Implementing Continuous

Process Improvement in
Our Schools
Kaizen Event Training

Educations Challenge

Compete for funding.

Compete for talent.
Compete for students.
Compete for community
growth and quality of life.
Compete for the hearts
and minds of the general
public.

Do more with less.

Expand Services
Improve Student
Performance
Meet Increasing Public
Goals
Keep Students in School
Meet Workplace
Requirements

CRCSDs Response
Established Strategic
Plan focused on
Customer Satisfaction
and Continuous
Improvement.
Vision, mission,
values, goals and
guiding philosophy of
each department are
aligned.

Business Transformation
Growth Opportunities
Increased responsiveness
Provides flexibility to meet changing customer
needs without backlog
Improves satisfaction of delivery of services
Improves quality & reliability
Builds customer trust & loyalty
Gives a competitive advantage that is hard to
match quickly

What is Lean?
Lean as a business philosophy refers to a way of
thinking that focuses on waste elimination.
Waste describes the elements of a process
that add no value to the service or product
required by the customer.
Lean thinking demands an organizational culture
that is intolerant of waste in all forms.
All steps in a process can be categorized
as waste or value added.

Principles of Lean
Thinking
Precisely define value from the customer's
perspective
Identify the value stream for each process
Allow value to flow without interruptions
Let the customer pull value from the
process
Continuously pursue perfection

Lean Thinking
Lean Thinking is based on
Simple but powerful tools
Engages the creativity of the people doing the
work
Rapid process improvement
Teaches people to see waste

Lean Culture

Continuous improvement focus

Bias for action
Creativity before capital
Total employee / stakeholder involvement

What Is Lean Education

Transformation?

Focusing on lead-time reduction to

improve responsiveness
Achieving simultaneous improvements in
quality, cost, and delivery
Leveraging improvements for competitive
advantage
Building a continuous improvement
culture to sustain the gains
Deploying Kaizen Methodology for rapid
transformation

Western Union Video

Exercise:
What did you see?

Business Process Kaizen

(Change Better)

Kaizen Breakthrough
Methodology

Kaizen Team Ground Rules

Keep an open mind to change
Maintain a positive attitude
Never leave in a silent disagreement
There is no rank or position
Create a blameless environment
Practice mutual respect every day
Treat others as you want to be treated
One person, one voiceno position or rank
Theres no such thing as a dumb question
Understand the process and Just Do It!

Kaizen Breakthrough
Methodology Principles

Clear objectives
Team process
Tight focus on time
Quick & simple
Necessary resources immediately available
Immediate results (new process functioning by
end of week)
5S mindset, use the steps to support the event
activities

Pre-work
Define
Obtain Current Data
Provide information for the sponsor and
guidance team members to evaluate scope
and objectives
Provide information and data as a starting
point for the team

Event Roles
Facilitator Guides the kaizen process
Team Leader Understands the kaizen
process and guides the team
Sub-team Leader Understands the
business process under study and assists
team leader
Team Participants Make the improvements

Kaizen Methodology
Is focused on lead-time and variation
reduction
Is measurement focused
Is data driven, and fact based
Provides a baseline for future
improvements (Kaizen)
Drives cultural change

Time-Based Impacts on
Processes and
Delivery of Services

Quality & Time

Cost & Time
Delivery & Time
Safety & Time

Steps to Implementing
Business Transformation
Create a business process map to identify
areas of opportunity

What is a Business
Process Map?
A tool used to:
Display the current process and
information flow from the customer
request through the delivery of the
service to the customer
Identify opportunities and establish
project priority
Identify and set the vision for the future
state Business Process Map.

Process Flow Map

Observe the Detail

4
Agent

2
Start Agent
Enrollment
Process

14
AVP
RVP

13
Get Green Light
from RVP

31
BDM

29
Green Light
Received

35
ROM

32
Receive NA Initial
Profile and
Forward to
Functions

54
Finance

50
Receive NA Initial
Profile

61
FX / Treasury

56
10-Receive NA
Initial Profile

68
Credit

68
11-Receive NA
Initial Profile

78
Legal

70
12-Receive NA
Initial Profile

4
Provide Audited
Financial
Statements and
License

12
Receive request
for Audited Fin.
Statements and
Lincense

15
Request Audited
Financial
Statements and
Lincense

30
Complete NA
Initial Profile

34
Receive Audited
FS and License
and forward to
Credit and Legal,
respectively

16
Receive Audited
FS and License

34
Receive
Setlement
Currency

5
Provide
Guarantee

17
Initiate
Contract
Negociations

35
Receive Financial
Data, P/L
Analysis, Price
Tables, Spreads

18
Receive
Credit preApproval
Status

36
Receive PreApproval
Notificaton

18
Receive
Credit
Approval

36
Receive
Credit
Approval

52
Foreign
Currency
Approval

53
New Country or
Currency?

62
Initiate Credit
Review and
request Credit
Report

60
Pre-Approve
Agent?

69
Review Country
Restrictions and
hire local counsel
if new country

71
Receive License /
Authorization

57
Send FX Rate,
Spreads, Risk
Component to
Finance

63
Receive Financial
Statements and
Credit Report

75
Review License /
Authorization

54
Settlement
Currency OK

109
Systems
Implementation

112
Information

46
Receive
Guarantee and
send to Credit

23
Communicate
Completion of
Contract
Negociaitons

14
Complex
Negociation?

45
Communicate
Completion of
Contract
Negociaitons

38
Start
Scheduling
Agent
Installation

21
Receive Final
Contract and
Send to Agent

39
Receive
Contract and
send to BDM
Keep s. 2 of
A.Enrollment
Form

3
Agent Completes
Enrollment Forms

22
Attach Enrollment
Forms and
Welcome Letter

45
Complete
NA Profile
and Send to
Enrollment

25
Receive
Signed
Contract

26
Received
Completed
Enrollment Form

41
Receive
Enrollment
Forms and Send
to NE, Credit
and Compliance

42
Confirm date of
Install and send
Agenda to Agent

8
Agent Receives
Starter Kit

24
Receive signed
contract

43
Receive MT
Software,
Voyager, Bingo
Card

1
Receive signed
contract from
Western Union

44
Test software
and Check
Announceme
nt

Confirm with
Agent before
flying to
Agent Site

10
Agent Agrees on
Starting Date

11
Agent Goes Live

28
Communicate to
ROM that signed
contract sent to
Agent

27
Send signed
contract to Agent

43
Receive
Restrictions
and Forward
to NE

9
Agent Trained

48
Install
Software

49
Train Agent

31
Receive
communication
from BDM of
Signed contract

33
Confirm
Announcement
and Start Date

64
Credit
decision?

55
Receive Banking
Form and Spreads

65
Request
Guarantee

76
Communicate
Restrictions and
license /
authorization OK

66
Receive
Guarantee

72
Involve Legal with
Legal Counsel of
Agent

74
Prepare Final
Contract and s. 2
of Enroll. Form.
Send to ROM

77
Receive Agent
Signed Contract
from BDM

81
Enrollment Setup
and Software
Priority List Entry

78
Western Union
Signs Contract

84
Receive
Enrollment Forms

> 100 locations

92
Receives Country
Restrictions

61
Check Input of
Sharing
Arrangements in
AS

59
Receive
Enrollment Form

67
Aprove Agent and
communicate to
ROM and Legal

80
Receive
Complete NA
Initial Profile

68
11-Receive NA
Initial Profile

7
Agent Receives
Agenda

58
Set up New Bank
Account if Needed

IROC

108
NCC Telecom

47
Request
Guarantee

20
Receive Country
Restrictions /
License
Authorization OK

6
Agent Sends
Signed Contract

51
Perform P&L
Analysis and Set
up price tables
and spreads

87
Enrollment

106
Compliance

37
Receive
Country
Restrictions
and License
/
Authorization
OK

19
Request
Guarantee from
Agent

6
Agent Signs
Contract

93
Receive
Enrollment Forms

73
Send signed
contract (if credit
approval received)

85
Process
Enrollment Forms

86
Input Spreads,
Limits, etc, and
Send Spreads and
Banking Info to
FX

82
Send Bingo, Price
Table,
announcement to
ROM

91
Update F2 Zoom
Information in all
languages

Create VDN and

communicate to
Agent

EDS

94
Review and
Translate
Restrictions

95
Communicate
restrictions

97
Set up telecom
routes

99
Software
Configuration

98
Ship Software to
ROM

100
Receive Starter
Kit Request

101
Ship Starter Kit to
Agent

102
Obtain Agent Data
from AS400 and
input on
Spreadsheet

83
Receive
Confirmation of
Announcement
from ROM

87
Launch Agent

Start Agent
Support

88
Send
Announcement to
World

89
Revenue
End of Process

Steps to Implementing
Business Transformation
Create a business process map to identify areas
of opportunity
Identify value adding and non-value adding
activities and set new performance targets

Value-Add vs. Non-Value-Add

Definitions

Value-Adding Activities
...transform materials and information into products
& services which the customer wants.

Non-Value-Adding Activities...
consume resources, but don't directly contribute
to the product or servicewaste!

Categories of Waste
Production of Defects
Overproduction ahead of demand
Unnecessary Transport of materials
Waiting for the next process step
Inventories (Excess material/information)
Unnecessary Movement by employees
Over Processing due to poor tools and product design
Lead time reduction is achieved by
identifying and eliminating waste.

Causes of Waste

Functional Organization
Technology Gaps
Excessive Controls
Dated Process Design
No Back-up/Cross Training
Unbalanced Workload
Batching of Forms /
Applications
Data Entry Batching

Changing Government
Practices and Policies
No Decision Rules
Poor Visual Control
Disorganized Workplace
Lack of Training
Obsolete Forms or Form Design
Poor Layout
Government Regulations w/
Ambiguous Interpretation

Value-Add vs. Non-Value-Add

Definitions

Value-Adding Activities
...transform materials and information into
products & services which the customer
wants.
Customer must be willing to pay for it.
Must transform the product or service in some
way.
Must be done correctly the first time.

Value-Add vs. Non-Value-Add

Definitions

Non-Value-Adding Activities...
consume resources, but don't directly
contribute to the product or service
waste (muda) !
Type 1 Business necessary does not add
value but we do not know how to eliminate it
right now.
Type 2 Unnecessary.

Improvement
Objectives
ELIMINATE Type 2 Non-Value Added
steps
REDUCE Type 1 Non-Value Added steps
OPTIMIZE Value Added

Waste and its two

cousins!
Muda Waste divided into seven types.
Mura Unevenness consists of all
resources that are wasted when quality
cannot be predicted (testing, inspection,
rework, returns, unscheduled travel, etc).
Muri Overburden/overdoing
unnecessary or unreasonable
overburdening of people, equipment or
systems.

Categories of Waste
Production of Defects
Overproduction ahead of demand
Unnecessary Transport of materials
Waiting for the next process step
Inventories (Excess material/information)
Unnecessary Movement by employees
Over Processing due to poor tools and product design
Lead time reduction is achieved by
identifying and eliminating waste.

Defects

Internal or external suppliers providing incomplete or

incorrect information or material.
Evidence: CAC: Correcting information that has
been supplied. Adding missing information that
should have been supplied. Clarifying information
that should have been clear when supplied. Material
that does not work. Handling customer complaints.
Risks: Errors become defects that require rework.
Produces dissatisfied customers, frustrated workers,
lost productivity, and extended lead times. Make
decisions based on incorrect or incomplete data.

Overproduction
Producing too much, too fast or too soon.
Evidence: Build up of work-in-progress (WIP)

between process steps. Build up of queues,

people waiting, filled in-boxes or email
queues, etc.
Risks: Excessive lead times. Unnecessary
complexity and confusion due to
reprioritization of tasks and the development
of multiple tracking systems.

Transportation
Movement of things paperwork, electronic

information, material, drawings, equipment,

and supplies.
Evidence: Hand carrying. Traveling to shared
equipment. Searching for information;
seeking information clarification. Searching
for material.
Risks: Damage or loss during transport.
Delay in work being available.

Waiting
People waiting for people. Information,

product, or equipment waiting for people.

People waiting for information. Product, or
equipment. Idle time created when
Evidence: The Thing passing through the
system stops. Idle people. Idle bottleneck
equipment. Waiting for meetings to begin.
Waiting for information, input, decisions,
approvals or authorization to proceed.
Risks: Extended lead times, long work days,
and paid overtime. Unnecessary capital
expenditures for equipment.

Inventories/WIP
Excess paperwork, supplies, materials,

equipment, etc. Work waiting in que. Work

partially completed. Work completed but not
utilized.
Evidence: Stockpiles of supplies, forms,
materials, etc. Disorganized storage areas.
Risks: Reduced cash flow. Lost productivity
due to searching. Excess space. Damage.
Obsolescence.

Movement
Movement of people.
Evidence: Hand carrying work product.

Functional layout. Traveling to shared

equipment. Searching for information;
seeking information clarification. Excess
reaching, repositioning, stacking. Not carpooling. Meeting face-to-face instead of
teleconferencing.
Risks: Reduced capacity to perform valueadding work, which results in increased
staffing requirements. Injury.

Over Processing
Doing more to anything than the customer is

willing to pay for. Effort that adds no value

from the customers point of view.
Evidence: Inspections, audits, and reviews..
Redundant task. Duplicate data entry.
rewriting, etc. Too many handoffs. Multiple
approvals/signatures. Unnecessary meetings.
Risks: Excessive lead times. Low productivity.
Frustrated workforce.

Value Adding by Process:

Submittal of Application
Open mail

Date
stamp
mail

Review
packet for
completeness

Submittal
Complete? Y
N

Prepare file

Call
applicant

Is the
project Y
required?
N

Assign R&C
number

R&C
log into
data
base

Assign
previous
number &
pull file

Request
update
info. & set
file aside

5 hrs.

3.0 hrs.
5 mins.

Lead time = 8 hrs.

Value Add time = 5.5 minutes

5.5 min.
Value Add % =
= 1.1%
8 hrs. x 60 min.

30 sec.

Steps to Implementing
Business Transformation
Create a business process map to identify areas
of opportunity
Identify value adding and non-value adding
activities and set new performance targets
Create process flow

Enhanced Spaghetti
Map
Shows information flow
Shows staff flow
Aids in identifying wasteful activities by viewing
it from the basis of physical layout
Shows what is actually happening versus what
people think happens
Familiarizes everyone with the process
Identifies variations in information
handling/storage

Example Spaghetti
Map
Start
Desk
Table
Desk

cart

Desk

Table

4a
4c
Table

4b

11 10

6, 7, 8, 9 6, 7, 8, 9

Table

6, 7, 8, 9 6, 7, 8, 9

Desk

Desk

6, 7, 8, 9 6, 7, 8, 9

Desk

Table

DeskDesk

Table
Desk
Table

1
2

Table

Desk

Table

Desk

Staging Area

12

Performance Excellence

Batch Mode

Continuous Improvement

Open Mail

Batch Invoices

Calculate
Batch Total

IN

OU
T

Voucher

Stack & Hold

File Batch

Enter Batch

One Piece Flow

Performance Excellence
Continuous Improvement

Open Mail
Enter

File

Steps to Implementing
Business Transformation
Create a business process map to identify areas
of opportunity
Identify value adding and non-value adding
activities and set new performance targets
Create process flow
Reduce variation and improve quality

Process Must Be
Repetitive
Customer must always receive the same level of
service (or get the same answer) no matter who
they ask
Customer must get the same level of service (or
answers) no matter what time of the day, or day
of the week they ask
Customer must always get on-time, complete
service (or on-time, complete and accurate
information)

Reduce Variation
Sources and causes of variation make
standard business processes appear to be
random, non-standard work

Missing information
Wrong work sequence
Non-standard training processes
Non-standard decision aids

Assuring First-Time
Quality Means...
Build system with appropriate information
Build poke-yoke (mistake-proofing) devices for
common problems
Never passing a defect on to the next process;
Detecting abnormalities
Responding immediately
Eliminating root causes

Establishing clear decision rules

5 Whys Tool
PROBLEM

5 Whys Example

Jefferson Memorial is deteriorating

WHY?
Too much washing

WHY?
Excess bird droppings

WHY?
Lots of spiders to eat

WHY?
Lots of gnats to eat

WHY?
Lights are on all the time

Steps to Implementing
Business Transformation
Create a business process map to identify areas
of opportunity
Identify value adding and non-value adding
activities and set new performance targets
Create process flow
Reduce variation and improve quality
Intense focus on daily performance
management and visual control

Visual Management
Aler
t

Problem!

Data Display
S

Gage name:
Date of study:
Reported by:
Tolerance:
Misc:

10" Digital Caliper (Herman Mill

1/31/01
John Chapdelai ne
.001

D
MN Shot Saw Timeline

CA Sh ot Saw Reco rd
0.9

By Part number

250

50
40
30
20
10
0
Index 10 20 30 40 50 60 70 80 90

0.8

50

0.5
0.4

120.05
200

150

ShrinkLines

% Big Grit

Percent

0.6

Amount Small Grit

%Contribution
%Study Var
%Tolerance

0.7

120.00
100

0.3
0.2

50

119.95

0.1

0
0

Gage R&R

Repeat

Reprod

8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64

Part-to-Part

T ime
% Big

Small

Part number

0.9

250

0.8
200

0.7

0.6
150
% Good Grit

Components of Variation
100

0.5

0.4
100
0.3
0.2

50

0.1
0

10

0
3

11

13

21

23
T ime

% good grit

React

Prevent
Function

Sales
Order
Entry
Order
Picking

Action Steps
Obtain & write up
order from customer

Deliver
order slip to
order entry
Log, sort
& prioritize
orders

Inform
customer
of delay
Slips wait
for pick-up

Get slips
from order
entry

Shoes
Available?

Send
shoes to
packing

Alert stock
& sales
Order more
Shoes from
factory

Stock
Packing

Pack &
send to
shipping

Shipping

Ship shoes

39

bad grit

45

47

49

69

71

73

Amount Small Grit in Grams

Gage R&R, Length, 1/31/01

Visual Management:
Hour By Hour Chart
ResponsetoDemand
Hour

Actual
Input

Actual
Output

Target
Output

Cum.
Backlog

8-9

30

25

30

9-10

30

31

30

10-11

30

28

30

Computer down time

11-12

50

28

30

28

Rework incomplete info.

12:30-1:30

50

32

30

46

1:30-2:30

40

29

30

57

2:30-3:30

30

30

30

57

3:30-4:30

20

30

30

47

Comments
Training new staff

Printer paper out

Visual Management:
Monitoring Backlogs
Iowa Department of Natural Resources

Wastewater Construction CWSRF

60

Overall Backlog Moving to Completion

50

16

Total Project Left to Complete

12
14

40

Facility Plan - Approved

and Loan - Not Approved

12
30

12

12

Facility Plan - Not

Approved and Loan - Not
Approved

13
10

41
20

39
33
26

10

23

23
19

18

9
17

10
9

12
6

10

0
Mar-04

Apr-04 May-04 Jun-04

Jul-04

Aug-04 Sep-04 Oct-04

Calendar Date

Nov-04 Dec-04

Jan-05 Feb-05 Mar-05

Apr-05

Western Union Video (After)

Quick and simple is better

than slow and elegant
First, try it with the
knowledge available
Improve upon the results
Base analysis on the facts
(data)

This leads
to quick and
elegant
solutions

The germ of the next action

(kaizen) will sprout from it

Take no action and nothing will happen

(not seeing is not knowing)

Kaizen Newspaper
Item
#

Problem

Req. Design

SHPO Buy-in

Create shared
folders

4
5
6
7
8

Action
Create new
form
Agreement by
SHPO
Get affected
cities to buy-in

When

Results
(Expected)

Dan

3:00 pm

Form Complete

Sarah

Thurs.

Complete

John

30 days

Reduce Leadtime

Who

Management Team Must

Establish a clear vision of continuous
improvement
Communicate, communicate
Vision
Implementation Plan
Passion and commitment

Walk the Talk

Active participation know the principles
Constant reinforcement daily, weekly,
monthly

Summary
Kaizen activity is tied to overall operational
improvement
Execution of Kaizen activity requires significant
planning and preparation
Developing continuous improvement culture is
a long-term process
Sustaining Kaizen gains requires daily
leadership throughout the organization

Questions

Tool Module

Process Flow
Mapping

Business Process
Flow Map
Used to:
Capture current & new process information
Identify flow of transaction
Identify responsibility of different agencies and
stakeholders
Clearly show hand-off between functions
Identify VA & NVA activities
Train staff in new process

Business Process
Flow Map Steps
Create macro level flow of process
Determine functional areas
Detail the steps
Connect with arrows

1.Create Macro Level

Flow of Process
Mail Courier
delivers mail
Sorter sorts mail
(thins/smalls &
thicks) and opens
thins/smalls
Mail Extractor
removes claims from
envelopes & sorts
Lead checks & sorts
claims & delivers to
input prep

2. Determine Functional Areas

Lead

Mail Extractor

Sorter

Mail Courier

Mail Room Process

3. Detail the Steps

Lead

Mail Extractor

Sorter

Mail Courier

Mail Room Process

Start

Bring cages
into mailroom

Unload bins
from cages

Sort the thicks

from the thins
& the smalls

Slice thin &

small envelopes
in machine

Put envelopes
in trays & pull
out label sheets
w/ machine count

Count thick
envelopes, then
label sheets &
stack in trays

put envelopes
on shelf

Pick up tray
from shelf,
return to desk

Thick envelopes are

opened manually &
then claims are
extracted & sorted by
claim type
Thin envelopes have
claims extracted
from them & sorted
by claim type

Put claims
in trays by
claim type

Pick up trays &

place on cart

QC each
tray

take trays to
input prep

End

66

4. Connect With Arrows

Lead

Mail Extractor

Sorter

Mail Courier

Mail Room Process

Start

Bring cages
into mailroom

Unload bins
from cages

Sort the thicks

from the thins
& the smalls

Slice thin &

small envelopes
in machine

Put envelopes
in trays & pull
out label sheets
w/ machine count

Count thick
envelopes, then
label sheets &
stack in trays

put envelopes
on shelf

Pick up tray
from shelf,
return to desk

Thick envelopes are

opened manually &
then claims are
extracted & sorted by
claim type
Thin envelopes have
claims extracted
from them & sorted
by claim type

Put claims
in trays by
claim type

Pick up trays &

place on cart

QC each
tray

take trays to
input prep

End

Flow Map Shapes

Function
Beginning
& End Points

Task

Inspect &
Decision

Delay

Store

Different functions of the process

Use 3x3 orange construction
paper.
.
Beginning and end points of the process
Use 3x3 green post-its.
Any task / activity where work is performed.
Use 3x5 yellow post-its.
Places where information is checked against established
criteria (standards) & decision made on what to do next.
Use 3x3 blue post-its. Orient post-it as shown.
Any time information is waiting before the next process or
decision (i.e. in-baskets, out-baskets, waiting to be
batched).
Use 3x3 pink post-its.
When information / product is placed in inventory (i.e. a file
cabinet, directory). It may be used at some point in time.
Use 3x3 purple post-its

Flow Map Arrows

Single straight arrow used between
tasks performed by same person or area,
but no physical movement has occurred.
Box arrow indicates physical movement
of information / product from one person /
function to another.
Jagged arrow indicates electronic
movement of information from one person
/ function to another.

80/20 Rule
20% of the activities in a process
cause 80% of the delay.

Impact / Difficulty
Rating
Used To:
Capture waste information and potential
solutions
Rate / rank the solutions in regards to
resolution of the issues and ease of
implementation

Waste Barrier
Prioritization Matrix

Impact / Difficulty Matrix

Business Process Kaizen

Standard Operations

A Standard Operation Is...

The best combination of people and
resources balanced to customer
demand
...using the minimum amount of people,
space, materials, and equipment.

Standard Operations
Why Implement Standard Operations?
To make it possible to identify and eliminate
variations in staff work
To sustain the gains achieved from past kaizen
activities
To provide a baseline for future kaizen activities

How Do You Use Standard Operations?

Document each standard process.
Display the documentation.
Ensure that all staff are trained.

A Standard Operation Is...

Pacing to takt time

Takt Time

Net Operating Time / Period

Takt Time
Customer Requiremen ts / Period *

*Timeperiodsmustbeconsistent(shift,day,week)

Takt Time Example

Net Operating
Time Per Day:

Day:
480 minutes
Breaks: 2 @ 15 minutes =
Prep time: 1 @ 5 minutes =
Net operating time per day =

Customer
Requirements:

Permits
# working days/month
Permits / day =

480
-30
-5
9,600
20

Net Operating Time/Perio d

Takt Time
Customer Requiremen ts/Period *
For 1 day:

Takt Time =

* Time periods are equal

Lead Time vs. Cycle

Time
Worker
Cycle
Time

Lead
Time

Dept
Service

Takt Time vs. Cycle Time

Bar Chart
# of Staf =

Cycle Times
Takt Time

60

Takt Time = 5 hours

50

Time

40
30

Cycle Times = 15 hours

20
10
1

Staf

10

11

12

Fixed Customer Demand

60
50

Takt Time = 50 sec

Flexible Customer Demand

60
50

Time

Time

Approaches to
Staffing

40

40

30

30

20

20

10

10
1

Staf

Staf

A Standard Operation Is...

Pacing to takt time

Establishing work sequence

Step
1

Step
2

Step
3

A Work Sequence Is...

A prescribed sequence of steps
Assigned to a single staff person
Which is balanced to the takt time if
appropriate

A Standard Operation Is...

Pacing to takt time

Establishing work sequence

Step
1

WIP

WIP

Step
2

PC

WIP

Step
3

Where there is no standard, there can

be no Kaizen.
Taiichi Ohno

Tool Module

5S

What Is 5S
Methodology?
A process and method for creating and
maintaining an organized, clean, highperformance workplace
A conditioning discipline for kaizen

Why is Workplace
Organization Important?
Safe, clean and neat
Place for everything, everything in its
place (Go APE A Place for Everything)
Only what is needed to support the
employee

Why Do 5S?
Enables Perfect Quality
Enables Waste Identification
Promotes Employee Satisfaction
Enables Standard Operations
Enables Visual Control

Definition of 5S
Step 1: Sort - Remove unnecessary items;
keep only what is needed.
Step 2: Set - Assign and label for ease of use;
designate a home for everything; (a.k.a.
Straighten/Store).
Step 3: Shine Keep area clean on a continual
basis.
Step 4: Standardize Create a process that is
easy to follow and maintain.
Step 5: Sustain Training and discipline; stick
to the rules and maintain motivation.

5S Applies to Everyone

1. Sorting:
Decide What is Needed
Definition
Sort out necessary and
unnecessary items
Dispose of items that are
not needed

Why:

Removes waste
Safer work area
Gains space
Easier to visualize
process

The
Mess

1. Sorting (Cont):
Decide What is Needed
Things to remember
Start in one area, then sort
through everything
Discuss removal of items
with all persons involved
Use environmental/safety
procedures
Items that cannot be
removed immediately
should be tagged (redtagged)

Is This
Item
Needed?

2. Set:
Arranging the Workplace
Definition
Arrange all necessary items

Why:
Have a designated place for
everything
Visually shows what is required or is
out of place
More efficient to find
items/documents/files
Saves time by not searching for items
Shorter travel distances (motion)

3. Shine:
Sweep and Cleanliness
Definition
Keeping areas clean
on a continual basis

Why
A clean workplace
(office) is indicative of
a quality process,
product or service
Helps to identify
abnormal conditions

New Labels are

Now On File
Cabinets!

Everything in its place

4. Standardize
Definition
Create a new process that is
easy to follow and maintain

Why
Maintain the workplace/office
at a level which uncovers
and makes problems
obvious
Need to sustain the
improvements
Sustain sorting, storage and
shining activities every day

5. Sustain:
Trained & Disciplined Culture
Definition
We need to practice
and repeat until it
becomes a habit

Why
To build 5Ss into our
every day process

Things to Remember
Develop schedules,
check lists
Good habits are hard
to break
Commitment and
discipline toward
housekeeping is
essential in taking the
first step to world class
performance

Before & After

A Place for Everything!

So, Why Dont We Just

Do It?
It is a habit issue sounds easy, difficult to
implement and sustain
Discipline exists only if there is
commitment on all levels

A well organized 5S program delivers significant results

with minimum investment