e value t(at t(e process s(ould 4e producing? :(ere/ost output o+ t(e process s(ould +all T(e centre o+ t(e distri4ution in a (istogra/ s(ould=in /ost cases= +all on or near t(is target value I+ it does not= t(e process :ill o+ten need to4e adusted so t(at t(e centre :ill (it t(e target value

S&rea* o) a D"'tr"bt"on

T(e spread or :idt( o+ a process is t(e distance 4et:een t(e /ini/u/ and /aFi/u//easured values I+ t(e spread o+ t(e distri4ution is narro:er t(an t(e speci+ication li/its= itis an indication o+ s/all varia4ility in t(e process T(is is al/ost al:ays t(e goal= asconsistency is i/portant in /ost processes I+ t(e distri4ution is :ider t(an t(especi+ication li/its t(en t(e process (as too /uc( varia4ility T(e process is generatingoutput t(at does not con+or/ to speci+ications= and is t(ere+ore un:anted

Sha&e< Se/ne'' an* Krto'"'

A nor/al distri4ution o+ variation results in a speci+ic 4ellBs(aped curve= :it( t(e (ig(estpoint in t(e /iddle and s/oot(ly curving sy//etrical slopes on 4ot( sides T(ec(aracteristics o+ t(e standard nor/al distri4ution are ta4ulated in /ost statisticalre+erence :or;s= allo:ing t(e relatively easy esti/ation o+ areas under t(e curve at anypoint

Many distri4utions are nonBnor/al T(ey /ay 4e s;e:ed= or t(ey /ay 4e +latter or /ores(arply pea;ed t(an t(e nor/al distri4ution

A s;e:ed distri4ution is one t(at is not sy//etrical= 4ut instead (as a long tail in onedirection I+ t(e tail eFtends to t(e rig(t= t(e curve is said to 4e rig(tBs;e:ed= or positivelys;e:ed I+ t(e tail eFtends to t(e le+t= it is negatively s;e:ed "(ere s;e:ness is present=attention s(ould usually 4e +ocused on t(e tail= :(ic( could eFtend 4eyond t(e processspeci+ication li/its= and :(ere /uc( o+ t(e potential +or i/prove/ent generally lies

)!


45/59

Kurtosis is also a /easure o+ t(e lengt( o+ t(e tails o+ a distri4ution 1or eFa/ple= asy//etrical distri4ution :it( positive ;urtosis indicates a greater t(an nor/al proportion o+product in t(e tails Negative ;urtosis indicates s(orter tails t(an a nor/al distri4ution:ould (ave

Ta;en toget(er= t(e values +or process centre= spread= s;e:ness and ;urtosis can tell you

a great deal a4out your process 2o:ever= unless you (ave a solid statistics 4ac;ground=you :ill pro4a4ly learn /ore +ro/ loo;ing at t(e (istogra/ itsel+ t(an +ro/ loo;ing at t(estatistics Re/e/4er t(at :(ere t(ere is data in t(e tails near a speci+ication li/it= c(ancesare t(at so/e nonBcon+or/ing output is occurring I+ your process is actually /a;ing +iveoutputs in every t(ousand= and you are sa/pling t:enty in every t(ousand= it :ill ta;eso/e ti/e 4e+ore you +ind anyt(ing outside o+ t(e speci+ications T(ere are t:o t(ings yous(ould do@

! continue trac;ing data

% /a;e sure your sa/pling plan is e++icient

D"'tr"bt"on' %o (a% enconter

T(e standard nor/al distri4ution= :it( its zero s;e:ness and zero ;urtosis 1ocus

+or i/prove/ent s(ould 4e :it( any outlying results

A s;e:ed distri4ution= :it( one tail longer t(an t(e ot(er 1ocus +or i/prove/ent

s(ould 4e :it( t(e outlying results= /ost li;ely in t(e direction t(at t(e data iss;e:ed

A dou4leBpea;ed curve o+ten /eans t(at t(e data actually re+lects t:o distinct

processes :it( di++erent centres -ou :ill need to distinguis( 4et:een t(e t:oprocesses to get a clear vie: o+ :(at is really (appening in eit(er individualprocess

A truncated curve >:it( t(e pea; at or near t(e edge :(ile trailing gently o++ to t(e

ot(er side? o+ten /eans t(at part o+ t(e distri4ution (as 4een re/oved t(roug(

)%


46/59

screening= !66J inspection= or revie: T(ese e++orts are usually costly and /a;egood candidates +or i/prove/ent e++orts

A plateauBli;e curve o+ten /eans t(at t(e process is illBde+ined to t(ose doing t(e

:or;= :(ic( leaves everyone on t(eir o:n Since everyone (andles t(e processdi++erently= t(ere are /any di++erent /easure/ents :it( none standing out T(esolution (ere is to clearly de+ine an e++icient process= standardise and re/easure

Outlying results in a (istogra/ 9 4ars t(at are re/oved +ro/ t(e ot(ers 4y at least

t(e :idt( o+ one 4ar So/eti/es t(is /ay indicate t(at per(aps a separate processis included= 4ut one t(at doesnEt (appen all t(e ti/e It /ay also indicate t(atspecial causes o+ variation are present in t(e process and s(ould 4e investigated=t(oug( i+ t(e process is in control 4e+ore t(e (istogra/ is /ade= as it s(ould 4e= t(islatter option is unli;ely

)'


47/59

Contro! Chart'5

$very process varies to so/e degree >4ot( syste/ /anaged and (u/an relatedprocesses? T(ere is an in(erent variation :it( eac( process= (o:ever t(roug(/anage/ent controls it s(ould vary 4et:een predicta4le li/its 1or /any processes= it isi/portant to notice special causes o+ variation as soon as t(ey occur

T(ere is also co//on cause variation In /ost processes= reducing t(is saves /oneyand produces a /ore reliant standard o+ output t(at custo/ers eFpect

T(ere are /any di++erent su4species o+ control c(arts :(ic( can 4e applied to t(e di++erenttypes o+ process data t(at are typically availa4le

All control c(arts (ave t(ree 4asic co/ponents@

a centreline= :(ic( is usually t(e /at(e/atical average o+ all t(e sa/ples plotted

upper and lo:er statistical control li/its t(at de+ine t(e constraints o+ co//oncause variations

per+or/ance data plotted over ti/e

Be't a&&!"cat"on o) contro! chart'

T(e control c(art is suited 4est :(ere a process is per/itted to vary :it(in a certain set o+para/eters T(is di++ers to t(e (istogra/= :(ic( is concerned :it( 4ringing a process to a

set standard >t(e /id point? T(e control c(art uses t(e data itsel+ to deter/ine a /idpointand t(en applies t(e deviation standard o+ T1S In t(is eFa/ple it is ' >'9sig/a?

A process :(ere so/e variation is per/itted could 4e +ound in@

processing ti/e +or collectionscusto/er service calls

processing ve(icle stoc; inspections


))


48/59

ot(er processes :(ere eFternal +actors can attri4ute to variation

T%&e' o) error'

Control li/its on a control c(art are co//only dra:n at '>'Bsig/a? +ro/ t(e centreline

'li/its are a good 4alance point 4et:een t:o types o+ errors@

Type I or alp(a errors occur :(en a point +alls outside t(e control li/its even t(oug(no special cause is operating Ta/pering :it( data usually distorts a sta4le processand :astes ti/e

Type II or 4eta errors occur :(en a special cause is /issed as t(e c(art is not

sensitive enoug( to detect it In t(is case= you :ill proceed una:are t(at t(epro4le/ eFists and t(us una4le to identi+y it

All process control is vulnera4le to t(ese t:o types o+ errors T(e reason t(at 'control li/its 4alance t(e ris; o+ error is t(at= +or nor/ally distri4uted data= data points :ill

+all inside 'li/its 550J o+ t(e ti/e :(en a process is in control T(is /a;es t(eType I errors in+reuent 4ut still /a;es it li;ely t(at unusual causes o+ variation :ill 4e

detected

I+ your process is in control= t(at is not necessarily good enoug( -ou (ave to startre/oving special causes= so t(at you (ave a sta4le process to :or; :it( *ut t(en t(e/ost su4stantial 4ene+its occur :(en i/proving t(e process= so t(at co//on causevariation is reduced

T(e concept o+ ido;a :ill assist (ere *uilding uality into t(e process= supported 4y anunderta;ing +ro/ t(e sta++ in t(e process t(at t(ey :ill not pass on a de+ective result to t(eneFt person is true ido;a 1or t(is to (appen e++ectively= sta++ /ust 4e a:are o+ :(at is a

de+ective standard= and t(e diagra/s displaying t(e deviations greater +ro/ ' :ill 4e a

good starting point

),


49/59

APPENDI B

!ontact "ist

).


50/59

GLOBAL KAI=EN CONTACTS

Kaizen is a :ay o+ li+e :it(in t(e glo4al Toyota Motor Corporation

TPS>Toyota &roduction Syste/? B TMC TSM>Toyota Custo/er Service Mar;eting? 9 TMC

also GBPG>Glo4al *est &ractice Group? 9 T1S

"(ere can you see Kaizen activity already (appeningL

T&S is in place at all Toyota Manu+acturing plants glo4allyT&S is also in operation in all &arts distri4ution operations

TSM is a glo4al a+ter sales proect >parts service?= :(ic( is 4eing rolled out intoindividual Toyota dealers across t(e :orld

To%ota C'to(er Ser$"ce Maret"n,

COUNTR+ DIST NAME TITLE TELEP-ONE E8(a"!

USA Le.' Mr i/ Anderson Service Develop/ent Manager '!6B).3B'%5. i/PAndersonQtoyotaco/

Cana*a TCI Mr Roger $4an;s Manager=Service &rocess Develop/ent

)!.B)'!B3'35 re4an;sQtoyotaca

A'tra!"a TMCA Mr o(n Cutler Manager= *usiness Develop/ent=Custo/er Services Divison

.!B%B50!6B'''' o(ncutlerQtoyotaco/au

Tha"!an* TMT Mr Surasa; Sut(ong:an A+ter Sales Develop/ent Manager ..B%B'3.B!!%. ssut(ongQtoyotacot(

Sa*"Arab"a

AL Mr Ot(/an AlBOraa4i General Manager 1ield Operations Tec( Training

6%B.03B'''' oraa4ioaQalco/

Bra#"! TDB Mr Osnil A *rusc(i 1ield Representative= A+ter Sales ,,B!!B)'56B,%53 4rusc(iQtoyotaco/4r

SothA)r"ca

TSAM Mr Keit( Co;ayne Assistant General Manager A+ter Sales S;ills Develop/ent

%0B!!B365B%%)0 co;ayneQts4toyotacoza

Be!,"( TMME Mr ose Munoz Manager A+ter Sales &lanning Depart/ent

'%B%B0),%0'0 oseMunozQtoyotaBeuropeco/

;ene#e!a TM; Mr Daniel #ugo 1ield Operations Manager ,3B%!%B%)%B).B%% dlugoQtoyotaco/ve

Ma!a%'"a UMWT Mr Is/et Su;i Assistant General Manager=Service Division

6'B,,!5!5!! is/etQu/:ttoyotacop

Un"te*

K"n,*o(

TGB Mr on Mic;le+ield Manager

TSM &lanning Develop/ent

))B!0'0B'.'.'' on/ic;le+ield

Qtg4toyotacou;

Be't Pract"ce' Tea( USA

USA To%ota Mr esse 7a/ora National Manager *est &ractices Group

'!6B).3B')35 essePza/oraQtoyotaco/

)0


51/59

G!oba! Be't Pract"ce Gro&

It is suggested t(at at +irst (elp is soug(t +ro/ :it(in our o:n Group

COUNTR+ DIST NAME TITLE TELEP-ONE E8(a"!

USA TMCC Mr Ron Doc;stader Group #eader !B'!6B).3B.)!6 RonPdoc;staderQtoyotaco/

A(er"ca' Re,"onCana*a TCCI Mr Sylvain Gareau Regional Coordinator 9 A/ericas

S1C C(a/pion!B56,B,!'B,))6 sylvainPgareauQtoyotacredit

ca

Ar,ent"na TCA Mr orge Sganzetta S1C C(a/pion ,)B!!B)')!B03,0 sganzettaQtoyotacreditco/ar

Bra#"! BTB Mr David Cun(a S1C C(a/pion ,,B!!B,,6)B%6.6 davidPcun(aQ4ancotoyotaco/4r=

USA TMCC Mr e++ Miller S1C C(a/pion !B'!6B).3B.)!6 e++PMillerQtoyotaco/

A'"a@Ocean"a Re,"onA'tra!"a TFA Mr Mar; Ra/say Regional Coordinator AsiaOceania

S1C C(a/pion.!B%B55')B!%6)

>F !%53?/ar;ra/sayQtoyotaco/au

a&an TFC Mr Ta;atos(i I;enis(i S1C C(a/pion 3!B,%B5,)B3!0! tPi;enis(iQtoyotaB+inancecop

Ne/=ea!an*

TFN= Mr Matt(e: *ond S1C C(a/pion .)B5B,0!B)%53 /att(e:4ondQt+sconz=

Tha"!an* TLT Ms Rae:adee >Ming?C(ira4uranun

S1C C(a/pion ..B%B.'.B!'!'>F 06!?

rea:adeePcQtltcot(

Soth Ero&e Re,"onUn"te*

K"n,*o(TFSUK Mr Martin *ates Regional Coordinator 9$uropeSout(

oint S1C C(a/pion))B!0'0B'.,,)% /artin4atesQtoyotaB+sco/

C#echRe&b!"c

TFSC= Olga Genadievova S1C C(a/pion )%6B%B%%0B%B%50! olgagenadievovaQtoyota+inancecz

France TFSF Mr Rene #az S1C C(a/pion ''B!B)0B6!B.6!, renelazQt+r+toyotaBeuropeco/

Ger(an% TKG Mr uergen 2ue4inger S1C C(a/pion )5B%%')B!6%B!36, uergen(ue4ingerQtoyotade

-n,ar% Mr Ga4or Nagy S1C C(a/pion ga4ornagyQtoyota(u

Ita!% TFSI Mr Ar/ando Colin S1C C(a/pion

SothA)r"ca

TFSSA Mr Tony Ayling S1C C(a/pion 0B!!B365B%6'5 taylingQtoy+incoza

North Ero&e Re,"onUn"te*

K"n,*o(TFSUK Mr Keit( Doug(ty Regional Coordinator 9$uropeNort(

oint S1C C(a/pion))B03'!B)36,5' ;eit(doug(tyQleFusB+sco/

Den(ar TFSD 2enrietteGa/drup S1C C(a/pion ),B))B3,B6'B'' 2enrietteGa/drupQtoyotaB+sco/

F"n!an* TFF Mr u;;a Kor;iala S1C C(a/pion ',3B5B3,!3B%%.5 u;;a;or;ialaQtoyota+i

Nor/a% TKN Mrs #iv Rosengren S1C C(a/pion )0B'%B%6B3)6% livrosengrenQtoyotaB+sco/

Po!an* TBP Mr &iotr #anzins;i S1C C(a/pion )3B%%B30)B)0,0 piotrlazins;iQtoyota+inancepl

S/e*en TFSSW Mr To//y "retenlind S1C C(a/pion ).B3B.%%B',), to//y:retenlindQtoyotaB+sco/

)3


52/59

Other Re)erence'

Toyota Consulting Group and t(e Toyota Glo4al Kno:ledge Centre >located in t(e US(eaduarters?

Mont(ly G*&G reports B +or identi+ying possi4le process i/prove/ent opportunities

*enc(/ar;ing printed /aterial >/any eFa/ples on a/azonco/?

Bench(ar"n, /eb'"te' an* /or'ho&'

(ttp@:::4enc(netco/ (ttp@:::4enc(/ar;ingnet:or;co/

(ttp@:::apcorg (ttp@:::glo4al4enc(/ar;ingco/

(ttp@:::icc4corg (ttp@:::ualitydigestco/

Motor "n*'tr% re!e$ant re&ort' > D Po/er

(ttp@:::dpaco/

T(ere are a vast a/ount o+ ot(er potential sources o+ in+or/ation +or re+erence or training/aterial your o:n 2u/an Resources Depart/ent /ay :ell 4e a4le to (elp T(e /ostecono/ical solution is al:ays to see i+ :e can provide t(e resource +ro/ :it(in T1S sogoing direct to t(e /e/4ers o+ t(e G*&G is al:ays (ig(ly reco//ended

Re!ate* rea*"n, (ater"a!

?The W"'*o( o) Tea('??The F"$e D%')nct"on' o) a Tea(?The Me(or% o,,er?

All availa4le t(roug( t(is :e4site and /ost local and online 4oo; stores(ttp@:::goalpcco/

Bench(ar"n, )or Be't Pract"ce' is a guide :ritten 4y t(e &rocess Manage/ent1unctional Co//ittee and is availa4le +ro/ Glo4al *est &ractice Group

*oo;s titled Lean Th"n"n,4y "o/ac; ones Ge(ba Ka"#en>"or; Kaizen? 4yI/ei give insig(t into t(e Toyota &roduction Syste/

)5
http://www.benchnet.com/http://www.benchmarkingnetwork.com/http://www.apqc.org/http://www.globalbenchmarking.com/http://www.iccbc.org/http://www.qualitydigest.com/http://www.jdpa.com/http://www.goalqpc.com/http://www.benchnet.com/http://www.benchmarkingnetwork.com/http://www.apqc.org/http://www.globalbenchmarking.com/http://www.iccbc.org/http://www.qualitydigest.com/http://www.jdpa.com/http://www.goalqpc.com/


53/59

APPENDI C

#efinitions

,6


54/59

Co((on Lan,a,e o) Ka"#en

Genc(i Gen4utsu Go to t(e source= and o4serve personally Only :(enyou (ave personally o4served and +ully understand t(ee++ects upon a process= :ill you t(en 4e uali+ied enoug(

to /a;e suggestions +or i/prove/ent T(is /et(odgives a total appreciation o+ t(e process environ/ent

Kaizen Continuous I/prove/ent A perpetual cycle o+i/prove/ents t(at occur gradually and involveeveryone T(is is not t(e responsi4ility o+ any oneperson or depart/ent

2os(in Kanri A strategic /anage/ent syste/ :(ic( provides anorganisational co//unication process to plan and/anage co/pany e++orts and align co/pany resources

+or addressing 4usiness needs as e++ectively ande++iciently as possi4le t(roug( t(e syste/atic applicationo+ &DCA >&lanBDoBC(ec;BAct? t(in;ing

"arusaBKagen So/et(ing :(ic( is not uite correct= 4ut not a pro4le/It /ay 4e t(at t(is does 4eco/e a pro4le/ andaddressing t(e issue no: :ill avoid +uture events

Standardised Co/4ination o+ :or;er and syste/ A set :ay o+ doingso/et(ing t(at opti/ises all availa4le resources

Muda "aste

ido;a *uilding uality into t(e process 4y stopping i//ediately:(en a de+ect is identi+ied

,!


55/59

APPENDI D

rocess Mappin$

,%


56/59

Ma&&"n, a Proce''

T(e develop/ent o+ a &rocess Model can go t(roug( /uc( iteration 4e+ore it is co/plete1irst= t(e &rocess Model (as to 4e createdH t(en it is necessary to veri+y t(at t(e data (as4een correctly entered into t(e Model NeFt= a reality c(ec; /ust 4e conducted todeter/ine :(et(er t(e Model is an accurate representation o+ :(at t(e organization

actually does To pass t(e veri+ication and reality c(ec; p(ases o+ &rocess Modeldevelop/ent= rocess data must4e vie:ed and analysed >:it( updates /ade to t(eModel accordingly?rocess #ata are Dataite/s t(at pertain to t(e attri4utes o+ *usiness&rocesses T(e &rocess data ite/s are >4ut not eFclusive to?@ Activities= $Fternal&rocesses= 8aria4les= Decisions= and C(oicesT(e ;ey to process is 4ased uponunderstanding +our i/portant concepts@

! A &rocess is c(ronological Accurate /odels /ust t(ere+ore 4e oriented on ati/eline

% 1lo: /odelling s(ould display (o: o4ects andor data are trans+erred and :(eret(ey are going T(e /aority o+ 4usiness pro4le/s ste/ +ro/ interdependent

relations(ips= :(ic( are 4est identi+ied in a +lo: c(art

' A &rocess can 4e /odelled in a (ierarc(ical +as(ion and can 4e vie:ed +ro/ /anylevels T(at is= &rocesses can contain ot(er &rocesses

) T(e C(oices /ade +or Decisions= :(ic( occur :it(in a &rocess= deter/ine :(ic( o+all potential pat(s s(all 4e ta;en It is vital to capture all potential pat(s o+ a&rocess

Data collection +or &rocess Modelling e++orts can 4e an individual or a group e++ortModelling a &rocess involves t(e creation o+ an Activity Decision 1lo: >AD1? Diagra/=:(ic( captures t(e inner :or;ings o+ t(e &rocess T(e 4oundaries >ie= 4eginning and

ending? o+ a &rocess are de+ined +irst I+ large in size= t(e &rocess can 4e 4ro;en do:n intos/aller &rocesses $ac( o+ t(ese s/aller &rocesses :ill (ave its o:n detailed AD1Diagra/

,'


57/59

Ma"n E!e(ent' o) an Act"$"t% Dec"'"on F!o/ D"a,ra(

A &rocess is de+ined in an Activity Decision 1lo: Diagra/ T(e /ain Activity Decision 1lo:Diagra/ o4ects are activities B Tas;s= &rocess O4ects= and $Fternal &rocesses B :(ic(are connected and driven 4y Decisions

Ta''@ A Tas; represents a lo:Blevel activitya generic ter/ t(at representst(e :or; per+or/ed in a *usiness &rocess &rocesses and Tas;s are

activities per+or/ed :it(in t(e Organization $Fternal &rocess is activitiesper+or/ed outside t(e Organization= :(ic( ta;es place :it(in a &rocess It(as a cost and duration associated :it( it and e/ploys t(e resources >eg=e/ployee or so+t:are? o+ a particular group or organization

Proce'' Ob6ect'@ A &rocess O4ect is a (ig(Blevel activity t(at ta;es place ina &rocess A &rocess O4ect represents a lo:erBlevel &rocess t(at cancontain Tas;s or even ot(er &rocess O4ects= creating a (ierarc(y

E.terna! Ent"t"e' an* E.terna! Proce''e'@ An $Fternal &rocess is an

activity per+or/ed in your &rocess 4y an %&ternal %ntity $it(er an individualor a co/pany outside an Organization can i/pact t(e Organizations&rocess In an Activity Decision 1lo: Diagra/= t(e +lo: 4et:een an $Fternal$ntity and t(e Organization goes in one direction/eaning t(at $Fternal$ntities can provide eit(er input to= or receive output +ro/= an ActivityDecision 1lo: Diagra/= 4ut not 4ot(Alt(oug( $Fternal &rocesses areoutside t(e control o+ your organization= t(ey are essential to /odelling t(erealities o+ a &rocess

Dec"'"on' an* Cho"ce'@ During a &rocess= Decisions= :(ic( in+luence t(e

routing o+ :or;= /ay 4e reuired A !hoiceis an alternative value o+ a

Decision T(ey are t(e ans:ers to t(e uestions t(at a Decision as;s 1or a"(at type o+ orderL uestion= t(e ans:ers >or conditions? could 4e &roduct

A or &roduct * $ac( Decision C(oice creates a ne: alternative pat(t(roug( t(e &rocess B a ne: Case Also= C(oices (ave a pro4a4ility o+occurrence in t(e conteFt o+ t(e ot(er C(oices o+ t(at Decision T(us= t(etotal percentage o+ all t(e C(oices o+ a Decision /ust 4e !66J A Decision/ust 4e /ade in order to identi+y t(e su4seuent Tas;s

Connector'@ !onnectorsT(e c(ronological connection 4et:een t:o Activity

Decision 1lo: Diagra/ o4ects *y de+ault= it represents t(e +lo: o+ control inan Activity Decision 1lo: Diagra/ andde+ines t(e seuence o+ activities in a&rocess In addition= Connectors can de+ine t(e /edia t(at represents t(e/et(od >eg= courier= electronic /ail? used to transport an output +ro/ oneactivity to t(e neFt

Sto&'@ T(ese grap(ical /ar;ers s(o: t(at a particular pat( :it(in t(e

&rocess (as stopped 1or t(e Design 1lo: variation o+ t(e AD1= t(ey /ar;t(e end o+ pat(s t(at are part o+ t(e MultiBT(read and C(oice *oF /odellingo4ects

,)

Stop


58/59

A!ternat"$e Natre o) a Proce''

T(e presence o+ Decisions in a &rocess creates at least t:o alternative pat(s o+ eFecution$ac( o+ t(ese pat(s can result in co/pletely di++erent activities

As t(e pat( o+ t(e &rocess is travelled= a C(oice (as to 4e /ade :(en a Decision &oint isreac(ed T(ere are as /any uniue pat(s t(roug( t(e &rocess as t(ere are co/4inationso+ Decisions and C(oices $ac( uniue pat(= +ro/ t(e 4eginning to t(e end= is called aCase

,,

A

Process

A

BProcess

B

C

Process

YES

NO


59/59

-"erarch"ca! Co(&o'"t"on o) a Proce''

T(e 4oundaries o+ a &rocess are set only 4y your point o+ vie: 1or eFa/ple= a Manager/ay /aintain an overall point o+ vie: o+ (er or (is depart/ent= 4ut eac( Unit Supervisor(as t(eir o:n point o+ vie: >su4Bprocess?= as depicted in t(e inset 4oF 4elo: >as an

eFa/ple? $ac( o+ t(e suare &rocess O4ects >ie= &rocess Custo/er Order= &ac;Custo/er Order= and 1ul+il Custo/er Order? contains t(eir respective s/aller &rocesses>or su4Bprocesses?

In t(is :ay= a (ierarc(ical tree structure o+ your &rocess can 4e developed -ou can t(in;o+ &rocesses and &rocess O4ects as t(e 4ranc(es o+ t(e tree= and t(e Tas;s as leaves ont(e 4ranc(es

ProcessCustomerOrder

Pack

CustomerOrder Produc

t

Fulfill

CustomerOrder

Customer Reectio! Notice

Customer Order Form

Customer Order Form C1

Packa"e Order

$nter

Custo/erOrder

Custo/er

ReectedCustomer Reectio!Notice

Customer Order

Form C1

Customer OrderForm

Assem#led Product

Off S$elf

SUB8PROCESS > Proce'' C'to(er Or*er

lean - kaizen manual of toyota production system - 2002

Documents