The Team Handbook Third Edition by Peter R Scholtes;Brian L. Joiner;Barbara J Streibel by Peter R Scholtes;Brian L. Joiner;Barbara J Streibel

Author:Peter R Scholtes;Brian L. Joiner;Barbara J Streibel
Language: eng
Format: mobi, epub, pdf
Published: 2012-02-07T15:58:22.781000+00:00

To get out of this trap, move toward just-in-time flow and examine each step to see if it is necessary and adds value to the product or service. The result of this critical examination often dramatical y reduces the time required to complete a process. The resulting improvements usual y increase quality, too.

Strategy 11: Streamline a Process (p. 5-52) helps Team Members trim the non-value-added steps from a process. This strategy is in Step 3

because few people can recognize unnecessary work until the most glaring problems are eliminated. The process should already be in relatively good shape by the time a team gets to this step. Including people from another area or discipline who understand the process can help the team identify problems.

Strategy 15: Clean Up and Organize the Workplace (p. 5-60) is useful when the environment is chaotic. Organizing equipment and supplies may be necessary before simplifying the process. And Strategy 6: Study the Use of Time (p. 5-43) helps the team identify tasks they can stop doing once the process is simplified.

Step 4: Reduce Variation

As discussed in Chapter 4, the sources of variation come in two flavors: common and special causes. The trick is to tel them apart. Common causes typical y come from numerous, ever-present sources of slight variation. Special causes, in contrast, are not always present, and usual y cause greater fluctuations in the process.

Getting rid of variation usual y happens in two stages: taking it out of measurement processes, and then out of the work process. Reducing measurement variation must come first because it obscures the performance of a work process and masks the effects of changes.

For example, one organization knew that a 1% increase in yield would be worth $1 mil ion a year. But they discovered their yield measurements could be off by as much as 160/o--so even if the yield appeared to increase, they would have no way of knowing whether it was because the measurement was off or the solution worked. It was no use trying to get rid of process variation before they had fine-tuned their measurement systems to the point where they could detect real 1% increases in yield.

The techniques for reducing measurement variation are almost identical to those for reducing work process variation. Thus the fol owing recommended sequence has some repetition.

To reduce variation in the measurement system, use

• Strategy 12: Reduce Sources of Variation (p. 5-54) on measurement processes. Imprecise measurements cause teams to miss important improvement opportunities, or worse yet, waste their time chasing ghosts.

• Strategy 13: Bring a Process Under Statistical Control (p. 5-56) on measurement processes. Repeatedly measuring one item helps identify and eliminate special causes of variation in the measurement processes. Omitting this step is, in our experience, a false saving-whatever time or money is saved by skipping this step wil later be lost in rework.

To reduce variation in the work process after the measurement process is in control, use

• Strategy 13: Bring a Process Under Statistical Control (p. 5-56) on the targeted work process.

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