Shingo Process Maps Support Continual Improvement

William A. Levinson

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Poor quality is the only one of the Toyota production system's Seven Wastes that stands up and announces its presence. The other six are usually asymptomatic, present 100 percent of the time because they are built into the job, and frequently more costly than poor quality. The Shingo process map, which evolved from value stream mapping, can use process flowcharts to quantify wastes of time, material, and energy to initiate corrective action to remove these wastes. It can thus become a living document that drives continual improvement as opposed to a once and done activity.

Areas Covered in the Session:

  • Poor quality is the only Toyota production system waste that announces its presence by causing rework, scrap, and/or customer complaints. The other six are built into the job and can often be more costly than poor quality. In addition, the Seven Wastes do not even encompass all forms of waste.
  • The Shingo map originated as a once-and-done tool with which to do a value stream analysis of a process, but it can be used as a living document to drive continuous improvement by means of quantitative metrics of cycle time, materials, and energy. The Shingo map can be used as part of a Plan, Do, Check, Act improvement cycle.
  • The first step is to create a block diagram of the process, and identify the process steps as:

·         Transformation (the only activity that adds value)

·         Setup and handling

·         Inspection

·         Transportation, e.g. from one operation or process to another

·         Waiting or delay. Include handoffs between processes because enormous wastes of time can otherwise hide here.

  • Cycle time accounting quantifies the amount of time that the work spends in each activity. Only actual transformation, Masaaki Imai's value-adding "Bang," adds value. (A literal bang is heard when something like a punch press transforms the work; it is in this split second that value is added.) Calculate the customer value time and process cycle efficiency.
  • Assess the job for motion efficiency. No job should require a worker to bend over or take more than one step in any direction.
  • A material and energy balance (from basic chemical engineering) can be performed on the process to force all material and energy wastes to become visible, which supports ISO 14001 and ISO 50001 respectively. All material inputs must come out, in both quantity and kind, as either saleable product or waste. This includes consumables as well as items in the bill of materials.
  • Treat all wastes (cycle time, waste motion, materials, and energy) as gaps between the current state and the desired state, and perform corrective and preventive action (CAPA) to remove as many as possible. Update the Shingo map to reflect the improvements.

Who will benefit:

Manufacturing and quality professionals and practitioners; people with responsibility for continual improvement and lean manufacturing

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Speaker: William A. Levinson,

William A. Levinson, P.E., is the principal of Levinson Productivity Systems, P.C. He is an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager, Reliability Engineer, and Six Sigma Black Belt. He is also the author of numerous books on quality, productivity, and management.

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