11. Multi-Functional Workers /
Cross-Training
Eases scheduling / more flexibility
Improves employee value to organization
Greater job satisfaction
Better problem-solving and decision-making
Required for one-piece flow or a pull system to
function properly
If work is segmented, rotate frequently enough
to keep skills and satisfaction up
Based on work volume and complexity
11
13. Problems with Poor Layout
Sales
Estimating
Design
Engineer
Materials
Purchasing
Scheduling
Internal suppliers and customers are not connected
Difficult to solve problems
Difficulty innovating / sharing best practices
Difficult to find work and track progress
13
14. Office Cell
Linking people and processes into the most efficient
combination to maximize value-added content while
minimizing waste.
Cross-functional
One piece flow
Balanced -- waste removed
Cross-trained team
Standard work
Staffed to meet demand
Forms
Shared files
In
Out
More efficient communication
Single point scheduling
14
17. Mortgage Application Process
Improvement Results
Metric
Before
After
Time to process a loan
5 Days
1.5 Days
Customer complaints
4/Loan
1/Loan
WIP
60 Loans
25 Loans
17
19. Pull Systems
A method of controlling the flow of work and/or
material by replenishing work/material only as it is
consumed
Types
One-Piece Flow
FIFO lanes (first-in-first-out)
Visual system authorizing supplier to send next “order”
Note: FIFO in and of itself is not a pull system
Kanban
Visual card system authorizing supplier to replenish
stock/supplies/parts
If flow stops at a single point (no consumption),
everything upstream stops as well (no
replenishment)
19
23. Single Bin Kanban System
Cardboard
Divider
Kanban
Card
Place card on top of
parts immediately
under divider
(1)
Appropriate
Sized Bin
(kanban
quantity fits
into one bin)
(2)
(3)
Draw Line Inside Insert Cardboard
Pan at Order
Divider to Create
Point Level
Physical Barrier
26. Before / After
Excessive inventory;
Unclear who is responsible for
management/replenishment
Controlled inventory;
Color-coding identifies who is
responsible for
management/replenishment
26
30. Takt Time Application
German word being “pace” or “drumbeat”
Used for balancing work and reducing
bottlenecks (especially for high volume work)
Best when workers are dedicated to one type of
activity (even if for only a portion of the day)
Tough to use when workers are multi-tasked
Will vary based on heavier or lower demand
periods
30
31. Takt Time Example:
Continuous Production
Available work time
Takt time =
Customer demand
“Touch down”
480 minutes/day
Takt time =
45 new accounts
= 10.6 mins
Each process step must have a process time of
10 minutes or less to avoid development of a
backlog – OR more people to perform the task.
31
32. Balanced Work
Process Cycle Time
20
Takt Time
= 15 Min.
15
10
5
0
Order Entry &
Review
Standard
Design
Complex
Design
Estimating
32
54. For Further Questions
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Free webinars and monthly newsletter:
www.ksmartin.com/subscribe
Connect with us:
54