The Future State Map

Brainstorming and the Columbo approach ae the two basic methods for streamlining a process. The facilitator generally combines these informally and directs the group's attention to the most opportune areas. This requires considerable experience and instinct about where those opportunities may lie.

Brainstorming is a creativity enhancement technique that uses group dynamics.  The Columbo approach is also know as "The 5 Ws" or "The Questioning Attitude." It asks a series of questions designed to stimulate thinking.

When the team is stuck, either or both of these methods, directed at specific elements, are helpful. Using them formally for every element of the process, however, is time-consuming, frustrating and unnecessary.

One or two days between the present state mapping and the future state mapping allows time for gestation, and improves creativity. Likewise, if the team becomes stuck, a break can often help.

Non-Value Added Events

A facilitator should normally address the non-value added events first.  These have usually been ignored for years, there are many of them and they may be surprisingly easy and inexpensive to eliminate.

►Moves and Delays

Moves and delays are likely to constitute the largest category of NVA elements. Point out that these are related. Moves usually have a delay waiting for the move and a delay after the move before the next event. Batching also produces delays.

The usual remedy for moves and delays is to move workstations together, often in a workcell. Sometimes process events can be combined as when a machinist performs deburr during the next machine cycle.

If batching cannot be eliminated, smaller batches produce shorter delays. If moves cannot be eliminated, smaller more frequent moves produce shorter delays.

►Inspection

Inspections are also problematic. In some cases they are just plain unnecessary. In others, an inspector does inspections that operators could well do as part of the process. When product must wait for an official inspector, there is, inevitably, a batch and delay. The quality people are often jealous of their position and thse issues must be handled with some delicacy.

►Handling

Handling events are infrequent but often easy to eliminate. They usually appear when batches of mixed product is sorted. It is often possible to maintain segregation of the product originally and eliminate the sorting.

►Storage

Storage may occur infrequently but storage and carrying cost is usually high. Moreover, accounting systems often do not capture the true storage cost. Some storages disappear when operations are brought together. In other situations, the amount of storage can be reduced by more frequent delivery or kanban.

Value Added Events

Value added events such as turning, casting, soldering and assembly have usually been studied closely. Accounting and management systems focus on them. Moreover, they often require new equipment, extensive investigation and changes involving engineering, quality or other departments.

For the above reasons, a team usually addresses such changes in a second phase after improving the NVA events.

When it is necessary to examine value added processes, this often arises from a need for multiple, smaller-scale processes for workcells. Quality issues may also force an early examination of the value added events. Finally, some improvements to value added processes can be made quickly and cheaply and thse should not be ignored.

As facilitator, look for leverage points. These are events that, if changed lead to very large improvements or untangle a complex situation.

Leverage points are often accepted as inevitable and unchangeable. They may be the conventional wisdom. As a facilitator, you have a unique position to question and provoke new thinking.