external, and our scope, then we move on to measure, we need a baseline. So, you know, you and I, I'm a data geek, I love data analysis and things this way. So, you're gonna measure, you know, anything that's impacting that. So let's say it's receiving -- first of all, you want to measure, how many packages are you getting in a day? What's your average volume coming in? How long is it taking us to process it? What's our error rate? Whether that's internal because we're miscounting things? Or it's from our distributors that they're not sending -- you know, they sent the wrong stuff, or they sent a shirt with a hole in it or a stain on it. And what does that impact? How long is it going to take us to get that? And how does that impact production down the line? Are we over-ordering? So now we have access to inventory, you're going to just measure all of those, those things. Time. the time it takes to check items in per job sorting, you know -- Marshall Atkinson You're establishing the baseline. Ali Banholzer You're establishing the baseline. And obviously, we didn't go to a specific case. So it's hard to come up with that. But you're also going to that's one of your toll gates, one of those 15 toll gates in defining it and establishing it as you are going to work as a team for what needs to be measured to fix this problem. And then there are different tools without us going in too far. There are different tools and different ways that we can measure whether it's a piece of paper with tick marks, whether it's a device to track time, whether it is you know, air, you know, one of the things particularly this may pertain more to service industry or a hospital, but we can, let's say we're doing receiving, you can have one sheet of paper with a picture of a T-shirt on it. And if you are getting goods in from a distributor in those holes, you just put an X on the T-shirt wherever the defect was, so that you get an idea of what the most common is. And the reason you might do that is that wherever that most common defect is, that's actually where you want your people checking because you don't want to find that defect on the press, you want to find that defect in receiving. So let's take an extra second to check that side seam because that's where most we're finding the most defects that are in the armpit. under the armpit. Yep, exactly. And so then you analyze the data. “What are you? What does that tell you about the problem?” And then you go to implement or improve, you come up with the ideas, you look for your root causes. You ask the five why's it's kind of like being an anybody that’s raising kids if you have toddlers, their favorite word by Why? Why? And they wear you down until you look at them and just say just because. Marshall Atkinson What I love about the five-way process is that you discover that it's all your fault. Ali Banholzer It's always my fault, the buck stops with me. But you ask the whys until you can't answer it anymore. And then there's also a tool. And that's the six M's or fishbone diagram. And, oh, I'm not sure I can do them off the top of my head, but you take the root cause and then you look at materials. Mankind, Mother Nature, you know what, what is causing, there's six of them and, and I can look themup and give them to you if you want to put them in the notes. But for what it is to, to get to the root cause once you get to the root cause now you're going to implement your changes, how are we going to fix it again, you're working with your team, everybody's coming together to do this. Now, if I back up for just a second, you have your team, you've defined it, you've brainstormed, you've defined it. You're also going to do that for your implementation phase. But your measure phase in your analyze phase, maybe one or two people you know you may not need. You may not need your bookkeeper to help with the measure phase for receiving because they're not in receiving, you know, so you will use
337
Made with FlippingBook - Online catalogs