Start. Somewhere. is a program based on years of trial, error, and success with process development tools. I'll go through each component of the system and the primary foundational tools it employs.
Why
Define your customers
Where
Define highest value add
How
Define tools and measurement
When
Determine timing of action
Why
- 5 whys, Value Stream Mapping, Root Cause Analysis
The Start. Somewhere. templates are largely 5 whys activities. Start on your systems at high levels and work down to single location. 5 whys is used so extensively as it supports more complex tools. If you want to expand your thinking here, it only takes a slight change in the 5 why structure to suddenly be constructing fishbone diagrams. The initial structure of this system is much similar to the results one gets from a fishbone. The end result should point at locations of issues and show the components of their root causes.
Value Stream Maps (VSM), I don’t recommend jumping right into a true VSM for most organizations who are not familiar with them. A simple flow chart is a good start, and starting is so important already. I incorporate elements of VSM into standard charting such as process time and wait time. List the customers previously defined to identify value add vs. waste.
Root Cause Analysis (RCA) is done with the 5 whys and the follow-up questions for the flow chart portion of the activity. RCA should be attempted whenever necessary. 5 whys is an essential RCA skill, a principle reason to focus on it in the begining.
Where
- VSM, bottlenecks, flow
Using the VSM components are added to the flowcharts to begin identification of the best places to remove waste or improve flow. I don't recommend true VSMs, they are quite complex and may not result in the desired cadence of improvement. If you can handle doing a true VSM, do so, otherwise, do what you need to do to understand your system and leave it there. Elements such as time for activities, down time, and identifying travel of goods/people is important. Always include these pieces, they will help later.
Bottlenecks should be illustrated via the flowchart. If none are illustrated, a second look at your map is in order. There are always bottlenecks, the key is knowing where they are to maximize elements around them.
Flow is the steady movement of materials through your system. The goal of analysis here is to identify where you can improve flow volume, speed, and quality.
How
- Standard work, flow, smart/nice goals, KPI, takt time
How is about assigning the tools to youtr fixes/corrections/improvements. Standard work is a good tool to employ here, especially if your total system output needs to hit time related metrics. Smart or nice goals can be useful to engage personnel on the line. Goals are useful to those responsible for the planning and deployment of improvements. Takt times, if you have determined them, should help you see if you have improved the system or not and of course, don’t quit with your KPIs. Lets take just a second to mention your KPIs should be useful to you and not (just) the accountants. So in picking your tools to get better make sure you can tell if you’re actually better for your efforts. Before the how is finished, the measurement of the selected tools must be understood. No reason to get to work and have no understanding of impact.
When
- 5 whys, KPIs
Timing is important, so 5 whys again is a useful tool. Asking why you’re going to jump into a project at a specific time should be done, in case you missed something. Don’t spend too much time on this. The when, I have found, often becomes obvious while the other sections are in play. Often, those executing the activity have a firm grasp of this without further consideration later other than to “make sure”. Ensure your tools are in order and you can measure what you're going to do once you start.
Start!
Gemba.
Get out there and do it. You made the plan, spent the time, now do it. Make sure you (leadership) is there. own it. be the change you want to see or it will most likely fail. The templates provided with this system provide documentation of the complete activity for later reference. If one initiative is near completion, start again with fresh templates.
