171 red beads the company as a system - essential lean 2014 01
DESCRIPTION
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.TRANSCRIPT
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Concept of a System – Fundamentals of Lean Thinking
Written by Francisco Pulgar-Vidal, fkiQuality
1/26/2014 171 Copyright fkiQualityLLC 2014 1
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presents the Executive Education Series
Discovering Lean and Deming
1/26/2014 171 Copyright fkiQualityLLC 2014 2
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Goals of this presentation: Describe how any business is a system, and the need to understand how it really works.
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We will cover these topics: 1. Red Beads simulation
2. Learnings from Red Beads simulation
3. The company as a system
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1. Red Beads simulation
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Red Beads simulate a factory with a daily production quota.
The simulation records the number of undesirable beads (red) in each work day.
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Our production standard is: “no more than 5 red beads per day per worker”.
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The Red Beads simulation runs over four days, involving several workers, inspectors and management.
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Production Log and Worksheet
Willing worker Day1 Day2 Day3 Day4 Total Stay employed
Akhil 10 13 4 10 37
Sai 10 9 7 6 32 *
Kaushik 6 10 7 10 33 *
Dheeraj 10 5 10 8 33 *
Srujan 8 8 11 16 43
Anubha 15 8 6 10 39
Narmada 7 11 11 5 34
Shah 7 9 6 8 30 *
Total 73 73 62 73 281
Cumulative avg 9.125 9.125 8.666667 8.78125 8.78125
Production quality (# red beads)
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We did not meet the production standard and had to fire half of our personnel, the low-performing workers.
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After participating,
how do you feel?
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Willing Workers still employed, tell us why, how did you succeed!
• We were able to achieve consistency through hard work and dedication.
• I succeeded because of my concentration: “it’s all in the wrist!”
• We made sure mistakes wouldn’t happen over and over.
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How well do these workers know the reason for their success?
• They seem to believe in themselves and their own skills!
•Who could blame them?
• To avoid more pain, no feedback was requested from fired workers …
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All-observers Feedback
• I felt nervous, tense.
• I tried to fix my mind on the goal.
• I wanted to know the logic behind this process.
• I wanted to find the standard procedure, to reduce variations.
• I wanted more beads to do a better job with the paddle.
• I think that the process could have been improved before it got to me.
• I didn’t want to get fired.
• I wanted to change the procedure to do the right thing.
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Management Feedback
• The cumulative average decreased in later cycles – we are improving!
• There is need for more training to meet customer requirements.
• We must change the tooling to do better.
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How well does management know the reasons for the current situation?
•Asking for more training and technology are sure bets … They can‘t hurt? Can they?
• If given numbers, a person will try to see something … perhaps an improvement?
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2. Learnings from Red Beads simulation
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Production Run Chart
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Average Percent = Total red beads/(number of days*number of operators*50) = 281/(4*8*50) = 0.1756 Average = Total red beads/(number of days*number of operators) = 8.7812, approx. 9 UCL = Average + 3*SQRT(Average*(1-Average Percent)) = 16.85, approx. 17 LCL = Average - 3*SQRT(Average*(1-Average Percent)) = 0.7696, approx. 1
Target = 5
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SPC tells this is a system in a state of control.
So, all recorded variation was
random, not assignable to any causes.
SPC: statistical process control, invented by Walter Shewhart.
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Lesson 1:
It's the system, not the workers. If you want to improve performance, you must work on the system.
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Willing workers still employed are
no more skilled than the workers laid off.
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Laid off workers did the best they could in their given work environment, just like
everybody else.
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Lesson 2:
Quality is made at the top. Quality is an outcome of the system. Top management owns the system.
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Management reacted when
no action was needed. A common error in the absence of knowledge.
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Another type of error occurs when management does not react when
action is needed.
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Plus, management acted on the wrong production factor, the workers. Management went for what they could see, not for the root cause.
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Management went for what they could see,
not for the root cause. Any ideas what it may be?
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Not understanding the behavior of its production system, management made
the wrong decision trying to improve quality.
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Lesson 3:
Production standards can be meaningless.
What is the impact of demanding no more than 5 red beads?
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The number of red beads produced is determined
by the process, not by the standard.
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Lesson 4:
Rewarding or punishing the workers had no effect on the outcome. Extrinsic motivation is not effective.
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Lesson 5:
Use a quality control chart to look for problem areas and predict future performance.
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We can predict that the average will continue to be about 9 red beads per day.
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Lesson 6:
Rigid and precise procedures are not sufficient to produce the desired quality.
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So, just providing training and communication is
a false solution. Besides, who does as told?
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Lesson 7:
Keeping the business open with only the "best" workers was acting on "superstitious knowledge.”
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Workers still employed were wrong to believe that their skills were a success factor. • We were able to achieve consistency through hard work and
dedication.
• I succeeded because of my concentration: “it’s all in the wrist!”
• We made sure mistakes wouldn’t happen over and over.
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Superficial, “superstitious knowledge” has started! This is what many call “experience.”
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Laid off workers ignore even
the true reasons why they were laid off. Everybody loses.
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Participant feedback indicates that management overreaction
can kill the joy in the workplace.
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I don’t like this work arrangement.
I want more control over my daily
work life.
I feel tricked by others.
• I felt nervous, tense.
• I didn’t want to get fired.
• I tried to fix my mind on the goal.
• I wanted more beads to do a better job with the paddle.
• I wanted to know the logic behind this process.
• I wanted to find the standard procedure, to reduce variations.
• I wanted to change the procedure to do the right thing.
• I think that the process could have been improved before it got to me.
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Joy in the workplace is key to innovation and improvement.
It is also healthier.
See 170 Fundamental of Lean Thinking, slides 55-59.
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Management insights… Were they real or perceived? What about recommending more technology or training?
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There was no real reduction in the number of red beads. It was just the natural variation of the process. Superstition wins again!
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Lesson 8:
Management was influencing the system by rewarding and punishing the workers.
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Lesson 9:
People are not always the main source of variability.
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What about raw material quality? … the equipment in use? … the methods followed? … how things are measured? … and what gets rewarded?
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Lesson 10:
Slogans, exhortations and posters are at best useless to the worker.
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3. The company as a system
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A system in operation may show a great deal of variation. Use SPC to identify which variation indicates problems and which does not.
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This is a stable production system
Number of red beads vary, but stay within natural limits.
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This production system is not stable
A special cause produced this
excessive number of red beads.
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22 red beads indicate an abnormal behavior. The special cause may be any of the components of the production system.
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Manpower is just one of the components.
So do not ask “who did it?”, rather,
“why it happened?”
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One of the two Toyota Production System (TPS) principles, seeks awareness of production problems.
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Once found, teams ask “why this problem happened?”
“Awareness” is a TPS principle called Jidoka or autonomation.
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Fishbone diagram helps ask “why” – with a broad view
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How to reduce the number of red beads? Target is 5 but historical average is 9. Use the fishbone to think broadly.
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Expand your awareness: what about looking
beyond our operation?
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Be aware of all possible sources of excessive variation and poor quality. This may include suppliers.
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Deming view of the company as a system includes value chain suppliers
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Looking at suppliers does not excuse you from
looking inside your operation first.
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So, understand the capability of the system and do not ask for what is outside it.
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This means, understand the concepts of
systems and variation.
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If disappointed with results, work on making the system better.
This is the work of
management.
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In summary, operations and businesses are systems made of many components.
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For this reason, there is always variation in the daily work.
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So, use SPC to tell the difference between normal and abnormal situations.
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And avoid reacting to what does not matter and ignoring what matters.
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This is a step toward awareness of your own business. This is a key Lean principle.
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References: • Out of the Crisis, by W. Edwards Deming, 1982
• Four Days with Dr. Deming, by William Latzko and David Saunders, 1995
• Suckcess, by Allen Fahden.
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Next presentations will discuss:
• Constancy of purpose.
• Quality built-in, not inspected.
1/26/2014 171 Copyright fkiQualityLLC 2014 73