implementing continuous process improvement in our schools

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


• Identify value adding and non-value adding activities and set new performance targets


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.


Non-Value-Adding Activities...…consume resources, but don't directly

contribute to the product or service…waste (muda) !

Type 1 – Business necessary – does not add value but we do not know how to eliminate it right now.

Type 2 – Unnecessary.


Improvement Objectives

• ELIMINATE Type 2 Non-Value Added steps

• REDUCE Type 1 Non-Value Added steps

• OPTIMIZE Value Added

Waste and its two cousins!

• Muda – Waste – divided into seven types.• Mura – Unevenness – consists of all

resources that are wasted when quality cannot be predicted (testing, inspection, rework, returns, unscheduled travel, etc).

• Muri – Overburden/overdoing – unnecessary or unreasonable overburdening of people, equipment or systems.

• 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 process flow


• 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 process flow• Reduce variation and improve quality


• 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 process flow• Reduce variation and improve quality• Intense focus on daily performance

management and visual control


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

implementing continuous process improvement in our schools

Documents

continuous process improvement

new process

kaizen process team

customer satisfaction

processallow value

value stream

continuous improvement

business philosophy