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Tool Selection Matrix

Tool Definition When to Use Key Questions to Answer Notes:


4 Quadrant Analysis A tool used to compare multiple improvement ideas
against two key variables in order to select the items
that a Kaizen team will immediately begin to work.
Usually the ideas are judged against significant impact
(to improvement metrics) and timing.
Use this tool when you need a quick
method to determine the
improvement ideas to be
implemented during the Kaizen run
week.
Do I have a long list of good
improvement ideas?
Do I need to determine what a
limited group of resources need to
work on in order to make an
immediate impact?
5 Why's The process of asking "Why" five times in order to
drive the problem statement down to the root cause
level.
Anytime that a problem is first being
studied.
When the process was in a steady
state and some change has occurred
for the worse or better.
Do you really understand what the
root cause of the problem is?
Is your course of action really going
to resolve the situation?
Why is that a problem?
A very simple, but powerful tool.
Can be used out in the Genba with a
flipchart to drive to the correct
problem statement.
5-S Enabler for making sure you have the right material at
the right time
Key ingredient for organizing a workplace to enable
flow
This is a foundational tool.
Should be used in an ongoing basis
in all departments.
As a building block to any Kaizen or
improvement effort.
How much time do I spend
searching for items?
Is everything in its place and a place
for everything?
Does the place look neat, clean, and
organized?
What method is in place to sustain
the 5S? Can I readily tell when
there is a problem?
Will highlight problems with flow
and equipment operation.
Improves morale.
Frees up floor space.
Affinity Diagram The affinity diagram is the product of a team's
brainstorming and consensus activities. This process
groups large amounts of data into logical elements
based on the natural relationships among items.
When you need to identify key ideas
for process improvement.
When you need to identify patterns
among seemingly unrelated factors.
Do you need to maximize the
creativity of your breakthroughs?
Do you need to reduce a long list of
improvement ideas or potential
problems down to a manageable
level?
Do you need to decide which single
improvement idea may have the
greatest overall impact?
Assemble post it notes, craft paper,
etc ahead of time.
Allow people to move ideas into
affinity groups without much debate
at first.
C and E Matrix Matrix that identifies a few key process input variables
that must be addressed to improve the key process
output variables. Similar to a fishbone diagram but in
matrix form.
When you need to see what effect
various inputs and outputs have on
ranked customer priorities.
Do you understand which of your
process steps have the biggest
impact on your customer?
This tool really focuses the efforts of
the team.
Cellular
Manufacturing
A manufacturing cell or transactional work cell
comprises a group of equipment or processes, usually
laid out in the shape of a U, that is dedicated to the
complete production of a family of parts or services.
This is a foundational tool.
Use this tool when trying to
maximize flow and flexibility while
reducing inventory.
Can you get to one piece flow?
Do you need a process that will vary
output to match demand?
All work cells do not have to be in an
"U" shape. Select a shape that will
maximize your resources, but always
consider the "U" first.
Control Charts Control charts are line graphs that display a dynamic
picture of process behavior. A process variable or
attribute can be measured on some given frequency
and that value is plotted verses time on the line graph.
Use this tool when you need to make
a realtime process performance
visible and you need to react to
issues quickly.
Do I have a stable, in control
process?
Does the associate know when to
make adjustments to the process and
when to contact additional resources
for assistance?
You must select the correct control
chart system for the type of data
being collected.
Control Charts are still somewhat
reactive in nature so look for the
mistake proofing opportunity.
Corrective Action
Kaizen
A collection of quality improvement tools used to
reduce readily identifiable variation and or defects
resulting in a sustained stable process.
When there is a great deal of
variation or defects within a process
either transactional or manufacturing
but the root cause is known with
relative certainty.
Have you completed a Cause and
Effect Diagram?
Does your control chart demonstrate
how you have changed your noises
to constants?
What does the Pareto show is the
root cause of the 80%?
How are you measuring
sustainability?
Eliminates easier to see quality
issues and prepares the way for other
tools such as standard work or a
DMAIC project.
Daily Management Management process and tools which drive
improvement in Value Stream KPIs at the Genba.
Examples include production control boards,
communication boards, KPI's and daily "Green Area"
meetings.
To manage daily process through
conversion of batch to lean
manufacturing, and beyond
conversion to make continuous
incremental improvement. If a
process area lacks sound daily
management then most improvement
activities will only be marginally
realized.
Do we understand how to manage
the factory floor on a daily basis?
Are we having difficulty with OTD,
Past Due, quality, efficiency etc.?
Do the Associates at the cell know
what they need to produce today and
in what sequence?
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Solution Need/ Want
Comparison
A Decision Analysis tool that is used to compare
several solutions to understand which one is the most
balanced. It is rooted in understanding what are
customer requirements (needs) and what the customer
finds favorable (wants).
When there are several good
solutions that could be implemented
but resources only allow for one
option.
Do you have multiple good
solutions?
Have you thoroughly evaluated what
is important to the customer?
The highest want is valued at a 10
and then the rest of the wants are
scaled proportionally to the highest
want.
Needs are considered "Musts."
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Tool Selection Matrix
Tool Definition When to Use Key Questions to Answer Notes:
Design For Six
Sigma
A process to ensure designs can be manufactured at
required Sigma levels to meet the customer
expectations and manufacturing capabilities.
When designing or redesigning any
product or service that demonstrates
variability concerns.
Have I completed a DFSS as part of
developing a new product or
process?
This tool will yield a more robust
design and an effective product
launch with reduced engineering
changes post product launch.
Design of
Experiments
DOE is the purposeful changing of Inputs to a process
to observe the corresponding changes in the Outputs
As part of new product/process
development
To tackle an on-going quality
problem that has an unknown root
cause.
Have you first done an MSA / Gage
R&R?
Is standard work in place?
Do you need to first do a corrective
action kaizen to reduce the number
of inputs?
A DOE is mathematical model that
describes the relationship between
the inputs and outputs of a process.
It generally takes someone with
extensive training to complete and
analyze properly such as a Six Sigma
Green Belt.
DMAIC A variation reduction methodology used primarily for
the reduction of variation in complex processes.
DMAIC stands for define, measure, analyze, improve
and control.
To understand and reduce the
variation of a complex process. This
variation may be leading to a wide
variety of issues such as, defects,
over usage of raw materials or
leadtime issues.
Have we done a corrective action
kaizen first?
Do we have GB/BB resources
available?
Have we tried other Lean tools first
that may eliminate "background
noise"?
Typically a DMAIC project and can
take up to several months to
complete. Often the Improve phase
can be accomplished utilizing a
Kaizen event.
Fishbone Diagram The Fishbone diagram typically displays major generic
categories such as manning, methods, materials,
equipment, measurement and mother nature that cause
an effect, often perceived as a problem.
To assist a team to reach a common
understanding of a problem and its
root causes.
To expand the team's thinking and
consider all potential causes.
Have we investigated all aspects of
the problem?
Have you organized the x's into
affinity groups?
Do not overload categories. Establish
another category if more detail is
desired.
This tool is more effective when
used in conjunction with other
decision making tools such as the 4
Quadrant Analysis.
FMEA A failure mode effect analysis (FMEA) is a technique
that allows a cross-functional team to identify potential
failure modes that may occur as a result of design or
process deficiencies.
When you need to develop and plan
possible solutions or change.
When you need to evaluate a quality
system for protection of your
customers.
Do you understand which process
deficiencies will impact you the
most?
Are you certain that you understand
what all of your liabilities are and
where they exist?
This tool can get a little long.
Remember to only focus on the high
RPN's typically something over 200.
Measurement System
Analysis (Gage
R&R)
A methodology for determining if a Measurement
system is capable of measuring a product or process
Before performing a DOE and after
a corrective action kaizen.
When there is a process/product with
poor quality out of a machine / test
equipment.
When a product or service passes
your test and fails at the customer (or
supplier)
Is standard work in place?
Do you need to first do a corrective
action event to reduce the number of
inputs?
Is the issue really a problem?
You have to develop a confidence in
the ability of your measurement
system to decide between 'good' and
'bad' products or services.
Mistake Proofing Mistake-proofing the process is to change the method
or equipment to ensure that a particular error cannot
happen.
When a process has a low First Pass
Yield.
When a defect occurrence becomes
the largest source of waste or
variation.
When defects create the demand for
excessive inventory or impede the
ability to meet customer demand.
Can we design the process or
product so that it cannot be
incorrectly performed or made?
Do we frequently blame the
employee for making an error?
Use devices or inspection techniques
that detect errors during the work
process rather than at the end of the
process.
Pareto Diagram A Pareto Diagram is a bar chart arranged in a
descending order of importance from left to right. The
Pareto Principle states that 80% of issues are created
by only 20% of the potential root causes. By
determining the "Pareto" you can determine the root
cause to attack first.
Pareto Diagrams can be used almost
anytime and for almost any question.
Do you understand what the most
significant problem is?
Are you working on the issue that
will yield the largest amount of
improvement?
You can "stack" Paretos as you build
to root case.
Paretos work really well when using
the "5 Why" technique.
Policy Deployment A process that facilitates the creation of results-
oriented business processes with sustained
improvement that result in sustained competitive
advantage.
The organization is aligned to the same goals and
objectives.
This is a foundational business
management tool.
When you need to drive the strategic
initiatives to point of impact.
When you need total organizational
alignment on business priorities.
How are you communicating goals
and objectives to all parts of the
organization?
Does your current Policy
Deployment give you the continuity
to be successful?
Creates management accountability.
Creates direct linkages for all
objectives from top to bottom of the
organization.
Potential Problem
Analysis (PPA)
The potential problem analysis (PPA) is a tool used for
minimizing the probability of solution implementation
failure by identifying potential problems and possible
countermeasures. It is a simpler version of a FMEA
and can be applied to less complex changes quickly.
Use in situations where an incorrect
change could have serious impact to
the business.
Use if there is a good deal of anxiety
over process improvements
implementation.
Have we thought through all the
possible ways this action plan may
fail?
Do I have a contingency plan if the
new process does not work as
planned?
This tool can take as little as 15
minutes or as long as a day
depending on the complexity of the
process change and the level of
preparation for the tool use.
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Tool Selection Matrix
Tool Definition When to Use Key Questions to Answer Notes:
Production
Preparation Process
3P
A tool used to establish the best design or the best
process taking quality, flow, and speed into
consideration.
Assists in thinking 'outside the box' and is used during
a Kaizen week as a substitute for a DFSS project.
Used to eliminate barriers to flow for
developing new products or
processes.
Also used to improve an existing
product or process. Must be used in
the development stages of a new
product or process.
Is 3P being incorporated into our
product development system?
Have you done a 3P to determine if a
Capital Appropriation is necessary?
Proactively remove barriers to flow
while building in quality.
Significantly reduces start-up costs.
Pull - Kanban A process to transition businesses from the traditional
Push System to a Pull System. A Kanban is a signal in
the system that indicates when work is to be done and
when it is to end. This allows for minimal inventory
and no overproduction.
This is a foundational tool.
When one-piece flow is not possible.
To ensure that materials are
available when needed and in the
quantities needed.
Why is one-piece flow not possible?
Are you experiencing Stock-outs or
poor OTD?
Is inventory creating leadtime,
quality or cash flow issues?
Can be used anywhere that 1 pc flow
does not exist and materials must be
transported to the cell. Eliminates
running out of inputs while reducing
carrying costs.
Quick Changeover
(SMED)
Changeovers are situations where one process must be
stopped and reconfigured to run a different product or
service. We define the changeover time as the amount
of time between the last good piece (A) of the current
run and the first good piece (B) of the next run.
If your set-up time is longer than
your Takt time (customer demand in
seconds)
If your set-up is internal to the
machine.
If a long changeover time creates a
need to build excessive inventory.
How much set-up scrap do we have?
Is our set-up time within our Takt
time?
Are we doing things while the
machine is off that can be done while
it is running?
Can be done anywhere that a process
must be changed over from one
product to another or a machine must
be stopped to load supplies. Great
productivity booster! The goal is to
have the change occur in less than 10
minutes.
SIPOC Map A form of process mapping that separates out the
process into key inputs and outputs and gives a high
level view of key process steps.
Use this mapping technique when
you need to define and control the
scope of your project or event.
Do you need to better describe the
process scope of your event?
Do I understand the real needs of my
customer?
Limit the number of process step
mapped to 5-7. Include the step just
below and beyond the process in
order to better define the scope.
Spaghetti Diagram A spaghetti diagram is a map of the physical flow of
either the material, people or information in a process.
This is a special standard work tool
and should be used anytime the flow
of a process needs to be
documented.
How many times does the work or
worker cross paths during one Takt?
How much non value added motion
exists in the process?
Try to "straighten out" the spaghetti
during your process improvements.
Stakeholder Analysis A stakeholder analysis is a matrix that captures how all
key customers, process owners and senior
management is impacted by and feels toward the
potential process change.
Use this tool early in the change
process to understand key concerns
and roadblocks that you may have to
the improvement implementation.
Do I know how all the key "players"
feel about the work that I am
attempting to do?
Do I know what issues may come up
at the last minute and prevent or
delay success?
Use caution in documenting
"personal" reasons or bias that are
true roadblocks, but need to be
handled delicately.
Standard Work A process to maximize performance with minimum
waste through the best combination of people and
process. It captures the key elements needed to meet
cost, quality delivery and safety objectives.
Often deployed while implementing cellular flow.
This is a foundational tool.
When there is too much / too little
capacity.
When we need to improve
productivity and or quality.
Every process should have
documented standard work.
Do products and materials flow
through the operation or cell?
Are we using Standard Work, do we
have a set of Standard Work
documents posted?
Are Standard worksheets posted in
every work place
With Standard Work in place, you
are able to see problems much faster
and once you see the problem, you
are able to solve it much faster.
Increases predictability and therefore
control over the outcomes of
processes.
Total Productive
Maintenance
A series of methods, used to ensure that all equipment
is always able to perform its required tasks so that the
process is never interrupted due to that equipment
being down for un-planned repairs. It places much of
the responsibility on the actual person running the
process.
Always on critical pieces of
equipment within the site.
Is your OEE low?
Do you have key pieces of
equipment that you are dependent
on?
Do you have equipment down time
issues?
Increased OEE and reduced
equipment downtime. Move from
unplanned to planned downtime.
Value Stream
Mapping
Value Stream Mapping is a method that visually shows
the product, material and information flows within a
product or service
Use VSM to provide the focus and
direction to the objectives
determined by Policy Deployment.
Use to communicate how
improvements in Lead Time, On-
time Delivery, Inventory Reductions,
etc will impact the process.
Where is your future state map?
What is the status of your VSM
Action Plan?
How do you know which
improvements will take you closer to
your vision of the future?
Maps and action plans should be
updated every 6 months.
Visual Management Visual Management is a powerful tool that uses visual
techniques to communicate information broadly.
Think in terms of can a new person enter into the
process area and understand how it is performing in
less than 2 mins, without any explanation?
Use visual management in almost all
situations where it is better, faster
and cheaper to communicate directly
to associates.
Can I perform a 2 min 360 and
understand how well the process is
operating?
Is the information that is important to
users obvious?
Examples range from color codes
files to overhead realtime displays.
BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.
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