11 Lean Tools for BPM, Part 1

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By Forrest W. Breyfogle III

Lean tools are invaluable for effective business process management (BPM) of the value stream – the process of defining customer value, making value flow, letting customers determine the product or service they want, and relentlessly pursuing perfection in a timely manner at an appropriate price.

Value stream steps can be value-added, non-value-added, or non-value-added-but-necessary. Lean emphasizes the elimination or reduction of steps that don't have value. We start with the customer's request, strive for no interruptions or waste, avoid batch processing and seek smooth just-in-time one-piece flow.

This two-part article presents an overview of 11 tools that have been shown to be productive for Lean initiatives but that also have value in BPM.

--> Tool #1. One-Piece Flow

One-piece flow describes the sequence of activities through a process one unit at a time. For example, an insurance claim might be considered a single unit. In contrast, batch processing handles activities on a large number of transactions at one time – sending them together as a group through each operational step.

In one-piece flow, focus is on the process, rather than the waiting, transporting and storage of either. One-piece flow methods need short changeover times and are conducive to a pull system.

One-piece flow advantages in BPM include:

• Reduced response time to customer requests.
• Reduced staffing requirements to meet customer demand.
• Early detection of bottlenecks and problem transactions.
• Cross training to better manage workforce availability.
• Identification of issues that slow processing.

A process improvement might be a workflow change that reduces batch size or changes from batch processing to single-piece flow.

--> Tool #2. Poka-Yoke (Error Proofing)

Jidoka or autonomation are terms used in the Lean process that means automation with a human touch, which applies the following four principles:

1. Detect the abnormality.
2. Stop.
3. Fix or correct the immediate condition.
4. Investigate the root cause and install a countermeasure.

A poka-yoke is a mechanism that works with Jidoka to either prevent a mistake or make a mistake obvious at a glance. An example would be when an operator creates customized assemblies from small bins. One approach would be to give the operator a list of parts to assemble by taking them as needed from the bin.

This approach can lead to assembly errors since the operator might forget to include one of the parts or add parts not specified. A poka-yoke solution might be to install lights on all bins. When the operator creates a new assembly, the bins that contain the specified parts for the assembly are illuminated. The operator removes a part from each lighted bin.

How does this carry over to business processes? Consider the use of lookup lists used in software data entry, limits on going to the next screen if all the data isn't provided, and automatic spelling checkers for documents.

Poka-yoke offers solutions to organizations that experience frequent discrepancies in the packaging of their products – e.g. someone forgot to include instructions or a mounting screw. Poka-yoke ideas or devices can be more effective than simple demands on workers to "be more careful." Improvement focus should always be given to what can be done to error-proof a process over adding quality inspection.

--> Tool #3. Visual Management

Visual management can address both visual display and control. Visual displays present information, while visual control focuses on a need to act. Information needs address items such as schedules, standard work, quality and maintenance requirements. Visual control can address whether a process is running according to plan or highlights problems. Visual management systems might include:

• A status board in a public area showing personnel availability.
• In and out boxes in public area to show queues and backlogs.
• Pegboard showing who has what job with tags or markers.
• Status boards in public areas showing error rates and cycle time performance in a common format.
• A Web-based dashboard providing real-time stats so that managers can monitor for hotspots in the process.

By providing visual reminders, visual management organizations:

• Improve quality through error prevention, detection and resolution.
• Increase workplace efficiency.
• Improve workplace safety.
• Reduce total costs.

--> Tool #4. The 5S Method

Creation of standardized work is a primary reason for using the 5S method. It offers a basic housekeeping discipline for the floor and office and includes the following steps:

1. Sort
2. Straighten
3. Shine
4. Standardize
5. Sustain

Sort

Clearly distinguish the needed or not needed among tools, supplies and other materials. Tag items if not used within a month, are unnecessary to perform a task, are broken or unusable or are insufficient for an intended purpose. For example, you could put a piece of colored adhesive tape on all the items at the work area (desktop, shelves and cabinets). Items that are found to be used multiple times a day would be marked with one color and kept on the desktop. Items used a few times a week get a second color and go on the shelves. Items used infrequently get a third color and put in cabinets or moved to a public area and shared. After a reasonable time, you could standardize the items listed by color and their locations across all similar work areas.

Straighten

All items in the work area have a marked place, and that space exists for everything to allow for easy and immediate removal. Remaining items are organized in the work area by usage. Daily usage items are placed in desk caddies. Weekly usage items are placed in a labeled drawer. Monthly usage items are put under the workstation or in a cabinet labeled with pictures and text.

Shine

The work area is cleaned and kept in an orderly condition during working hours.

Determine what needs to be done to create a visually attractive workplace. Keep the workstation clean and plan weekly 10-minute cleaning/organizing for each area. This might entail a clean desk policy during the workday and at the end of the day. Keep up on maintenance such as having adequate power outlets and bundling cables to keep the appearance of order.

Standardize

Work methods, tools and identification markings must be standard and recognizable throughout the factory. 5S methods are to be applied consistently in a uniform and disciplined manner. Workers must look at their jobs while performing tasks to see where debris is created. The idea is to create discipline; otherwise, individuals become the source of waste. Use checklists to evaluate documents or tasks to ensure all folks do the work in the same way. These may be self checks or peer reviews.

Sustain

5S is a regular part of the process with continuous actions required to maintain and improve the work environment. Established procedures are maintained with checklists. Areas must be kept clean so that everything required or unnecessary is clearly identified. A maintenance list should be developed and discipline maintained.

--> Tool #5. Value Stream Mapping

Value stream mapping or information flow plays a productive role in process management since it involves depicting current and future conditions as part of installing new systems. Infinite attention is given to establishing flow, eliminating waste and adding value.

This can be a useful tool in showing how a high-level process is executed. Value stream maps show the sequential flow of transactions or items along with the information flow, such as ordering and customer feedback. A well-crafted value stream map will show the process from the raw material supplier through the customer delivery along with the information flow from the customer to the business and to the external providers or suppliers.

Next time: Kaizen, Kanban and more!

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