Technically Speaking, June 22, 2008

By Michael Brady

First Published: June 2008

Develop bone-deep understanding of your operations by honing intuitive talents

Beyond LEAN: Trust your instincts to help you evaluate and validate performance metrics

Seasoned managers seem to develop a sixth sense — an instinctive way to evaluate performance and operating conditions based on staff mood changes or variations in the sound of equipment that’s operating.

Metrics are considered essential to any quality or performance management program today. Such metrics commonly utilize LEAN principles to assess operational efficiency by objectively evaluating data that’s gathered and poured into spreadsheets, graphs and efficiency reports. This process measurement is important in determining what really needs to be improved.

Some managers, though, take a step back from the metrics and use what might be called a sixth sense — an instinct — to gauge their operation’s performance. In his book Blink, Malcolm Gladwell examines this kind of intuitive knowing. His report on how our minds process information dovetails nicely with getting the most out of LEAN manufacturing principles and metrics.

In a LEAN manufacturing environment, work should flow smoothly between departments and processes, without special or exception processing or delays. A benefit of a LEAN-oriented workplace is that while metrics are important, you don’t need complex statistical analyses to recognize improvement opportunities. What you do need to is an understanding of your operation’s optimal operating characteristics, and your understanding of it needs to be bone-deep.

Gladwell points out that this kind of information-gathering is crucial if you want to strengthen your ability to separate important information from the “noise” that comes at us daily. He calls this “thin-slicing.” He also notes that the ability to sift out significant detail is one you can learn.

Developing your sixth sense should start with a slow walk through your operation; keep in mind that the LEAN production operations goal is to be well-organized and efficient. Look on this walk-through as field work and realize that it’s as important to focus on what you don’t see as on what you can directly observe.

• No waste or red ink: The work environment is clean, well organized and logically designed. Machine controls are identical for all identical equipment, independent of vintage. Work instructions are comprehensive and identical for all jobs. Waste is identified and disposed of before it accumulates. Both materials and information flows easily and rapidly through the process.
• No searching or wandering: Everyone should have the tools and materials available for the job. Tools should be organized and employees should use the right tool for the job. 5S principals are an excellent way to organize the work environment.
• No delays or waiting for materials: Work should flow through the process; no one should be waiting for materials, people or paperwork to arrive on time. The JIT principals can organize workflow to deliver materials to the right place, at the right time.
• No special processing or guesswork: Work is standardized and displayed. All the information for people to effectively do their job is available, accurate and complete.
• No detours or obstacles: Everyone has a clear idea of the workflow and process. Employees have a clean work environment. Walk ways and work areas enable a straight shot to get between points. People should not have to walk around equipment, people, racks or materials.
• No extraneous stuff: Work areas should contain the tools, materials and equipment for the job – no less or no more.
• No injuries: All injuries are preventable. Injuries are typically the result of rushing, cluttered work environment or using the wrong tool for the job. Safety procedures must be built into the work processes. A comprehensive safety program and daily safety meetings emphasize the importance of safety and keep employees accountable for a safe work environment.

The information you gain by directly observing the performance and flow of work in your operations can be used to validate collected process data and statistical analyses. Others may see your abilities as “magic,” but it’s really a matter of developing the “sixth sense” all of us have.