9.3 Eight Wastes Refresher

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9 hours 3 minutes
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Hi, guys. Welcome to analyze Phase eight wastes Refresher. I'm Catherine MacGyver, and we're just going to do a really quick refresher on downtime in the eight ways in the context of your current state process map.
So if you remember two modules ago, we started talking about current state process mapping, and one of the things that I had mentioned to you is as you are analyzing it,
every single step you take in that process, map needs to be looked at objectively for whether or not there is a component of one of the waist. So I for this module, I just really wanted to bring them back to the forefront of your mind. So as you are looking at your current state process maps
and you are analyzing whether or not those activities are value at or non value add,
they ate waste will be in the forefront of your mind when you start asking those questions as well.
if you guys don't remember, you need to go back because the eight ways are your get down as a yellow belt. Remember, one of the promises I gave you is that you would be able to identify these things in your own workplace, but really, really quick. We use the pneumonic downtime
for defects, overproduction, waiting, non utilized talent,
transportation, inventory motion and extra processing,
and of even faster refresher for what those are is remembered. Your defects. Are you rework? This is something that wasn't done correctly the first time that needs to be gone back and done again now, adding the component of your value. Add non value Add If something is non value, add one of the questions that you want to ask yourself is.
Is this also a deep act,
in which case you're going to? You're going to categorize that when you get to your improve phase, because that is something that you can hopefully fix. Moving forward. Overproduction. This is going to be making too many parts.
This is not the finished product. That's inventory, but overproduction is when a step higher up in your process or upstream. So one of the suppliers for your process
has too many parts and pushes it down to you in your process, thus creating this surplus of work in progress.
Um, waiting is fairly straightforward. Remember, it's also one of the easiest ways to identify it is a delay or a non utilized time or unutilized time
nine. Utilized talent. Remember that there are a couple of different definitions for this one. But for the sake of the refresher, we're just going to say this is employees not being maximized
for a transportation. This is when we're moving things around. This is going to be our inventory. We're transporting from one part of the nation to another. So the example is logistics and supply chain. But it could also be something as I make a whole batch of my
stuff here and then I move it to another work space. So that
movement within that which is not motion, is the waste in there as compared to I work on and complete everything in the same spot inventory. This is going to be too many finished goods. So this is different from,
um over production, which is work in progress because inventory is stuff that can walk out the door. It can be sold and given to a customer. Right now, it takes up a lot of money, sits in a lot of warehouses, but inventory is too many goods.
Motion is the moving me around. So remember, I keep them straight because transportation is things in motion is me. Motion is going to be even things like, as we have started talking about our current state process mapping getting up and grabbing a book and bringing it back the book could have been
easily accessible. So motion is also one of the waste that are five *** is work very hard to eliminate by having the appropriate things closest possible. Um, if you remember the Steve Jobs example about the bathrooms,
waste of motion and then the last one is extra processing, which is doing more than the customer requires. So this is the example that we're gonna think of here is wordsmithing um, refining any time that you say. I bet that the customer would officiate this
without gathering your voice of the customer because you don't have those trusted colleagues you ask these conversations with
that's going to be classified as extra processing. So
with the eight waist in mind, Now go back and look at your current state process map. So
these three modules kind of work in conjunction with each other. You draw your process map and then you analyze the activities within it for whether or not their value at non value it, and whether or not there is a waste associated with it, you're going to want to document those.
I like to document them directly on my process map. So if I'm looking at a square that says, um, logging into cash register, I want tohave it say
non value add because the customers not willing to pay for it. That's gonna be my rule out. And then I'm also going to say extra processing because there's probably more work in that than really needs to be done to complete our requirements. So
I like to log on my process map. And then when we get to our future stick process mapping, I have this great template that tells us these air the value add activities, and these are the things that are non value add so we don't need to do them. So thank you guys for pulling together our current state process. Mapping coming up next is going to
the root cause analysis.
Thanks, guys,
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