9 hours 3 minutes
I guys, welcome to quick hits waiting. I'm Catherine MacGyver, and today you're going to gain the ability to identify the waste of waiting.
So remembering our downtime waiting is going to be the W
What is waiting? This seems like a really silly question to ask, because waiting is so ingrained in our existence that literally we have the phrase I have to wait for as something that happens in a regular current. I have to wait for approval. I have to wait for the previous meeting to leave the conference room.
I have to wait to hear back from this email. It becomes
part of our it becomes ingrained into our process is in and of themselves. But so the definition of waiting is when activities or tasks have to stop for some reason, either you need an input to progress,
or you have potentially a non value at activity that is limited in limiting your ability
to move forward.
So I'd like to ask you guys, I'm sitting here, if you can in the past hour.
So count clock. Our think of all of the times that you have had to experience waiting.
So if you recently commuted home and you had to wait in traffic or waited a stoplight. Um, if you had to pick up your kids and you had to wait for them to come out of school
if you had to wait for your coffee in the microwave.
These are all examples, and they're they're so deeply entrenched in us that when we start talking about having the ability to identify waste is one of the most important factors for a lean, cracked or lean six sigma practitioner
being able to break the paradigm. That waiting is an inevitability is something that will make you powerful when you're identifying wastes.
All right, so
what can waiting be caused by process bottlenecks? So when we talk about process bottlenecks, we're talking about a place where multiple pieces of information or resource is all converge, and then they have to be processed through. It could be an instrument. It could be in piece of equipment. It could be a person. So
if you think about old school paychecks when they had to
physically be signed, um, they would all converge on the the payroll manager's desk and wait to be signed, um, unbalanced workload. So we talked in an overproduction quite a bit about the impact of
batch ng from the were making too much stuff and the next step in the process isn't ready for it.
Congress Lee, if we're batch ing and the next step in the process is waiting for something to do, So I need you to finish making these 10 items so I can then do something with those 10 items
So needing approval is a really big one because we are entrenched in a hierarchical culture where our bosses have to say yes or no. And we gotta wait for our bosses to say yes to know because they're not available for us 110% of the time. Um, I'm playing down times. So when we talk about unplanned downtimes, these air going to be things like
the wife I went down, the phone system went down my
ah equipment for my manufacturing line went down. These are different than scheduled downtimes which come become part of our total productive maintenance. These were truly the power is out, and I'm just sitting here waiting for it to come back on.
Um, we can resolve this waiting by work load leveling. So remember, we want that flow. We want that single that that just in time that single exchange of die we want, um, we want our processes to move through one piece at a time, and there's always one ready to go.
Total preventative maintenance, or T P M.
TPM, is the idea that rather than waiting for something to break down, you proactively fix it. So
have you think about your car? There are two ways that you can manage your car. You can drive it until it puff, smoke and doesn't run anymore, and then take it to the mechanic and replace the engine. Or you can get your oil change and your regularly scheduled maintenance on and hopefully never
have to emergency go to the mechanic and replaced the engine.
It's odd to think that total preventive maintenance is very common in our personal lives. It's really old, not all that common in professional realm, so we tended to in the professional world. If it's not broke, don't fix it
until things become a crisis. So a very reactive management
total preventative maintenance teaches us to be proactive when it comes to our capital assets or physical items staffing levels. So when we talk about staffing levels, we talked a little bit about tak time and how many people we need to have. If you don't have the right number of staff
for the demand at that time, you will inevitably have waiting. So think about McDonald's at lunchtime
compared to McDonald's at 10 30 in the morning. One of these times you're gonna have a longer wait for than the other one.
The last one is employee empowerment, so that relates back to needing approval. If you empower your employees to take action without needing to check with their boss or their supervisor or whatnot, you can decrease waiting by share virtue of I need to hear back from my boss. So
if you remember a very, very early on, we talked about how lean Six Sigma is a philosophy,
and if you think about it as a triangle, you have employees on one side and collaboration. You have client satisfaction on another, and then you have metrics on that. Third, this employee empowerment comes back to a collaboration. You build relationships such that
your employees can make decisions without needing approvals or without needing
that many approvals.
When we think about waiting, remember, this is the second most straightforward waste. The first most is defects. Um,
chilling is bad
like that. You don't want to be in a position where you are sitting around on the job waiting for something so that you can do your work. This is from a process and flow perspective. Keep that in mind. If you want to chill on Saturday, that's your get down. And then one of the things about waiting is because it is so
deeply entrenched in our culture, it can either be
really easy to fix. We're really complicated to fix because of the nature of the way that processes are initially built with the expectation of waiting. Some of the most dramatic redesigns I've seen have
been dramatic because of the elimination of that aspect of wings. Of course, the increasing our cycle time, we would release it, but also fundamentally changing the way the department's work.
All right, guys, that's it for waiting. Next up is going to be non utilized talent