Gemba Tales

Lean stories, lessons and reflections

Posts Tagged time observations

Time Observations – without Rigor, It’s Just Industrial Tourism

Jul 25

Posted by markrhamel in Kaizen | 7 Comments

It happens way too often. Folks who are ostensibly conducting time observations frequently:

          • don’t appreciate the full importance of the exercise,
          • are not properly trained in how to conduct time observation methods (and the the related spaghetti charts, percent load charts and standard ops forms), and/or
          • are  just too lazy to do a thorough job.

The first two conditions are more straightforward in nature, the last, well…that’s a behavioral issue.  In any event, insufficient rigor will hamstring the effort to identify waste within a given process. A prior Gemba Tales post, Time Observations – 10 Common Mistakes, covers a lot of relevant ground here.

Lack of rigor and technical know-how can yield some very bad things – not the least of which are marginally useful time observations. This means that individuals and teams can come up with a stilted understanding of the studied process, miss or incorrectly identify the waste and opportunities, develop a less than least way post-kaizen future state standard work or…even worse, create new standard work that is going to go through tremendous adjustment during the PDCA process because it does not square with reality. Think “rework ” here.

So, what drives me absolutely crazy? Lazy observers! [By the way, here we assume that the time observation is worth doing in the first place (right scope, worthy target,  appropriate tool, etc.)]

We cannot be proponents of industrial tourism. Time observations require hard work and a good dose of stamina.

Hey, stopwatches are much more difficult to operate than one would think and breaking down the target process into the smallest observable elements is a pain in the neck. Observing multiple cycles, so necessary to getting a handle on variation (and thus opportunity), means more time on your feet, more writing and attention firmly directed on a process which may be as exciting as watching paint dry…in perhaps extreme heat, cold, noise, whatever. Following the operator or worker EVERYWHERE can also be a drag. And observing a process that has varied work content based upon different factors (such as warehouse picks from high bay versus low bay locations)  … can make it even more maddening.

My answer? Suck it up! Grind it out! Man-up (not really politically correct, but you know what I mean)!

It’s not that I am without empathy. I have personally conducted countless time observations of cycles that were many hours in duration, sported crazy variation and permutations, etc. It was at times, very, very painful. But, you really can’t get the proper insight into the waste and opportunities within a process without such a personal investment, and without going to the gemba. In fact, genchi genbutsu, “go and see for yourself” …and help facilitate that seeing with the rigorous application of a time observation form.

Don’t be a tourist! You owe an A-plus effort to yourself and most importantly, in the spirit of humility and respect for the individual, you owe it to the other stakeholders – the person(s) that you observe,  teammates, customer, etc. You must pragmatically conduct the best time observations you possibly can.

What do you think? Am I too demanding here?

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Guest Post: Beyond Toast Kaizen – Lean Breakfast Concepts, Circa 1937

Jun 21

Posted by markrhamel in Lean Principles | 2 Comments

I was in Boston this weekend with my wife and we were told the best place for breakfast was Paramount’s. As we waited in line to order food, I noticed their sign told us to “Please Order and Pay before being seated”.  They claimed not saving a table “ensures all customers will have a table when needed” and although “it may seem hard to believe, it’s been working well since 1937”. Like much in lean this seemed counterintuitive. I decided to do a few time observations while we waited in line. Fortunately, my wife puts up with my curiosity.

Customers came out of the breakfast line and cashier every 90 seconds. So, customers needed a table every 90 seconds (Takt Time). I watched several tables that were filled before we sat down and the time to eat was about 18 minutes. (This is not the type of place where you bring the paper and the server keeps filling your coffee. )

If customers were sitting down at a table every 90 seconds and it takes 18 minutes to eat, the restaurant would need 12 tables to balance the seating capacity with customer requirements (Cycle Time/Takt Time). The restaurant has 14 tables. So, the overall system Cycle Time (think “drop off rate”) was less than Takt Time. I convinced myself, and my wife, why their seating policy worked.

I am confident that Paramount’s system works and that now…and in the future, we will not have to save a table. One should always be available (assuming no substantial change in Takt Time). I wonder if when they started in 1937 they fully understood why it worked. Oh well, perhaps all that really matters is that their breakfast is outstanding and customers keep returning.

John Rizzo authored this blog post. He is a fellow Lean Six Sigma implementation consultant and friend of Mark Hamel. John also enjoys a good breakfast!

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Time Observations – 10 Common Mistakes

Mar 2

Posted by markrhamel in Kaizen | 10 Comments

Stopwatch picUnderstanding the current reality within the context of time and space is extremely critical. The time observation form is a powerful tool to facilitate direct observation. The form is instrumental in the identification and understanding of waste elimination and variation reduction opportunities.  It’s a staple of kaizen and feedstock for standard work combination sheets and process capacity tables.

If the time observation form is so important, then everyone knows how and when to use it, right? WRONG. Unfortunately, there are a bunch of common mistakes that practitioners regularly make. In no particular order, here’s an incomplete list of time observation mistakes:

  1. One form for multiple operators. It doesn’t get much more confusing than this. The individual operator’s work sequence and work content can’t be discerned.
  2. Component tasks not broken down into the smallest observable elements. Summary tasks like, “assemble part” or “room patient” does not give the observer usable insight.
  3. Incorrect or missing cumulative times. The lap button is on the stopwatch for a reason. And don’t pretend that you’re accurate enough to use decimal points.
  4. Insufficient number of cycles observed. Unless we’re talking about multi-hour cycles, the observer(s) should observe and document as many as 7 to 10 cycles. How else can you identify variation and understand most repeatable times?
  5. “Interviewing” operators during the observation. Not a good way to conduct accurate, real-life observations…unless their work normally includes responding to interview questions.
  6. Improperly determining component task times. No averages and throw out abnormal values (but try to understand them and the reasons for them). Make their sum equal to the lowest cycle time observed. Above all, use common sense.
  7. Not communicating the what, how and why to the operators and other stakeholders BEFORE the observations are conducted. This is respect for the worker and helps ensure that the observed cycles are reflective of reality (no rushing by someone out to impress the observer, no slow down to taint the observations, etc.).
  8. Not following the operator. If they leave the immediate area, go and follow them. How else will you directly observe?
  9. Not using the “Points Observed” column. This is the place on the form where you can record the reasons for abnormal times, variation and capture improvement ideas. These are pearls.
  10. Not completing the form header. Without this information, later on it may prove difficult to determine who made the observations, what process was being observed and when the observations were made.

So, do you have any additions or corrections to this list of common mistakes?

Related post: The Truth Will Set You Free!

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The Truth Will Set You Free!

Jan 16

Posted by markrhamel in Kaizen | 9 Comments

truth will set you freeLean thinking may not have been big in the first century, but there’s at least one quote that can be applied to Lean, “…you will know the truth, and the truth will set you free.” So, in a Lean context how do you know the truth and how will it set you free? Here are three steps.

1. Identify the waste through direct observation. Start with genchi genbutsu, Japanese for “go and see for yourself.” Go the gemba. Improvement begins with a deep understanding of what is called the current condition, current situation or current reality. In short, the truth. Truth can be obtained through personal direct observation. Anecdotal evidence is typically incomplete and often just plain wrong. It allows for the introduction of bias, whether purposeful or accidental.

In Lean we often employ the use of certain tools (and methods) to better force and focus us in our direct observation. They also facilitate the identification of waste and help uncover the root causes of that waste. The tools, depending upon the situation,  include current state value stream maps, time observation forms, standard worksheets, standard work combination sheets, % load charts, operations analysis tables, etc. When properly applied, their format forces a presentation of the data in such a way that waste and related issues are more easily identified for the observer and for others (the more, the merrier!).

2. Acknowledge the waste. Easier said than done. Direct observation can identify the truth, but it does not mean that everyone will acknowledge it. In other words, identification is largely a technical exercise, acknowledgment is mostly behavioral in nature. While the truth is the truth whether known or acknowledged, waste can’t be eliminated unless it is both identified AND acknowledged. As such, effective Lean cultures repudiate problem hiding. No problem is a big problem…heck, can anyone find a place where there are no problems? In order to facilitate the right environment there must be a large measure of trust where the focus is on fixing processes and not targeting people for blame. The principle of respect for the individual and a data-driven mentality must be front and center.

3. Eliminate the waste. Well, if you’ve identified the waste AND acknowledged it, then you know the truth.  You are now free to act upon it. Of course, this is a mixture of both technical (how) and behavioral (willpower, aggressiveness and stamina) elements. The truth has helped lead you to the PLAN, now it is time to DO!

What do you think?

Related posts: CSI Kaizen – When Forensics Supplement Direct Observation, Time Observations – 10 Common Mistakes

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