“Packaging” is spelled M-U-D-A

In Mike Wroblewski’s blog “Got Boondoggle?” he comments on just how much packaging and dunnage is not visible in Toyota’s Industrial Equipment plant. Of course that is remarkable because of just how common it is to find the opposite condition. Factories (and offices) have lots of packaging around, and spend lots of time dealing with it.

Toyota has been working on this a long time. They have the added advantage of being an 800 pound gorilla with most of their suppliers. They can specify packaging and insist on things being done a certain way. In a lot of cases it is the supplier that is the 800 pound gorilla, and a lot of small companies have a hard time being heard. But you can still make a lot of difference if you apply the principle that packaging is muda.

A frequently invoked (and overworked analogy) is the assembler or operator as a surgeon. Everything must be ready for the value-add operation to be performed waste free. If there is waste in the process, keep it away from this point. Surgical instruments come in packages. But I can assure you the surgeon is not unwrapping the scalpel. So who is?

The instruments are prepared and made ready for use by the staff.

Now take this to your factory floor. The first step is to keep dunnage and packaging out of the production area. There are actually a lot of advantages to doing this. The chief one is obviously optimizing your value-add time. But all of that packaging also takes up space. EVERYTHING that enters the production area MUST have a process (meaning a person!) to get it OUT of the production area. Since you have to unpackage that stuff anyway, do it before it gets to production. This means that someone else picks the part and prepares it for use just like the staff in the operating room.

Do this and you have applied one of the principles Liker and Meier point out in The Toyota Way Fieldbook – if you can’t eliminate sources of variation, then isolate them. In other words, set up a barrier that contains the waste so that your value-adding operation sees the result of a perfect supplier.

You can then take the next step: Do this at receiving. If the parts do not arrive from the supplier packed the way that your internal material conveyance system needs them, then put the resources into receiving to convert what you get from your suppliers into what you wish you got from them.

This is applying the principle of systematically pushing waste upstream, closer to the point where it originates. The other thing you have done is force yourself to dedicate resources to deal with this waste instead of spreading it so thin the cost is hidden. You will know what it costs you in terms of people, time, space, etc. to deal with the fact that your suppliers don’t ship what you need. By highlighting the problem instead of burying it, you have the opportunity to address it.

One more thing – it might seem easier to take these little wastes and spread them thin. After all, if everybody just does one or two trivial tasks, it doesn’t seem so bad, does it? It is those trivial wastes, those 5 second, 30 second, 1 minute little things that accumulate to half your productivity. It takes work to see them and eliminate them. Don’t add more to the process on purpose.

Invert the Problem

One very good idea-creation tool is “inverting the problem” – developing ideas on how to cause the effect you are trying to prevent. This is a common approach for developing mistake-proofing, but I just saw a great use of the idea for general teaching.

Ask “How could we make this operation take as long as possible?” Then collect ideas from the team. Everything on the flip chart will be some form of waste that you are trying to avoid. In many cases, I think, even the most resistant minds would concede that nothing on this list is something we would do on purpose.

It follows, then, that if we see we are doing it that we ought to try to stop doing it. And that is what kaizen is all about.

Do Your People Solve the Problem or Work The System?

This article by Anita Tucker and Amy Edmondson at Harvard highlights a problem that is as common on the manufacturing floor as it is in the hospitals they studied:

When people encounter a problem that stops their work, they work the system, get what they need, and continue their work.

A lot of people call this initiative, and most organizations reward this behavior. Many of those organizations have actual or implied negative consequences for bringing up an issue that “you could have solved yourself.” Unfortunately this behavior only accomplishes one thing: It guarantees that the problem will occur again.

What is the big deal? Simple. Small problems accumulate. They do not go away, and more come into play every day. Eventually the Team Members are overwhelmed by “too much to do.” Supervisors press for “more people,” the organization grows in size, and the cycle continues. In health care all you have to do is spend an hour talking to harried nurse to know all of the things that keep them from providing patient care.

Go stand in the chalk circle on your own shop floor. What things keep your Team Members from doing their jobs?