Which Lean Tool is Appropriate?

Lean Nation,

During my workshop this week, I was asked the question, "How do you know what tool to use and when?"  This is a very common question asked by new lean practitioners.   Having done a quick scan on the number and types of quality improvement  tools, I quit counting at 240.   Yes , there are over 240 discrete quality improvement tools.   When you consider that there are dozens of applications and techniques of  these tools, picking the right one, at the right time,  can be a daunting task. 

By application of the tool,  I mean that the use of takt time in a process that repeats every 50 seconds is entirely different than a process that repeats every 14 weeks.  Time observation on a repetitive process is different than time observation on process that occurs annually.

Fortunately,  for lean thinkers there is some great news!  There are a core group of tools that can be mastered (or at least we can become competent with) that will carry us a very long ways.  Some of the tools help us to see waste and some of the tools help us to eliminate waste.  The following table lists the tools and their purpose.

I refer to these tools as the common tools used to see and eliminate waste. Over the coming weeks, I will publish thoughts on some of the applications and techniques of these various tools individually. 

In my years as a Sensei, I virtually always stay within this tool set when initially trying to understand a problem.   For more complex problems there are some other tools and techniques that will come into play,  but mastering these will enable 10 years of probelm solving within virtually any organization.

Lean Blessings,

Ron

Ron Bercaw
President and Sensei
Shingo Prize Winning Author
www.breakthroughhorizons.com

Standard Work

Having been working as a lean consultant, I continue to be amazed at the number of times I walk through the door of an organization undertaking some "lean" improvement who cannot give the definition of standard work, and have never seen a standard work combination sheet, or a standard work layout sheet.

To refresh your memory, standard work is made up of three things; takt time, work sequence and standard work in process. Takt time is a theoretical calculation that shows the relationship between the time available to do the work and the volume of work to be done. You can see my earlier blog on takt time if you want more information on this topic.

Work sequence is pretty easy to understand. What is the standard sequence of tasks necessary to complete the work in a standardized way. Think of this as a recipe. Baking a cake from the recipe on the box, is an example of the work sequence.

Finally we need to consider the standard work in process. This is planned inventory to enable a process to flow. If we need to package chairs at a rate of 20 minutes per chair, and the glue takes 60 minutes to dry, then we need 3 pieces of standard work in process (60 minutes drying time divided by 20 minutes of takt time)to enable one piece flow at packing.

The standard work is documented on the standard work combination sheet. This is a well aged form that show the takt time, and the work sequence. the work sequence is documented with time associated with each task which is extremely valuable for training and auditing as well as for identifying further opportunities for cycle time reduction. Here is an example of the standard work combination sheet.


































The standard work in process is documented on the standard work layout sheet. If you are a true lean champion, you should be familiar with and competent in both of these forms. When you can accurately complete these forms, you can then say you have "standard work".

Lean Blessings;

Ron

Ron Bercaw
www.breakthroughhorizons.com