structured approach to lean process management: beyond …...go to the gemba! 現場 – genba or...

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Structured Approach to Lean Process Management: Beyond the Hype in Lean Implementation

Gregory H. Watson

QC&RE Division

Webinar 2

20 June 2012

© 2012 BES Business Excellence Solutions, Ltd. 1

Webinar Description: The discovery of lean production methods used at leading Japanese companies is not a new event. Several American companies that were awarded the Deming Application Prize in the early 1980s by the Union of Japanese Scientists and Engineers (JUSE) had spent significant time studying Japanese management practices related to the process of continual improvement and Hewlett-Packard was one of the pioneers in implementing these methods in its US-based manufacturing facilities in the early 1980s. However, the publication of the MIT study: The Machine that Changed the World and other books by academics greatly enhanced the reputation of lean methods and this has caused many organizations to seek productivity improvement through application of these methods.

This webinar provides a retrospective view of the efforts of companies at implementing lean production methods in manufacturing and distribution operations. Many companies have jumped into "doing the lean thing" without understanding the theory behind the method and often use partial adaptations of these methods without understanding the system which makes them work. A key example is choice by management use the "5S" methods for production standardization. However, this is not a compete methodology and as a result many of those organizations that have chosen to do "5S" have been dissatisfied with their results because the process stalled soon after they completed the third step. This is understandable as the methodology must not be limited to workers but part of an overall approach to lean production. In reality 5-S requires 10 steps to have an effective implementation.


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About Presenter: Gregory H. Watson is a Fellow of IIE and currently is the Senior Vice President, International on the Board of Trustees. Previously, he has served on the Board of Directors of the IIE Quality & Reliability Engineering Division. He is also presently Chairman and Academician in the International Academy for Quality. He is a past-President and Fellow of the American Society for Quality (ASQ). Mr. Watson is a registered European Engineer (EUIng) in both systems and industrial engineering, holds advanced degrees in engineering, law and management, and is completing his PhD in Industrial Engineering at Oklahoma State University to prepare for a retirement career in education. Mr. Watson is President of Business Excellence Solutions, Ltd., a Finland-based management consulting company and has previously held executive positions with Xerox Corporation, Compaq Computer Corporation and the Hewlett-Packard Company. He is the author of ten books. Strategic Benchmarking (John Wiley, 1993) was chosen by Fortune Magazine as a Book-of-the-Month selection and named by Library Journal as one of the 12 best business books of 1993. Among the awards he has received, Mr. Watson is the only non-Japanese recipient of the Deming Medal from the Union of Japanese Scientists and Engineers. He has received over twenty major awards including the Distinguished Service Medal from ASQ, the Founders Medal from the International Academy for Quality, the C. Jackson Grayson Medal from the American Productivity & Quality Center, the Magnolia Quality Contribution Award from the City of Shanghai, and the Gold Medal of the Finnish Society for Quality. Mr. Watson may be contacted at [email protected].


Understanding lean perspectives … some reflections:


“You must understand the theory of what you are trying to do.”

~ W. Edwards Deming

“We have to grasp not only the ‘know-how’ but also ‘know why’.”

“The best approach is to dig out and eliminate problems where they are assumed not to exist.”

“Improvement usually means doing something that we have never done before.”

“Those who are not dissatisfied will never make any progress.”

~ Shigeo Shingo

“Only work that is needed is real work...the rest is waste. True efficiency comes when we produce zero waste and bring the percentage of work to 100 percent. The first step in application of the Toyota Production System is to identify wastes completely.”

“All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.”

“Costs do not exist to be calculated. Costs exist to be reduced.”

~ Taiichi Ohno

mailto:[email protected]



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Don’t mistake the meaning of an elephant!

• The approach that many take to lean production is the same as the four blind people who tried to define an elephant by their personal experience with just one aspect or part. They never obtained a holistic understanding of the meaning of the elephant!

• Lean production is more than the tools and methods – it is a system for coordinating work into a collaborative enterprise that is focused on the process and connected by the flow of its work directly to the demand of customers.

• Organizations CANNOT implement lean production as a system by adding “one tool at a time” to their competence!


Learning Toyota’s management system:


Management

Waste Reduction Cost Reduction

Effectiveness means being able to respond to external change while achieving a company’s objectives in an efficient, waste-free manner.

Toyota has a unified system of business management for promoting its pursuit of perfection in effectiveness.

Quality Assurance

• Assure that the quality of the product promotes satisfaction, reliability and economy for the consumer.

Cost Assurance

• Assure that the cost to develop and perform activities attain the profit goals at introduction of a product and throughout its life cycle.

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Functional management structure within Toyota:


Business Policy

Fundamental Policy • Long-range planning • Long-term goals • Long-term policy Annual Policy • Annual Slogan • Short-term planning • Annual functional goals • Annual functional work plans

Functions: • Administration • Production • Quality • Cost • Safety • Sanitation • Environment

• Planning • Purchasing • Sales • Information Technology • Communications

Functions are arranged into Operating Departments to perform work.

Toyota Production System!

Improvement of both quality and cost assurance are emphasized through business policy.

Toyota change management system:


• All change is made to documented standard work processes.

• Changes are proposed by process workers.

• Change ‘experiments’ are coordinated by line supervisors.

• Change proposals are tested using the scientific method.

• Experiments that improve performance change standard work.

• Thus, ‘lowly work standards’ control the process performance.

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What do the Japanese mean by work?

Work is movement. Movement consists of a series of processes that produce both throughput and waste. Processes may be divided into value-added (VA) and non- value added (NVA).

Production Capacity = How Much? = Process + Waste


Distinctions between craft work and process work:

• Today throughout much of industry a huge transformation is happening as the nature of work changes from a dominance of craft work to mostly process work.

• Craft work: the human being is calibrated to become the measurement system as well as the production equipment! By its nature all judgments made about production and quality were subjective and based on the authority of the Master Craftsman.

• Process work: automated systems can perform repetitive work without getting tired or changing in quality level; their consistency and production rates stay constant. That is, as long as the process has been designed to do this! That’s key to success!


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Most work has only four types of activity:

Work Process

Inspect

Waiting

Movement

Those tasks where action occurs and transformation is made during a transaction throughput (for product or service) that increases its value as delivered to a customer.

A state of working activity in which either people or equipment are idle and not producing any value (e.g., such a waiting state usually implies inventory is being held at that point in a process).

The state of work where visual or measurement data is taken to assure through inspection and testing that the output quality level of the previous work processes is acceptable based on standard quality criteria for the work output.

The transportation of parts, goods, or information from one activity to another up to the point of its final delivery to the end customer.


Learning about the flow of value in a process:


Understanding the “Value Stream” of process activity:

• As a process consumes resources, it also has an opportunity to waste them! • Value must be measured in money or money-surrogates (time or productivity). • Consistent measures must be taken at each process step and accumulated to

describe the total process cost and to identify its waste:

Total Cycle Time

Value-Adding Time (VAT) – process time that is worth its effort – Increases the value of a product – Must be done right the first time – Transforms the form, fit or function to customer requirements – Something the customer cares about

Non-Value-Adding Time (NVAT) – Seven “initial” wastes of Toyota

Required Time – necessary work required of the organization

– Rework – Movement – Transportation – Waiting – Overproduction – Unnecessary Inventory – Inappropriate Processing

Process Efficiency = Value Adding Work Time

Total Process Cycle Time

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Ohno identified the eighth “deadly” waste: People

• Complete analysis of waste means examining each step of the work in each operation of workers and improving efficiency of workers as individuals, then in groups, and finally for the entire operation.

• Efficiency makes sense if it leads to cost reduction; production only of what is needed with the minimum manpower.

• The largest, most wasteful activity in most organizations is the misuse of people and their skills and knowledge. We should engage the whole person – both head and hands! People should do work that is productive, not silly or wasteful!

Wasted human potential and motivation!

We shouldn’t treat people like garbage!


Ask yourself: can you see where is waste occurring?

Work Process Inspect Waiting Waiting Movement

Rework Process Inventory

Conveyance – Excess Movement

Processing

Over Production

Mistakes, Errors, Defects

Idle Time

Excess Time

Over Testing


“A relentless barrage of ‘why’s’ is the best way to prepare your mind to pierce the clouded veil of thinking caused by status quo. Use it often.”

~ Shigeo Shingo

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Go to the gemba!

現場 – Genba or Gemba *

• Literally: King, surveying his kingdom, at sunset: seeing a pigsty!

• Gemba is a place of reality. It is a place where value is created.

• A place where problems are visible and improvement ideas will be generated naturally.

• Management by Walking Around (MBWA)


* Masaaki Imai (1997). Genba kaizen: a commonsense low-cost approach to management (New York: McGraw-

Hill).

What is a typical finding regarding value?

Unnecessary waste 60%

Necessary waste 35%

Value added activities 5%

Strategy: Optimize

Strategy: Minimize Strategy: Eliminate


What should be the lean strategy for continual improvement in each of these cases?

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Strategies to deliver value in processes:

• Value Adding Activities: The operating strategy that is used in value-adding processes should be to optimize performance results.

• Required Non-Value Adding (NVA) Activities: The operating strategy that is used to improve required NVA activities should be to minimize loss in such activities while meeting required levels of performance.

• Non-Value Adding (NVA) Activities: The operating approach used to improve NVA activities that should be to eliminate them, wherever it is possible, or minimize them wherever it is not possible to eliminate them.


Other concerns about waste:

• Wasted energy

• Pollution

• Wasted space

• Delays in provision of service

• Incorrect inventory

• Data without integrity

• Duplication of effort

Create an “end-to-end” lean management system:


A five-step thinking process guides implementation of lean:

1. Specify value from the standpoint of the final customer. 2. Identify all the steps in the value stream for each product family,

eliminating or reducing whenever possible those steps that do not create value.

3. Make the value-creating steps occur in a tight sequence so that the product will flow smoothly toward the customer.

4. As flow is introduced, let customer orders pull the flow of value from the next upstream activity.

5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, the start this full process again and continue it until a state of process perfection is reached in which perfect value is created with no waste.

Managing a Lean Enterprise

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How do you learn about value-adding work?

Value-adding activity are activities that convert raw material or information into a product or service that customers can assign as a value.

Value to the customers is measured using QCDS:

Quality Cost Delivery Safety

The combination of processes and operations that is the “one best way” to make the product, deliver highest quality, at lowest cost, on time to the customer and safely for the operators – only this maximizes value!

Core Lean Principle: Value is defined by customers!


Discover where you waste time from the ideal process:


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First remove the waste; then reduce the variation.

Don’t try to reduce the variation of a wasteful process!

Account for the loss in cycle time!

Fix your processes so they don’t waste time!

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Evaluate throughput with a one-piece flow:

One unit input One unit output Step 1 Step 2 Step 3 Step 4 Step 5

Process: a sequence of work activities that transforms inputs into outputs:

As one unit flows through each activity in the process ask these questions:

1. How much time does the process take to complete – how much adds value?

2. How far does the interim output travel – what percent of time is caused by motion?

3. How much time is required for work set-up or change-over – how much to add value?

4. How much cost is being added to the throughput – how much value is contributed?

5. What safety hazards are lurking to affect operators – where is work monotonous?

6. How much in process work is accumulated – what is the reason for the inventory?

7. Where is inspection or rework occurring – what is the reason for this hidden factory?


When do you have the best opportunity to improve?

Areas within control of production:

• Production has ability to improve changeover time, cleaning time, material handling processes, operations run-time maintenance or service activities.

Areas outside control of production:

• Production has no ability to improve scheduled production time or optimization of cell throughput as these are set by management’s policy or design engineering of the equipment.

• Best theoretical performance is limited by constraints imposed by the hardware design of the production cell.


Where is production “free to contribute” to improvement?

Relentlessly ask: “Why?”

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Basic lean principle: Move internal work to external


Steps to a adjust work for increased operating efficiency:

Stages

1. Measure the total cycle time

2. Determine internal and external work

3. Convert internal work into external and move

external steps outside the work process

4. Shorten the internal steps

5. Improve the external steps External Internal

Before process During process operation

6. Standardize the new production process

Note: This procedure is applicable at all stages in the supply chain!

“Pull” production orders and analyze one piece flow:


Pull production clearly establishes a direct linkage to customer demand and assures that over-production does not occur – a key cause of many defects and waste. One-piece flow is key for analysis as it: • Clearly specifies what is happening in a process at the highest level of

process operational detail. • Builds safety, quality, flexibility considerations into process design. • Identifies material flow, inventory and productivity process issues and

allows clearer understanding of where distance traveled is excessive or too much space is occupied by a process.

• Permits scalability through leverage of this “fine-grained” knowledge. • Simplifies the identification of improvement opportunities for kaizen

or continual improvement activities.

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Design processes with people in mind:


• Products should be capable of assembly in only one way.

• Products should have the fewest possible parts to be assembled.

• Repetitive motions should be reduced throughout assembly.

• Gravity should be used for moving heavy parts.

• All potential sources of variation should be lean and controlled.

• Safety of operator use of production equipment should be assured.

• Maintain the lowest total cost of production.

• Minimize the use of inventory throughout the supply chain.

• Improving work operations, including materials, machines and methods, with the aim to prevent problems due to human mistakes (recurrence of ‘standard’ process errors) while increasing productivity of daily work and reducing the cost of routine operations.

Improve the way Human Beings Fit Work Operations

Improve the way Work Operations Fit Human Beings

Making a subtle transformation in your way of thinking:

Transition requires a ‘paradigm shift’ in working:

Safeguard (inadvertent) mistakes at the point of origin:


Relative Power Effect Trigger

10 Forced Control Automatic and

9 Compulsory

8

7 Shutdown

6

5

4

3 Warning Operator

2 Dependent and

1 Sensory Alert Discretionary

Mistakes – within people Errors – within process Defects – outside factory

Don’t let defects escape to customers!

Types of Devices: Forced Control Devices

Shutdown Devices

Warning Devices

Sensory Alert Devices

Shutdown Devices: Limit Switches

Proximity Sensors

Laser Displacement Sensors

Visions Systems

Counters and Timers

Photoelectric Sensors

Ultrasonic Sensors

Families of Process Measurement Instrumentation

Families of Specialty Sensors

Automatic Trigger

Operator-reliant Trigger

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Elements of a lean production system: • Focus on customer needs to define good work

– Customer demand pull defines throughput goodness

– Customer value perspective defines acceptable quality level

• Lean thinking – doing with just what is necessary:

– Clean, Safe and orderly workplace

– Visual workplace to manage flow and work activity

– Key activities:

Waste elimination

Cycle time reduction

Movement elimination

Mistake-proofing tasks

• Self-regulated work performance – empowered workers:

– Know the job and quality standard

– System that is capable of measuring customer value

– Capability to measure and self-regulate work outcomes. © 2012 BES Business Excellence Solutions, Ltd. 27

What is the “improvement obligation” of management?

• Management is obligated to improve the “common causes” of process variation – sources of variation that are built into the process by physical design or by policy and procedures which are set and required by management.

• Management is also obligated to improve performance in any “special cause” of process variation where it has not properly provided workers with the capacity to change: (1) providing a clearly defined performance goals and means to measure its progress; (2) training in the methodologies required; and (3) a delegation of decision rights to self-regulate performance.


Improvement projects in these areas must be “chartered” by the appropriate management authority:

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Managing the management system:


What does it take to put a management system in order?

How does “Hoshin Kanri” provide a steering function for

the strategic management of a firm?

Policy Management: The process of setting policy, implementing policy in business processes and work procedures and reviewing work activities to recognize (find and address) innovative business improvement opportunities.

Policy Setting

Policy Deployment

Policy Implementation

Policy Review

Daily Management

“Business control” function:

All the action plans of an

organization are set by its

policy for work values and

ethical conduct of work.

How does policy deployment work?


In “Policy Deployment” what is the policy?

• System for aligning everyone to work toward same organizational ends.

• Direction must make sense and employees motivated to participate!

• Policy development requires engagement of the entire organization.

• Purpose of policy is improvement (quality, cost, time, breakthrough).

• Policy performance targets are for an enterprise not a single person.

• Performance targets must be analyzed for the system not set arbitrarily.

• How should management engage the workers in defining policy?

• How should management engage the workers in reviewing progress?

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Who is responsible for continual waste reduction?

• MUDA (unused capacity): capacity does not efficiently address needs.

Workers manage the efficient application of daily procedures • MURA (wasteful variation): inconsistent work balance in demand.

Management controls the flow of work!

• MURI (irrational waste): the throughput exceeds production capacity. Management controls the investment in capital equipment!

Remember the three categories of waste found in Japanese work?

Therefore daily management focuses on reducing MUDA while the strategic management processes focus on MURA and MURI.


Whose job is it to coordinate process improvement?

• The inherent quality of production is largely determined during the process of design. Ideal performance cannot exceed the designed capability for production.

• Quality improvement means moving the achieved production level closer toward the ideal performance level.

• This can be measured using process capability indicators.

• What is the job of the designer for delivering quality performance?

• What is the job of production for delivering quality results?

• How should performance be measured to assure that improvement is made based on the potential to influence operational success?


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Everyone is responsible for the quality of the work: • Job of the worker: assure quality of the work, maintain rate of production,

make continual improvement in work process

• Job of maintenance: assure production availability, anticipate machinery

and equipment problems, assure worker safety

• Job of process engineer: design production line flow, assure balance in the

work, make continual process improvement, incorporate new technology

• Job of supervisor: assure standard work, train the workers, facilitate

problem-solving and improvement efforts

• Job of production manager: encourage the workers, assure customers are

delivered value, maintain relationships with suppliers, manage finances


“In Japan, it is said that “time is the shadow of motion.” In most cases, delay is generated by differences in operator motion and sequence. The job of the supervisor is to train workers. At the same time workers must be taught to help each other. Carrying out standard work methods in the cycle time helps worker harmony grow.”

~ Taiichi Ohno

Cycles of review drive project initiation and execution:

• Alignment and integration of strategic change projects occurs through a series of negotiated project initiation discussions across the levels of the organization (catchball) with all of the participants agreeing to the final set of improvement projects.


What is the relationship between “Hoshin Kanri” projects and the top management’s change agenda?

Policy Setting

Policy Deployment

Policy Implementation

Policy Review

Executive Responsibility

Senior Management Responsibility

Shared Responsibility

Middle Management Responsibility

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Illustration of the “catchball process” for initiation:


Managing “initiation” of a process improvement project:

Leve

ls in

th

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izat

ion

Planning Process Timeline

Top Management

Senior Management

Middle Management

Teams / Individuals

Line Management

Themes

Ideas

Priorities

Project Concepts

Project Charters

Implementation Plans

Project Review

Project Execution

All change is made to influence performance of the daily management system (routine work).

Principles of personal quality at Toyota:

• Workers are responsible for the quality of their work.

• Workers share responsibility for throughput of the process.

• Workers are responsible for improving the quality of work.

• Workers are granted decision rights to stop production.

• Workers are trained in their process, provided tools to do the job right, and given achievable, measurable goals to accomplish.

• Workers are encouraged to participate in improvement of their machine operations as well as routine maintenance and cross-training of co-workers.

• Workers are encouraged to experiment (under supervision of a coach) with improvements that will decrease cost and defects, improve cycle time or enhance safety.

• By doing these things, Toyota has accomplished what it must to assure that employees can be held accountable for the quality of their work.

Distinction: Mistake Error Defect


“There is nothing more important than planting trees of will.” ~ Shigeo Shingo

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The 10-S method expands upon the 5-S method:


Japanese housekeeping process: Toyota “5S” method

* Note: In Japanese “sei” literally means “to put something disorganized into order.”

Step 1

Japanese *

Seiri

Literal translation

Cleaning up

English equivalent

Sorting

Step 2 Seiton Organising Systematizing

Step 3 Seiso Cleaning Sanitizing

Step 4 Seiketsu Standardising Standardizing

Step 5 Shitsuke Training and

discipline Sustaining

Ten steps to lean process management:


• Study – Analyze work to find waste and value losses

• Sort – Divide work into categories according to value

• Sanitize – Clean the work place to make waste visible

• Systematize – Organize the flow of the work activity

• Streamline – Eliminate unnecessary activities

• Simulate – Check work performance prior to change

• Synchronize – Set the timing for optimal work flow

• Safeguard – Eliminate the possibility of mistakes

• Standardize – Assure all work follows the standard

• Self-Discipline – Consistently perform and improve

10-S Method

Whose responsibility is it to accomplish each step?

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Step 1: Study


Study – Analyze work to identify waste or value losses

• Conduct a ‘lean maturity self-assessment’ of your processes. • Develop an ‘as is’ state value steam map of key focus areas. • Analyze the lean performance measures of your process. • Identify issues and performance concerns regarding waste. • Identify problem areas in cycle time flow. • Identify areas of process variation (analysis of variance). • Test significance of performance difference (hypothesis test). • Brainstorm potential root causes of problem areas (5 why’s). • Prioritize areas of improvement opportunity.

Who should lead this effort?

Step 2: Sort



Sort – Divide work into categories according to value

• Perform a spaghetti map of your organization’s work flow to determine the distance traveled for the value stream flow.

• Sort work activities into categories of value according to the customer benefit: value-added; essential; set-up; non-value-added; administrative; and unnecessary work.

• Identify time in each category along work flow of the process. • Calculate the ‘ideal’ or theoretical cycle time only by using all

optimized value added and required activities. • Calculate differences between actual and theoretical times.

Step 1 in 5-S

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Step 3: Sanitize



Sanitize – Clean the work place to make waste visible

• Remove all unnecessary items from the work environment (i.e., tools, equipment, etc.) and place in a ‘red-tag’ disposition zone.

• Return all unnecessary, usable parts and material to their correct location in inventory for in a first-in/first-out basis.

• Clean the operating equipment and work space so all dirt is removed and the environment appears spotless visually.

• Paint equipment to return it to its original operating condition. • Develop a sanitization schedule to maintain cleanliness and link

this schedule to routine equipment maintenance.

Step 3 in 5-S

Step 4: Systematize



Systematize – Organize the flow of the work activity

• Publish visual images of good and bad actions for workers. • Paint work area to clarify flow of work, identify the standard

locations for storage of required equipment and material, and define areas which are hazardous to workers.

• Identify set-up kits of tools and material used at changeover. • Organize material and parts at the work station for ease of

access and assure that material and parts only arrive as they are needed to fulfill the daily operational demand.

• Arrange tools in shadow boxes for easy visual identification. • Post performance measures to summarize work outcomes.

Step 2 in 5-S

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Step 5: Streamline



Streamline – Eliminate unnecessary activities

• Evaluate all work procedures to eliminate bureaucratic policies. • Eliminate all unnecessary work activity from the operations. • Reduce the transportation distance in all material flows. • Minimize time expended on essential or required work. • Organize all human activity for ‘minimal motion’ and effort. • Automate ‘repetitive activity’ to improve performance. • Automate the flow of material using kanban system logic. • Reduce the amount of paperwork and reports prepared. • Automate measurement recording and monitoring by alarm.

Step 6: Simulate



Simulate – Check work performance prior to change

• Prepare a simulation model of the work process for use as a test-bed for process improvement suggestions.

• Validate the simulation model against actual process results. • Identify potential process changes for hypothesis testing. • Perform many small experiments to indicate impact potential

of proposed changes on the operating process. • Confirm simulation results with process demonstration tests. • Conduct ‘worst case’ analysis at the extremes of the process

operating envelope to assure robustness of the process at its most severe operating conditions.

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Step 7: Synchronize



Synchronize – Set the timing for optimal work flow

• Define the takt time for the operation based on order rate. • Establish targeted cycle times for all of the work processes. • Map the relationship of process cycle time and takt time. • Identify bottlenecks where cycle time exceeds takt time. • Evaluate work tasks that can be re-ordered to smooth flow at

the bottleneck process then redistribute and balance tasks. • Cross-train operators to assure that tasks can be distributed. • Test operators to assure process capability for new skills. • Conduct a pilot run of production process changes before the

process is released for full-scale operations.

Step 8: Safeguard



Safeguard – Eliminate the possibility of mistakes

• Evaluate work activities to determine where potential failure opportunities exist and their impact on customer activity.

• Eliminate opportunities for inadvertent mistakes at the origin of the opportunity before it escapes to become an error.

• Reduce the severity of inadvertent errors so that the impact is not felt by customers.

• Improve the detection systems so that error conditions may be anticipated and preventive actions taken.

• Design mistake-proofing devices in the production system by applying Design for Manufacturability and Assembly (DFMA).

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Step 9: Standardize



Standardize – Assure all work follows the standard

• Establish work standards for each task to be performed. • Document work standards as operating procedures and use

visual methods to define their limits of quality performance. • Develop standardized measurement systems that predict the

outcome of work that deliver business results. • Assure that each job has a well-defined procedure, a testing

method to assure compliance with the procedure and means to self-regulate and adjust work when performance diverges.

• Establish performance monitoring and reporting systems that make accomplishments visible and encourage rapid action.

Step 4 in 5-S

Step 10: Self-Discipline



Self-Discipline – Consistently perform and improve

• Day-in, day-out continue efforts for work improvement. • Develop self-assessment processes for operators to accept the

personal responsibility to perform ‘self-service’ activities at their workstation – this supports management monitoring.

• Conduct regular communication meetings to review progress and provide feedback on continual improvement efforts.

• Develop a sharing mechanism so that lessons learned from improvement projects and actions are distributed widely.

• Develop a recognition process to assure that all improvement activities are reinforced by positive management attention.

Step 5 in 5-S

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How to make a robust plan to improve work systems?


• Management at all levels must be dedicated to stop wasting the money it invests in the business.

• Lean enterprise management begins when over-investment is eliminated; investments are used effectively; people are also used effectively and are the “brains” to drive improvement at all levels and in all areas of the business; and concern for the customer is placed as a paramount value throughout the full process from design of products and production processes to the delivery of the “experience” to the end customer.

• All improvement happens one project at a time: choose these projects carefully for maximum system-wide benefit.

Summary of TPS lean process management:


Lean Rules for Process Management:

• Measure value only from your customer’s perspective.

• Maximize the value that you produce for customers.

• Make everyone responsible for the quality of their own work.

• Measure work in all dimensions: quality, cost, and time.

• Remove time from processes at each step on the way.

• Set work standards; then continuously improve them.

• Make problems visible so they cannot be ignored.

• Safeguard work activities to remove inadvertent mistakes.

• If a process can operate without flaws, make it consistent.

First remove WASTE …

… then squeeze out VARIATION!

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IIE Quality & Reliability Division Webinar Series:

• Session 1: Systems Approach to Quality Management

• Session 2: Structured Approach to Lean Process Management

• Session 3: Managing for Reliability

• Session 4: Benchmarking for Competitive Advantage

• Session 5: Applying the Kano Model for Requirements Analysis

• Session 6: A Modern Approach to Value Engineering


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structured approach to lean process management: beyond …...go to the gemba! 現場 – genba or...

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