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2001 ConceptFlow 1
Tools to Make Waste Visible
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2001 ConceptFlow 2
Module Objectives
By the end of this module participants should be able to: Develop a Spaghetti Chart to identify waste
Develop a Process Flow Diagram to identify waste
Create a Pareto Chart to identify waste
Develop a Cause and Effect Diagram to identify waste
Utilize Process Reports and Assessments to identify waste
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2001 ConceptFlow 3
* Womack, J. P. and D. T. Jones, 1996, Lean Thinking, Simon & Schuster
Recall The Five Principles Of Lean Thinking
Lean Thinking can be summarized in five principles*: Principle 1 - Precisely specify the value of a specific process
Principle 2 - Identify the value stream for each process
Principle 3 - Allow value to flow without interruptions
Principle 4 - Let the client pull value from the process
Principle 5 - Continuously pursue perfection
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2001 ConceptFlow 4
What Tools Exist To Make Waste Visible?
Workplace Organization 5S
Visual Workplace
Spaghetti Chart
Pareto Chart
Cause and Effect Diagram
Five Whys
Process Reports and Assessments
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2001 ConceptFlow 5
Manufacturing Waste
Types ofWaste Overproduction
Inventory
Waiting
Transportation
Motion
Making Defects
Overprocessing
Contributors to Waste Unevenness
Overburden
Current Methods and Processes
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2001 ConceptFlow 6
Additional Tools: Spaghetti Chart
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Spaghetti Chart
Obtain a layout List the steps in the process
Draw the path of the process from start to finish on the layout
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Example Spaghetti Chart - Round #1 Of DotGame
Red Glow
Dept.
Yellow Glow
Dept.
Inspection
Red
Dept. Orange
Glow
Dept.
Yellow
Dept.
Client
1
2
3
4
5
6
8
O
B
ST
R
U
C
TI
ONRec/Ship/
Stock
7
O
B
ST
R
U
C
TI
O
N
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Constructing a Spaghetti Chart
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Waste Map
Remarks
1
DescriptionStep
2345
6789
101112131415
Team
DateComments
Component
Operation
Activity Analysis
Action Study
Waste Map.ppt
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Additional Tools: Pareto Charts
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Pareto Chart
A descending bar graph that helps to focus on the problems that offerthe greatest potential for improvement by showing their relative
frequency or size
Compare the relative frequency or cost of each problem category
List the categories in descending order from left to right on the
horizontal axis The height of the bars corresponds to the frequency or cost
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Pareto Chart Example
0
5
10
15
20
25
30
35
40
45
B
E
G
A
C
D
F
A = 19
B = 45
C = 12 D = 7
E = 32
F = 5
G = 25
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2001 ConceptFlow 14
Team Pareto Exercise
For the Electrical Connector Exercise Flipchart a Pareto of the frequency of steps versus each element of
production (SHIP)
Where is the greatest opportunity for improvement?
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2001 ConceptFlow 15
Pareto Chart Solution
Where is the greatest improvement opportunity?
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2001 ConceptFlow 16
Exercise - Pareto Chart
Given the following data, construct a Pareto chart Item A, Frequency = 22
Item B, Frequency = 11
Item C, Frequency = 17
Item D, Frequency = 5
Item E, Frequency = 8
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2001 ConceptFlow 17
Pareto Chart Solution
The Pareto can be created in Excel or MINITAB
0
10
20
30
A C B E D
Pareto Chart Solution
Series1
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2001 ConceptFlow 18
Additional Tools: Cause and Effect Diagram
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2001 ConceptFlow 19
Cause And Effect Diagram (FishboneDiagram)
Used to allow team to identify and graphically display, in increasingdetail, all potential root causes
Place problem (effect) in box on right-hand side of chart
Draw major cause categories as bones on chart
Repeatedly ask why each cause happens
Look for root cause that appears repeatedly within or across majorcauses
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2001 ConceptFlow 20
Source Categories For Potential Causes
People
Do they follow standards?
Efficiency acceptable?
Are they problem conscious?
Are they responsible?
Are they qualified?Are they experienced?
Are they assigned to the right job?
Are they willing to improve?
Do they maintain good human
relations?Are they healthy?
Machines (facilities)
Do they meet production
requirements?
Process capability?
Oiling, greasing adequacy?
Is inspection adequate?
Frequency of down-time and why?
Does it meet precision
requirements?
Unusual noises?
Layout adequacies?
Are there enough machines/
facilities?
Are they in good working order?
Preventative maintenance schedule?
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2001 ConceptFlow 21
Source Categories For Potential Causes
Material
Mistakes in volume?
Mistakes in grade?
Mistakes in brand name?
Are there impurities mixed up?
Is the inventory level adequate? How much WIP is there? Where?
Is the layout adequate to
accommodate materials?
Is the quality standard adequate?
Method (operation)
Are the work standards adequate?
Is the work standard upgraded?
Is is a safe procedure or method?
Does it ensure a good product?
Is the method efficient? Is the sequence of work adequate?
How is it setup?
Is the setup adequate?
Is there adequate contact/
communication with the upstreamand downstream steps?
What method is used to
communicate?
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2001 ConceptFlow 22
Team Exercise - Your Turn!
Measurements
Environment
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2001 ConceptFlow 23
Basic Structure Of The C&E Diagram
Problem/
Desired
Improvement
Causes Effect
Main Category
Measurements Materials People
Environment Methods Machines
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2001 ConceptFlow 24
Level 1 Cause
Basic Structure - Level 1 Causes
Problem/
Desired
Improvement
Causes Effect
Main Category
Measurements Materials People
Environment Methods Machines
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2001 ConceptFlow 25
Five Whys?
1. Ask why?2. When presented with an answer, ask why?
3. Add additional levels to the C&E diagram
4. Repeat step two until you get the real problem or issue identified
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2001 ConceptFlow 26
Business Process Example - The Five Whys
The Five Whys Method -Supervisor: Why is the sales order being released so late?
Employee: Because the client requirements are not entirely known
Supervisor: Why are the client requirements not known?
Employee: Because the proposal was vague and incomplete
Supervisor: Why was the proposal vague and incomplete?Employee: Because the performing organization didnt participate
in creating it
Supervisor: Why didnt the proposal team consult with the properexperts?
Employee: Because we hardly ever talk with those guysSupervisor: Why is communication so poor between departments?
Engineer: Because that is how we always do proposals, and wedont have a process that encourages us to worktogether
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2001 ConceptFlow 27
Problem/
Desired
Improvement
Causes Effect
Level 1 Cause
Level 2 Cause
Main Category
Measurements Materials People
Environment Methods Machines
Basic Structure - Level 2 Causes
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2001 ConceptFlow 28
Construction Of The Diagram
MethodsMaterials
Machinery Personnel
Problem/
DesiredImprovement
C/N/Sc c
s
cc
n n
nnn
Shows various influences on a process to identify
probable root causes of problem or defect
C = Control Factor
N = Noise factor
S = Standard Operating Procedure
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2001 ConceptFlow 29
Schedule Changes
Estimated
Ship Date
Changes
PEOPLE
ENVIRONMENT
SUPPLIES
POLICIES & PROCEDURES
MEASUREMENTS
PLACES
Algorithm Anomalies
MDC
NCSC
MDC Ship Confirm Late
Back Order Consolidation
NCSC Practices
Inventory Accuracy
Order Entry
Order Cancellations
Off Shift Support
In Transit Times
MDC Practices
PC Delays
Business Process Example - Estimated ShipDate Change
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2001 ConceptFlow 30
Estimated Ship Date Changes
Order Cancellations
Inventory Accuracy
Schedule Changes
PC Delays
In Transit Time
NCSC
MDC
MDC Practices
NCSC Practices
Algorithm Anomalies
MDC Ship Late
Off Shift Support
Backorder Consolidat
Order Entry
People
Policies & Procedures
Supplies
Places
Measurements
Environment
C&E for Estimated Ship Date Changes
MINITAB Generated C&E Diagram
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2001 ConceptFlow 31
Process Reports And Assessments
Various Types: Present Value Stream Map and Future Value Stream Map Existing Quality Reports; Control Charts Product Cost COPQ: recorded defect and scrap cost/rates Manufacturing Operation or Process Documents
Current Control Plans Standard Operating Procedures Manufacturing Lead TimeAttendance Safety Downtime Preventative Maintenance Schedules Expedited Transportation Material Shortages Throughput Yield Current Visual Controls
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2001 ConceptFlow 32
Case Example - Prioritize Waste/DefectOpportunities
Dark Gray - Greatest Potential Benefit
Gray - Worthwhile Opportunity
Revise
Continue
C/T = 14 days
W/T = 2 days
VA/T = 1 day
Customer
Meetings
C/T = 14 daysW/T = 2 days
VA/T = 1 day
Verify
Customer
Requirements
C/T = 5 daysW/T = 2 days
VA/T = 4 hours
Consult With
Manufacturing
Engineer
C/T = 5 daysW/T = 2 days
VA/T = 1 day
Create
Preliminary
RFQ
C/T = 14 daysW/T = 2 days
VA/T = 1 day
Gather Strawman
Requirements
C/T = 3 daysW/T = 4 hours
VA/T = ~ 0
Assign Buyer
C/T = 5 days
W/T = 1 day
VA/T = ~ 0
Review and
Approval Cycle
C/T = 5 days
W/T = 2 days
VA/T = 1 day
Create Final
RFQ
C/T = 5 days
W/T = 1 day
VA/T = ~0
Review and
Approval Cycle
C/T = 2 days
W/T = 1 day
VA/T = 2 hours
Release RFQ
Continue
Iterate
Revise
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2001 ConceptFlow 33
Case Example - Identify Lean Methods AndAssign Action Items
Waste Opportunity Impact Ease Priority Six Sigma/Lean Method1. Eliminate first iteration loop to
determine client needs
2. Reduce time to gather strawman
requirements
3. Reduce time required to consult
with manufacturing engineer
4. Eliminate first approval cycle
5. Reduce final approval cycle
6. Reduce time to assign buyer
5 3 15
5 2 10
3 3 9
4 3 12
4 4 16
3 3 9
Hold focused client needs
negotiation meeting
Use template or checklist to
accelerate info. gathering
Involve ME in client meetings or
use a feed forward of info.
Use client-defined template and
feed forward of prelim. info.
Use a reservation system to
enable immediate review
Implement real-time priority
system to eliminate queue
Now assign responsibilities and due dates... and get started!
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2001 ConceptFlow 34
Case Example - Map Future State, PerformDemo, And Deploy
Targets for First Round
Improvement:
C/T = 16 days
W/T = ~8 days
VA/T = 5 days
As-Is Process
Cycle Time:
C/T = 58 days
W/T = ~14 days
VA/T = 5 days
Revise
Continue
C/T = 14 days
W/T = 2 days
VA/T = 1 day
Customer
Meetings
C/T = 2 days
W/T = 2 days
VA/T = 1 day
Hold Focused
Customer Needs
Negotiation
C/T = 5 days
W/T = 2 days
VA/T = 4 hours
Consult With
Manufacturing
Engineer
C/T = 5 days
W/T = 2 days
VA/T = 1 day
Create
Preliminary
RFQ
C/T = 5 days
W/T = 2 days
VA/T = 1 day
Gather Strawman
Requirements
C/T = 1 day
W/T = 4 hours
VA/T = ~ 0
Assign Buyer
C/T = 5 days
W/T = 1 day
VA/T = ~ 0
Review and
Approval Cycle
C/T = 5 days
W/T = 2 days
VA/T = 1 day
Create Final
RFQ
C/T = 1 day
W/T = 1 day
VA/T = ~0
Review and
Approval Cycle
C/T = 2 days
W/T = 1 day
VA/T = 2 hours
Release RFQ
Continue
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2001 ConceptFlow 35
Key Learning Points
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2001 ConceptFlow 36
Module Review
By the end of this module participants should be able to:
Develop a Spaghetti Chart to identify waste
Develop a Process Flow Diagram to identify waste
Create a Pareto Chart to identify waste
Develop a Cause and Effect Diagram to identify waste
Utilize Process Reports and Assessments to identify waste
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Trademarks and Service Marks
Six Sigma is a federally registered trademark of Motorola, Inc.
Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.
VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.
ESSENTEQ is a trademark of Six Sigma Academy.
FASTART is a trademark of Six Sigma Academy.
Breakthrough Design is a trademark of Six Sigma Academy.
Breakthrough Lean is a trademark of Six Sigma Academy.
Design with the Power of Six Sigma is a trademark of Six Sigma Academy.
Legal Lean is a trademark of Six Sigma Academy.
SSA Navigator is a trademark of Six Sigma Academy.
SigmaCALC is a trademark of Six Sigma Academy.
iGrafxis a trademark of Micrografx, Inc.
SigmaTRAC is a trademark of DuPont.
MINITAB is a trademark of Minitab, Inc.
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