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(c) Latest Quality
Before I discuss the final two elements of the WASTE series, allow me to briefly reflect and review on the 6 that have preceded them.
Transport began by looking at flow as the principle theme of the wastes, where less touch creates a value stream.
Inventory raised the first dichotomy between agility and frugality, where the overriding message was control.
Motion introduced the Lean tools of Spaghetti and SMED in minimising waste of movement.
Waiting there can be no value attributed to waiting.
Over-production offered up the second dichotomy of waste and its inherent risk.
Over-processing discussed how to identify waste in the process with further Lean tools.
Here I close out the TIMWOODS mnemonic with Defect and Skill.
DEFECT
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(c) Pinterest
It is difficult to discuss the topic of defect without offering more than a respectful Zarei (kneeling bow) toward the Dojo that is Six Sigma. But I’ll try.
In the terms of our overall topic, defect will create waste in all sections. Defect in these terms is less about a defective product and more about a defective process; thinking of defect as input to, rather than output from, the value stream.
As with over production, defect (set up waste) is built into a manufacturing process and “real” manufacturing has tolerances (too often those tolerances take on mythical proportions, as customers conclude that defect is acceptable when the cost is lower but enough of the cynicism).
LEAN teaches us to accept nominal defect and concentrate on the value stream and, therefore, minimise waste. If one were to write a simple flow diagram of a production process – from order intake to delivery – at any point on that flow, defect with stop or hinder the flow.
SMED is a valuable tool in identifying improvements centred around time used ineffectively but when discussing defect in relation to time, the biggest culprit is equipment failure.
An holistic approach to maintenance, such as TPM, is a good example of preventing defect from impeding the process. Although stoppage time is, technically, waste, with TPM the use of that time creates a consistent and sustainable flow. By analysing the process flow, one can assess the critical points for defect and, through preventative maintenance, stop failure.
The most comprehensive TPM I’ve encountered was being developed for my plant in Riyadh, Saudi Arabia, by a team of Lean experts from Four Principles, a consultancy group based in Dubai. With their valuable instruction and education, my engineers, primary operators and assistants began a systematic and detailed analysis of each machine, creating an extensive database covering performance, downtime and intervention.
For every machine, in every department, a “life table” was created, displaying detailed schematics of each machine section. Their analysis identified the life expectancy of all component parts and consumables and trained the relevant person(s) how and when to intervene and perform maintenance tasks, thereby eradicating unforeseen failure.
In my experience, TPM programmes of this level are uncommon in print/packaging businesses. What it certainly proved to me, if proof were needed, were the wide-ranging benefits of maintaining the value stream, by identifying defect in the process.
SKILL
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(c) SlideShare
The identification and elimination of the 7 preceding wastes occurred over a 30-year period, from the late 1940’s to the mid 1970’s and became a core component of the Toyota Production System. All of these wastes are “happening”, they are currently impacting the efficiency of the process and they can be minimised, or even eliminated, by using the techniques discussed in this and other articles.
Skill is a waste for the opposite reason, we must incorporate it into our process, not eliminate it. Purists might say that Skill should not be included into the 7 wastes (although it does fit rather well with the mnemonic) but if, as some say, people are the most valuable resource, then not taking Skill into account is arguably the most wasteful of all.
The first article I wrote for WHERE To Print proposed a method, through Lean Methodology, of how a business can become more efficient. I received a response, stating that, whilst Lean was all well and good, the West African print industry was suffering due to the lack of training; of SKILL. Of course, it was an absolutely valid point and that’s why the S is rightfully included in the list of wastes.
For me, Skill can be split into two, very distinct columns; the skills that are a necessity for the function of one’s role and the skills that enhance one’s abilities. I remember, early in my career, being told of the importance of what, how and why, in understanding the importance of skills; maybe it will resonate with some readers:
Take a valve on a large diameter pipe. Every morning an operator must turn the valve; the what. Now, the operator could try to turn the valve counter to the correct way and he could do this by hand but if he’s shown how, the operator will know that turning it counter clockwise is actually the wrong way (identifying a defective movement) and using his hands will take 5 times longer than using the tool that’s available. Once trained in how, we have an operator who is competent to perform the task.
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(c) Print-house
If the operator is trained further, if skills are developed to include the why, that operator will understand the impact of a counter clockwise move and report, even be able to analyse and self-correct, the defect. Also, understanding why using a tool designed for the task makes the task more efficient is a key factor in eliminating wasted time and effort. Developing an individual to the point of why is one of the best investments a business can make.
In a recent assignment, the print team were considered to be one of the most qualified within the group, yet could never achieve the highest output ratings. They had more what and how than most other print teams that I had worked with. After a full departmental review it became clear that their understanding of the why was limited to their department, they were only aware of what they needed, when they needed it and little more. By training them on the value stream and the impact of their actions on the process, the understanding of why was instilled in their working practices and methodology. Once they looked at consequences outside of their own department, the flow improved and their functional skills were enhanced. Within a few months, not only did the print department output improve drastically but so did all of the other departments, in both directions of the value stream.
In conclusion; Skill is an exception to the TIMWOOD rule, where the object is to eliminate each waste. To recognise Skill as a waste when it doesn’t happen is the key to effective waste elimination through each of the phases.
© Andrew Malson is a highly experienced, committed and passionate Operations Executive/Director/Manager with a demonstrable reputation for creating the change required to deliver significant improvements in business performance through quality, service and productivity. He has invaluable strength in establishing and ensuring sustainable success of single, multi, and regional manufacturing sites by creating right and enduring cultural change through involvement and development of people. In the 30 years since beginning in the industry, Andrew has been responsible for the design and implementation of systems covering quality, people development, environmental standards and operational excellence. He brought his wealth of experience and invaluable knowledge to bear at WHERE To Print magazine in West Africa in its quest to positively influence and improve print purchase decisions with special focus on Lean Manufacturing Implementation; Organisational Effectiveness; and Sustainable Business Growth. Andrew welcomes your connection via wheretoprint@yahoo.com or directly vide andrewcmalson@gmail.com
