4827lean Workflow Wp Gft738[1]

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GE FanucIntelligent Platorms

Lean Production

with Work ProcessManagementEnabling Standard Work to Increase Cost Savings andMaintain Lean Momentum

“When there is no standard, there can be no kaizen.”Taiichi Ohno

Father of Toyota Production System and Lean Manufacturing



Many times in the lean journey, teams move through a

methodology on projects, deliver improvements and move

on to the next project . Six Sigma gives us the Control phase

to maintain changes or improvements, but even with that,

it can be diicult to keep delivering beneits because theControl phase itsel can break down. Once momentum

gets lost on the project , people can revert back to their

ormer processes that include waste—or teams may need

to make necessary changes and inadvertently add waste

back into processes.

By maintaining automated control over a process with Work

Process Management, companies can have a much better

chance o reducing waste or the longer term. Standard

work processes become embedded into the Work Process

Management system, which can take lean initiatives to the

next level. With true standard work and an electronic envi-

ronment or Kaizen, momentum always remains high, waste

is eliminated, work processes are monitored—and the gains

grow year ater year.

Enabling Lean and Lean Six Sigma

Many lean initiatives start by looking at manual processes

and deining them. Oten, this exercise is the irst time that

a process is deined, documented and analyzed. Right

away, teams can see beneits rom this exercise as obvious

areas o waste can be immediately eliminated. The exercisetakes time, as it is a manual process, but can be worthwhile

because it drives good beneit.

As teams continue along the lean journey, they start to

roll out processes more broadly and develop spreadsheets

to help execute processes and report on them. However,

process modiications start to peak, and eventually teams

see erosion begin to take place, as shown in Figure 1. People

can go back to their old way o perorming tasks without

new processes being enorced. The value realized starts to

decline, and leadership may move on to another type o improvement initiative.

However, as shown in Figure 2, the liecycle o lean projects

and initiatives can continue to deliver value or the long

term through Electronic Standard Work—digitized processes

and Work Process Management, also called industrial

Business Process Management or iBPM. Work Process Man-

agement supports lean and lean Six Sigma eorts in the

ollowing ways:

6 Graphically dene and document work processes—

making it much easier to start the lean journey

6 Find and eliminate the non-value add activities more

quickly and easily

6 Execute work processes through a controlled, electron-

ic system—ensuring that processes are ollowed

6 Improve processes in real time—not “ater the act”

6 Automatically capture, store and analyze production

data—closing the loop or continuous improvement

6 Digitize the control plan and its execution

6 Keep process improvements consistent, so projects

keep adding value

Lean Production with Work Process Management

2

A

D

C

B

V a l u e

R e a l i z e d

Time to Implement

A: Beginning the journey

D: Erosion of gains

C: Peak of value

B: Accelerate the implementations

Figure 1 – Typical Lean Implementation CycleIn the lean implementation liecycle, process modications start topeak, and eventually teams can see erosion begin to take place,as people can go back to their old way o perorming tasks withoutnew processes being enorced.

A

D

C

B

V a l u e

R e a l i z e d

Time to Implement

A: Beginning the journey

D: New process improvement

B: Peak of value

C: Maintaining gain withElectronic Standard Work

E: Maintaining gain withElectronic Standard Work

E

Figure 2 – Lean Implementation Cycle With Electronic

Standard WorkThe liecycle o lean projects and initiatives can continue to delivervalue or the long term through Electronic Standard Work—digitizedprocesses and Work Process Management.



Digitizing Work Processes to Eliminate Waste

Digitizing—or electronically deining and executing—produc-

tion processes signiicantly impacts the value realized and

time to implement. Value realized will increase, and time toimplement will decrease. With Work Process Management,

teams have a chance to sustain long-term lean improve-

ment and consistency o processes.

In support o this idea, let’s look at the experiences o a

major Tier 1 automotive supplier. A vice president at this

manuacturer has implemented between 70-80 lean Six

Sigma rollouts. He states, “You can lean without sotware,

but it will take about seven years. With sotware, you can

do it in three years and prevent gains rom slipping away.”

In other words, by leaning with some type o digitization,companies can boost the velocity and sustainability o

improvement processes.

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As an example, teams can look at processes graphically and

more easily ind areas o non-value add. The electronic work-

low graphically displays all steps in the process, and teams

can easily analyze steps that can be removed and steps that

could be perormed in parallel, as shown in Figure 3.

Digitization also helps teams put in place and deine real-

time Critical to Quality (CTQ) and Critical to Process (CTP)

measures. Using Work Process Management, you can set

up a system that notiies certain people or takes corrective

action when CTQ values are exceeded. Furthermore, the

system records values associated with CTQs and CTPs, so

historical data is always on hand to support the improve-

ment process.

Figure 3 – Eliminating Steps and Performing Steps in ParallelThe electronic workfow,, as shown on the right side o the illustration, graphically displays all steps in the process,and teams can easily analyze steps that can be removed and steps that could be perormed in parallel.

Traditional Work Processes

Electronic Work Process Management



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Deining, Complying With and ImprovingStandard Work

Work Process Management digitizes both automated and

manual processes, which are mixed in most production

environments. In many cases, the processes within an orga-

nization are not documented—or i they are documented,

the inormation is located in a policy and procedure manual

that is on a shel, static and rarely looked at.

Perhaps its greatest value to lean, Work Process Manage-

ment makes it much easier or organizations to deine and

enorce standard work. As stated by Taiichi Ohno o Toyota

Motor Corporation and ather o Lean Manuacturing, “When

there is no standard, there can be no kaizen.” Standard work

is the oundation o lean and continuous improvement.Without standard work, gains can too easily become lost.

There are many philosophies on how to encourage manag-

ers—and subsequently operators and other line sta—on

ways to maintain standard work once it is put in place. But,

in the end, processes that are not enorced slip outside o

the standard. Thereore, there needs to be an automated

way to maintain improvements.

While manual tools can require a great amount o time,

which takes away rom the lean eort, standard work can

be incorporated right into a Work Process Management

sotware system, providing a way to:

6 Create standard work instructions

6 Deliver standard work instructions to operators as

they perorm tasks

6 Capture completion o standard work steps

6 Analyze perormance to identiy best practices

6 Easily modiy standard work instructions and dissemi-

nate or approvals and automatic implementation

Work Process Management oers a closed-loop system or

creating, deploying, analyzing, improving and redeploying

standard work. With an easy-to-use system, teams have less

rustration and backsliding as opposed to that experienced

with poor tools such as stopwatches and clipboards. Work

Process Management reduces mundane work and rees

people to ocus on core tasks and true continuous improve-

ment o them.


Evolving Work ProcessesIn any organization, there are three categories o pro-

cesses and policies, organized in a hierarchy.

• AlltheProcesses:Thiscategoryrepresentstheseto

all processes and policies within the enterprise. Every

single task within an enterprise is carried out in the

context o a “process.” Processes can be ad hoc or

undocumented, very short or one-time instances—but

still a process. Most o the processes today are not

documented or are documented in policy and pro-

cedure manuals. Also, many processes and business

rules are embedded within application programming

code or in some cases, only with an individual.

• Modeledprocesses:Asasubsetoallprocesses,the

second category contains modeled processes, when

you have a ormal or semi-ormal representation o

the process or policy in a repository. This includes

fowcharts, as an example. While the process is still

static in this category, the organization has taken the

time to graphically document it.

• Automatedprocesses:Themostimportantcategory—

and the one to strive or—is the automated and ex-

ecuting processes. This category takes the repositoryo models and adds electronic execution or agility

and continuous process improvement. To achieve

continuous improvement, this smallest subset o

processes must grow. In act, the dierentiations

between modeled and automated/executing pro-

cesses should disappear as more and more ad-hoc,

undocumented, legacy embedded or documented

processes move toward automation and digitization.

Once digitized and automated, organizations can

achieve consistency in execution and a way to record

perormance in process, so they can continue on theimprovement cycle.



5

As shown in the example in Figure 4, in addition to view-ing a screen with a set o assigned tasks, operators can

easily view the standard work instructions associated with

the steps and any manual data entry. Additionally, opera-

tors can easily access any documentation that would help

with the process, such as equipment manuals. The system

records operator and equipment perormance or analysis

and compliance documentation.

While the Work Process Management system monitors and

manages execution o standard work, supervisors can also

navigate the system’s higher-level views. Supervisors can

view all o the worklows running within the system, assessperormance, determine and deploy a new best practice as

standard work, generate reports, and more.

A Work Process Management system can also help duringan Action Work Out. During the work out, teams can not

only make decisions to improve processes and eliminate

waste – but can actually implement right away. Power

users who are production domain experts oten can make

changes immediately to work processes, rather than waiting

or and requiring assistance rom IT. This speeds the results

o the Action Work Out and keeps momentum high.

In addition to helping teams drive lean initiatives, Work

Process Management also helps enable Six Sigma, reducing

deects and controlling variation.


Figure 4 – Work Process Management – Task ClientAn operator on the plant loor would view a screen with a set o assigned tasks. The system includes the standard workinstructions associated with the steps and any manual data entry.



Driving Six Sigma With Digitization

Work Process Management can help satisy each o the ive

process steps within DMAIC—combining real-time data with

Six Sigma tools. Teams can digitize work rules and processesthat directly capture the CTQ and CTP measures and their

relationships through: Y = (X1, X2, …, Xn). These expressions

can be mapped directly into a Work Process Management

data repository or real-time data values.

For example, in a production process, you could have a Y

that represents a queue time. This Y is expressed as:

QueueTime = NextTaskStart - TaskCompleted

With the execution o worklows or business process

rules in the system, organizations can eed data intoCTQ expressions and use that data or execution and

exception management.

Define In the Deine phase o DMAIC or DMADV, teams

deine the “as-is” and “to-be” process maps. A Work Pro-

cess Management tool can greatly speed the diagramming

and mapping o processes – and also helps teams move

quickly into the next phase o Six Sigma. Additionally, teams

can build templates within the sotware, which allows or

building a process and applying it repeatedly in dierent

production situations. The worklow template can have

inputs and outputs, allowing it to be easily applied in many

areas. This ability to create templates saves time and

increases quality with repetition o correct process maps

and work processes.

Measure During the Measure phase, teams typically

develop a plan to collect data or analyzing capabilities. With

Work Process Management, once processes are graphically

deined and automated, there is no need in most cases or

a separate data collection plan, as all relevant data will be

readily available. The system is collecting data as production

is executing.

For example, the Work Process Management system man-

ages all o the data, the task allocation, the attachments, etc.

There is no incremental work needed to gather the data. In

addition, all the CTQ and CTP measures are built in, collected

and historically recorded.

Analyze During the Analyze stage, teams need to analyze

the process capability and identiy sources o variations. This

is typically accomplished with the help o a statistical pack-

age such as Minitab. A Work Process Management system

can provide ad-hoc reporting to generate the processinstance data needed or analysis. This data can then be

exported to Excel or directly to Minitab or analysis. Another

alternative is to directly connect to the process data reposi-

tory through SQL/JDBC queries.

Improve A Work Process Management system can greatly

enhance the results o the Improve phase. Traditionally,

teams using DMAIC make changes using “ater the act”

data, and there is a lag in the timing o improvement. With

processes digitized and automated, the improvement o the

process can be controlled in real time. Teams can designateescalation rules to speciic task assignments. The escala-

tion rules can speciy, or example, that i a task assignment

reaches within 25% o the CTQ upper speciication limit, the

system will immediately inorm the managers or re-assign

the task to another participant. Thus, since all the Y’s and X’s

o the process are properties, the system associates rules

that can trigger events i the values o CTQs or CTPs are

getting close to their upper or lower limits. This means that

teams can potentially avoid exceptions and increase the

perormance o processes in real time.

Additionally, real-time support is not limited to “productionrules.” Other areas where a Work Process Management

system can provide real-time support or Six Sigma pro-

cesses include:

• CorrectiveActions:Theseworkfowscouldbetriggered

dynamically during the execution o a work process. For

instance, in an in-process quality check, i measurements

are out o spec, a corrective action workfow is triggered,

allowing correction action to be taken immediately.

• Eventsactivatedwheneverthereisachangeinthestate

o the process or in any o the process properties (the Y’s

or X’s): For example, i an OEE value or a unit o equip-

ment alls below a specic target, the system can trigger

a workfow to determine the problems with the process.

• SystemWorkfows:Teamscanusesystemworkfowsto

monitor processes and automatically take action—such

as escalating a work item to another party, sending noti-

cation or raising the item’s urgency—or make changes

to process instance properties.

6




Control Work Process Management automates the Control

plan within DMAIC. Given that work processes are now digi-

tized, any improvements to them will remain consistent rom

that point orward.

In a manual process, teams go through the irst our phases,

make improvements, and have visibility within the organi-

zation regarding the improvements. Eventually, however,

projects can lose momentum, and the new processes or

improvements can break down. By automating the control

plan and control process, the project stays alive. Teams can

have worklows that enorce consistent execution o the pro-

cesses and have a system that generates reports related to

the control plan. Improvements remain in place, ocus stays

on the beneits, and visibility and commitment stay high

within the organization or continuing the initiative.

Additionally, a Work Process Management system can allow

later versions o the processes to be maintained, reerenced,

and sometimes activated again.

The combination o digitized processes and an event system

can ensure that work processes do not revert back to their

ormer state o poor perormance—and that gains remain

high or the long term.

For more inormation on Work Process Management

rom GE Fanuc Intelligent Platorms, visit

www.geanuc.com/worklow.

By Greg Millinger, Product General Manager – Worklow/SOA, andAlicia Bowers, Product Marketing Manager – Worklow/SOA, GE Fanuc Intel-ligent Platorms

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Lean Six Sigma Glossary

5S Building Blocks or shop loor discipline and control; Sort,

Sweep, Standardize, Sel Discipline, Sustain.

Action Workout (Kaizen) A 3-5 day event with the teams

ocused on taking action and making changes quickly…

Solving problems empirically, through physical simulation,

observation and iteration.

Andon A visual device, usually a specialized light that opera-

tors use to call attention to an abnormality. The use o this is

to request immediate attention and action to the problem.

Automation The use o machines working independently o

or in conjunction with manpower.

Autonomation The process o separating the work o

people and machines characterized by: work not movement,

quality built into the process and visual management.

(see Jidoka)

Black Belt A process improvement project team leader who

is trained and certiied in Six Sigma methodology and tools

and who is responsible or successul project execution.

Capability Index A mathematical calculation used tocompare the process variation to a speciication. Examples

are Cp, Cpk, Pp, PpK, Zst, and Zlt. General Electric uses Zst

and Zlt as the common communication language on process

capability.

Cell The optimal physical layout o machines and man-

power.

Chaku-Chaku A method o conducting single-piece low in

which the operator proceeds rom machine to machine (in a

counter-clockwise ashion), taking a part rom the previousoperation and loading it in the next machine. Then taking the

part just removed rom that machine, checking it and load-

ing it into the ollowing machine, etc.

Champion An executive level business leader who acili-

tates the leadership, implementation and deployment o Six

Sigma philosophies.

Critical to Quality (CTQ) A drawing characteristic deter-

mined to be important or variability reduction based on a

requirement rom production, engineering, customer appli-

cation, or regulatory agency. Can also apply to transactional

or service delivery processes.

Cycle Time The total time required or a task to be com-

plete. Cycle time is process speciic, and many cycle times

will exist within an overall lead time o making a product.

Defects per Million Opportunities (DPMO) Quality metric

used in the Six Sigma process, calculated by the number o

deects observed divided by the number o opportunities or

deects normalized to one million units.

DMADV Deine-Measure-Analyze-Design-Veriy – the SixSigma methodology used to create new product or process

designs.

DMAIC Deine-Measure-Analyze-Improve-Control – the Six

Sigma methodology used to improve an existing business

process.

Flow Work done simultaneous to or in conjunction with

transportation or conveyance. e.g., (1) an assembly is moving

down a line while a person is perorming work, (2) a person

acts as a conveyor carrying a part to the next machine in a

Chaku-chaku ashion. The main purpose o low is to quickly

and continuously identiy and eliminate waste.

Heijunka The process o level loading and sequencing the

timing o customer demand or products or services.

Jidoka (Autonomation) One o the three main principles o

Lean, it has two main elements: (1) Stopping the process

when an abnormality has been detected; (2) Building “human

intelligence” into machines or sotware, giving automation

the ability to make a decision to shut down automatically in

the case o an abnormality in order to stop deective prod-ucts rom fowing into the next process.

JIT (Just in time) One o the three main principles o Lean,

it is the philosophy o production characterized by three

elements; each must be present to ensure JIT unctions

properly. (1) single piece low, (2) producing according to

TAKT time, (3) pulling o material rom upstream process.

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Kaizen “Change or the better” or “Continuous Improve-

ment.” A hands-on process o short duration to develop

iterative solutions, with each iteration an improvement on

the last.

Kanban A method/device o pulling rom previous pro-

cesses in order to control material low, cap inventory levels

and to take “pulse” o the customer.

Kitting Grouping component parts used in a process or

build. (see Material Presentation)

Lead Time The total time it takes the product to go rom

raw inventory to the inished product. Order to remittance

lead time reers to the total time rom when an order is

placed until the inished product is shipped.

Material Presentation Introducing material to the line or

cell in a manner that is easy and eective or the operator.

MUDA Any type o waste elements that add no value to the

product – Waiting, Transporting, Over production, Excess

Motion, Inventory Deects, Human Touches.

Non-Value Added Any activity (human, machine, pro-

cess) that adds no real value to the product or service that

absorbs resources. The physical transormation o rawmaterial to Finished Goods Inventory is considered to be the

only activity that adds true value. Any other activities are

considered waste (MUDA).

Poka-Yoke Mistake proo: Usually reers to the use o ail-

sae devices in the process in order to prevent deects rom

occurring and to ensure quality. This ingredient added to

automation will yield autonomation. (see Jidoka)

Process Router Analysis A study o the process and

machine sequence or a group o similar parts. It can be

used to standardize product low or ease o cell implemen-

tations.

Process Quantity Analysis A study o the quantities

demanded o dierent products produced at a work loca-

tion. This picture o the volume and variety o products can

be used to identiy high impact areas to concentrate eorts

or identiy the need to use process razing to make products

more similar.

Pull System System o manuacturing in which each

process withdraws the parts/materials it needs rom the

preceding process when they need them, in the exact stan-

dardized amount needed.

Queue Time The time a part/material sits waiting to be

worked on.

Set-up, External Machine changeover steps that are per-

ormed while the machine is processing parts/materials or

o-line rom production time.

Set-up, Internal Machine changeover steps that are per-

ormed while the machine is stopped during production time.

Shingijutsu A company ounded by C. Nakao and K. Iwata,ormer employees o Taiichi Ohno, the creator o the Toyota

Production System. The word Shingijutsu translates as “new

technology” or “better way.”

Single Piece Flow Production system in which only one

part/material at a time is processed, and the work is veri-

ied beore being sent along the production line to ollowing

processes. The two elements o SPF are 1) a “Do” and 2) a

“Check” or veriication that the “Do” was done correctly. This

introduces a eedback loop into the system.

Six Sigma A term coined to express process capability in

parts per million. A Six Sigma process generates a maximum

deect probability o 3.4 parts per million (PPM) when the

amount o process shits and drits are controlled over the

long term to less than +1.5 standard deviations.

SMED Single Minute Exchange Die (i.e., under 10 min) has

become a title or the category o improvement devices used

in manuacturing to allow or quick changeover o machine/

ixture set-ups.

Standard Operations The combination o people andmachines required to accomplish production in such a way

as to minimize waste and variation by establishing only one

way to perorm the process.

Standard WIP Minimum and standardized amount o work

in process required to perorm operations.

Standard Work Sequence o repeatable tasks that an

operator perorms.

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Standard Work Sheet Shows the outline o work or

each worker in an area. Recorded on it are: Takt time, work

sequence, standard WIP, quality checks, saety precautions,

etc.

Standard Work Combination Sheet A table that clariies

how much time is spent doing manual work and traveling at

each production process.

Super Market A visual system that has a predetermined

amount o inventory and all acets o 5S in order to detect

abnormalities.

Takt Time The pace that is set or the system to operate

at. Customers establish Takt Time…the ollowing equation is

used to establish it:

Available production time / required production

(cst & act demand) must be like units; e.g.,

1 shit = 1980 min/wk= 10 min/unit

cst = 198 units/wk

TPM Total Productive Maintenance is the total involvement

o all employees in an area to improve the process.

Value Added Only necessary direct work to manuacture a

product. Anything that the customer is willing to pay or or

an operation that changes the orm, it, or unction o the

part/material.

Value Stream The speciic activities required to design,

order, and provide a product rom concept to launch – order

to delivery – raw materials to inished goods.

Value Stream Mapping The process o detailing the

process o converting raw material to inished goods. This is

typically mapped with the seven lows (ino, people, equip-

ment, raw material, sub-assembly, assembly, engineering)

one at a time, or in a combination.

Visual Management Reers to the means by which anyonecan tell at a glance i production activities are proceeding

normally or not. A communication, discipline and pacing

tool.

Waiting Time The time that a worker is idle when no work

is available.

WIP Work In Process – inventory o materials that has

already started processing.


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Global Regional phone numbers are available onour web site.

Additional Resources

For more inormation, please visit the GE FanucIntelligent Platorms web site at:

www.geanuc.com

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4827lean Workflow Wp Gft738[1]