A Lean Improvement Tool
 Gain a Basic knowledge of producing a
current map
 Learn how to identify and reduce waste
 Gain a Basic knowledge of the tools and
their application
 Gain a basic knowledge of the tools by
participating in activities
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Is it skinny?
Is it less people?
Is it working
harder?
Is it making less?
What is
Lean?
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What is Lean?
What is Lean?
Why no Sir! Lean is none of
those things. Lean is an
ever evolving philosophy
based on proven principles
and practices aimed at the
elimination of wastes.
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What is Lean?
Lean is a continuing process
of change involving
everyone in the
organization.
WSU Outreach & Cont. Ed



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60%-80% of costs are administrative costs
Allows work to be released accurately
Payment received faster
Improves morale
Improves productivity
Improves bottom line
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Price
Price
Price
Price
Profit
Profit
Cost
Cost
Traditional Thinking
Lean Thinking
Cost + Profit = Price
Price – Cost = Profit
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1.
2.
3.
4.
5.
Deliver exactly what the customer needs (defect
free)
Be able to deliver customized value to each
individual customer
Deliver on demand exactly as requested
Respond immediately to problems or changes
Have no waste
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Activity
WSU Outreach & Cont. Ed
What would you be willing to pay for when
ordering a hamburger?
___ Meat
___ Dough
___ Cost of radio, TV, web
ads
___ Ketchup
___ Cost of delivery truck
signs
___ Electricity to run ovens
___ Cost of store manager
___ Electricity to run outdoor
lights left on accidentally
___ Cost of cleaning
___ Person paid to inspect
take-out orders
___ Employee training
___ Cost of hamburgers not
sold
___ Distribution Center
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___ Cost of menus
___ Profit
Waste: anything that adds cost or time
without adding value
WSU Outreach & Cont. Ed
Overproduction – producing work prior
to it being required is waste and is the
greatest of all the wastes
• Producing reports no one reads or needs
• Making extra copies
• E-mailing, faxing same document
• Entering repetitive information on
multiple documents
• Ineffective meetings
WSU Outreach & Cont. Ed
Waiting – for people, signatures, and
information is waste. This is “low hanging
fruit” which is easy to reach and ripe for the
taking.
•
•
•
•
•
•
Excessive signatures or approvals
Dependency of others to complete tasks
Delays in receiving information
Computer program revision problems
Cross-departmental resource commitments
Not a priority for someone to complete
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Motion - any movement of people, paper,
electronic exchanges that does not add value
is waste
•
•
•
•
•
•
Searching for computer files
Searching for documents in file cabinets
Repeatedly reviewing manuals for information
Hand carrying paper to another process
Cross-departmental resource commitments
Not a priority for someone to complete
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Transport - affects the time of delivery of
any work within an office
•
•
•
•
•
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Delivering unneeded documents
Excessive filing of work documents
Over-addressed e-mail distribution lists
Hand-carrying paper to another process
Cross-departmental resource commitments
Mis-prioritization
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Overprocessing - putting more work or
effort into the work required by internal or
external customers is waste
•
•
•
•
•
•
•
Duplicative reports or information
Repetitive data entry
Incorrect information being shared
Constantly revising documents
Ineffective meetings and no agendas
Duplicative documentation
Lack of accurate project planning
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Inventory (Time) - work piles, excessive
supplies, and excessive signature
requirements are waste
•
•
•
•
•
•
Files awaiting signatures or approvals
Work awaiting task completion by others
Obsolete files
Obsolete office equipment
Not sufficient training of back-ups
Purchasing excessive office supplies.
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Defects (or mistakes) - refers to all
processing required creating a defect or
mistake and the additional work required to
correct it
•
•
•
•
•
•
Data entry errors
Pricing errors
Forwarding incomplete documentation
Incorrect information on document
Inefficient file system on PC or in cabinet
Not appropriate staffing to service customer
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Underutilization of People - is a
result of not placing people where they can
(and will) use their knowledge, skills, and
abilities to the fullest (8th Waste)
•
•
•
•
•
Project deadlines not being met.
Work loads not evenly balanced due to lack of cross-training
High absenteeism and turnover
Inadequate performance management system
Incomplete job skill assessment prior to hiring
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Value Stream Mapping – the visual representation of
the processes (work units and information)
required to meet customer demand
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
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Includes both value-added and non value-added
activities
Allows for “seeing” areas of waste in current
state
Future state is roadmap and apt to change
Create icons specific to your business or
industry
WSU Outreach & Cont. Ed
•It gives a systems perspective incorporating quantified,
objective data.
•It links work/task and information/communication flow.
•It displays metrics of delivery relevant to quality performance.
•It captures and evaluates work complexity by displaying
different types of processes/services flowing thru the value
stream.
•It is an effective way to accommodate process/service
redesign in order to achieve strategic objectives.
WSU Outreach & Cont. Ed


A3 refers to size of paper (11” x 17”)
Report flow
• Left-hand side --- top to bottom--- “how does
work happen now”
• Right-hand side – top to bottom--- “how are we
going to fix it”

Three-hole punch combined with tri-fold
enables reports to be stored in 3 ring binders
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ISSUE
FUTURE MAP
BACKGROUND
CURRENT MAP
COUNTERMEASURES AND
IMPLEMENTATION PLAN
MEASUREMENTS
PROBLEM ANALYSIS
FOLLOW UP
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A.Theme
& Background
How problem was discovered
Why problem is important
Various parties involved
Problem symptoms
Past performance or experience
Organization structure
Etc. --- so that the reader can understand extent
and importance of problem
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B.Current
Condition
Most important section in A3 report
This is were the mapping is shown
Problems on map are highlighted by
Storm Bursts
Purpose of mapping and quantifying the problem
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Value Mapping
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“If you can't describe what you are doing
as a process, you don't know what you're
doing.”
W. Edwards Deming
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WSU Outreach & Cont. Ed

See flaws in the process

Gain a better understanding and
appreciation

Observing is scientific.

See where the process is “positively
deviant”—in other words, when it works
correctly.
WSU Outreach & Cont. Ed
Tools:
Steps:
• Check Sheet
1. ID. when process
begins and each step • Observation Sheet
that follows.
• Clock or watch with
second hand
2. Draw a layout of the
area you are
observing.
3. Take notes.
4. Observe the same
process at least 10–
30 times.
5. If unsure what you
are seeing - ask for
clarification.
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WAITING
INTERRUPTION
SEARCHING
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The check sheet is a tool
that facilitates collection of
relevant data.
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Check sheets make it easy
to collect data for specific
purposes and to present it
in a way that automatically
converts it into useful
information.
WSU Outreach & Cont. Ed
:
:

CLARIFY
(CONFUSION)
MOTION
:
ACTIVITY
CHECKING
TASK
:
TIME
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NOTES
Process Charting Worksheet
Date
Time
Date
Time
Specific Process Task or Activity
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Process / Project Notes:
Totals
Wait Time = Begin Time of step – Complete Time of previous step. Process Time = touch time with the patient or trigger
Value – Added Time = Any Cycle Time that can be justified as a direct service / value to the customer. DOES NOT include Wait Time.
Non – Value Added Time = Includes any Wait Time as well as any process Task / Activity time that does not add direct value to the customer
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NVA Time
(Non Value)
Value-Added
Time
Department / Workstation
Name or Description
Process Time
Complete
Process Step
Begin
Chart Start Date:
Chart Complete Date:
Time in Minutes
Wait / Delay Time
Process/Project Name:
Charting Team Member(s):
Basic Value Mapping
WSU Outreach & Cont. Ed
 Identify
customer(s) and supplier(s) &
describe delivery and quality requirements.
 Identify the main process steps in the work
flow and map them as process boxes in order
of execution. Walk the process!
 Perform a value-stream “walk” through the
process steps following “product” movement,
charting information flow, and noting
inventory and technologies used
WSU Outreach & Cont. Ed
 Establish
how work is triggered in the value
stream and how each step knows what to
process next (how the work is sequenced)
 Fill in the data boxes. Put in high, low, and
average PT, WT
 Add in information flows
Validate by one who does the work
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!!
Process name
Current State
Customer(s)
Supplier(s)
Step 1
Step 2
Step 1
IN
WSU Outreach & Cont. Ed
Step 1
IN
TS
IN
IN
Once you agree that your map represents the
process:
1.
2.
3.
Fill in the data boxes. Put in high, low,
and average Process Time, Wait Time
Add in information flows – between the
steps and the name of the process.
Problems on map are highlighted by
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Step 3
Process name
Current State
Step 1
Supplier(s)
Customer(s)
Step 2
IN
IN
DATA at each box
Step 4
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Step 5
IN
IN
PT = Process Time –actual time to
complete task inside a process step
assuming no interruptions.
 WT = Wait time – (Work waiting
between steps or within a process
step) Time work is delayed or
interrupted between or inside process
steps due to handoffs, waiting for
information, etc.

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39
Problem Analysis
C
Root Cause Analysis – This will be covered in the
next workshop but for a taste

5 Why’s Method
Another guide is whether one touches
on at least 1 of 3 basic principles
Are work activities sufficiently specified


1.
according to content, sequence, timing, and
outcome?
2.
Are connections clear, direct, & immediately
comprehended?
3.
Are pathways simple, direct, & uninterrupted?
WSU Outreach & Cont. Ed
•Is process time too long?
•Is wait time too long?
•Are there too many unnecessary steps?
•Is lead-time (process plus wait time) too
long?
•Is there redundant tasks, Confusion?
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1.5 Why’s
2.Cause & Effect Diagram
WSU Outreach & Cont. Ed




Write down the specific problem.
Ask Why problem happens and write down
the answer
If the answer doesn’t identify root cause then
repeat.
Keep repeating until team is in agreement
that problem’s root cause is identified.
WSU Outreach & Cont. Ed
SOLUTION: Fix the door locking
mechanism on the car.
WHY?
Because the
door lock
Root
was not
Cause
working
correctly.
Because the
car door
Contrib.
was
open
andCause
dome
light on.
.
Because
Contrib
the car
.
battery
Cause
was dead.
WHY?
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WHY?
Because
Direct
my car did
Cause
not
start.
I was late to work
Event
today
WHY?
Activity
Basic Value Mapping
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D.Target
Condition (Future State)
Goal – move the organization closer to an ideal
state of providing exactly what the customer
(patient) needs, safely, when needed, in precisely
the right quantity, and without waste.
Create a Future State Map
E.Countermeasures
– countering a specific
problem and will use that until discover an
even better countermeasure. Placement is
denoted by
Fluffy Cloud
WSU Outreach & Cont. Ed





Conduct waste audit
Brainstorm
Look for easy flow issues
Review “common sense” remedies
Use basic Lean tools and update map as you
learn more Lean
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Waste Audit – Review and Create Questions Such As:
For overproduction or unnecessary service waste ask:
• Are we producing more reports than needed?
• Are we making extra copies than needed?
• Are we printing, faxing, e-mailing more than what is needed?
• Are we entering repetitive information on multiple work documents or
forms?
• Are we ordering more tests or services than what is required by the
customer or patient?
For waiting waste ask:
•
•
•
•
•
Are there excessive signatures or approvals required?
Is there too much dependency on others to complete a task?
Are there delays in receiving information?
Are there computer program version problems causing delays?
Are there cross-departmental resource commitments issues?
WSU Outreach & Cont. Ed
Waste Audit – Review and Create Questions Such As:
For motion waste ask:
• Are you
• Are you
drawers?
• Are you
• Are you
regularly?
searching for computer files on your desktop?
searching for work documents (files) in cabinets and/or
constantly reviewing the same manuals for information?
hand-carrying paper work to another process or department
For transport waste ask:
• Are you delivering documents that are not required?
• Are you doing excessive filing of work documents?
• Are your e-mail distribution lists up-to-date?
For over-processing waste ask:
• Are we duplicating reports or information?
• Are we entering repetitive data?
• Are we doing more work than is required for that process?
WSU Outreach & Cont. Ed
Waste Audit – Review and Create Questions Such As:
For inventory waste ask:
•
•
•
•
•
Are files (or work) awaiting excessive signatures or approvals?
Are files awaiting task completion by others?
Are we purchasing excessive supplies of any kind?
Do we have any obsolete files in the area?
Do we have obsolete equipment in the area?
For defect waste ask:
•
•
•
•
•
Do
Do
Do
Do
Do
we
we
we
we
we
have data entry errors?
have pricing, quoting, billing, or coding errors?
forwarding partial documentation to the next process?
ever loose files or records?
ever encounter incorrect information on a document?
For the underutilization of people ask:
• Are we in positions we were trained to do?
• Can we assist other areas when work is slow in an area?
• Can we be trained to do more within the organization?
WSU Outreach & Cont. Ed



Which approach is most likely to solve
problem long term?
Which approach is the most realistic to
accomplish for now? Resources available?
Affordable? Time available?
Prioritize the solutions into what would work
the best.
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F.
Implementation Plan
Goal – outlines the steps that must be
accomplished in order to realize the target
condition.
What - lists the steps to be done
Who - who is responsible to get things done
When – they need to be done (deadline)
Outcome – Predict results quantitatively
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G.
Cost Benefit/Waste Recognition
What savings in time and cost should we see?
H.
Follow Up includes:
How will the team measure improvements
When the team will take measurements (30, 60, or
90 days)
Include realistic and quantified prediction of how
new process will perform (X% decrease or
turnaround time reduced to Y minutes)
WSU Outreach & Cont. Ed
•Focus on Process rather than People
•Recognize both Internal and External Customers
•Use Objective Data as a means to analyze and
improve processes
•Focus on refining Processes aligned with the
Strategic Goals and Mission of your organization.
•There is ALWAYS room for improvement.
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55
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