FAQs
Is that a real example showing the financial benefits of improving productivity?
It is. The example I give in Section 1.4 is based on a real company in Europe. And, while the figures are simplified for clarity, they exactly match that company’s experience. The logic is perfectly sound.
Why kick off with the Sticklebrick Game Video? Is it really necessary?
I think so. For me, the Game works well for the following reasons –
– It’s an enjoyable and practical way of learning the basic TYM principles,
– It’s an excellent team building exercise for the core team and senior management, and
– It provides good examples of improvements that you can refer to later in the program
Run the Video with your core team and senior management group to lift your TYM kick-off.
How important is top management support for a successful TYM project?
Very important. It’s the single biggest factor in ensuring a long-term successful TYM program. Most people are “boss-watchers” and take their cues on attitudes and behaviours from their top management. Thus, it’s critically important your top management provides open and enthusiastic support, and quickly resolves any cross functional problems that arise.
Can I run a TYM project alongside other improvement projects?
You’re better not to. TYM is such a holistic and wide-ranging improvement program that you should ensure no other improvement initiatives can conflict or interfere with it. If you already have other improvement initiatives on-going that may conflict, then stop or abort them to allow the TYM program to progress unhindered. Or delay the TYM program until any conflict is clear.
Does the Core Project Team have to be available full time?
Yes, if possible. Your TYM program will deliver the quickest and best results if your core team members are available full time. However, in some smaller companies, it can be difficult to find suitable backfill. Then, as a minimum, you should have the project team leader available full time, and the other members of the core team available at least 50% of their time. But the project will then take much longer to complete.
Is your way of Value Stream Mapping too simplistic?
Not at all. My TYM approach is simple and effective. You only need to map your as-is value stream sufficient to challenge out your new TYM ways of working, as I show in Chapter 2. You therefore only need to spend about a couple of hours on it. I’ve seen too many examples of people spending days or even weeks developing as-is maps that are wholly unnecessary.
Why do a Blue-Sky Vision and then a Practical Vision?
I use the Blue-Sky Vision to change the perception of the core team on what’s possible compared with the as-is process. Once they’ve changed their mindset, it becomes much easier for them to develop a TYM Practical Vision that will deliver radical improvements within a year.
Having said that, I give two non-manufacturing examples in Chapter 2, the HR Process and the Invoicing Process, where the TYM teams developed and then implemented their Blue-Sky Vision. Also see Case Study 8 in the Case Studies tab.
Can I use OEE rather than your OAE?
It depends how you define OEE. I always use OAE as the harshest possible measure of operational effectiveness, so that I deliver the highest possible performance. I show the difference between OAE and the more usual measure of OEE in Chapter 9 Section 9.8.2. However, if you define your OEE in exactly the same way as I use OAE, then that’s fine. But most people don’t.
When should I use Bulk Demand and when Rhythm Wheels?
Most batch manufacturing operations make a bulk product first and then pass it through finishing or packaging or assembly operations to produce finished products. Use the bulk demand approach to provide a consistent, predictable load pattern at the front end, and use the rhythm wheel approach to match supply to demand at the back end.
Is the rhythm wheel category with the highest volume always Category A?
No, it’s not. As the number of categories reduces, the highest volume might be a Category B (runs every two weeks) or a Category C (runs every four weeks). You arrange the categories to suit your particular application. (See Chapter 7 Section 7.3.2).
Do we really need a frozen period in our production schedule?
Yes, you do. Ideally, you need a frozen period of at least a week in your production schedule. This allows everyone involved in production operations to plan ahead and make sure that everything is available in terms of resources, equipment and materials. It also helps to ensure a 100% on time delivery performance.
If you have difficulty in achieving this, because of constant demand, material or resource changes, then there is something wrong with your end-to-end planning process. And you need to address this as soon as possible by identifying the reasons for the volatility. You’ll find that most of the reasons that prevent you achieving a frozen period are generated in house. And frankly, there is no good reason for tolerating them. (See Section 7.3.6).
Do we really need to use tracking software to identify stoppages?
Yes, you do. In Chapter 4, I highlight the use of tracking software to identify and measure unplanned stoppages in manufacturing operations. Some people ask why they shouldn’t just use the operators to gather this information. It’s because you never get accurate stoppage information from operators. Not because they’re being wilful or neglectful. They just don’t do it consistently. The benefits from getting consistent and reliable data on stoppages far outweigh its nominal cost.