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Chapter 8 Solving Problems and Improving Processes Rapidly, Examples -…
Chapter 8
Solving Problems and Improving Processes Rapidly
Principles
Root cause orientation to problem solving
A rapid response system
Progressive approach to process improvement
A Root Cause Orientation to Problem Solving
Typical response in batch and queue is to work around the problem and do whatever it takes to meet the schedule.
Implementing lean production system does not solve problems. In fact, lean exposes problems. Therefore, it is important to identify the problems causes, eliminate them and improve the production line.
Setups take hours and hours. Batch solution: Keep extra inventory on hand to cover the changeover time.
Emotional worker or workers disable to complete task according to the pace time. Solution: just work some OT or add someone else to the line to take up the slack.
Workarounds Are Anti-Improvements
Once we encounter problems, there are 2 choices that we can take:-
Tried and True
Do a workaround and meet the schedule
Pull them into the process
Do what you must to patch up the process
Take notes of what seems have gone wrong.
Document it in the management system tools you are beginning to use.
Ask simple questions to identify the problems root cause.
Drill down the root cause and identify top 3 interrupters for week or month.
Begin to work on the problems.
Keep working to eliminate the problems’ root cause.
A New Way of Thinking
Batch and queue system = leaders are expected to quickly work around the problem to meet the schedule. When the workaround is successfully in place, the problem is considered solved. Tomorrow is considered another day with another problem.
Lean leaders = perform root cause analysis and solution into effect. Its a continuous process.
Should Perfection Be a Goal?
In lean, pursuing improvement with a goal of eventually reaching perfection in process and execution
Structured Problem Solving Process
Identify and define the problem.
Quarantine the problem and take other immediate remedial actions.
Involve the appropriate and knowledgeable people.
Conduct root cause analysis.
Identify root cause solutions, assess them and test the preferred alternative.
Implement the root cause solution.
Monitor and revise the solution as indicated by the performance data.
Managing Improvement Activities
Manage each improvement with a single person.
Manage improvements visually in only one location.
Manage each improvement with only one schedule.
Hold review sessions at least once a week.
Avoid projects that extend more than 90 days.
Avoid making lists (black holes) of projects, manage the queue visually.
Group activities of like duration with like management. (For example, daily board, weekly A-3s)
A Rapid Response System
Simple call lists (make sure phone is close at hand)
Specially designated papers (red in colour) carried by support group representatives for who are on call.
Escalation systems based on number of missed cycles.
Automated escalation systems.
Improvement Resources and Skills
Roles of a site lean leader
i) teach floor leaders how to recognize opportunities for improvement.
ii) how to act on them with their own resources.
iii) teach and coach supervisors and team leaders to lean kaizen events.
Kaizen
- an approach to make continuous improvements based on small idea, ongoing improvements that can cause major improvements in the end.
Composition of kaizen team = 7 or fewer participants plus leader (mostly production people from various areas in the facility).
Technical professionals- provide consultation and support to kaizen teams along with the site lean leader.
Examples