i: Also Sie glauben das ihr Unternehmen bereit dazu ist? #00:17:58-3# .... gar nicht soviel Aufmerksamkeit benötigt. ..... B: Durch eine zu große Abgrenzung der einzelne Prozesse könnte ein Scheuklappen- ..... die nötige Sicherheit gewinnt.
BACHELOR PROGRAM BUSINESS & MANAGEMENT MCI MANAGEMENT CENTER INNSBRUCK
BACHELOR THESIS 1 4th Semester B&M 2012
Implementation of Value Stream Management in a Design and Engineering Department – Potential Analysis from Different Viewpoints
SUBMITTED TO:
Mag. (FH) Mario Moser, MSc
SUBMITTED BY:
Thomas Auer Josef-Abentung-Weg 5 6091 Goetzens Group Business & Management 2012
DATE:
2nd of July 2014
Thomas Auer
I.
Table of Contents
I. Table of Contents ....................................................................................................... I II. List of Tables ........................................................................................................... III III. List of Figures ......................................................................................................... IV IV. List of Abbreviations ................................................................................................ V Abstract ........................................................................................................................... 1 1. Introduction .............................................................................................................. 2 1.1. Problem Definition ............................................................................................. 2 1.2. Research Question ............................................................................................ 3 1.3. Methodology ...................................................................................................... 4 2. Literature Review ..................................................................................................... 5 2.1. Concept of Lean Management .......................................................................... 5 2.1.1. Different Types of Waste ............................................................................ 7 2.1.2. Principles of Lean Thinking ....................................................................... 10 2.2. Concept of Value Stream Management .......................................................... 13 2.2.1. Preconditions for VSM .............................................................................. 13 2.2.2. Mapping Procedure .................................................................................. 14 2.2.3. Implementation Plan to Reach the Desired Future ................................... 19 2.3. Management Impact of This Approach ........................................................... 21 3. Value Stream Management Within a Design and Engineering Department of a Cabinetmaking Company ............................................................................................. 25 3.1. Potential Analysis From the Viewpoint of an Internal ...................................... 25 3.2. Potential Analysis From the Viewpoint of an External ..................................... 27 4. Discussion .............................................................................................................. 29 4.1. Potential Analysis: Financial Aspects .............................................................. 30 4.2. Potential Analysis: Structural Aspects ............................................................. 31 4.3. Potential Analysis: Cultural Aspects ................................................................ 31 4.4. Pre-Conditions from an Organizational Viewpoint........................................... 32 4.5. General Potentials for the Service Industry ..................................................... 34 4.6. Limitations ....................................................................................................... 35 5. Conclusion and Future Outlook ............................................................................. 35 References.................................................................................................................... 37 I
Thomas Auer
Appendix A – Isikawa Fishbone Diagram ..................................................................... 40 Appendix B – Value Stream Mapping Icons ................................................................. 41 Appendix C – Checklists for Waste Elimination ............................................................ 44 Appendix D – VSMA at Norer ....................................................................................... 47 Appendix E – Interview Analysis ................................................................................... 53 Appendix F – Relevant Interview Paragraphs (Translated) .......................................... 59 Appendix G – Interview Guidelines ............................................................................... 62 Appendix H – Interviews transcribed ............................................................................ 66
II
Thomas Auer
II.
List of Tables
Table 1
Average Percentage Distribution of Value Added Activities Inside a Typical Product / Service Flow (Chiarini, 2013, p.32)
6
Table 2
Metrics for Data Boxes and Timelines (Rother & Shook, 1999, Part 2)
15
Table 3
Ten Wastes of the Service Industry (Bonaccorsi, 2011, p. 430)
20
Table 4
Commonly Used SVSM Metrics (Bonaccorsi, 2011, pp. 432433)
23
III
Thomas Auer
III.
List of Figures
Figure 1
Muri Mura Muda (Lean Enterprise Institute, 2014)
7
Figure 2
Basic Lean Principals and Descriptions (Chen & Cox, 2012, p.19)
11
Figure 3
Kanban Supermarket (Rother & Shook, 1999, Part 4)
14
Figure 4
Current and Future State (Rother & Shook, 1999, Appendix B)
16-17
Figure 5
Value Stream Plan (Chen & Cox, 2012, p.26)
18
Figure 6
Take Time Levelling (Rother & Shook, 1999, Part 4)
19
Figure 7
SVSM Icons (Bonaccorsi, 2011, p. 431)
21
Figure 8
Enrolment Center Current and Future State (Bonaccorsi, 2011, pp. 435-437)
22
Figure 9
Thematic Map Potential Overview
28
Figure10
Thematic Map Preconditions
30
Figure11
Current Total Process Overview Norer
47
Figure12
DED Processes Current State at Norer
49
Figure13
Future Total Process Overview Norer
50
Figure14
DED Processes Future State at Norer
51
IV
Thomas Auer
IV.
List of Abbreviations
CIP
Continues Improvement Processes
DED
Design and Engineering Department
ETO
Engineer to Order
NVA
Non Value Adding
NNVA
Necessary Non-Value Adding
SVSM
Service Value Stream Management
VA
Value Adding
VSD
Value Stream Design
VSMA
Value Stream Management
VSM
Value Stream Mapping
VSP
Value Stream Planning
V
Thomas Auer
Abstract Cabinet-making companies in Austria are facing intense problems at the moment. Their growth rate is declining and a cannibalization of markets takes place. In order to achieve a higher cost efficiency and customer focus, the application of Lean Thinking could play a vital role. Since the utilization of Lean in a production context has already been intensively researched, a focus is given to the more service oriented parts of such a business, namely the Design and Engineering Department. Therefore the potentials of the implementation of the Lean tool Value Stream Management in this environment were investigated. This practice states a strategic and operational method for the critical transformation to a truly Lean organization. The investigation of this methodology was done on the one hand by an intense literature review on Lean Thinking and Value Stream Management and on the other hand supplemented by semi-structured interviews with employees of such a Department and external experts. An overview on the encountered potentials and relevant preconditions is displayed in this paper. Additionally the limitation and areas for further research are revealed at the end of this thesis.
1
Thomas Auer
1.
Introduction
Lean Manufacturing is one rising star in the field of production optimization approaches. Since Womack, Jones and Roos (1990) published their famous book The Machine that changed the world, increasing attention was given to this methodology (Chiarini, 2013, p.5). The concept of Lean Production originated in a highly competitive stage of car manufacturing. One quote of Henry Ford of 1909 describes best what mass production, which was most commonly used during this time period, provided until the introduction of Lean Manufacturing. "Any customer can have a car painted any colour that he wants so long as it is black,” (Ford, 2005, p.34). Customer expectations were simply ignored or described as not feasible, due to high costs and other correlating issues. In this stage Eiji Toyoda and Taiichi Ohno, from Toyota Cars, pioneered with their Lean Thinking approach. (Womack et al., 1990, pp. 49-51) The core essence of this methodology focuses on the identification of value adding (VA) process steps, in order to increase effectiveness and efficiency of all involved process steps. Womack et al. (1990) defined value as the ultimate customer satisfaction corresponding with highest possible profitability for a company (pp.66-68). The later can be clearly identified in terms of returns or quality of the produced product. The former needs more specification.
1.1.
Problem Definition
The Austrian carpenter branch is facing intense problems at the moment. Competition is as high as never before and cannibalization of markets takes place. This branch showed a negative development of minus 2.8%, compared to other branches, in the second quarter of 2013 (Austrian Institute for SME Research, 2013, p.1), which is an alarming sign. One could interpret that the situation is similar to the one the car industry faced in the mid 1970s. Cost efficiency and customer satisfaction are more essential than ever before. This could indicate a possible application for Lean Thinking. Adopting this methodology in a manufacturing context has been widely researched, but according to Bonaccorsi (2011) and other researchers the usability in services is still difficult. This is due to the fact that value is hard to trace, because process visibility and ownership are often not clearly defined within a typical service process (p.429). Nevertheless the implementation of Lean Thinking in service-oriented companies has made progress in the last two decades. The application of these early adaptions has mainly focused on the field of health care, IT, financial services or higher education (Kumar, Choe, & Venkataramani, 2013, p.86; Malmbrandt & Åhlström, 2013,
2
Thomas Auer
p.1131). Because value is hard to trace one could interpreted that this is the reason why this approach has mostly been tested in a rather standardized context. Lean Management provides a high variety of tools that foster the efficient implementation of those principals. For the sake of value identification the most commonly used method is value stream mapping (VSM; Chen & Cox, 2012, p.19). Within the context of value stream management (VSMA), the mapping aspect sets the first of a series of events. The following actions involve value stream design (VSD) and value stream planning (VSP). This reaction chain allows identifying value-creating activities and eliminating non-value adding (NVA) steps (Rother & Shook, 1999, Part 1). Introducing continuous flow is often resulting out of this phases, which states one of the core principals of Lean Thinking (Cudney & Elrod, 2011, p.6; Matt, 2014, p.334; Womack et al., 1990, p. 28) According to Carlborg, Kindström and Kowalkowski (2013) further research will be needed to better understand the application possibilities of Lean Management in service oriented companies (p. 292). This statement applies particularly to the identification process of value in service processes. Within a typical carpentry business the identification of value in manufacturing processes can be done relatively easy compared to the service related activities. Especially in the design and engineering stage the detection of value creation seems most challenging, but is nevertheless essential as it states the most VA activity next to the production processes itself. Therefore further research is needed to help this specific department to be more cost efficient and customer oriented. Summing up the above-mentioned arguments, it becomes clear that research in the field of application of value stream techniques in service contexts is still needed. This thesis aims at establishing an overview on value identification (VSMA) and its potentials in a design and engineering context. More scientific research could help to facilitate a higher usage of this approach in the field of craft businesses and engineer to order (ETO) branches.
1.2.
Research Question
The problem definition chapter showed the need for further research in the field of application of VSMA in the field of ETO branches, especially in the DED area of cabinetmaking. Since the scope of activities in a practical example of such a company would go beyond the possibilities of this thesis, the main focus will be given to the design and engineering process, due to the fact that this particular work step states the most VA undertakings next to production. Within this given framework the following question will be elaborated: 3
Thomas Auer
“How do different parties see the potential for the application of value stream management within an engineering and design department?” Since the writer focused intensely on the application of the Lean tool VSMA for the purpose of value identification, an intense literature review was done on these areas. Additionally semi-structured interviews followed by an inductive thematic analysis were conducted. More details about the methodology of the information gathering process can be found in the next chapter. Within the stated research question a wide variety of sub questions can occur. In order to focus on the essential of VSMA, aspects of change management, organizational design, organizational development and Lean variations (e.g. Six Sigma, Total Quality Management, Lean Six Sigma, Lean Construction, etc.) will not be considered within the theoretical elaboration. This provides room for further research.
1.3.
Methodology
This thesis aims to provide insight into the potentials VSMA delivers to upcoming Lean companies, especially in a Design and Engineering Departments (DED) within an ETO environment. Since value stream analysis is a tool belonging to the Lean Thinking approach, an in-depth literature review on the origins and applications of this method was conducted. The scope of this secondary research ranges from the originators of Lean Thinking literature James P. Womack, Daniel D. Jones and Daniel Roos: The Machine that Changed the World (1990) to the most recent publication of various Journals like the International Journal of Operations & Production Management. After establishing a common understanding about Lean Thinking a detailed review on value stream analysis and VSMA was performed. An essential book that has been analysed is Learning to see: Value Stream Mapping to add Value and Eliminate Muda by Mike Rother and John Shook (1999), since it is strongly related to the original ideas of Womack et al. (1990) Due to the fact that research in the application of Lean Management in services still needs to be more examined (Carlborg et al., 2013, p. 292), this thesis conducted primary research on the potential of VSMA from the viewpoint of different parties. In order to gather a high variety of data, semi-structured interviews were held with employees of a DED of a carpentry company and with external parties with an intense background in Lean implementation. Since data collection is the most important stage during a research process, a high effort was given to the preparation of the conducted interviews. An interview guideline (see Appendix G) was prepared and a test interview has been conducted. With the results of this trial the coding structure, which is described below, was devel4
Thomas Auer
oped and further improvements on the interview guideline could be done (Turner, 2010, pp. 757-759). The gathered material was transcribed and paraphrased (see Appendix H). Afterwards a detailed coding and summary has been made to detect the most appropriate key points the participants stated (see Appendix E: Interview Analysis). These results have been interpreted and discussed in the corresponding chapter (see Chapter 4: Discussion) of the thesis. The qualitative interpretation method used was an inductive thematic data analysis as described by Braun and Clarke (2006, p.36). The results out of these analysing method, namely thematic maps, are shown in the Chapter 4, and contain visual representation of the made statements with a hierarchical ordered cluster system. This method was chosen, due to the high variety of interview partners. By conducting analysis in this way the most important and frequently mentioned potentials and risks of VSMA can be clustered and interpreted quite flexible. The low number of participants made quantitative analyses rather unreasonable in this case.
2.
Literature Review
Within this chapter the writer wants to establish a common understanding about Lean Thinking and the concept of VSMA. Following the business impact of this approaches will be explored, starting from this theoretical background.
2.1.
Concept of Lean Management
As briefly stated above, Lean Manufacturing originated during a highly competitive stage in car industry, around the year 1984 (Womack et al., 1990, p. 3). Mass production, which was commonly used during this time period, made cars and other luxury goods affordable for a broad audience. Through the high accessibility to these products, consumers asked for more. Needs changed and more variety and features were demanded. The original black Ford T model, as described in the mentioned quote of Henry Ford, was not sufficient anymore. Unfortunately this issue tackled one of the core weaknesses of mass production (Womack et al., 1990, pp.45-47). Macroeconomic changes, like escalating fuel prices, increased labour costs due to unionization and increasing raw material expenses enlarged the pressure on this industry even more. Especially the Japanese market had to cope with additional issues such as a smaller internal market size and poorer quality, due to a lack of economy of scale compared to US car producers (Chiarini, 2013,pp.2-3). During this very critical period Eiji Toyoda and Taiichi Ohno, from Toyota Cars, pioneered with their Lean Thinking approach (Hines & Rich, 1997, pp. 46–47; Womack et al., 1990, pp. 49–51).
5
Thomas Auer
Their core idea was the refusal of the acceptance of waste of resources in every activity a company performs. To be in harmony with Lean, all NVA activities are considered to be waste and must therefore be reduced or eliminated (Carlborg et al., 2013, pp. 291–292). Reduction of waste mainly aims at productivity issues rather than quality concerns. The main reason for that is simply that a higher productivity leads to leaner operations, which will essentially improve the possibilities for failure detection and optimization of quality issues, due to the effects of economy of scale (Hines & Rich, 1997, p. 47). Within every company the Lean approach identifies three categories of activities: (a) Non-value adding (NVA) activities: The first category classifies pure waste and includes needless actions, which should be completely erased. A practical example could be waiting time, which essentially interrupts the principle of continuous flow. This fundamental principal is going to be described later on in this chapter. Other NVA activities are inventory stocks, long transportations ways or wrong work place ergonomics (Hines & Rich, 1997, p. 47). (b) Necessary but non-value adding (NNVA) activities: The second category may be identified as waste, but nevertheless is needed to fulfil certain operations. Activities as maintenance, which belong to this group, may never be completely eliminated, other than for example unpacking efforts needed for certain products. These changes on the other hand need far more long-term thinking, because structural changes may be needed for that as well (e.g. safekeeping of the unpacked deliveries and optimizations of the supply chain; Hines & Rich, 1997, p. 47). (c) Value adding (VA) activities: These actions directly contribute to the conversion of raw material or information into products and services, which are valuable for the internal or external customer (Hines & Rich, 1997, pp. 46–47). Another quite matching definition of VA activities was stated by Chiarini (2013): “It [value adding process] provides a higher value output than input”(p.16). Furthermore she described the condition for the creation of value under a Lean Thinking approach as the following: “Value added must be created at the lowest cost possible, maximizing the value the customer recognizes to that particular output”(p.17). Table 1 shows an average percentage of VA activities within a company before applying Lean Thinking. Hereby the need for waste reduction, which states 75% of all activities within a product/service flow, can be clearly identified.
6
Thomas Auer
Table 1 Average percentage of value-added activities inside a product/service flow Abbreviation
Category
Average percentage
NVA
Non-value adding
75,00%
NNVA
Necessary non-value adding
15,00%
VA
Value adding
10,00%
(Chiarini, 2013, p. 32)
2.1.1. Different Types of Waste Waste reduction is a commonly used procedure within many business excellence methods. Many different approaches tackling this issue can be identified, most of them originated through different cultural and historical backgrounds. The below stated methods identify a foundation for the today used commonly accepted waste categories in Lean Thinking (Chiarini, 2013, pp. 17–18): (a) Three “MU” (traditional Japanese approach) (b) Four “M” or five “M” (traditional Japanese TQM methodology) (c) Seven Wastes (Japanese approach modified by the US)
2.1.1.1. Three MU The first category (a) refers to a widely used Japanese expression for waste, namely Muda, although this term has a far more specific definition. Lean essentially tries to match the perfect equilibrium between capacity and workload. Therefore there has to be a correct quantity of workers, machineries, materials and finished products ordered by the customer at the right time (Chiarini, 2013, p. 18). The following definitions show the expansion of the simply used word muda to a more complex level: (a) Muda = more capacity than workload (real waste). (b) Mura = capacity that swings around a fixed target (the waste is that an unsteady capacity usage is in place). (c) Muri = more workload than capacity (workforces and machineries too busy). Chiarini (2013) described the above mentioned terms in the following example: “A worker on an assembly line has to assemble 60 products using a machine that allows him or her to work on 20 products at the same time. Muda, as in waste, would mean assembling the products in groups of 10, thus 6 different cycles. Mura would mean assembling the products in 2 groups of 20 and 2 groups of 10. Muri would be asking the poor worker to complete production in 2 7
Thomas Auer
cycles of 30, thus exceeding the workers abilities. The ideal situation would obviously be to divide the products in 3 groups of 20 each.” (p.18) These categories state an essential part for the more detailed described waste classifications established by Womack et al. (1990), which facilitated the promotion of the core idea of Lean Thinking (Chiarini, 2013, pp. 16–18). Figure 1 illustrates the different types of waste in a more visual way.
Figure 1 Muri Mura Muda (Lean Enterprise Institute, 2014)
2.1.1.2. Four M or Five M The second category, four M or five M, relates to the famous Ishikawa Fishbone Diagram (see Appendix A). It helps to visualize a form of cause and effect diagram, referring to the main areas where defects can origin. Chiarini (2013) refers to four main groups of defects, which develop out of Man, Machine, Material and Method of work. Often the factor “mother nature” is included as well, for factors that are not influenceable by a company (p.19). Aartsengel and Kurtoglu (2013) stated two more categories, which should be taken into consideration for the creation of this diagram, namely Management and Measurement Systems (pp. 456-457). Within the following lines these seven types will be briefly explained in order to establish a interconnection between Muri Mura Muda, the four M or five M and the sev-
8
Thomas Auer
en typical kinds of waste stated by Womack (Aartsengel & Kurtoglu, 2013, pp. 456– 457): (a) Man: refers to the Human Resource, with its roles and responsibilities. (b) Machine: discusses the performance of the individual machineries and their performance variations and reflects the contribution of these tools to the overall quality of the manufactured products, including the need for maintenance. (c) Material: refers on the one hand to raw materials received and on the other hand to semi-finished and finished products. Especially handling issues and defects resulting out of this action are stated in this subsection. (d) Method of work: reflects the process and the variations of involved activities to their overall contribution to the VA activities. (e) Mother Nature: includes environmental factors, which can hardly be influenced. Most commonly temperature, humidity and environmental factors, affecting for example transportation of raw materials, are evaluated on their impact on the overall production. (f) Management: debates the impact of management approach, structural organization and the in place vision, on the overall output (g) Measurement Systems: for the evaluation of each activity certain data collection methods are needed to ensure a constant improvement. This issue is handled under this section. These above stated cause and effect figures state an essential part in continuous improvement processes (CIP), especially due to their ability to trace back defects to their core reasons (Aartsengel & Kurtoglu, 2013, p. 457).
2.1.1.3. Seven Types of Waste The third subchapter refers to the seven typically accepted types of waste, within the Lean approach. They state the foundation of Lean waste reduction and have been further developed for many different applications, like Rother and Shook (1999) or Bonaccorsi (2011) did for VSM and VSMA. These seven waste types became most famous, due to the fact that they were initially introduced by Toyota itself (Chiarini, 2013, p. 19), namely by Taiichi Ohno, one of the founders of Lean Thinking, and then published by Womack and Jones (Womack & Jones, 1997, p. 1). Below these seven types are listed and descripted: (Hines & Rich, 1997, pp. 47–49) (1) Overproduction: states the most severe type of waste (Rother & Shook, 1999, Part 3). It disrupts the continuous flow of products or services and often correlates with quality issues. Overproduction leads to high inventory stocks, which comes along with financial and structural disadvantages. Products or services can deteriorate and defects
9
Thomas Auer
may not be recognized early enough, which ends up in removing or reworking pills of stock. Additionally high work-in-progress stocks tie up huge amounts of capital. (2) Waiting Time: Whenever items are not moving or are not processed, then waiting takes place. This can be reduced through implementing the flow principle. If this time cannot be completely eliminated, for example if it is due to maintenance tasks, than the time should be used for training or CIPs. (3) Transport: Transportation should be eliminated whenever possible. Double handling can often lead to damages and other defects. Additionally transportation creates distance to the original production process, which makes the communication hardly effective for rework and improvements purpose. (4) Inappropriate processing: refers to changing the current simple process to an overly complex one, such as exchanging small manageable steps to one sophisticated activity (e.g., through change in machinery). This change may discourage ownership and urges employees to produce more than needed in order to overcome the high investment for the complex machinery. (5) Unnecessary inventory: Is the result of overproduction or wrong procurement. It tends to increase lead-time and slows down the recognition of failures. As stated above, high inventory stocks also tie up relatively big amounts of capital and additional costs for storage space will occur. (6) Unnecessary motion: Refers to wrong designed workplaces in terms of ergonomics. The more movements and stretches an employee has to perform the faster he or she will get exhausted, which can result in poor performance and therefore poor quality outputs. (7) Defects: Are often the result of one or more of the above-mentioned issues. Defects are directly measureable in cost, but often a further investigation is needed to find the root cause (Hines & Rich, 1997, pp. 47–49). Within the three above mentioned approaches of waste categorization, three “MU” – four M or five M – and the seven commonly accepted types of waste, the evolution of these methods can be seen and a trend can be identified, that these modes will be even further developed (Chiarini, 2013, p. 18). A checklist for the identification of these seven waste types can be found in Appendix C.
2.1.2. Principles of Lean Thinking The core essential of Lean Thinking is to identify waste. To further improve the transformation of goods and services, five principals have been established by Womack et al. (Womack et al., 1990; Womack & Jones, 1996, 2006) which guide through the implementation of the Lean philosophy (Hines & Rich, 1997, pp. 47–49):
10
Thomas Auer
(1) Identification of value: To classify waste, one must define value first. As stated in the paragraphs before, value always has to be seen from a customer perspective. With the differentiation into VA, NNVA and NVA and the identification of the most common seven types of waste, one can evaluate companies operations to their direct contribute to the value creation for the customer (Hines & Rich, 1997, p. 47). According to Womack & Jones (1997) managerial thinking and investor demands mostly guide decisionmaking processes today, rather than entirely focusing on the customer. The change to a more customer oriented and value based view states one of the core essentials of their methodology (pp. 16–17). (2) Identify value streams: Value streams states the activity of guiding a product or service through the following stages: Product development, which begins at concept development followed by engineering and production planning, to information management, which includes all aspects of communication, to physical transformation of raw materials. Every process must be analysed in detail to visualize the contribution to the overall output. Again the identification of value plays a vital role. Especially processes performed by other stakeholders, who have direct impact on internal production procedures, should be considered as well. An increasingly important tool for this analysis is VSMA, which will be explained in more detail in the next chapter. (3) Flow Principle: After the identification and visualization of value and its streams, the most obvious constraints have typically already been banished. Within the third step, Lean focuses on letting these streams flow. By following this principle a product or service is completely handled from the start of production until the final assembly, without building stocks in between. Through continuously working on the whole value creation process, rather than in organizational silos, the focus on the overall output will be increased and typical problems, like for example overproduction, will not occur. A very import term in this context is kanban, which is a scheduling method for Just-In-Time and Lean Productions. It helps to reduce inventory stocks and decrease turnaround times. (4) Pull Principle: The fourth principle states that the production of products or services should only start when there is a customer order (i.e. the customer demand pulls the product through the production steps instead of pushing goods into the market, which in the end possibly will not find a potential buyer). Through this standard, demand will stabilize over time, because customers are aware that they will get the product when they order it as soon as possible, without periodical price rises and falls due to reduction necessities of too high stocks of inventory. (5) Perfection – continuous improvement: Through applying the first four principles, companies typically realize that it is possible to have a higher customer satisfaction 11
Thomas Auer
with lower costs involved for production. Stimulated through the early achievements the application of CIPs, also known as kaizen processes, seems more tangible. Especially through high employee participation in these projects, the overall productivity increase will be highly visible and motivating. Nevertheless transparency will be needed within the whole process, to on the one hand let the employees see the direct effect of their contributions and on the other hand allow customers, suppliers and other stakeholders
Value Stream for Lean Office—A Case Study to integrate into these systems of Management Lean Organization.
19
Figure 2 shows other basic principles of Lean and a corresponding description.
1. Basic Lean and descriptions. They mostly originated out Table of the ideas ofprinciples the beforehand stated five core principles. Lean principles
Description
Standardized Work:
Reducing the amount of variation in both the process and output with work instructions.
Quality at Source:
The product or information which will be passed to the next station should be confirmed as acceptable quality. Templates and samples can be used as tools to efficiently perform the inspection.
5S or Workplace Organization:
An organized work place helps workers perform their task efficiently and provides a specific location for everything required. These 5S’ are described in the following: 1) Sort: What is not needed should be sorted out from the working place. 2) Set-in-order: Make what must be kept, visible and easily distinguishable. 3) Shine: The work place and equipment should be cleaned periodically. 4) Standardize: Make a standard for above three S’s”. 5) Sustain: These rules should be followed by every worker in the station.
Point of Use Storage (POUS):
Raw material is stored at the work station where it is used. Visual tools such as cards and record boards can be used as a tool to simplify inventory tracking, storage, and handling.
Visual Control:
Simple signals such as cards, lights, color-coded tools, and lines delineating work are used as tools to provide immediate information in the working place.
Team:
Lean philosophy values teamwork; therefore, any improvement suggestion in the company should be discussed among team members and provided to supervisory level manager.
Batch Size Reduction:
By reducing the batch size, the lead time of completing a service or production will be reduced and quickly satisfying the customer demand also help company to have a better cash flow.
Pull System:
A pull system is a flexible and simple method of controlling and balancing the flow of resources. Production and service is based on customer demand rather than forecasting.
Work Cells:
Creating a cellular design rather than in a traditional straight line that will provide a better utilization of people and communication.
Figure Basic Lean Principlesfamily and for Descriptions Cox, 2012, p. as 19) Step 2.2Selecting a product/service con- team(Chen members&with as much detail possible. The third The 5SVSM or workplace organization states another important principle, the end previducting tip is that members should start atbeside the customer and
“Your established customers care about specific This products, work upstream services or products should be ously core their values. method, namelybecause Sort-Set-Shine-Standardizenot all of your products” [10]. Therefore, it is important driven by customer demand. Therefore, the process that to identify and focus on a single family of products from is linked most directly to the customer should be considthis reasons the identification and storage of gadgets is done with visual controls and the customer end of the value stream. It is only necessary ered as the beginning and the pace for other processes predefined places are assigned fororeach By introducing standardizato map things that are relevant to this product service,item.further upstream. Thethis fourthmethod, tip is following the icon as selected by the teamplace leader,and because drawing every- scheme which is can shownbein done Figure(Chiarini, 2. There are2013, estabtion can be take more coordinated processing thing82–84). that happens in the plant on one map would make lished standard icons for value stream maps so that pp. the map too complicated [10]. Products or services which members can create a VSM which is able to be underinvolve similar customers and similar supplier inputs stood by other people. Following these tips, members can should be put together as a target product family and bring a stopwatch, paper and pencil and then start 12 to drawn on one VSM. That makes the VSM easier to visu- draw the current map. Typically, it takes five steps for alize and understand. drawing an office value stream map [10]: Sustain, describes how to organize a workplace for efficient and effective usage. For
Thomas Auer
2.2.
Concept of Value Stream Management
VSMA is a rather comprehensive approach reaching far beyond the scope, which is described under the principal of value stream identification within the five core principals of Lean Thinking. It includes three main elements: VSM, VSD and VSP. An introduction on the usage of these methods will be provided in this chapter. (Matt, 2014, p. 429) “Whenever there is a product [or service] for a customer, there is a value. The challenge lies in seeing it” (Rother & Shook, 1999, Conclussion). Within the above provided five-step framework for the principal implementation of Lean, one of the most important points is to properly define value and how it is streaming through the processes. According to Womack & Jones (Rother & Shook, 1999) many companies skip one of these most essential issues within this guideline. They directly rush into muda elimination, kaizen improvement projects and CIP bombardments right after the have defined what is most valuable to the customer (Foreword). By skipping the step of value stream identification, the big potential of the subsequent points, like the flow principle, cannot be used in an effective way. For this reason, Rother & Shook (1999) focused on the development of an instrument that makes value stream analysis not only a tool to visualize, but more a method to create an implementation plan to reach a desired future (Part 1). Within the last decades the original proposal on how to analyse value streams has been adapted several times. In order to understand the deviations one must first comprehend the VSMA system, developed by Rother & Shook. Within their book Learning to see: Mapping to Create Value and Eliminate Muda (1999) they provide a practical guideline on how to best use value stream analysis, building on the foundation of Womack & Jones (1990,1996).
2.2.1. Preconditions for VSM from a Technical Point of View Before starting with the actual mapping process a few preconditions have to be set. This subchapter aim to provide an overview on the key requirements, which focus on the VSMA process itself rather than on organizational and cultural preconditions. These issues will be elaborated in more detail in Chapter 4, including input from interviewee side. The following points have been identified as most essential: (a) Within the process of VSM the information flow has to been seen as equally important as the material flow. Without proper information transfer a system can never reach its full potential. (b) The next important step is to consider which output should be achieved from the mapping process. In particular this means, that one should think about how the future value 13
Thomas Auer
stream map should look like. By having a vision of the future, the current reality can be compared to the ideal state and adaptations can be planned. The future state should always be seen from the value perspective of a customer. This step is also known as VSD (c). In order to not lose focus, the VSM process should focus on a specific product family. Only within very small companies a mapping process of the whole production system would be reasonable. (d) Most commonly companies are organized in departments and function rather than flow of creation processes or product families. This makes it very rare to identify a person, who is aware of all process details and relevant schedules. Within the process of VSMA a value stream manager should therefore be appointed to get a better overview on all involved activities of all participants, including suppliers and internal and external customers on the way to the final consumer. (Rother & Shook, 1999, Part 1)
2.2.2. Mapping Procedure Now the actual mapping process can begin. As stated in the preconditions (point B) one should start by mapping the future first. The nowadays commonly used term for this procedure is VSD. By collecting relevant information about the current process, one can think about how to visualize the future (Rother & Shook, 1999, Part 1). According to Erlach (2013) the analysis of processes should follow a specific order. One should start by investigating the directly VA production process and further continue to expand the level of magnitude until one reaches the supplier level (pp. 25-26). These detailed steps can be seen below (Erlach, 2013, p. 26): 1. ‘Production Process’ stands for directly productive activities within the factory as well as external processing activities, 2. ‘Business Process’ describes order-processing tasks including production planning and production control, 3. ‘Material Flow’ is the movement of materials between production processes including materials on hand, 4. ‚Information Flow‘ stands for the transmission of data and documents between individual business processes and towards production processes including data frequencies, 5. The ‘Customer’ reflects the customer demand to be met by the production, thus modelling the system load. 6. The ‘Supplier’ represents the production’s supply with raw materials and parts. These first analyses should be complemented by strategic considerations on how the investigated product line will develop in the upcoming years. Strategic orientation can
14
Thomas Auer
either be extracted out of the company strategy or out of a Hoshin Karni, which states a one-year implementation plan of needed changes. This approach is situated in the timeline after the business strategy, but before all relevant kaizen projects. This issue states another precondition before starting with the actual mapping process, but is not mandatory due to the fact that these elements are sometimes hardly identifiable within examined companies (Chiarini, 2013, Chapter 4). The mapping procedure visualizes either a future (VSD) or a current state (VSM) of a process line. Firstly a value stream manager will start with measuring all door-to-door activities, which are relevant for this product line (i.e. within own company structure). The level of magnitude can be expanded once the process is completed inhouse, to the whole supply-chain if reasonable, like Erlach (2013) suggests. The common mapping process uses specified icons to demonstrate the interconnections between all elements of a value stream. Some of the most typical icons can be found in Appendix B. (Rother & Shook, 1999, Part 1) Appendix B shows a variety of symbols, which can be used to map a process. Typically one will start with the customer in the upper right corner. Following a circular system (counter clockwise) the process will end again in the customer symbol. Supporting functions like production control and suppliers are mostly drawn on the upper part of the map. The actual value adding process is commonly visualized on the bottom of the picture. All processes, drawn with a process box and a data box each, are then connected either by an information flow or an actual movement of goods. If an inventory is build between processes, then this will be shown with the corresponding inventory symbol. If a straight first-in-first-out of the inventory is done, then the equivalent icon can be used. An alternative to this is the supermarket system. This inventory process describes a method in which items are stored and a withdrawal is done corresponding to the next production step (e.g. left and right doors are welded in batches but assembled in pairs). The stocking of this supermarket can be done with kanban system, where specific production orders are given if the next process has withdrawn a certain number of items. This system is shown in Figure 3 (Rother & Shook, 1999, p. Part 2)
Figure 3 Kanban Supermarket (Rother & Shook, 1999, Part 4) 15
Thomas Auer
Another very import feature every VSM process should include is a timeline. It includes the time each product or service requires in each stage of the process. Within this step the inventory capacities are included as well. In the end a comparison of the lead-time (i.e. the time the product needed throughout the whole process) to the total processing time (i.e. the time the product was actually processed within each step of production) will be done. This metric especially shows how many times the inventory is turned around (inventory turnover) and one can identify how much capital is unnecessarily tied up within the production process. Other important metrics for the purpose of drawing timelines and data boxes can be found below in Table 2. Table 2 Common Metrics of Data Boxes and Timelines Name Description Cycle Time: How often a product is completC/T ed by a process (measured in seconds) C/O Changeover Time: Time needed to switch between production of one variation to another EPE Production Batch Size. Is measured in “every part every _____”. This can mean that all necessary parts for production are produced within one shift, week, day, hour … Number of operators Number of operators needed to operate machines, including maintenance. If more shifts are run than the overall number should be stated. Number of product variations Number of product variations produced In this process Pack size In which quantity products will be packed for transportation reasons Working Time (minus breaks) How much working time is available within a certain period (week, month, year) Scrape Rate Often stated as reliability ratio VA Time Time a product was actually processed to the customer demand Lead Time The time a product needs to run through all necessary steps of production (Rother & Shook, 1999, Part 2) Figure 4 shows the usage of the above-described icons and metrics in a current and future state map. The complete production of a car part manufacturer was changed through the application of VSMA and the lead-time was reduced from 23.5 to 4.5 days (minus 80%), while having lower tied up capital and producing only on customer demand (no overproduction; Rother & Shook, 1999, Appendix B).
16
Thomas Auer
17
Thomas Auer
Figure 4 Current (top) vs. Future State (bottom) (Rother & Shook, 1999, Appendix B) 18
Thomas Auer
2.2.3. Implementation Plan to Reach the Desired Future After describing the desired future, the comparison to the current state should be done, due to the fact that the contemporary state represents the status qua of the investigated process (Bonaccorsi, 2011, p. 429). Information, which was collected for the crea26
Stream Management for Lean Office—A Case Study tion of the future state, Value should now be visualized in the same detailed way, as it was
done VSD process. element that help to measure the stream performance to makeinit the become a reality, and theEspecially leader of theall team in what loop is provided by the value plan (Figcreates the value stream plan.
ure 8). The light bursts in the future-state map shown in
ture ideal state of company
tives in the value stream plan, represent a change that
of time, the leader of the Lean event team needs to create
look more like the future state map. To achieve the goals
considered a loop for improvement. Since the lead time
several Kaizen events where they used the 5 why’s
chasing and structural design processes, this is consid-
the root cause was identified the team then brainstormed
ofStep a process, likea Value the VA timeplan or to lead time, descripted rather 5. Proposing stream reach fu- should Figurebe 7, which are matched to thecomprehensivevalue stream objectly Ininorder thetocorresponding By comparing current thethefuture reach the future statedata withinboxes. a short period needs to bethe made in order with to make current value system stream map,stream relevant willprocess be made visible. Depending that is a “yearly value plan” changes sheet. Each sub is in the value stream plan,on the the teamalteration members conducted desired, an action plan should the shift old to new. of the electrical design process is higherbe thancreated the pur- in order methodto to facilitate determine the root causefrom of a problem. Once This process is commonly known under the term VSP, which states the final stage of ered as the first target to improve. There is a measurable solutions for each problem. The following paragraphs goal for each loop, and the leader assigns a person to be VSMA. (Rother & Shook, 1999, Part 5) in charge of the improvement of each of the loops. The
summarize these Kaizen events. Kaizen Event 1: Reduce the defect rate in the elecproposed value stream plan is shown in Figure 8. trical design process The third and final part, VSP, aims at providing an implementation plan for the Step 6. Conducting Kaizen events to reach the fuThe defect rate in the electrical design process is about ture state VSM 100%. The three effects of this high defect rate are: desired change. The most commonly used facilitator for that is the Plan-Do-Check-Act While brainstorming the future VSM, team members 1) The overall lead time is increased; identified where the non-value added activities and wastes 2) The amount of WIP inventory increases; (PDCA) cycle. Within this framework an action is planed, implemented and will be afexisted in the current process (Table 2). The goal of the 3) The Company labor costs increase due to rework. Lean Office event is to continuously reduce waste officefinal usage Root cause identification: terwards evaluated and adjusted forin the in the process structure of a comprocesses and to add value in products or services. A In order to eliminate this problem, the Lean event team clear direction about1991, what thepp. team7–8; needsChiarini,2013,pp.32-33). to implement used the 5 why’s to determine the root as pany (Crosby, A method VSP can be seen in cause, below.
Figure 8. Proposed value2012, stream plan. Figure 5: Value Stream Planning (Chen & Cox, p. 26)
The main aim, which should already be included in the future state, is a levelling of the Copyright © 2012 SciRes. AJIBM production capacity to the ordering cycle of the customer, without producing too much inventory between the processes. For this reason, one production step should be
19
Thomas Auer
pacemaking, which pulls the rest of the production to the desired output. With the pace making, the corresponding takt time (i.e. available time within each process per customer demand) should also be investigated closely, if this has not been done within the stage of introducing flow. In Figure 6 such a levelling procedure is shown and efficiency gains are directly visible. (Rother & Shook, 1999, Part 4)
Figure 6 Takt Time Levelling (Rother & Shook, 1999, Part 4) This illustration shows the efficiency increase a structured levelling of takt-time can create. By equally distributing the workload, the overall lead time can be reduced from 188 seconds to 168 (11% decrease) and only 3 employees are needed instead of 5 (40% decrease; Rother & Shook, 1999, Part 4). Summarizing one can say that the VSMA approach fits to most processes, which have a tangible output (Bonaccorsi, 2011, p. 429). The suitability of this methodology to the service industry will be investigated in the following chapter.
20
Thomas Auer
2.3.
Management Impact of This Approach
Although the interest of service companies in using Lean Thinking approaches is increasing, research is still in its infancy (Malmbrandt & Åhlström, 2013, p. 1131). For this reason, this chapter should provide an overview on the common thoughts about the adaptation of Lean Thinking and VSMA to a more service-oriented field. Various authors describe the most incremental transformation step of Lean Manufacturing to Lean Services as the modification of the seven common types of waste (Bonaccorsi, 2011, p. 430; Piercy & Rich, 2009, p. 58). Bonaccorsi (2011) described wastes of the service industry intensively and expanded the original adaptation by additional three types (see Table 3; p.430). Even though the context changed from manufacturing to service, the connection to the original seven types of waste is still visible (Hines & Rich, 1997, p. 97).
Table 3 The ten wastes of the service industry Category Example Defects Data entry errors; Lost files; Lost or damaged goods; Duplications Data re-‐entering; Multiple signatures; Unneces-‐ sary reporting; Multiple queries Incorrect Inventory Stock out; Wasting time finding what was need-‐ ed; Unnecessary copies Lack of customer´s focus Unfriendliness; Rudeness; Poor attention to the customer Overproduction Reports no ones will ever read; Processing pa-‐ perwork before time Unclear communication Incorrect information; Lack of standard data format; Unclear work flow Motion/ Transportation Poor layout; Ineffective fillings; Poor ergonomics Underutilized Employees Inadequate tools; Excessive bureaucracy; Lim-‐ ited authority Variation Lack of procedures; Lack of standard formats; Standard time not defined Waiting/ Delay Waiting for approval; Downtime; Waiting for suppliers (Bonaccorsi, 2011, p. 430) It can be clearly identified that aspects like defects stay constant, but issues concerning over-processing are put in a more employee focused context and will therefore be transformed into unclear communication, due to the fact that this states the biggest waste resulting out of this subcategory. Additionally to the adaptation of VA and NVA identification methods, the other four principals, namely value stream identification, introduction of flow, working on pull
21
ty of additional information, in the form of ASME promay even be useless; for instance, in services where lines cess charts, flow diagrams and/or procedures. are a matter of fact (as in a front office), inventories can The presence of customer icon is another important be substituted by the presence-of-customer icon with the element, as it allows visualizing all the steps requiring indication of the average queuing time. theThomas physical Auer presence of the customer, during the ongo2.4.2. Data Gathering and Mapping Procedure ing activities of the service. The team should place a parData gathering should follow the same approach recomticular care in the identification/analysis of these contact mended by Braglia et al. [16]. The team through points since it and is herecontinuous that customers improvement, can be won or lost,have demand mostly not been adapted in walks the same the process steps, following the route of a typical service. depending on the first impression of the service level that the team maps the it actuallythe opedepth. the soidentification of process value as streams, they get. Since the focus of this paper is givenIntodoing rates, specifying value from the standpoint of the (interMaterial and data suppliers icons have also been addfollowing paragraphs will focus on the adaptations in this area. as well as waste in each step or nal/external) customer, ed to better specify the nature of the first tier supplier(s). between steps. To collect valuable information it is adWhereas materials subassemblies are been the mainmade inputs in the A vitaland adaptation has visualization possibilities of VSM. By invisable to use an Attribute Collection Checklist (ACC) as of a manufacturing firm, to correctly operate a manufaconemetrics, in Figure 2. The entries of the ACC are case deturing firm, to correctly operate a service requires up troducing a higher variety of also standard icons the and drawing processes became pendent, but should include, at least: 1) a brief descripto date information. Specifically, most of the times both more and suitable for service industries. Most icons received additional chartion of the tasks (possibly in theidentification form of flow diagrams); materials information are required (as for an airline 2) a list of the tools (i.e. procedures, software, informaor a logistic/freight company), but some business (such acteristics, like for example the differentiation between material and data suppliers tion systems, etc.) used by the employees; 3) operating as banks, insurance companies, public offices, etc.) may data and 4) waste of the analyzed tasks. only necessitate forecasts, market trend, cus-7 shows (Bonaccorsi, 2011,concerning pp. 430–431). Figure such an types adaptation.
Figure 1. SVSM icons.
Figure 7:Service Value Stream Management (SVSM) Icons (Bonaccorsi, 2011, p. 431) Visualization of queues and customer presences becomes a vital aspect of VSMA as well, which needs adaption to fit the needs of the service industry. A rather standardized VSMA description of an enrolment procedure is shown in Figure 8. Through the SVSM processes a lead-time reduction of 1.6 hours (minus 8%) and a higher customer satisfaction could be achieved, by reducing waiting and queuing times. Additionally a Figure 2. Data collection reduction of employees could be done from 15 tochecklist. five (minus 66%). The main efficiency
gains ©have been Copyright 2011 SciRes.
achieved by introducing a visual workplace control (5S) and by JSSM im-
plementing automation. This example shows a rather standardized process optimized with conventional Lean principles and adaptations of VSMA. (Bonaccorsi, 2011, pp. 435–438) The above identified 5S application states a vital potential for the service industry. Since this method can be used to give employees an understanding on waste reduction and it directly affects the workplace design of each member of an organization, it is an essential instrument for companies out of different branches. By providing a guide on how to organize, clean, develop and sustain an effective workplace, this methodology can have a great leverage effect on the implementation and enduring usage of Lean Thinking and VSMA. (Aartsengel & Kurtoglu, 2013, p. 498)
22
Thomas Auer
Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry
Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry
435
437
line, too. However, it is advisable to leave a payment front moved to the second location. office inside the enrolment centre, to give the possibility The future state map obtained with the introduction of to complete the payment in the traditional way. the above mentioned solutions is shown in Figure 5. As To cut development costs, the design and the implecan be seen, the team balanced the work load of both offices on a Takt of 51 seconds. This value was obtained mentation of the web application should be assigned to a considering: 1) an average demand of 380 students per team of PhD students, supervised by computer techniday; 2) a shift length of 6 hours and 3) a 90% uptime. cians of the University. Also note that a 90% uptime was considered as a realistic To avoid peak hours and unpredictable queuing times, objective, since it leaves 20 minutes of break to the emthe flow of students should be levelled (i.e. kept fairly ployees even if 5% of the operating time is lost due to constant). To this aim the system should mimic an apfailures/stoppages of the network and/or of the informapointments based service, by motivating students to retion system. serve/define a precise time for their arrival. Specifically, A straight comparison of the Takt Time (51 seconds) since the arrival rate equals one student per minute, the with the Cycle Time (192/4 = 48 seconds) indicates that working shift could be divided into sixty time slots of ten four employees should be sufficient at the End Registraminutes each, selectable by ten people at most. Students tion office. This results was also confirmed by the appliwho selected a time slot can queue up in a priority line; cation of queuing theory which, for a perfectly leveled the other ones have to queue up in a standard line. case (i.e. all the students make a reservation), gives an To reduce time losses, booklets should be kept in two average queuing time of five minutes. To support this separate locations. Booklets belonging to students who choice the team also considered a pessimistic situation in made a reservation should be stored in the first location which only 80% of the students make a reservation. In and sorted in order of the expected arrival time. The other this case, to take into account the presence of a standard ones should be sorted in alphabetical order and kept in and of a priority queue, the performance of the system the second area. At the end of the shift, booklets of the was evaluated via discrete event simulation. students who made a reservation but did not show up, are Figure 3. Current state map.
7) Server Utilization (SU). Note that the map has been completed with the insertion of a Time Line, which is a graphical representation of both the value adding and non value added times of each step of the value stream. This facilitates the identification of the time traps, i.e. of those activities that are responsible for most of the of delays.
3.3. Waste Analysis and Targeting The team spotted the following problems. Notwithstanding the high number of people employed in the process, the average waiting time (i.e. 1 hour and 39 minutes) is definitely too high. Even disregarding the lag time (of three days) needed to print the academic booklet, the process cycle efficiency is a mere 10.7%. The acceptance step is the bottleneck of the entire process, as confirmed by the server utilization and by the queuing time that are the highest ones. Through a deeper analysis, the team found out that low performances at this step are due to an unclear communication between the students and the service provider. Specifically, students do not know which documents should be brought to the front office and/or do not fill the enrolment form in the
Figure 8 Enrolment Copyright © 2011 SciRes.
proper way. Consequently, most of the cycle time is spent in non value added activities such as checking and correcting the acceptance form. The performance of the delivery office should be improved. Problems are due to a poor organization of the office and to an incorrect inventory management: anytime a student comes to the front office, employees waste time searching for the academic booklet stored in the back of the office. Similarly, the enrolment office is over dimensioned and people are underutilized. After discussing these problems in an official meeting, to increase commitment and to motivate people, the team and the top management defined the following challenging, but realistic objectives: 1) process cycle efficiency greater than 20%; 2) 50% reduction of the number of employyees; 3) average queuing time less than 30 minutes.
3.4. Solutions, Future State Mapping and Results The team proposed the following lean solutions. To assure flow, the bottleneck should be eliminated by substituting both the acceptance and the registration steps with a web application (Figure 4). The payment of the yearly fee should be executed on
Figure 5. Future state map.
Center Current and Future State (Bonaccorsi, 2011, pp. 435–437) JSSM
Copyright © 2011the SciRes. Measuring efficiency
JSSM of an investigated process states another core essentials of
VSMA, which can have a great leverage effect on the service industry. Unfortunately an obstacle to the implementation of this approach is the common mistrust in the trans-
23
rrent state defined as the proportion of time spent by a task (1) or by the whole process (2) in value added activities. epresenting upplier on Thomas Auer ValueManagement Added Time (SVSM): 433 ServiceValue ValueStream (SVSM):Developing Developing LeanThinking Thinkingininthe theService ServiceIndustry Industry 433 TaskService Efficiency =StreamManagement (1)Lean he steps of Cycle Time is compleformation of metrics (e.g. takt time) into context due toin the high variations of many people think that not ItaItisservice see besides the willingness and Quitesurprisingly surprisingly many people think thatTT TTdoes does not iseasy easytotoLean seethat, that, besides the willingness andthe thecorcorService Value Stream Management (SVSM): Developing Thinking the Service Industry buffers and Quite Total Value Added Time Service Efficiency = (2) properly work in the service industry, because this is a diality of the employees, the average waiting time is in the service industry, because this is a diality of the employees, the average waiting time isa a cation and/ properly work processes, but according to Bonaccorsi (2011) these performance indicators can be Lead Time
433
medium-low medium-lowvolume, volume,high highvariety varietyenvironment. environment.This Thisisis good goodproxy proxyofofthe thecustomer customersatisfaction. satisfaction.Therefore, Therefore,toto just a misbelieve since, de facto, the concept of TT was please the customers, one could use as many employees used relatively easy be rethinking the time period of measurement. By taking longer and the corjust a misbelieve since, de facto, the concept of TT was please the customers, one could use as many employees Ideally this metric one, this not target is It un-is easy to see that, besides the willingness Quite surprisingly many peopleshould think be that TTbutdoes introduced by Toyota as a tool to deal with fluctuating as many simultaneous calls can be received; but this introduced by Toyota as a tool to deal with fluctuating as many simultaneous calls can be received; butwaiting this and, for most of theto services, a cycle properly volumes workrealistic in the service industry, because this aefficiency diality of the employees, the average time is a measuring intervals evaluate forisexample takt times, the fluctuation will be relatively would inevitably lead under-utilizavolumesand andvariety variety[27]. [27].As Asa amatter matterofoffact, fact,the thefluctuafluctuawould inevitably leadto toananunacceptable unacceptable under-utilizagreater than 20% can be considered sufficient. medium-low volume, high variety environment. This is good proxy of the customer satisfaction. Therefore, to added; 2)tions can tionsinindemand demand canbe bedampened dampenedout outbybytaking takinga alonger longer tion tionofofthe theworkforce. workforce.AAsmarter smarterway waytotoplease pleasethe thecucustable (p.433). Other lean metrics can also be useful to guide the imtime totobase the calculations and/or a a stomer assuring evenly distributed just a misbelieve since, de facto, the concept of TT was please the atcustomers, oneanan could use as many employees timeperiod period base the calculations and/orconducting conducting stomer assuring atthe thesame sametime time evenly distributed Attention provement and to assess the obtained results. Typical exaBelow a selected number of SVSM metrics is shown with corresponding explaservice family analysis to define separate value streams. workload is that to have the workers perform smaller service family analysis to define separate value streams. workload is that to have the workers perform introduced as many simultaneous calls can be smaller received; but this ld be cum- by Toyota as a tool to deal with fluctuating Evidently, the situation gets more complicated when, witasks, but more often. Indeed, bybydividing the process inmples are: 1) % of invoicing errors; 2) % of customer Evidently, the situation gets more complicated when, witasks, but more often. Indeed, dividing the process in-under-utilizadoctor who nations (see Table 4). An interpretation of each metric can only be given if a comparivolumes and variety [27]. As a matter ofvariations fact, theinfluctuawouldtasks inevitably lead to an and unacceptable thin same family, there are huge comto smaller with interim responses lag time bethinthe the same family, there are huge variations in comto smaller tasks with interim responses and lag time becomplaints; 3) throughput; 4) customer retention rate; 5) amination. tions in demand canson be dampened out by taking a add longer tion of one the workforce. A smarter way to please the cuplexity and/or duration. Even case one steps, provides with customer toThinking thetime, past orthis benchmarking to aindustry standards done. interaction gement (SVSM): Developing Lean inin the Service Industry plexity and/or duration. Even in this case onecan can add a tween tween steps, oneis provides interaction withthe the customer average waiting etc. is a waste, time period to base the calculations and/or conducting the same time an evenly screening step totodivert requests totoa adeassures utilization ofofthe workforce. InIn distributed screening step diverthighly highlycomplex complex requests de-a and andstomer assuresaassuring asufficient sufficientat utilization the workforce. Table 4orFuture gement (SVSM): Developing Lean Thinking in the Service Industry flow. dicated value stream, can compose packages of multithe case of a call centre the research, the resolution and 2.6. Map the State dicated value stream, or can compose packages of multithe case of a call centre the research, the resolution and service family analysis tothedefine separate value streams. workload is that to have the workers perform smaller Commonly usedwill SVSM metrics current state defined as of be time spent byataatroutask (1) the orthe by ple transactions that, ononproportion average, response steps could bebebroken apart handled neEvidently, be consiple transactions that, average, will beprocessed processed rouresponse steps could broken apartand anddividing handledbyby the situation gets more complicated when, witasks, but more often. Indeed, by the process inthe whole process (2)ascan inthey value added activities. ns representing Future state mapping be summarized in the four main Name Description ghly the same rate (as long are randomly comseparate workers; an automated system could also ghly the same rate (as long as they are randomly comseparate workers; an automated system could alsobebe etributes current to state defined as the proportion of time spent by a task (1) or by thin the same family, there aremaking huge inmanucom- used to smaller tasks withand interim responses and lag time behe supplier on Task efficiency shows the level of value steps described below. posed). In case, a variations toto pre-process demand totosort requests bybyskill posed). Inthe thelatter latter case, making aparallel parallel with manuused pre-process demand and sort requests skill Addedwith Time the whole process (2) in Value value added activities. ns representing ients. Task Efficiency = (1) ng the steps of creation ofhere athat single task. Later onfor itforwill bebebe the customer plexity and/or duration. Even in this case one canasasadd tween one provides interaction with facturing, these packages can the ItItissteps, comes play, ititcan facturing, theseactivities activities packages canbe beseen seen thea required. required. ishere thatTT TT comesinto into play, can he supplier on Cycle Time ctivities fo-analogous 2.6.1. Focus onoutDemand Value Added Time ion is compleof the pack quantity and can be used to deused to define the maximal duration of each task, summarized in the service efficiency metanalogous of the pack out quantity and can be used to deused to define the maximal duration of each task, screening step to divert highly complex requests to a deand assures a sufficient utilization of thetotoworkforce. In Task Efficiency = (1) ng theand steps of To define a lean, customer oriented process, one should ocess afine Cycle Time nd buffers and the true rhythm with which items will be moved aevaluate the number of workers (and/or the use of extra Total Value Added Time ric. fine the true rhythm with which items will be moved aevaluate the number of workers (and/or the use of extra ion of is compledicated value stream, or canEfficiency compose of multitheresources case offora peak call hours) centreand theto research, the resolution and Service = packages (2) ase mistruly understand customer’s demand and assess whether long the value stream. This time, which isisan integer mupooled categorize workmunication and/ long the value stream. This time, which an integer mupooled resources for peak hours) and to categorize workCycle Efficiency states the average of all Lead Time nd buffers and Total Value Added Time plebe transactions on will beand processed at routhe response steps could be broken apart and handled by uld pre-ltiple the isaverage, as asas ers bybylength they can specific task orofthat, not itTakt can bereferred met with the current staff/equipment. Service Efficiency =Pitch (2) ltipleof theTakt isreferred asPitch andisiscomputed computed ersThe lengthofoftime time they canperform perform specific task summarized task efficiencies within a sermunication and/ Ideally this metric should be one, but this target is unLead Time ghly the follows: same rate (as randomly comseparate workers; an automated system could also be the process follows: types. easier waylong to doassothey is toare evaluate the Takt Timetypes. (TT), vice creation. ent realistic and, for mostshould of parallel thebeservices, athis cycle efficiency For the business lines are facts, addiFor the business lines arematter matter facts, addiIdeally this metric one, but target is unr to assure posed). In thebeing latter case, making a with manuused to pre-process demand andofofto sort requests by skil the ratePitch (time) atTT⋅which a product/person/document/ N (4) Is essential where towhere understand customer dePitch=can =TT ⋅considered N (4) ap ap greater than 20% be sufficient. tional metrics, other than TT, may be of use to fully unment tional metrics, other than TT, may be of use to fully un- for it can be realistic and, for most of the services, a cycle efficiency alue added; 2) ut the leng- these action should be servedcan or can completed to to meet demand. facturing, activities packages beuseful seen asguide the required. is here ifthat comes can into be play, mand andIt assess thisTT demand lean metrics also be thederstand imwhere isisthe practical number ofofmultiple transactcustomer’s demand and totobalance workloads inin whereNN the practical number multiple transactapapOther derstand customer’s demand and balance workloads greater than 20% can be considered sufficient. aste. Attention alue.added;tions met way. with staff/equipment. Theduration takt time alue 2) analogous of the packininout quantity and can beTime used toTypical de- aexaused to Important define the maximal of each task, to provement and to assess the obtained results. included an package. attributes may Net Available tions included anactivity activity package. aproper proper way. Important attributes maybe: be:1)1)the theaveraaveraOther lean metrics can also be useful to guide the imcould be cum(TT) states the rate at which a prodTakt Time = (3) move waste aste. Attention fine the true rhythm with which items will be moved aevaluate the number of workers (and/or the use of extra Applying TT is straightforward for those services (such ge mplesTTare: 1) % ofCustomer invoicing errors; 2) %(such of customer is straightforward those services genumber numberofofcustomers customersininthe thesystem; system;2)2)the theaverage average provement and to assess theforobtained results. Typical exaDemand ily doctor who Applying could be ecumuct/person/document/action should be of both as processing mortgage/loan applications, patent filings) waiting time ininthe probability. complaints; throughput; 4)iscustomer rate; 5) as processing mortgage/loan applications, filings) waiting timeresources theline lineand and3) 3)the thequeuing queuingand probability. the value stream. This which anpatent integer mupooled for peak hours) to categorize workmples are: 1)3)time, % of invoicing errors; 2)retention % of customer nlong ilyexamination. doctor served in order to meet can the customer deould applywho Specifically, TT is used as the drumbeat of a lean prothat mimic production/assembly lines. In these cases, As well known, these quantities be easily obtained that mimic production/assembly lines. In these cases, As well known, these quantities can be easily obtained average waiting time, etc. 3) throughput; 4) customer retentionasrate; 5)ers the Taktcomplaints; is referred as Pitch and is computed by length of timeorthey cantheory, perform specific task ingexamination. is aofwaste, nltiple mand. using discrete event simulation queuing each line consists of people with computers or other tools t causes of eachcess: if every produces to the drumbeat, there will bediscrete event simulation or queuing theory,prousing proline consists ofstep people with computers or other tools average waiting time, etc. the flow. 2.6. Maporganized the Future State follows: types. ting is a acwaste, True with items are moved that the rate [customers/hour] and the totododono the work, asaswork workstations. vided thatrhythm thearrival arrival ratewhich [customers/hour] and theserserthe work, organized workstations. Therefore, overproduction and will notTherefore, pile up. Thisvided value, grective canflow. be consithe vice rate [customer/hours] are known. 2.6. Map the Future State For the business where lines are matter of facts, addiin the value stream, due to multiple steps given the TT, one can easily determine the minimal numvice rate [customer/hours] are known. giveninthe TT,Pitch one can easily determine the minimal numFuture state mapping can be summarized in the four main conjunction with the current production/service rates, = TT ⋅ N ap (4) to of workstations (W gcontributes can be consiber ) needed to fulfil customer’s within aonprocess. N states the practical of workstations (W to fulfil min tional metrics, min) needed steps described below. 2.6.2. Focus metrics that ber canFuture be used analyze process loads,customer’s bottleneck and exstateto mapping can be summarized in the four main 2.6.2. Focus onFlow Flowother apthan TT, may be of use to fully uns contributes patients. to demand. This can be done by taking the sum of the cycle number of multiple actions included one demand. This can be done by taking the sum of the cycle where Napfo-is cess thesteps practical number multiple AtAtthis team wastes listed derstand customer’s demand and to inbalance described below. thispoint pointthe the teammust mustanalyze analyzethe the wastes listedinin workloads in targets capacity. The studyofwill indicatetransactwhich operations y patients. activities 2.6.1. Focus on Demand slish times timesofofeach eachstep step(CT (CT anddividing dividingthis thisquantity quantitybybythe the the ACC i) i)and activity pack. and actions. The the anddefine define suitablecorrective corrective actions.may Thegoal goal 1) the averations included in2.6.1. an activity aACC proper way.suitable Important attributes be: esults. The ahead ofa demand rate and whichprocess, ones are both ay process and a are To define lean, customer oriented onenot, should activities foTT: Focus onpackage. Demand TT: Minimal Number of Workstations (W ) toto minto should be that to re-configure the process in order deshould be that to re-configure the process in order case Applying is straightforward forforthose services (such tric andofand ismis-a TT indicating opportunities improvement. ge number of demand. customersThe in calculation the system;isde2) the average truly understand demand and assess aInprocess To define a lean, customer oriented process, one whether should I Icustomer’s fulfil customer velop a continuous flow, free of errors and velop a continuous flow, free of errors andinterruptions. interruptions. CT CT ∑ i should be pre∑ or not it can be met with the current staff/equipment. The i i = 1 In case of misi = 1 truly understand customer’s demand and filings) assess as processing mortgage/loan applications, patent waiting the line and the times queuing WW = .. (5) (5)whether done by time taking sum all 3) cycle Unfortunately, most ofofthe the service companies dodo probability min Unfortunately, mostin thetimes, times,of service companies min = rom the process TT easier sowith islines. to the Takt Time (TT), 2. Wastes and production/assembly corrective actions. should be preTT or not itway can to be do met theevaluate current staff/equipment. The that mimic In these cases, As well known, these quantities can be easily obtained not a avalid alternative assume batch (CT each and dividesand it by the TT. notconsider consider flowasasstep valid alternative and assume batch i) offlow orderthetoprocess assureFurthermore, being the rate at which a product/person/document/ rom easier way to (time) do so istime to evaluate thecould Takt reTime (TT), to account for losses that Furthermore, to account for time losses that could reprocessing practice for Piles processing asthe thenormal normal practice forananoffice office [25]. Piles theory, prousing asdiscrete event simulation or[25]. queuing each line consists of people with computers or other tools Other wastes en, but to the lengaction should be or completed to meet demand. order assure being the rate (time) atworkstations, which a product/person/document/ duce ideal ofofserved the another metducethe the idealcapacity capacity the workstations, another metofofwork are sent to the downstream step creating long Idle Time (IT) accounts for the time losses work are sent to the downstream step creating long and the servided that the arrival rate [customers/hour] to but dothethe work, organized as workstations. Therefore, um value. en, lengInventory, Waiting action should becan served orAvailable completed to meet demand.lead ricric called Idle called IdleTime Time(IT) (IT) canbeNet becomputed: computed: times and increasing variability process. Time of each workstation not used toofof itsthe full polead times and increasingthe the variability the process. Time = (3) remove waste vice rate [customer/hours] arepossible, known. um value. given the TT,Waiting one can Takt easily determine the minimal num- Although IAvailable one-piece-flow not the I Although one-piece-flow notalways alwayspossible, theteam team Net Time tential. Within theisiscalculation Wmin states Customer Demand IT = W ⋅ TT − CT (6) IT = W ⋅ TT − CT (6) ∑ erms of both emin i Takt Time = (3) ∑i =1ito remove waste i =1 fulfil ber of workstations (Wmin)minneeded customer’s should strain totoidentify the appropriate way totocreate should strain identify the appropriate way create the most efficient usage. It should be Customer Demand lication Underutilized employees, Communication 2.6.2. Focus on Flow m should apply Specifically, TT is used as the drumbeat of a leanflow proerms of both e- Overproduction, by: where WW isisthe number ofofthe work stations. flow by: wherecan theactual actual number work stations. actact demand. This be done by taking sum of the cycle compared to a calculation including the root causes ofHowever, cess: if may every step produces tothe the drumbeat, there be m should apply Specifically, TT is used asfor drumbeat of a leanwill proAt this point the team must analyze the wastes listed in ction Waiting calculating the correct Tack right dimension TT bebe of use also for those services that calculating the correct Tackand andthe the right dimension However, TT may of use also those services that actual number of workstations (W times of each step (CT dividing this quantity by the act) i) and corrective acno overproduction and work will not pile up. This value, root causes of cess: if every step produces to the drumbeat, there will be the ACC and define suitable corrective actions. The goa of the activity packages (i.e. Pitch); cannot bebeorganized ininthe form ofofa aline. Let of the activity packages (i.e. Pitch); cannot organized the form line.432–433) Letususconsider consider on Waiting, Underutilized employees (Bonaccorsi, 2011, pp. TT: corrective aacno overproduction and work will not pile up. This value, in conjunction with the current production/service rates, call centre: this can be considered as a natural pull establishing multifunctional administrative teams orgaa call centre: this can be considered as a natural pull establishing multifunctional administrative teams orgashould be that to re-configure the process in order to deOverproduction in conjunction thethe current production/service rates, an metrics process that can be analyze process loads, bottleneck exbecause, due totowith a adirect interaction between the nized ininproduction-like cells; Byused calculating above stated metrics the value stream manager should always reI to process because, due direct interaction between the and nized production-like cells; velop a continuous flow, free of errors and interruptions CT ean metrics that can be used to analyze process loads, bottleneck and ex-balancing stablish targets cess capacity. will indicate whichtoto operations i astudy customer and the provider, is i provider, =1 The customer and the adrumbeat drumbeat isnot notneeded needed balancingworkloads workloadswithin withinthe thevalue valuestream; stream; Variation, Overproduction W = . (5) think if an increase of for example task efficiency iswhether decreasing NVA, NNVA or service VA ac- companies do Unfortunately, most of the times, min production establish targets cess capacity. The study will indicate which operations ed results. The are ahead of demand rate and which ones are not, both synchronize to the demand rate. Nonetheless, assessing buffer inventories are synchronize production to the demand rate. Nonetheless, assessing whether buffer inventories areneeded; needed; TT ation Inventory edmetric results. are of demand rate and which onesimpact are not, on bothcustomer andThe isremains indicating opportunities for improvement. not consider as aTo valid alternative and assume batch TT aahead tool totoassure customer’s satisfaction. specifying how the TT remains auseful useful tool assure customer’s satisfaction. specifying howtoflow tosynchronize synchronize theflow. flow.clarify this tivities. This can have a major satisfaction. further metric and is Overproduction indicating opportunities improvement. Furthermore, to account for timefor losses that could reprocessing as the normal practice for an office [25]. Piles
∑
statement able 2. Wastes and corrective actions. Bonaccorsi (2011) described it as following: duce the Copyright ideal capacity ofSciRes. the workstations, another metof work are ©©2011 SciRes. Copyright 2011actions. Table 2. Wastes and corrective
sent to the downstream JSSM step JSSMcreating long Other (IT) wastescan„Think for example to a family doctor whotimes chatsand withincreasing his patients atvariability the end ofof the process Idle Time be computed: lead the JSSM Other wastes Inventory, Waiting I Although always possible, the team an examination. From a manufacturing point ofone-piece-flow view chatting isisanot waste, since it ITInventory, = W Waiting ⋅ TT − ∑ i =1 CTi (6) Waiting min should strain to identify the appropriate way to create Waiting ,where Duplication Overproduction, Underutilized employees, Communication flow by: Wact is the actual number of work stations. 24 , Duplication Overproduction, Underutilized employees, Communication production calculating the correct Tack and the right dimension However, TTWaiting may be of use also for those services that production Waiting rtation Waiting,in Underutilized of the activity packages (i.e. Pitch); cannot be organized the formemployees of a line. Let us consider ortation Waiting, Underutilized employees ory Overproduction a call centre: this can be considered as a natural pull establishing multifunctional administrative teams orga-
ckled ric called ckled
Thomas Auer
reduces productivity and interrupts the flow. Conversely, in a service context, chatting can be considered as a value added activity, since it contributes to create trustiness between the doctor and his patients” (p.432). This means that by acting too strict in the implementation of the task efficiency metric even VA activities could vanish. For this reason the value stream manager should always consider where the efficiency gains origin (Bonaccorsi, 2011, p. 432)
3.
Value Stream Management Within a Design and Engineer-
ing Department of a Cabinetmaking Company Within this chapter the writer wants to point out the potentials of a practical implementation of VSMA in the context of a DED, of a cabinetmaking company. Throughout this project a detailed VSMA assignment was conducted within a company, acting in this described area. In order to not overload this thesis, all relevant company information has been distributed to the Appendix part. Additionally a VSM/VSD and a detailed description about the procedure are situated in this section (see Appendix D). Using this tool in a real-life context has drawn the linkage between theoretical and practical application. Through mapping these processes with different stakeholders, namely employees of a DED, the management team and the CEO, a deep reflection of all participants about the topic was initiated, which states a vital point for the conducted interviews. The empirical data collection of the potentials a VSMA implementation was done by conducting semi-structured interview with three employees of a DED and two externals with an intense background in lean implementation. Within this chapter the results will be outlined. A reflection about these issues and a thematic map analysis, as discussed in the methodology chapter (Braun & Clarke, 2006, p.36), will then be elaborated in Chapter 4.
3.1.
Potential Analysis From the Viewpoint of an Internal
By conducting semi-structured interviews with three employees of a DED the writer wants to find potential chances, risks and preconditions for the usage of VSMA in an ETO environment. To ensure a certain significance of these interviews, a basic knowledge of Lean Thinking was required. The interview was organized in a way that all participants did not have the chance to talk to each other until the finalization of all dialogues. All candidates where asked similar question, in order to receive comparable responses. This questionnaire can be found in Appendix G. The following paragraphs will point out the major potential benefits and risks of an implementation of VSMA from a company intern perspective. The relevant precondi-
25
Thomas Auer
tions for this change and a critical reflection about the stated points will be given in Chapter 4. In order to facilitate a deep reflection of the participants during the interviews, the structure looked as following: At first a common understanding of Lean Thinking was tested in order to ensure the quality of the interviews. All employees had basic knowledge about the five principals of Lean Management through company presentations (M. Egger, personal communication, May 20th, 2014, 5:03; A. Goetsch, personal communication, May 20th, 2014, 00:47; G. Haidacher, personal communication, May 20th, 2014, 2:30) and one could even think of an application in a company he visited, which is also belonging to the carpentry business (M. Egger, personal communication, May 20th, 2014, 06:09). After a row of questions concerning the application of Lean Thinking in this branch, their opinion on the tool VSMA was examined. For this reason the basic knowledge about this value stream identification method was required. If it was not present a brief overview was given, by using Rother & Shook’s famous automobile car door example TWI (Rother & Shook, 1999, Appendix B). While being questioned about this approach one candidate stated that this methodology would rather fit an industrial environment and can only theoretically be used in an ETO environment (M. Egger, personal communication, May 20th, 2014, 7:20). Another employee identified it as one of the most essential parts of the production optimization, also within the cabinetmaking branch. He stated the following example in this context: “Having a process, which can cut extremely fast is worth nothing if the following processes can not handle this amount” (A. Goetsch, personal communication, May 20th, 2014, 08:35). A more specific answer concerning the DED process was given as well: “Within the DED this process are not as tangible as in a production context, but the usability is still given in this environment” (A. Goetsch, personal communication, May 20th, 2014, 9:14). Lastly the third candidate identified the need for an optimization of the work distribution through this approach. He stated that during regular workday he often has to coordinate four projects at the same time. By implementing a continuous flow and pull system, with the help of VSMA, these issues could be eliminated (G. Haidacher, personal communication, May 20th, 2014, 9:14). In order to facilitate the earlier mentioned deep reflection about the topic, the current and future state maps of Norer where shown to the employees and discussed intensively with them (see Appendix D). By running through all aspects of their regular work tasks, different aspects of optimization where elaborated. Through this dialogues the linkage to the possible chances and risks where established.
26
Thomas Auer
All participants where asked similar open questions concerning the financial, structural and cultural (organizational culture) benefits and risks of an implementation of VSMA. Most candidates estimated an efficiency increase, which correlated to the workload decrease they suggested while comparing the current and future state map of Norer. Expressed in percentage an average of 10 per cent could be established (M. Egger, personal communication, May 20th, 2014, 44:20; A. Goetsch, personal communication, May 20th, 2014, 47:00; G. Haidacher, personal communication, May 20th, 2014, 36:21). Another beneficial aspect, which was mentioned, is the possibility to specialize in a certain task. Egger stated that due to this fact error reduction could be enabled more holistically than it is done today (personal communication, May 20th, 2014, 44:40). Companywide workshops concerning these defect eliminations could additionally facilitate a better information flow between the different departments, as stated by Haidacher (personal communication, May 20th, 2014, 34:55). One single aspect that was stressed by all contributors was the possible awareness rise of employees. They stated that by explaining the need for change to the workers, a huge potential of ideas and contribution could be accessed. In literature this aspect is often referred to as the eighth type of waste, namely underutilized employees (Bonaccorsi, 2011, p. 430; Sarkar, 2014, p.1). All participants stated that chances are overweighting risks in all three different subcategories (financial, structural & cultural; Egger 49:07, Goetsch 47:01). Nevertheless certain disadvantages could be identified. The participants stated that the only risks that comes along with an implementation of VSMA are, that the invested time could be wasted (M. Egger, personal communication, May 20th, 2014, 45:53; A. Goetsch, personal communication, May 20th, 2014, 47:00) and a possible demotivation and dissatisfaction of the involved workforces (M. Egger, personal communication, May 20th, 2014, 45:53). Furthermore Goetsch mentioned that through the division of work packages into smaller tasks, some employees could end up wearing blinders when it comes to the overall output responsibility (personal communication, May 20th, 2014, 48:46).
3.2.
Potential Analysis From the Viewpoint of an External
In order to gather a high variety of viewpoints on the issue of VSMA implementation, interviews with externals were conducted as well. By questioning a management consultant and a member of the Senior Business Excellence team of Swarovski, viewpoints from other industries and general experience of Lean implementation have been included into this discussion as well.
27
Thomas Auer
The structure of the conducted interviews was similar to the one that was used to question the employees for receiving an internal perspective. At first the general usability of Lean and VSMA approaches in the ETO branch were elaborated and afterwards specific questions on the advantages and disadvantages of such a methodology were discussed. Since the background and the knowledge base of these participants were ensured beforehand, an adapted version of the interview guideline was used. This version can also be found in Appendix G. Within the dialogue on chances and risks, the previously used categorization into financial, structural and cultural aspects was used again. One of the major stated chances such a process brings with itself is the bigger possibility to control ones own processes (H. Dorner, personal communication, May 30th, 2014, 16:42). By having a better information and material flow throughout the company delivery times can be shortened (H. Dorner, personal communication, May 30th, 2014, 16:42; M. Schwaiger, personal communication, May 24th, 2014, 29:23) and therefore inventory can be reduced (M. Schwaiger, personal communication, May 24th, 2014, 32:24). This leads on the one hand to a lower lead time (H. Dorner, personal communication, May 30th, 2014, 16:42) and therefore to a lower level of capital bound in the production process, which results in higher levels of cash flow (M. Schwaiger, personal communication, May 24th, 2014, 32:24). According to Dorner it is possible to reduce the lead-time in most companies by up to 50 per cent (personal communication, May 30th, 2014, 16:42). Furthermore higher customer orientation can be achieved, if the VSMA process is handled well. This implementation has to be done in a very careful way, due to the fact that the customer will notice it, either in a positive or negative way (H. Dorner, personal communication, May 30th, 2014, 50:02). By changing the paradigm to a clear responsibility and role allocation to all employees this aspect can be handled in transparent and structured way (M. Schwaiger, personal communication, May 24th, 2014, 29:23). The best way to introduce such a structural change is by designing the future state (VSD) together with all involved employees, rather than in a top down approach. Through this process the participants can engage in their own future and identify themselves with the company. This directly correlates to higher employee satisfaction and therefore to a better organizational culture (H. Dorner, personal communication, May 30th, 2014, 17:30). Another side effect of drawing a future vision together with the workers is the raise in awareness about organizational problems. By explaining the participants the need for change, the previously mentioned eighth type of waste can be eliminated. Nevertheless risks can be identified as well, even though the benefits outnumber the risks again. Schwaiger stated that the greatest risk of this implementation is to 28
Thomas Auer
not start it early enough. Company constantly have to adapt to environmental changes and therefore nobody can afford to fall behind (personal communication, May 24th, 2014, 36:09), even though the implementation should not be done to fast (M. Schwaiger, personal communication, May 24th, 2014, 41:16). Organizational culture and company structures have to be adapted and this takes time. If an extensive cultural transformation is needed, then this can take between five and ten years (H. Dorner, personal communication, May 30th, 2014, 21:15). If this process is needed, it should be done in incremental steps, in order to ensure that all employees understand the need for change and the set steps. If this move is not handled well, demotivation and dissatisfaction can take place. Dorner additionally mentioned that all changes in procedures have to be trained accordingly in order to ensure certainty of operators. Otherwise employees will fall back into old habits and dissatisfaction can come into play again (personal communication, May 30th, 2014, 19:24).
4.
Discussion
Within this chapter a reflection on the above stated potential of a VSMA implementation, within a DED in an ETO environment, will be outlined and mentioned preconditions will be stated. The central research question: “How do different parties see the potential for the application of value stream management within a design and engineering department?” will be discussed in three different subcategories namely financial, structural and cultural aspects of this implementation.
Implementation of VSMA 100%
Risks%
Chances
39% 61%
Financial
Cultural
16%
Financial
Structural
Cultural
12%
11% 26%
16%
Structural 19%
Figure 9: Thematic Map: Potential Overview
PreRequirements 100%
29
Thomas Auer
Figure 9 shows a thematic map of the potentials the researched approach offers. The corresponding percentages state the relative number of statements made to each category. This map underlines the statement most participants gave, concerning the outnumbering of chances (61% of all statements, 26% internal 35% external) over risks (39% of all statements, 10% internal and 29% external). Since the external parties have a profound background in Lean Management implementation the amount of statements is higher.
4.1.
Potential Analysis: Financial Aspects
The empirical data collection showed that different parties tried to quantify the financial impact in different ways. Even though the employees of Norer rejected the general application of VSMA to their ETO environment, the estimated efficiency increase was on average ten per cent (M. Egger, personal communication, May 20th, 2014, 44:20; A. Goetsch, personal communication, May 20th, 2014, 47:00; G. Haidacher, personal communication, May 20th, 2014, 36:21). From an external perspective the efficiency increase was mostly expressed in terms of lead-time reduction of up to 50 per cent and therefore inventory elimination resulting in higher cash flow (H. Dorner, personal communication, May 30th, 2014, 16:42; M. Schwaiger, personal communication, May 24th, 2014, 29:23, 32:24). Within the interview 42 per cent of all statement concerning the potential of VSMA where made in accordance to financial issues, thereof 26 per cent chance related and 16 per cent risk associated. Associated risk referred mostly to possible waste of resources if the implementation would not be successful (M. Egger, personal communication, May 20th, 2014, 45:53; A. Goetsch, personal communication, May 20th, 2014, 47:00). Fricke & Buehlmann researched the impact of Lean Management and VSMA in 37 companies producing wood products and furniture in Virginia, United States. By conducting empirical research on key performance indicators of those business, they found out that 56 per cent of all companies, which implemented these approaches, had positive financial outcomes due to this change (Fricke & Buehlmann, 2012, p. 5099). Additionally many other authors confirmed to general positive correlation between Lean adaptations and financial performance (Malmbrandt & Åhlström, 2013, p. 1137). Since every project in an ETO environment is uniquely designed and produced to specific customer needs, it is hard to establish a certain figure that is generally applicable for this branch (Matt, 2014, p. 346). Nevertheless a positive trend can be identified throughout all investigated viewpoints. 30
Thomas Auer
4.2.
Potential Analysis: Structural Aspects
This subcategory states the second most mentioned aspect (30 per cent) closely followed by cultural issues (28 per cent). Participants mostly stated that through the implementation of the researched approach process reliability, delivery times and leadtime could be reduced (M. Egger, personal communication, May 20th, 2014, 44:20; G. Haidacher, personal communication, May 20th, 2014, 36:21; H. Dorner, personal communication, May 30th, 2014, 47:53). From the employee perspective no disadvantages in this section could be identified. External parties mentioned the risk of inconvincible employees. Due to the fact that some workers do not understand the need for change within the fast changing environment, management has to rethink if these workers still fit into their organization (Schwaiger 43:31, H. Dorner, personal communication, May 24th, 2014, 26:30). By releasing workforce a potential knowledge loses can take place, which could be a huge threat especially for SME´s.
4.3.
Potential Analysis: Cultural Aspects
Lastly the smallest subcategory will be elaborated. Even though the least number of statements where given in this category (28%), it states the most important group for preconditions of VSMA (58%), which will be discussed in the following chapter. Both parties identified the same chances and risks in this field. Their core statement was that raising awareness for organizational problems would be the main benefit of this area (A. Goetsch, personal communication, May 20th, 2014, 47:00; 49:07, H. Dorner, personal communication, May 30th, 2014, 17:30). By creating this consciousness, employees will be enabled to rethink certain procedures and engage more in building the future vision in the company. By doing so, responsibilities can be shifted to the corresponding employees, which can lead to more identification with the company and finally result in higher satisfaction levels of workers (H. Dorner, personal communication, May 30th, 2014, 17:30). Even though this model appears relatively illusionistic, this theory has a widely used practise in organizational psychology. This aspect directly refers to the Theory X & Y of McGregor, which state that employees act according to the assumption the management has to them. If they are seen as self-motivated beings, seeking for responsibility and engagement (Theory Y) then the management will receive correspondingly positive feedback in terms of motivated and satisfied employees. If the workforce is seen as lacy, avoiding responsibility and seek for direction, than the organizational culture will eventually produce these results (Hoogervorst, Flier, & Koopman, 2004, pp.
31
Thomas Auer
290–291). This also states the risk stated in this section. If the employees do not understand the need for change and are not probably informed, than the reverse loop of
Implementation of VSMA
the established chance can take place and employee dissatisfaction and demotivation will dominate the workplace (H. Dorner, personal communication, May 30th, 2014, 26:30).
4.4.
100% Pre-Conditions from an Organizational Viewpoint
In order to fully capitalize on the potentials that have been discussed in the previous paragraphs, certain pre-conditions have to be established. Figure 10 shows a thematic
Risks%
Chances
map, summarizing all statements that were made addressing preconditions for the implementation of VSMA. 61%
39%
The distribution of statements shows an opposite directed ranking then in the
potential analysis. Cultural aspects were identified as most important (58 per cent) Financial Cultural
when it comes to preconditions, followed by structural issues (38 per cent) and finally, 16%
Financial but not remarkable, financial characteristics (4 per cent).Structural Cultural
12%
The major precondition, which has been mentioned especially from an outside 11%
26%
perspective, is the commitment 16% of the top management (M. Schwaiger, personal comth Structural munication, May 24 , 2014, 47:25). This issue is also highly stressed in literature. Only if a strong support and deep understanding of the concept is present at the leading 19%
positions, then Lean Thinking supported by VSMA can take place (Bonaccorsi, 2011, p. 429; Karlsson & Ahlstrom, 1996, Concussion; Malmbrandt & Åhlström, 2013, p. 1133).
Preconditions 100%
4%
Cultural
%
Financial
Structural
58%
38%
Figure 10: Thematic Map Preconditions
32
Thomas Auer
Through the commitment of decision makers, resources can be allocated correspondingly, which are essential in order to provide the opportunity to facilitate the transformation and the needed preparation (A. Goetsch, personal communication, May 20th, 2014, 01:42; G. Haidacher, personal communication, May 20th, 2014, 9:14; M. Schwaiger, personal communication, May 24th, 2014, 13:51). Within the conversion to this new approach, work packages have to be adjusted in order to enable a better levelling of tasks and measurability (M. Egger, personal communication, May 20th, 2014, 17:51). These changed tasks have to be trained sufficiently (Cudney & Elrod, 2011, p. 8; Malmbrandt & Åhlström, 2013, p. 1133, H. Dorner, personal communication, May 30th, 2014,
19:24) and the organizational culture has to be prepared for that (M.
Schwaiger, personal communication, May 24th, 2014, 16:42). Such cultural transformations are often long-term projects, which can take 5-10 years (H. Dorner, personal communication, May 30th, 2014, 21:15). If this training aspect is not fulfilled sufficiently then employees will fall back into old habits and the transformation will slow down or stop completely. A certain control over this conversion should take place as well. Dorner stated that this issue should be organized by internal audits (personal communication, May 30th, 2014, 07:52). Formal and informal leaders play a supporting role in this situation, especially because they can act as role model. This can enhance the identification of employees with the project. By strongly communicating these upcoming changes, support and understanding from employee side can be raised (Waldersee, 1997, p. 270). These communication channels, which can either be established on a formal or informal basis, state another crucial precondition for this approach. Without proper information flow the understanding of the workforce cannot be guaranteed and therefore disconnection, dissatisfaction and demotivation can take place (H. Dorner, personal communication, May 30th, 2014, 19:24). On the other hand, a proper communication can enhance employee awareness about organizational problems and therefore lead to higher involvement. Only by establishing a critical mass of engaged staff, which can identify with the transformation, such a project will be successful ( M. Schwaiger, personal communication, May 24th, 2014, 38:05). Within the previous chapters the potentials of the implementation of the Lean tool VSMA, in a DED in an ETO environment, were elaborated. It can be clearly identified that all subsections (financial Chapter: 4.1, structural Chapter: 4.2 and cultural Chapter: 4.3) show predominantly benefits of a VSMA transformation. Even though some risks can be identified, a proper implementation planning and conscious handling of organizational culture issues can eliminate most of them.
33
Thomas Auer
4.5.
General Potentials for the Service Industry
The above stated issues gave an impression over the potentials a VSMA process could generate within a DED of a cabinet-making company. This chapter aims at drawing general conclusions for the service industry. The literature review and interviews gave evidence that an application of VSMA to a service industry could provide beneficial outcomes. Nevertheless adaptions for the utilization are needed. Beside structural modifications of this tool in terms of alteration of icons and metrics (Bonaccorsi, 2011, pp. 431–434), an intense focus has to be given on the issue of organizational culture. By implementing an appropriate level of organizational development and employee empowerment, an understanding for organizational problems can be created. This allows for more contributions and engagement and thereof higher identification, which state an essential factor of employee satisfaction (H. Dorner, personal communication, May 30th, 2014, 17:30). Conducting VSD workshops with all participants can enhance this factor. Within this step the workforce can design parts of his or her own future. The operators themselves can thereof make possible suggestions for standardization, which can help them to gather an overview over all involved processes. This can eliminate silo thinking and the understanding for different task within the company can be created (H. Dorner, personal communication, May 30th, 2014, 47:53). This might also state a possibility for Job enlargement, which leverage the inter-department understanding of involved tasks as well (Maxwell, 2008, p. 433). Therefore the established smaller work packages could have an interdepartmental relation. From a structural point of view, a VSMA implementation brings controlling benefits. Even though value is hard to trace within a service process, due to missing visibility and tangibility, it is possible to measure task, service or general efficiency levels of employees or workstations in many cases (Bonaccorsi, 2011, p. 429). This can help the company to adjust their actions on operational and strategic level. One tool of Lean Thinking can be identified to have the greatest leverage effect in combination with VSMA, namely the 5S Framework. Due to the fact that this approach on the one hand facilitates an understanding of the waste elimination principles within the workforce and on the other hand increases workplace efficiency (Aartsengel & Kurtoglu, 2013, p. 498), it states an optimal tool for the implementation and continuous utilization of VSMA. Dorner recognized the application of this tool as relatively easy, due to the fact that employees are mostly used to 5S from their private life. Even though the usage is hardly visible in a kitchen environment, it is used by most of us. The organization of
34
Thomas Auer
cutlery states this most common application of this approach. Nevertheless many people do not transfer this standardization and organization attitude to a business environment and so this approach is often underutilized (H. Dorner, personal communication, May 30th, 2014, 03:26). Concluding one could say that the usage of VSMA in a service context can have a positive outcome, but it is strongly depending on the branch the company is acting in. Most adaptations for this approach aim at rather standardized processes, which do not have big variances. The application in fast changing environments with a high number of process changes needs further research.
4.6.
Limitations
The empirical research shows some limitations. Firstly, within a DED in an ETO branch, every company acts differently and therefore it is hard to establish general applicable arguments. Furthermore the measurement of intangible, very variable process does not allow using predefined metrics, which are commonly used in VSMA applications. Secondly the small sample size of interviews could state a narrow perspective on the topic. Thirdly the internal perspective was elaborated with employees out of one single company. A higher variety of companies with different sizes and specializations would make the interpretation more significantly.
5.
Conclusion and Future Outlook
The thematic map analysis may lead to the impression that an implementation of VSMA is in most cases beneficial for a company, but this aspect has to be considered individually for each branch. Since in the ETO branch, every project is uniquely designed and produced for specific customer needs, many areas of VMSM need adaption. This is also true for most metrics, which are typically used during a VSM process (e.g., cycle time, takt-time, etc.). These ratios can either not be used (Matt, 2014, p. 346) or have to be seen on a longer time period, in order reduce fluctuations and therefore make it meaningful (Bonaccorsi, 2011, p. 433). Other points of alteration, which are established by literature, are the commonly accepted types of waste and the visualizations possibilities in terms of icons. A key aspect, which can be identified throughout the empirical part this project, is the vital role of organizational culture, Human Resources, employee involvement and change management for the implementation of VSMA. All participants and many literature sources (Bonaccorsi, 2011, p. 429; Cudney & Elrod, 2011, p. 8; Karlsson & Ahlstrom, 1996, Conclussion; Malmbrandt & Åhlström, 2013, p. 1133; Waldersee, 1997, p. 270) point out these essential preconditions, which are anchored in this area.
35
Thomas Auer
This states an intense change from early SVSM literature, which mainly focused on technical aspects of the application, rather then seeing the holistic picture. Nevertheless the study leaves room for further research, especially in these fields. Furthermore empirical research should investigate the potentials in a statistically measurable way, since the beneficial trend can directly be derived from this qualitative research and literature. From a personal point of view the implementation is depending on many different factors. Especially the preparation of the implementation has do be done and the attention to the stated pre-conditions has to be given, in order to not loss the trust of the workforce. These effects where already visible during the empirical data gathering, when employees mistrusted this theoretical thesis project, which manifested the importance of organizational culture for the writer. If these mentioned points are fulfilled then a beneficial effect of VSMA can definitely take place. Concluding one can say that Lean Management and especially VSMA state a potential for cabinetmaking companies, especially within these fast changing and highly competitive times. To once more point out the necessity for business excellence in this branch, the writer wants to finally conclude with a quote of one interview: “I think no company in this branch can afford to not adapt a form of Lean Management. If someone does not constantly adapts to changes in his/her environment then it is their death warrant,” (M. Schwaiger, personal communication, May 24th, 2014, 36:09, 38:05).
36
Thomas Auer
References Literature: Aartsengel, A. Van, & Kurtoglu, S. (2013). Handbook on Continuous Improvement Transformation: The Lean Six Sigma Fraework and Systematic Methodology (pp. 1–628). Berlin: Springer Verlag. Austrian Institute for SME Research. (2013). Konjunkturbeobachtung im Gewerbe und Handwerk (Vol. 2. Quarter, pp. 1–5). Bonaccorsi, A. (2011). Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry. Journal of Service Science and Management, 04(04), 428–439. doi:10.4236/jssm.2011.44048 Braun, V., & Clarke, V. (2006). Using Thematic Analysis in Psychology. Qualitative Research in Psychology, 3(2), 77–101. doi:10.1191/1478088706qp063oa Carlborg, P., Kindström, D., & Kowalkowski, C. (2013). A Lean Approach for Service Productivity Improvements: Synergy or Oxymoron? Managing Service Quality, 23(4), 291–304. doi:10.1108/MSQ-04-2013-0052 Chen, J. C., & Cox, R. A. (2012). Value Stream Management for Lean Office — A Case Study. American Journal of Industrial and Business Management, 2(April), 17–29. Chiarini, A. (2013). Lean Organization: from the Tools of the Toyota Production System to Lean Office (pp. 1–164). Milan: Springer Verlag. Crosby, L. A. (1991). Expanding the Role of CSM in Total Quality. International Journal of Service Industry Management, 2(2), 5–19. Cudney, E., & Elrod, C. (2011). A Comparative Analysis of Integrating Lean Concepts into Supply Chain Management in Manufacturing and Service Industries. International Journal of Lean Six Sigma, 2(1), 5–22. doi:10.1108/20401461111119422 Erlach, K. (2013). Value Stream Design (pp. 1–319). Berlin, Heidelberg: Springer Verlag. Ford, H. (2005). My Life and Work. (M. Hodges, T. Allen, T. Allen, E. Eldred, & C. Frankes, Eds.) (10th ed., pp. 1–132). Fricke, C. F., & Buehlmann, U. (2012). Lean and Virginia’s Wood Industry – Part II: Results and Need for Support. Bioresources, 7(4), 5094–5108. Hines, P., & Rich, N. (1997). The Seven Value Stream Mapping Tools. International Journal of Operations & Production Management, 17(1), 46–64. doi:10.1108/01443579710157989
37
Thomas Auer
Hoogervorst, J., Flier, H. Van Der, & Koopman, P. (2004). Implicit Communication in Organisations: The Impact of Culture, Structure and Management Practices on Employee Behaviour. Journal of Managerial Psychology, 19(3), 288–311. doi:10.1108/02683940410527766 Karlsson, C., & Ahlstrom, P. (1996). The Difficult Path to Lean Product Development. Journal of Product Innovation Management, 13(4), 283–295. doi:10.1016/S07376782(96)00033-1 Kumar, S., Choe, D., & Venkataramani, S. (2013). Achieving Customer Service Excellence using Lean Pull Replenishment. International Journal of Productivity and Performance Management, 62(1), 85–109. doi:10.1108/17410401311285318 Lean Enterprise Institute, I. (2014). Muda Mura Muri. Retrieved May 14, 2014, from http://www.lean.org/Common/LexiconTerm.aspx?termid=343&height=550&width= 700 Malmbrandt, M., & Åhlström, P. (2013). An Instrument for Assessing Lean Service Adoption. International Journal of Operations & Production Management, 33(9), 1131–1165. doi:10.1108/IJOPM-05-2011-0175 Matt, D. T. (2014). Adaptation of the Value Stream Mapping Approach to the Design of Lean Engineer-to-Order Production Systems: A Case Study. Journal of Manufacturing Technology Management, 25(3), 334–350. doi:10.1108/JMTM-052012-0054 Maxwell, J. R. (2008). Work System Design to Improve the Economic Performance of the Firm. Business Process Management Journal, 14(3), 432–446. doi:10.1108/14637150810876715 Piercy, N., & Rich, N. (2009). Lean Transformation in the Pure Service Environment: the Case of the Call Service Centre. International Journal of Operations & Production Management, 29(1), 54–76. doi:10.1108/01443570910925361 Rother, M., & Shook, J. (1999). Learning to See: Value Stream Mapping to Create Value and Eliminate Muda (pp. 1–123). Brookline, MA, USA: Lean Entreprise Institute. Sarkar, D. (2014). Lean Manufacturing - Eight Wastes of Lean in Services. Retrieved June 20, 2014, from http://www.processexcellencenetwork.com/lean-six-sigmabusiness-transformation/columns/8-wastes-of-lean-manufacturing-in-a-servicesconte/ Turner, D. W. (2010). Qualitative Interview Design : A Practical Guide for Novice Investigators. The Qualitative Report, 15(3), 754–760. Waldersee, R. (1997). Becoming a Learning Organization: the Transformation of the Workforce. Journal of Management Development, 16(4), 262–273. doi:10.1108/02621719710164544 Womack, J. P., & Jones, D. T. (1996). Lean Thinking Banish Waste and Create Wealth in Your Corporation (2nd ed., pp. 1–402). Free Press, New York.
38
Thomas Auer
Womack, J. P., & Jones, D. T. (1997). Lean Thinking - Auf dem Weg zum perfekten Unternehmen. (H.-P. Meyer, Ed.) (pp. 1–432). Frankfurt am Main: Campus Verlag Gmbh. Womack, J. P., & Jones, D. T. (2006). Lean Solutions: How Companies and Customers Can Create Value and Wealth Together (pp. 1–368). New York: Free Press, New York. Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine that Changed the World (pp. 1–334). New York: Rawson Associates.
Interviews:
Egger, M. (2014, May 20th). Interview by T. Auer (Tape recording) Bachelor Thesis Project MCI Management Center Innsbruck. Transcript accessible in Appendix Goetsch, A. (2014, May 20th). Interview by T. Auer (Tape recording) Bachelor Thesis Project MCI Management Center Innsbruck. Transcript accessible in Appendix Haidacher, G. (2014, May 20th). Interview by T. Auer (Tape recording) Bachelor Thesis Project MCI Management Center Innsbruck. Transcript accessible in Appendix Schwaiger, M. (2014, May 24th). Interview by T. Auer (Tape recording) Bachelor Thesis Project MCI Management Center Innsbruck. Transcript accessible in Appendix Dorner, H. (2014, May 30th). Interview by T. Auer (Tape recording) Bachelor Thesis Project MCI Management Center Innsbruck. Transcript accessible in Appendix
39
Thomas Auer ClassifyingA the–Types of Waste Appendix Isikawa Fishbone Diagram
2.3
MATERIAL,
MAN,
Kind of waste: - nonconforming raw material and semi-finished product; - scrap, rework of material; - inventory; - transportation
Kind of waste: - walking; - waiting time; - seeking time; - body movement
19
WASTE
MACHINE,
METHOD,
Kind of waste: - breakdowns; - set up and adjustments; - small stops; - reduced speed; - start-up rejects; - production non conformities
Kind of waste: - each wrong method that introduces waste (e.g. wrong scheduling, wrong inventory management, wrong instructions on the machine, etc.) - set-up; - lotti economici
Fig. 2.1 Lean wastes and the 4M
(Chiarini, 2013, p. 19)
2.3.3
The Seven Relevant Wastes According to Toyota Production System
When talking about Lean, this method of classification is surely the most famous and common because it was developed directly by Toyota. In fact, this method helps staff find the root causes of waste by analyzing the flow of the production or service implementation process. The seven relevant types of waste are: • • • • • • •
Overproduction or asynchrony – producing too much, too early or too late to meet the customer’s demand; Inventory – raw material, work in process (WIP) and finished products stored; Motion – unnecessary movement of the body; Defectiveness – non-conforming products and services in general; Transportation – unnecessary movement of products between processes; Overprocessing – processing beyond what the customer requires; Waiting – having to wait before commencing the next activity.
40
ocess
00€/mo
h/mo
00%
Manual Info Flow
FLOW ICONS FLOW ICONS
Value Stream Electronic Info Flow Thomas Auer Mapping Icons Manual Info Flow
Manufacturing Press Process Heat Treat
MATERIAL INFORMATION Weekly Schedule Manufacturing ICONS FLOW ICONS FLOW
Process Appendix B –Electronic Value Mapping Icons Info Stream Flow
Value Stream Mapping Icons
Press Schedule Manufacturing Standard for VSM according Heat TreatIcons Manual Info Flow Process Shared Material Icons Icon Name Weekly Schedule
to Rother & Shook (1999) Description
Manufacturing Process Process
Load InfoLeveling Flow MATERIAL Electronic INFORMATION Schedule Manufacturing ICONS FLOW Heat TreatICONS FLOW Process
XYZ Shared Process Corp. Press Outside Sources Manufacturing Process Shared
C/T= 25 XYZ sec Manufacturing C/O= 40Corp. Process 2Outside Shifts XYZ Sources Corp.
Takt= 1s HeatSources Treat Outside C/T= 25 sec Data Box 220.000€/mo C/O= C/T= 25 40
Weekly Schedule
Supplier(
Withdrawal Kanban Schedule Load Leveling Manual Info Flow
220.000€/mo 340h/mo Outside Source
Load Leveling
Withdrawal Electronic InfoKanban Flow R: 100% Production Kanban
One process box equals an area of 220.000€/mo flow. All processes should be la340h/mo belled. Also used for departments, R: 100%control. such as Production Used to show customers, suppliers, and outside manufacturing processes.
Withdrawal Kanban
Weekly Schedule
sec C/O= 40 340h/mo 2 Shifts
Data Box
ScheduleKanban Production
2 Shifts Manufacturing R: 100% Takt= 1s Takt= 1s Shared Process
Production Kanban
Used to record the information concerning the manufacturing process, department, customer, etc.
Signal Kanban Load Leveling
Data Box Data Box Inventory Box
Inventory Box
XYZ Corp. 2X per Inventory Box Week Outside Sources Inventory Box
Count and time should be noted
Signal Kanban
Signal Kanban Withdrawal Kanban
Truck Kanban Post
2X per C/T= 25 Process Truck Shipment Week sec C/O= 2X40 per
Shipment
Note frequency of transports in a certain time
220.000€/mo
Week 2 Shifts Truck Shipment
340h/mo
Kanban Post
Production Kanban
Takt= 1s PUSH Arrow
Movement of producSequenced Pull Ball Kanban Post Truck Shipment tion material by push Data Box PUSH Arrow Sequenced Pull Ball
Finished Goods toFinished Customer Goods to Customer PUSH Arrow
R: 100%
Material that is produced and moved forward before the next step needs it; usually based on schedule
GoSequenced See Production Pull Ball
Movement of finished goods to customers
Go SeeScheduling Production Signal Kanban Scheduling
Inventory Box FIFO FIFO
First-In-First-Out First-In-First-Out Finished Goods SequenceFlow Flow Sequence to Customer GENERAL GENERAL 2X per Go See Production ICONS Week ICONS Scheduling
FIFO
First-In-First-Out Supermarket Truck Shipment
Supermarket Kanban Post
Sequence Flow Kaizen Lightening Burst Supermarket GENERAL
A controlled inventory of parts that is used to scheduled production at an upstream process
ICONSBurst Kaizen Lightening
PUSH Arrow Physical Pull
Supermarket Physical Pull Finished Goods to Customer Move by FIFO Forklift
First-In-First-Out Physical Pull Sequence Flow Move by Forklift Boat Shipment
Supermarket Move by Forklift
Withdrawal Sequenced Pull Ball Buffer or Safety Stock Kaizen Lightening
Burst Transfer of controlled Go See Production Scheduling quantities of material Buffer or Operator between process in a Safety Stock
“First-In-Frist-Out”
Q sequence GENERAL
Pull of materials, usually from a supermarket Indicates a device to limit quanity and ensure FIFO flow of material between processes. Maximum quantity should be noted
ICONS
Quality Operator Problem
Buffer or Safety Stock
Q
Quality Kaizen Lightening Burst
41
Value Stream Mapping Icons Thomas Auer Value Stream
Value Stream MATERIAL INFORMATION Value Stream Mapping FLOW ICONS FLOW ICONSIcons Mapping Mapping Icons Icons
Information Icons MATERIAL INFORMATION Press MATERIAL INFORMATION Value Stream FLOW ICONS FLOW ICONS MATERIAL INFORMATION Manual Info Flow FLOW ICONS FLOWFLOW ICONS Mapping Icons FLOW ICONS ICONS
Value Stream PressMapping Press Icons Press
Manual Info Flow Manufacturing MATERIAL INFORMATION Process FLOW ICONS FLOW ICONS Electronic Info Flow Manufacturing Process Press
Manual flow
For example: production schedule or shipping schedule
Information
Manual Info Flow
Heat Treat
Weekly Schedule Weekly Schedule
Manufacturing Process
Electronic Info Flow Schedule
Schedule
Manufacturing Manufacturing Process Shared Heat Treat
Process
Electronic Info Flow Process Shared MATERIAL Press INFORMATION Electronic InfoSchedule Flow Weekly Load Leveling ICONS FLOW ICONS FLOW
Electronically mation Flow
Infor-
For example via electronically information exchange
Manual Info Flow Schedule
Heat Treat
Heat Treat
Description
Electronic Info Flow
Manual Info Flow Info Flow ValueManual Stream MATERIAL INFORMATION ICONS FLOW ICONS FLOW Mapping Icons Manufacturing Manufacturing Heat Treat
Process
Icon Name
Load Leveling
XYZ Manufacturing Corp. Process Shared
WeeklyKanban Schedule Press Withdrawal Outside Sources XYZ WeeklyLoad Schedule Manufacturing Leveling Manual Info Flow Corp. Process C/T= 25
Information
Description of information flow
Production kanban (dotted line indicates kanban path)
The “one-per-container” kanban. Card or device that tells a process how many of what can be produced and gives permission to do so.
Electronic Info Flow
sec XYZ Withdrawal Kanban C/O= 40 Schedule Outside Sources Corp. Manufacturing 2 Shifts Manufacturing Withdrawal Kanban Schedule Outside Sources Production Kanban Heat Treat Process Shared Takt= 1s Process Manufacturing C/T= 25
Electronic Info Flow
C/T= 25 sec Process Shared Data Box C/O= 40sec
Weekly Schedule
C/O= 40
Heat Treat 2 Shifts 2 Shifts
Load Leveling
Takt= 1s
Takt= 1s
Manufacturing Inventory Box Data Box XYZ Process Shared
Production Schedule Kanban Weekly Production ScheduleKanban
Load Signal Leveling Kanban
Schedule
Data Box Corp. Manufacturing Process Shared 2X per
XYZ Outside SourcesWeek Corp.
Withdrawal Kanban Load Leveling Signal Kanban
Value Stream Withdrawal Kanban Outside Sources XYZ C/T= 25 Mapping Icons secCorp. C/O= 40 Inventory Box
Truck Shipment
Inventory Box 2X per XYZ Week Corp. PUSH Arrow
Load Leveling Kanban Post Signal Kanban
Withdrawal Kanban C/T= 25 Sequenced Pull Ball Outside Sources Kanban Post Kanban Withdrawal MATERIAL INFORMATION Truck Shipment Outside Sources 2 Shifts sec C/O= 40 2X per Production Kanban
Card or device that instructs the material handler to get and transfer parts (i.e. from a supermarket to the consuming process)
Withdrawal kanban
FLOW ICONS FLOW ICONS Finished Goods Week C/T= Takt=251s to Customer
C/T= 25 2 Shifts sec Go See Production Sequenced Pull Ball C/O=sec 40 PUSH Arrow Scheduling C/O= 40 F I F O Production Kanban Press Kanban Post Box Takt= 1s2Data Truck Shipment Shifts
First-In-First-Out 2 Shifts Info Flow Finished Goods Sequence FlowManual Production ProductionKanban Kanban GENERAL Go See Production ICONS Data Box Scheduling Manufacturing F I F O Data Box PUSH Data BoxArrow Process First-In-First-Out Sequenced Pull Ball Electronic Info Flow Sequence Flow Supermarket Signal Kanban GENERAL Inventory Box KaizenICONS Lightening Burst Heat Treat Finished Goods Weekly Schedule to Customer Signal Kanban Signal Inventory Supermarket Box Pull GoKanban SeeKanban Production Signal InventoryInventory Box BoxPhysical Scheduling Kaizen Lightening Burst Schedule 2X per FIFO Manufacturing Week Buffer or Process Shared First-In-First-Out Safety Stock 2X per Sequence FlowPull Physical Week GENERAL Leveling Post 2X per 2X per Move by Load Kanban to Customer Takt=Takt= 1s 1s
Week
The “one-per-batch” kanban. Signals when a reorder point is reached and another batch needs to be produced. Used where supplying process must produce in batches because changeovers are required
Signal Kanban
ICONS
WeekTruck Shipment Forklift
Truck Shipment XYZ Corp.
Operator Kanban Buffer or Post Safety Stock
Q Post Kanban Move by Withdrawal Kanban Truck Shipment Kanban Quality Post
Outside Sources Forklift Supermarket
Truck Shipment
Gives instructions to immediately produce a predetermined type and quantity, typically one unit. A pull system for subassembly processes without using a supermarket.
Operator Problem
Boat Shipment PUSHPUSH Arrow Arrow Sequenced Pull Sequenced Pull BallBall Kaizen Lightening Burst
Q
C/T= 25 sec
C/O= 40 PUSH Arrow
PUSH
Quality
Sequenced Pull Ball Problem
Sequence-Pull Ball
FinishedBoat Goods Shipment 2 Shifts Finished Goods Physical Pull to Customer Production Kanban Arrow Sequenced Pull Ball Takt= 1s to Customer Go See Production
Finished Goods FIFO Data Box to Customer F IFirst-In-First-Out FO
Scheduling Go See Production Scheduling Buffer or
GoSafety See Production Stock Finished Goods Sequence Flow Scheduling GENERAL to Customer FIFO First-In-First-Out ICONS MoveFlow by Go See Production Sequence Signal Kanban First-In-First-Out Forklift Inventory Box GENERAL Operator Scheduling Sequence Flow
FIFO
Supermarket First-In-First-Out 2X per Week Sequence Flow
ICONS GENERAL ICONS Q
Kanban Post
Place where kanban are collected and held for conveyance.
Kaizen Lightening Burst Quality Problem Kanban Post
GENERAL ICONS
Supermarket Boat Shipment Truck Shipment Supermarket Physical Pull
Kaizen Lightening Burst
Kaizen Lightening Burst PUSH Arrow
Sequenced Pull Ball Buffer or Safety Stock
Supermarket Physical Pull Physical Pull
Finished GoodsKaizen Lightening Burst Move by to Customer Forklift Operator Go See Production Buffer Scheduling Buffer or or FIFO
in
Safety Stock Safety Stock
Q
Physical Pull First-In-First-Out Sequence Flow
Move by Move by Forklift Forklift Boat Shipment
Quality GENERAL Problem
ICONS Operator
Operator
Buffer or Safety Stock Supermarket
Kanban arriving batches
QQ
Kaizen Lightening Burst
42
Manual Info Flow Signal Kanban
Data BoxBox Inventory
Signal Kanban
2X per Manufacturing Inventory Box Week Process
Electronic Info Flow
Thomas Auer
Heat Treat 2X per Week 2X Inventory Boxper
Signal Kanban Kanban Post Weekly Schedule
Truck Shipment Week
Manufacturing
Process Shared Truck Shipment
2X Truck per Shipment Week
PUSH Arrow
Schedule
Kanban Post
Kanban Post
Load Levelling
Tool to intercept batches of kanban and level the volume and mix of them over period of time
“Go See” Production Scheduling
Adjusting schedules based checking inventory levels
Icon Name
Description
Kaizen Lighting Burst
Highlights improvement needs at specific processes that are critical to achieving the value stream vision. Can be used to plan kaizen workshops
Buffer Stock
“Buffer” or “Safety Stock” must be noted
Load Leveling
Sequenced Pull Ball
XYZ
Kanban Post
Corp. Truck Arrow Shipment PUSH
PUSH Arrow
Outside Sources
Sequenced Pull Ball Withdrawal Kanban
Sequenced Pull Ball
Finished Goods to CustomerC/T= 25
sec Finished Goods C/O= 40 PUSH Arrow Finished Goods Sequenced Pull Ball Go See Production to Customer to Customer 2 Shifts Scheduling Production Kanban GoGo See SeeProduction Production Takt= 1s FIFO Scheduling Scheduling
Finished Goods FIFO
F I F O Data Box First-In-First-Out to Customer General Icons Sequence Flow First-In-First-Out Go See Production First-In-First-Out
Sequence FlowGENERAL Scheduling Sequence Flow
GENERAL GENERAL Signal Kanban ICONS ICONS ICONS
FIFO
Inventory Box
First-In-First-Out Sequence Flow
GENERAL ICONS
2X per Week
Supermarket Supermarket
Supermarket
Kanban Post Truck Shipment Kaizen Lightening
Supermarket
on
Burst Kaizen Lightening Burst Kaizen Lightening Burst Kaizen Lightening Burst
PUSH Arrow
Physical Pull
Sequenced Pull Ball
Physical PullPull Physical Finished Goods to Customer Physical Pull FIFO
Go See Production Buffer or Scheduling
Safety Stock
Buffer Buffer or or
or
Safety
First-In-First-Out Safety Stock Buffer Stock or Sequence Flow Safety
Move by Forklift
Move by
Move byby Move Forklift Forklift Forklift
Safety Stock GENERAL
ICONS
Operator
Operator
Supermarket
Operator
Q
Operator Operator
Represents a person views from above
Kaizen Lightening Burst
Q
Boat Shipment Physical Pull
Boat Shipment Boat Shipment
Boat Shipment Move by Forklift
Quality (Rother & Shook, 1999, Appendix A) QProblem
Q
Quality Quality Problem Problem Quality
Problem
Buffer or Safety Stock
Operator
Q Boat Shipment
Quality Problem
43
Thomas Auer
Appendix C – Checklists for Waste Elimination The below stated checklists should provide guidance on tackling the seven commonly accepted types of waste.
20
Source: (Chiarini, 2013, pp. 20–29)
2 The Seven Wastes of Lean Organization
Table 2.1 A typical checklist to evaluate excessive production Overproduction assessment Process: Auditor: Date # Description of waste Yes No Waste evaluationa Cause 1 A production control is implemented 2 Production system is balanced 3 Production is synchronized according to schedule 4 Defects within the processes 5 Manual assistance is needed 6 Adequate machine capacity 7 FIFO is applied Total a 0 ¼ evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, improvements ongoing; 3 ¼ reduced waste, continuous workshops, performance 22 2 The Seven Wastes positive of Lean Organization indicators; 5 ¼ waste eliminated, process stabilized, positive indicators for at least 6 months
Table 2.2 A typical checklist to evaluate inventory 2.3.3.1 Overproduction or Asynchrony Inventory assessment checklist Process: Auditor: Date Overproduction is the biggest problem our manufacturing and service industries Cause #haveDescription of waste Yes producing No Waste evaluationofa products to fight; overproducing means, quite simply, an amount exceeds the demand too soon or too fast. To begin, a very simple consideration, 1that Lots on shelves or on floor 2typical Shelves andmanufacturing stock on the floorindustry, take up room in the can be taken into account: 3 Product stacks block staff and machine access Overproducing means producing when there is no customer order. 4 WIP among process activities managers think that, really, all those products stored in the warehouses 5 Many WIP among workers’ activities 6will How easy is visualizing WIPfollowing quantity? the forecasts developed, for example, by an eventually be bought, Total MRP. But can the company be sure that these orders will arrive? In the meantime, a money has been spent and room taken up, waste, without mentioning thereduced possibilities 0 ¼ evident uncontrolled waste; 1¼ evident noeven improvements; 2¼ waste, improvements ongoing; 3 ¼ reduced waste, continuous workshops, positive performance of obsolescence, theft, damage and so on. Overproducing leads to many negative indicators; 5 ¼ waste eliminated, consequences, among which process are: stabilized, positive indicators for at least 6 months
•• • • • • • • •
Increase in inventories (second waste); Early production; The production process slowing down; Bottlenecks in the production/service implementation flow; Reduction of planning flexibility; Parts of the process that create are inefficient or create defects; Increase of indirect cost such as transport, inspections, and so on. Processes at the beginning are quicker than those nearer to the end; The reasonsthat for excessive overproduction are often related to: Accepting inventory cannot be avoided because it means to to the customers.lots; • immediately Production ofdeliver oversized economical • This Producing before/after demand; when attempting to install a Copernican last cause is verytheimportant • Low speed of setups; revolution within the organization; the staff needs to realize and believe that •excessive Creating inventories up for defectiveness; inventory can to bemake eliminated. 44 • Unnecessary staff in a process; inventory problems, it does not solve them. • Excessive Too many or too hides fast machines.
2.3 Classifying the Types of Waste
23
Thomas Auer
Table 2.3 Typical checklist to assess waste due to motions Workers’ movements assessment checklist Process: Auditor: Date # Description of waste Yes No Waste evaluationa Cause 1 How far the worker walks 2 Does the worker turn around? 3 Worker’s sideward movements 4 Does the worker have to bend over? 5 Left of right hand not being used 6 Setups that require a lot of movement 7 Repeated movements that have not been standardized 8 Too fragmented operations Total a 0 ¼ evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, improvements reduced waste, continuous workshops, positive performance 2.3 Classifyingongoing; the Types3of¼ Waste 27 indicators; 5 ¼ waste eliminated, process stabilized, positive indicators for at least 6 months
Table 2.5 A typical checklist for defectiveness evaluation 2.3.3.3 Motion Defectiveness assessment checklist Process: WastingAuditor: time Date may also refer to the movements of workers. When observing a Cause #production Description of wasteimplementation many Yes No without Waste value evaluation or service activities added can be 1noticed: Complaints customers workersfrom looking for tools that are not in their workplace, employees that 2need General defects during the to move to be able toprocess load data onto software, workers moved from one 3department Defects to linked to human mistakes another to stand in for lack of qualified staff, and so on. Among the 4causes Defects linked to supplied material are: 5 Defects linked to machines and equipment •6 Poor layout design; Defects linked to methods with lack ofdetails skills and/or poor training; 7• Workers Instruction/procedure staffplan involvement; 8• Poor Control details 9• Increase Operators’ awareness regarding quality in staff or work hours; 10 Poka-yoke andand Jidoca • Lack of order cleanliness; Total • Activities performed in isolated areas. a 0 ¼ evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, To removeongoing; unnecessary employee movements following positive changesperformance need to be improvements 3 ¼ reduced waste, continuoustheworkshops, made: 5 ¼ waste eliminated, process stabilized, positive indicators for at least 6 months indicators;
• •• •• ••
Gradually move towards production flow; Analyzing the flowskills with and/or VSM and spaghetti-chart; Improve workers’ training; U-cells; Increase awareness concerning movements; Using workers. Set in multi-skilled order workplace (5S);
• The Design U-shaped cells; (Table 2.6) is an example of assessment of the type of following checklist • Review instructions and procedures. waste. Table 2.3 is an example of waste type assessment.
2.3.4.2 Overprocessing Waste during production generally refers to activities within the process that could45 be unnecessary or not requested by the customers. This should not, however, be confused with overproduction linked to necessary activities that produce more than
28
2 The Seven Wastes of Lean Organization
28
Thomas Auer
2 The Seven Wastes of Lean Organization
Table 2.6 A typical checklist for evaluating waste in conveyance/handling Table 2.6 A typical checklist for evaluating waste in conveyance/handling Transportation assessment checklist checklist Transportation assessment Process: Auditor: Date Date Process: Auditor: Cause ## Description Description of of waste waste Yes No No Waste Wasteevaluation evaluationaa Cause Yes 11 Inventory Inventory accumulating accumulating during during transport transport 2 Changing method of transport transport during during the the path path 3 Distance between one activity activity and and another another 4 Transport needs manual manual assistance assistance 5 WIP among activities/processes activities/processes 6 The previous and/or next next activity activity isis in in aa different different area area Total Total aa0 ¼ evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, 0 ¼ evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, improvements ongoing; improvements ongoing; 33 ¼ ¼ reduced reduced waste, waste, continuous continuous workshops, workshops, positive positive performance performance indicators; 5 ¼ waste eliminated, process stabilized, positive indicators for indicators; 5 ¼ waste eliminated, process stabilized, positive indicators foratatleast least66months months Table 2.7 A typical checklist for evaluation of overprocessing during processes
Table 2.7 A typical checklist for evaluation of overprocessing during processes Overprocessing within the process assessment checklist Overprocessing within the process assessment checklist Process: Auditor: Date
Process: Auditor: Date
Description of waste Yes No Waste evaluationaa Cause Cause Description of waste Yes No Waste evaluation Is there an identified flowchart? Is there an identified Unnecessary activitiesflowchart? being performed Unnecessary activities being performed Activities that can be automated be removed automated Activities that can be without damaging the qualitythat of the 4 Activities canproduct be removed without damaging the qualitythat of the 5 Activities canproduct be removed without affecting lead-time 5 Activities that can be removed without affecting 6 Arelead-time flow, instructions and specifications well known? 6Total Are flow, instructions and specifications well known? a 0 ¼ Total evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, ongoing; ¼ Waste reduced waste, continuous workshops, positive performance aimprovements 2.3 the Types3 of 29 0 ¼ Classifying evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, indicators; 5 ¼ waste eliminated, process stabilized, positive indicators for at least 6 months # # 1 12 23 34
improvements ongoing; 3 ¼ reduced waste, continuous workshops, positive performance indicators; 5 ¼ waste eliminated, process stabilized, positive indicators for at least 6 months 2.8 A typical checklist for waiting evaluation •Table Incomplete activity standardization; Waiting assessment checklist • Inadequate tools, machines and automations;
• Incomplete activity standardization; Auditor: Date •Process: Working with inadequate material. • Inadequate tools, machines and automations; # Description of waste Yes removing waste can material. be done as follows: • Thus, Working with inadequate 1
•2 •3 ••4 ••5 ••6
No
Waste evaluationa
Cause
Average waiting time before starting an activity
Redesigning thetime process; Thus, removing waste canmachine be done as follows: Average waiting during work Reviewing the activity; Equipment availability Redesigning the process; Automating tasks; Balancing activities with those previous Reviewing the activity; Activity standardization Revising and issuing instructions and procedures; Automating tasks; such as value analysis (VA) and value engineering (VE). Preventive maintenance Applying methods
•7 Revising issuing instructions and procedures; Adequacy and of amount of workers Table 2.7 is an example waste evaluation •Total Applying methods such of as avalue analysis (VA)checklist. and value engineering (VE). a
0 ¼ evident uncontrolled waste; 1 ¼ evident waste, no improvements; 2 ¼ reduced waste, Table 2.7 isongoing; an example of a waste evaluation improvements 3 ¼ reduced waste, continuouschecklist. workshops, positive performance indicators; 5 ¼ waste eliminated, process stabilized, positive indicators for at least 6 months
2.3.4.3 Waiting
46
Waiting time concerns not only the workers’ activities, but also a machine’s
Thomas Auer
Appendix D – VSMA at Norer The described company Tischlerei Norer GmbH. (following Norer), was established in 1857 as a family owned business. In the year 1991 it was sold to a local multicorporate enterprise, due to a lack of successors. Since the 1980´s Norer established a marketed leading position in the interior furnishing of pharmacies with a market share
Service Value Stream Management (SVSM): Lean Thinking of approximately 30% within Austria. In overall 11 companies are competing at Developing the
moment in this sector. 50% of the total revenue is generated from this niche. Othertomers needs and b depending on the risk level of the loan. In these circum-
stances, a single icon may not be sufficient to give a clear business fields include the furnishing of medical practices, hospitals, hotels and private Finally, it is wor
description of the task. Therefore an inspection lens should have a different m be appended to the process box to indicate the availabilican represent mater ty of additional information, in the form of ASME promay even be useles Current State: From First Customer Contact to Completion of Fitting cess charts, flow diagrams and/or procedures. are a matter of fact The presence of customer icon is another important be substituted by th Due to the fact that Norer acts in a rather individual crafts production everyindication of the av element, as it allows visualizing all thefield steps(nearly requiring the physical presence of the customer, during the ongoproject is unique), the standardized mapping approach can only capture a typical pro-2.4.2. Data Gather ing activities of the service. The team should place a parData gathering sho care in the identification/analysis of these contact cess, which can indeed have in certainticular circumstances some alterations. mended by Braglia points since it is here that customers can be won or lost, depending on the first impression of the service level that A typical project starts with the initial customer contact of the sales department.the process steps, f In doing so the tea they get. After specifying all relevant details andMaterial concluding the applicable contract, and data suppliers icons have also beenthe add-infor-rates, specifying va nal/external) custom ed to better specify the nature of the first tier supplier(s). mation will be forwarded to the DED in ordermaterials to fulfiland all subassemblies needed pre-work actions. Whereas are the main inputs Thebetween steps. To visable to use an A of a manufacturing firm, to correctly operate a manufacproduction and fitting process of the furniture follows these steps. This typical processthe one in Figure 2 turing firm, to correctly operate a service also requires up pendent, but shoul date information. Specifically, of the times both order can be seen in Figure 11, with to additional information that most specifically represents tion of the tasks (p materials and information are required (as for an airline a logistic/freight company), but some A business (such the current state at Norer (included inorthe corresponding data boxes). timeline could2) a list of the too tion systems, etc.) as banks, insurance companies, public offices, etc.) may not be included, due to the fact that every project isforecasts, uniquelyconcerning manufactured. data and 4) waste ty only necessitate market trend, cus-
homes.
Sales Dep.
Order
Information
200.000€/mo 340h/mo R: 80% 2 employees
Design & Eng.
Production
Fitting
Figure 1. SVSM icons.
172.000€/mo 500h/mo
1800h/mo
550h/mo
Supplier(
R: 90%
R:95%
R: 95%
3 employees
12 employees
3 employees
Figure 11 Current Total Process Overview Norer Figure 2. Data collection checklist. Copyright © 2011 SciRes.
47
Thomas Auer
This value stream map (Figure 11) should provide an overview on the door-to-door processes within this company. Since the focus of this paper lies specifically on a DED the needed process steps will be outlined more detailed. Figure 12 shows the DED tasks broken down to single process steps. Within this process flow it can be clearly identified that this intermediary step in the overall value creation has one essential connection interface to each process, including to the end customer. This can quickly be recognized as the most interrupting issue of continuous flow. Currently the quality control of the production department and the fitting coordination is as well handled through the DED employees. Typically such separate processes would represent an additional process family, which would need an own VSM, but due to the fact that these actions directly influence the performance of the design and engineering procedure (i.e. direct feedback loop to the engineer) they are included in this process map. Beside these subtasks the core duty of a technician employed in this position is the engineering pre-work of the end customers order. Within the first stage of the DED task the information exchange with the sales department takes place. The main specifications of the installation should be finalized before the technician starts with the detailed CAD (i.e. computer assisted drawing) constructions. Nevertheless due to changes from the customer side, not finished building sites (for measuring purposes) and correlating issues this step cannot be done with 100% reliability. In the following step materials with long delivery times are ordered. Afterwards the core task of engineering takes place. From a Lean perspective this step is not value adding, but according to Schwaiger it states the phase with the highest potential to increase resources efficiency (e.g. time and money) and therefore raises the profitability for the company and customer satisfaction (personal communication, May 24th, 2014, 21:22). Following the needed material with short delivery cycles are ordered, the fitting is scheduled and the information exchange to the production department is done. The exchange can be done on an efficiency level of approximately 90 per cent, because this process is rather standardized with predefined information transfer mechanisms like preconfigured plan labelling etc. Even though many standardization approaches have been initiated, the management of Norer is aiming for a comprehensive companywide methodology to increase productivity and customer orientation. According to Matt (2014), the Lean approach could be a potential way to solve this issue in ETO branches. Many different authors have investigated aspects of Lean in this area and confirm the applicability of this business excellence approach even within single batch production environments (p.338). 48
Sales Dep.
Sales Dep.
3 employees
R: 80%
340h/mo
200.000€/mo
Sales Dep.
total capacity
10% of
Subtask 2
total capacity
5% of
R: 80%
Production QM
R: 50%
Fitting Coordina.
R: 80%
500h/mo
172.000€/mo
Information Ex.
85% of total capacity
Subtask 1
Coretask
R: 80%
Fitting QM
R: 90%
Material Order
R: 90%
Engineering
Supplier(
R: 90%
Material Order
R: 90%
Schedule Fitting
Supplier(
R: 80%
Information Ex.
12 employees
R: 80%
1800h/mo
Production
Thomas Auer
Figure 12: DED Processes Current State at Norer
49
points since it is here that customers can be won or lost, depending on the first impression of the service level that they get. Material and data suppliers icons have also been addThomas Auer ed to better specify the nature of the first tier supplier(s). Whereas materials and subassemblies are the main inputs of a manufacturing firm, to correctly operate a manufacFuture State turing firm, to correctly operate a service also requires up to date information. most of the times both at This chapter shows an overview on the possible future of Specifically, the overall process chain materials and information are required (as for an airline Norer. This future state was developed on orthe basis of the core but Lean and a logistic/freight company), someprinciples business (such as banks, insurance companies, public offices, etc.) may does not imply that this is the optimal solution for an ETO environment or Norer. only necessitate forecasts, concerning market trend, cus-
mended by Braglia the process steps, f In doing so the tea rates, specifying va nal/external) custom between steps. To visable to use an A the one in Figure 2 pendent, but shoul tion of the tasks (p 2) a list of the too tion systems, etc.) data and 4) waste ty
Sales Dep.
Order Information 220.000€/mo 340h/mo 98% 2 employees
Kaizen Design & Eng.
16
Production
18%
ca
Fitting
62%
Kaizen
189.000€/mo 400h/mo
ca
24%
Figure 1. SVSM icons. 1800h/mo
550h/mo
Supplier(
R: 98%
R:95%
R: 95%
3 employees
12 employees
3 employees
Figure 13: Future Total Process Overview Norer Figure 13 clearly shows the reduction of the parallel process and an alignment towards a more flow oriented process cycle. By distributing the quality control of theFigure production 2. Data collection checklist. back to the production coordinator, the first subtask of the DED will be eliminated. FurCopyright © 2011 SciRes.
thermore the coordination and quality control of the fitting could be allocated at the Sales Department to ensure that the customer always has a single contact person, which could eventually enhance customer orientation. Through these steps the flow and customer pull principle within the DED could be achieved, as visualized in Figure 14. Additionally regularly scheduled kaizen workshops could be implemented in order to facilitate a continuous improvement of the overall process. This has been discussed with all employees, resulting in different outcomes. Nevertheless an overall positive attitude could be identified. The implementation of 5S will be an essential facilitator of a VSMA implementation at Norer. With the previously established benefits it will help to gather the needed organizational understanding of waste reduction and establish the first contact points of the employees with the Lean approach.
50
3 employees
Kaizen
R: 100%
340h/mo
R: 100%
189.000€/mo
400h/mo
Information Ex.
100%,of,total,capacity
220.000€/mo
Sales Dep.
Coretask
R: 98%
Material Order
R: 95%
Engineering
Supplier,
R: 98%
Material Order
R: 95%
Schedule Fitting
Supplier,
R: 95-100%
Information Ex.
Kaizen
12 employees
R: 95-100%
1800h/mo
Production
Thomas Auer
Figure 14. DED Processes Future State at Norer
51
Thomas Auer
Another aspect, which could have a potential benefit, is an implementation of a failure mode and effect analysis, commonly known under the abbreviation FMEA. Nevertheless further investigation has to be done on this approach before using it. The evaluation of this tool could ideally be done while creating the VSP. This step, as previously mentioned, should be done with all involved parties in order to ensure a common understanding of the issue. Beneficial outcomes of this VSAM could clearly be identified from a theoretical viewpoint. Within a practical application, many different influencing factors contribute to the overall result of the approach. These aspects have widely been discussed within the potential analysis in Chapter 4, but nevertheless have to be asset individually at each application. Only be fostering the stated preconditions and organizational aspects such an approach brings with itself, a positive outcome can be created. (Source of company data: Egger, Goetsch, Haidacher, Management of Norer)
52
Thomas Auer
Appendix E – Interview Analysis Chances Internal Interview Analysis English Sub Cat- Interview Position egory Partner in Text
Text Passage
Financial Markus 44:20:00 I personally think 5% to 10% are possible through the Egger usage of this approach Armin 47:00:00 The overall potential of VSMA is on a mid-term basis Goetsch around 5% Günter 36:21:00 I think there are a lot of small things which can be Haidacher improved in order to make profit. Even if a step only saves 500€ it is still important. Overall 10-15% can be definitely be achieved. Structural Markus 44:40:00 From my point of view, any sort of specialization can Egger help to reduce defects. This is definitely a chance!
Cultural
Günter 34:55:00 I would prefer to work on general problem solving Haidacher activities in a group including other departments, rather than individually. Through finding common ground positive developments for the company can be initiated. Markus 45:06:00 The organizational climate is already in a good condiEgger tion: If further improvements can be made, then I would definitely argue for it. Armin 47:00:00 The awareness rise on employee side is definitely Goetsch worth the investment. Armin 49:07:00 I think it is a chance, because awareness can be Goetsch raised in employees, which eventually has not been there so far
Chances External Financial Heinz Dorner
Heinz Dorner
16:42
Financially a lot of things change. Processes can be controlled and calculated with much more accuracy, the customer orientation raises, delivery times decline, etc. In terms of per cent it is hard to give a estimation. This is only possible in case of set-up times and lead times. When the Lean and VSMA approach is implemented properly a reduction of 50% lead time is possible in most companies
50:02:00 Everything has to based on a customer perspective. He/she will notice it anyway, positively or negatively.
53
Thomas Auer
Manfred 29:23:00 Schwaiger Through that a paradigm change has taken place, namely speed. The delivery time was reduced from 3 months to 9 days, without having an inventory. Through the change in the direction of VSMA, tasks have been clustered into small cells and a clear responsibility and role distribution has been implemented. Through this change an incredible process has been developed. Departments are organizing their personal completely independent and even decide about their payments. Concluding one can say that everything comes back to human resource. Manfred 32:24:00 Schwaiger A nice side effect is the cash flow. Through the reduction of delivery times and the inventory elimination they did not need their current account anymore. Manfred 39:15:00 On a long-term basis these goals can be efficiency Schwaiger increasing Structural Heinz 47:53:00 Process should not be visualized top-down, rather an Dorner employee involving approach should be used. This will give the employees the feeling that they have developed their own future, which will lead to more identification with the company. Additionally connection points to other departments will get more transparent and an awareness raise for the overall process will take placed Manfred 32:24:00 A department wise responsibility should be develSchwaiger oped. This has to be developed by the employees on their own, rather than top-down. The central role of the formal leaders should be to provide freedom where freedom can be handled. If it is not possible in some areas than personal development has to foster this issue. If it is not possible to install such a responsibility within some areas, then a overall responsibility has to be developed. This goal can only be achieved on a long term basis Manfred 32:24:00 Additionally this complex responsibility development Schwaiger has resulted in a doubling of the innovation rate. Manfred 35:59:00 Schwaiger The highest goal must be stability Cultural Heinz 17:30 By knowing why they are doing certain tasks, emDorner ployees can engage and contribute more to their workplace. This can lead to higher employee satisfaction. Manfred 16:42 Additionally change management aspects and the Schwaiger principle of the success-cell should be considered. Through a good handling of these issues, identification of employees can take place. This can fasten the implementation of VSMA.
54
Thomas Auer
Risks Internal Financial Markus Egger Armin Goetsch Structural Cultural Markus Egger Armin Goetsch
45:53:00
It can be costly in terms of work-time.
47:00:00
The only risk states that the invested time could be lost
45:53:00
Some employees could be disappointed it they invest time and it is not working out. Through the distribution of work in small task packages, some employees could wear blinders when it comes to the overall responsibility, but this is depending on the individual’s character.
48:46:00
Risks External Financial Manfred 36:09:00 I think nobody can afford to not do it. Schwaiger Manfred 38:05:00 I don’t see it as a risk, it is a death warrant. Without Schwaiger constant optimization and adaptation of ones own processes the survival will be difficult. For this reason a critical mass of convinced personnel is important, otherwise the concept of the success-cell can not be implemented. Even though this process costs a lot of time in the beginning, the profit will come in terms of implementation speed. Manfred 41:16:00 The implementation should not be done too fast. It Schwaiger should be structured, with milestones that are evaluated by PDCA cycles. It must be allowed to make mistakes, without fearing finger pointing. A failure tolerance has to be developed and a continuous improvement process has to be created. Nevertheless this process needs time. Structural Heinz 19:24 Additionally the new process steps have to be Dorner trained; otherwise the personal will fall back into old habits. Heinz 26:30:00 In small companies it is often helpful to collect these Dorner people into a group and to work together on the future vision. Connected departments should be included in this process as well. For this reason a lean game is often ideal to show the need for change and to achieve a level of understanding of the employees. Unfortunately some employees lack the understanding for the fast changing environment. The management should therefor rethink the need for this employee and if he/she is still matching to the organization. Manfred 43:31:00 This needs time and it should be considered if the Schwaiger employee is still matching the organization Cultural Heinz 19:24 If employees don´t understand the change then this Dorner can have a negative impact Manfred 47:25:00 Mental resistance: "this was always done like that". Schwaiger This states an obstacle
55
Thomas Auer
Preconditions Financial Manfred 13:51 Schwaiger Structural Markus Egger
17:51 Tasks have to be structured in smaller packages. Additionally the time taking has be improved, in order for me to know how long I am working on certain tasks on an average.
Armin Goetsch
01:42
Armin Goetsch
08:35
Armin Goetsch
11:24
On some days I don’t really know where to start. I´m just extinguishing the fire, which burns the hottest. This is essential in a cabinet-making company. What is a quickly cutting process worth if the following processes can´t handle the output,
Günter 09:14 Haidacher
Heinz Dorner
05:07
Heinz 07:52 Dorner Heinz 14:48 Dorner Manfred 13:51 Schwaiger
Cultural
One has to invest in this approach and one has to have the resources for that
One has to have the equipment, for example the needed software and the time for that. At the moment I am working on 4 projects at the same time. The rethinking between tasks costs a lot of time. When i have a pharmacy project I sometimes cannot do much for my project because I get interrupted all the time by e.g. fitting coordination issues. The situation has to be asset individually every time, but the core essence are processes, waiting times, lead times and value adding activities. That is the same in all departments of a company. Internal audits, because without control this system will not work Structural changes are often necessary, but hardly possible when a certain size is reached. A company should allocate a certain amount of resources for strategic and stability alignment.
Manfred 47:25:00 Schwaiger If you would ask me: what is most important? Then I would answer the commitment of the management. Markus 21:10 Egger In our DED all 3 employees are very open minded, therefor we can discuss about all issues, even if there is reluctance. If such a situation comes into existence, all pros and cons are evaluated and a decision is made on this basis. If things afterwards develop into a negative direction, then these issues have to be discussed once more. Armin 04:41 These meetings are always done adhoc, because we Goetsch are sitting 5 meters apart from each other. If a problem comes up, then it is no problem to invest 5 to 10 minutes of everyone.
56
Thomas Auer
Armin Goetsch
10:36
Armin Goetsch
12:41
In the transition a special focus has to be given to the employees. The have to get the relevant information and the need has to be explained as well. Through that a certain level of acceptance is established and the organizational culture is supporting this transformation. Without this precondition the changes wont be successful on a long term basis, because one will fall back into old habits.
There has to be a detailed explanation why things are done and needed. The change process relies on feedback from the employee side and their ideas. A capacity for self-critic has to be given as well. Every employee has to be involved in this process in order to draw a meaningful current state. An external perspective is often useful as well. Günter 38:13:00 These things have to be discussed with the employHaidacher ees to provide them with a certain level of safety. This process should be done individually and in group meetings Heinz 03:26 One of the most critical points is organizational culDorner ture. On the one hand how the management and shareholders support the topic of Lean and on the other hand how the employees take on this philosophy Heinz 04:35 It is important to develop the willingness of the emDorner ployees Heinz 06:59 Dorner It is always depending on the Human resources Heinz 07:52 Additionally acting as role model and employee Dorner evolvement can enhance the knowledge transfer Heinz 14:48 Formal leaders are very important to create the willDorner ingness of the employees Heinz 21:15 Dorner Formal leaders state an essential part in the communication from the CEO to the single employee. Without their engagement the whole project will fail. Another vital point is how new upcoming problems are handled, which have not existed before the transformation. These issues have to be handles and communicated in a proper manner. The whole transformation process can take between 5 and 10 years. Heinz 22:58 In smaller companies the relationship to the single Dorner employee is vital. This constellation is best handled in individual conversations. This is also important in bigger companies. As mentioned before: the key lies in human resource Manfred 06:35 My strategy acts on the HR level. In this case perSchwaiger sonnel development plays a vital role in order to train the operators who are using theses processes on a daily basis
57
Thomas Auer
Manfred 13:51 Schwaiger
To reach the desired goal in all departments the right personal is needed. The topic of personal development plays a central role in this case Manfred 43:31:00 The organizational culture plays am essential role Schwaiger from my point of view. Two years ago I was allowed to guide an internal company with a few thousand employees throw such a process. It took 1 1/2 years of preparation for this. This system was enabled by so called ambassadors out of the motivated and critical workforce. Through these involvement the system of the success-cell could be developed further.
58
Thomas Auer
Appendix F – Relevant Interview Paragraphs (Translated) This Appendix provides additional translated passages of the interviews, which were mentioned within Chapter three and four of this thesis. M. Egger, personal communication, May 20th, 2014 Passage 5:07: Industrial companies simply need such an approach. One reason for that is the enormous amount of money, which is lost in case of mistakes. Every saved cent can directly be invested again into optimization or research, in order to improve the product even more on a qualitative basis. The approach is usable within single batch production as well, but within a cabinetmaking company too many variation of products exist and therefore it will be difficult in such an environment. Even though in this branch, it would be possible to calculate the existing time efforts needed per piece. Unfortunately it is quite difficult to estimate the time needed for a single product, compared to a standardized process like in the car industry, where single processes just take seconds. This approach is usable, but the application can be quite difficult, especially due to the fact that multiple processes run parallel. You get a call from the customer, one from the supplier… and then there is the mail traffic. I personally think that it is unlike that such an approach is used within a cabinet making company, but I don’t want to say that it is impossible. Passage 6:09: I personally don’t know a company, but I can imagine that big producers like EWE, FM or DAN use such an approach. I have visited an EWE/FM production side and I am 100% sure that these companies use something like that, because these companies have the critical capacity. Unfortunately I have only seen the production side so I cannot talk about the service processes. I think it is even usable there, because they sell a rather standardized product. Passage 07:20: Yes I think it is usable within a standardized product range, which only shows minimal variances. Not like in our company where everything is a unique, like round and oval elements in pharmacies. It is of course usable in some way, but therefore a big master data set (CAD) would be needed. Through this a measurement of the output and lead-times could be done as well.
59
Thomas Auer
Passage 47:01: That is a question on how much I invest, but I definitely think it is a chance. But it is hard to say. In an overall company perspective the chances definitely exist, in the DED our biggest chance is the CAD program. A. Goetsch, personal communication, May 20th, 2014 Passage 0:47: To improve the flow and to reduce the lead-times. Passage 08:35: This is the essential for the cabinet making companies. What is a fast cutting worth if the following processes cannot handle the output? Passage 09:14: Within the DED this process are not as tangible as in a production context, but the usability is still given in this environment. Passage 49:07: I think it is a chance, because awareness can be raised on employee side, which maybe has not been there before. G. Haidacher, personal communication, May 20th, 2014 Passage 02:30: A constant information flow is important, in order to reduce waiting time. Passage 9:14: I am often working on 4 projects parallel and the refocusing takes a lot of time. When I am working on a pharmacy I often spend more time on coordinating other projects. M. Schwaiger, personal communication, May 24th, 2014 Passage 21:22: The name of this topic is muda, do I work or do I think? In this process a lot of resources can be saved. Through a high degree of standardization aspects like failure reduction, rising of quality standards, optimization of the procurement, etc. can be achieved. But therefore a strength-oriented leadership is required. It should be questioned if the right people sit on the right places to initiate the change. This is the key to success, next to the commitment of the management and shareholders.
60
Thomas Auer
H. Dorner, personal communication, May 30th, 2014 Passage 3:26: From my point of view, this approach can be used in every branch; it only depends on the scope and adaptation. One important factor in this case is organizational culture. On the one hand the owner and the management have to support this change and on the other hand the understanding of the employees has to be ensured. A very easy usable example in this case is 5S. Everyone is using it at home, but within a business context employees mostly lack the understanding for it. In their private homes they organize their cutlery in predefined spots. Why should this not be possible in a business context in order to find needed tools faster?
61
Thomas Auer
Appendix G – Interview Guidelines Questionnaire German: Questionnaire Internal Perspective: Providing brief overview about the project Notice that dialogue will be recorded 1. In which position are you currently working at Norer? 2. What does the term Lean Management /Thinking/Manufacturing mean to you? a. Where do you have your knowledge about this issue? b. What to do you connect with lean management? 3. Do you know a cabinet making company or interior designer who is using such an approach 4. Does your company have a sort of CIP? If yes, which one do you use? How do you feel about this issue? 5. Does your company regularly question its processes? 6. What do you connect with VSMA? 7. Do you think such an approach could be used at Norer? 8. Which preconditions have to to be fulfilled for such an implementation, on a general and specific level? 9. Do you think Norer is ready for such a transformation? If yes, please state why? 10. This maps shows a VSMA of your position. Is it correct? Do the process reliabilities match reality? 11. Where do you see the most potential for improvements? 12. Which chances does an implementation of VSMA bring with itself? a. Financial b. Structural c. Cultural 13. Which risks can you identify in such a transformation? a. Financial b. Structural c. Cultural 14. Can you image do run a VSMA on a regular basis and implement CIP´s? 15. If yes, how do you think these CIPs have to look like? 16. How do these CIPs have to look like in order to be accepted and used by the workforce?
62
Thomas Auer
Questionnaire External Perspective: Providing brief overview about the project Notice that dialogue will be recorded 1. In which position are you currently working? 2. Which contact points did you have so far with Lean Management? Please provide details 3. Do you know a cabinet making company, which is using such an approach? Is the tool applicable for this branch? If yes, please provide arguments 4. What is your impression of VSMA? 5. Is this tool usable in a cabinet making company or DED? 6. Which preconditions have to be fulfilled for such an implementation? 7. Which chances of such an approach can be identified? a. Financial b. Structural c. Cultural 8. Which risks of such an approach can be identified? a. Financial b. Structural c. Cultural 9. Which expierences have you made with the implementation of Lean and VSMA in service branches? 10. Which are the biggest obstacles to this implementation? Original Questionnaire German: Questionnaire Internal Perspective: Vorstellung des Projekts Hinweis das Gespräch aufgezeichnet wird 1. Welche Position füllen Sie derzeit in der Tischlerei Norer aus? 2. Was sagt Ihnen der Begriff Lean Management/Thinking/Manufacturing? a. Woher beziehen Sie dieses Wissen? b. Was verbinden Sie mit Lean Management? 3. Kennen sie eine Tischlerei oder ein Planungsbüro in dem dieser Ansatz bereits verwendet wird?
63
Thomas Auer
4. Haben Sie in Ihren Betrieb eine andere Variante eines Verbesserungsprozesses angewandt? Wenn ja welche? Wie haben Sie das empfunden? 5. Werden in Ihren Betrieb regelmäßig Prozessabläufe hinterfragt wenn ja wie? 6. Was verbinden sie mit dem Begriff Wertstromanalyse? 7. Ist dieser Ansatz in einer Tischlerei verwendbar? 8. Welche Grundvoraussetzungen müssen in Ihren Augen dafür gegeben sein, generell und spezifisch für Ihr Unternehmen? 9. Glauben Sie das die Tischlerei Norer bereit dazu ist, wenn ja warum? 10. Hier sehen Sie eine Wertstromanalyse (VSM) Ihrer Position. Stellt diese Ihren täglichen Arbeitsablauf da? Was halten sie davon? Prozessverlässlichkeiten? Prozessfluß? Prozessvoraussetzungen (Revenue Transfer Data)? 11. In welchem Prozessabschnitt sehen Sie am meisten Verbesserungspotenzial? 12. Welche Chancen sehen sie in der Implementierung? a. Finanziell? b. Strukturell? c. Kulturell? 13. Welche Risiken sehen sie in der Implementierung? a. Finanziell? b. Strukturell? c. Kulturell? 14. Können Sie sich vorstellen diese Analyse regelmäßig zu überarbeiten und an KVP zu arbeiten? 15. Wenn ja wie stellen Sie sich diese regelmäßigen Analysen vor? 16. Wie müssen diese gestaltet sein um Anklang zu finden?
Questionnaire External Perspective: Vorstellung des Projekts Hinweis das Gespräch aufgezeichnet wird 1. Welche berufliche Position haben Sie derzeit inne? 2. Hatten Sie bereits Kontakt mit Lean Management, wenn ja bitte begründen Sie detailliert? In welchen Branchen haben Sie diesen Ansatz verwendet? 3. Kennen sie eine Tischlerei oder ein Planungsbüro in dem dieser Ansatz bereits verwendet wird? Ist dieses Werkzeug in Ihren Augen in dieser Branche einsetzbar? Wenn ja bitte begründen Sie? 64
Thomas Auer
4. Was halten Sie von VSMA als Tool zur Wertstromanalyse? 5. Wie sehen Sie die Anwendungsmöglichkeit dieses Werkzeuges in einem Planungs- bzw. Arbeitsvorbereitungskontext? 6. Welche Grundvoraussetzungen müssen dafür gegeben sein? 7. Welche Chancen sehen sie in der Implementierung? a. Finanziell? b. Strukturell? c. Kulturell? 8. Welche Risiken sehen sie in der Implementierung? a. Finanziell? b. Strukturell? c. Kulturell? 9. Welche Erfahrungen haben Sie bis jetzt mit der Implementierung von Lean Thinking in Dienstleistungsbetrieben gemacht? 10. Welche sind in Ihren Augen die größten Hürden die man bei der Implementierung von Lean Thinking überwinden muss? 11. Weitere Anmerkungen zum Thema
65
Thomas Auer
Appendix H – Interviews transcribed Markus Egger – Employee DED Projektbeschreibung #00:00:00-0# i: Welche Position füllen sie derzeit in Ihrem Unternehmen aus? #00:01:37-5# b: Derzeit fülle ich eine Zwischenposition aus. Einerseits bin ich in der Arbeitsvorbereitung (Projektleitung) beschäftigt und andererseits unterstütze ich häufiger den Verkauf. #00:01:48-4# i: Was verbinden Sie mit dem Begriff Lean Management / Thinking / Manufacturing? #00:01:56-4# b: In der Industrie werden solche Ansätze einfach benötigt. Ein Grund dafür ist die enorme Kapitalintensität bei Fehlern. Jeder gesparte Cent kann in der Massenindustrie wiederum für die Optimierung oder Forschung (Weiterentwicklung) verwendet werden, damit sich das Produkt qualitativ weiterentwickelt. Das Gedankengut ist sicherlich auch in der Einzelfertigung anwendbar, jedoch wird es in unserer Tischlerei Aufgrund der vielen Varianten sicherlich schwierig. Es wird sicher auch möglich sein sich mithilfe von Formeln die gerechneten Zeiten auszurechnen die pro Stück nötig ist. Was man jedoch nie sagen kann ist, dass diese Zeit auch wirklich benötigt wird. Das ist natürlich etwas anderes wenn ich von z.b. Stanz Prozessen rede. Dann benötigt man für den Prozess nur diese eine Sekunde pro Stanz-Vorgang. Möglich ist es schon das es in einer Tischlerei einsetzbar ist, aber ich sehe den Einsatz bei uns eher unrealistisch, allein dadurch das ich oft mehrere Sachen gleichzeitig machen muss: Es ruft eine Kundschaft an, dann ruft ein Lieferant an, dann ruft einer von der Tischlerei an .... jetzt einmal nur Anrufstechnisch. Dann hab ich noch einen Emailverkehr, denn kann ich vielleicht hinausschieben (um den Fluss zu implementieren), aber der muss trotzdem irgendwann erledigt werden, usw. Ich sehe es als unwahrscheinlich, dass man es wirklich komplett in einer Tischlerei anwenden kann, aber ich will nicht sagen das es komplett unmöglich ist. #00:05:03-3# i: Kennen Sie eine Tischlerei oder ein Planungsbüro in dem dieser Ansatz (oder ein ähnlicher) verwendet wird? #00:05:24-0#
66
Thomas Auer
b: Kennen persönlich nicht, aber ich stelle mir vor das Dan (Dan Küchen), EWE, FM usw., also große Hersteller das sicher verwenden. Ich war selbst in einem EWE/FM Werk und ich bin mir zu 100% sicher, dass diese Firmen so etwas verwenden, da diese Betriebe die nötige Maße haben. Ich hab dort aber nur die Produktion gesehen und kann deshalb nicht beurteilen ob dies im Service Bereich auch verwendet wird. Dort ist es sicher auch anwendbar, weil man dort strikt die gleichen Produkte verkauft. Ich glaube schon, dass es dort anwendbar ist. #00:06:09-8# i: Das heißt Sie sehen Lean Management mehr im Zusammenhang mit standardisierten Prozessen? #00:06:10-1# b: Ja genau. Immer ein gleiches Produkt mit minimalen Abänderungen. Nicht so wie bei uns wo alles individuell ist, wie z.B. Apotheken die runde oder ovale Elemente besitzen. Es ist sicher irgendwie auch bei uns machbar, jedoch benötigt dies Standardisierungen mit dazugehörigen Stammdatensätzen (CAD) oder ähnliches. Damit könnte man dann auch Ergebnisse und Durchlaufzeiten messen. #00:07:20-2# i: Haben Sie in ihrem Betrieb eine andere Variante eines Verbesserungsprozesses angewandt? Wenn ja welche? Wie haben Sie das empfunden? #00:07:53-0# b: Ja. Wir setzen uns zwar nicht regelmäßig zusammen, aber wenn sich Themen wie z.B. „etwas ausgefertigt wird“ oder „wie man z.B. eine Rückwand macht“ ergeben, wird das gemacht. In diesem Zuge setzten sich alle drei Arbeitsvorbereiter, incl. der Mitglieder des Verkaufsdepartments, zusammen. Das ist wichtig da die Tischler in der Produktion von uns einheitliche Pläne bekommen sollten. Das würde in meinen Augen der Fluss stören, wenn hier die Kontinenz fehlt. #00:08:50-3# i: Das heißt es gibt regelmäßige Treffen, nicht im fixen Zeitabstand, aber wenn etwas aufkommt dann wird es gleich aufgegriffen? #00:09:48-0# b: Ja genau das wird dann sofort angepackt #00:09:50-4# i: Gibt es von diesem Prozess ein Evaluierung nachdem es implementiert wurde, in der man hinterfragt ob diese Entscheidung richtig war? #00:10:08-2#
67
Thomas Auer
b: Nein das gibt es eigentlich noch nicht. Nur bei manchen Projekten haben wir das gemacht. Bei diesen haben wir uns nach einem gewissen Zeitabstand wieder zusammengesetzt und noch einmal darüber diskutiert. #00:11:21-5# i: Was verbinden Sie mit dem Begriff Wertstromanalyse? #00:11:21-5# b: Diese startet und endet beim Kunden. Als AV bedeutet das für mich, dass ich vom Verkauf den Auftrag bekomme und ihn dann bis zur Montage begleite. Das ist für mich der komplette Wertstrom und hier müssen die Werte so zusammenspielen das ein Fluss entsteht. #00:12:00-2# i: Wenn ich das richtig verstanden habe zieht der Kunde das Produkt durch den Prozess? #00:12:34-2# b: Genau, weil der Verkauf meistens schon zu spät dran ist. #00:12:45-6# i: Ist der Ansatz des VSMA in der Tischlerei anwendbar? #00:15:00-3# b: Das wurde ja zu Beginn schon besprochen. Ich sehe die Angelegenheit gleich wie die des Lean Management #00:15:10-2# i: Was müssen in Ihren Augen für Grundvoraussetzungen gegeben sein, generell und spezifisch, um einen solchen Ansatz implementieren zu können? Was müsst in Ihrem Unternehmen
passieren
um
regelmäßig
Prozessoptimierungen
durchzuführen?
#00:15:21-7# b: Ich glaube viel passieren muss bei uns gar nicht mehr. Ich musste eventuell meine Aufgaben in kleinere Pakete strukturieren, aber das ist schwierig zu erklären. Speziell bei der Zeiterfassung musst man noch ein bisschen etwas machen, z.B. das ich weiß wie lange ich durchschnittlich an einem Projekt zeichne. Das ist speziell schwierig da man sich meistens überschätzt. Ich kalkuliere drei Stunden und benötige dann fünf Stunden. Man rechnet nämlich nicht diese Sachen mit ein, die eigentlich nicht dazu gehören wie z.B. Telefonate. #00:17:51-6# i: Also Sie glauben das ihr Unternehmen bereit dazu ist? #00:17:58-3# b: Grundsätzlich glaube ich, dass wir für so etwas bereit wären. #00:18:03-7# 68
Thomas Auer
i: Was sind den in Ihren Augen generell Voraussetzungen um eine Wertstromanalyse zu implementieren? Braucht es dazu schon eine gewisse Erfahrung mit Veränderungen? #00:18:25-4# b: Ich sehe in einem Wandel immer nur zwei Varianten. Entweder es wird besser, dann muss ich den Wandel weiter verfolgen, oder es wird schlechter, dann muss ich entweder wieder den Weg retour einschlagen oder noch einmal ein Veränderung einleiten. Ich bin der Meinung das alles was Gewinnbringend sein kann probiert werden muss. #00:19:12-8# I: Benötigt man Voraussetzungen im Bereich Organisationskultur? #00:19:21-8# b: Das merke ich jetzt gerade an der Umstellung bei CAD+T (CAM Software). Wenn man hier an der CNC Ausgabe eine Kleinigkeit ändert, dann stößt man auf Wiederstand von Seiten der Tischler. Hier haben Mitarbeiter bereits gesagt: "Nein das haben wir nie so gemacht, das machen wir nicht".(Beispiel) #00:20:35-5# i: Dies ist jetzt eher auf die Produktion gerichtet. Wie sieht es in der AV aus? #00:20:36-7# b: Jetzt bin ich ein bisschen abgeschweift. In der AV sind alle 3 Mitarbeiter sehr offen, dadurch können wir alles miteinander ausreden, auch wenn ein Wiederwillen vorhanden ist. Sollte dies der Fall sein, dann wird das Für und Wider abgeklärt und im Endeffekt wird es dann auf Grund dieser Diskussion entschieden. Wenn sich Sachen dann negativ entwickeln muss man es halt noch einmal ausdiskutieren. Ich glaube bei uns in der AV ist das kein Problem. Wir haben keinen der sich querstellt. #00:21:10-6# i: Hier sehen Sie ein Wertstromanalyse Ihrer Position. Stellt diese Ihren täglichen Arbeitsablauf da? Was halten Sie davon? #00:21:26-7# Beschreibung der VSM Gesamt: b: Prozessverlässlichkeit Verkauf: das wird etwas höher sein. Ca. 85% #00:24:20-7# b: Prozessverlässlichkeit AV: das passt. Man hat einfach so viele Schnittstellen und dabei können Fehler passieren. #00:25:08-1# 69
Thomas Auer
b: Prozessverlässlichkeit Produktion: das passt #00:25:38-5# b: Prozessverlässlichkeit Montage: das passt #00:25:50-2# Beschreibung VSM AV Current State: b: Prozessbeschreibung stimmt. Nur die QM der Produktion wird schon sehr stark von der Produktion, bzw. vom Werksmeister übernommen. #00:29:02-2# b: Aufteilung der % auf die Tasks: 90% 5% 5% #00:30:08-3# Erklärung des Future State: i: Wie wichtig ist Ihnen, dass Sie die zentrale Anlaufstelle in der Firma sind? Würdest Sie es als negativ empfinden, wenn sie „nur“ mehr an einem Prozess arbeiten könntest? #00:31:54-7# b: Das ist eine gute Frage. Man zeichnet ja schöne Sachen, da freut es einen natürlich wenn man diese Dinge dann auch noch mal sieht. #00:33:00-6# Prozessverlässlichkeiten VSD: b:Verkauf 98% sicherlich, abhängig vom Kunden #00:33:30-4# b: Prozessverlässlichkeit der restlichen Prozessboxen der Overview Map werden bestätigt #00:34:29-7# Genaue Begutachtung der derzeitigen AV Prozesse b: Anhebung des Materialbestellungsprozesses (Verlässlichkeit) auf 95% #00:35:359# b: Der Zeichenprozess hängt davon ab wie viel Zeit ich habe. Hier muss man eine Balance zwischen Genauigkeit der Zeichnung und Anzahl der Nachfragen finden. Das kommt auch ganz auf den Produktionsmitarbeiter an. Gesamt glaube ich, dass man ein bisschen höher ist, zwischen 93-95%. #00:36:52-6#
70
Thomas Auer
b: Zweite Materialbestellung auch ein bisschen höher. Ca. 95% #00:37:03-9# Genaue Begutachtung der zukünftigen AV Prozesse b: Das sollte alles so passen. #00:38:11-1# i: Wo siehst du noch am meisten Verbesserungspotenzial? #00:38:30-6# b: Es würde einiges einfacher machen, wenn das Programm das wir gekauft haben auch 100% funktionieren würde (CAM). Durch die 3D Konstruktion würde viele Fehler umgangen. Das ist jetzt wieder meine persönliche Meinung, ich bin ja auch der jüngere AVler. Ich tue mich leichter wenn ich alles 3D sehe, habe aber auch kein Problem vom 2D aufs 3D umzudenken. Da kann auch eine 20eckige Pyramide vor mir stehen und das ist noch relative einfach. Mit diesem Programm wäre sicherlich noch viel Möglich. Hier sehe ich das größte Potenzial. Zwischen Produktion und AV funktioniert es gut. Speziell Planmäßig funktioniert es schon sehr gut so das man teilweise gar nicht mehr über den Plan sprechen muss. Das direkte Gespräch mit den Tischlern klärt sonst meistens die überbleibenden Unklarheiten auf. #00:42:10-0# I: Welche Chancen sehen Sie in der Implementierung eines solchen Systems (VSMA)? #00:42:24-6# B: Meinst du von der Zukunftswertstrommappe? #00:42:37-2# I: Nein, speziell von der regelmäßigen Prozesshinterfragung mithilfe des Value Stream Management (Wertstrommanagement). Zum Beispiel finanziell? #00:43:18-7# B: Das ist so ziemlich die Prozentzahl die du in den Subtasks angegeben hast. #00:43:34-2# I: Also Sie meinen zwischen 5 und 10 Prozent? #00:43:34-2# Befragter: Das ist schwierig zu sagen. Ich persönlich glaube 5% bis 10% durch die Verwendung eines solchen Verfahrens. In Umsatz kann ich es leider nicht ausdrücken. #00:44:24-2# I: Wie sieht es strukturell aus? #00:44:20-7# 71
Thomas Auer
Befragter: Für mich bin ich grundlegend der Meinung, dass jede Art der Spezialisierung zu weniger Fehlern führen. Das ist definitiv eine Chance. #00:44:40-5# I: Wie sieht das im Bezug auf die Unternehmenskultur aus? #00:44:54-6# B: Vom Klima passt es jetzt natürlich schon. Wenn es jedoch verbessert werden kann bin ich dafür, dass man es fördert. #00:45:06-1# I: Was für Risiken sehen Sie in der Implementierung von VSMA? #00:45:08-8# B: Wie gesagt ich habe zwei Wege. Es kann mich etwas kosten, z.B. Arbeitszeit. Manche Leute könnten auch enttäuscht sein, wenn man Zeit aufwendet und es nicht funktioniert hat. #00:45:53-5# I: Überwiegen für Sie mehr die Chancen oder die Risiken? #00:46:14-8# B: Das ist die Frage wie viel ich investiere, aber es ist sicher eine Chance. Es ist schwierig zu sagen. Ich glaube schon, dass hier eine Chance besteht, über den gesamten Betrieb hinweg auf jeden Fall. In der AV ist speziell das Zeichenprogramm unsere Chance. #00:47:01-3# I: Können Sie sich vorstellen, dass regelmäßig Workshops zur Verbesserung von Prozessen stattfinden könnten? #00:47:27-8# B: Das wäre sicher gut. #00:47:31-1# I: Sollte dies regelmäßig stattfinden oder nur bei Bedarf? #00:47:35-5# B: Diese Punkte sollten regelmäßig besprochen werden. Bei einer spontanen Variante sitzen alle zusammen, obwohl nur ein kleines Problem aufgetaucht ist, das vielleicht gar nicht soviel Aufmerksamkeit benötigt. Speziell dadurch, dass sich diese spontanen Workshops dann häufen werden wäre es wichtig diese zu planen. Z.B. monatlich oder zweimonatlich könnte man das abhalten. Dadurch könnte man sich auch z.B. am Abend davor Gedanken zu diesem Thema machen. Ich bin der Meinung, dass man das fixiert machen sollte, wie z.B. unsere Produktion-Besprechung. Diese findet auch
72
Thomas Auer
wöchentlich statt und darauf bereitet man sich vor. Was es natürlich dafür braucht ist eine Strukturierung. Es soll ja keine zusätzliche Pause sein. #00:48:59-4# I: Das war soweit mein Fragenkatalog. Gib es noch Anregungen, Kommentare, Feedback .... ? #00:49:09-8# B: Ich finde es ein sehr interessantes Model. Es gibt hier sicherlich einiges zu lernen und anzuwenden, es ist halt in der AV eher theoretisch. Jedoch könnte man vielleicht in den manchen Punkten, wie der Materialbestellung, einige Fehler vermeiden. #00:50:44-8# I: Vielleicht würde hier ein zentraler Einkauf oder ähnliches die Sache vereinfachen? #00:50:48-1# B: Das würde natürlich einiges ändern. Das müsst man natürlich ausdiskutieren. Das müsst man dann auch testen, aber warum eigentlich nicht. Man muss hier nur auf die Schnittstelle achten da diese meistens das Problem darstellt. #00:51:10-4#
73
Thomas Auer
Armin Goetsch – Employee DED Allgemein Erklärung zum Prozess #00:00:00-0# I: Welche Position füllen Sie derzeit in Ihrem Betrieb aus? #00:00:14-6# B: Ja ich bin zurzeit in der Arbeitsvorbereitung angestellt. #00:00:16-6# I: Was verbinden Sie mit dem Lean Management / Thinking / Manufacturing Ansatz? #00:00:38-1# B: Das man einen optimalen Durchfluss hat um kostengünstig zu produzieren. #00:00:47-0# I: Speziell im AV Kontext? #00:00:50-2# B: Ist sicherlich der Punkt des Durchflusses einer der wichtigsten, weil man in der AV sehr oft zwischen Prozesses herumspringen muss. Es gibt Tage an denen man gar nicht mehr weiß wie man hinterher kommen soll, man löscht sozusagen nur mehr das Feuer das am stärksten brennt. An solchen Tagen sitzt man meistens nur noch am Telefon, obwohl man eigentlich noch ein reguläres Projekt hätte das bearbeitet werden sollte. Hier laufen sehr oft mehrere Prozesse parallel. #00:01:42-7# I: Das heißt es laufen viele Dinge parallel. Dadurch ist kein durchgängiger Fluss möglich, wenn ich das richtig verstanden habe? #00:01:50-9# B: Der richtige Durchfluss von einem Projekt ist sicherlich in der AV eine Kunst. #00:01:57-2# I: Kennen Sie eine Tischlerei oder ein Planungsbüro das diesen oder einen ähnlichen Ansatz verwenden? #00:02:08-4# B: Nein kenn ich definitiv nicht. Dafür habe ich auch zu wenig Einblick in andere Firmen. #00:02:25-4# I: Haben Sie in Ihren Betrieb eine andere Variante eines Verbesserungsprozesses angewandt? Wenn ja welche? Wie haben Sie das empfunden? #00:02:30-0# 74
Thomas Auer
B: Ja das wird gemacht. Wir haben speziell den Prozess in der Werkstatt verändert, aufgrund dessen das z.B. mehr auf Stationen gearbeitet wird. So macht ein Tischler manchmal einen Auftrag nicht von Anfang bis Ende, mit allen verschiedenen Arbeiten, sondern man beurteilt wer an welcher Maschine am besten ist. Dabei untergliedert man die Arbeitspakete in kleinere Prozessschritte und fasst ähnliche Abläufe zusammen. #00:03:24-0# I: Gibt es das in der Arbeitsvorbereitung auch? #00:03:23-8# B: In der AV gibt es das in diesem Sinne nicht, außer wenn Projekte sehr schnell abgewickelt werden müssen. Dabei muss aber immer ein einzelner Ansprechpartner gegeben sein, um mehrfach Bearbeitungen zu vermeiden. #00:03:46-6# I: Gibt es einen Verbesserungsprozess in der AV? #00:03:52-7# B: Es werden häufiger konstruktive Dinge in der Gruppe ausgeredet, da sich sehr häufig technologische Änderungen ergeben. #00:03:58-9# I: Was wird hier genau gemacht? #00:04:00-3# B: Hier wird versucht die technische Konstruktion in der Gruppe so zu optimieren, dass der Kosten-Nutzenfakor optimal gegeben ist. Das Ganze muss dafür möglichst einfach gestaltet sein. #00:04:14-7# I: Wird das immer adhoc gemacht oder gibt es hier regelmäßige Treffen? #00:04:26-9# B: Das wird immer Adhoc gemacht, weil in diesem Büro sitzt man 5 Meter von einander getrennt. Wenn ein Problem auftaucht oder es etwas wichtiges zu besprechen gibt, dann ist das überhaupt kein Problem das kurz 5 oder 10 Minuten lang auszudiskutieren. #00:04:41-5# I: Wäre das besser wenn man diese Treffen regelmäßig macht, oder ist der derzeitige Zustand mit dem Adhoc System optimal? #00:05:01-2#
75
Thomas Auer
B: Technische Sachen müssen unmittelbar gelöst werden, dabei kann man nicht 4 Wochen auf das nächste Treffen warten. Dies wäre allerdings für Gesamtablaufprozesse von Vorteil. #00:06:11-6# I: Gibt es für diese Hinterfragung von technischen Angelegenheiten einen speziellen Mechanismus? #00:06:40-2# B: Nein das ergibt sich selbstständig. Dinge werden ja nicht auf Zufallsprinzip geändert, sondern es gibt dazu einen speziellen Vorlauf, Diskussionen und Gründe warum etwas standardisiert bzw. verändert wird. Dies beruht oftmals auf dem Feedback der Produktion. #00:07:32-2# I: Das heißt Ihr diskutiert etwas aus, probiert es aus und nach einer gewissen Zeitspanne werden die Sachen wieder evaluiert und abschließend als Standard angewandt. Sehe ich das richtig? #00:07:34-7# B: Teilweise wird das so gemacht, obwohl schon sehr viel Standardisiert ist. Es ergeben sich dennoch immer wieder Neuerungen, die selbstverständlich unter Einbeziehung der Produktion behandelt werden müssen. #00:08:00-0# I: Wie sehen Sie die Anwendbarkeit der Wertstromanalyse in einer Tischlerei? #00:08:15-3# B: Das ist in meine Augen das „um und auf“ in einer Tischlerei. Was nutzt es wenn man sehr schnell zuschneiden kann und der ganze Prozess danach an einer anderen Stelle zum stehen kommt . #00:08:35-0# I: Speziell im AV Kontext? #00:08:36-7# B: In der AV ist das natürlich subtiler, weil man Abläufe nicht so genau messen kann. Hier spielen sehr viele Fremdfaktoren, wie z.B. lange Lieferzeiten und Anpassungsphasen eine große Rolle. #00:09:14-8# I: Welche Grundvoraussetzungen sehen Sie für die Implementierung eines solchen Ansatzes in einer AV einer Tischlerei? #00:09:34-2# B: In der AV? #00:09:45-3# 76
Thomas Auer
I: In eurem Betrieb wurde durch die Umstellung auf Cad+T schon sehr viel verändert. Ihr seit seitdem her in einem konstanten Wandel. #00:09:54-6# B: Im Zuge solcher Umstellungen und Veränderungen muss ein spezielles Augenmerk auf die Mitarbeiter gelegt werden. Diese müssen gut Informiert werden und die Notwendigkeit muss erklärt werden. Damit schafft man eine gewisse Grundbereitschaft und die Organisationskultur steht dahinter. Ohne diese Grundlage ist langfristig wenig Veränderungspotenzial gegeben, da es meistens keine bleibende Veränderung sein wird. Deshalb ist eine gewisse Offenheit für Hinterfragungen sehr von Vorteil. #00:10:36-5# I: Was benötigt es dazu Strukturell von Seiten eines Betriebes? #00:10:51-1# B: Das ist eine gute Frage, weil diese sehr komplex ist. Man muss auch das Equipment haben, z.B. entsprechenden Programme die es ermöglichen und man muss ein wenig Zeit dafür einräumen. #00:11:24-5# I: Glauben Sie das die Firma Norer bereit dazu ist? Wenn ja warum? #00:11:38-9# B: Es wäre sicher möglich, allerdings muss das gut vorbereiten. Es muss jeden Mitarbeiter genau erklärt werden worum es geht und warum es durchgeführt wird. Diese Veränderungsprojekte leben vom Feedback der Mitarbeiter und deren Ideen. Zusätzlich ist eine Gewisse Selbstkritikfähigkeit notwendig. Jeder Mitarbeiter muss in einem Prozess eingebunden werden, damit ein der IST Zustand gut dargestellt werden kann. Ein Blick von Außen ist ebenfalls sehr von Vorteil in der Phase der IST-Darstellung. #00:12:41-0# Beschreibung der VSM Current State B: Prozentsatzverteilung der Subtasks der AV: QM Produktion wird jetzt meist schon durch die Produktion selbst gemacht. Diese Punkt kann auf 7-8% reduziert werden. Speziell die administrativen Prozesse sind aber speziell in letzter Zeit gewachsen und zwar gar nicht wenig. Das ist aber auch wichtig weil wir dadurch den IST Zustand viel genauer darstellen können. #00:18:17-1# B: Ja diese Prozesse sind richtig gezeichnet. 77
Thomas Auer
Beschreibung Future State I: Was sagen Sie zur VSD des AV Prozesses? #00:20:49-7# B: Das ist ein zweischneidiges Schwert. Einerseits stellt es eine Vereinfachung der eigentlichen Tätigkeit dar, aber Aufgaben wie z.B. der Verkauf werden dadurch sehr viel umfangreicher. Zusätzlich fehlt das direkte Feedback des Kunden, das essentiell für die persönliche Weiterentwicklung/Verbesserung ist. #00:21:56-6# I: Das heißt Sie würdest es eher als negativ bezeichnen? #00:22:14-0# B: Gesamtheitlich gesehen ist es eventuell nicht sehr positiv #00:22:23-8# I: Wenn ich das richtig verstehe, bedeutet das aus ihrer Sicht, dass die Vereinfachung der Prozesse nicht zu einer gesamtheitlichen Effizienzsteigerung führen würde? #00:22:39-1# B: Das kann durchaus so sein. In unserem Betrieb hat sich in den letzten Jahren alles in die Richtung der Gesamtverantwortung hin entwickelt. Dies ist auf Mitarbeiterfluktuation und fehlend Nachbesetzungen zurück zuführen. Allerdings läuft es grundsätzlich gut. Die Aufgaben für den einzelnen Mitarbeiter sind allerdings komplexer geworden. #00:23:12-5# I: Siehst du die wachsende Komplexität als Attraktivitätssteigerung deines Arbeitsplatzes oder als Überforderung? #00:23:19-6# B: Nein Überforderung ist es keine, aber es bindet einen schon viel mehr in den ganzen Prozess ein. #00:23:28-8# I: ist das positiv oder negativ? #00:23:32-6# B: Wenn man „nur“ den AV Prozess bedient, kann man sich perfekt abkoppeln und die Gesamtverantwortung abgeben. Im derzeitigen Ablauf gibt es allerdings keine Ausreden mehr. Es ist ein Organismus mit einer Person die alle Fäden in der Hand hält. Allerdings muss das der Mitarbeiter auf Dauer auch aushalten. Hierfür ist unsere Un-
78
Thomas Auer
ternehmenskultur wiederum ideal, da keiner im Stich gelassen wird. Ansonsten würde ein solches System auch nicht funktionieren. #00:25:35-0# Weitere Beschreibung der VSMA Befragter: Der Verkaufsprozess der jetzigen Situation hat sogar eine höhere Verlässlichkeit. Ich würde sagen, dass es 90% sind. Wenn nur 80% geregelt sein würden, dann würde das viel zu hohe Kosten verursachen, im Bezug auf Rückfragen usw. Man würde sozusagen ins Blaue hineinarbeiten. #00:27:42-9# B: Speziell im Übergabeprozess zwischen Verkauf und AV gibt es schon Standardisierungsverfahren. Hierbei haben wir spezielle Formulare die alle nötigen Punkte noch einmal beschreiben. #00:29:21-8# I: Gibt es ein solches Verfahren auch zwischen AV und Produktion? #00:29:38-5# B: Man bespricht mit den Mitarbeitern alles notwendige, wobei viel selbsterklärend über die Legende im Plan dargestellt wird. Diese ist sehr ausführlich geworden, das hat es früher nicht in diesem Umfang gegeben. #00:30:01-0# I: Wie wird das bei einem größeren Projekt gemacht? #00:30:17-6# B: Hierfür werden die nötigen Produktionsschritte aufgeteilt. Ähnliche Aufgaben werden zusammengelegt und von der AV strukturiert. #00:30:59-3# I: Gibt es sonstige Optimierungen in dieser Schnittstelle? #00:31:11-2# B: Nein gibt es nicht. #00:31:13-0# I: Würde es so etwas noch benötigen? #00:31:12-6# B: Das ist meines Erachtens nicht nötig, da ein Großteil schon definiert ist. Ein guter Plan ist allerdings sehr wichtig, da Nachfragen von der Produktion den regulären Arbeitsprozess unterbrechen. #00:31:33-1# I: Wie viele Rückfragen hat man ca. pro Auftrag? #00:31:49-6#
79
Thomas Auer
B: Das kommt immer auf die Erfahrung des Mitarbeiters an. Es muss außerdem ein Verhältnis zwischen der Menge an Informationen und der akzeptablen Menge an Rückfragen etabliert werden. #00:32:58-0# I: Gibt es für diesen Prozess eine Vorgabe an Mindestinformation? #00:33:16-4# B: Es gibt für diesen Prozess Planmuster und Legendenvorlagen, damit der Produktionsmitarbeiter immer gleichbleibende Pläne bekommt. #00:33:50-3# I: Gibt es in der AV einen Prozess in dem Pläne nach Fertigstellung noch einmal geprüft werden bevor sie in die Produktion gehen? #00:33:57-2# B: Nein das ist Selbstverantwortung. #00:34:01-7# Beschreibung VSM AV B: Hier fehlt nichts denke ich. #00:36:02-9# B: Verlässlichkeit wie gesagt bei 90% beim Verkauf. #00:36:51-2# B: Materialbestellungsverlässlichkeit muss erhöht werden. Ich würde hierbei auf fast 100% tippen. Lange Lieferzeiten ergeben sich ja meist nur bei Fremdmaterialen und die müssen dann schon genau definiert sein. #00:37:37-9# B: Das gleiche gilt für die zweite Materialbestellung ca. 95-100%. #00:38:15-6# B: Mit 90% im Engineering Prozess bist du eher auf der Untergrenze. #00:39:09-0# B: Bei der Montagekoordinierung ist es eher ein hoher Prozentsatz, weil hier verschiebt sich sehr oft etwas. Ich würde hier eher von 80% ausgehen. #00:39:42-9# B: Die anderen Zahlen stimmen. #00:41:52-5# I: Wo sehen Sie am meistens Verbesserungspotenzial? #00:42:01-3# B: An den Schnittstellen definitiv. #00:42:05-8#
80
Thomas Auer
I: Was kann man dort noch optimieren? #00:42:14-9# B: Das ist eh schon relativ gut, dennoch kann man das bestimmt verbessern. #00:42:30-2# I: Würde es Ihren Prozess vereinfachen wenn es einen zentralen Einkauf geben würde? #00:42:46-9# B: Die kann durchaus von Vorteil sein, speziell im Bereich der Preisanfragen und des Zulieferungsnetzwerks. Allerdings ist es wichtig, dass die Schnittstelle gut geplant ist, da es sonst wahrscheinlich mehr Zeit benötigt die Information weiter zu geben als es selbst zu bestellen. #00:45:24-7# I: Welche Chancen sehen Sie in der Implementierung von VSMA oder stellt es ein Risiko dar? #00:45:57-8# B: Das einzige Risiko das sich ergibt ist die verlorene Zeit die in Anspruch genommen wurde. Die Bewusstseinsbildung bei den Mitarbeitern ist aber dieses Investment auf jeden Fall wert. Das gesamte Einsparungspotenzial einer solchen VSMA würde ich auf 5% mittelfristig schätzen. #00:47:00-8# I: Welche finanzielle Chancen sehen Sie in einer solchen Implementierung? #00:47:021# B: Da dies eine sehr theoretische Sache ist kann ich das konkret auf den AV Prozess nicht herunter brechen, da ich mich damit noch nicht gedanklich beschäftigt habe. #00:47:51-9# I: Welche strukturellen Chancen und Risiken sehen Sie in einer solchen Implementierung? #00:48:06-8# B: Durch eine zu große Abgrenzung der einzelne Prozesse könnte ein Scheuklappenprinzip entstehen. Dies ist allerdings sehr Charakterabhängig. #00:48:46-8# I: Fallen Ihnen noch weitere Chancen oder Risiken ein? #00:48:53-6#
81
Thomas Auer
B: Ich glaube schon das es eher eine Chance ist, da ein Bewusst sein bei den Mitarbeitern geweckt werden kann, dass vielleicht jetzt noch gar vorhanden ist. #00:49:07-4#
82
Thomas Auer
Günther Haidacher – Employee DED Projektbeschreibung #00:00:00-0# I: Welche Position füllen Sie derzeit in der Firma Norer aus? #00:00:09-0# B: Ich bin hauptsächlich in der AV tätig. Manchmal werde ich auch mit Verkaufstätigkeiten beauftragt. #00:00:21-9# Unterbrechung Telefonat #00:01:38-4# I: Kennen Sie den Begriff Lean Management? #00:01:48-6# B: Ich habe es das erste mal während der Firmenpräsentation gehört. #00:01:47-9# I: Was verbinden Sie mit Lean Management? #00:01:57-0# B: Einen konstanten Informationsfluss in dem Stehzeiten eliminiert werden. #00:02:307# I: Kennen Sie eine Tischlerei oder ein Planungsbüro das einen solchen Ansatz verwendet? #00:02:38-1# B: Ich kenne hauptsächlich kleine Tischlereien und ich glaub, dass es dort nicht verwendet wird. Allerdings werden in unserem Betrieb immer wieder Prozesse hinterfragt. #00:03:22-0# I: Das heißt bei euch werden regelmäßig Prozessabläufe hinterfragt, habe ich das richtig verstanden? #00:03:36-4# B: Ja das stimmt. Meistens in Form einer Besprechung, die Montags stattfindet in der alle zusammen kommen. Hier wird der aktuelle Projektstatus verschiedener Projekte abgefragt und koordiniert. #00:04:09-5# I: Das heißt das ist mehr Projektbezogen. Gibt es für den generellen Arbeitsprozess ebenfalls ein solches Treffen? #00:04:35-1#
83
Thomas Auer
B: Nein das ist meistens nur auf ein Projekt bezogen. #00:05:01-2# I: Das heisst wenn euch in einen Projekt ein Verbesserungsvorschlag einfällt wird dieser sofort besprochen, oder findet das in einem speziellen Rahmen statt? #00:05:096# B: Wir reden da meistens spontan darüber. #00:05:15-4# I: Wenn der Verbesserungsvorschlag dann eingeführt wurde, findet nach einer gewissen Zeit noch einmal eine Evaluierung des Ergebnisses statt? #00:05:46-5# B: Nein das gibt es nicht. Dies ist auch sehr schwer, da es nur sehr wenige Standards gibt die sich über die gesamte Produktpalette erstrecken. Es wird versucht immer mehr zu standardisieren um vorallem die Umstellzeiten (Gedanklich als auch Rüstzeit) zu reduzieren. #00:06:36-9# I: Würde es eine solche Evaluierung überhaupt benötigen? #00:06:43-7# B: Nein eigentlich nicht, da schon sehr viel Vorarbeit vor der Entscheidung gemacht wird. #00:06:50-2# I: Was verbinden Sie mit dem Begriff Wertstrommanagement (VSMA)? #00:06:56-5# B: Die Berechnung der Durchlaufzeit eines Projekts, die Zeiten zu analysieren, usw. #00:07:58-2# Kurze Erklärung VSMA I: Wie nützlich schätzen Sie diesen Prozess einer regelmäßigen ProzessVisualisierung und Hinterfragung ein? #00:08:08-8# B: Ich habe zurzeit 4 Projekte parallel und das Umdenken zwischen den Arbeiten kostet viel Zeit. Wenn ich z.B. eine neue Apotheke zeichne habe ich manchmal sehr wenig Zeit mich auf meinem Hauptprojekt zu konzentrieren, da ich dauerhaft unterbrochen werde z.B. durch Montagekoordinierung. #00:09:14-4# I: Das heißt der Durchfluss fehlt für Sie? #00:09:28-1# 84
Thomas Auer
B: Ja. Ich mach mir dann oft selbst Gedanken dazu, ob man das vielleicht ein bisschen besser steuern kann, aber ich kann zu einem Monteur der auf der Baustelle steht und ein Problem hat nicht sagen das ich erst am Nachmittag für ihn Zeit habe. #00:09:493# I: Gibt es eine Art Zwischenlager zwischen dem Verkauf und der AV bzw. der AV und der Produktion? #00:10:20-4# B: Das zieht sich von Anfang bis Ende eigentlich immer durch, da beim Verkauf das Produkt eigentlich schon fertig sein sollte. Der Verkauf definiert auch immer das finale Montagedatum. Dadurch muss man halt öfters Projekte beginnen obwohl die Planung des vorhergehenden noch nicht ganz abgeschlossen ist, da man ansonsten in der Timeline schon wieder hinten dran ist. #00:11:00-0# I: Wenn eine Apotheke erst in 6 Monaten zum Einbau bereit steht wird dann vor der AV der Auftrag zwischengelagert oder nach der AV? #00:11:32-0# B: Das Lager ist wenn vor der AV. (Beispiel) #00:12:14-0# I: Wäre es für Sie einfacher wenn gewisse Dinge stärker strukturiert wären, oder ist das Aufgrund der Vielfalt gar nicht möglich? #00:12:27-8# B: Ich glaube, dass das Problem gar nicht so bei uns liegt, sondern mehr am Informationsfluss von Kundenseite. Wenn man zum Beispiel Naturmasse erst viel zu spät bekommt weil die Baustelle noch nicht soweit ist dann führt das natürlich zu Fehlern. #00:13:01-3# I: Das heißt Sie reden hier von den Schnittstellen? Informationszufluss bzw. Abfluss. #00:13:14-3# B: Ja genau. #00:13:23-1# Beschreibung VSMA B: Die Prozente der Tasks müssten stimmen. #00:15:52-9#
85
Thomas Auer
B: Die Prozess stimmen so. #00:16:53-3# B: Prozessverlässlichkeit bei der Übergabe zwischen Verkauf und AV ist zu hoch. Früher haben wir mehr Informationen bekommen. Heute ist vom Verkauf her wesentlich weniger definiert. #00:19:26-4# B: Die Montagekoordinierung kann ich nicht mit 90% Verlässlichkeit durchführen, da sich hier meistens noch etwas verändert. #00:22:04-2# B: Ich finde das Zukunftsmodel gut. Das würde mich definitiv entlasten. #00:24:54-6# B: Früher hatten wir einen 100% Informationsaustausch zwischen Verkauf und AV. Ich habe mein Datenblatt bekommen, auf dem alles definiert war. Vom den Griffen über das Material usw. Mit solchen Informationen kann man sofort durchstarten. #00:30:004# I: Was ist Ihnen in diesem Zusammenhang wichtiger: Das Sie die Freiheit haben selbst zu gestalten oder das alles definiert ist? #00:30:21-9# B: Für mich war es früher besser. #00:30:36-1# B: Die Prozente des Haupttasks stimmen ansonsten. #00:30:53-4# I: Mit wievielten Rückfragen muss man den Durchschnittlich rechnen, nachdem der Informationsaustausch zur Produktion stattgefunden hat? #00:31:44-1# B: Im Allgemeinen halten sich die Rückfragen in Grenzen. Oftmals finden diese jedoch nicht aus Informationsmangel statt sondern um Unsicherheiten zu beseitigen. #00:32:24-8# I: Sind für Sie Rückfragen sehr nervend oder ist das ein wichtiges Feedback? #00:32:40-5# B: Man denkt oft darüber nach, wie man Sachen genauer definieren könnte um Rückfragen zu vermeiden, damit diese Dinge bei der nächsten Planung nicht mehr passieren. Das ist halt ein Balanceakt zwischen der Detailtiefe der Zeichnung und der Anzahl der Rückfragen. #00:33:16-9# 86
Thomas Auer
I: Was für Chancen sehen Sie in einer Implementierung eines VSMA Models? #00:33:44-8# B: Ich würde es gut finden nicht immer nur selbstständig an Problemlösungen zu arbeiten, sondern das einmal allgemein als Gruppe zu besprechen, inklusive des Verkaufs. Durch eine Konsensbildung sollte dann versucht werden etwas Positives für den Betrieb zu erreichen. #00:34:55-5# I: Welche Chancen sehen Sie im finanziellen Bereich? #00:34:59-0# B: Ich glaub es gibt viele Kleinigkeiten mit denen man einen Gewinn macht. Auch wenn das nur 500€ sind ist das wichtig, es sind allerdings sicherlich 10-15% noch machbar. #00:36:21-4# I: Ist die Struktur von Norer schon bereit für einen solchen Prozess? #00:36:21-4# B: Ich glaub wir sind bereit. #00:36:43-8# I: Welche Grundvoraussetzungen sind für eine solche Implementierung nötig? #00:36:45-2# B: Diese Dinge sollten mit den Mitarbeitern besprochen sein um Ihnen eine gewisse Sicherheit zu geben. Dieser Prozess sollte einzeln sowie in der Gruppe geschehen. #00:38:13-7# I: Kann in eurer Gruppe jeder sein Punkte gleich stark einbringen? #00:38:27-5# B: Ja kann man. #00:38:28-4# I: Würden ein z.B. monatliche Verbesserungsworkshops eine gewisse Struktur benötigen? #00:38:43-3# B: Nein ich glaube das müsste so funktionieren. #00:39:02-2#
87
Thomas Auer
Manfred Schwaiger – Consultant Vorstellung des Projekts + Hinweis auf Aufzeichnung I: Welche Position haben Sie derzeit inne? Sie sind selbstständig als Consultant tätig, ist das richtig? #00:00:10-6# B: Ja ich bin selbstständiger Unternehmensberater, in einem Netzwerk mit 5 Partnern. Wir sind Managementtrainer und haben international viele Aufträge. #00:00:27-4# I: Welche Kontaktpunkte haben Sie bereits mit Lean Management gehabt? #00:00:309# B: Kontaktpunkte gab es in unterschiedlichen Branchen, aber hauptsächlich mit der Firma Swarovski. Meine Position dort war Vice President of Supply Chain Management. Als Unternehmensberater habe ich für die Firma Physioterm als Interim Personalchef am Aufbau des Unternehmens im Zusammenhang mit Lean mitgewirkt. Ich habe auch in der Firma BENE bei der Lean Management Implementierung im Supply Chain Management mitgewirkt damals noch während meiner Anstellung bei Swarovski. Zusätzlich haben wir mehrere Projekte in Wien betreut und waren auch in den USA bei Tochterunternehmen von Hallmark Cards tätig. #00:02:09-5# I: Kennen Sie eine Tischlerei oder ein Planungsbüro das diesen Ansatz verwendet? #00:02:15-7# B: Im Augenblick fällt mir keine ein. Sollte es mir einfallen melde ich mich noch bei dir. #00:02:28-3# I: Ist das Werkzeug Lean in ihren Augen in dieser Branche überhaupt einsetzbar? #00:02:35-8# B: Ein MUSS. Das ist die einfache Antwort, allerdings in adaptierter Form. Die Gedanken des Lean Management sind ein muss. #00:02:52-3# I: Sagt dir der Begriff Wertstrommanagement etwas? #00:02:55-1#
88
Thomas Auer
B: Natürlich ist mir dieser Begriff bekannt. Mein Wissen dazu stammt aus mehreren Bereichen wie TPS - Lean Management - Supply Chain Management uvm. #00:03:279# I: Im VSMA wird der IST mit dem Soll Zustand verglichen und ein Implementierungsplan erstellt der dazu betragen soll den die Zukunftsvision zu erreichen. Dies wird mithilfe von speziellen Visualisierungstechniken und Kennzahlen erreicht. #00:03:40-3# B: Das lebe ich. Ohne „Ist“ und ohne ein „Wohin“ hat man keinen Chancenplan. #00:03:57-6# I: Wie sehen Sie die Möglichkeit dieses Werkzeug in einem Planungs - bzw. AV Kontext anzuwenden? #00:04:03-8# B: Ich sehe hier interessante Möglichkeiten, allerdings nur mit einem adaptierten System. Dabei ist für mich wichtig das es kein Ziel, sondern nur einen Zielzustand gibt, der sich dauerhaft anpasst. Diese Anpassung muss sich an die Schwankungen der Erfolge zur bis zur Erreichung dieses Zustandes anpassen. Ebenfalls als wichtig erachte ich, den Abteilungen Zielzustände zu setzen die in Linie mit der Unternehmens-Mission und Vision stehen. Für die einzelnen Abteilungen eignet sich eine SWOT hervorragend. #00:05:08-1# I: Welche Adaptierungen sind notwendig? #00:05:09-6# B: Meine Strategie spielt sich auf der Personalebene ab. Hierfür ist speziell die Personalentwicklung wichtig, da sie die Personen auf die Prozesse vorbereitet die sie im Anschluss verrichten sollen. Meine erste Ist Analyse findet so zu sagen auf der Personaleben an. Dabei geht es um die Themen: Kompetenz (Bildung, Ausbildung), Verhalten (Teamdynamic) und das Thema Motive. Diese Punkte sind wichtig um die Mitarbeiter in diesen Veränderungsprozessen hinzuführen. Damit schafft man Identifikation, was in meinen Augen ein Schlüssel in der Umsetzung ist. #00:06:35-8# I: Im Lean Management und VSMA wird viel über die Reduzierung von Takt Zeiten, Erhöhung der Prozessverlässlichkeiten usw. gesprochen. Wie kann man in diesem Zusammenhang in einen Service Betrieb Verschwendung messen? #00:06:57-9#
89
Thomas Auer
B: In meinen Augen ist das Trial & Error. Ich analysiere den Ist und Soll Zustand und versuche diesen Zielzustand zu erreichen. Da ein direkter Weg meistens nicht funktioniert, muss man lernen mit den Ausreißern umzugehen. Hierfür ist der Personalbereich und speziell das Thema Personalführung relevant. Durch eine Reduktion dieser Ausreißer erreiche ich automatisch eine Reduktion der Verschwendung. Erst wenn dieser Personalprozess durchgeführt ist, kann man sich auf die Ablaufprozesse konzentrieren. #00:08:45-2# I: Gib es eine Grundgröße um solche Prozesse überhaupt starten zu können? Ist so etwas in Ihren Augen nur in großen Betrieben anwendbar? #00:08:54-3# B: Ich finde das es für „große“ als auch „kleine“ Betriebe relevant ist. Im großen Maßstab kann man richtig viel Geld sparen und in kleineren Unternehmen kann man es sich nicht leisten so etwas nicht zu tun. Es muss versucht werden die Abteilungen mit den größten Spannungsfeldern, Problemen usw. auf eine Mindeststandard zu bringen. Das ist die Basis für Lean Management. Erst wenn dieser Grundstein gelegt ist, kann man nach Perfektion streben. #00:10:30-8# I: Was sind in Ihren Augen andere Grundvoraussetzungen für die Implementierung eines solchen Ansatzes? #00:10:41-9# B: Man muss es sich leisten und man muss es sich leisten können. Ein weiterer Punkt ist für mich eine stabile Basis zu haben. Diese Basis setzt sich aus folgenden 3 Themen zusammen: Wachstum, Risiko und Rendite. Um alle Ziele in diesen Bereichen erreichen zu können, benötigt man das richtige Personal. Hierbei spielt das Thema Personalentwicklung eine zentrale Rolle. Eine weitere Frage die sich stellt ist der Zeitpunkt der Initiierung dieses Prozesses. Hierfür gibt es allerdings keine richtige Antwort. Selbst wenn man keine Aufträge mehr hat und die Bank schon an der Türschwelle steht, muss dieser Prozess noch begonnen werden. Generell ist zu sagen, dass jedes Unternehmen gewisse Ressourcen für strategische und Stabilität Ausrichtung reservieren muss. Ohne diese erwähnten Grundvoraussetzungen kann ein großer Prozess gar nicht gestartet werden. Dennoch kann zu jeden Zeitpunkt der Change Management Prozess initiiert werden. #00:13:51-7# I: Wie sehen Sie das Problem des „Auftragslevelings“ in vielen Servicebetrieben? Wenn z.B. kein konstantes Level an Arbeit da ist, sondern wenn es Zeiten gibt in
90
Thomas Auer
denen man auf 120% fährt und andere in denen man nur 80% Auslastung hat? Wie wirkt sich das auf die Implementierungen eines solchen Prozesses aus? #00:14:12-3# B: Es wirkt sich auf das Timing aus. Dies ist allerdings ein Thema von Wachstum und kontrolliertem Wachstum. Dafür ist viel Planung nötig. Allerdings können oft mit einigen kleinen Veränderungen, wie z.B. Session abhängigen Wochenstundenanzahlen, viel verändert werden. Dies sind allerdings langfristige Aktionen die nicht von heute auf morgen passieren können. #00:18:08-3# I: Wie sehen Sie die AV Zukunft generell? Wenn man diese Abteilung von einer Lean Perspektive beurteilt findet hier ja keine direkte Wertschöpfung statt? #00:18:56-0# B: Das Thema lautet, im Sinne von „muda“, „arbeite ich oder denke ich“. In diesem Prozess kann sehr viel Zeit / Geld / Nerven gespart werden. Durch eine möglichst große Standardisierung in diesem Bereich können Aspekte wie Fehlerreduktion, Qualitätserhöhung, Optimierung des Einkaufs, usw. ermöglich werden. Hierfür ist allerdings ein stärken-orientiertes Führen notwendig. Es muss hinterfragt werden ob die richtigen Personen auf der richtigen Position sitzen um die Veränderung möglich zu machen. Dies ist ein weiterer Schlüssel zum Erfolg allerdings ist fast noch wichtiger das die Geschäftsführung hinter der Veränderung steht. #00:21:22-2# Vorstellung des Prozesses bei Norer B: Speziell im Übergabestadium zwischen den einzelnen Prozessschritte müssen gewisse Kontrollinstanzen installiert werden. Im Grunde sprechen wir hier von einer Qualitätssicherung. In diesem Zuge habe ich einmal mit einem Wiener Stuhlproduzenten zusammenarbeiten dürfen. Diese Firma hat das Problem der Eigenverantwortlichkeit gelöst in dem sie von Prozessen in Richtung Funktionen gegangen sind. Die neuen Abteilungen haben 3-5 Bereiche erhalten und verantwortlich geführt. Dadurch ist ein Paradigmen Wechsel entstanden, namentlich Geschwindigkeit. Sie haben es geschafft ihre Lieferzeit von 3 Monaten auf 9 Tage zu reduzieren. Zusätzlich gibt es mittlerweile kein Pufferlager mehr. Durch einen Wechsel in Richtung Wertstrommanagement würden Aufgaben in mehrere kleine Zellen gegliedert und an der Übernahme / Übergabe stellen klare, fehlerlose Rollenverteilungen implementiert. Durch diese gesamte Umstellung ist ein wahnsinniger Prozess entstanden in dem die einzelnen Abteilungen sogar ihr eigenes Personal bestellt haben und ihr Gehaltsschema selbst
91
Thomas Auer
definiert haben. Im Grunde bleibt von diesem Konzept übrig das es immer um das Personal geht. #00:29:23-3# I: Der Unterschied zwischen der Current und Future State ist auch zum Teil die Verantwortung der AV für das Endresultat. Wenn die Gesamtverarbeitung wegfällt konnte laut Mitarbeitereinschätzungen nach dem Scheuklappen Prinzip gearbeitet werden? Wie sehen Sie die Chance bzw. Risiken dieses Aspekts? #00:30:07-4# B: Eine abteilungsmäßige Verantwortung zu entwickeln muss das Ziel sein. Dieses darf allerdings nicht von der Geschäftsführung vorgeschrieben sein, sondern sollte aus Eigeninitiative entstehen. Das sollte eine zentrale Aufgabe der Führungskräfte sein: Freiheit dort zu zulassen wo die Mitarbeiter mit dieser Freiheit umgehen können und wo es noch nicht möglich ist mit Personalentwicklung nachzuhelfen. Wenn in den einzelnen Prozessen die Möglichkeit Verantwortung aufzubauen nicht möglich ist, dann benötige ich eine Gesamtverantwortung. Dies kann aber ein sehr langwieriger Prozess sein. Hierbei möchte ich wieder auf das Bespiel der Wiener Stuhl Firma zurückkommen. Der Prozess dort hat sehr lange gedauert da es ein Generationswechsel war. Die gesamte Abwicklung hat ca. 10 Jahre gedauert. Mittlerweile verzeichnet dieser Betrieb Wachstum, Rendite und das Risiko ist minimiert. Zusätzlich hat sich die Innovationsrate, dadurch das komplexe Eigenverantwortung etabliert wurde, verdoppelt. Ein weiterer schöner Nebenaspekt ist das Thema Cash-Flow. Durch die Reduktion ihrer Lieferzeiten und des Lagers wurde seit der erfolgreichen Umstellung, der Kontokorrentkredit nicht mehr benötigt. Das heißt Eigenverantwortung muss das Ziel sein. Diese darf allerdings nicht übertragen werden sondern muss entwickelt werden. #00:32:24-7# I: Welche Chancen sehen Sie in der Implementierung einer regelmäßigen Wertstromanalyse? #00:32:48-3# B: Das oberste Ziel muss Stabilität sein. Zusätzlich muss der Change Management Aspekt und das Prinzip der Erfolgszelle berücksichtigt werden. Durch eine gute Einbindung dieser zwei Punkte und die daraus folgende Identifikation der Mitarbeiter kann die Implementierung massiv beschleunigt werden. #00:35:59-4# I: Wie sehen Sie die finanziellen, strukturellen oder kulturellen Chancen eines solchen Prozesses? #00:36:00-6# B: Ich glaube es kann sich niemand leisten das nicht zu tun. #00:36:09-8# 92
Thomas Auer
I: Also sehen Sie es mehr als Risiko es nicht zu tun? #00:36:09-6# B: Nein ich sehe es nicht als Risiko, sondern als Todesurteil. Ohne dauerhafte Optimierung und Adaptierung meiner Prozess wird das Überleben schwierig. Dafür ist allerdings eine kritische Masse im Personalbereich nötig um Dinge wie die Erfolgszelle implementieren zu können. Obwohl dieses Prozesse zu beginn sehr viel Zeit kosten, gewinne ich am Ende sehr viel Geschwindigkeit. #00:38:05-7# I: Kann man die Effizienzsteigerung quantifizieren? #00:38:11-6# B: Nein das traue ich mich nicht. Allerdings sind die Ziele langfristig sicherlich sehr Effizienzsteigernd. #00:39:15-3# I: Welche Risiken könnten durch oder bei der Implementierung eines solchen Prozesses entstehen? #00:39:31-2# B: Es darf nicht vorschnell gehandelt werden. Es müssen genaue Implemtierungsprozesse definiert werden, die in Teilabschnitte gegliedert sind und mit einem PDCA Kreis kontrolliert werden. Es muss auch erlaubt sein Fehler zu machen, ohne Schuldzuweisungen zu etablieren. Hier muss eine Fehlertoleranz und ein kontinuierlicher Lernprozess geschaffen werden. Dies benötigt allerdings Zeit. #00:41:16-2# I: Wie wirkt sich in Ihren Augen ein solcher Prozess auf die Organisationskultur aus? #00:41:26-9# B: Die Organisationskultur ist für mich einer der wichtigsten Schlüssel. Vor zwei Jahren durfte ich ein internationales Unternehmen mit mehreren tausenden Mitarbeitern dabei begleiten. Für diese Umstellung wurde 1 1/2 Vorarbeit geleistet. Das System wurde mit Botschaftern sowohl aus den motivierten bzw. kritischen Personalkreisen entwickelt. So konnte das System der Erfolgszelle vorangetrieben werden. Dies benötigt allerdings Zeit und es muss überdacht werden ob alle Mitarbeiter ins Konzept passen. Hierbei spielt für mich die Gallup Employee Engagement Index eine wichtige Rolle, da sie sehr gut die Situation in den meisten Betrieben darstellt. Hierbei entwickelt sich wieder die Verbindung zur Personalentwicklung. #00:43:31-6#
93
Thomas Auer
I: Welche Erfahrungen haben Sie mit der Implementierung von Lean Management in Dienstleistungsbetrieben gemacht? #00:43:42-0# B: Einer meiner wesentlichen Aufgaben sind Veränderungsprozesse. Hier ist es sehr wichtig, dass es die Leute annehmen. Die Entwicklung wird meist Top-Down initiiert und dabei habe ich schon ein paar mal dabei sein dürfen. #00:44:54-9# I: Ist es schwieriger einen Lean Management Prozess in einer Produktion oder in der Dienstleistung zu implementieren? #00:45:05-5# B: Diese Frage habe ich mir noch nicht gestellt, aber ich könnte mir vorstellen, dass es in der Dienstleistung weniger greifbar ist. Für mich ist es leichter in einem greifbaren Prozess zu agieren, aber ich kann die beiden nicht voneinander trennen den beides gehört in einem solchen Prozess dazu. In der Vorarbeit zum Beispiel der AV liegt die Kraft für den Produktionsprozess. Im Bezug auf die Implementierung ist zu sagen das die Vorarbeit das wichtige ist. Die Umsetzung ist meist sehr einfach, aber die Vorbereitung bringt den Erfolg. Die Vorarbeit eines solchen Prozesses würde ich wieder als Dienstleistung definieren. #00:46:26-0# I: Was sind für Sie die größten Hürden in der angesprochenen Vorarbeit? #00:46:280# B: Wiederstände im Hirn:" Haben wir immer schon so gemacht". Das ist die Hürde. Wenn du mich fragen würdest „was ist das wichtigste“ dann würde ich sagen: Der Wille der Geschäftsführung die Veränderung durchzusetzen! Mehr benötigt es nicht. Alles dazwischen ist nur die Zeit und das Geld und die Nerven. Wenn die Geschäftsführung den Nutzen sieht und die Akzeptanz der Mitarbeiter gegeben ist und kein stiller Wiederstand vorhanden ist dann funktioniert es. #00:47:25-5# I: Wir haben jetzt das Ende des Fragenkatalogs erreicht. Möchtest du noch etwas anmerken bzw. mir Feedback geben? #00:47:35-1# B: Ja möchte ich. Ich freue mich, dass beide Seiten ... ich komme von der Praxis - von der Umsetzung und nicht der strikten Theorie... untersucht werden und ein theoretischer Ansatz mit der Praxiswelt zusammen geführt wird. Es gibt nicht nur Praxis den hier werden oft große Fehler gemacht. Es geht aber auch nicht nur theoretisch weil hier auch viele Fehler passieren. Mich freut es das du diese Zusammenführung 94
Thomas Auer
machst, im Zuge eines ökonomischen und wertebezogenen Ansatzes der hoffentlich nicht nur in Papier sondern einer Umsetzung endet.
95
Thomas Auer
Heinz Dorner – Swarovski Senior Business Excellence and Consultant Vorstellung des Projekts. I: Frage 1: Welche berufliche Position füllen Sie gerade aus? #00:00:43-2# B: Ich bin Senior President of Business Excellence bei Swarovski in Wattens. Nebenbei bin ich bei Freeadventure und zusätzlich habe ich noch eine Unternehmensberatung. #00:01:09-2# I: Welche Erfahrungen haben Sie bereits mit Lean Management gemacht? #00:01:138# !!! Im folgenden Teil werden alle Informationen die Unternehmensbezogen sind entfernt um die Verbindung zu Swarovski bzw. anderen beratenden Firmen zu verschleiern !!!! B: Ich habe schon in mehreren Betrieben mit Lean gearbeitet. Ich arbeite oft mit Werkstätten in diesem Kontext zusammen. Hier beginnen wir meistens mit 5S und Standardarbeit und arbeiten uns dann durch die Verschwendungsarten zum Materialfluss, Warenfluss, Informationsfluss usw. und probieren zu organisieren und optimieren. #00:01:58-3# I: Kennen Sie eine Tischlerei oder ein Planungsbüro das einen solchen Ansatz verwendet? #00:02:09-6# B: Nein kenne ich keine. #00:02:11-0# I: Glauben Sie das dieser Ansatz in einer Tischlerei anwendbar ist? #00:02:17-3# B: Meiner Meinung nach ist dieser Ansatz in allen Branchen anwendbar. Es kommt dabei nur auf die Ausprägung und Adaption an. Einer der wichtigsten Faktoren in diesem Zusammenhang ist für mich die Unternehmenskultur. Einerseits wie die Unternehmensführung und die Eigentümer zum Thema Lean stehen und andererseits wie die Mitarbeiter diese Philosophie aufnehmen. Für mich ist der Klassiker schlechthin das 5S System, da es so einfach ist. Jeder verwendet es im privaten Gebrauch, doch der Einsatz in einem Unternehmen ist oft unverständlich. Im privaten Haushalt organisiert jeder sein Besteck in vorgefertigten Laden und Fächern. Warum sollte das nicht 96
Thomas Auer
in einem Betrieb gemacht werden um die nötigen Werkzeuge schnell zu finden. #00:03:26-8# I: Wie sehen Sie die Anwendbarkeit von 5S in einem Dienstleistungsbereich? #00:03:31-6# B: Das System ist in jedem Bereich anwendbar. Ob man damit Werkzeuge oder Kugelschreiber organisiert ist irrelevante, wichtig ist nur die Bereitschaft des Mitarbeiters zu entwickeln. Wenn der Nutzen der Standardisierung einmal etabliert ist, kann man das relativ einfach mit z.B. Schaumstoffschablonen an jedem Arbeitsplatz installieren. #00:04:35-2# I: Wie sehen Sie die Anwendbarkeit des Werkzeugs VSMA in einer AV bzw. Tischlerei? #00:04:48-3# B: Man muss sich die Situationen immer spezifisch anschauen, aber grundsätzlich geht es um Prozesse, Liegezeiten, Durchlaufzeiten und Wertschöpfung. Dies ist in allen Unternehmensbereichen gleich. #00:05:07-9# I: Sie haben vorher das Thema Standardisierung angesprochen. In wie weit denken Sie ist eine Standardisierung in variablen Tätigkeiten, wie der einer AV, möglich? #00:05:20-5# B: Da immer eine gewisse Regelmäßigkeit gegeben ist, kann man es sicher hier auch implementieren. Es kommt dabei immer auf das Personal an. #00:06:59-9# I: Was sind Ihrer Meinung nach neben der erwähnten Unternehmenskultur Grundvoraussetzungen die nötigt sind damit man ein VSMA System implementieren kann? #00:07:15-7# B: Internat Audits, denn ohne Kontrolle funktioniert es nicht. Des Weiteren ist die Vorbildwirkung und die Involvierung der Mitarbeiter am Wissenstransfer entscheiden. Wir haben das sehr oft mit Lean Simulationen gelöst. #00:07:52-0# Erklärung der Simulation I: Simuliert ihr auch das SMED System? #00:10:55-5# 97
Thomas Auer
B: Rüstungsoptimierungen werden immer vor Ort gemacht. Hierbei wird eng mit den involvierten
Mitarbeitern
zusammengearbeitet.
Wir
unterscheiden
die
dortigen
Maßnahmen in technische, organisatorische und personelle Schritte. Hierfür möchte ich gerne ein Beispiel einer Firma nennen. Hier haben wir uns die Rüstprozesse einer Maschine genau angeschaut und konnten in 5 Jahren von 1 Stunde 22 Minuten auf 45 Minuten Rüstzeit optimieren. Das Problem dabei war die Kommunikation mit 4 verschiedenen Schichten. Nachdem der neue Standard in der A,B und C Schicht erfolgreich implementiert wurde, kam bereits wieder eine neue Idee von Schicht D. Hierbei haben wir gelernt das solche Dinge am besten in der Gruppe gelöst werden können. #00:12:22-3# I: Habt ihr für diese Gruppenworkshops eine spezielle Methode verwendet, wie z.B. PDCA? #00:12:28-4# B: Wir arbeiten hier mit Maßnahmen Listen die im Anschluss auf ihren Wirkungsgrad getestet wurden. PDCA haben wir in dieser Form nicht verwendet. #00:12:44-4# I: Welche Verschwendungsarten lehren Sie in der Administration? #00:13:30-8# B: Das Thema Wartezeiten, Transporte und Ablagen. #00:13:43-4# I: Das heißt es ist eine adaptierte Form der 7 Verschwendungsarten? #00:13:44-7# B: Ja genau. Wir unterrichten in den Betrieben meistens zwei verschiedene Konzepte von Verschwendung, wobei die Produktion auch die Dienstleistungsverschwendungen kennen muss um die Administration von z.B. Fertigungspapieren zu optimieren. #00:14:10-5# I: Was benötigt es sonst noch für Grundvoraussetzungen für eine Implementierung? Bis jetzt haben wir die Teamdynamik, die Organisationskultur... benötigt es auch strukturelle Veränderungen? #00:14:20-0# B: Strukturelle Veränderungen sind oft nötig, allerdings sind diese ab einer gewissen Dimension sehr schwer machbar. In diesem Aspekt sind speziell Führungskräfte wichtig um die Bereitschaft der Mitarbeiter zu schaffen. #00:14:48-3#
98
Thomas Auer
I: Sollte in ihren Augen der VSMA Prozess mehr Bottom-Up oder Top-Down initiiert werden? #00:14:55-8# B: Das ist individuell zu betrachten. In einem Familienunternehmen kann die Kraft durchaus auch von Unten kommen. #00:15:18-7# I: Welche Chancen sehen Sie in einer Implementierung von VSMA? #00:15:34-1# B: Finanziell ändert sich einiges. Prozesse können besser kontrolliert und kalkuliert werden, bessere Kundenorientierung entsteht, Lieferzeiten verkürzen sich usw. In Prozent lässt sich das allerdings schwer beziffern. Das ist fast nur bei Rüstprozessen aussagekräftig oder im Bereich der Durchlaufzeitverkürzung. Bei konsequenter Umsetzung haben wir bei den meisten Betrieben eine Halbierung der Durchhlaufzeiten erreichen können. #00:16:42-3# I: Was kann diese Implementierung für strukturell oder kulturell (Organisationskultur) Folgen haben? #00:16:46-6# B: Dadurch, dass Mitarbeiter verstehen warum Sie eine gewisse Tätigkeit ausführen, können Sie sich selbst einbringen und auch Spaß an ihrer Arbeit empfinden. #00:17:30-8# I: Kann sich das ganze ins Negative auswirken? #00:17:47-0# B: Wenn Mitarbeiter nicht verstehen warum die Umstellung gemacht wurde kann sich das Negativ auswirken. Zusätzlich müssen die neuen Prozessschritte auch geübt werden, damit das Personal nicht wieder in die alten Verhaltensmuster zurückfällt und die nötige Sicherheit gewinnt. #00:19:24-8# I: Kann man die Zeit einer kulturellen Transformierung prognostizieren? Können Sie diesen Prozess vielleicht ein bisschen beschreiben? #00:19:51-4# B: Die Führungskräfte stellen ein zentrales Bindeglied zwischen Geschäftsführung und den Mitarbeitern dar. Ohne ihr Engagement ist das gesamte Projekt zum scheitern verurteilt. Ein weiterer wichtiger Punkt ist der Umgang mit neuen Problemstellungen die erst im Zuge der Transformierung entstehen. Man muss mit diesen Dingen richtig
99
Thomas Auer
umgehen und diese auch angemessen kommunizieren. Der gesamte Prozess kann je nach Unternehmensgröße zwischen 5 und 10 Jahre dauern. #00:21:15-4# I: Wie geht man mit dem Thema Mitarbeiterfluktuation um? Speziell in kleinen Betrieben kann das ein heikles Thema darstellen, wenn ein Teil des Stammpersonals geht. #00:22:04-4# B: In kleinen Betrieben kommt es stark auf die Bezüge zu einer einzelnen Person an. Diese Konstellationen lassen sich am besten in Einzelgesprächen herausarbeiten. Auch in Großbetrieben spielt das eine große Rolle. Wie schon erwähnt der Schlüssel liegt im Personal. #00:22:58-0# I: Wie verhält man sich gegenüber Mitarbeitern die starr in ihren Denken verankert sind? "Jetzt haben wir das schon 30 Jahre so gemacht warum sollen wir das jetzt ändern". #00:23:58-6# B: In kleinen Unternehmen ist es oft sehr hilfreich diese Personen zusammenzufassen und mit ihnen gemeinsam die Zukunft zu erarbeiten. Ein Involvierung der angrenzenden Prozess ist ratsam. Das Lean Spiel eignet sich hier ideal um die Notwendigkeit bzw. das Verständnis der Mitarbeiter zu wecken. Oftmals fehlt aber die Einsicht, dass sich der Markt sehr schnell ändert, dann muss überdacht werden ob es sich lohnt diesen Mitarbeiter weiter im Betrieb zu behalten. #00:26:30-1# Beschreibung VSMA I: Was geht man mit der Transformierung von mehreren parallel Prozessen zu "nur" mehr einem um? Wie kann man das am besten gestalten? (Bespiel VSMA) #00:29:188# B: In diesem Bereich geht es um Macht. Ein Mitarbeiter der diese über Jahre aufgebaut hat will diese natürlich nicht gerne wieder abgegeben. Dafür ist es nötig den einzelnen Betroffenen den Kundenfokus wieder nahe zu bringen. Dem Kunden geht es nicht darum wie viel Macht ein Mitarbeiter hat, sondern darum das er das richtige Produkt, in der richtigen Menge, in der richtigen Qualität bekommt. In diesem Zuge spielt auch der Begriff Work-load Control eine wichtige Rolle. Wenn ein Prozess eine max. Ausgabemenge besitzt, die der nächste Prozess nicht verarbeiten kann, muss etwas geändert werden. Hierfür verwenden wir viele Durchlaufsimulationen und automatische Ka100
Thomas Auer
pazitätsplanungen. In diesem Zuge dieser Automatisierung haben in einem Betrieb den ich betreut habe, viele Mitarbeiter ihre Macht verloren. Nachdem man ihnen den Blick für das Ganze wieder nahe gebracht hatte, haben sie eingewilligt und das System mitgetragen. Dies zeigt wiederum die Notwendigkeit von Mitarbeiter-Involvierung. #00:32:28-7# B: Was sich bei mehreren meiner Projekte bewährt hat ist folgendes: Prozesse sollten nicht aus Sicht der Geschäftsführung bzw. der Führungskräfte mittels VSMA visualisiert werden, sondern gemeinsam mit den Mitarbeitern erarbeitet werden. Hierbei gibt man ihnen das Gefühl an der Zukunftsvision mitgearbeitet zu haben und schafft Identifikationspunkte. Zusätzlich werden die Verbindungen zwischen den einzelnen Abteilungen transparenter und ein Bewusstsein für den gesamten Prozess wird geschaffen. #00:47:53-0# B: Was für die Prozessoptimierung auch oft von Vorteil ist, ist eine Swinlane Diagram. Damit stellt man perfekt die verschiedenen Kontaktpunkte der einzelne Abteilungen dar. Das hilft im Kontext mit den Verschwendungsarten wieder sehr stark bei der Bewusstseinsbildung unter den Mitarbeitern. Wobei wir wieder bei unserem Kernthema sind: Der Schlüssel ist das Personal. #00:49:14-0# I: Was sind neben den erwähnten Punkten weitere Hürden bei der Implementierung von VSMA in einem Dienstleistungsbetrieb? #00:49:48-2# B: Es muss alles auf Kundensicht basieren. Wenn man eine solche Umstellung einleitet kann es sein das der Kunden es sofort spüren. Das kann negativ als auch positiv sein. #00:50:02-1# I: Während meiner Interviews ist oft das Thema der Verantwortungsabgabe und dem damit verbunden Risiko der Scheuklappenbildung aufgetaucht und das sich ein Silodenken bildet. Wie verhindert man das am besten? #00:50:22-6# B: Hierfür ist ein effizienter Informationsfluss wichtig. Dieser muss transparent sein und jeder Mitarbeiter muss eine Garantie bekommen das alle relevanten Information zum benötigten Zeitpunkt vorhanden sind. #00:51:43-7#
101
