Over the years I have continued to learn how to communicate better. Through lean I have learned how to communicate more clearly using illustrations and eliminating the “other” information that isn’t necessary to get my story told.
One tool that has helped me communicate more clearly is the A3. The limited space really focuses me on what is important to talk about. Understanding waste, and not wanting to duplicate my work I use my A3s in during discussions with groups of people instead of creating a multiple slides in PowerPoint stating the same words. If I need a drawing to support my discussion, I use a white board or chart pad to draw it out, because the drawings can take time to recreate in PowerPoint.
We are taught the A3 is a communication tool. Don’t duplicate work. The story is important and that is what needs to be communicated.
WARNING!!!!! Know your culture and where you are in your lean journey at all times.
After the first few times of using A3s and chart pads to communicate within my current company, I was pulled aside by a couple of senior leaders and told that I come off as unprofessional and not prepared because I didn’t use PowerPoint.
Having no filter, I asked if it was better to spend three hours working on the issue or three hours putting together PowerPoint? I also asked how I came off unprepared because I could answer any question they had about the issue? Aside: you might consider how you are talking with before being that direct.
The point is, the leadership and culture at that time were not ready to be communicated with in that fashion.
If you are in a similar situation, I would recommend using slides as a supplement to the A3. Yes, it would be overprocessing waste, but it is better then people not listening because of a format issue and having to rework everything.
Today’s post is from Tony Ferraro, on behalf of Creative Safety Supply based in Portland, OR (www.creativesafetysupply.com). Tony strives to provide helpful information to create safer and more efficient industrial work environments. His knowledge base focuses primarily on practices such as 5S, Six Sigma, Kaizen, and the Lean mindset. Tony believes in being proactive and that for positive change to happen, we must be willing to be transparent and actively seek out areas in need of improvement. An organized, safe, and well-planned work space leads to increased productivity, quality products and happier employees.
Unfortunately, waste is something that is all around us. However, even though waste is common it does not make it any more acceptable. When businesses implement lean tactics in order to enhance productivity and efficiency, the elimination of waste is usually one of the biggest challenges, yet offers the highest rewards when done effectively. The elimination of TIMWOOD can help save your business time and money, while also helping to add value and increase customer satisfaction. When we mention eliminating TIMWOOD, we are not talking about eliminating a particular employee or person. Instead, the mnemonic TIMWOOD refers to the elimination of seven different wastes. When it comes to productivity, the sad truth is that only about 5% of employee work time each day is spent on value added tasks that actually benefit the customer. However, knowing that statistic, it leaves many of us wondering “What are employees doing with the other 95% of daily work time?” Some may insist the rest of the time is spent on waste or tasks that essentially add no value to customer satisfaction. In order to combat unwanted losses in productivity and waste, we must first identify and understand TIMWOOD and how the elimination of the seven wastes can make a difference.
What Does TIMWOOD Stand For?
Many people choose to use mnemonics in order to help them quickly and easily identify multiple items. The mnemonic TIMWOOD is also used for that purpose. Let’s take a look at each letter and how it contributes towards the elimination of waste.
- T- Transport: Even though product transportation is virtually unavoidable, the time and distance are both controlled variables. Many times products are moved multiple times before reaching their final destinations. However, each time a product is moved it runs the risk of being lost or damaged which in turn eliminates value.
- I – Inventory: When working towards lean, it is important to avoid an abundance unused and unsold inventory that just sits around on shelves or in storage. Whether the inventory is of parts, partially finished products, or finished items, the more inventory there is, the higher the loss in value since funds are tied up in unsold goods.
- M – Movement: This waste is similar to transportation waste, but instead of focusing on the loss of value with products in transport, this waste focuses on transportation or movement equipment. When trucks, hauling vehicles, and other movement devices are used for unnecessary long amounts of time and for unneeded tasks the value goes down while the opportunity for damage increases.
- W – Waiting and Delays: When products are sitting in limbo, somewhere between the start and finish of production they are not adding value to the business and are thus creating waste.
- O – Overproduction: The waste of overproduction has been considered one of the worst wastes. Money is wasted because businesses must pay employees to manufacture the parts, find places to store them, inventory them, etc. All of these are redundant costs that could be avoided.
- O – Over Processing: Over Processing basically means to do more to a product than technically needed, and if a product is not 100% perfect it is rejected and therefore wasted. Even though businesses aim to provide customers with high quality products that operate as intended, small imperfections that would not impede function, use, or aesthetics should not be automatically disposed of and reworked.
- D – Defects: Defects do not add value. When products are created with a defect that hampers the function they must be reworked and remanufactured. This causes a waste in production, materials, and other resources such as electricity and machine wear and tear.
Waste is Avoidable!
With the right amount of dedication and drive, anyone can succeed with the elimination of waste. However, the first step is to identify the areas of waste so tactics can be implemented to revamp processes and practices to help reduce waste and start improving productivity. The best part is that any business can benefit from waste removal; TIMWOOD is not geared only towards industrial or manufacturing businesses as it can also be effectively implemented in nearly any work environment.
If you are a Big Ten or PAC-10 college football fan, I am not referring to the Rose Bowl. I am referring to Over Production. The granddaddy of all types of waste in the lean world.
Transportation, Inventory, Motion, Waiting, Over Production, Over Processing and Defects. These are the 7 types of waste.
Why is Over Production the granddaddy of them all, because Over Production can lead to more of each of the other 6 types of waste.
Transportation: If you are over producing then you are transporting more product then you need to transport. This could lead to paying for more trailers then you need affecting the bottom line directly.
Inventory: This is the direct result of over production. If more is produced than needed, the extra product goes into storage and sits and waits until it is needed if ever.
Motion: Storing all the extra product in inventory takes up more room. This means a bigger space is needed to do the same amount of work which leads to all the extra motion around the inventory. If you put 10 skids between two machines instead of two skids then when the operator moves between the two machines there is an extra 8 skids of distance to walk.
Waiting: If the product is not needed, it goes into inventory where it sits and waits. Waits to be sold. Waits to be finished. Waits to be thrown out.
Over Processing: The excess product can be reworked into a similar product with a few modifications. This over processing what is needed to get the product right would not have happened if there was not excess product to modify.
Defects: Storing inventory can lead to crushed boxes destroying product or product that becomes outdated and must be thrown out.
Over production is the worst of the worst. As hard as it might be to shift the mentality, it is better to see people standing around than it is to watch them produce more than is needed in order to look busy.
Have you ever bought technology because it’s cool, whether it be for home or work? You look at it and think, “Wow! Cool! Look at all the features it has and the things it can do. This will be great!” Six weeks, six months, six years later you look back and realize you didn’t even use half of it’s capabilities. I would be a rich man right now if I just paid for the part of the technology that I did use. Maybe sitting on a beach somewhere warm.
Truth is we get enamored with the neat stuff. Myself included. What we end up doing is trying to fit our life (or process) into the technology. We go out of way to use it and then over time we realize it is more hassle than it is worth and we stop using it. Instead we should be looking at our life and seeing how the technology can support or enhance it. The technology is something that fits right into our life so well that it almost seems seamless.
This happens a lot at work too. The most common example is software. The IT department buys a software package with 100 different functions that could possibly help with work that is getting done. The found the software package because 10 of the functions fill a need that was asked by someone to go and fill. Then they find this wonderful product and the other 90 functions will save the rest of your world too. The department likes it too and so the software is bought. One year later, an audit is done. It shows only the 10 functions that were originally needed are being used, while the other 90 just sit. The company has wasted the money they spent on all these added features. Eight years later, someone needs to have a new feature. Everyone has forgotten about the extra 90 features the current software has, so IT goes out and finds another software package to add the new feature but it also, comes with all kinds of wonderful add-ons and so the cycle starts again. While all along, the original software had the feature and the company just needed to use it.
This is all waste. Waste of time, money, resources, and on and on. The technology we use should be Just-In-Time just like our material. Get what we need, when we need and at the time we need it. No more, no less. When the technology is bought, we need to ask how this technology will help support and enhance what we are doing AND make it easier for us to do. In other words, the technology needs to support our process and work. Don’t buy technology and then build the process or work to fit it’s capabilities. If the technology does not support what you are doing, then it probably isn’t something you want for your process.
ERP systems can be a great example of buying technology and then fitting your process to support the buying of the ERP system. Most companies doing lean well are taking the decisions an ERP system is making and make it visual out on the floor so anyone on the floor can make the same decision. Why? Because the ERP system does not support the process the lean company is trying to implement. (Side note: Who is going to be the first ERP system to go away from ERP and build a great lean software tool to replace ERP? Or does a software tool even need to be built?).
I’m not against technology. That is a bad rap that lean can get. I am against buying technology that does not support the process or the future state of the process. It must be proven and it must enhance and make easier what we are already doing.
Why do you think people still technology for the sake of buying technology? Have you seen this where you work?