UNIT III SET UP TIME REDUCTION, TQM, 5S, VSM

Set up time reduction – Definition, philosophies and reduction approaches. TQM – Principles
and implementation. 5S Principles and implementation - Value stream mapping – Procedure and
principles.

What is SMED?
SMED, stands for Single-Minute Exchange of Die, is a theory and techniques for performing
setup operations in under ten minutes, i.e., in a number of minutes expressed in a single digit. The
SMED method was revolutionized by Mr. Shingo since 1950 in Japan. The concepts and techniques
became available to other countries started around 1974 in West Germany and Switzerland and in 1976
in Europe and United States. However, not util 1980s, the SMED technique getting acceptace to
companies outside Japan.

Setup Reduction Methodology – SMED (金型の単一分交換)

We may think, based in all the information about Lean Manufacturing, that many tools and
methods are well understood, unfortunately on real live there is many misunderstanding about them,
that’s why I decided to write this article, for one of the most popular and known tool, SMED.

Definition of Quick Set Up / Changeover

The absolute minimum amount of time needed to changeover from one activity to another, to
minimize the amount of time the equipment remains idle, thereby responding faster to customer needs.

Many key ideas developed by Dr Shigeo Shingo, he called it SMED (Single Minute Exchange
of Dies) Means single digit (1-9 min), i.e. Less than 10 minutes
Example: 1000-ton press ,( Before: 4 hr - After: 3 min)
Improvement: 98.7%, or a factor of 80
Changeover time is the total elapsed time between the last unit of good production of the
previous run, at normal line efficiency, to the first unit of good production of the succeeding run, at full
line efficiency.
Why do Quick Setup / Changeover?

Improve Flexibility: Changes in customer demands are easy to accommodate without excess inventory
Improve Quality: Quicker feedback from customer/customer process, reduced process variability
Reduce Lead Time: Shrink the time it takes to get product to the customer
Increase Capacity: Improved Operational Availability
Reduce Inventory: Dramatic cost improvements
Improve Safety: Simpler setups = safer setups
Support Pull System Implementation: Quicker setup/changeovers facilitate small lot production,
small lot production facilitates pull systems

SMED is Continuous Improvement

It is a customer driven requirement. Customers demand:
 Product and service diversity
 Lower costs
 Higher reliability and quality

In essence organizations need to become leaner!

So organizations must:
 Produce smaller lots, more frequently
 Expand the scope and diversity of products and services
 Reduce quality defects

How long does it take to change a tire on your car:

Why is it that in the car races they can change the four tires in just a few seconds
Here are some of the differences:
 They were prepared
 Right tools
 Only one bolt per tire
 Continuous training
 Cumulative experience, on and on...

The Quick Changeover Methodology for Setup Reduction

Step 1 - Identify Internal & External Steps
Definition
What is an Internal Step?
An internal step is one that must be performed while the machine or operation is stopped; and therefore
is a form of lost time.
What is an External Step?
An external step is one that can be performed while the operation is running.
Purpose for Separating Internal and External

The primary focus of setup reduction is not on total setup time (internal + external) nor on setup labor
time, but on internal time alone. While reducing total setup time and setup labor time is desirable, it is
only of secondary importance.
Record the process (use a Simple Time Recording Sheet, Standard Work Combination Sheet or SOE)
 Form a team
 Interview operators
 Videotape
 Stopwatch analysis
Step 2 - Convert Internal Steps to External
Objective
To reduce internal setup time. The more setup steps, decisions, adjustments, etc. that can be done
on external time, the better.
Wherever possible, setup steps performed while the operation is stopped (internal) need to be
completed while the operation is running (external).
Through the elements recorded in Step 1 (Identify Internal & External Steps)
Identify all internal steps, eliminate all unnecessary steps

Analyze all essential internal steps to determine if opportunity exists to convert internal steps to
external steps:
 Can adjustment blocks be used in lieu of making machine adjustments?
 Can dies be preheated independent of the equipment operation?
 Can procedures/techniques be developed to insure that all tools, equipment, and materials are
staged in the immediate work area before the machine is idled?
 Is all post setup work (tooling service, cleaning, data tracking, etc.) being done after the
equipment resumes operation?

Example
Other examples:

mon screw torque setting

Step 3 - Reduce Internal Setup Time

Objective
To reduce internal setup time: The internal setup steps and decisions need to be simple and precise while
adjustments got to be reduced and eliminated.

Analyze the remaining internal setup tasks to reduce/eliminate adjustments:

 Can adjustment blocks or preset gauges be used?
 Can tooling presets be used?
 Is equipment, fixtures, and tooling clean and serviceable?
 Can locating/centering techniques be employed?

Example
  Accomplish setup tasks in parallel where possible (Can additional resources be utilized support
the setup/changeover?)
 Use universal tooling/fixtures where possible
 Use quick disconnect fittings for air, power, water and vacuum (no hard pipe) where possible
 Eliminate model specific conveyors and other material handling devices where possible.
 Example

Step 4 - Reduce External Setup Time

Objective
 Since the maximum external setup time must be less than the time to run a production lot,
reducing external setup time typically is less critical than reducing internal setup time.
 Although external setup time generally is not the constraint to the setup procedure,
tools/techniques should be applied to optimize and standardize external setup time… think of
resources and cost.
Store fixtures, dies, tools, raw materials and documentation as close as possible to the point of use:
 Arranged in sequence of use
 Shadow boards used
 Addressed and labeled
 Color coded
Use setup kits and/or carts
 May include fasteners, jig, fixtures, tools, etc.
 May be integrated as part of the equipment
 May also be utilized for raw materials

Improve Material Handling

 Provide adequate access for fork trucks / carts
 Provide visual means (Andon) of notifying material handlers of impending changeover
 Eliminate/minimize the need for mechanized material movement
Examples
Summary
 Reduce external setup time.
 Improve workplace organization.
 Establish setup kits and carts.
 Optimize material handling.
Step 5 - Repeat Steps
 Standardize/Document: Each step of the setup/changeover must be standardized and documented
through the use of written procedures and/or checklists. This is not only necessary to sustain the
improvements, but is necessary for future improvement activities.
 Train: Everyone involved in the setup/changeovers must be fully trained. Often the gains made
in setup/changeover improvement activities are lost the first time that personnel assignments are
changed. Appropriate procedural documentation and training is the only way to insure that gains
are not lost.
 Measure/Follow-up: Setups/changeovers must become a measured part of operations.
Performance must be monitored and investigation accomplished when performance deteriorates.
Components of Lead Time
In manufacturing, lead time was consided starting from design until deliver the products or services to
the customers. Thus, the lead time consists of the following time elements:
 Product Development (Design) Lead Time.
 Sourcing (Purchasing) Lead Time.
 Manufacturing (Production) Lead Time.
 Order Processing Lead Time.
 Distribution Lead Time.
 Other (e.g. decision making, coordination) Lead Time.
Clearly, Production lead time is only a small portion of the whole lead time, but it is the only component
which is controllable by production function.
The production lead time can be further divided into:
 Queue Time Before Processing.
 Setup Time.
 Run (Processing) Time.
 Waiting Time after Processing.
 Move Time.
Among these time elements, run time is the only portion that adds values to the products. Others can be
considered as a waste.

Effects of Setup Reduction

Setup reduction may bring the following impacts to the shop floor:
 Lot-size can be reduced.
 Help to reduce inventory.
 Reduce the cost of setup labor.
 Increase the capacity on bottleneck equipment.
 Help to eliminate the setup scrap.
 Reduce the potentail Quality problems and obsolescence.

Alternatives for Setup Reduction

SMED is not the only approach for reducing setup time. Some other alternatives are:
 Production Planning - reduce the number of setups.
 Group Technology / cell foramtion - reduce the number of setups
 Design Standardization - reduce the number of setups.
 Use Standard Module - reduce the number of setups.
 Work Simplification.
 Mechanization or automation - an expensive option.
Procedures for Setup Reduction
SMED can be conducted according to the following steps:
1. Form the setup reduction team.
2. Conduct training and education.
3. Study the setup process (e.g., use video tape).
4. Classify setup operations into waste, internal setups (IED), and external setups (OED).
o Waste - Operation which do not add values to the setup.
o Internal Setups - Operations that can only be performed while the machine is shut down.
o External Setups - Operations that can be performed without shutting down the machine.
5. Eliminate the waste.
6. Convert as many internal setups as possilbe to external setups.
o Use standard insert module.
7. Improve internal setups (include adjustment).
o Use specially designed cart to organize tools.
o Use quick-release fasteners instead of bolts and nuts.
o Use stoppers to quickly position the jigs.
o Use rolling bolsters instead of cranes.
o Use overhang mechanisms to handle heavy jigs.
o Use locating pins and holes (socket) to eliminate the adjustment.
o Use standardized die height.
8. Improve external setups.
o Apply visual control principles.
o Use checklist to avoid omission.
o Use specially designed cart to help organize tools.
o Organize workplace (5S) to reduce search.
9. Develop the standard operating procedure (SOP).
10. Evaluate the performance of setup reduction.
11. Prepare for the next setup reduction project.

Toolkits for Setup Reduction

Many toolkits can be applied to help setup reductions. For instance:
 Visual Control.
 Checklist.
 Specially designed setup cart.
 Workplace organization (5S).
 Railed cart.
 Standardized baseplate and socket.
 Attachment plate.
 Overhang tools.
 Quick fasteners -- clamping cam, crank, clamping (lock) lever.
 Standardized die height.
 Locating pins.
 Stopper.
A primer on quick changeover and setup time reduction
A while back, I reviewed the incredible statistics that were produced by the recipients of the
Shingo Prize for Manufacturing Excellence. Despite encompassing a variety of industries, all of the
winning organizations demonstrated the same results in their continuing efforts to achieve world-class
status. Just some of their accomplishments were:

 65 percent reduction in scrap

 80 percent reduction in cycle times
 66 percent reduction in manufacturing floor space
 80 percent reduction in rework

The Shingo Prize, which BusinessWeek calls “The Nobel Prize of Manufacturing,” was
established in 1988 to recognize North American companies that achieve world-class status. The prize
was named after Dr. Shigeo Shingo, the Japanese industrial engineer often referred to as an “engineering
genius.” Dr. Shingo revolutionized manufacturing by creating many of the practices that make up the
Toyota Production System, which many today refer to as lean manufacturing. While Dr. Shingo’s
accomplishments are numerous and his system well proven, organizations often struggle to comprehend
and implement his system.

In the process of developing just-in-time while working for Toyota in 1962, Dr. Shingo was able
to reduce the setup time for a 1,000-ton press from four hours to 1.5 hours. Shortly thereafter, he was
asked by management to further reduce the setup time to three minutes. He developed an approach that
was in complete contrast to traditional manufacturing procedures. In a few short months, he
accomplished his goal, reducing the time from hours to a single digit. Hence, single minute exchange of
dies, or SMED, was born. Even more remarkable, no capital spending was required. Based on his vast
experience, this method to analyze the changeover process enabled the people performing the
changeover to find out why the changeover took so long, and how this time can be reduced. In many
cases, his system can reduce changeover and setup times to less than 10 minutes .

In modern times, with rapidly increasing diversity and smaller batch sizes, using setup time
reduction to improve cash flow and profitability is becoming critical to the survival of manufacturers.
Many companies spend more than 20 percent of their planned production time on changeovers. The
basic concept of SMED is to reduce machine setup time, which directly results in smaller batch sizes for
parts, allowing the manufacturer to produce only what is demanded by the customer. A smaller batch
size also translates to lower work-in-process (WIP) inventory, holding costs in the form of:
 Less floor space required
 Less money tied up in inventory
 Less labor required to manage the inventory
 Less scrap due to part obsolescence
Dr. Shingo’s SMED system consists of the following four phases:
 Mixed phase
 Separated phase
 Transferred phase
 Improved phase
 The method’s strength is its systematic analysis of what is actually done and how time is spent
during the changeover activity.

Dr. Shingo’s approach was to isolate and identify the setup time as two entities: internal setup
time and external setup time. His simple approach to achieving a quick setup and changeover of the dies
consists of the following steps:
 Separating internal and external setup as it exists
 Converting internal to external setup
 Streamlining all aspects of the setup operation

Internal operations are those that are done while the machine (or line) is shut down. External
operations are those that can be done while the machine is running. Externalizing operations reduces
downtime, which is the major cost associated with setup or changeover. (It is not labor, as some might
assume.) Streamlining involves eliminating unnecessary operations as a first step, followed by
instituting process changes to shorten or eliminate other operations.

Shingo’s classic “A Revolution in Manufacturing: The SMED System” should be required

reading for anyone involved in manufacturing. In the book, he describes how he developed SMED and
how the reader can apply the same techniques to any industrial process. In his book, Shingo gives many
practical illustrations of application of the SMED concept to a variety of different processes. There are
many photos and sketches that supplement the text.

One common objection to SMED is its metalworking industry focus. It is true that Dr. Shingo’s
experience was in such industries, and the illustrations in the book are of machines like stamping
presses, lathes and other heavy metal-working equipment. But the basic principles behind SMED are
universal, and the system has been used to successfully reduce setup and changeover times in many
types of industries.

A good analogy to the concept of SMED or quick changeover is changing an automobile tire.
Changing a tire typically takes between seven and 15 minutes. Just list the number of operations
involved. Now, why can a pit crew change four tires in a few seconds during an auto race? Some of the
reasons are:
 They are prepared.
 They have the right tools immediately available.
 The tires only have one bolt each.
 They undergo continuous training.

The reason they have all of these things in place should be the same reason any manufacturing
organization should implement a SMED or quick changeover program: They are in a fierce competition!
In the lean toolbox, SMED/quick changeover is one of the most rewarding programs that a
manufacturing organization can utilize. The benefits include lower inventories, faster deliveries and
improved efficiency. Above all, you will see an increase in the morale, pride and overall attitude of your
employees. Whether your changeovers involve setting up a machine or are less traditional, SMED can
reduce your changeover time. And, this will ultimately result in more productivity, satisfied customers
and increased profits
Setup Time List
1) Have everything ready for the changeover next to the machine ahead of time. This means
everything – material, tooling, tools, fixtures, paperwork, check gages, etc. Our goal is not to leave the
machine to search for anything while doing a changeover. No more walking around and searching.
Create a home location staging area for these items or use a tool setup cart and make it easy to find these
items in order of need. Anyone – the machine operator, the setup person, the leadperson, the supervisor,
a temp employee or even one of the office employees – can really lead this activity once trained in what
needs to be collected. Even if you don’t do any of these others items listed below, DO THIS ONE.

2) Use a checklist. The easiest and simplest way not to forget any items needed for each changeover is
to list everything on a checklist and use this list to verify things are not missing ahead of time. A pencil
and paper is all that you need to create a checklist.

3) Fix broken equipment. When gages, tools and equipment are broken, we force the setup operators to
work around these problems? Find what is broken and repair it.

4) Keep up with current events. Make sure all the data (program numbers, machine settings, etc.) are
the latest and greatest. The only thing worse than not having information is to have conflicting or
incorrect information. Review all of the standard setup documents and make sure all the correct
information is recorded and consistent.

5) Just ask. By simply talking with the setup operators and asking what would be helpful to make
setups easier, you can find out what they need. If you ask, be prepared to act on this information fast. If
not, you will be sending a message that management doesn’t care, and this valuable source of
information can be lost in the future.

6) Look for cheat sheets and share the knowledge. Some operators who perform changeovers have a
log book or have setup notes to help them remember setup information. Use this information to look for
helpful “tricks” or techniques that is undocumented. Officially record this information to eliminate the
need for having personal notebooks and share it.

7) Improve homemade work aids. Perhaps the setup operator has made up some cool homemade work
aids to position, lift, gage hold, align or perform some other function in a setup. How can we improve
these homemade devises?

8) Double up the changeover team. Most setups are done by a single person, which can add to the
wasted time in a setup, especially when we need to work on both sides of the machine. What would
happen if we used a two-person team for changeovers? More likely, we can cut our setup time in half
and do tasks in parallel.
9) Don’t skimp on the tooling. Invest in additional sets of tool holders so the tooling can be pre-set
ahead of time. But before you wake up your purchasing person to start ordering all of this brand new
tooling, do a plant-wide sort (Step 1 from 5-S) and see if there is any underutilized tooling that can be
used. Check the auction pages for potential sources of used tooling. Go to local shops or manufacturing
facilities to see if they are willing to sell any of their tooling. You don’t have to duplicate all of the
tooling immediately to make a big impact. Target a few critical setups and concentrate on getting a few
holders to start.

10) The best changeover is no changeover at all. What opportunities are there to dedicate equipment
to certain parts, thereby eliminating the setup completely?

11) Don’t screw around. How much time are we spending bolting, fastening, blocking and clamping
the tools? Can we reduce the number of bolts and clamps? Can you use quarter-turn bolts or other quick
clamps? Can we replace manual tools with an air ratchet?

12) Throw away your hand tools. Taking the last step a bit further, can we eliminate the need for hand
tools altogether? Instead of using Allen head screws or bolts, can we use hand twist, quarter-turn
fasteners?

13) Put it away later. Sometimes in our eagerness to maintain an organized workplace, we have
conditioned ourselves to put things away immediately. This is a great behavior, but don’t delay a setup
by putting items away. Wait until the machine is up and running and then put everything back in its
home location.

14) Don’t go the mountain; make the mountain come to you. What resources demand that the setup
operator leave the machine? For example, do we have to take the first piece parts to a quality lab for
approval? Instead of going to the quality department, what if we had the quality department come to us?
Take a close look at our quality procedures and requirements with the goal of approving the part at the
machine with no waiting. What do we need to make this happen? Can’t we get the quality inspector to
be at the machine when needed?
 Total Quality Management (TQM)

Definition of TQM
TQM is composed of three paradigms:
•Total: Organization wide
•Quality: With its usual Definitions, with all its complexities
•Management: The system of managing with steps like Plan, Organize, Control, Lead, Staff, etc.

As defined by ISO:"TQM is a management approach for an organization, centered on quality, based on

the participation of all its members and aiming at long-term success through customer satisfaction, and
benefits to all of the organization and to members society."

Customer’s Perspective on Quality

The customer‘s perspective on quality is called Fitness for Use, which is how well the product
compares to what the customer expects it to be.
Eight Dimensions of Product Quality from Customer‘s Perspective:
•Performance: Includes operating characteristics.
•Features: Extras, Add-ons.
• Reliability: The likelihood that the product will perform as expected within a given time period.
• Conformance: The degree to which the product conforms to standards.
• Durability: The length of time before the product deteriorates.
• Serviceability: The speed and ease of making repairs.
• Aesthetics: The look, feel etc.
Perceived Quality: Perceived Quality is the quality attributed to a good or service based on indirect
measures.
Producer’s Perspective
Once customer’s perspective has been defined it should be translated into design, and then
manufacture.

These two aspects of producer’s perspective are:

• Quality of Conformance: Is the term used to connote that the manufactured product consistently
upholds the requirements as set by the design.
•Quality of Design: Represents the ability of the product as designed to satisfy or exceed customer
requirements.

• A core definition of total quality management (TQM) describes a management approach to long–term
success through customer satisfaction. In a TQM effort, all members of an organization participate in
improving processes, products, services, and the culture in which they work.
• Total Quality Management TQM, also known as total productive maintenance, describes a
management approach to long-term success through customer satisfaction. In a TQM effort, all
members of an organization participate in improving processes, products, services, and the culture in
which they work.
• Total quality management (TQM) consists of organization-wide efforts to install and make permanent
a climate in which an organization continuously improves its ability to deliver high-quality products and
services to customers. While there is no widely agreed-upon approach, TQM efforts typically draw
heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread
attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean
manufacturing, and Six Sigma.

Principles of TQM:

Management Commitment
1. Plan (drive, direct)
2. Do (deploy, support, participate)
3. Check (review)
4. Act (recognize, communicate, revise)

Employee Empowerment
1. Training
2. Suggestion scheme
3. Measurement and recognition
4. Excellence teams

Fact Based Decision Making

1. SPC (statistical process control)
2. DOE, FMEA
3. The 7 statistical tools
4. TOPS (Ford 8D – team-oriented problem solving)
Continuous Improvement
1. Systematic measurement and focus on CONQ
2. Excellence teams
3. Cross-functional process management
4. Attain, maintain, improve standards

Customer Focus
1. Supplier partnership
2. Service relationship with internal customers
3. Never compromise quality
4. Customer driven standards
Total Quality Management Principles:
The 8 Primary Elements of TQM are as follows –

Total quality management can be summarized as a management system for a

customerfocused organization that involves all employees in continual improvement. It uses
strategy, data, and effective communications to integrate the quality discipline into the culture
and activities of the organization. Many of these concepts are present in modern Quality
Management Systems, the successor to TQM.

Here are the 8 principles of total quality management:

1. Customer-focused
The customer ultimately determines the level of quality. No matter what an organization does to foster
quality improvement—training employees, integrating quality into the design process, upgrading
computers or software, or buying new measuring tools—the customer determines whether the efforts
were worthwhile.

2. Total employee involvement

All employees participate in working toward common goals. Total employee commitment can only be
obtained after fear has been driven from the workplace, when empowerment has occurred, and
management has provided the proper environment. High-performance work systems integrate
continuous improvement efforts with normal business operations.Self-managed work teams are one
form of empowerment.

3. Process-centered
A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs
from suppliers (internal or external) and transforms them into outputs that are delivered to customers
(again, either internal or external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected variation.

4. Integrated system
Although an organization may consist of many different functional specialties often organized into
vertically structured departments, it is the horizontal processes interconnecting these functions that are
the focus of TQM.
Micro-processes add up to larger processes, and all processes aggregate into the business
processes required for defining and implementing strategy. Everyone must understand the vision,
mission, and guiding principles as well as the quality policies, objectives, and critical processes of the
organization. Business performance must be monitored and communicated continuously.
An integrated business system may be modelled after the Baldrige National Quality Program
criteria and/or incorporate the ISO 9000 standards. Every organization has a unique work culture, and it
is virtually impossible to achieve excellence in its products and services unless a good quality culture
has been fostered. Thus, an integrated system connects business improvement elements in an attempt to
continually improve and exceed the expectations of customers, employees, and other stakeholders.
5. Strategic and systematic approach
A critical part of the management of quality is the strategic and systematic approach to achieving an
organization‘s vision, mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality as a core component.

6. Continual improvement
A major thrust of TQM is continual process improvement. Continual improvement drives an
organization to be both analytical and creative in finding ways to become more competitive and more
effective at meeting stakeholder expectations.

7. Fact-based decision making

In order to know how well an organization is performing, data on performance measures are necessary.
TQM requires that an organization continually collect and analyze data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.

8. Communications
During times of organizational change, as well as part of day-to-day operation, effective
communications plays a large part in maintaining morale and in motivating employees at all levels.
Communications involve strategies, method, and timeliness.
Features of TQM:
1) Customer-oriented - TQM focuses on customer satisfaction through creation of better quality
products and services at lower costs.
2) Employee involvement and empowerment - Teams focus on quality improvement projects and
employees are empowered to serve customers well.
3) Organization-wide - TQM involves every department or division.
4) Continuous improvement - Quality improvement is a never-ending journey.
5) Strategic focus - Quality is viewed as a strategic, competitive weapon.
6) Process management - TQM adopts the concept of prevention through process management.
7) Change in corporate culture - TQM involves the creation of a work culture that is conducive to
quality improvement.

Benefits of TQM:
TQM has numerous benefits. It enables organizations to:
a) attain higher profitability and increased market share
b) improve customer satisfaction
c) improve organizational productivity
d) improve employee morale and job satisfaction
e) create a positive work culture
f) undertake systematic problem solving and decision making through project teams
g) improve teamwork
h) create a climate conducive to continuous improvement
The Concept of Continuous Improvement by TQM:
TQM is mainly concerned with continuous improvement in all work, from high level strategic
planning and decision-making, to detailed execution of work elements on the shop floor. It stems from
the belief that mistakes can be avoided and defects can be prevented. It leads to continuously improving
results, in all aspects of work, as a result of continuously improving capabilities, people, processes,
technology and machine capabilities.
Continuous improvement must deal not only with improving results, but more importantly with
improving capabilities to produce better results in the future. The five major areas of focus for capability
improvement are demand generation, supply generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by people, but most of them are
caused, or at least permitted, by faulty systems and processes. This means that the root cause of such
mistakes can be identified and eliminated, and repetition can be prevented by changing the process.
There are three major mechanisms of prevention:

1. Preventing mistakes (defects) from occurring (mistake-proofing or poka-yoke).

2. Where mistakes can‘t be absolutely prevented, detecting them early to prevent them being passed
down the value-added chain (inspection at source or by the next operation).
3. Where mistakes recur, stopping production until the process can be corrected, to prevent the
production of more defects. (stop in time).
The Ten Steps to TQM

1. Pursue New Strategic Thinking

2. Know your Customers
3. Set True Customer Requirements
4. Concentrate on Prevention, Not Correction
5. Reduce Chronic Waste
6. Pursue a Continuous Improvement Strategy
7. Use Structured Methodology for Process Improvement
8. Reduce Variation
9. Use a Balanced Approach
10. Apply to All Functions
Implementation Principles and Processes:
• A preliminary step in TQM implementation is to assess the organization‘s current reality.
-• Relevant preconditions have to do with the organization‘s history, its current needs, precipitating
events leading to TQM, and the existing employee quality of working life.
• If the current reality does not include important preconditions, TQM implementation should be
delayed until the organization is in a state in which TQM is likely to succeed.
• If an organization has a track record of effective responsiveness to the environment, and if it has been
able to successfully change the way it operates when needed, TQM will be easier to implement.
• If an organization has been historically reactive and has no skill at improving its operating systems,
there will be both employee scepticism and a lack of skilled change agents. If this condition prevails, a
comprehensive program of management and leadership development may be instituted.
• A management audit is a good assessment tool to identify current levels of organizational functioning
and areas in need of change.
• An organization should be basically healthy before beginning TQM.
• If it has significant problems such as a very unstable funding base, weak administrative systems, lack
of managerial skill, or poor employee morale, TQM would not be appropriate.
• However, a certain level of stress is probably desirable to initiate TQM. People need to feel a need for
a change.
• Kanter (1983) addresses this phenomenon be describing building blocks which are present in effective
organizational change.
• These forces include departures from tradition, a crisis or galvanizing event, strategic decisions,
individual ―prime movers,‖ and action vehicles.
• Departures from tradition are activities, usually at lower levels of the organization, which occur when
entrepreneurs move outside the normal ways of operating to solve a problem.
• A crisis, if it is not too disabling, can also help create a sense of urgency which can mobilize people to
act.
• In the case of TQM, this may be a funding cut or threat, or demands from consumers or other
stakeholders for improved quality of service. After a crisis, a leader may intervene strategically by
articulating a new vision of the future to help the organization deal with it. A plan to implement TQM
may be such a strategic decision.
• Such a leader may then become a prime mover, who takes charge in championing the new idea and
showing others how it will help them get where they want to go. Finally, action vehicles are needed and
mechanisms or structures to enable the change to occur and become institutionalized.

Implementation of Quality:
The implementation of total quality is similar to that of other decentralized control methods. In
developing TQM, companies need to understand how consumers define quality in both goods and
services offered. If a company pays more attention to quality in its production processes, fewer
problems are bound to occur when the product is in the customers‘ hands. Management should make a
commitment to measure the performance of a product relative to its quality through customer surveys,
which can help managers to identify design, manufacturing or any other process that has a bearing
on the quality of a product or service, and therefore provide an opportunity for continuous improvement.
An obstacle is an object, a thing, an action or a situation that causes an obstruction. Obstacles
can be physical, social, economic, technological or political. There are a number of barriers that face the
process of TQM implementation.
 Discussed below are some of the barriers or obstacles that total quality management face during
implementation. Most scholars who have researched on the subject choice to focus on the specific
industries like the construction, Agriculture etc. and specific economies. What we came up with are
general barriers that are likely to cut across the economic board.

1. Competitive markets
• A competitive market is a driving force behind many of the other obstacles to quality.
• One of the effects of a competitive market is to lower quality standards to a minimally acceptable
level.
• This barrier to quality is mainly a mental barrier caused by a misunderstanding of the definition of
quality.
• Unfortunately, too many companies equate quality with high cost. Their definition leads to the
assumption that a company can‘t afford quality.
• A broader definition needs to be used to look at quality, not only in the company‘s product, but in
every function of the company.
• All company functions have an element of quality.
• If the quality of tasks performed is poor, unnecessary cost is incurred by the company and, ultimately,
passed to the customer.
• TQM should work by inspiring employees at every level to continuously improve what they do, thus
rooting out unnecessary costs.
• Done correctly, a company involved with TQM can dramatically reduce operating costs.
• The competitive advantage results from concentrating resources (the employees‘ brainpower) on
controlling costs and improving customer service.

2. Bad attitudes/abdication of responsibility/management infallibility

• The competitive environment, poor management practice, and a general lack of higher expectations
have contributed to unproductive and unhealthy attitudes.
• These attitudes often are expressed in popular sayings, such as ―It‘s not my job‖ and ―If I am not
broke, don‘t fix it.
• Such attitude sayings stem from the popular notion that management is always right and therefore
employees are‖ only supposed to implement management decisions without questioning.
• Lethargy is further propagated through management‘s failure to train employees on TQM
fundamentals that build better attitudes by involving them in teams that identify and solve problems.
• Such training can transform employees from being part of the problem to part of the solution.
• This will foster motivation and creativity and build productive and healthy attitudes that focus
employees on basic fundamentals, such as: keep customer needs in mind, constantly look for
improvements, and accept personal responsibility for your work.

3. Lack of leadership for quality

• Excess layers of management quite often lead to duplication of duty and responsibility.
• This has made the lower employees of an organization to leave the quality implementation to be a
management‘s job.
• In addition, quality has not been taken as a joint responsibility by the management and the employees.
• Coupled with the notion that management is infallible and therefore it is always right in its decisions,
employees have been forced to take up peripheral role in quality improvement. As a result employees
who are directly involved in the production of goods or delivery of services are not motivated enough to
incorporate quality issues that have been raised by the customers they serve since they do not feel as part
of the continuous process of quality improvement.
• Moreover, top management is not visibly and explicitly committed to quality in many organizations.

4. Deficiency of cultural dynamism

• Every organization has its own unique way of doing things.
• This is defined in terms of culture of the organization.
• The processes, the philosophy, the procedures and the traditions define how the employees and
management contribute to the achievement of goals and meeting of organizational objectives.
• Indeed, sticking to organizational culture is integral in delivery of the mission of the organization.
• However, culture has to be reviewed and for that matter re-adjustments have to be done in tune with
the prevailing economic, political, social and technological realities so as to improve on efficiency.
• In adequate cultural dynamism has made total quality implementation difficult because most of the top
level management of many organizations are rigid in their ways of doing things.

5. Inadequate resources for total quality management

• Since most companies do not involve quality in their strategic plan, little attention is paid to TQM in
terms of human and financial resources.
• Much of the attention is drawn to increasing profit margins of the organization with little regard as to
whether their offers/ supply to customers is of expected quality.
• There is paltry budgetary allocation made towards employee training and development which is
critical for total quality management implementation.
• Employee training is often viewed as unnecessary cost which belittles the profits margins which is the
primary objective for the existence of businesses and as a result
TQM has been neglected as its implementation ―may not necessarily bring gains to the organization in
the short term‖.

6. Lack of customer focus

• Most strategic plans of organizations are not customer driven.
• They tend to concentrate much on profit-oriented objectives within a given time frame. Little (if any)
market research is done to ascertain the product or service performance in the market relative to its
quality.
• Such surveys are regarded by most organizations as costly and thus little concern is shown to quality
improvement for consumer satisfaction.

7. Lack of effective measurement of quality improvement

• TQM is centered on monitoring employees and processes, and establishing objectives that anticipate
the customer's needs so that he is surprised and delighted.
• This has posed a considerable challenge to many companies.
• Measurement problems are caused by goals based on past substandard performance, poor planning,
and lack of resources and competitor-based standard.
• Worse still, the statistical measurement procedures applied to production are not applicable to human
system processes.
8. Poor Planning
• The absence of a sound strategy has often contributed to ineffective quality improvement.
• Duran noted that deficiencies in the original planning cause a process to run at a high level of chronic
waste. Using data collected at then recent seminars, Duran (1987) reported that although some managers
were not pleased with their progress on their quality implementation agenda, they gave quality planning
low priority. As Oakland (1989) said, the pre-planning stage of developing the right attitude and level of
awareness is crucial to achieving success in a quality improvement program.
• Newell and Dale (1990) in their study observed that a large number of companies are either unable or
unwilling to plan effectively for quality improvement.
• Although many performed careful and detailed planning prior to implementation, not one of the firms
studied or identified beforehand the stages that their process must endure.
• Perhaps the root cause of poor plans and specifications is that many owners do not understand the
impact that poor drawings have on a project‘s quality, cost, and time. Regardless of the cause, poor
plans and specifications lead to a project that costs more, takes longer to complete, and causes more
frustration than it should.
• Companies using TQM should always strive towards impressing upon owners the need to spend
money and time on planning.
• If management took reasonable time to plan projects thoroughly and invest in partnering to develop an
effective project team, a lot could be achieved in terms of product performance as these investments in
prevention- oriented management can significantly improve the quality of the goods or services offered
by an organization

9. Lack of management commitment

• A quality implementation program will succeed only if top management is fully committed beyond
public announcements. Success requires devotion and highly visible and articulate champions.
• Newell and Dale (1990) found that even marginal wavering by corporate managers was sufficient to
divert attention from continuous improvement.
• Additionally, Schein (1991) reported that the U.S. Quality Council is most troubled by the lack of top
management commitment in many companies.
• Lack of commitment in quality management may stem from various reasons.
• Major obstacles include the preoccupation with short-term profits and the limited experience and
training of many executives.
• Duran, for example, observed that many managers have extensive experience in business and finance
but not in quality improvement.
• Similarly, Bothe (1988) pointed out that although the CEO does not have to be a quality expert,
programs fail when the CEO does not recognize the contribution these techniques make toward
profitability and customer satisfaction.
• Top management should, therefore, embrace quality improvement programs no matter how far
reaching the programs may appear the monetary implications therein. Competition alone should not be
considered as the single factor that drives managers into implementing quality initiatives.
10. Resistance of the workforce
• A workforce is often unwilling to embrace TQM for a variety of reasons.
• Oakland (1989) explained that a lack of long-term objectives and targets will cause a quality
implementation program to lose credibility.
• Keys (1991) warned that an adversarial relationship between management and nonmanagement should
not exist, and he emphasized that a cooperative relationship is necessary for success.
• A TQM project must be supported by employee trust, acceptance and understanding of management's
objectives .
• Employees ,therefore, should be recognized by the management as vital players in the decision making
processes regarding to quality improvement as involving them would have motivating effect on
implementation of quality programs.

11. Lack of proper training/Inadequate Human Resource Development

• There is evidence that lack of understanding and proper training exists at all levels of any organization,
and that it is a large contributor to worker resistance.
• Schein (1990), for example, mentioned that business school failure to teach relevant process skills
contributed to manager ineffectiveness.
• TQM requires a well-educated workforce with a solid understanding of basic math, reading, writing
and communication. Although companies invest heavily in quality awareness, statistical process control,
and quality circles, often the training is too narrowly focused.
• Frequently, Duran‘s warning against training for specific organizational levels or product lines is
unheeded.
• This has also been underscored by Newell and Dale who argue that poor education and training present
a major obstacle in the development and implementation of a quality program. .
• For a company to produce a quality product, employees need to know how to do their jobs. For TQM
to be successful, organizations must commit to training employees at all levels.
• TQM should provide comprehensive training, including technical expertise, communication skills,
small-team management, problem-solving tools, and customer relations.

The Deming philosophy

14 points for management:
1. Create and publish to all employees a statement of the aims and purposes of the company. The
management must demonstrate their commitment to this statement.
2. Learn the new philosophy.
3. Understand the purpose of inspection – to reduce the cost and improve the processes.
4. End the practice of awarding business on the basis of price tag alone.
5. Improve constantly and forever the system of production and service.
6. Institute training
7. Teach and institute leadership.
8. Drive out fear. Create an environment of innovation.
9. Optimize the team efforts towards the aims and purposes of the company.
10. Eliminate exhortations for the workforce.
11. Eliminate numerical quotas for production.
12. Remove the barriers that rob pride of workmanship.
13. Encourage learning and self-improvement.
14. Take action to accomplish the transformation.
House of Quality
Total Quality Management or TQM is a management concept in which an organization aims at
improving processes, products and services continuously to achieve customer satisfaction. The main aim
of Japanese philosophy used in any organization is customer satisfaction. Customer is the focus and
continuously improving the various processes is the culture adopted by everyone to achieve it.

Quality Function Deployment or QFD is a tool used for planning in organizations. Planning
begins by first analyzing the customer requirements. The customer requirements need not always be
technically correct. Customers give descriptive requirements. For instance, requirements for a mobile
phone maybe given as slim, water proof, long battery life, mp3, radio, large screen, camera, light
weight, etc. These requirements are vague and descriptive. These requirements cannot be given to the
technical team in order to manufacture a mobile phone.
QFD translates the customer requirements into technical descriptors. Customer requirements or needs
also called ‗voice of customer‘ is translated or converted into technical descriptions of the same
requirements.

House of Quality or HOQ is a tool used in QFD to do the same. It is the most convenient and
simple tool used to convert the customer needs into technical descriptors. House of quality is actually a
matrix also called Quality Matrix. The matrix gives us details like customer requirements, technical
descriptors, priority of the various descriptors, relationship between the descriptors, target values for
each descriptor, etc. It also shows competitive evaluation between various other products with the
current product. The skeleton of the House of quality is as follows;

The ceiling of the house gives the various technical descriptors. The technical descriptors of the
product are provided through engineering design constraints, requirements and various parameters. The
roof of the house gives inter-relationship between the various technical descriptors.
On the left side wall we have the list of customer requirements. On the right side wall we have the
prioritized customer requirement that reflects importance of the needs of the customer. It shows
competitive benchmarking, customer importance rating. The interior of the house gives inter-
relationship between the voice of customer and the technical descriptors.
The base or foundation of the house gives the prioritized technical descriptors. It also shows factors like
technical benchmarking, target values and importance of technical descriptors.
The House of Quality for a mobile phone is shown below as an example:

The focus in HOQ is the correlation between the indentified customer needs, called the ‗Whats‘,
and the engineering characteristics, called the ‗Hows‘. HOQ is a kind of conceptual map which provides
all details required for inter-functional planning and communication. The various departments in an
organization must work closely together to form the HOQ. Hence the QFD team includes the marketing,
design and manufacturing staff all working together.
 Advantages of HOQ are many. Some of them are listed below;
 Reduces time required for planning
 Focuses completely on customer needs
 Reduces design changes
 Improved quality
 Customer satisfaction
 Decreased design and manufacture costs
 Reduces time to market
 Helps in prioritizing various design parameters
 Aids in Benchmarking

The HOQ hence gives the idea that what product requirements will satisfy the customer.
Strengths and weaknesses can be identified from the matrix, also, opportunities for breakthrough. By
improving the weaknesses the competitiveness of the product can be enhanced.
What is 5S
The 5S Method is a standardized process that when properly implemented creates and maintains an
organized, safe, clean and efficient workplace. Improved visual controls are implemented as part of 5S to make
any process non-conformance’s obvious and easily detectable. 5S is often one element of a
larger Lean initiative and promotes continuous improvement. The 5S list is as follows:
 Seiri / Sort: Separating of the essential from the nonessential items
 Seiton / Straighten: Organizing the essential materials where everything has its place
 Seiso / Shine: Cleaning the work area
 Seiketsu / Standardize: Establishing a system to maintain and make 5S a habit
 Shitsuke / Sustain: Establishing a safe and sanitary work environment (Safety)
The 5S Principles are recognized in many industries as effective tools for improving workplace
organization, reducing waste and increasing efficiency. Organizations should be careful to not allow the 5S
Principles to become viewed as the whole of the company’s improvement efforts. Otherwise it could become
the end goal of your company’s improvement process instead of a key part of a larger continuous improvement
journey. The greatest benefit from using 5S is realized when it is part of a larger initiative and the entire
organization has adopted its principles. 5S is more than a system; it is a business philosophy and should be
integrated into the organization’s culture.

Why Implement 5S
There are many benefits to implementing the 5S Methods into a work area on the production line or in
the business office. To not only survive but thrive in business today, cost must be controlled and waste must be
avoided or eliminated. The 5S steps, when implemented properly, can identify and reduce many forms of waste
in any process or workstation. An organized work area reduces excessive motion and wasted time looking for
the right tool. The visual aspect of the 5S Methodology is also very effective. When everything has a place, it is
easier to spot something missing or misplaced. A clean work area helps draw attention to possible problems or
safety hazards. A clean floor helps spot any leaks or spills could indicate machine maintenance and prevent
slips and falls. Furthermore, encouraging people to watch for and address problems can result in a positive
change to an organizations culture. Therefore, the 5S Principles implemented as part of a larger Lean initiative
or as a standalone tool can reduce waste, improve quality, promote safety and drive continuous improvement.

How to Implement 5S
Sort
The first step in 5S is sorting. During sorting the team should go through all items in the work area
including any tools, supplies, bulk storage parts, etc. The 5S team leader should review and evaluate every item
with the group. This will help to identify which items are essential for getting the job done effectively and
efficiently. If the item is essential for everyday operations it should be tagged and cataloged. If the item is not
essential, determine how often it is used in the performance of work in that area. If it is a bulk item, decide the
proper amount to be kept in the area and move the remaining quantity to storage. Excess inventory is one form
of waste and should be eliminated during the 5S activities.
Straighten
Designate a place for all items that remain in the work area. Put all items in their designated location.
An often referenced quote is “A place for everything and everything in its place”. During the straighten step,
look for ways to reduce or eliminate waste. One form of waste in a process is unnecessary operator motion or
movement. Therefore, frequently used tools and supplies should be stored in the immediate work area close to
the operator. One effective method commonly used to avoid wasted time searching for the correct tool is
constructing shadow boards for all essential tools. Items that are not used as often should be stored based on
their frequency of use. All parts bins should be properly labeled. The label should include part number, part
description, storage location and the recommended min / max quantities. A properly straightened work area
allows the operator to quickly review and verify that they have everything they need to successfully perform
their task at hand.

Shine
The next step is to clean everything in the area and remove any trash. To be effective we must keep the
area and any related equipment clean. Dirty process equipment can actually increase the potential for process
variability and lead to equipment failure. Lost time due to equipment failure is considered waste and non-value-
added time. A dirty area can also contribute to safety issues that have the potential to cause a worker to be
injured. Operators should clean their areas at the end of each shift. By doing this they will likely notice
anything out of the ordinary such as oil or lubricant leaks, worn lift cables, burnt out bulbs, dirty sensors, etc.
The purpose is to reduce waste and improve operator safety and efficiency.

Standardize
The fourth step has been called the most important step in the 5S Process. In this step we must develop the
standards for the 5S system. They will be the standards by which the previous 5S steps are measured and
maintained. In this step, work instructions, checklists, standard work and other documentation are developed.
Without work instructions or standard work, operators tend to gradually just do things their own way instead of
what was determined by the team. The use of visual management is very valuable in this phase. Color coding
and standard colors for the surroundings are sometimes used. Photos of the area in the standard 5S
configuration are often posted for easier identification of non-conformance’s. The operators are trained to
detect non-conforming conditions and correct them immediately. Schedules should also be developed for
regular maintenance activities in each area.

Sustain
This step in the 5S Process can sometimes become the most challenging of all the five steps. Sustaining
is the continuation of the Sort, Straighten, Shine and Standardize steps. It is the most important step in that it
addresses the need to perform 5S on a consistent and systematic basis. During this step a standard audit system
is usually developed and implemented. The goal of the sustain step is to ingrain the 5S process into the
company culture. The company must strive to make 5S a way of life so the benefits gained through the exercise
can be maintained. 5S is not a one-time exercise. Following the 5S Process must become a habit.
5S + 1
Some organizations have added an additional step and titled their process 5S + 1. The additional step
being applied is safety. The goal of adding this step is to foster a culture that enhances safety by identifying any
workplace hazards and removing them. In addition, tools and workstations are selected or designed with proper
ergonomics in mind. The emphasis being that in each of the other 5S steps the motto is “Safety First”.
Many companies have implemented 5S into all areas of their business. The greatest benefits are usually
realized when 5S is implemented as part of a larger Lean initiative within the organization. If implemented
properly, 5S can help drive your company’s lean initiatives and be a powerful stimulus for developing a
continuous improvement culture.

Principle of 5 S
The 5S are prerequisites for any improvement program. As waste is potential gain, so eliminating waste
is a gain. 5S Philosophy focuses on effective work place organization, implifies work environment, reduces
waste while improving quality and safety.

There is no hope for efficiency or quality improvement with dirty work place, waste of time and scrap.

The five S stand for the five first letters of these Japanese words:
Meaning

Seiri Sorting Out

Seiton Systematic Arrangement

Seiso Spic and Span

Seiketsu Standardizing

Shitsuke Self-discipline
Calling this principle 5S is a good way to remember its content.

Implementing 5S, my own experience

As 5S are fundamental prerequisite for Japanese industrial methods, implementing them in a formal way
was a major project, from the start of our unit.

First step : Training managing staff

The first training was given to managers, foremen and line leaders. In addition to the course, frequent
visits on the shop floor revealed numerous examples of lack of order, tidiness, but dust, obsolete parts or
documents still lying around...
This was the moment to memorize initial status and kick-off improvement ideas.
(In the same time we worked on 5S, we introduced KAIZEN spirit)
Taking pictures to keep in mind original state, by collecting more pictures as project goes on, makes a
nice before/after album.
Those visits on the ground were invasions, as no drawer or closet was safe before inspectors, showing
lack of personal 5S.
Second step : effective starting of 5S
Managers, foremen and line leaders taught the 5S spirit and techniques to their teams, top-down.
Once explanations given, first improvement ideas, enriched with the new ones, from workers, technicians and
employees, were given a planning for action.
The plant was sliced into sectors and responsibility of 5S split among the sections.
Top management issued basic 5S rules, a kind of table of laws, stating about stacking heights, stacking zones
and so on.
Over five months, one S per month, sections had to turn ideas (e.g: planned actions) into reality.
First actions consisted mainly in cleaning, sorting and marking inventory zones, corridors...
Progress and compliance to rules were monitored by a monthly 5S patrol.

5S patrol
Some managers, foremen or line leaders were entitled both as responsible for 5S in their area and
patrolman. Chairman of that organization was the Quality Insurance manager.
To involve everybody, two different workers were chosen each month, to join the patrol.
Patrol used evaluation sheets, based on the company rules. A couple of "inspectors" were given several sectors
to check. Two patrols could check a same sector. Patrol planning was done so that each sector was checked over
the months.
At the end of each audit (patrol), evaluation sheets with notes and remarks were gathered and discussed.
The 5S committee chairman (Quality Insurance manager) gathered the sheets and calculated a global result. A
chart with all results was finally displayed.
5S Improvement Requests could be issued to some responsible person, requesting a concrete answer to
some specific point. This person should respond quickly, proposing a deadline for clearing that troublesome
point.
Value stream mapping

What is a value stream?

• Any flow of information and/or materials and/or ideas throughout and enterprise.
1. Information management e.g. Order processing, purchasing
2. Physical transformation e.g. Materials, logistics
3. Intellectual property e.g. Improvement ideas, designs, project Management

Value Stream Mapping (VSM):

– Special type of flow chart that uses symbols known as "the language of Lean" to depict
and improve the flow of inventory and information.

Value Stream Mapping Purpose

• Provide optimum value to the customer through a complete value creation process with minimum
waste in:
– Design (concept to customer)
– Build (order to delivery)
– Sustain (in-use through life cycle to service)

Why ?
• Many organizations pursuing “lean” conversions have realized that improvement events alone are not
enough
• Improvement events create localized improvements, value stream mapping & analysis strengthens the
gains by providing vision and plans that connect all improvement activities
• Value stream mapping & analysis is a tool that allows you to see waste, and plan to eliminate it

What Is Value?
• A capability provided to a customer
– of the highest quality,
– at the right time,
– at an appropriate price,

as defined by the customer.

• "Value" is what the customer is buying

What Is Value
Stream Analysis?
Planning tool to optimize results of eliminating waste
Value Steam Mapping Steps

Apply Five Simple Principles

• Specify value from the standpoint of end customer

• Identify the value stream for each product family
• Make the product flow
• So the customer can pull
• As you manage toward perfection
VSM - Principles
Diagnostic Tool
– Reveals hidden symptoms of larger problems

Strategic Planning Activity

– Helps prioritise opportunities for improvement
– Results in an implementation plan

Macro-Level - Visual Representation

– Information flow
– People and material flow
– Each process block represents a handoff or a break in the timeline

Contains Relevant Metrics

– Lead time – throughput / turnaround / flow time
– Cycle time – touch / process time

Symbols for Value Stream Mapping

1 Shift/Day (8.5 hrs)

0.5 hr (Lunch)
3-Month Forecast Production 3-Month 0.5 hrs (Breaks)
Available Time=460 min/dy
Updated Monthly Control Forecast

Monthly Blanket Monthly

Order Blanket Order
Supplier Customer
Takt Time
=460min/504pcs
= 0.91 min
Design = 55 sec
Kanban Design Daily

Twice Workcell Daily FAX/PH

Weekly Dispatch 504 pcs/day
Machine/Hone/Cln 24 pcs/container
Deburr/Insp/Pkge P
FAX Twice Ship Design
P Kanban
Weekly Visual
(3)
CT=44 sec
C/O=20 min Lead Time=5.0 dy
Lot Size/Setup Total Work Time=130 sec
Lot= 500 pc
Try for Lot=250 Cycle time=44 sec
Avail=27,600 85% LT Reduction
Bottleneck= Uptime=87% 25%+ Labor Reduction
Machining

0.5 dy 2.5 1.5 dy 0.5 dy

130 sec
 Value Stream Mapping symbols are not standardized and there are many variations. Here are the
most common symbols. You may also wish to create your own symbols for specialized applications.

VSM Process Symbols

This icon represents the Supplier when in the upper left, the usual starting point
for material flow.
The customer is represented when placed in the upper right, the usual end point
Customer/Supplier for material flow.

This icon is a process, operation, machine or department, through which material

flows. Typically, to avoid unwieldy mapping of every single processing step, it
represents one department with a continuous, internal fixed flow path.
In the case of assembly with several connected workstations, even if some WIP
Dedicated Process inventory accumulates between machines (or stations), the entire line would
show as a single box. If there are separate operations, where one is disconnected
from the next, inventory between and batch transfers, then use multiple boxes.

This is a process operation, department or workcenter that other value stream

families share. Estimate the number of operators required for the Value Stream
Shared Process being mapped, not the number of operators required for processing all products.

This icon goes under other icons that have significant information/data required
for analyzing and observing the system. Typical information placed in a Data
Box underneath FACTORY icons is the frequency of shipping during any shift,
material handling information, transfer batch size, demand quantity per period,
etc.
Typical information in a Data Box underneath MANUFACTURING PROCESS
icons: · C/T (Cycle Time) - time (in seconds) that elapses between one part
coming off the process to the next part coming off, · C/O (Changeover Time) -
time to switch from producing one product on the process to another · Uptime-
Data Box
percentage time that the machine is available for processing · EPE (a measure of
production rate/s) - Acronym stands for "Every Part Every___". · Number of
operators - use OPERATOR icon inside process boxes · Number of product
variations · Available Capacity · Scrap rate · Transfer batch size (based on
process batch size and material transfer rate)

This symbol indicates that multiple processes are integrated in a manufacturing

workcell. such cells usually process a limited family of similar products or a
single product. Product moves from process step to process step in small batches
Workcell or single pieces.
VSM Material Symbols
These icons show inventory between two processes. While mapping the current
state, the amount of inventory can be approximated by a quick count, and that
amount is noted beneath the triangle. If there is more than one inventory
accumulation, use an icon for each.
Inventory
This icon also represents storage for raw materials and finished goods.

This icon represents movement of raw materials from suppliers to the Receiving
dock/s of the factory. Or, the movement of finished goods from the Shipping
dock/s of the factory to the customers
Shipments

This icon represents the “pushing” of material from one process to the next
process. Push means that a process produces something regardless of the
Push Arrow immediate needs of the downstream process.

This is an inventory “supermarket” (kanban stockpoint). Like a supermarket, a

small inventory is available and one or more downstream customers come to the
supermarket to pick out what they need. The upstream workcenter then
replenishes stocks as required.
Supermarket When continuous flow is impractical, and the upstream process must operate in
batch mode, a supermarket reduces overproduction and limits total inventory.

Supermarkets connect to downstream processes with this "Pull" icon that

indicates physical removal.
Material Pull

First-In-First-Out inventory. Use this icon when processes are connected with a
FIFO system that limits input. An accumulating roller conveyor is an example.
Record the maximum possible inventory.
FIFO Lane

This icon represents an inventory “hedge” (or safety stock) against problems
such as downtime, to protect the system against sudden fluctuations in customer
orders or system failures. Notice that the icon is closed on all sides. It is intended
as a temporary, not a permanent storage of stock; thus; there should be a clearly-
Safety Stock stated management policy on when such inventory should be used.

Shipments from suppliers or to customers using external transport.

External Shipment
VSM Information Symbols

This box represents a central production scheduling or control department,

person or operation.
Production Control

A straight, thin arrow shows general flow of information from memos, reports,
or conversation. Frequency and other notes may be relevant.
Manual Info

This wiggle arrow represents electronic flow such as electronic data interchange
(EDI), the Internet, Intranets, LANs (local area network), WANs (wide area
network). You may indicate the frequency of information/data interchange, the
Electronic Info type of media used ex. fax, phone, etc. and the type of data exchanged.

This icon triggers production of a pre-defined number of parts. It signals a

supplying process to provide parts to a downstream process.
Production Kanban

This icon represents a card or device that instructs a material handler to transfer
parts from a supermarket to the receiving process. The material handler (or
Withdrawal
operator) goes to the supermarket and withdraws the necessary items.
Kanban

This icon is used whenever the on-hand inventory levels in the supermarket
between two processes drops to a trigger or minimum point. When a Triangle
Kanban arrives at a supplying process, it signals a changeover and production of
Signal Kanban a predetermined batch size of the part noted on the Kanban. It is also referred as
“one-per-batch” kanban.

A location where kanban signals reside for pickup. Often used with two-card
systems to exchange withdrawal and production kanban.
Kanban Post

This icon represents a pull system that gives instruction to subassembly

processes to produce a predetermined type and quantity of product, typically one
Sequenced Pull unit, without using a supermarket.

This icon is a tool to batch kanbans in order to level the production volume and
Load Leveling mix over a period of time

Scheduling using MRP/ERP or other centralized systems.

MRP/ERP

Gathering of information through visual means.

Go See
 This icon represents verbal or personal information flow.
Verbal Information

VSM General Symbols

These icons are used to highlight improvement needs and plan kaizen workshops
at specific processes that are critical to achieving the Future State Map of the
Kaizen Burst value stream.

This icon represents an operator. It shows the number of operators required to

process the VSM family at a particular workstation.
Operator

Other useful or potentially useful information.

Other

The timeline shows value added times (Cycle Times) and non-value added (wait)
times. Use this to calculate Lead Time and Total Cycle Time.
Timeline

1 Shift/Day (8.5 hrs)

0.5 hr (Lunch)

Monthly Production 0.5 hrs (Breaks)

Monthly Available Time=460 min/dy
Forecast Control Forecast

Weekly Weekly
Supplier Orders Orders Customer
Weekly
Lead Time=34 day 10,080 pcs/month
Total Cycle Time=130 sec (-4) 6,720
Total Work Time=130 sec (-6) 3,360
Production 504 pcs/day
(-4) 336 pcs/day Daily
Weekly Supervisor (-6) 168 pcs/day
12 containers/day

2500 Daily Daily Daily Daily

Ship
Daily
I I 2000
Machine Hone Cln/Deburr Inspect Package
1 I 1 I
I 1 I 1
3500 2000 CT=30 sec 2000
CT=44 sec (-4) 3360 CT=40 sec CT= 5 sec CT=10 sec
C/O=60 min (-6) 1680 C/O=5 min C/O=0.0 min C/O=5 min C/O=5 min
Lot=1000 pc Lot=1000 pc Lot=1000 pc Lot=1000 pc Lot=1000 pc
Avail=27,600 Avail=27,600 Avail=27,600 Avail=27,600 Avail=27,600
Uptime=87% Uptime=99% Uptime=80% Uptime=99% Uptime=99%
5 dy 10 dy 7 dy 4 dy 4 dy 4 dy
45 sec 40 sec 5 sec 30 sec 10 sec
 It seemed he was completely unwilling to change. Although an IE, this gentlemen was caught in
the same quagmire that many of our accounting and management co-workers are in - batch and queue
mentality. This article outlines a tool – value-stream mapping (VSM) – that will help you enlight-en
managers who still support obe-se manufacturing techniques and allow them to see the light of lean
manufacturing.

Value-stream mapping
Powerful yet simple, no other tool can outline and distinguish the true value of a product as VSM
can. Business cases, payback periods, and other management tools do not necessarily add value to
products. However, understanding the proper flow of that product and maximizing value throughout the
stream can eliminate many costly errors. The beauty of value-stream mapping is found in its usefulness
and simplicity. VSM helps answer the question: How do we continuously improve in a capable,
sustainable manner? VSM is a map that outlines the current and future state of a production system,
allowing users to understand where they are and what wasteful acts need to be eliminated. The user then
applies lean manufacturing principals to transition into the future state.
Promoted and instituted by Toyota Production Systems, VSM immigrated into North America in
the 1990s. The true revolution of VSM in the United States can be traced back to only a few years ago
with the publication of two books: The Machine That Changed the World and Lean Manufacturing.
These works outline the lean manufacturing thought process and describe the critical nature of value-
stream mapping to the process.
VSM is a pencil-and-paper tool that helps users see and understand the flow of material and
information as products make their way through the value stream. The value stream includes the value-
adding and non value-adding activities that are required to bring a product from raw material through
delivery to the customer. In other words, VSM is an outline of a products manufacturing life cycle that
identifies each step throughout the production process.
 Mapping the value stream is a big-picture technique that takes into consideration all processes and
seeks to improve the enterprise as a whole. In essence, the map is a simplified visual blueprint that
identifies value and waste throughout the system and encourages a systematic approach to eliminating
waste.
The overall goal of VSM is to move from batch and push to one-piece flow and pull through the
entire value stream. The ultimate goal is to design and introduce a lean value stream that optimizes the
flow of the entire system - from information, to material, to finished goods arriving at the customer's
door. Lead-time, inventory, and over-production are therefore reduced; throughput, efficiency, and
quality are improved.

The current state

Where do we begin this mapping and how does it work? Developing the map requires the user to
draw a series of icons, each representing a different stage in the value stream. There are three distinct
icon types: material flow, information, and general icons.
Material flow icons represent stops in the manufacturing process (machines, assembly stations),
outside sources (factories), inventories, push arrows, truck shipments, etc. Data boxes that display key
production metrics accompany material flow icons. Several other material flow and general icons exist.
(A complete list of icons is available in "Learning to See," an instruction manual published by the Lean
Enterprise Institute of Brookline, Mass.)
Information lines are used to connect material flow icons to form a complete and united
production system. The lines represent all types of information flow, including manual, electronic,
kanbans, go-see scheduling, and load levelling. Like material flow icons, information lines are
accompanied by small, rectangular description boxes. These boxes detail the frequency of the
information flow. As is true in most kaizen events, VSM should be conducted in a cross-functional,
team setting. The team should include associates from all areas of the company as well as a
representative of the customer.
Mapping the value stream always starts with customer demand. But for which product? Your
company may produce 400 SKUs. The basis of lean manufacturing is product families. Everything in a
lean organization (machines, R&D, marketing, engineering, and even maintenance) is organized around
specific product families. Thus, the first task for the mapping team is to define which product family to
map. This task in itself may require a new outlook on business and obligate the team to make decisions
before inviting the customer in to begin mapping.
1. Start the map by drawing a factory icon and data box in the top right corner of the paper (Figure 1).
Fill in the data box with a list of customer requirements (remember that the value stream is based
upon product families, so be specific) such as units per day, number of shifts, complexity breakout,
and other production information. Remember that the scope of a value-stream map encompasses
much more than just the factory. It includes the entire value stream from raw material to shipment of
finished product. Therefore, the best place to start is with the customer, since the customer is the
only individual who can define the true value of the commodity at hand. (The customer icon on the
map resembles a castle, representing the fact that the customer is king.)
 Figure 1.

2. The next step is outlining the basic supplier production process. Use a process box on the left side of
the map to represent suppliers. Usually, all suppliers cannot be listed, so the rule of thumb is to
select the supplier of the most vital components or the company that supplies the most components
by dollar amount. After the suppliers are drawn, list the production details of the operation in a data
box. This information should be readily available from your purchasing department.
3. The last step of the external map is to connect all the icons with information flow icons. Draw the
appropriate icon based on the type of information flow. Figure 1 has electronic information flow,
which is indicated with lines that appear as lightning bolts. Other types of flow make use of different
types of lines. Below each information icon, draw a description box and fill in the frequency of
information flow. The external map is now complete.

Internal mapping
At this time, stop all mapping activity. The team must make the transition from external to internal
mapping. The key to internal mapping is for all members of the team to get out of their chairs and
observe production from the floor. Do not take things for granted - verify.
The best place to start is in the shipping department. The team should break into small groups and
document the process in reverse order. Working in reverse allows a better understanding of the flow and
build of a product. Information needed from the production floor includes all machines, processes, WIP,
inventory (raw and finished), and all cycle times within each process. Once the information is collected,
the team will reunite and draw the appropriate icons on the bottom of the map.
Once again, start with the shipping department and work backward. Place process boxes on the
map (machines, assembly, paint, etc.) whenever processes are disconnected and the flow stops. Add data
boxes below each process box and include all the information the team retrieved from the production
floor. After drawing the internal process boxes, complete the loop by adding the correct material flow
icon from one process to another. One example is a push system with WIP. This is represented with a
slashed arrow (Figure 2) and an inventory icon.
Be honest when drawing the current state, especially with WIP and inventory. Many systems are
designed to have one-piece flow but in practice, WIP is hidden throughout the process. Draw the current
state as it existed when the tour was conducted, not how the system is "supposed to" run. Next, draw a
truck shipment from the suppliers to the first internal icon in the bottom left of the map. Repeat the step
on the right side for outbound freight. For both icons, write the frequency of shipments in the truck bed
and connect the production control system to each process icon with the appropriate flow line.
The last step is to draw a time line under each process box and inventory triangle to outline the
production lead-time. The Figure 2 example shows a production lead time of 4.5 days; a value-added
time of 3.9 minutes results in a 3.6 percent value-added process. The current state is now finished.

Identify waste
Now that the current state of the value stream has been mapped, waste throughout the stream must
be identified and eliminated to shorten lead-time and improve the value-added percentage - in other
words, to transform the production system from a batch and push into a one-piece flow and pull. This is
truly where the power in VSM lies. VSM allows the user to see the waste throughout the stream and
imagine a future state that more closely resembles lean. However, the only way to identify the waste is
to understand the seven elements that do not contribute to the value of the product:
1. overproduction,
2. inventory,
3. transportation,
4. waiting,
5. motion,
6. over-processing, and
7. correction (re-work).

All seven elements can be identified (if they exist) on the current-state map. Take a look.
Overproduction can be identified with inventory triangles after the last internal process box and before
shipment to the customer (overproduction is any inventory at all throughout the entire process). If the
triangles exist, determine if the overproduction is the result of a pull requirement (built directly to order
and in a "supermarket") or a push requirement (predicting or even guessing what the customer might
order and building to the prediction). If the overproduction is pull-oriented, the system is very close to
lean. Simply ensure that takt time is being met (and not exceeded) and that the overproduction cannot be
eliminated. If the system is push-oriented many questions must be addressed (and that is an entirely
different article).
Inventory is identified by the triangle with an "I" in the middle. Inventory is not part of the lean
concept, and it kills production lead-time. Lean manufacturing requires one-piece flow throughout the
production system. One-piece flow ensures much shorter lead times and problem identification before
an entire week's worth of product is manufactured incorrectly. If the machines, layout, and process
cannot support one-piece flow, these factors must be investigated and improved. However, do not
despair. Lean events often require major changes within a process, and the benefits (improved lead time,
floor space reduction, and increased cash flow) greatly outweigh the consequences (losing customers).
 Figure 2.

Transportation is identified by the truck icon and could occur around any inventory location or
between process boxes. Transportation, like the other seven wastes, is non-value-adding activity and
can, in fact, damage the commodity. Although some transportation may be necessary, it can usually be
reduced drastically by using pull systems, one-piece flow, JIT supply chains, and proper plant layout.
Waiting and motion are harder to identify from the current-state map, but signs of these wastes can be
found. Waiting and motion exist in a system that is not balanced from one process (internal or external)
to another. Conversely, waiting is a double-edged sword in that many companies will overproduce
rather than stop production and wait for the pull signal from the pace-maker. Implementing a balanced,
one-piece flow system complete with 5S, total productive maintenance, and visual management can
minimize waiting and force elimination of wasted motion.
Over-processing occurs when complex solutions are applied to simple situations. An example is
using a large, inflexible machine instead of a smaller, highly adjustable one. The large machine usually
requires cost justification, so production is increased to maintain the payback period, which increases
inventory. Overprocessing can be found in the current-state map by examining the internal process icons
at the bottom of the page. If the product family is somewhat complex and yet a very small number of
process icons exist (and inventory icons exist between processes), this is a good clue that there is
overprocessing. However, the best clue is long set-up times that can be found in data boxes beneath the
process icons.
Correction or re-work almost always causes flow to stop. Consequently, if the current state is
mapped honestly, re-work should be represented by an inventory icon (for backlog of re-work) or an
actual process box. Re-work is truly non-valueadding and is caused by poor work methods and a lack of
problem-solving. The transition from an obese to a lean manufacturing system requires everyone to
solve problems and make changes. This is where the future state and action plans are critical for success.

The future state

The future-state map is easy to develop but requires determination and persistence to implement.
This said, the development of the future-state map is critical to provide a blueprint to the ideal state of
lean. There is a method to developing the future state.
The first step requires the calculation of takt time. Takt time is the number of units required by the
customer per unit of time. To calculate takt time, use the following formula: takt time = (net operating
time / period) / (customer requirements / period). Note that takt time is not cycle time. However, for a
lean process, cycle time plus a small efficiency standard should equal takt time.
The importance of takt time lies in the goal of producing one unit just in time to replace a unit used by
the customer - in other words, a cycle time based on one-piece flow. If cycle time exceeds takt time, the
process will generate WIP, waiting, excess motion, damage, and other waste. Again, changes inside
departments, machine cells, and warehouses most likely will be required to promote one-piece flow and
ensure that takt time is met.
Reducing cycle time and creating one-piece flow leads into the next future state question: Where
can the production system use continuous flow? An example of continuous flow is an automated
assembly line. The automation forces one-piece, continuous flow. True, the line most likely can be
stopped - since continuous flow does not imply 100 percent efficiency - but the nature of the automation
forces line support and engineers to balance the operation and ensure continuous flow. Additionally, the
continuous flow can proceed at a pace that guarantees takt time will be met. WIP, excess waiting,
material handling, and over-processing are eliminated with continuous flow,
Several techniques are available to aid the implementation of these lean manufacturing principals.
These include teamwork, 5S, kaizen events, total productive maintenance (TPM), and visual
management. Of these, TPM and visual management are critical for implementation of one-piece,
continuous flow TPM is a system that integrates production workers into the preventive maintenance
program, empowering workers to address and maintain the equipment they use each day to improve
efficiency and reduce downtime. TPM is accomplished when the maintenance technicians train the
operators who use the equipment. The technicians outline the tasks each party is responsible for,
enabling the operators to maintain equipment and keep the line running. Allowing operators to accept
ownership relieves skilled maintenance technicians of daily repetitive tasks so they can concentrate on
predictive maintenance.
Visual management is a technique that makes production activities apparent. Visual management
also makes defects and waste obvious so that they cannot be ignored. We know that problems exist in
every production system; in a lean organization, these problems are easily identifiable. Identification
leads to problem-solving before quality suffers. Obese production systems cannot respond to quality
concerns with permanent corrective action as quickly and concisely as lean organizations. TPM and
visual management are critical for the implementation of continuous flow.
 Figure 3.
There are two more questions that must be answered before drawing the future state: Where in the
production system do we trigger production? and How do we level the production mix? Answering
these questions and attacking the seven wastes produces the basis for a future-state map. After these
questions have been answered, draw the map implementing the changes to be made. Remember, the
future state describes how things could be (a lean flow), not how they are. Be very creative and
challenge each other. The resulting future state does not mean it is the final future state. Once the future
state is drawn, analyze the waste throughout the process and re-evaluate the map. Repeat this process as
necessary during the event and over time after the event. An example of a future-state map can be found
in Figure 3.
After the future-state map has been developed, an action plan and extended value stream plan
must follow. An action plan is created to make the transition from the current state to the future state.
Simply itemize the differences between the two maps and create an action list. If this is the first VSM
event in your company, direct the action plan at the location for which success is highly likely. Doing
this will encourage the team and promote an aggressive attitude that will be needed for the tougher
action items.
 The extended value stream plan involves kaizen and re-evaluation of the future state once it has
been implemented. The extended plan will also involve redefining the metrics used to evaluate the
production system. This plan involves expanding the mapping events to all product families within an
organization. Once this is accomplished, start working on VSM with suppliers. Huge amounts of waste
can be eliminated through collaboration or joint ventures.
Value-stream mapping is a communication tool, a business planning tool, and a tool to manage the
extended enterprise. The backbone of VSM is management buy-in and support based on product
families. VSM, if used property, allows all stages of a product's life to bond, creating an entity that
flows through an efficient production system like water through a fire hose. VSM, like lean
manufacturing, has a bright and powerful future and will continue to reshape manufacturing systems
throughout the world.
Current State – Manufacturing

Ideal State – Manufacturing

Future State – Manufacturing

Future State - Non-Manufacturing

Step by Step Guide: An Example
• John Smith works for ABC Company in charge of production. ABC company makes widgets and
supply these through several retail outlets. Recently problems have emerged.
– a shortage in supply to the retail outlets
– Has high levels and value of inventory in the organization currently 24
– a complaint letter to the company from a customer stating that as

a frequent consumer of the products, he’s dissatisfied at the quality of the product and that he often
returns faulty widgets to the retail outlets
• John’s unsure how to answer to these questions but he intends to get to the bottom of it and if possible
improve the situation.

• Step 1 - Select your sponsor and set expectations – appoint someone who is responsible to make
decisions, arbitrate solutions, and plan the 25 project.
– The sponsor usually selects the processes that will be mapped and will usually have a firm grasp of
what achievement is being targeted.

• Step 2 - Select your team – You should ensure that each area or stakeholder of the process is
represented e.g. Sales, Purchasing, Warehouse etc.

• Step 3 -Select process to be mapped – Value Stream Mapping is suitable for most businesses and can
be used in Manufacturing, Logistics, Supply Chain and 27 some Service orientated Organizations.

• Step 4 - Collect data and produce current state map – process times, inventory or materials
information, customer (or demand) 28 requirements.

– the future state maps will be developed using information captured here so it’s imperative you have a
correct understanding of the business.

• Step 5 - Critique Current state – challenge the current thinking, encourage your team to make
suggestions, look for areas of waste.

• Step 6 - Map Future State – compile a future state map based on the current state map and the critiques

• Step 7 - Create Action Plan and deploy – taking the Future State map consider an action plan that
could be implemented to change the current process to the future state.

• Step 8 - Measure benefits – check to ensure that the benefits expected have been obtained – review
each change made and analyze benefits
Implementation Road Map
 Clarify Business Drivers and Key Customer Metrics
 Assess and Map Current Capabilities (Baseline)
 Identify Opportunities for improvement including the elimination of waste
 Create a Vision for the Future Based on Voice of the Customer and Voice of the Business
 Analyse Gaps and Create Action Plan to Succeed
– Use Robust Set of Toolls (ii.e. Lean Siix Siigma)
 Determine Priorities and Resources Necessary
– Structured Process Improvement
 Track Impact through Metrics

Celebrate Wins - With Customers : Employees : Suppliers