Continuous Improvement and HR Analytics Why Do We Need It? P&W PROPRIETARY
CONTINUOUS IMPROVEMENT Some of The Basics 5S Standard Work Value Stream Mapping Process Mapping Waste Minimization Benchmarking Market Feedback Analysis 2
5S The Basics What is 5S? S ort, S traighten, S hine, S tandardize, S ustain Benefits: Improving customer impression Time and Efficiency Efficient identification of material, information and work processes Visual Workflow Standard Work Quality Employee morale and productivity Overall health of an organization Safety (injuries and lost-time accidents) 3
5S w 5S Office Criteria Auditor: Cell /Cube: Date: 5 Points 4 Points 3 Points 2 Points 1 Points 0 Points World Class Best in class Acceptable Marginal Poor Unacceptable Every item in the area Minimal clutter, but a small The area has some clutter More clutter and Generally cluttered. Station is needed and up-to-date. amount of unneeded and unneeded items. unnecessary equipment. Unnecessary items on cluttered/unsafe. No needed item is supplies, tools, Some items stored on top There is no unneeded desks, shelves or Very many unnecessary missing: Consider: equipment, furniture, of cabinets. Some needed furniture or equipment, but cabinets. Some items everywhere. Supplies Tools documents or general items are not available. desks, shelves and unneeded furniture / Much unneeded Equipment Furniture items. cabinets have excess equipment. Items stored furniture, & equipment. Computer files /Drives Unavailable needed items items. on floor. are on order. Area very well organized. Area well organized. Area well organized. With Area moderately organized. Inadequate organization. Poor organization. Excellent visual controls Most moveable items have the exception of a few Many key items have a Many key items have no Few designated places are in place: - Macro: a designated location. problems, most items designated location, but designated location. for anything. Items Designation of Most locations are good, & have a designated some do not, and some Shelves and drawers are improperly stored on the group, members, items stored properly. locations. Most tools, items are improperly poorly labeled. Aisles or floor and benches. equipment Equipment & related supplies & documents stored. Equipment and equipment markings are Furniture and tools & work flow. - Micro: supplies are co-located & stored properly. Aisles aisles many not be clearly not clear or straight. Very located far from where Designated place for all orderly. Many visual marked, but some marked. Although some few visual controls or needed. moveable items. Locations controls are in place. equipment is not. Many visual controls are in place, instruction are evident. No current visual are convenient. Aisles are visual controls are in many more could be controls, signs or labels. straight. place added. Everything in the area in Everything in the area Most items in the area Some clutter & items not Area not picked up. Items Area is very dirty. Health "like new" condition and clean, functional. Floors clean and functional. clean and/or swept. Floors not been cleaned in issues. operates perfectly. No clean. Some shared equipment and/or waste containers some time. Floor is dirty. dust or dirt anywhere. Recycle bins used, & malfunctions. are marginal. Waste containers are full. Floors shine. baskets are emptied daily. Floors pretty clean. 5S checklists for all 5S checklists for most 5S checklists for most 5S checklists for many Very few 5S checklists No 5S Checklists exist. personal & shared areas personal & shared areas personal & shared areas personal & shared areas exist for the area. 5S 5S Assessment not are available & followed. are available & followed, are available & followed. are unavailable or not Assessment not done done within prior week. Assessment done weekly, with min. 2 Opportunities Assessments done followed. Assessments within prior week. No evidence of follow-up with min. 2 Opportunities for Improvement noted. weekly, less than. 2 done weekly, but no It is unclear that follow-up to identified problems. for Improvement noted. Most are resolved. Opportunities for Opportunities for actions to identified Metrics and charts in the All are resolved. All All metrics and charts in Improvement noted. Improvement noted or problems have been area are not current. metrics and charts in the the area are current. Some are resolved. All resolved. Metrics and done. Metrics and charts area are current. metrics and charts charts in the area are not mostly current. t t Clearly documented and There is a system & strong There is a system & There is a system and No system in the area There is no system or followed system to interest in 5S. Very good moderate interest in 5S. spotty interest in 5S. and little interest in 5S. commitment within the maintain 5S. World-class performance sustained for Minimum acceptable Minimum acceptable Very little stability in 5S organization to sustain performance sustained for three months. performance sustained for performance sustained performance. 5S. six months. one month. less than 1 month. Use a checklist for audits Organize and label cabinets and overhead bins Create a system for electronic shared files 4
STANDARD WORK The Basics What is Standard Work? Standard work is the method by which work is documented, simplified and structured to ensure maximum quality, productivity and repeatability over time. It includes documents that support a repeatable process by any person to produce the desired customer requirements. Standard work has the following components: Defined standards Defined processes and systems Simplified, visual work instructions and procedures Current sound practices Documented lessons learned Benefits: Assures that a process can consistently deliver high quality, productive results Train new people to conduct a process without sacrificing quality, productivity and reproducibility. Providing management with visual information about the current state of a process Complete a problem-solving or process-improvement activity. Benchmark the differences in the operation of the same process between two or more organizations 5
6 STANDARD WORK
VALUE STREAM MAPPING (VSM) The Basics What is (VSM) and Process Mapping? A group of processes that delivers value to its customers. It starts with a customer need or demand and it ends with the fulfillment of this need when the desired product, service or result has been provided to the customer and met the customer’s expected quality. Examples of value streams include system/product development, information system management, security service delivery, and personnel hiring. Benefits: Customer satisfaction Supplier performance Quality of products, services and results delivered to customers (value stream effectiveness) Lead time (or turnaround time) for a customer request On-time delivery performance Agility of a value stream to handle products or services Workforce productivity Inventory and other backlogs of work 7
8 PROCESS MAPPING
WASTE MINIMIZATION The Basics What is Waste Minimization? Evaluating the current state of a process map, and determining where steps can be removed, changed, or improved to capture opportunities for eliminating waste. Benefits: Customer satisfaction Lead time (or turnaround time) for a customer request On-time delivery performance Workforce productivity Creation of additional time for other activities 9
BENCHMARKING The Basics What is Benchmarking? Benchmarking is a continuous, focused process of measuring and comparing our services/practices against industry leaders to assist the corporation in becoming World Class. Benchmarking enables changes that can lead to improvements in processes and services. It represents what our customers expect, or are likely to expect from our organization, products and services. Benefits: Sets a target for improvement Helps determine best in class processes Helps to measure your “best” against similar businesses Provides ideas for change 10
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