ToolsGoFast!WorkshopToolsStoryboardingPay-offmatrixDotVotingIn-frame/out-of-frameFishboneCirclesofinfluenceFisttoFive/ThumbsupFifteenWordsFiveWhysRAMMPOCOMMWIPIs/IsNotSIPOCStoryboardingWhatisit?Storyboardingisahighlyvisualprocessofgathering,organizingandevaluatinginformationusingcardstorecordanddisplayideasWhyuseit?UsedtoselectathemeUsedtoidentifyaproblemFacilitatortakesonabackseat,coachingroleSteps:Distributepost-itsorcardsandmarkersArrangeroomwithparticipantsfacingthewallandabletoseeeachotherFramethetaskListideasandaskeachparticipanttocreate3-5storyboardcards(1itempercard,markers,blockprint,post-itglueatthetopofthesheet)ParticipantspostideasoncardsHavethegroupworkasateamtounderstandeachauthor’sthinkingandeditandorganizethecardsinalogicalway(clusterscanhelp)DiscardoraddcardsastheconversationdevelopsRefineandprioritizetheideasasmanytimesasneededAttheend,distributethefinalsetofideasonpaperTips:Varythepaceofinformationcollectionto“spiceup”thedatacollectionAlternateNGTwithcandiddiscussionsoftheideastointroducesomevariabilityStoryboardingToolManyManualProcessesTooLittleonComputerBadSystemsTooManyApprovalsSlowCultureTooMuchTeam-workManyConstituenciestoSatisfyManyPeopleNeedtoKnowWhat’sHappeningManyPeopleNeedtoKnowWhat’sHappeningSlowCultureTooManyPeopleTooManyPeoplePeopleApprovalsSystemsTooLittleonComputerManyManualProcessesTooManyApprovalsTooMuchTeam-workManyConstituenciestoSatisfyBadSystemsTopic:Whyisthissystembureaucratic?Whatisit?PayoffMatrixisatwo-by-twotablethathelpssortandevaluateideas.TypicaldimensionsarePayoffvs.EaseofChange;LevelofDifficultyvs.Urgency;Costvs.Benefit;CustomerImpactvs.OrganizationImpact;RequiredResourcesvs.TimeRequiredtoImplement;andGlobalvs.Local.Whyuseit?Theprimaryreasontouseapayoffmatrixistosortandprioritizeactionsorideas.Itservesasadiscussionformattotakearangeofideasandnarrowdownhowbesttospendthegroup’stimeandenergy.Thematrixisavisualtoolthathelpsthegroupto:1.Determinewhichideashavethemostbenefitorrequirethemostworkrelatedtotwoimportantdimensions2.Discusseachideaorissueinanorganizedmannerresultinginthoughtfuldiscussionsbeforebeginningtoproblemsolve3.Begintheprocessofidentifyingwheretheteamwantstofocustheirenergybysortingprioritiesandunderstandingthethinkingbehindotherpeople’sideas4.Uncoversupport,resistance,andareasofagreementordisagreementPayoffMatrixPayoffMatrix,continuedSteps:SelectthetwodimensionsthatbestfitthediscussiontopictoconstructthematrixDecideonthewordsthatdescribetheextremes(hightolow,difficulttoeasy)DrawthematrixonaflipcharttofacilitateengagementanddiscussionDrawthematrixsothemostdesirableboxistheupperrighthandcorner;explainthematrixtothegroupbeforebeginningtoaddthepost-itnotesBrainstormideasandputeachideaonapost-itnoteasatotalgroup,discusseachpost-itnoteandplaceintothematrixDependingonthesituation,thiscanbesolutionstoaddressthespecificissueoronbiggertopics,aspectsoftheproblemtotackleEncouragethegrouptoidentifyandaddanyotherideastheycomeupwithduringthediscussionAfterallpost-itnotesareonthematrix,discussanddecidewhichonestotackletobeginproblemsolvingandactionplanningAddresseachpost-itnotewithactionplansormakeadecisionnottoresolvetheitemTips:EncouragethegrouptoworkonitemsthatfallinthemostoptimumboxesActivelyfacilitatetheprocesssoitdoesn’tgetboggeddownindebateregardingwhereanideafalls;ifthereismajordisagreement,checktoseeiftheideacanberewrittenmoreclearlyorbrokenintomultipleideasEncouragethegrouptomakeadecisionaboutalltheitems–toresolve,eliminate,ordefersothatitemsaren’tlefthangingWhenpossible,havethegroupstayveryactivelyinvolvedinthissortingprocessIfitbecomesnecessarytostopandproblemsolveanitemduringthesortingprocess,gowiththegroup’senergyandreturntothematrixifnecessaryPayoffMatrixToolPayoffhighlowhardeasyEaseofChangeNotWorththeEffortJustDoItHardWorkbutWorthItQuickHitsDotVotingWhatisit?DotVotingisamechanismforpollingthegroupandvisuallycapturingtheresponses.Ithelpsgroupmemberssortprioritiesfromamongseveralideasoroptions.OftenusedwithaGalleryofIssuestohelpselectthemostimportantissuesforactionrecommendations.Whyuseit?Dotvotingisusedtoreducethenumberofitemstoaworkablenumberandtoselecttopchoicesfromalargerlistofitems,i.e.,GalleryofIssues.Thevisualdisplaycanhelpfacilitatedialogandincreaseparticipationingroupdecision-making.Steps:Giveeveryonealimitednumberofcoloreddotstickers(twotothree)–canalsousemarkerpensUsingthepostedlistofoptions,instructeveryonetodistributedotsamongoptionsCountdotsandidentifywhicharetopprioritiesaccordingtovotesHavethegroupreviewanddiscusstheresultsforagreementonthetopprioritiesReducethelisttoitemswithgreatestnumberofdotsSmallGroupRankingTechniqueEachmemberselectstopfiveamongthepostedlistofoptionsSmallgroupsthenworktogethertoselectasinglelistoftopfivechoicesCollect,tabulate,andwritechoicesonflipchartNarrowchoicestotopchoiceDotVoting,continuedStepscontinued:5-3-1DotRankingDistributeonedotstickerofeachofthreecolorstoeachparticipant,Redisfivepoints,Yellowisthree,BlueisonePostlistofoptionsAskparticipantstoplacetheirredstickerontheareatheyfeelmoststronglyaboutandtheothertwoindecreasingorderofpriorityTabulatethescoresTips:Don’tusetheseashardandfastvotes,rathertonarrowattentionandcreatemorefocuseddiscussionPushbackon“whydidn’tthismakeyourlist?”ifnecessaryOkaytovoteonindividualideasorcategories–beclearwhengivingthedirectionsDotVotingToolGalleryofIssuesTopic1Topic2IntheFrame/OutoftheFrameWhatisit?IntheFrame/OutoftheFrameisusedtoclarifythescopeofthegroup’sinitiative.Ithelpsleadersandgroupmembersdefineparametersofwhatisin-andout-of-boundsforthemeetingorprojectaswellastosortideasandidentifythosethatfitwithinthescopeofwork.Thisgivesguidanceanddirectionforwherethegroupshouldspenditstimeandenergy.Whyuseit?Thistoolisusefulduringthescopingphaseandatthebeginningofthefirstworkingsessionto:Enabletheleadertodefinetheinitiative/projectProvideaframeworkforthegrouptoclarifyexpectationsandboundariesIdentifyand/orclarifyparametersofwhatisin/out-of-boundsrelatedtothissessionLookataspectsandcomplexitiesofanissuefromdifferentperspectivesClarifytheteamcharterandexpectations

Steps:Drawalargesquare"pictureframe"onaflipchart(orusetapeonawall)oronalargewhiteboard;theframerepresentstheproblemorissuethatneedstoberesolvedExplainweneedtoidentifywhatfallsinsidetheboundariesoftheprojectandwhatfallsoutsideAfterreviewingtheinitiativeanditsobjectiveswiththegroup,theleaderandgroupmembersidentifywhatisin-scopeandout-of-scopebyidentifyingsignificantdetailsoraspectsoftheissueDiscusseachideaandagreewhetheritisin-orout-of-scopebeforeplacingitinsidetheframeforin-scopeitems,outside-the-frameforout-of-scopeitems,andon-the-frameforthoseitemswhichneedclarificationDiscusstheon-the-frameitemsoncealltheideashavebeenreviewedIfthereareanysignificantissues,details,oraspectsthatmaybedifferentfromthediscussionsbetweenthegroupleader,resolvethembeforeworkingonasolutionIntheFrame/OutoftheFrame,continuedTips:Usingtheaspectsoftheissuegenerated,askthegroupwhereeachfalls;engageinfurtherdiscussiononon-the-frameitemsLeadersshouldthinkthroughpossibleexamplesofwhatisin/out-of-scopeaheadoftimeTheleadermayhavetoasserthis/herviewonwhatisandisnotin-the-scopeoftheinitiative;groupmembersmaynotallbeinagreementKeepingthescopefocusedincreasesthechanceofsuccessfulimplementationGototheappropriatelevelofdetailoneachissueorideathatpassesthroughtheframeRemembertogetconsensusonwhatisin-andout-of-frameIntheFrame/OutoftheFrameToolInstructions:Havetheleaderandgrouplistallpotentialaspects/components(e.g.,endresults,timeframe,productlines,geographic,organizations/groupsinvolved)oftheinitiativeusingpost-itnotesAsatotalgroup,placeeachideaeitherin-the-frame,outside-the-frame,oron-the-frame(ifuncertaintyordisagreementexists)Discuss““on-the-frame””itemsinmoredetailtoreachagreementReviewthegroup’’sunderstandingofthescopewiththeappropriateleadersFishboneWhatisit?Fishbonehelpsagroupanalyzecausesofanissueorprobleminasystematicway.Whyuseit?Whengroupmembersareaskedtodeterminethevariouscausesfortheproblem/issueandrecommendsolutionswithactionplanstoaddressthem,thistoolisusefulfordetailinglogicalconnectionscontributingtothelargerproblem/issue.Itcanalsohelpthegroupprioritizethemostlikelycausesandidentifyrootcauses.Itcategorizesandprovidesanopensystemsframeworkfordiscussingtheproblem.Steps:BuildthefishbonediagramonthewallusingmaskingtapeordrawonflipchartsClarifyandvalidatetheproblemwiththegroupAskgroupmemberstoidentifythingsthatarecausingthisproblemthroughsmallgroupdiscussionorworkinginpairsCollecttheirinputanddisplaytheindividualcausesonthefishboneAskgroupmemberstoclustercausesin“relatedclusters”TestforalogicalconnectionwiththeproblemandlabeleachclusterSelectoneclusteratatimetofocusonforthenextstepofsolutiongenerationtoeliminatethesecausesTips:Makesurethatthecausesarenotsymptoms2. Taketimetoagreeonthe“headofthefish,”thekeyissueAsk“why”fivetimestogettotherootcauseCombinestoryboardingwiththistoolFishboneToolProblemorIssuePossibleCausePossibleCauseBTechnicalHumanPossibleCausePossibleCauseEPossibleCauseBPossibleCausePossibleCauseEPossibleCauseEPossibleCauseWrongProceduresUsedInspectorsLackSkillPoorTrainingTrainingMaterialsUnskilledInstructorsMeasurement

Procedures

70%PoorLocationWeakDocumentationUnavailableWrongToolsUsedInconsistentProceduresUsedCleanlinessHumidityPeersPressuresManagementDon’tUnderstandProcessLowSkillCleanlinessUninterestedLackKnowledge20%

PeopleExcessTemperatureVibrations10%EnvironmentNoCriteriaExistNoOperationalDefinitions10%Errorson

QAInspectionsTopic:WhyistheQAinspectionerrorratesohigh?CirclesofControl,Influence,ConcernWhatisit?CirclesofControl,InfluenceandConcernisaframeworkforgroupstousetosortinformation.Thegoalistousethistooltoidentifywhatthegrouphascontrolandinfluenceoversotheyspendtheirtimeworkingonthingstheycantrulyimpact.Whyuseit?Thepowerofthistoolistofocusthegroupinarenasthattheycanimpact.Itisavisualthatcanfacilitategreatdiscussions.Itisespeciallyusefulwhenagroupmemberormembersarestuckonatopicthatisout-of-scope.Usually,thistoolhelpsnamethissituationandallowsthegrouptomoveontomorefruitfuldiscussions.Ifthesubjectiscriticalandbecomesaroadblocktoprogress,yetisnotwithinthegroup’scircleofcontrolorinfluence,agroupmayneedtoinvolveotherstoaddresstheissue.Steps:DrawcirclesonachartandpostforeasyreferencePresentthemodelasaframeworkfordeterminingwhattoworkonExplainthatitisbasedonStephenCovey’sworkabouteffectivepeoplespendingthemajorityoftheirenergyworkingonthingswithintheircontrolorinfluenceIfusingittosortideas,havethegroupmembersplaceideasintheappropriatecirclesIfusingittobrainstormthingstoworkon,havethegroupmembersgeneratetopicsandthenplacetheideasintheappropriatecirclesForimportantissuesthatfallintheconcernring,identifythestakeholderstoinvolveandplanhowtoinfluencethemEncouragethegrouptoberealisticinassessingwhattheyhavecontroloveryetnotbetooconservativeMovetoproblemsolvingoractionplanning,focusingontheitemsintheinnercirclesCirclesofControl,Influence,Concern,continuedTips:AlwayshavethechartpostedsoitcanbereferencedwhenthegroupgoesofftrackWhenmanyitemsfallinthe“concern”ring,askthegroupiftheleaderneedstobeinvolvedtoreframetheirtask,orifotherpeoplewhohavecontrolorinfluenceneedtobeengagedForkeyitemsthatfallinthe“concern”ring,askifsomeaspectofitcanbewithintheircontrolorinfluence–getspecificUsethischartasaparkinglotforissuesthatfallout-of-scopeforthissessionCanbeusedbeforetheworkshopwiththeleaderinidentifyingappropriateparticipantsanddecisionpanelmembersCanalsobeusedtoremindpeoplebeforebrainstormingorproblemsolvingtofocusonareaswithintheircirclesofcontrolandinfluenceUseasacheckpointforrecommendations–isthissomethingwithinourcontrol?Canweinfluencethestakeholderstosupportourrecommendation?Useasapointofclarificationatagallerypriortopeople“dotvoting”ontopicstoworkon(seeDotVotingtool)CirclesofControl,Influence,ConcernToolInstructions:Explainthethreeringsofthemodel,explainmostproductiveworkfallsintotheinnertworingsAgreeonwhatourgrouphascontrol,influence,orjustconcernPostinformationonthechartintheappropriateareaDiscussthe“concern””and““influence”aspects,identifykeystakeholdersyoushouldinvolveandplanhowtoincreaseyourcontrolortoexerciseyourinfluenceControlConcernInfluenceFisttoFive&ThumbsUpWhatarethey?FisttoFiveandThumbsUparemethodsforcheckingconsensusandreachinggroupdecisions.Whyusethem?Whenagroupisworkingonsolvingaproblemorreachingadecision,havingavisualmeansforpollingthegroupisveryhelpful.Eitherofthesetechniquesgivesaquickvisualreadonlevelofagreement,identifieswhoneedstodiscussthingsmoreandwhoisreadytomoveontoadecision.FisttoFiveandThumbsUpenablesthegrouptodetermineifthereisagreementordisagreementamongthegroupmembersandassureseveryoneisheard.Steps:Aftersomeamountofdiscussion,anyoneinthegroupcanasktocheckforconsensusChooseoneofthemethodsandexplainhowitworksFisttoFive:usethe#offingersononehandtosignifylevelofagreement(fist–notatalluptofive–totalagreementThumbsUp:usethepositionofyourthumbtosignifyagreement(thumbup),unsure,needmorediscussion(thumbsideways),against(thumbdown)Forgroupmembersatlessthanfourorfiveorwithoutathumbsup,askthemtoexplainwhatremainstobediscussedorresolvedFisttoFiveandThumbsUp,continuedTips:MakesurethatthedecisionisappropriateforconsensusandtotalcommitmentfromallgroupmembersisrequiredHavesomeoneclearlystatethedecisiontobemadeortopictobevotedonContinuetodiscusspointsofdifferenceandperiodicallytestforprogressFisttoFive:Askpeopletoindicatehowclosetoagreementtheyarebydisplayingtheappropriatenumberoffingers: 5=fullycommitted 4=closeenoughtofullysupportit 3=gettingthere,close,needmoreinformation 2=stillawaystogo 1=skeptical Fist=totaldisagreementThumbsUp:Askpeopletoindicatehowclosetoagreementtheyarebydisplayingtheirthumbsinoneofthreeways: ThumbsUp=fullycommitted,totalagreement ThumbsSideways=unsure,wantmorediscussion ThumbsDown=skeptical,disagreement,needlotsmorediscussionForparticipantsshowinglessthanfour,askthemtostatewhatmakesthemuncomfortablewiththedecisionandwhatitwilltaketogetto4or5Makesureeveryoneisparticipatingandnotshowingdisagreementordisengagingbyabstaining15WordsWhatisit?15Wordsisusedtohelpagroupsummarizeandclearlyarticulateanissue,problemstatement,projectdefinition,orthescopeoftheoverallchangeinitiative.Thesubjectcanrangefromdetailedtogeneral.Whyuseit?Groupmembersarefrequentlycalledontodescribetheinitiativeandhavingasuccinctdefinitionisimportant.Thestatementcreatedfromthe15Wordactivitycanhelpin:Casualconversationwithothers,whethertheyarepeers,managers,sponsors,orseniorexecutivesVariouscommunicationsabouttheinitiativewhenthereisnottimetogivegreatdetailontheinitiativeHavingtheentiregroupabletocrediblyandquicklydescribewhattheyareworkingon15Wordsisusefulwhenconsolidatingmanythoughtsorideasintooneconcisestatement.Thistoolcanbeusedatvariouspointsinameetingwheninformationneedstobeconsolidatedandconsensusneedstobereached.Sometypicalusesinclude:Inthescopingprocesstodefinethe“issue”tobeaddressedDuringthemeetingtodefineasingleproblemstatementfromagroupofpost-itnotesoralistofpossible

issues;thisistrueforeachrecommendationproblemstatementVariouscommunicationssuchasinvitationnotesandkick-offmessagestoexplainwhatthegroupisgoing

toworkonThisprocessalsoworksfordevelopingmissionstatementsSteps:Aftersomeinitialdiscussionbythegroup,haveeachgroupmember(orinpairsorsmallgroups)writetheirdefinitionoftheproject/issue/problemin15wordsorlessonpost-itnotes,aflipchart,orablankoverheadtransparencySharetheoutcomeswiththefullgroup(forexample,ifdoneonflipcharts,havegroupmemberswalkaroundtoreviewothers’15words)15Words,continuedStepscontinued:Asagroup,identifythekeyterms/themeswhereagreementexistsandcircle,underline,orhighlightkeywordsDraftaworkingstatementusingthekeywordsthatcapturetheessencefromvariousversions;revisewiththegrouptoreachanagreedupondefinitionandtestforconsensusEitherreachaconsensusonthe15worddescriptionasagroup,orasksomeonetocontinuetorefineitandpresentlatertothegroupforreviewTips:Iftheteam/groupislarge(e.g.,8ormore),considerdoingstep1inpairsorsmallgroupsReviewing,integrating,andreachingconsensusismorelaboriousandchallengingthemoresetsof15Wordsthereare;keepingthenumberofsetsto5orfewercanbehelpfulChoosethemethodandmaterialsthattheindividuals/smallgroupsusetonotetheirinitial15WordsbasedonthesizeoftheroomandgroupItcanbemoreefficientandlesslaboriousifgroupmemberscanwalkaroundandreviewthedescriptions—henceflipchartscanbeusefuliftheroomisbigenoughIfanoverheadprojectorisavailableanditisimpracticaltouseflipchartpages,usetransparencies.Iftheleaderiscomfortabledoingso,havehim/herrunsteps3and4Ifnot,thefacilitatormaydoso,takingguidancefromtheleaderGenerallyitiseasiertoassign/volunteersomeonetodevelopa15Worddescriptionoutsidethegroup;however,ifthegroupappearsclosetoaconsensus,doitwiththefullgroupIfthestatementisrevisedoutsidethegroup,makesureaformalreviewisdonebytheentiregroup15WordsToolProjectDefinitionProjectDefinitionProjectDefinitionInstructions:Haveeachgroupmemberorsmallgroupwritein15wordsorlessthedefinitionoftheproject,issueorproblemstatementusingeitherlargepost-itnotes,aflipchartpage,oranoverheadtransparencyRevieweachstatementwiththetotalgroupAsagroup,identifythekeyterms/themeswhereagreementexists;circlethekeywordsorphrasesHighlightandclarifyallunclearwordsbyasking““Whatdoyoumeanbythis?”Draftaworkingstatementusingthekeywordsfromeachpersonorgroup;afterthestatementhasbeencrafted,testforconsensusandagreeonastatementItisalsopermittedtoagreeonaworkingversionthatcanbefinetunedorrewrittenlaterWhatisit?5WhyProblemSolvingisastructuredprocessthatidentifies,analyzes,andeliminatesthediscrepancybetweenthecurrentsituationandanexistingstandardorexpectation,andpreventsrecurrenceoftherootcauseWhyuseit?Thepurposeofthe5WhyProblemSolvingprocessistoidentifytherootcauseandimplementcountermeasuresthatpreventrecurrenceoftheproblem.Theprocessprovidesasimpleandstandardapproachtosolvingalltypesofproblems.It’susecreatesacultureinwhicheveryoneisastrongproblemsolverpromotingcontinuousimprovementSteps:ProblemDescription–Developageneralproblemdescription.DefinetheproblemmorespecificallyandbreakitintosmallermorespecificproblemswhennecessaryProblemDefinition–ClearlydefinethedeviationbetweentheexpectedandactualresultsShort-termContainment–EstablishcontainmentactionsLocatingPointofCause–TracktheproblembacktothelocationwhereitoccurredCauseandEffectAnalysis–FilterthroughtheinformationtofindaRootCauseLong-termCountermeasures–DevelopcountermeasurestoresolvetheRootCauseoftheproblemFollow-up–Confirmthecountermeasureisworking,thenstandardizetheprocessormethodByincludingthesesimple,standardelementsintheProblemSolvingprocess,wewillbeabletosuccessfullydeterminetherootcauseofanyproblemandpreventitfromhappeninginthefuture.5WhyProblemSolvingCountermeasureDirectCauseCauseCauseCauseRootCausePoCProblemDescriptionProblemDefinitionLocatePointofCauseTips:Visual:MakesurethatthecausesarenotsymptomsStartwithlikelycausesandthenaskwhicharethemostlikelycausesbeforedrillingdownwith5WhysDependingontheproblem,itcantakefewerthan5“whys”ormore“whys”asnecessaryYoumayuncovermultipleareasforquestioning,ifyoucompleteoneareausing“why”questioninguntilitisexhaustedandthenmoveontothenextPDCAisnaturallyappliedtothe5WhyProblemSolvingProcess:Plan:encompassesgraspingthesituation,identifyingtherootcause,settingatarget,and planningthecountermeasureDo:encompassescommunicationoftheplanandtheimplementationof countermeasures.MonitorresultsandadjustasneededCheck:isthefollow-upontheimplementedcountermeasurestochecktheeffectivenessAction:occurswhenweeitherstandardizethecountermeasures,ortakeactiontobegin theproblemsolvingprocessagainFollow-UpProblemDefinitionPoCProblemDescriptionLocatePointofCauseDirectCauseCauseCauseCauseWhy?Why?Why?Why?Why?RootCauseCountermeasureGrasptheSituationCauseInvestigationBasicCause/EffectInvestigation5WhyInvestigationtoRootCause5WhyProblemSolving,continuedIssue:TheQAinspectionerrorratetoohighWhyistheQAinspectionerrorratesohigh?Whyaremeasurementprocedurespartoftheproblem?Whyareinconsistentproceduresused?Whyarewrongtoolsused?Whyarethecorrecttoolsunavailable?MeasurementproceduresEnvironmentissuesWrongproceduresusedNooperationaldefinitionInconsistentproceduresWeakdocumentationWrongtoolsCorrecttoolsunavailablePoorlocationMisplacedBrokenLongreordertimeRootCauseforgroupfocusWhy#5Why#4Why#3Why#2Why#1Cause#1Why#3Why#2Why#1Cause#2

Cause#3Issue/ProblemForfurtherinformationregardingProblemSolving,refertotheProblemSolvingOperatingGuideline(OG27)ontheGMSwebsiteat5WhyProblemSolvingToolCOMMWIPWhatisit?DefinitionofWaste:Anyelementofproduction,processingordistributionthataddsnovaluetothefinalproduct;wasteonlyaddscostandtime.COMMWIPisanacronymfortheseventypesofwaste,orMuda–Correction,Overproduction,Motion,MaterialMovement,Waiting,Inventory,andProcessing.TwomaincontributorstotheseformsofwasteareMura(Un-levelness)andMuri(Unreasonableness).COMMWIPisusedduringwasteidentificationandeliminationactivitiestofocusonspecific,tangible,observableexamplesofwaste.Wasteidentificationuncoversopportunitiestoremovenon-valueaddedactivitiesandservesasastartingpointforrootcauseanalysis.

Whyuseit?UsingtheCOMMWIPmodelprovidesastructuredapproachtowasteidentification,analysis,anddiscussion.Ituncoversopportunitiestoremovenon-valueaddedactivitiesandservesasastartingpointforrootcauseanalysis.Steps:Beginwithadefinedproblemstatementandareaoffocus(process/valuestream)Provideadefinitionofthe7typesofWaste(COMMWIP)andthecontributors–UnlevelnessandUnreasonablenessDiscusswhatsomeexamplesmightlooklikeProvideWasteIdentificationtemplate/checklist(seelastpageinthissection)AskObserverstoindependentlyidentifyanddocumentexamplesofwastewithintheirprocess/valuestreamorworkareaAsagroup,askTeammemberstoshareobservationsandprioritizeareasoffocusUtilizeproblemsolvingtools(5Why’s,FishboneDiagrams,RedX,ParetoAnalysis,etc.)toidentifytherootcausesofwaste.Byeliminatingtherootcauses,theresultingwastewillbeeliminated.COMMWIP,continuedTipsDependingontheproblem,notall7categorieswillbeused.Itiscommontofindmultiplewastesineachtask.Overproductionisconsideredtheworstwastesinceitcontributestoalltheotherformsofwaste.UnlevelnessofworkflowsandUnreasonableexpectationsofmachineryandpeoplearesignificantcontributorstowaste.Itisimportanttoconsiderwasteinthecontextofthevaluethattheprocessprovidestothecustomer.Wasteisreallyasymptomratherthanarootcauseoftheproblem.Thisiswhyitisimportanttouseproblemsolvingtoolstogetattherootcausesofwaste.Weneedtofindandaddresscausesofwastetoimproveflowandpreventproblemsfromreoccurring.Wasteismostprevalentintheinformationflowofnon-manufacturingprocess.Conservativeexpertanalysissuggestsupto40%ofwhatwedoaddsnovalue.Leanthinkerslookforwasteeverydayinallthetaskstheydoandseektoeliminateit.Youmaywishtousethe“WasteIdentificationChecklist”attheendofthissectiontohelpemployees