IMPROVE PHASE

1. SHOULD BE FLOW CHART

Already discussed.

2. SHOULD BE VALUE STREAM MAP

Already discussed.

3. SHOULD BE SPAGHETTI DIAGRAM

Already discussed.

4. 5S

Already discussed.

5. IDIOT/MISTAKE PROOFING (POKA YOKE)

Already discussed.

6. KAIZEN

Already discussed.

7. KANBAN
A kanban is a system that signals the need to replenish stock or materials or to produce
more of an item. Kanban is also known as a “pull” approach. Kanban systems need not
be elaborate, sophisticated, or even computerized to be effective. Toyota’s Taiichi Ohno
developed the concept of a kanban system after visiting a U.S. supermarket. A system
is best controlled when material and information flow into and out of the process in a
smooth and rational manner. If process inputs arrive before they are needed,
unnecessary confusion, inventory, and costs generally occur. If process outputs are not
synchronized with downstream processes, the result is often delays, disappointed
customers, and associated costs. A kanban system may be used to simplify and
improve resupply procedures.

Two bins system is the most common form of a Kanban system, an example of which
can be seen at the following link

https://www.youtube.com/watch?v=yjSwwPF5BUU

8. THEORY OF CONSTRAINTS
The theory of constraints (TOC) is a problem- solving methodology that focuses on the
weakest link in a chain of processes. Usually the constraint is the slowest process. Flow
rate through the system cannot increase unless the rate at the constraint increases. The
TOC lists five steps to system improvement:

1. Identify—Find the process that limits the effectiveness of the system. If throughput is
the concern, the constraint will often have work- inprocess (WIP) awaiting action.
2. Exploit—Use kaizen or other methods to improve the rate of the constraining
process.
3. Subordinate—Adjust (or subordinate) the rates of other processes in the chain to
match that of the constraining process.
4. Elevate—If the system rate needs further improvement, the constraining process
may require extensive revision (or elevation). This could mean investment in
additional equipment or new technology.
5. Repeat—If these steps have improved the process to the point where it is no longer
the constraint, the system rate can be further improved by repeating these steps with
a new constraint.

The strength of the TOC is that it employs a systems approach, emphasizing that
improvements to individual processes will not improve the rate of the system unless
they improve the performance of the constraining process.

9. IDEA GENERATION AND ORGANIZATION

1. Brainstorming

Brainstorming is a method for generating a large number of creative ideas in a short

period of time.

To conduct a brainstorming session

1. Review the rules of brainstorming with the entire group:

a. No criticism, no evaluation, no discussion of ideas.
b. There are no stupid ideas. The wilder the better.
c. All ideas are recorded.
d. Piggybacking is encouraged: combining, modifying, expanding others’ ideas.
2. Review the topic or problem to be discussed. Often it is best phrased as a why, how,
or what question. Make sure everyone understands the subject of the brainstorm.
3. Allow a minute or two of silence for everyone to think about the question.
4. Invite people to call out their ideas. Record all ideas, in words as close as possible to
those used by the contributor. No discussion or evaluation of any kind is permitted.
5. Continue to generate and record ideas until several minutes’ silence produces no
more.
2. Round-robin brainstorming

At step 4, go around the group and have each person in turn say one idea. If they have
no ideas on that turn, they may pass. Stop the brainstorming when everyone passes.

3. Wildest idea brainstorming

In step 4, allow only outrageous and unrealistic ideas. After step 5, ask the group to look
at the ideas and see if they can be modified into realistic ones.

4. Reverse Brainstorming
1. Review the rules of brainstorming with the entire group.
2. Review the topic or problem to be discussed. Make sure everyone understands the
subject of the brainstorm.
3. Then, reverse the topic statement so that you’re thinking about its opposite: how to
make the problem worse or how to cause the opposite of the desired state.
4. Allow a minute or two of silence for everyone to think about the question.
5. Invite people to call out their ideas for making the problem worse. Record all ideas
on a flipchart, in words as close as possible to those used by the contributor. No
discussion or evaluation of any kind is permitted.
6. Continue to generate and record ideas until several minutes’ silence produces no
more.
7. Look at each idea and reverse it. Does the reversed statement lead to any new
ideas? On a separate flipchart page, capture the reversal and any new ideas.
5. Nominal Group Technique (NGT)

Nominal group technique (NGT) is a structured method for group brainstorming that
encourages contributions from everyone.

1. State the subject of the brainstorming. Clarify the statement as needed until
everyone understands it.
2. Each team member silently thinks of and writes down as many ideas as possible,
for a set period of time (5 to 10 minutes).
a. Each member in turn states aloud one idea. Facilitator records it on the
flipchart.
b. No discussion is allowed, not even questions for clarification.
c. Ideas given do not need to be from the team member’s written list. Indeed,
as time goes on, many ideas will not be.
3. A member may “pass” his or her turn, and may then add an idea on a
subsequent turn.
4. Continue around the group until all members pass or for an agreed-upon length
of time.
5. Discuss each idea in turn. Wording may be changed only when the idea’s
originator agrees. Ideas may be stricken from the list only by unanimous
agreement. Discussion may clarify meaning, explain logic or analysis, raise and
answer questions, or state agreement or disagreement.
6. Prioritize the ideas.
6. SCAMPER

SCAMPER provides additional options and triggers for creativity when identifying
solutions.
7. Affinity Diagram

The affinity diagram organizes a large number of ideas into their natural relationships.
This method taps the team’s creativity and intuition.

1. Record each idea with marking pens on a separate sticky note or card. Randomly
spread notes on a large work surface so all notes are visible to everyone. The entire
team gathers around the notes and participates in the next steps.
2. It is very important that no one talk during this step. Look for ideas that seem to be
related in some way. Place them side by side. Repeat until all notes are grouped. It’s
okay to have “loners” that don’t seem to fit a group. It’s all right to move a note
someone else has already moved. If a note seems to belong in two groups, make a
second note.
3. You can talk now. Participants can discuss the shape of the chart, any surprising
patterns, and especially reasons for moving controversial notes. A few more
changes may be made. When ideas are grouped, select a heading for each group.
Look for a note in each grouping that captures the meaning of the group. Place it at
the top of the group. If there is no such note, write one. Often it is useful to write or
highlight this note in a different color.

Example
The following ideas have been generated as the result of a brainstorming session on
measures of manufacturing process

Using affinity diagram technique, they were organized as follows:

10. DESIGN OF EXPERIMENTS (DOE)
Design of experiments (DOE) is a statistical approach to designing and conducting
experiments such that the experiment provides the most efficient and economical
methods of determining the effect of a set of independent variables on a response
variable. Knowledge of this relationship permits the experimenter to optimize a process
and predict a response variable by setting the factors at specific levels. In other words,
the objective of a designed experiment is to generate knowledge about a product or
process and establish the mathematical relationship y = f(x), where x is a list of
independent variables and y is the dependent variable.

 Response: It is the output variable that shows the observed results or value of
an experimental treatment. It is sometimes known as the dependent variable or y
variable. There may be multiple response variables in an experimental design
 Factor: It is an independent variable or assignable cause that may affect the
responses and of which different levels are included in the experiment. Factors
are also known as explanatory variables, predictor variables, or input variables.
 Level: It is the setting or assignment of a factor at a specific value.

Process

1. Acquire a full understanding of the inputs and outputs being investigated. A process
flowchart or process map can be helpful. Consult with subject matter experts as
necessary.
2. Determine the appropriate measure for the output. A variable measure is preferable.
Attribute measures (pass/fail) should be avoided. Ensure the measurement system
is stable and repeatable.
3. Create a design matrix for the factors being investigated. The design matrix will
show all possible combinations of high and low levels for each input factor. These
high and low levels can be coded as +1 and -1. For example, a 2 factor experiment
will require 4 experimental runs:
   Input A Level Input B Level
Experiment #1 -1 -1
Experiment #2 -1 +1
Experiment #3 +1 -1
Experiment #4 +1 +1

Note: The required number of experimental runs can be calculated using the
formula 2n, where n is the number of factors.

4. For each input, determine the extreme (but realistic) high and low levels you wish to
investigate. In some cases the extreme levels may be beyond what is currently in
use. The extreme levels selected should be realistic, not absurd. For example:

  -1 Level +1 Level
Temperature 100 degrees 200 degrees
Pressure 50 psi 100 psi
5. Enter the factors and levels for the experiment into the design matrix. Perform each
experiment and record the results. For example:

  Temperature Pressure Strength

Experiment #1 100 degrees 50 psi 21 lbs
Experiment #2 100 degrees 100 psi 42 lbs
Experiment #3 200 degrees 50 psi 51 lbs
Experiment #4 200 degrees 100 psi 57 lbs

6. Analyze results.