Waste Identification Leads to Increased Operational Effectiveness

Waste Identification Leads to Increased Operational Effectiveness

What is waste in an operational environment in the first place? Driving a culture of waste elimination you must first know how to properly know if waste is present within your operational environment.  I am sure you have all heard “well we always have done it this way”.  While all along, the way it has been done for years produced the most amount of waste.  Let’s explore how you could identify waste using the 8 common areas of waste identification.  The end state, is to operate within an environment of zero waste maximizing your overall operational efficiency.

Over Production – Producing more than the customer or next operation can consume

Inventory – Material sitting anywhere within the value stream is non value added

Waiting – Down time within the process where value added activity has stopped

Motion – Any physical movement in excess when performing an operation is non-value added

Transportation – Movement of product or material between or among operations

Excessive Processing – Additional run time

Defects – Any process, or service that fails to meet specifications creating rework

Non-Utilized Human Potential – Underutilization of human capital in experience, capability and un tapped potential

It sounds complicated to identify waste, however once you understand what to look for it is much easier to eliminate it.  Once you have identified an area of opportunity creating waste, look for simplistic process changes that can reduce the waste.

Utilize frontline leaders, as well as workforce employees to eliminate waste as it is often creating a pain point and many times they already have the solution, they just never have never have been asked or given permission to make change.

To learn more about Operational Excellence, call us at 800-246-8694 or email at info@csipbl.com.

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Does the DMAIC Process support quick wins?

Does the DMAIC Process support quick wins?

Define, Measure, Analyze, Improve and Control (DMAIC) is a methodical approach to continuous improvement focused on data to optimize business processes.  This is a foundational tool that supports a Six Sigma approach to problem solving.

How does it support quick wins within a Lean Six Sigma environment?  The key is a Lean Six Sigma blend.  Often organizations limit opportunities for immediate continuous improvement by strictly following the DMAIC process.  This limits the teams from capitalizing on quick wins.  It all starts in the Define phase, understanding what problem you are actually trying to solve.  Not all problems require the discipline of the DMAIC process. Some just require a clear understanding of the problem and a focused conversation with stakeholders.  Don’t forget the ones who actually do the work – Operators.  Often these lead to the quick wins focused on immediate problem resolution requiring no additional work, just make a change.  It could be as simple as shifting resources or putting in a visual control to mistake proof the process from human error, reducing defects. This is not a one size fits all approach as it depends on the complexity of the problem.  

Don’t miss the opportunity to identify quick wins, as the DMAIC process takes time, resources and oversight that may not be necessary depending on the problem your trying to solve.

Contact us here for more information on how you can improve your OpEx processes.

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OpEx: Creating a Cultural Transformation

Operational Excellence: Cultural Transformation

Do you have an empowered, engaged, and passionate workforce collectively working toward common goals throughout the entire organization?

A cultural transformation exists when a foundation and platform for continuous improvement has been successfully introduced within an organization. This begins with the established implementation of Process Based Leadership. When the entire organization consistently operates within a “non-negotiable” Operating System that drives Connectivity, Clarity, and Consistency, then OpEx tools can be introduced. In addition, the organization can assimilate to a common strategic plan to World Class. This is the alignment of values, vision, and progressive milestones to optimize business results.

One of the ways to get employees in the right frame of mind is to introduce the acronym “DOWNTIME.” This acronym represents the eight most common sources of waste that we typically see in organizations and is a simple way to engage everyone in what to look for in the form of non-value-added activities.

Defects – Process outputs that do not function properly and do not meet accepted standards or expectations

Over Production – Producing anything sooner, faster or in greater quantities than the customer demands

Waiting – Unnecessary stoppage or delays in machines, people or processes

Non-utilized Human Potential – Not taking advantage of people’s experience powers of observation and learning capacity to reduce waste in an organization

Transportation – Excessive movement of materials, products, information, or people, “externalized” to the process

Inventory – Excess raw material, component, WIP, or finishe goods over and above that which is necessary

Motion – Excessive movement of materials, products, information of people “internalized” to a process

Excess Processing – Over-processing or additional steps beyond the standard required by the customer

Additionally, one of the initial tools to consider would be the implementation of 5S (Sort, Set in Order, Shine, Standardize, Sustain) for workplace organization and structure. 5S creates discipline, habit, and structure required to achieve sustainable results. This is an easy way for an organization to start identifying and eliminating waste and creating efficient and effective operations through the efforts of the employees who are closest to the work.

To learn more about Operational Excellence Sustainment System® please contact us at 800-246-8694 or info@csipbl.com

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Operational Excellence Utilization

Operational Excellence Utilization

In today’s business environment, organizations are challenged to become more efficient and effective each day.  Many companies invest massive amounts of time and energy trying to tackle this challenge with an isolated “initiative-based” approach and mindset, which involves randomly throwing resources and tools at efforts that never seem to yield sustainable results.  Operational Excellence in many organizations is defined through centralized OpEx Teams, comprised of Lean Six Sigma “Belt” experts, with the goal to train and support continuous improvement within their respective organizations.  Although this sounds like a good approach, in many instances, these OpEx Teams are not marketed with the rest of the company.  There is a clear gap with alignment and connection to what is truly important, which results in lack of prioritization, focus, and support.  Individuals on OpEx Teams are often viewed as internal consultants, “call us when you have an issue”.  In addition, continuous improvement tools feel abstract and disconnected to the business, “Here are some new tools, now go find a problem so you can practice the tool”.

Instead of creating certification belt programs or centralizing capabilities that only a few understand and aren’t providing sustainable results, organizations should shift their focus on transforming the mindsets and behaviors of the Entire workforce.  Organizations need to strive to connect and engage all employees to generate value by challenging business practices and processes through the utilization of continuous improvement.  This is best achieved through a systematic approach that is simple and sustainable. Our proven Operational Excellence Sustainment System® leverages this approach to waste identification and elimination driving behaviors that are easily understood by all employees and are visible and auditable, ensuring support and reinforcement by leaders.

To learn more about Operational Excellence Sustainment System® please contact us at 800-246-8694 or info@csipbl.com

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