Tag Archives: Kanban

Exhausted? Are you too busy?

Whether you’re the CEO of a multi-national corporation or a junior apprentice, we are all equal when it comes to time – we each have an allocation of 24 hours a day.

How each of us choose to spend that time defines our true priorities

You may hear someone say:
“I’d really love to learn Italian, I just don’t have the time”
In reality, a lot of other things are taking priority.
The statement is really an excuse, and requires a reality check.
Do they really want to learn Italian?

What you choose to spend your time on defines your priorities.

I’m reminded of ‘Groundhog Day’ on visits to some sites. The same excuses are rolled out and a lengthy account is received of how busy things have been.

What it really means is that short-term agendas have overtaken the longer-term improvement objective.

In his book “The 7 Habits of Highly Effective People”,
Stephen Covey categorised time in this grid:

What proportion of your time is spent in each quadrant?
Ideally, our business leaders should spend time only on important issues. An abundance of urgent issues may point to an opportunity to improve processes.

It may also point to an absence of longer term vision and goals

Discipline is required to achieve a balance between

working “in the process” and working “on the process”

Allocating time to address this balance will achieve sustainable longer-term results.

Moving from “urgent” issues to “not urgent” requires definition of processes, training and delegation. Done well and supported by good standard work, the process can be trusted to

deliver better results

The added bonus is staff development and increased job satisfaction among those who take on the delegated tasks.

In some environments, being busy is seen as a badge of honour. Long working hours can be expected and applauded.

A lean approach looks at how productive those hours are.

How much time is value-add as seen by the customer of the process?

Start building your processes and your teams today.
You’ll be amazed at how much time can be released.
You may be interested in applying these ideas and Lean thinking to your business.

Enterprise Ireland and the IDA offer support to clients through their Lean Business programmes.

Click here for details.

The Skillnets ManagementWorks Lean Business programme will commence in Dublin on December 13th.

Click here for details.

 

The best start to Problem Solving

I tell this account as a means of understanding the Lean approach.

A number of years ago, I was involved in setting up a local youth club. As a volunteer committee, we agreed to meet for one hour each week on a Wednesday at 8pm.

None of us were prepared for the work involved in policies & procedures, premises, insurances, garda vetting, child protection training, not to mention membership, volunteers and events.

Our one-hour meeting was precious time, given voluntarily and we aimed to cover just a few items each week.

Problem_solving

Those of you who are seasoned meeting attenders may recognise occasions when a meeting is ‘hijacked’. Despite the agenda, some attendees have a burning issue which needs to be raised and the earlier the better.

Our weekly meetings could easily be hijacked as we learnt early on.

The one I recall dominated a meeting shortly after our club got up and running. We commenced mid-September just after the schools had re-opened.
By November, the clock had gone back and the dark evenings drew in.

As our weekly meeting was about to commence, one of our volunteers said “Before we start, I’d just like to say that I don’t think it’s ok for our children to walk home in the dark”.

Our younger members attended the club on a Friday night. They were 5th and 6th class children, aged 10-12 years old. The club ran from 7pm till 9pm. It was pretty dark at 9pm in November.

Before our regular meeting got under way, we were busy debating how to solve the Friday night problem.

Lots of ideas were raised:
• We could hire a bus for the dark nights.
• Organise car-pooling between parents.
• Get hi-vis tops for all the children and supervise walking home.
• Write to all parents to request that children are collected during winter months.
• Run the club at an earlier time during Winter.
• Keep all the children at the club until they are collected
• Ensure we have 2 contact numbers for all children
etc

As each idea was raised, it was met with reasons why it could and why it couldn’t be done.

After about 30 minutes, someone asked “How many children walked home in the dark last Friday?”.
Initially, nobody knew.

After a few phone calls, it emerged that no children had actually walked home in the dark. Two children had been collected late – they were brothers – and their parent arrived about 5 minutes after 9pm.

In actual fact, we had a very responsible group of parents and one volunteer who got upset at being delayed at the club.

It’s a simple account but as a group we had given half an hour of our meeting time to solving a problem without actually understanding the problem we were trying to solve.

In business, we can spend a lot of time and resources on solutions to problems that are not fully understood.

The 8-step problem-solving methodology is based on demonstrating a full understanding of a problem and sharing this with a team of stakeholders before we embark on selecting a solution.

You may be interested in applying 8-step problem-solving in your business and putting these ideas into practice?

Enterprise Ireland offer support to clients through their Lean Business programmes.

Click here for details.

The Skillnets ManagementWorks Lean Business programme will commence in Dublin on December 13th.

Click here for details.

 

stock envelope

How has all the stock disappeared?

This incident happened whilst working with a service centre and looking at the task of processing claims.

Unfortunately, in Ireland, many claims in this particular sector are submitted on paper forms.

The task was to map the process of approving these claims.

stock envelope
The process was mapped into small element steps and I was recording a number of claims being completed by Claire.

As is the norm with paperwork applications, we encountered a number of errors and missing information. This required Claire to either make a phone call, write an email or send a letter by post.
It was while Claire was sending a letter that the absence of a reliable supply system came to light.

Claire was out of A4 envelopes and apologised as she now had to walk about 100 metres to the stationary store to get some more envelopes.
Amazingly, in an office of over 200 staff, she came back empty-handed and red-faced.

“There are no A4 envelopes in the store – they’re due in tomorrow!”.
Luckily, Christine overheard the conversation and came to Claire’s rescue.

“You should have asked me. I’ve plenty under my desk”

and she produced a pile of A4 envelopes.
Later on, Paul, who sat beside Claire, returned from a break. Claire told Paul about the embarrassing episode with the envelopes (which increased the process step timing).
“That wouldn’t have happened if I had been here” said Paul.
“I’ve been caught out before – I always keep a store of envelopes under my desk”.

He produced a pile of envelopes to share with Claire.

It was becoming apparent that there were probably more envelopes in that office than would be consumed in months. Anyone who had lost time in the past may have now created their own ‘store’ in the absence of a reliable system – exactly as you or I would do in the same situation.
As soon as those envelopes come in tomorrow, Claire was going to create her own store.

If all 200 staff had the same idea and kept a ‘store’ of 50 envelopes each, there would be 10,000 hidden envelopes in the workplace.

Just like any shortage event, when word gets out that supply has arrived, it quickly gets consumed into those hidden areas.
Imagine the buyer being informed by Claire that there are no A4 envelopes in the storeroom having just received 5000 the previous day!

This same practice can apply to many consumables, materials and tools if there isn’t a serviced storage point close to the point of use.

A good lean supply system will consider usage, lead-times and batch sizes as well as location and service.

You may be interested in applying Lean thinking to your business and putting these ideas into place?

Enterprise Ireland offer support to clients through their Lean Business programmes. Click here for details.

The ManagementWorks project-based Lean Business programme will commence in Dublin in December. Click here for details.

 

problem_statement

The rush to solution

The first step in any process improvement initiative is to define the problem or business opportunity. This step is often completed far too quickly and in some cases defines a solution without really addressing the real issue.

Paul was a recent case in point. Paul has just commenced a project-based process improvement programme. He works in an assembly area on a mezzanine floor in a manufacturing company.

Products for assembly are brought to Paul and his team by forklift from the ground floor.

Paul’s project was to install a lift in the area as the team were often waiting on the forklift driver. He was quite frustrated that management couldn’t see this and wouldn’t justify the expenditure.

problem_statement

In fact, Paul had presented a solution without actually defining the problem and the impact on the team. We needed to take some steps back and understand what is actually happening.

The team had recently had to wait for an hour on work from the ground floor.

  • How often did this happen?
  • What was the process for ordering material?
  • How was this communicated?
  • How often did work need to be moved?

There was no data on any of these questions and no real process in place for delivering product.

The forklift was also used to receive purchased items, to load deliveries and to manage stock on the ground floor. Any of these activities could delay transfer of work to the mezzanine unless some notice was given or some plan was put in place.

It also became apparent that there was limited product in the process staged for assembly.

There was a need to map the entire process and understand how the work flowed within the business. Mapping forced the team to think about their process and their commitment to their customers. The links between each stage of the process needed to be understood and the team needed to agree ways of working. This is the 2nd stage of process improvement.

The ‘solution’ of installing a lift is now likely to be superseded by a pull system in the short term giving a clear signal to the forklift operator when product needs to move. In the longer term, the team are now considering a cell-based layout on the ground floor.

Like all good Lean systems, there is no mystery, just simple ways to engage the knowledge and experience of the staff already present in every business.

We are very proud of the improvements that all of our participants achieve in 3 months.

You may be interested in applying Lean thinking to your business and putting these ideas into place?

Enterprise Ireland offer support to clients through their Lean Business programmes. Click here for details.

The ManagementWorks project-based Lean Business programme will run in Dublin in December. Click here for details.

 

New format FETAC / QQI courses from ETAC.

The level 5 “Lean Manufacturing Tools” programme will be run in a new format in 2015.

Introduction
FETAC LogoIn the early 90’s the concept of Lean Manufacturing was introduced by Womack & Jones. The team studied the automotive industry at the time and found dramatic differences in performance and bottom-line profitability particularly between US and Japanese companies. They found best practice results at Toyota in japan.

The Toyota Production System is concerned with maximising value in any process and eliminating waste whilst transforming the value chain, the sequence of events that deliver the client requirements. The tools target improvement in quality, reliability, workplace organisation, and streamlining material and information flows.
This Level 5 programme is designed to give the delegates an overall knowledge of how to use these key tools. As part of the programme, the learner will apply the tools to an improvement project within their operation. The attendants will be presented with the concepts and techniques allowing to practically apply the tools by using simple exercises and modules.

This is a 5-day programme run over 12 weeks. All participants are required to deliver a Lean improvement project within their business. On successful completion of the course, candidates are awarded a Level 5 credit on the National Framework of Qualifications.

 

Course outline:
Task 1: Lean Thinking

Task 2: Project Charter

Task 3: Kaizen

Task 4: 8-step process improvement

Task 5: Value Stream Mapping

Task 6: Workplace Organisation (5s)

Task 7: Kanban

Task 8: Quick Changeover (SMED)

Task 9: Standard Work

Task 10: Asset Care (TPM)

Times: 9am till 5pm

For more information
please contact: ETAC Limited
PDC Centre,
Docklands Innovation Park,
128-130 East Wall Road,
Dublin 3
01 6856535

Not having a system could be eating your cash

We were working with our call centre client and looking at the task of processing claims. Unfortunately, in Ireland, many claims in this particular sector are submitted on paper forms. Our task was to map the process of approving these claims. We broke the process into small element steps and were in the process of timing a number of claims with the claim approver, Jenny. As is the norm with paperwork applications, we encountered a number of errors and missing information. This required Jenny to either make a phonecall, write an email or send a letter by post.

It was while Jenny was sending a letter that the absence of a reliable supply system came to light. Jenny was out of A4 envelopes and apologised as she now had to walk about 100 metres to the stationary store to get some more envelopes. Amazingly, in an office of over 200 staff, she came back empty handed and red-faced. “There are no A4 envelopes in the store – they’re due in tomorrow!”.

Luckily, Clare overheard the conversation and came to Jenny’s rescue. “You should have asked me. I’ve plenty under my desk” and she produced a pile of A4 envelopes. Later on, Paul, who sat beside Jenny, returned from a break. Jenny told Paul about the embarrassing episode with the envelopes (which increased the process step timing). “That wouldn’t have happened if I had been here” said Paul. “That has happened to me before – I always keep a store of envelopes under my desk”.

The thought occurred that there were probably more envelopes in that office than would be consumed in months. Anyone who had lost time in the past had now created their own ‘store’ in the absence of a reliable system. As soon as those envelopes come in tomorrow, Jenny was going to create her own store.

The solution was to implement a 2-bin kanban system. As most of the staff needed to print letters before using the envelopes, the 2-bin kanban ‘stores’ were located at each printer and serviced twice a day by the stationary suppliers.

Kanban – an example from your home

Think of something you use at home that you never want to be without.

On a recent training course this question was posed and Paul volunteered that his family never run out of milk.

How do they ensure that that happens? paul explained that they keep two 2 litre containers of milk in the fridge. As soon as one is empty, it is left out and prompts the next person going to the shop to collect a 2-litre container of milk. Simple? They are never without milk.

Oh, by the way, Paul’s family have never heard of kanban..

As with many lean principles, they are derived from simple common sense.

A good kanban system ensures continuous supply of material.

The word ‘kanban’ means ‘signal’. A kanban signal is a trigger to replenish material.

The most common type of kanban is a 2-bin kanban. 2 bins are used for each item in a storage location. Each container is filled with a quantity to cover usage over a set period of time. One ‘bin’ must be emptied before using the second. The empty bin triggers a signal.

The signal can be the bin itself, a card, a fax etc and should follow a standard process.

Bin sizes are calculated using a combination of the usage, delivery/collection frequency, supply lead time and batch size.

The target in many lean companies is to minimise bin sizes by increasing collection/delivery frequency and reducing batch sizes.

Through the application of kanban, companies can expect to reduce inventories and eliminate downtime due to material shortages.

This is one of the many tools delivered in the Lean Business programme helping to minimise waste in participating companies.