Assess and Analyze

Assess and Analyze

by Charles Protzman, Fred Whiton, Joyce Kerpchar
Released December 2022
Publisher(s): Productivity Press
ISBN: 9781000776515

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Book description

Each book is chocked full of case studies and stories from the authors’ own experiences in training organizations who have started or are continuing their Lean journey of continuous improvement. Contents include valuable lessons learned and each chapter concludes with questions pertaining to focus of the chapter.

Table of contents

  1. Cover Page
  2. Half-Title Page
  3. Series Page
  4. Title Page
  5. Copyright Page
  6. Dedication Page
  7. Contents
  8. Acknowledgments
  9. About the Authors
  10. Introduction
  11. 1 Waste versus Efficiency
    1. How Do We Define Waste?
      1. Waste Characteristics
    2. Lean Case Study: Live Green Landscape Associates, by Michael Martin, President
      1. Live Green’s First Kaizen
      2. Live Green’s Second Kaizen: Lean Is Iterations of Improvement
    3. Obsession with Waste
    4. Mistake Proofing in the Hotel
      1. Seven (Eight) Wastes
    5. Where Does Waste Come from? What Are the Overarching Root Causes of the Eight Wastes?
    6. Levels of Waste
      1. Obvious Waste: Low-Hanging Fruit
      2. 5S Wastes
      3. The Boiled Frog Syndrome
    7. How Do You Find Waste? The Five Whys
      1. Three A’s
      2. Five Best Practices of Honda
      3. Toyota’s Values
      4. 30-30-30 Exercise
    8. Cost of Waste
    9. Efficiency
      1. Concept of Strenuousness versus Efficiency
      2. Twelve Principles of Efficiency
    10. Lean and Productivity, Efficiency, and Effectiveness
    11. Making Defects Very Quickly with JIT
    12. Apparent versus True Efficiency
    13. Utility Factor and Efficiency
      1. Trading Labor Efficiency for Output
    14. Shingo P Course
      1. Dr. Shingo and Toyota
    15. Whatever Happened to the Stopwatch Person?
    16. “Demonstrated Output Capacity”
    17. How Are You Measured?
    18. Chapter Questions
    19. Notes
    20. Additional Readings
  12. 2 BASICS®: Assess—PFA Product Flow Analysis (TIPS)
    1. Lean Analysis Tools
    2. Dr. Shingo’s Network of Operations—Overview
      1. Misunderstanding the Relations between Process and Operation
      2. Impact of Division of Labor
      3. Process/Material and Information Flow
    3. The Importance of Lean Implementation Experience
    4. Workflow of the Operator
      1. Setup/Changeovers
    5. History
    6. Analyzing Process (Product), Operation (Operator, Workflow), and Setup (Changeover)
      1. Analyzing and Improving the Process (Product) Flow Yields Increased Product Velocity (PFA)
    7. Implementing the TIPS Methodology
      1. TIPS Analysis
      2. Transport (T)
      3. Inspection (I)
      4. Process (P)
      5. Storage (S); Delay
      6. Why Separate Out These Delays (Figure 2.9)
      7. What We Normally Find (Figure 2.11)
      8. Laundry Example of PFA
    8. Omits Process and Improvement Questions ERSC
      1. Eliminate the Step
      2. Rearrange
      3. Simplify
      4. Combine
      5. When ERSC May Not Even Be Enough
    9. Conducting a PFA
      1. Walking the Process
      2. PFA Worksheet
      3. Assign Jobs to Each Person
    10. Video The Process Flow
      1. Videoing versus Walking the Process
      2. The Importance of Video
      3. Seeing the Light
      4. Product and Operator Video Guidelines
    11. Unexpected Reaction
      1. Converting a Skeptic to a Believer
    12. Point-to-Point Diagram
      1. How to Do a Point-to-Point Diagram
    13. Total Throughput Time
    14. Process Wall Map
      1. PFA Process Wall Map versus Swim Lanes
      2. Yellow Sticky Legend (See Figure 2.22)
      3. Analysis of a Wall Map: ERSC
      4. Map the Ideal Process
      5. Identify and Rank Improvements to the Process
    15. The Quality Paradox
    16. Off-Line Operations/Pre-Assembly
    17. Why Look at the Product First?
    18. Value Engineering and Manufacturing Methods
    19. Levels of PFA Analysis
      1. You Decide?
    20. Learning to See
      1. Coding PFA Steps
      2. Flowcharts versus PFA
    21. Conducting PFAs on Machines
      1. PFA on a Machine Cell
    22. High-Level Process Map
    23. Network of Process versus Operations Defined
    24. Chapter Questions
    25. Notes
    26. Additional Readings
  13. 3 BASICS Assess: WFA—Workflow Analysis
    1. WFA Steps
    2. Conducting a WFA
    3. What We Normally Find When Doing a WFA
    4. Step 1
    5. Step 2: Analyze the Video
    6. Required Work (RW)
    7. Parts (P)
    8. Tools or Tooling (T)
    9. Inspection (I)
    10. Material Handling (MH)
    11. Unnecessary Work (UW)
    12. Idle Time (IT)
    13. Analyze to the Second
    14. Legal WFA Shortcuts
    15. Occupational Ergonomic Assessment Tools
      1. Humantech’s Baseline Risk Identification of Ergonomic Factors
      2. Lean Principle: Separate Man from Machine
      3. Total Labor Time (TLT)
      4. Step 3: The Omits Process (Eliminating, Rearranging, Simplifying, and Combining [ERSC])
    16. Omits Process
      1. You Must Involve the Operators!
      2. Some Notes on the Analysis
    17. Power of the Video: Case Study
      1. Funny Thing Happened when Attempting to Solve a Safety Issue: A True Account of Lean Eyes in a Process
    18. Just When You Thought You Were There: Motion Study
      1. Motion Study Defined
    19. You Must Take Away All the Excuses
    20. Trust but Verify
    21. 100% Efficiency with Humans
    22. Motion Study Observations for Operators
    23. Spaghetti Diagram
    24. Delineating Key Data Elements
    25. World Class
    26. Network of Process versus Operations Defined
    27. Chapter Questions
      1. Discussion Question: Job Easiness Index
    28. Notes
    29. Additional Readings
  14. 4 BASICS Assess: Setup Reduction (SMED) Analysis
    1. Setup Story from P&G
    2. SMED Steps
    3. Clock Time
    4. Labor Time
    5. Successful Setup Characteristics
    6. Internal Time
    7. External Time
    8. Missed My Connection—If Only He Had Used External Time!
    9. Internal Time and Clock Time
    10. Four Components of Setup
      1. SMED Process Steps
    11. Types of Changeover or Setup Improvement
      1. SMED
      2. OTED
      3. NTED
      4. Zero Minute Setup
      5. OSED/OCED
    12. Eliminate the Setup
      1. The Press Operator’s Idea Story
    13. What We Normally Find When Doing a Setup Reduction
    14. Why Reduce Setup/Changeover Times?
      1. “After All, the Extra Parts We Run Are Free” … Aren’t They?
      2. What If We Can Reduce the Setup Time?
    15. Setup Video Improvement Process
      1. Joe’s Standard Work Story
      2. Setup Concept Expanded
    16. Omits
      1. External Checklist
      2. Setup Standard Work
      3. Dedicated Setup Teams
      4. Setup Carts
      5. External Setup Reduction Suggestions
      6. Internal Setup Reduction Suggestions
    17. A Couple of Other Points regarding Parts of a Setup
      1. What Is a Setup Really?
    18. Network of Process versus Operations Defined
    19. Analysis Section Review
    20. Total Process Optimization
      1. Analysis Results As True One-Piece Flow Is Attained with Zero Setup
    21. Lean Office Example
    22. Chapter Questions
      1. Notes
      2. Additional Readings
  15. 5 Lean and Change Management
    1. Introduction
    2. Paradigms
    3. Change Tools
      1. Change Management and Lean
      2. Change Equation
      3. Why Change?
      4. Hedgehog Concept from “Good to Great”
    4. Change Observations
      1. We Cannot Change Other People
      2. Is What I Am about to Say Going to Help Me Get Where I Want to Go?
      3. I Do Not Have Enough Power or Authority
      4. The Power of the Word “We”
    5. How Do We Sustain the Lean? Who Should Own It? The Three-Legged Stool for Lean Implementation
      1. Building a Good Foundation: Changing Too Fast
      2. Lean Team Leaders
      3. It’s the Way, We Have Always Done It!
      4. Change Is a Funny Thing
    6. Change Acceleration Process
      1. Six Steps to Change Acceleration Process at Allied Signal (Honeywell)
    7. Leading Change
    8. Change Management—Barriers and Techniques to Overcome Them
      1. Impact of Barriers: Removal Degree of Difficulty
      2. Examples of Cultural Barriers
      3. Process Barriers
      4. Technical Barriers
      5. Barrier Removal Process
    9. Lean and Change Management
      1. Does Your Organization Have Sacred Cows?
      2. Which Comes First? Lean Culture Change or Lean Tools?
      3. Change and What’s in It for Me
      4. “Right Seat on the Right Bus”
      5. Top Ten Signs People Do Not Get It (Affectionately Known as Concrete Heads) (Figure 5.12)
      6. Leaders as Change Agents
      7. Leading Change: Leader Characteristics
    10. Succession Planning
      1. A Players
    11. Change: Threat or Opportunity?
      1. Resistance to Change
      2. Resistance
      3. Language Barriers to Change
      4. Most Loved Words
      5. Leading a Horse to Water Analogy
      6. Sometimes You Have to Unlearn What You Have Learned
      7. We Are All Interconnected but Not Typically Measured That Way
      8. Sometimes People Need to Vent!
      9. Keep Things the Same or Similar Where Possible
      10. Bumps in the Road
      11. Manage Expectations: Highs and Lows
      12. Rule of Unintended Consequences
      13. 2 × 4 Story
    12. Complacency: The Arch Enemy of Lean
      1. People Forget Quickly How It Used to Be
      2. Comparison to Where We Are Today
      3. Let’s Try It
      4. Objections Are Good!
      5. Overcoming Objections—Types of Closing Questions
      6. Badgering and the Closing
      7. “Just the Facts, Ma’am”
    13. Toyota Kata
      1. Coaching Reward
    14. Change: Are You Empowered? If So, How Much? The Freedom Scale
      1. Level 1
      2. Level 2
      3. Level 3
      4. Level 4
      5. Level 5
    15. Change Your Hiring Process
    16. Company Suggestion Systems
    17. Developing a Suggestion System
      1. Three Stages of the Suggestion System
      2. Idea System Flow Should Look Like This
      3. “Free Lunch” Program
      4. Implementation Tips
      5. Quick Wins Formula
      6. How to Test an Idea
      7. Putting a Reward System in Place
      8. Rewards: Some Characteristics of a Good Reward System
    18. Kaizen-Teian 改善 (Kaizen): Improvement, 提案 (Teian): Proposal
    19. The OODA Loop and Change Management
    20. Chapter Questions
    21. Notes
    22. Additional Readings
  16. Appendix A - Study Guide
  17. Appendix B - Acronyms
  18. Appendix C - Glossary
  19. Index

Product information

  • Title: Assess and Analyze
  • Author(s): Charles Protzman, Fred Whiton, Joyce Kerpchar
  • Release date: December 2022
  • Publisher(s): Productivity Press
  • ISBN: 9781000776515