Coming this September

I am back from serving a mission with my wife. We were in Thailand for 18 months and have a real adventure. I am planning to do the Muda Walk for a Month this coming September. But don't wait until then, do a walk this week. Go look how the work is being done compared to how it should be done. Look for the 7 wastes. Observe and help improve and always show respect. We don't do Lean to the workers, we do it with them.

While I was away the Lean Construction Pocket Guide reached the 3500 mark in sold copies. So far this year over 300 copies have been ordered. If you don't already have one, you may want to get your own pocket size Lean reference book. A powerful tool to take on Muda Walks. Learn more at http://www.industryweek.com/webinar/leadership-pipeline?partnerref=PA

Muda Walk for a Month 2013

I am currently serving a mission for the LDS (Mormon) church in Thailand. I do not have time to lead the Muda Walk for a Month in 2013. You can review past years' posts and replicate them or create your own Muda Walk. Do it in September or whenever you choose. The idea is to go and see how the work is being performed. Do not spy just watch to find opportunities to improve. If you watch long enough to see what is really happening I am sure you will find ways to cut Muda and improve.

If you have any questions about doing a Muda Walk or about why I would choose to serve a mission at my own expense contact me at dennis@YourQSS.com

Best wishes for a great Muda Walk experience in 2013.

You can still order copies of my book:
 
 contact Richard Randolph  at randolph.richard@gmail.com

The Muda Walk for a Month 2012 is over and feedback is coming in. Here is what some participants have said about it:

o      The walk allowed me to “open my eyes” to better improve the workplace.

o      The best outcome of the Muda Walk is making people aware of the waste that is present in construction. Most people accept the current state as normal and are so used to it that they don't even know that waste exists. Here are two examples

1. While we were observing areas we would prompt our workers on waste such as waiting for information (3 men- over 2 hours)  and they didn't think it was waste because they said the folks we were watching needed that  information.

2. A compressor ran out of fuel because it wasn't checked before it left the yard. It needed a special fuel delivery (2 hours) by the superintendent, but this wasn't something they viewed as waste because the fuel was needed.

What did you learn doing a Muda Walk?  What can you learn?

Introducing the Lean Construction Pocket Guide

- Covers the why, what and how basics of doing Lean construction in an easy reading down-to-earth format.

- 86 pages of useful information

- Small enough to fit in your shirt pocket and goes anywhere

- Doesn’t need batteries

 - Great for “tailgate” training and daily huddles

Contact Dennis Sowards at dennis@YourQSS.com for details on how to obtain your copy.

MUDA Walk for a Month - Week 4: 09/24 - 09/28

This week we will look for Muda of waiting

This is the last week of the Muda Walk for a so give it your best effort.  When employees or equipment are WAITING, it is waste. They may be waiting on processes or other equipment to finish installation or for an upstream activity to be completed. Examples of this waste are crews are waiting for inspections, field instructions, or material; a worker is waiting for the coil line to fabricate material; or payroll is waiting for late time sheets. Waiting in the field can happen due to incomplete material deliveries, unanswered RFIs or a failure of another trade to be reliable in fulfilling a commitment. Waiting is often caused by poor communication between the field, support functions and/or suppliers; when people are unsure what is to be done; and/or because of poor coordination between trades.  Waiting also includes work waiting for workers. We looked at that as inventory in week 2 but sometimes we don’t think as work waiting to be installed as inventory. At job sites look at any material not installed and look for and work ready to be done but no one is doing it.

Every Muda walk this week look for people waiting or work waiting and drive to the root cause to eliminate it. We want the material to FLOW to installation with no or as little waiting as possible.

Remember try to do a Muda Walk for one hour each day.  If you can’t do that - do what you can.

Ways to reduce waiting include:

• Using the Last Planner System® and make sure all tasks are ready (CAN DO) to be done prior to committing to do them.
• Scheduling shop deliveries so the crews have what they need when they need it. (It helps to give the shop the real need times not ones with contingency built in)
• Arranging the shop flow so that pieces go from one tool to the next without waiting on tables or the floor.
• Using the 5S’s to organize the work area/gang boxes so that any tool or piece of equipment can be found quickly. (Use the 30-second test.)
• Sorting out un-necessary parts, tools, materials, etc, so they don’t clutter the work area and slow the FLOW.
• Applying a Kanban system to consumable parts and material so that one never runs out while working but does not have excessive inventory. Use Min/max lines, dual bins, or other simple techniques.
• Designing the yard layout area so that material deliveries come in one end and exit another. Backing up is waste and unsafe.
• Reducing the size of material orders delivered from the shop or vendor so that the material can easily be unloaded and quickly installed the same day.
• Make sure all equipment (drills, meters,) are in working order prior to the shift start.

Record your improvements.

Go and See – Ask Why – Show Respect – Do No Harm

Week 3: 09/17 – 09/21 – Reduce Inventory and Over Production

Theme: Reduce Inventory and Over-Production

This week starts out for me with a trip to Kansas City to do a Lean workshop. If you have any great Muda Walk examples to share with me – post it on the Muda Walk Blog ( http://mudawalkforamonth.blogspot.com/) or email me so I can share it at the workshop.

This week we are looking for the waste of OVER-PRODUCTION OF GOODS and INVENTORY. Over-production leads to inventory and to the waste of movement both of people and material. When we order or fabricate material too much or too soon we have to store it somewhere causing “inventory” to build. When we fabricate duct, pipe or other products too far ahead of schedule we have to stockpile it either in a warehouse or more often at the job site. When we do a bulk-buy to save money we must store it somewhere – again usually at the job site. Studies show that material stored on a job site gets moved at least twice before it is installed. Lots of waste incurred.

Signs of over production include stacks of material either in the warehouse, in trailers, in the yard or at job staging areas. Why do we have stacks of material? Ask why enough times to get to the root cause. Why? Why? Why?

INVENTORY itself is waste. It costs you money and more than you think! Any material or parts not being used by the customer is waste. This includes raw material, work in process and final fabrications. It includes extra parts, excess space and unused tools, copies and reports. Look for stashes and personal stockpiles.

Inventory is a double serious waste because it produces or hides many of the other basic wastes. Companies often accumulate inventory because of unreliable support from their shop, vendors or the material delivery function, or because of efforts to save money through a bulk buy. Usually the money saved in bulk buys is spent by the hidden, but real, costs of holding inventory.

When you spot inventory waste ask why – why do we have to keep inventory? Keep asking why until you find the root cause and implement countermeasures.

Have you seen any of these:

• Stacks of material at the job site?
• Rental equipment not being used?
• Trailers full of fabricated or ordered material?
• Stashes around the work area?
• Job site trailer closets stuffed with supplies?
• Piles of fabricated material in the yard?
• Boxes of paper goods stacked in the hallways?
• Fabricated product on pallets in warehouse?
  

All of these and many more are indicators of overproduction and they are inventory. We don’t want the crews to ever run out of material, but we want to avoid as much inventory as possible while still allowing the work to FLOW.

When you spot these waste ask WHY – why do we have to keep this inventory? Why do we have so much inventory? Why are we over-ordering material? Keep asking why until you find the root cause and implement countermeasures.

Ways to reduce inventory are:

• Better job site planning and coordination. Use the Last Planner System® of look-aheads and weekly work plans.
• Use a Kanban method. It means a signal to refill the inventory. This is especially useful for consumables in the shop, field and even office supplies. Use a min/max marker. Use an inventory card with a dual bin system so when one bin is empty pull the card for order a refill of the 1st bin while continuing to use the 2nd bin.
• Work with suppliers to service your material needs and include them in identifying how much material to stock.
  

Record your improvements.

Go and See – Ask Why – Show Respect – Do No Harm

You finished week 1! Did you find opportunities to reduce rework and errors? Please share any key finds you discovered during your Muda Walk.

Week 2: 09/10 – 09/14

Theme: Reduce waste by getting the work to Flow

The opposite of flow is the waste of waiting – we want value to flow, never wait. When the material flows through to installation, value is added, inventory and operating costs are reduced, and a company can take market share from its competitors. Work flow aids in faster identification of problems (improves quality) and it requires quicker communication between steps (we have to collaborate.)

When watching for “flow” - look for what is stopping the work from flowing. Ideally we want the material to flow from delivery to the job site straight to the install area with little or no delays. Try to discover why the work isn’t flowing, what are the barriers or constraints keeping it from moving and being installed.  Look for:

• Work waiting for workers
• Stacks of material in inventory, in the lay-down yard and in the actual construction install areas
• Rough-in areas waiting for pipe or concrete.
• Boxes of parts, valves, vains, control boxes, etc. not being installed.
  

For any indicators of no-flow - start asking “why” (not who) to determine the root cause and ways to improve flow.

Best wishes in spotting Muda.
Go and See – Ask Why – Show Respect – Do No Harm

Week 1: 09/03-09/07 – Look for the Waste of Defects

Muda Walk for a Month
This is your first week to do a Muda Walk. The theme is the Waste of Defects. Most of the other wastes are compounded by moving, storing and installing defective products. A defect is any work that does not function as designed or intended. Defective work includes: rework, wrong installations, weld defects, punch lists, missing material on a bill of material and change orders caused by incorrect design or installation. This waste is redoing a bid proposal, recopying a report, redoing a time sheet or dealing with an out of code compliance issue. In fact, if it has a “re” at the start of the word it is probably a type of defect.  Workarounds are usually indicators of defects.

Go to the shop, office or a job site and look for signs of defects.
o      How do you know it is a defect?
o      What should it look like if done right the first time?
o      How do the workers know when it is done right?
o      Do the workers get feedback on when they have made a defect?
o      How do you get feedback about defects?
o      Look for scrap or piles of rejected material.
o      Watch for workers doing work over.
o      Ordering excess material is a symptom of poor quality.
o      Ask the workers if the part, drawing, material or install is right coming to them. How do they know?
o      Are there workarounds? If you have a project that is wrapping up look for material left over, it usually indicates defective ordering or rework.  Look at punch lists for jobs completed, what is usually found on every list?

Once you find a defect, analyze it to find the root cause. Ask the workers how to eliminate the defect. Listen and ask them what they can do to prevent errors. Let them do it. A root cause of many quality problems may be that the worker does not know how to do it right the first time or even what ‘right’ looks like. Provide training. The worker may not have the right tools to make it right consistently.  Discussing the cause of the defects with the workers, while not placing blame will help identify the root cause. There are no defects when we do it right the first time.

Go watch for Muda. Record your improvements.
Go and See – Ask Why – Show Respect – Do No Harm

My Muda Walk Story #3
Doing a Muda walk through a shop I saw this:

This is common in many shops – boxes with no labeling and other stuff on shelves with no labeling. This is a treasure hunt waiting to happen. Next I saw a worker at this table:

He was constantly searching for things - not doing much value added work.
That’s my Muda Walk story – what is yours? 

Participating in the Muda Walk for a Month is free, but YOU must sign up by Aug 28, 2012. The first week of the Muda walk will start on Sept 3, 2012.  To register, just email your request to dennis@YourQSS.com 

Muda Walk 2012

**************** The 2012 Muda Walk for a Month is Coming

The 6th Annual Muda Walk for a Month is coming this September. 

A basic principle of Lean is “Go and See”.  We all know this, but don’t practice it enough. The Muda Walk for a Month is a unique opportunity to do put “Go & See” into practice.  During September I will email participants the weekly theme to use while doing a Muda (waste) walk in their company. The walk may be at a job site, in the shop, office or even a service truck. During the walk, participants will look for ways to eliminate waste and improve operations. The Muda Walk challenge is to do a walk at least one hour a week and best if it is one hour each day.  That may sound like a hard commitment to make, but those who invested the time in past years have reaped useful rewards.  I do ask that participants log problems and improvements, and share them with me at the end of the month.

Read about Muda walks in Contractor Magazine  - http://contractormag.com/columns/sowards/muda_walk_find/index.html

This is a free service, but participants must sign up by Aug 28, 2012. The first week of the Muda walk will start on Sept 3, 2012.  To register, just email your request to dennis@YourQSS.com

Help Stamp Out Muda – Go and SEE the Waste

Muda Walk for a Month has Ended

The Muda Walk for a Month for 2011 ended Sept 30th.  Based on the feedback already received it was a great success for those who participated. Thanks for trying. This years event included participants from Canada, Russia, South Africa and the USA.

And the winners are:
Glenn Lamb of Dee Cramer, Inc. wins Lean Thinking by James Womack
Mark Kleist of Bassett Mechanical wins Gemba Kaizen by Masaaki Imai

As I compile the results from the Muda Walk logs and feedback I will post it on this blog. But just because the Muda Walk for a Month has ended does not mean we should stop doing Muda walks. Many of the participants said they plan to continue on their own because it was so valuable. It's never too late to start looking for and driving out waste. Feel free to contact me with your Lean questions and ideas.

Feedback from a Muda Walk for a Month Participant

The last couple of years we have tried to do this with just myself and my shop foreman and to be honest, we didn't do well with it, as we kept forgetting to do this or could not get the uninterrupted time to do it right. This year I have taken a different approach and it is providing real value for the effort. 

I recruited 5 key people from the shop office and production floor to be the observers and left myself out of that role (having the boss watch seems to make people nervous anyway). I shared with them what the goal was of this exercise and my counterpart from last year supported the idea, but reinforced how poorly he and I had done in the past. We then decided on our format and set up our process. I gave them some chalk (got it from you a few years ago) and we set up two circles on the fabrication floor. One in our Square production area and one in our round production area. Each team member was to spend 1/2 hour in each circle once a week. They were coached using your guidelines and asked to just write down what they observed. They could make a suggestion on their notes about a better way or a fix, but not to stop the observation until the 1/2 hour was up. 

After two weeks it was voted on by the team to move the circle in the square production area, which we did last Friday. So now we will get a new perspective for that area, which is exactly what we need. 

My thoughts when I set this up was to find a way to get the observations done with the least impact to daily activity. Also, since my foreman and I did not seem able to make the time last year, I needed people that we could just make it a part of their job for the week, no excuses. The real benefit I knew I would get (which is proving to be true) was the different perspectives by each of the people. Each of the team members is being given the weekly information that you send, we do a brief meeting on Friday to gather the notes for the week and you would enjoy the enthusiasm as we discuss the next weeks goal. 

My plan is to compile all of the observations/notes, looking for the common ones first. Then I will meet with the team to see if these are items that need addressed or not, look at any suggestions, then decide if they are simple adjustments/fixes or long term tasks. We will then put them on our agenda for our normal weekly shop lean meeting. The team has agreed that we should carry this activity on after this month is over, so we are trying to determine the format, but agree we will continue to do this. 

It has proven to be a real benefit having the people that are so busy that they do not get to just watch what is going on around them, observe. They really do see, understand the movements and are providing very good comments. Also, a couple of minor adjustments to a process or tool location were done already, by the lead person that observed the need. My only regret is that I didn't do it this way last year. Thanks  

Muda Walk for a month - Week 3: 09/19 to 09/23

The theme this week is: Reduce the Waste of Movement of people and the transportation of material & tools

This is going to be a great week – if you make it so!

Your Muda walk this week is to look for treasure hunts AKA the waste of motion.   Moving around is not work! Value is not being added while people are walking around. Watch for people looking for things; ask why and why and why again. Why is this happening? Why are the tools, equipment, forms, etc. not located closer to the work area? Or where the tools are needed?  Go to the shop or a job site at the start or end of a shift and watch for wasted motion. Watch how much time is spent in getting ready or cleaning up? How much time should be spent? Look for ways to reduce this time.  Look for workers making trips to the yard, or for people walking around the shop, or even look for when someone has to go to a hardware store to buy material or tools. Look at how often the crews run out of small supplies or consumables.  Look for tools that are missing or broken causing people to find new ones.

Look too for the Waste of transportation of goods.  This is related to treasure hunts. Any time anyone is moving material, tools or things this is waste. Unless something changes the material or product to add value while it is moving, it is waste. Ask yourself and the workers how to change or reduce the movement or the distance moved.  If you can’t change the distance moved – try changing how it is moved to make it safer, easier and faster.  Don’t blame anyone but look for systems, policies or old layouts that causes transportation waste.

Go watch for Muda. Record your improvements. Implementing visual controls and the 5S’s can help eliminate these wastes.

Go and See – Ask Why – Show Respect – Do No Harm

My Muda Walk Story #2

While walk through a job site I observed workers coming to this table looking for stuff. They would spend sometimes 10 minutes searching through the boxes.  I did not see it on this walk, but I am sure at some point soon after my walk the general contractor demanded that they move this table.  How much time do you think they would spend moving it?  This is the Muda of inventory, movement (treasure hunts) and if they have to move the table it will also be the Muda of transportation. It uses resources but produces not value -  that’s Muda.

This is my Muda Walk story – what is yours?

Week 2: 09/12 to 9/16 – Look for the Waste of Waiting

The theme is the Waste of Waiting. We want value to flow and never wait. When employees, equipment or even customers are WAITING, it is waste. They may be waiting on processes or other equipment to finish work or for an upstream activity to be completed.  Examples of this waste are: when crews are waiting for inspections, field instructions, another trade or material; when a shop worker is waiting for the shear to cut material; or when payroll is waiting for late time sheets. We worked to reduce inventory last week, BUT we never want to have a crew waiting because of no material to install – some strategic inventory is needed and no more.

Waiting in the field can happen due to incomplete material deliveries, unanswered RFIs or a failure of another trade to be reliable in fulfilling its commitment. Waiting is often caused by poor communications between the field, support functions and/or suppliers; when people are unsure what is to be done; and/or because of poor coordination between trades.

During every Muda walk this week look for waiting and drive to the root cause to eliminate it.  We want the material to FLOW to installation with no or as little waiting as possible.  Talk with your employees – ask them:

• What creates waiting?
• What keeps them from doing the work?
• What barriers get in their way?
• How would they remove the barrier?
  

Remember that every problem they surface is real to them. Thank them for bring it up. Let them know it is a legitimate problem and you are serious about helping them solve it. Resolve the problem immediately if you can.  Employee will trust you more when they know you are listening and taking action. They will share more ideas with you.

Remember try to do a Muda Walk if possible for one hour each day.  If you can’t do that - do what you can.

Record your improvements.

Read the Muda Walk for a Month Blog. You can read the weekly theme, see examples and even post your own comments or pictures. Go to http://mudawalkforamonth.blogspot.com/

Best wishes in spotting Muda. Go and See – Ask Why – Show Respect – Do No Harm

Muda Walk for a Month – Week 1: 09/01 to 09/09 - Reminder

The focus for this week is: Eliminate Overproduction and Reduce Inventory

Have you seen any of these?

• Stacks of material at the job site?
• Rental equipment not being used?
• Trailers full of fabricated or ordered material?
• Stashes around the work area?
• Job site trailer closets stuffed with supplies?
• Piles of fabricated material in the yard?
• Boxes of paper goods stacked in the hallways?
• Fabricated product on pallets in the warehouse?
  

All of these and many more are indicators of overproduction and they are inventory.  Inventory is a double serious waste because it produces or hides other wastes. We don’t want the crews to ever run out of material, but we want to avoid as much inventory as possible while still allowing the work to FLOW.

When you spot these waste ask WHY – why do we have to keep this inventory? Why do we have so much inventory? Why are we over-ordering material? Keep asking why until you find the root cause and implement countermeasures.

Ways to reduce inventory are:

• Better job site planning and coordination. Use the Last Planner System® of look-aheads and weekly work plans.
• Use a Kanban method. It means a signal to refill the inventory. This is especially useful for consumables in the shop, field and even office supplies. Use a min/max marker. Use an inventory card with a dual bin system so when one bin is empty you pull the card and keep using the 2nd bin while the 1st bin is being refilled.
• Work with suppliers to service your material needs and include them in identifying how much material to stock. 

Remember: Go and See – Ask Why – Show Respect – Do No Harm

Just DO IT

Muda Walk story

This comes from Glenn Lamb - Fabrication Division Manager, Dee Cramer:
Gene has incorporated the material order forms onto the board, and painted it, and the brooms the color of the area they belong. 

Muda Walk for a Month – Week 1: 09/01 to 09/09

Muda Walk for a Month – Week 1: 09/01 to 09/09
(This is a bonus week and includes a holiday in the USA)

The Theme this week is to attack Over Production and Inventory

We are starting the Muda Walk for a month by looking for the waste Mr. Imai says is the mother of all wastes: OVER PRODUCTION. Over production usually leads to many other wastes especially inventory.  Over production in construction is not the same as making too many parts like they do in manufacturing.  Hopefully, we don’t fabricate more parts than are ordered.  In construction we over produce when we order material or fabricate too much or too soon. For example, when the shop fabricates duct ahead of schedule just to keep the shop busy, there is excess material at the end of the day somewhere. It is either taking up room in the shop, out in the yard or it may be shipped to the job site. There it is unloaded by workers who really should be doing install – aka value added work.  Storing fabricated material at a job site runs the risk of the General Contractor asking us to move it. We have to move it several times before it is finally installed. (Moving material is another waste.) Stockpiling material or parts either in a warehouse or at the job site is inventory caused by over production.

INVENTORY itself is waste. It costs money – more than you think! Some inventory may be called strategic inventory – inventory that is necessary to keep the crews installing. Any additional inventory is excess and waste. The challenge is to “see” the difference.  Any material or parts not currently being used by the customer is waste. This includes raw material, work in process and final fabrications. This type of waste includes extra parts, excess space and unused tools. Look for stashes and workers’ own stockpiles - they are inventory (waste) too.

Inventory is a double serious waste because it produces or hides other wastes. Companies and job sites often accumulate inventory because of unreliable support from their shop, vendors or the material delivery function or because of efforts to save money through a bulk buy. Usually the money saved in bulk buys is spent by the hidden, but real, costs of holding inventory.  Companies also accumulate inventory because of weak planning and poor job site coordination.

Go look for over production and inventory. Over production is often spotted by stacks of material, parts or tools. That may be in a warehouse, a trailer, in the yard or at the job site. Stacks, piles or loads of material is caused by over production and are non-value added from the customer’s viewpoint.  Ask “Why” do we have these stacks?  Ask why enough times to get to the root cause.

Implement improvements. Try something; if it doesn’t work try something else.

Record your improvements.

Remember: Go and See – Ask Why – Show Respect – Do No Harm

Just DO IT

Muda Walk tips

Tips for doing better Muda walks based on feedback from previous walks

o      Involve more people so they can become aware of waste in the construction business.

o      Tell employees in advance you will be doing the walk, why and that you want their opinions

o      Do training for these in the company who will be doing the walk on how to conduct a Muda walk.

o      Set up a MUDA blog page on your company website.

o      Have the entire company participated.

o      Involve the others in the department in suggesting problem areas in their world that might tip us off to a small, or maybe larger, area for potential improvement.

You can win a copy of Lean Thinking by James Womack and Daniel Jones or Gemba Kaizen by Masaaki Imai by sharing comments or posting pictures on this blog.  Each entry weekly on the blog puts your name in the drawing for one of these must read books. 

What participants said were the best parts of the 2010 MUDA Walk:

Start times for one area need to be consistent; currently they are not which results in waits for PM’s, and interruptions to the other staff member who shares similar responsibilities.  We also have to look at our paperwork and implementing error-proofing methods so information is not missed, which results in delays, waiting, and wasted motion.

Having guys meet at the shop and car pool to long distance job sites. Seeing 6 vans on a site 60 miles from the shop was disappointing.

        

I think all the action that was taken on all the Muda walk were small but good improvements

Identifying same day fab by flagging the fab with red stickers so everyone in the shop would know this fab is priority.

Schedule sales to operations turnover meetings in a timely fashion to reduce waiting

Setting up a standard checklist for how the estimator/project manager conducts a job site visit with the team leaders (foremen). It helps keep the est/pm on track and makes sure he touches all the important topics. It also helps the team leader understand what is important and gives him a guide for running the jobs as well as an agenda for the meeting.

Improvement #1 was our weekly input to payroll from the service department. We do payroll weekly and start on Monday morning in a normal week. The input from the service department comes from their “transmitting” daily work orders to the system. Because of the complexity of the pay rates necessary, there is editing that has to be done before the data can be imported into the system. We were waiting for the input every week because the service technicians were not transmitting their work orders when they were completed and we had to chase their input to completion. While still not perfect, reemphasis to the technician about the timing of the process has helped shave 24 hours off the cycle and putting it in sync with the rest of the payroll input.

We discovered that there is a significant amount of over processing between drafting and our pipe shop (with regards to BOM).  Drafting is now rounding pipe up to the nearest full length on the master BOM and this has eliminated the wasted time from our shop foreman.  I think the MUDA walks are very valuable and I have them on my calendar to do once a month to keep them on my “to do” list.

Sheet Metal

3 Machines needing to be inspected for maintenance or replacement

2 flaws in process

1 preventative maintenance issues

2 new pieces of equipment are needed

Piping

1 request for maintenance by maintenance department or Pipe Fitters needed

8 flaws in process

1 problem with building

3 problems with Engineering Services

3 flaws in process in the SPE department

My partner in the shop and I did try to do a MUDA walk daily, ended up doing something about twice a week and did not do a good job of documenting/logging. He focused on movement of workers and I focused on inventory and movement of material. We did find some areas that we felt could be improved on, as we always do and have implemented a couple of changes. We are monitoring these to see if there is any impact. Simple things like moving machines for better flow, and trying very hard to keep everything moving in one direction. Sounds easy but not always accepted.

On inventory, it was interesting to watch material be prepared for process and then sit on a rolling bench for 3 days. This bench would get moved out of the way at least twice a day and then the items were looked for and finally processed on the third day. I have met with the decision makers for the shop to discuss ways of releasing work and lead time needed for preparation of material. All in all, the MUDA Walk for a Month process is a great reminder for us to go look at what is happening on a more regular basis.

I asked Mr Masaaki Imai (Kaizen) to share a thought about Muda walks since Muda Walk for a Month was started in honor of him. He wrote:
Kaizen starts from identifying Muda, which is any thing that does not not add value. Taiichi Ohno once told me that there are actually far more than 7 types as written in his book, since Muda is everywhere around us.   At the time of talking with the ghost writer who wrote his book, he casually mentioned 7 types as the number 7 was a lucky number in Japan. He laughingly told me, that now that 7 types have come out in the print and become very popular, he found it difficult to alter it as an author. Therefore, I encourage the participants of the walk to find how many more types of muda they can find.
To sign up to do the Muda Walk for a Month send an email to dennis@YourQSS.com