Kreative Kaizen Value Stream Analysis
What is Value Stream Analysis?
Value Stream Analysis is a process for analysing all the actions and tasks that go to delivering your product or service to your customers.
It applies to both internal and external customers and clients.
It aims at improving the whole process not just optimising parts of it, and when used with powerful tools such as Kreative Problem Solving and other team based methodologies can give a strategic advantage previously only dreamed about.
Utilising the best knowledge base available to your company, your employees who are doing the job everyday, the existing processes are analysed, the knowledge shared and a new vision created.
The teams empowered by this knowledge assess all aspects of the value-added stream and make recommendations to Management on their course of action. A mandate is constructed allowing for boundaries to be set to cover Safety, Quality, Capital Expenditure, Research and Development, various accreditations and Maintenance Procedures so that none of these are compromised in the process.
And how does it help?
Value Stream analysis can help your Continuous Improvement process by sharing more information with a greater number of staff.
It can revitalise previous efforts and really contribute to the “bottom line results” you expected from your Continuous Improvement Program but are not realising.
Why is it different?
This process differs from many others in that it analyses the following:
- Quality Critical Criteria and Data
- All Non-Value adding wastes
- The Value Stream from the customers eyes
- Process enabling steps
- Formal Communication
- Informal Communication
- Visual Communication
- Measures only what is important to the result
All this information is collected, and shared by all team members. Value Stream Analysis charts are used to help facilitate this and to enable the maximum amount of communication to take place. With the facilitator’s help the teams are guided through a step by step methodology which guarantees a result. Using a Creative Problem Solving tool, the information and knowledge gaps are highlighted and the hundreds of previously unanswered questions the team has about their process are systematically answered.
The team then sets a vision of the future state and the action steps literally “fall off” their charts.
It is a fun-filled process that is enjoyable and personally rewarding for the individuals who take part. With your employees having fun means they will be more creative too.
How long does it take?
If you have been previously involved with Kreative Kaizen using our Kreative Problem Solving, and you wish your teams to be re-invigorated and re-vitalised it will take a day. Otherwise it is best to consult with us to determine the process of introducing these techniques. Results usually take less than 12 weeks.
A General Manager phoned me with a request to fix a long term and frustrating problem.
We discussed his dilemma and the previous attempts to improve it through software, administration systems, consultants, internal gurus, etc. In fact the Admin. Mgr. had issued a doctrine which in effect could “sack anybody who interferes with new product introductions through their non-compliance with his systems”.
It wasn’t a great deduction to confirm the belief that their internal focus, apparently overly complex systems and unclear measures meant they could be a non-customer focussed Organisation.
When we started the project, various Functional Department Heads said they were all committed to change. However their body language almost intimidated their staff, daring them to make a move away from the “proven system”. We had a dysfunctional team in, perhaps, a dysfunctional company.
Luckily two negatives do make a positive and the process began.
Again, it was obvious to all involved, that the other departments didn’t do what they perceived they did with the information that was passed between them, and much of it wasn’t used or was even discarded as non-essential. The most important Customer critical information was set aside by the practitioners in preference for “their system”.
The person who in turn supplied the customer the delivery date for the new product’s first run wasn’t even in the decision loop! Little wonder therefore that it took up to three weeks in administration to process the order! Everyone was busy doing vital things that the customer really couldn’t care less about or didn’t need at all.
Using our “schematic ” drawing and mapping process, they mapped their jobs and the interactions between them. Using these schematics and data boxes
- Breaks down barriers
- Shares the information with the team
- Empowers the team for the next step as they take ownership of the appalling process and realise it needs to change.
Combining the “Value stream map” with the Variance Analysis, and by following the methodology, the team has a new system to trial with all the relevant measures and critical quality points. They all know what to do, and how the whole system works.
In the pilot trials, new orders were processed in 30 minutes with no expediting necessary. The new system was non threatening and would not upset customers and now the staff “own the process”.
A 32 step process was reduced to 3!
A spin off was that delivery times for standard orders could now have a guaranteed delivery day. Before, the delivery date was at best a guess and customers were frequently let down resulting in many customer complaints.
The result was an 11 day process, riddled with traps for the unwary, was reduced to a guaranteed 3 day cycle.
There is no “magic bullet”, or “arrow”, it is simply giving a team the tools and the focus to do it.
If you think all this was amazing, then you will not believe the following: