Comments on: Eliminate, Combine, Rearrange, Simplify: Work Analysis Sheet Template Download

By: Hugh Alley

Hugh Alley — Thu, 31 May 2012 23:48:44 +0000

In reply to rtanner14. You're right that this worksheet doesn't specifically ask "Is the whole process necessary?" The reason for that lies in its roots. The TWI approach was always to help the supervisor do as much as was possible for her within her own control and with as little reference to other parts of the organization as possible. This meant that the supervisor could get on making as many improvements as she could with the equipment, material and people currently available. It is a different starting point, so it doesn't ask the higher-level question.

By: rtanner14

rtanner14 — Thu, 31 May 2012 11:53:41 +0000

This is another effective gouge checklist aimed at reducing redundant work efforts. However, it makes the classic assumption that most Lean strategies do in that it overlooks an very fundamental question.
“Is the process needed?”
During the initial analysis, an important characteristic of the function or process being “leaned” is whether or not it actually adds value to the organization. Is it congruent to organizational goals? Does it add or detract from other processes that are aligned?

Instead of eliminating only the redundancies, we should also consider eliminating the contradictory or incongruous processes that consume resources and productive time without contributing any productivity toward the strategic goals.

By: Gretchen Davenport

Gretchen Davenport — Thu, 10 May 2012 13:35:49 +0000

Cool work sheet. We already had a Waste Walk form utilizing the 8 wastes but I like the columns on this with improvement ideas and the type of improvement.

By: Hugh Alley

Hugh Alley — Wed, 09 May 2012 17:40:30 +0000

Hi Pete:
This template is a very helpful one. I am familiar with it from the work by Graupp and Wrona from the Training Within Industry side of things. In the training I do I use this as the key to making improvements in work processes. I love it because it is so understandable and so simple. People “get it” easily and quickly and can put it to use right away.

The full set of questions from the Training Within Industry method has some real value:
– Why is this detail necessary?
– What is the purpose of this detail?
– Where is the best place do do this?
– When is the best time to do this?
– Who is the best person to do this?
– How is the best way to do this detail?

I often add the question “Is this the best point in the sequence?” to the “When” question because it seems to help people interpret the question well.

Also, the TWI approach clearly links the four strategies (ECRS) with the six questions. For example, if you wind up questioning why the step is done or what the purpose is (a tick mark in the first two columns) then you should be looking for a way to eliminate the detail. This turns out to be helpful for people just starting out on the Lean journey.