TW Chapter 3: Starting the Journey of Waste Reduction

Question 1

What is the foundation of the lean, or Toyota Way, approach?

Answer 1

Continually identifying and eliminating waste in all business processes using a systematic, not sporadic, process

Question 2

To implement a lean improvement process for identifying waste, what must happen to be successful?

Answer 2

1) Focus on understanding the concepts that support lean philosophies, strategies for improvement, and effective use of lean methods (not just using tools)
2) Acceptance of all aspects of the lean process, including those that require short-term sacrifice, and
3) Carefully conceived implementation plans that contain a systematic, cyclical, and continuous eradication of waste

Question 3

What are the eight wastes?

Answer 3

1) Overproduction: early production, or production in higher quantities than needed–the fundamental waste that tends to lead to all others
2) Waiting (time on hand)
3) Transportation or conveyance–from site to site, or in and out of storage
4) Overprocessing or incorrect processing: often occurs to overcome limitations in low quality tools
5) Excess inventory
6) Unnecessary movement: walking is waste, motions that do not add value are waste
7) Defects
8) Unused employee creativity: the other wastes prevent problems from being exposed, which means employees do not have to be creative to solve those problems

Question 4

What is a long-term philosophy of waste reduction?

Answer 4

To build a lasting learning organization in which problems are constantly surfaced and team associates are equipped with the tools to eliminate waste. This my require short-term waste and sacrifice, and the development of support systems to provide a long-term result.

Question 5

What is the Value-Stream Mapping Approach?

Answer 5

The visual representation of the flow of material and information, that pulls people back from dwelling on individual processes.

A current state map is produced that fits on one page, allowing us to see waste.

After the value-added ratio is calculated, a future state map is produced that arranges flow of material and information upon the rate of customer demand.

Finally a detailed action plan is developed and implemented.

Question 6

What is the value-added ratio?

Answer 6

The ratio of value-added time to total lead time

Question 7

How should the current state map be used?

Answer 7

Only as a foundation for the future state map. Otherwise, we never develop a long-term philosophy

Question 8

Where is the power of lean?

Answer 8

In the future state system

Question 9

What does the future state map represent?

Answer 9

The concept of what you are trying to achieve

Question 10

Who facilitates future state mapping?

Answer 10

One with deep lean experience, to help the group deeply understand what is being drawn on the map

Question 11

What is the purpose of mapping?

Answer 11

ACTION

Question 12

When should a map be developed?

Answer 12

At the time when you plan on using it for action. Start with one map, implement it, then work on the next and its implementation. Don’t map everything before doing anything.

Question 13

Who should lead the mapping process?

Answer 13

Someone with management clout, who can take passionate responsibility for moving away from point kaizen.

Question 14

In addition to planning and doing, what must mapping include?

Answer 14

Checking and acting; that is, auditing, going to see, and improving further. Otherwise, the plan is never implementing long-term and we return to non-lean operations.

Question 15

What is point kaizen?

Answer 15

The improvement that occurs when small changes are made to decrease waste that do not affect value stream. It is a problem, because the waste reduction from point kaizen is small compared to the potential with systematic, long-term change.

Question 16

What are the benefits of Value Stream Mapping?

Answer 16

1) Making visible linked chains of processes
2) Envisioning future lean streams
3) Help focus on overall value stream flow
4) Provide a common language and understanding

Question 17

What is the philosophy of approaching improvement that underlies value stream mapping?

Answer 17

Straighten the flow of the value stream before fixing individual processes. The point of fixing individual processes is to support the flow, not an end to itself.

Question 18

How “clean” should data be when developing a current state map?

Answer 18

At the level of detail that fits the current state of the process. Non-standardized processes will not have precise data; this should not hold up the development of a current state map. Estimates are fine if that is all we have.

Focus instead on understanding the condition of material flow in the value stream and the inhibitors to the flow, and the information flow process and the activity necessary to sustain it

Question 19

What must be understood when mapping the current state?

Answer 19

The objectives; what you want to achieve. Understood by defining the current situation, identifying the goal, then recognizing the gap.

Question 20

What are higher-level objectives for the Current State that are helpful to begin with?

Answer 20

1) Flexibility: processes that react to customer demands
2) Short lead-time: from order to completion
3) Connected processes: with flow and pull
4) Flow loops in processes (identified by areas where flow is not possible)
5) Simplified information flow: from internal customers. External information (from customers) should enter the stream at one point only
6) A clear awareness of the customer requirement: a physical awareness, not just a schedule.
7) Establishment of a pacesetter process for each value stream or flow loop to establish the rate for all other operations

Question 21

Is inventory a strength or a weakness?

Answer 21

A weakness, for it is a waste and used to mask inflexibilities in the processes. Inventory should strive toward “just in time,” but be used strategically toward best performance results

Question 22

What variables are necessary to map inventory on Current-State Maps?

Answer 22

Location of inventory and Category of Inventory

Question 23

How should Customer Orders be included in the Current State Map?

Answer 23

Identify where customer orders enter the value stream, and how long it takes to go from that point to the end of the process.

Question 24

What do multiple scheduling points indicate in Current State Maps?

Answer 24

“Push” manufacturing

Question 25

What is a “flow through” process?

Answer 25

A process that is capable of producing any product at any time without consideration or limitation (i.e.: washing is flow-through; it takes jobs as them come)

Question 26

In Current State Maps, what is the value of identifying the place where a part gets its identify?

Answer 26

Operations that create part identity typically receive information about what to produce. This may involve an external schedule or internal signal, which makes it vital for future state maps later

Question 27

In maps, what defines flow loops?

Answer 27

Supermarkets; which delineate the beginning and end of a flow loop (since flow cannot go through them). They also become the “customer” for each flow loop; so the purpose of that flow loop becomes satisfaction of that “customer.”

Question 28

What is the “Voice of the Customer?”

Answer 28

Internal mechanisms that send information about process adjustments that are derived originally from the customer’s demands.

Question 29

What are the limitations of Value Stream Mapping?

Answer 29

It is not the totality of the lean method. It can fool people into thinking they have lean mastered, when lean is in fact a more holistic system that takes years to master

Question 30

How do we implement a future-state map to move beyond point kaizen and set up a system where material flows across processes based upon the takt time (the rate of customer demand)?

Answer 30

Use of a methodical, step-by-step approach:

Question 31

What is the step that precedes future state map implementation?

Answer 31

Create a stable process meeting customer requirements, so problems that arise from implementing lean can be solved without catastrophic production lapses

Question 32

What are the steps of implementing the future state map called, and what are they?

Answer 32

The Continuous Improvement Cycle.

Stabilize–>Create Flow–>Standardize–>Level Incrementally–>Stabilize…

Question 33

How is the continuous improvement cycle implemented?

Answer 33

Independently, in each operation in the value stream. Then, once all operations are stabilized and connected to all others, the entire chain progresses concurrently.

This leads to a spiral of deepening flow

Question 34

What is the step that follows creating stable processes?

Answer 34

Multiprocess connected stability, where all processes are stable and interconnected

Question 35

What is the step that follows Multiprocess connected stability?

Answer 35

Value Stream Connected Stability, system-wide stability and flow