Index
A
AAA (Area Activity Analysis), 34, 35, 316–317, 318
Acceptance of process, as streamlining fundamental, 5
Accurate, 21
Action plans, process walk-through, 130–131
Activities, in business process hierarchy, 15, 16
See also specific activities under each phase
Activity Analysis Form, 127–130
Adaptability measurement, 65–66, 345
Agenda for EIT one-day workshop, 41
Altshuller, Genrich, 228–229
Analyzing the process (phase II), 91–190
activity 1: flowchart the process, 25, 26, 92–118
functional (swimlane) flowchart, 97, 105, 106, 107, 127
functional timeline flowchart, 104–106
graphic (physical layout) flowchart, 97, 108
information process flowcharting, 115–116
informational flowchart, 97
paperwork flowchart, 97
procedural flowchart, 97, 98, 101
process block flowchart, 97, 98, 99, 100
process chart flowchart, 97, 98, 102–103, 104
process knowledge mapping, 116–118
standard flowchart symbols, 99–104
value mapping flowchart symbols, 109–110
value stream mapping, 106–114, 116, 244
y = f(x) process charts, 115
activity 2: conduct benchmark study, 25, 26, 118–121
activity 3: conduct process walkthrough, 25, 26, 121–131
business process characteristics, 121–122
employees and process, 122
process walk-through, 123–131
activity 4: perform a process cost, cycle time, output analysis, 25, 26, 131–166
cycle time, 132–136
designed experiment, 132
historical research, 132
process capability study, 151–165
process cost, 134–135
processing time vs. cycle time, 132–134
scientific analysis, 132
statistical approach to measuring process variation, 137–151
activity 5: prepare simulation model, 25, 26, 166–187
benefits of, 184–185
at Ernst & Young, 175–176
limitations of, 185–186
need for, 171–172
process flow animation, 179–180
process simulation in SPI, 168–169
process variation analysis, 178–179
reasons for simulation, 169–171
simulation, defined, 168
simulation tool suppliers, 176–177, 343
steps to prepare, 184
summation, 186–187
typical simulation model form, 167
typical simulation objects, 167
use in SPI projects, 181–183
work flow monitoring, 181, 182
activity 6: implement quick fixes, 25, 26, 187–188
activity 7: develop current culture model, 25, 26, 188–189
activity 8: conduct tollgate, 25, 26, 189–190
Andrews, Mark, 262
Anticipatory Failure Determination, 218
Applications of Quality Control in the Service Industry, A. C. (Rosander), 306–307
Area Activity Analysis (AAA), 34, 35, 316–317, 318
Area Activity Analysis (Harrington, Hoffherr, Reid), 317
Articulated customer requirements, 67
As-is (present) state, 25, 80, 349
See also Analyzing the process (phase II)
As-is Present-state (as-is) pain, 82, 83, 84, 87
B
Behavioral changes, new culture model, 295
Bell, Alexander Graham, 83
Bell-shaped curve, 144–145
Benchmark/benchmarking
conduct study, 25, 26, 27, 28, 118–121, 292–293
Best-value analysis, 234–237
Best-value future-states solution (BVFSS), 27–32
Bimodal frequency distribution, 144, 147
Bloy, Jason, 265
BPI (Business Process Improvement), 12
BPM (Business Process Management), 12
Breakthrough improvement, 13, 19–20
Brown, Tom, 79
Bureaucracy elimination tasks, 205, 206, 209–211
Business process
described, 14–16
hierarchy, 15–16
how to improve (PASIC methodology overview), 22–34
process as the problem, 14
reasons to improve, 21–22
SPI improvements to, 15
typical, and SPI application, 327–330
See also Streamlined Process Improvement (SPI)
Business Process Improvement (BPI), 12
Business Process Improvement (Harrington), 301
Business Process Management (BPM), 12
Business-value-added (BVA) activities, 212–217, 219, 221
BVFSS (best-value future-states solution), 27–32
C
Caldwell, French, 116
Cascading customer/supplier model, 254–255
Chambers, Charlie, 247
Champy, James, 294
Change
change management plan, 74–87
produced by SPI, 17–18
Change management plan development, 24, 25, 39, 74–87
Change-resistance scale, 281
Chartier, Emile, 295
Code of conduct, PIT, 58–59
Communication
error-proofing, 251
as streamlining fundamental, 5
The Complete Benchmarking Implementation Guide (Harrington), 32, 121
Constraints, theory of, 274–276, 350
Continuous improvement (phase V), 313–324
about, 22–23
activity 1: maintain the gain, 34, 35, 315–316
activity 2: implement AAA, 34, 35, 316–317, 318
activity 3: qualify the process, 34, 35, 317–324
vs. Business Process Improvement (BPI), 12–13
comparative performance change with, 19–20
Contradiction, 376
See also HU diagrams
Control optimization, streamlining the process, 192
Correlation coefficient, 141–142
Cost
vs. benefits of SPL, 293–294
BPI vs. SPI, 12–13
in business processes, 121
preparing cost analysis, 27, 28, 293–296
process cost, 134–135
quality cost and quality cost systems, 307–309
value stream costing, 351–352
Cost-cycle time chart, 135, 136
Cp (basic index), process capability study, 153–157
Cpk (operational long-term index), process capability study, 155–160, 161–163
CPL (lower capability index), process capability study, 160–161
CPM (critical path method), 245
CPU (upper capability index), process capability study, 160–161
Creative questioning, root-cause analysis, 228
Creative thinking, process streamlining, 192, 228
Critical business processes, 38–49
EIT education and responsibilities, 38, 40–45
employee security, 48–49
engineered approach to selecting SPI processes, 45–47
identification, 41–45
most frequently streamlined, 49
operating assumptions, 49
preliminary objectives, 48
prioritization, 43–45
Critical path method (CPM), 245
Crosby, Phil, 198
Cultural enablers, 294–295
Culture
in business processes, 121
current culture model, 25, 26, 125–126, 188–189, 295
Current (as-is) state, 25, 80, 349
See also Analyzing the process (phase II)
Curret-state (as-is) pain, 82, 83, 84, 87
Customers
cascading customer/supplier model, 254–255
establish measurement and goals, 70–73
external and internal customer requirements, 5
interface understanding, 73
know your customer, 66–70
Cycle time, 5, 121, 132–136, 184
Cycle time reduction tasks, 205, 206, 243–247
D
Data collection
process capability study, 165
process walk-through, 123–131
Data plotting, histogram, 138–151
Database, as streamlining fundamental, 4–5
Decision symbols, 204
Defects
corrective actions, 223–226
root-cause analysis, 222–237
See also Lean; Waste
Delay symbols, 205
Department Improvement Team (DIT), 302
Designed experiment, process analysis, 132
Directed evolution, 228–233
Dislike in Kano Model, 69
Distorted histogram, 147–148
DIT (Department Improvement Team), 302
Documentation guidelines, 291–292
Documentation symbols, 205
Dusharme, Dirk, 46
E
Effectiveness
in business processes, 121
improving, 2
of SPI, 322–324
Efficiency/efficiency measurement, 2, 64, 121, 346
Eicksten, Marie, 79
EIT (Executive Improvement Team), 23, 37, 38, 40–45, 346
See also Planning for improvement (phase I)
Elimination tasks
bureaucracy, 205, 206, 209–211
duplication, 205, 206, 237–238
End customer, 66
Engineered approach to selecting SPI processes, 45–47
Engineering Parameters for Expressing Technical Contradictions (Altshuller’s), 230
Equipment optimization, streamlining the process, 191
Error proofing tasks, 205, 206, 248–251, 263, 346
Error waster, 197
Errors, rework and scrap, 207
Executive Improvement Team (EIT), 23, 37, 38, 40–45, 346
See also Planning for improvement (phase I)
Executive team support, as streamlining fundamental, 5
External customer requirements, 5
F
Fast-Action Solution Technique (FAST) project, 111
Fast-Action Technique (Harrington), 111
“Federal Agency Requires Health Quality Reporting” (Dusharme), 46
Federal Express Corporation, 8
Feedback data systems, 32, 33, 309–311
Feigenbaum, Val, 308
File symbols, 205
Five Pillars, 264–270
5 Pillars of the Visual Workplace (Hirano), 265
Florian, Ellen, 78
Flow, in business processes, 121
Flowcharts
analyzing the process, 25, 26, 92–118
functional (swimlane) flowchart, 97, 105, 106, 107, 127
functional timeline flowchart, 104–106
graphic (physical layout) flowchart, 97, 108
information process flowcharting, 115–116
informational flowchart, 97
paperwork flowchart, 97
procedural flowchart, 97, 98, 101
process block flowchart, 97, 98, 99, 100
process chart flowchart, 97, 98, 102–103, 104
process knowledge mapping, 116–118
rainbow value-added flowchart, 215
standard flowchart symbols, 99–104
value mapping flowchart symbols, 109–110
value stream mapping, 106–114, 116, 244
y = f(x) process charts, 115
Focus groups, 70
Focused improvement, 27
Forced-idea relationships, root-cause analysis, 228
Ford, Henry Sr., 238, 239, 244, 263
Form design, 289
Fran, David, 211
Frequency distribution, 144–145, 152–153
Functional (swimlane) flowchart, 97, 105, 106, 107, 127
Functional structure, continuous improvement, 315
Functional timeline flowchart, 104–106
Future reality diagram, 346
Future state
defined, 347
process implementation plan, 304, 305
G
Gains, maintaining, continuous improvement, 34, 35, 315–316
Gilbreth, Frank Bunker, Sr., 271
The Goal: A Process of Ongoing Improvement (Goldratt), 274
Goal setting, 73–74
Goldratt, Elyahu M., 274
Government processes, typical, 355–357
Graphic (physical layout) flowchart, 97, 108
Great Ideas on … Innovation and Creativity (McAlindon), 192, 216
H
Hammer, Michael, 294
Handbook on Teaching Undergraduate Science Courses (Uno), 57
Herbold, Robert J., 87
Hidden customer requirements, 67
Hirano, Keisuke, 265
Histogram, 138–151
constructing, 148–151
step 1: collect and organize data, 148–149
step 2: set interval limits, 149–150
step 3: set scale for Y axis, 150
step 4: plot the data, 150–151
step 5: label, 151
defined, 138, 142–143, 144–145
use of, 143–148
Historical research, process analysis, 132
Hoffherr, Glen D., 317
Honda, 260
Horizontal workflows, 50
I
Implementation
Area Activity Analysis (AAA), 34, 35, 316–317, 318
best practices classification in framework, 198, 199–201
new process (phase IV), 301–313
activity 1: prepare final implementation plan, 32, 33, 302–305
activity 2: install new process, 32, 33, 306
activity 3: install in-process measurement systems, 32, 33, 306–309
activity 4: install feedback data systems, 32, 33, 309–311
activity 5: transfer the project, 32, 33, 309, 312
activity 6: conduct tollgate, 32, 33, 312–313
prepare preliminary plan, 27, 28, 296–298
In-depth interviews, 71
Indifference in Kano Model, 69
Information process flowcharting, 115–116
Informational flowchart, 97
In-process measurement systems, 32, 33, 306–309
Inspection symbols, 204–205
Interaction with other processes, as streamlining fundamental, 5
Internal customer requirements, 5
International quality improvement, 12
Interval limits, histogram, 149–150
Inventory turnover rate, 347
IT. See Technology
I-TRIZ. See TRIZ
J
Just-in-time (JIT) production, 244, 245, 263, 347
K
Kaizen (continuous improvement), 263, 347
Kanban (parts movement system), 244, 347–348
Kano, Noriaki, 68
Kano Model, 68–69
K-factor, process capability study, 155–156, 161–163
L
Language simplification tasks, 206, 286–292
Latent customer requirements, 67
Leading-edge groups, 72
Lean
approaches to, 263–264
5S and Five Pillars workstation layout, 264–270
See also Defects; Waste
Lean Six Sigma
corrective actions, 223–226
root-cause analysis, 222–237, 373–390
vs. SPI, 2–4
waste creators, 207–208
waste handling, 194–197
Level one/two/three magnitude impact, 76–77
Lighting, office upgrades, 270–272
Long-term changes, implementation plan, 304, 305
M
Mahoney, David, 280
Maintain the gain, continuous improvement, 34, 35, 315–316
Major processes, in business process hierarchy, 15, 16
Matrix structure, continuous improvement, 315–316
McAlindon, Harold R., 192, 216
Mean, 139
Measurement and metrics
adaptability measurement, 65–66
effectiveness measurement, 62–64
efficiency measurement, 64
establishing, 62–74
nonmanufacturing typical process measurement, 359–371
planning for improvement, 62–74
as streamlining fundamental, 5
See also Statistical approach to measuring process variation
Median, 139
Midterm changes, implementation plan, 304, 305
Mission statements, 58, 85, 86
Movement/motion waste, 196–197, 208
Muda (waste), 263
See also Waste
Murray, Kathleen A., 278
My Life and Work (Ford), 238, 239, 263
N
Name of process, 40–41
Nassar, Jacques, 66
Natural work teams (NWT), 316–317
Needs in Kano Model, 68
Negative analysis, error-proofing, 250–251
Nested doll, 385
New process implementation. See under Implementation
No-layoff policy, 8
Nonmanufacturing typical process measurement, SPI, 359–371
Normal frequency distribution, 144–145
No-value-added (NVA) activities, 208, 212–217, 219, 220, 272–273
NWT (natural work teams), 316–317
O
Observational interviews, 71
Observed customer requirements, 67
OCM (Organizational Change Management), 78–87, 348
OEE (overall equipment effectiveness), 348
Office upgrades, 270–272
O’Mull, Paul H., 18
Operating expense, theory of constraints, 275
Operating manual, 285
Operating procedures, 191–192, 285
Operation symbols, 204
Organizational Change Management (OCM), 78–87, 348
Organizational structure
continuous improvement, 315–316
restructuring, process upgrading, 277–279
Osborn, Alex, 228
Outcomes, process walk-through, 126
Output quality, understanding, as streamlining fundamental, 5
Overall equipment effectiveness (OEE), 348
Over/under production, as waste creator, 208
P
Paonessa, Carla, 6
Paperwork flowchart, 97
Performance
benefits and costs of SPL, 293–294
comparative performance change vs. continuous improvement, 19–20
Kano Model, 68
process maturity levels, 319–322
Zero Defects criteria, 198, 203
See also Streamlined Process Improvement (SPI)
PIT. See Process Improvement Team (PIT)
Planning for improvement (phase I), 37–89
activity 1: define critical business process, 38–49
critical process identification, 41–45
critical process prioritization, 43–45
EIT education and responsibilities, 38, 40–45
employee security, 48–49
engineered approach to selecting SPI processes, 45–47
operating assumptions, 49
preliminary objectives, 48
activity 2: select process owner, 23, 24, 39, 49–52
activity 3: define preliminary boundary, 24, 25, 39, 52–53
activity 4: form and train PIT, 53–60
basic problem-solving tools and training, 55–57
department representative responsibilities, 54–55
finalize process boundaries, 59–60
mission statement, 58
PIT code of conduct, 58–59
PIT first meeting, 57–59
PIT selection, 53–54
activity 5: box in the process, 24, 25, 39, 60–62
activity 6: establish measurement and goals, 62–74
adaptability measurement, 65–66
customer interface understanding, 73
customer requirement gathering, 70–73
effectiveness measurement, 62–64
efficiency measurement, 64
know your customer, 66–70
setting goals and objectives, 73–74
activity 7: develop project and change management plan, 74–87
Organizational Change Management (OCM), 78–87
project plan elements, 74–75
value proposition preparation, 75–77
activity 8: conduct tollgate, 24, 25, 39, 87–88
importance of, 38
objectives and key outputs, 37–38
Poka Yoke (error proofing), 205, 206, 248–251, 263, 346
Poor-Quality Cost (Harrington), 309
Poppoff, Frank, 8
Porous material, 384–385
Present (as-is) state, 25, 80, 349
See also Analyzing the process (phase II)
Present-state (as-is) pain, 82, 83, 84, 87
Price
stock price and downsizing, 6–8
strategic pricing, simulation model, 184–185
Primary customer, 66
Principles for Conflict Resolution (Altshuller’s TRIZ), 228–229, 233
Prioritization of critical business processes, 43–45
Problem
basic problem-solving tools and PIT training, 55–57
defined, 349
process as the, 14
Procedural flowchart, 97, 98, 101
Process, business. See Business process
Process block flowchart, 97, 98, 99, 100
Process capability index, 138
Process capability study, 151–165
analysis, 164–165
Cp (basic index), 153–157
Cpk (operational long-term index), 155–160, 161–163
CPL (lower capability index), 160–161
CPU (upper capability index), 160–161
how to use, 152–153
preparation and data collection, 165
using, 163–164
Process chart flowchart, 97, 98, 102–103, 104
Process cost, 134–135
Process flow animation, 179–180, 349
Process Improvement czar, 40
See also Executive Improvement Team (EIT)
Process Improvement Team (PIT)
code of conduct, 58–59
form and train, 53–60
in Phase I, 24, 25 (See also Planning for improvement [phase I])
in Phase II, 25 (See also Analyzing the process [phase II])
in Phase III, 27, 29 (See also Streamlining the process [phase III])
Process knowledge mapping, 116–118
Process name, 40–41
Process output, as streamlining fundamental, 5
Process owner, 23, 24, 39, 49–52, 350
Process prioritization matrix, 44
See also Streamlined Process Improvement (SPI)
Process structure, continuous improvement, 315
Process upgrading tasks, 206, 262–279
Process variation analysis, 178–179, 350
Process walk-through, 123–131
action plans, 130–131
Activity Analysis Form, 127–130
current culture model, 125–126
defined, 123
interviews and questionnaire, 124–125, 127
outcomes, 126
tasks required to support each activity, 124
update flowchart, 127–128
WTT responsibilities, 123–124
Processing time, process analysis, 132–134
Processing waste, 196
Production waste, 194–195
Project plan development, 24, 25, 39, 74–87
Project transfer, 32, 33, 309, 312
Projective testing, 71–72
ProModel, 177
Q
Qualify the process, continuous improvement, 34, 35, 317–324
Quality and Productivity Center, 119
Quality cost/quality cost systems, 307–309
Questionnaire, process walk-through, 124–125, 127
Quick changeover, 350
Quick fixes, implement, 25, 26, 187–188
R
Rainbow value-added flowchart, 215
Range, 139
Readability index, 288–289
Reagan, Ronald, 74
Real-value-added (RVA) activities, 212–217, 219, 221
Reengineering the Corporation (Hammer and Champy), 294
Reid, Robert P., Jr., 317
Reverse thinking, error-proofing, 250–251
Rewards, 47
Risk
analysis preparation, 27, 28, 293–296
management tasks, 206, 279–282
planning for improvement, 47
understanding, as streamlining fundamental, 5
Robertson, Mark, 218
Root-cause analysis, 222–237, 373–390
Rosander, A. C., 306–307
RVA (real-value-added) activities, 212–217, 219, 221
S
SCAMPER, 216–217
Scientific analysis, 132
Secondary customer, 66
Select process, as streamlining fundamental, 4
Shewhart, W. A., 18
Short-term changes, implementation plan, 304, 305
Simplification, as streamlining fundamental, 5
Simplification tasks, 205, 206, 239–243
Simulation, defined, 168
Simulation model
applying, 206–211
benefits of, 184–185
capital investment evaluation, 185
cycle time, 184
organizational change evaluation, 185
preparing, 166–187
benefits of, 184–185
at Ernst & Young, 175–176
limitations of, 185–186
need for, 171–172
process flow animation, 179–180
process simulation in SPI, 168–169
process variation analysis, 178–179
reasons for simulation, 169–171
simulation, defined, 168
simulation tool suppliers, 176–177, 343
steps to prepare, 184
typical simulation model form, 167
typical simulation objects, 167
use in SPI projects, 181–183
work flow monitoring, 181, 182
process variation, 185
strategic pricing, 184–185
Simulation Modeling Methods to Reduce Risks and Increase Performance (Harrington and Tumay), 167
See also Lean Six Sigma
Skewed frequency distribution, 144, 146
SPI. See Streamlined Process Improvement (SPI)
Springer, Lew, 135
Staffing waste, 208
Standard deviation, 139, 141, 153, 174–175
Standard flowchart symbols, 99–104
Standard rate of work, 350
Standardization tasks, 206, 282–286
Statistical approach to measuring process variation, 137–151
correlation coefficient, 141–142
histogram, 138–151
mean, 139
median, 139
process capability index, 138
process capability study, 151–165
range, 139
standard deviation, 139, 141, 153, 174–175
variance, 139–140
Statistical control, 145
Status quo, 80
Stock price and downsizing, 6–8
Streamlined Process Improvement (SPI), 1–34
breakthrough vs. continuous improvement, 18–21
for business (See Business process)
changes produced by, 17–18
effectiveness of, 322–324
employment security, 6–9, 48–49
examples of improvements, 18
fundamentals, 4–5
vs. Lean Six Sigma, 2–4
management mislead by continuous improvement, 18
nonmanufacturing typical process measurement, 359–371
number of simultaneous processes, 19–20
objectives, 2
PASIC phases (See also details under each entry)
I: planning for improvement, 22–23, 37–89
II: analyzing the process, 22–23, 25, 26, 91–190
III: streamlining the process, 22–23, 25, 27, 28–32
IV: implementing the new process, 22–23, 32, 33, 301–313
V: continuous improvement, 22–23, 32, 34, 35
process hierarchy, 15–16
process simulation tools suppliers, 176–177, 343
process walk-through questionnaire, 331–342
reasons to use, 16–18
rightsizing, 6–9
simulation symbols, 353–354
technology warning, 6
typical business process applications, 327–330
typical government processes, 355–357
what SPI is not, 21
Streamliner, 191
Streamlining approaches application tasks, 205–292
task 1: bureaucracy elimination, 205, 206, 209–211
task 2: value-added analysis (VAA), 205, 206, 211–237
task 3: duplication elimination, 205, 206, 237–238
task 4: simplification, 205, 206, 239–243
task 5: cycle time reduction, 205, 206, 243–247
task 6: error proofing, 205, 206, 248–251, 263, 346
task 7: supplier partnership, 205, 206, 252–255
task 8: technology, 205, 206, 255–262
task 9: process upgrading, 206, 262–279
task 10: risk management, 206, 279–282
task 11: standardization, 206, 282–286
task 12: simple language, 206, 286–292
Streamlining the process (phase III), 191–299
activity 1: apply streamlining approaches, 194–292
best practices classification in implementation framework, 198, 199–201
flowchart symbols, 204–205
simulation modeling, 206–211
streamlining guidelines, 197–198
tasks, 205–292
waste creators, 207–208
waste handling, 194–197
activity 2: conduct benchmarking study, 27, 28, 292–293
activity 3: prepare an improvement, cost and risk analysis, 27, 28, 293–296
activity 4: select preferred process, 27, 28, 296
activity 5: prepare preliminary implementation plan, 27, 28, 296–298
activity 6: conduct tollgate, 27, 28, 298
best-value future-states solution (BVFSS), 27–32
operating procedures, 191–192
Subprocesses in business process hierarchy, 15, 16
Supplier partnership tasks, 205, 206, 252–255
Surveys, 72–73
Swimlane (functional) flowchart, 97, 105, 106, 107, 127
Symbols
process streamlining flowchart, 204–205
SPI simulation, 353–354
standard flowchart, 99–104
value mapping flowchart, 109–110
System processes in business process hierarchy, 15, 16
T
Tanner, David, 192
Tasks
in business process hierarchy, 15, 16
in process walk-through, 124
See also Streamlining approaches application tasks
Taylor, Frederick Winslow, 271, 284
Technology
capabilities and organizational impact, 257, 259–260
IT tools used most, 261
tasks related to, 205, 206, 255–262
Technology-driven customer requirements, 67
Theory of constraints (TOC), 274–276, 350
TIM (Total Information Management), 15
Tollgates
analyzing the process, 25, 26, 189–190
implementing the new process, 32, 33, 312–313
planning for improvement, 24, 25, 39, 87–88
streamlining the process, 27, 28, 298
basic improvement planning, 55–57
international quality improvement, 12
IT tools used most, 261
process simulation tools suppliers, 176–177, 343
Total Information Management (TIM), 15
Total process alignment, process upgrading, 277–279
Total Productive Maintenance (TPM), 351
Trabulsi, Jouhn, 247
Transfer the project, new process, 32, 33, 309, 312
Transition tree, 351
Transportation symbols, process streamlining flowchart, 205
Transportation waste, 195–196, 208
TRIZ
Anticipatory Failure Determination, 218
HU diagrams, 390
Principles for Conflict Resolution, 228–229, 233
Trust, as streamlining fundamental, 5
Tumay, Kerim, 167
U
Under production waste, 208
Underutilized people waste, 208
Unexpected features of Kano Model, 68–69
Uniformity, 383
Uno, Gordon E., 57
V
VAA (value-added analysis) tasks, 205, 206, 211–237
Value analysis, 234–237
Value and value-added activities
best-value analysis, 234–237
business-value-added (BVA) activities, 212–217, 219, 221
classification, 212–217
process upgrading, 272–273
SCAMPER, 216–217
Value stream costing, 351–352
Value stream mapping, 106–114, 116, 244
Value-added analysis (VAA) tasks, 205, 206, 211–237
Variance, 139–140
Vertical workflows, 50
Vision statement, OCM, 85–86
Visual management, 352
Visual office, 276–277
W
Waiting, as waste creator, 207
Wait-time waste, 195
Walk-through team (WTT), 123–131
Waste
creators of, 207–208
handling, 194–197
processing, 196
production, 194–195
reduction, 2–4
streamlining the process, 194–197
See also Defects; Lean; Process upgrading
Woods, Betty, 237
Work flow diagram, 352
Work flow monitoring, 181, 182, 352
Workflows, horizontal and vertical, 50
Workshop, EIT one-day, 41
Workstation layout, 5S, 264–270
Writing in simple language, 206, 286–292
WTT (walk-through team), 123–131
Y
Y = f(x) process charts, 115
Young, John, 56
Young, Thomas, 312
Z