Welcome to the Improve phase of our Lean Six Sigma course! First and foremost, we will concentrate on waste elimination and task balance! This is where the true magic happens when we turn the data and insights gained in the previous phase into practical results.
Are you fed up with process inefficiencies, bottlenecks, and excess inventory? Are you ready to see significant increases in productivity and quality? Then comes the phase in which you begin to address them.
Welcome to the Improve phase of our Lean Six Sigma course! First and foremost, we will concentrate on waste elimination and task balance! This is where the true magic happens, when we turn the data and insights gained in the previous phase into practical results.
Are you fed up with process inefficiencies, bottlenecks, and excess inventory? Are you ready to see significant increases in productivity and quality? Then comes the phase in which you begin to address them.
We have covered the topic of Process related waste previously. However we will breifly recap the topic to help you understand how to address the different types of waste in the improve phase of DMAIC.
The eight wastes are known as the “8 Forms of Muda” in Lean Six Sigma and are defined as follows:
Transportation: Moving items or materials more than is necessary.
Inventory: Having more raw materials, work-in-progress, or finished goods than needed.
Motion: Workers performing unnecessary movements or travelling excessive distances.
Waiting: Delays in the process, such as waiting for parts or approvals.
Overproduction: Producing more products or services than required by the customer.
Overprocessing: Performing extra steps or utilising superfluous resources.
Defects: Mistakes or errors that necessitate rework or scrap.
Skills: Failure to properly utilise employees’ skills and abilities.
It is crucial to notice that various wastes are interconnected, and detecting one sort of waste frequently leads to discovering others. Identifying and
It is vital to note that these wastes are interconnected, and uncovering one often leads to discovering others. Identifying and removing this form of waste can help to improve a process’s overall efficiency and effectiveness.
We also previously covered how to analyze process waste and interpret data to understand where waste is in th process. Lets quickly recap on the tools and techniques used.
When evaluating and interpreting data, numerous strategies can be used to identify waste:
Value Stream Mapping: This technique entails drawing a visual representation of the complete process, from raw resources to finished goods. This map can be used to pinpoint areas of waste, including as delays, extra inventory, or superfluous steps.
Process Flow Analysis: This technique examines the movement of materials and information through a process. This can aid in the identification of bottlenecks, delays, and other areas where waste occurs.
Statistical Process Control (SPC): This technique analyses process data using statistical methodologies. This can aid in identifying patterns or trends in data that may reveal waste-producing locations.
Check Sheets: A check sheet is a simple instrument for collecting data; it is a form used to record observations or measurements. It can be used to track faults, delays, and other potential waste sources.
Pareto Chart: This is a graphical representation of data that is used to identify the most common waste-causing issues. It is a great tool for determining which concerns should be addressed first.
Fishbone Diagram: A cause-and-effect diagram, also known as an Ishikawa diagram, aids in identifying the root cause of an issue by breaking it down into smaller components. This can be used to determine the root causes of waste in a process.
These strategies can be used to identify and analyse the different forms of waste that occur in a process, and the information gathered can be used to make educated decisions about where to focus improvement efforts.
Now that we have recapped the types of waste and how to identify them. We will briefly outline the tools and techniques used to address them, which we will explore in more detail in the next few topics.
There are numerous methods for dealing with process-related waste:
Kaizen events: Kaizen events, also known as “rapid improvement events” or “kaizen blitzes,” are focused, short-term improvement projects in which a cross-functional team works together to identify and reduce waste in a specific process. A Kaizen event’s purpose is to make a major improvement in a short period of time, usually 3 to 5 days. Kaizen activities are intense, hands-on, and highly interactive in nature. A Kaizen event’s method typically comprises defining the event’s scope, preparing the team, examining the present process, brainstorming and developing solutions, implementing and testing solutions, and standardising and institutionalising changes.
Kaizen events are an effective method for detecting and removing waste in a process, and they may be used to enhance a variety of processes, including manufacturing, service, and administrative operations.
5S: The 5S system is a method of arranging and maintaining a clean and tidy workplace. It is a simple yet effective strategy for reducing waste by ensuring that everything has a place and that everything is in its place. Sort, Set in Order, Shine, Standardize, and Sustain are the five steps of the 5S system. The five steps are intended to be straightforward, easy to grasp, and simple to put into action.
The goal is to improve a work environment’s productivity and safety by removing extraneous materials, organising important items, cleaning and maintaining the area, establishing standards, and building a culture of continual improvement. This method is used to increase a process’s overall efficiency and effectiveness by producing a clean, safe, and organised work environment, decreasing errors, and increasing material and information flow.
Process redesign: Process redesign is the process of rethinking and rebuilding a process in order to eliminate superfluous processes, minimise delays, and increase flow. It entails examining the current process, identifying bottlenecks, delays, and other sources of waste, and then redesigning the process to eliminate those concerns. The goal is to build a more efficient and effective process that produces better results. Flowcharts, process maps, and other tools can be used to redesign the process. The tools allow you to view the process, detect bottlenecks, and optimise the flow.
It is critical to include a cross-functional team in the redesign process since they have the knowledge and ability to identify areas for improvement. To ensure that the improvements are successful and long-lasting, the redesign process should be tested and assessed.
Automation: Automation is the use of technology and systems to automate jobs or processes in order to improve efficiency and eliminate errors. Automation can be utilised to minimise waste by eliminating manual errors, boosting efficiency, and freeing up workers to focus on higher-value jobs. Automation can be accomplished through the use of numerous technologies such as robotics, machine learning, computer vision, and artificial intelligence.
Automation can take various forms, including full automation, semi-automation, and manual automation. The level of automation used will be determined by the process, the cost, and the desired outcome. Automation can be used in a wide range of operations, including manufacturing, shipping, and administrative tasks. It is critical to remember that automation should be done in a systematic manner.
Automation can be used in a variety of operations, including manufacturing, shipping, and administrative tasks. It is critical to emphasise that automation should be done in such a way that it complements the human workforce rather than replacing it.
Standardization: The process of developing and implementing standard processes and work instructions to maintain uniformity and eliminate errors is known as standardisation. It contributes to waste reduction by ensuring that processes are carried out consistently. Checklists, process maps, and standard operating procedures are examples of visual management tools that can be used to create standardisation (SOPs).
These tools provide explicit instructions and recommendations on how jobs should be completed, making it simple for employees to comprehend and adhere to the process. Standardization might also include training personnel on the new procedures and conducting frequent audits to ensure that the standards are met. Standardization ensures that processes be carried out correctly and consistently, hence decreasing errors and enhancing quality. Setting precise standards makes it easier to identify and remove waste since deviations from the standard process are more visible.
Lean tools and techniques: Value stream mapping is a technique for visualising and analysing the flow of materials and information in a process. It assists in identifying waste areas such as delays, superfluous inventory, and unnecessary steps. With this knowledge, it is possible to find areas for improvement and eliminate waste.
Kanban systems are used to manage and control the flow of resources and information in a process. It helps to balance the workload and enhance efficiency by ensuring that resources are delivered to the process on time. This can assist decrease excess inventory and enhance material flow.
Heijunka is a strategy that levels the production schedule to balance the workload and enhance efficiency. It aids in the reduction of delays, overproduction, and the improvement of material flow. Leveling the production schedule might help to ensure that the process runs smoothly and without bottlenecks.
These methods and tactics can be used in tandem to address process-related waste and increase process efficiency. These are effective tools for identifying and eliminating waste, as well as for improving a wide range of processes, including production, service, and administrative operations.
Root cause analysis: The process of determining the fundamental source of a problem or issue is known as root cause analysis. It is feasible to adopt a more effective solution by finding the fundamental cause rather than just treating the symptoms. This is critical for dealing with process-related waste because it guarantees that the solution addresses the underlying cause of the problem rather than just treating the symptoms.
The 5 Whys is a simple yet effective method for determining the fundamental cause of a problem. It entails continuously asking “Why?” until the core cause is discovered. The goal is to identify the underlying source of the problem by asking “Why” the problem happened and continuing to ask “Why” until it is recognised.
Fishbone diagrams, also known as Ishikawa diagrams or cause-and-effect diagrams, are used to break down a problem into smaller components in order to discover the main cause. It aids in the systematic organisation of potential sources of an issue. This tool is helpful in determining the root causes of waste in a process.
Both methods, 5 Whys and Fishbone diagrams, are useful for determining the fundamental cause of an issue and executing a more effective remedy. It is possible to address the root cause efficiently and prevent recurrence by identifying it.
It should be noted that tackling process-related waste necessitates a continuous improvement approach. Reviewing and evaluating the process on a regular basis and making adjustments as needed to guarantee that waste is effectively removed.
Work balance is an important part of process improvement since it ensures that an organization’s resources are utilised effectively and efficiently. An organisation may ensure that everyone is working at maximum capacity and that no one is overworked or underutilised by distributing workload fairly throughout a team or process. This reduces delays, boosts productivity, and improves overall process performance.
Work balancing is examining the current processes and identifying bottlenecks or delays that may be creating inefficiency. It is feasible to ensure that work, resources, and tasks are done on time and consistently by changing the flow of work, resources, and tasks. This helps to reduce process variability and increase overall process performance.
Work balancing is a continual endeavour that necessitates regular monitoring and modifications to ensure that the process remains balanced and efficient. Organizations can eliminate delays, boost productivity and quality, and improve overall process performance by maintaining a balanced workflow. Heijunka, Kanban systems, Process Flow Analysis, Statistical Process Control, Value Stream Mapping, Workload Balancing, and Lean Six Sigma are used to accomplish this.
A balanced workload benefits not only the organisation but also the personnel, as it reduces stress and increases job satisfaction. An organisation may ensure that the workload is divided evenly and that everyone is working at maximum capacity by conducting regular monitoring and changes. This contributes to a more productive and efficient workplace for everyone.
Some techniques for balancing work include:
Heijunka: This is a levelling technique that involves smoothing out production by balancing the flow of work, reducing variability and ensuring that work is completed on time.
Kanban systems: This is a pull-based inventory control system that is used to manage and control the flow of materials and information, reducing delays and inventory.
Process Flow Analysis: This technique looks at how materials and information travel through a process. This can help identify bottlenecks, delays, and other areas where waste occurs.
Statistical Process Control (SPC): SPC is a method of analysing process data using statistical methodologies to identify patterns or trends in data that may reveal waste-producing locations and helps in balancing work.
Value Stream Mapping: This technique entails drawing a visual representation of the complete process, from raw resources to finished goods. This map can be used to identify waste, such as delays, unnecessary inventory, or redundant steps, and it aids in work balance.
Workload Balancing: This strategy is used to change individual team members’ workloads in order to ensure that work is allocated equitably across the team and that no team member is overworked or underworked
Andon system: A visual management system used in manufacturing that alerts workers to problems as they arise, allowing for a speedy resolution and aiding in work balance.
These strategies can be used to detect and analyse issues that may be creating delays or bottlenecks in a process, as well as to make changes to the process flow in order to enhance efficiency and minimise waste.
Here are a few steps you can take to implement work balancing strategies:
Assess the current workflow: Start by analysing the current workflow and identifying any bottlenecks or delays that may be causing inefficiencies. To discover locations where resources are being squandered and delays are occurring, use tools such as process flow analysis, value stream mapping, and statistical process control.
Identify the root cause: Work with the team to identify the root cause of the inefficiencies using techniques such as the 5 Whys and Fishbone diagrams.
Implement solutions: Once the root cause is identified, brainstorm and implement solutions to eliminate the waste and improve the process.
Use tools for work balancing: Use tools such as Heijunka and Kanban systems to balance the workload and ensure that the work is distributed evenly across the team. This will aid in the reduction of delays and the overall performance of the process.
Monitor and adjust: Monitor the process on a regular basis and make adjustments as needed to ensure that the workload is balanced and that improvements are sustained.
Standardization and automation: implement standardisation and automation where appropriate to further increase efficiency and reduce waste.
Create a culture of continuous improvement: Create a culture of continuous improvement within the organisation by training and educating employees on the principles of Lean Six Sigma. Empower all employees to detect and remove waste, balance tasks, and increase performance.
Communicate with and include team members: Include team members in the process of developing and executing work-life balance strategies. Communicate the improvements and benefits that people can anticipate to observe as a result of using work-life balance initiatives.
By following these steps and using the appropriate tools, you can effectively implement work-balancing strategies and improve the overall performance of your processes.
In conclusion, the Improve phase of our Lean Six Sigma course is where the data and insights gained in the previous phase are turned into practical results. To boost productivity and quality, we will prioritise waste removal and work balance. We may make intelligent decisions about where to focus improvement efforts by identifying distinct types of waste utilising tools and techniques such as value stream mapping, process flow analysis, and fishbone diagrams. Kaizen events and 5S are two methods for addressing process-related waste.
These techniques and tactics can assist firms in reducing delays, increasing productivity, and improving overall process performance. It is vital to note that work balancing and waste reduction are ongoing processes that necessitate continuous monitoring and adjustments to guarantee that the process remains balanced and efficient.
In this section of the Lean Six Sigma Yellow Belt course you got an understanding of what some of the tools are you can use to make improvements in the workplace and remove bottle necks and ineffcientcies. Next we will start to look at some of these tools and techniques in more detail start with Plan, do, check, act (PDCA) and Kaizen which are methods of making process improvements.
