1 00:00:00,000 --> 00:00:02,430 The following content is provided under a Creative 2 00:00:02,430 --> 00:00:03,730 Commons license. 3 00:00:03,730 --> 00:00:06,060 Your support will help MIT OpenCourseWare 4 00:00:06,060 --> 00:00:10,090 continue to offer high quality educational resources for free. 5 00:00:10,090 --> 00:00:12,690 To make a donation or to view additional materials 6 00:00:12,690 --> 00:00:16,560 from hundreds of MIT courses, visit MIT OpenCourseWare 7 00:00:16,560 --> 00:00:17,744 at ocw.mit.edu. 8 00:00:29,255 --> 00:00:31,130 PROFESSOR: First, I want, on a personal note, 9 00:00:31,130 --> 00:00:32,672 I went through the course this summer 10 00:00:32,672 --> 00:00:35,830 and I'm really happy to see so many health care, 11 00:00:35,830 --> 00:00:40,060 or so many attending from the health care sector, because I 12 00:00:40,060 --> 00:00:42,700 think in the future it's going to be quite 13 00:00:42,700 --> 00:00:46,630 impossible to function in good structures 14 00:00:46,630 --> 00:00:50,170 without knowing something about this process improvement, 15 00:00:50,170 --> 00:00:53,917 Lean Six Sigma. 16 00:00:53,917 --> 00:00:55,750 Because otherwise, I don't think that you're 17 00:00:55,750 --> 00:00:58,210 going to be able to contribute in a good and productive 18 00:00:58,210 --> 00:00:58,870 manner. 19 00:00:58,870 --> 00:01:03,130 So, really important, and very nice to see you all here. 20 00:01:03,130 --> 00:01:04,030 All right. 21 00:01:04,030 --> 00:01:10,240 At the end of this, you'll be able to sketch a basic value 22 00:01:10,240 --> 00:01:15,370 stream map, demonstrate some basic analysis of those maps, 23 00:01:15,370 --> 00:01:20,380 and then recognize some steps for process improvement using 24 00:01:20,380 --> 00:01:22,450 your value stream map. 25 00:01:22,450 --> 00:01:25,080 You recognize this? 26 00:01:25,080 --> 00:01:27,810 Back to the hot dog stand. 27 00:01:27,810 --> 00:01:33,720 And it may not look exactly like the ones you made. 28 00:01:33,720 --> 00:01:36,840 So, starts with taking the order, 29 00:01:36,840 --> 00:01:39,480 placing it in the "in" tray. 30 00:01:39,480 --> 00:01:42,060 Get the order, cook the dogs, put them in the bun, 31 00:01:42,060 --> 00:01:43,800 and wrap them at the fruit. 32 00:01:43,800 --> 00:01:46,650 And then it's a question of, do they 33 00:01:46,650 --> 00:01:48,120 need another hot dog or not? 34 00:01:48,120 --> 00:01:50,610 If they don't, they will go up to the order out, 35 00:01:50,610 --> 00:01:53,910 if they do then you go over. 36 00:01:53,910 --> 00:01:56,100 Check if the order is OK. 37 00:01:56,100 --> 00:01:58,080 At the beverage delivered to the customer, 38 00:01:58,080 --> 00:02:01,710 and the customer leaves with their hot dogs. 39 00:02:01,710 --> 00:02:07,440 So, value, as we think about it in Lean, 40 00:02:07,440 --> 00:02:12,270 is really value for the customer. 41 00:02:12,270 --> 00:02:14,220 it's not value for us. 42 00:02:14,220 --> 00:02:17,295 And in particular in health care, 43 00:02:17,295 --> 00:02:19,890 we know so much about the engineering side. 44 00:02:19,890 --> 00:02:23,220 But in health care we really have a difficult time coming 45 00:02:23,220 --> 00:02:24,060 to terms with this. 46 00:02:24,060 --> 00:02:27,270 We struggle with it, because it is oftentimes about, 47 00:02:27,270 --> 00:02:31,020 how do things work best for us, and not so much, 48 00:02:31,020 --> 00:02:33,675 how do things work best for the patients? 49 00:02:36,210 --> 00:02:37,950 If it was the other way, we probably 50 00:02:37,950 --> 00:02:39,478 wouldn't have waiting rooms. 51 00:02:39,478 --> 00:02:40,520 We do have waiting rooms. 52 00:02:40,520 --> 00:02:43,200 We have waiting rooms all over. 53 00:02:43,200 --> 00:02:47,610 In fact, I work in the Emergency Department over at BI, 54 00:02:47,610 --> 00:02:51,060 and we have recently decided that we're 55 00:02:51,060 --> 00:02:53,100 going to make it a formal process 56 00:02:53,100 --> 00:02:55,560 to open our waiting room. 57 00:02:55,560 --> 00:02:57,720 Because we don't really want it, and it's 58 00:02:57,720 --> 00:03:00,000 going to be paged out as a formal process, 59 00:03:00,000 --> 00:03:03,540 as a formal step, that now we decide we open it, 60 00:03:03,540 --> 00:03:05,190 and we will not have it open if we 61 00:03:05,190 --> 00:03:07,620 have any open beds in the Department, 62 00:03:07,620 --> 00:03:09,660 because it doesn't make any sense. 63 00:03:09,660 --> 00:03:13,920 Anyway, that would be value for the customer. 64 00:03:13,920 --> 00:03:16,470 Identify the value stream, map out 65 00:03:16,470 --> 00:03:21,810 the end to end linkages between the processes, what goes on. 66 00:03:21,810 --> 00:03:24,060 Then we focus on making flow continuous 67 00:03:24,060 --> 00:03:27,690 from one end to the other. 68 00:03:27,690 --> 00:03:30,570 Pull, that we heard about earlier on. 69 00:03:30,570 --> 00:03:32,820 Let the customer pull the value rather 70 00:03:32,820 --> 00:03:36,600 than us producing a whole bunch of things that then get piled 71 00:03:36,600 --> 00:03:39,510 up and some of it gets wasted. 72 00:03:39,510 --> 00:03:41,850 Then we do it over and over again, 73 00:03:41,850 --> 00:03:45,480 because we're never really going to reach perfection. 74 00:03:45,480 --> 00:03:49,380 But we're going to strive for the perfection. 75 00:03:49,380 --> 00:03:54,640 So value stream mapping, it's a tool to improve our processes, 76 00:03:54,640 --> 00:03:57,660 our whole production, by identifying 77 00:03:57,660 --> 00:03:59,610 steps that add value. 78 00:03:59,610 --> 00:04:04,290 And also by identifying waste in our processes. 79 00:04:04,290 --> 00:04:06,990 We follow the value creation process, 80 00:04:06,990 --> 00:04:09,630 we talked about, from one end to the other. 81 00:04:09,630 --> 00:04:11,760 And you need to go to Gemba to get out 82 00:04:11,760 --> 00:04:14,040 there and see what happens. 83 00:04:14,040 --> 00:04:16,200 You can't sit in an office-- 84 00:04:16,200 --> 00:04:17,790 you can sit in an office and you can 85 00:04:17,790 --> 00:04:22,210 think that you know what is actually happening. 86 00:04:22,210 --> 00:04:24,840 But in reality you don't. 87 00:04:24,840 --> 00:04:26,550 I have some examples, I'll get to that 88 00:04:26,550 --> 00:04:30,840 a little later, from our final hospital, if we have the time. 89 00:04:30,840 --> 00:04:34,620 But when you go and look at what actually takes place, 90 00:04:34,620 --> 00:04:37,890 you get surprised, even in the environment 91 00:04:37,890 --> 00:04:41,000 that you work in yourself. 92 00:04:41,000 --> 00:04:43,370 Because we all think that we have the solutions 93 00:04:43,370 --> 00:04:47,510 to the problems that we encounter, and sometimes we do, 94 00:04:47,510 --> 00:04:49,490 and sometimes we actually don't. 95 00:04:49,490 --> 00:04:53,630 The value stream map is the process maps that we've done. 96 00:04:53,630 --> 00:04:56,540 Some of you have already added your data. 97 00:04:56,540 --> 00:05:01,820 It can be time data, it can be quality data, inventory, 98 00:05:01,820 --> 00:05:05,900 resources, people, things, and whatever else. 99 00:05:05,900 --> 00:05:09,080 But don't clot your maps with things that 100 00:05:09,080 --> 00:05:11,160 are not really useful for you. 101 00:05:11,160 --> 00:05:15,080 So there are some steps to creating these values to be 102 00:05:15,080 --> 00:05:21,560 maps, and the first is to define customer value, and then 103 00:05:21,560 --> 00:05:22,700 the process. 104 00:05:22,700 --> 00:05:27,155 And we can discuss what customer value is. 105 00:05:27,155 --> 00:05:29,630 That is a debate you can see among yourselves here 106 00:05:29,630 --> 00:05:31,430 with the maps that you've created. 107 00:05:31,430 --> 00:05:34,100 You did not all agree on what adds 108 00:05:34,100 --> 00:05:36,530 value, what customers potentially 109 00:05:36,530 --> 00:05:38,660 would be willing to pay for. 110 00:05:38,660 --> 00:05:39,360 An example. 111 00:05:39,360 --> 00:05:45,170 We've just done a Lean project with our registration people. 112 00:05:45,170 --> 00:05:47,610 Patients need to be registered, right? 113 00:05:47,610 --> 00:05:51,860 And is that a value added process? 114 00:05:51,860 --> 00:05:53,660 We weren't quite agreeing on that, 115 00:05:53,660 --> 00:05:57,290 at least not initially, because you can say, well, I mean, 116 00:05:57,290 --> 00:05:59,180 patients, they don't care. 117 00:05:59,180 --> 00:06:00,950 But in fact, if you dig a little deeper 118 00:06:00,950 --> 00:06:03,770 they probably do, because if you aren't registered, 119 00:06:03,770 --> 00:06:05,720 your visit is not linked to your record, 120 00:06:05,720 --> 00:06:07,460 and then it's not part of your history. 121 00:06:07,460 --> 00:06:10,920 And then it's hard to tie everything together. 122 00:06:10,920 --> 00:06:13,250 So identify the value added and the waste 123 00:06:13,250 --> 00:06:14,870 steps is the next one. 124 00:06:14,870 --> 00:06:17,180 And then, in order to change things 125 00:06:17,180 --> 00:06:18,890 for the better in the future, you 126 00:06:18,890 --> 00:06:21,530 need to understand what you're currently doing. 127 00:06:21,530 --> 00:06:23,960 So you do a map of the current state. 128 00:06:23,960 --> 00:06:26,420 Where are we now? 129 00:06:26,420 --> 00:06:31,400 And then you analyze that map and you find opportunities 130 00:06:31,400 --> 00:06:33,590 for improving things. 131 00:06:33,590 --> 00:06:39,110 You can look at bottlenecks, you can look at work load 132 00:06:39,110 --> 00:06:42,920 balancing, and you can have that as an open discussion 133 00:06:42,920 --> 00:06:45,020 of what can you make better. 134 00:06:45,020 --> 00:06:50,047 And now you've just heard the module on people. 135 00:06:50,047 --> 00:06:51,380 And that's actually interesting. 136 00:06:51,380 --> 00:06:55,950 If you involve everybody in this process, 137 00:06:55,950 --> 00:06:58,400 you can get a lot of good synergy in it. 138 00:06:58,400 --> 00:07:01,940 And by involving some of the skeptics 139 00:07:01,940 --> 00:07:03,830 you can actually win them over sometimes. 140 00:07:03,830 --> 00:07:06,080 We've done that too, surprisingly enough. 141 00:07:06,080 --> 00:07:08,540 But it is possible. 142 00:07:08,540 --> 00:07:11,180 Then you use that to create your future state map, 143 00:07:11,180 --> 00:07:12,890 and then you make an action plan for how 144 00:07:12,890 --> 00:07:14,400 you are going to get there. 145 00:07:14,400 --> 00:07:20,520 And I think we'll get to that on day three, in the A3 thinking. 146 00:07:20,520 --> 00:07:26,040 All right, we're back to this one that follows the value 147 00:07:26,040 --> 00:07:27,450 creation process. 148 00:07:27,450 --> 00:07:30,920 And you have, in your groups, assessed 149 00:07:30,920 --> 00:07:35,390 the values and the wastes for each of the processes. 150 00:07:35,390 --> 00:07:39,140 And now it's time to add some data. 151 00:07:39,140 --> 00:07:42,590 I think that we'll just go with the map 152 00:07:42,590 --> 00:07:46,700 that you had handed out, all the data should be on it. 153 00:07:46,700 --> 00:07:49,820 Time's in seconds, and there's some quality measurements 154 00:07:49,820 --> 00:07:53,245 as well, because the processes there 155 00:07:53,245 --> 00:07:55,120 weren't perfect the whole way through, right? 156 00:07:55,120 --> 00:07:57,260 It was 100% every time. 157 00:07:57,260 --> 00:08:00,410 We know our demand, our current demand at least, 158 00:08:00,410 --> 00:08:02,790 for the 50 customers. 159 00:08:02,790 --> 00:08:04,860 And we know how long we're open, so we 160 00:08:04,860 --> 00:08:10,350 know how long time we have to fulfill the orders as they are. 161 00:08:10,350 --> 00:08:13,770 The takt time is our available times. 162 00:08:13,770 --> 00:08:18,180 It's 4 hours time 60 minutes, that should be 240 minutes. 163 00:08:18,180 --> 00:08:21,370 And the demand is 50 customers. 164 00:08:21,370 --> 00:08:26,430 So we have 4.8, or 288 seconds per customer. 165 00:08:26,430 --> 00:08:31,680 We also know that the cycle time from what we added up 166 00:08:31,680 --> 00:08:36,159 is actually 446 seconds. 167 00:08:36,159 --> 00:08:39,030 So we can all understand that they're pretty stressed, right, 168 00:08:39,030 --> 00:08:43,169 because they're spending more time than they really have. 169 00:08:43,169 --> 00:08:45,330 And then there's the alternative calculation 170 00:08:45,330 --> 00:08:51,030 where you've taken the set out and the clean out time out. 171 00:08:51,030 --> 00:08:53,520 Some of you might have been thinking about that 172 00:08:53,520 --> 00:08:55,500 and done that when things are slow. 173 00:08:55,500 --> 00:08:59,130 And that gives you a little shorter takt time. 174 00:08:59,130 --> 00:09:01,590 But there's still an imbalance between the takt time 175 00:09:01,590 --> 00:09:02,430 and the cycle time. 176 00:09:02,430 --> 00:09:05,270 So you're still in the negative. 177 00:09:05,270 --> 00:09:06,940 But you have two workers. 178 00:09:06,940 --> 00:09:11,330 So the question is, can you meet their demands? 179 00:09:11,330 --> 00:09:12,080 All right. 180 00:09:12,080 --> 00:09:15,410 If you take the second handout that you 181 00:09:15,410 --> 00:09:19,460 got, with the different processes on, 182 00:09:19,460 --> 00:09:20,960 write down in your groups. 183 00:09:20,960 --> 00:09:23,900 You have 10 minutes, you'll get a warning after 7. 184 00:09:23,900 --> 00:09:28,610 Write down who is doing what, how much time they're spending, 185 00:09:28,610 --> 00:09:32,270 and then as well whether it's value added or non value added. 186 00:09:35,313 --> 00:09:36,980 All right, we're going to start off here 187 00:09:36,980 --> 00:09:38,720 because you look very ready. 188 00:09:38,720 --> 00:09:42,070 You're starting to search for solutions, here. 189 00:09:42,070 --> 00:09:47,450 Sasha, how much is he working, or she. 190 00:09:47,450 --> 00:09:50,390 GUEST SPEAKER 1: 159, OK. 191 00:09:50,390 --> 00:09:53,030 Andy? 192 00:09:53,030 --> 00:09:54,920 224. 193 00:09:54,920 --> 00:09:58,330 OK, now, Wait and Neither should be the same. 194 00:09:58,330 --> 00:10:02,600 So let's look at value added, non value added. 195 00:10:02,600 --> 00:10:09,800 209, 174, 63 wait. 196 00:10:09,800 --> 00:10:15,348 All right, that seems reasonable. 197 00:10:15,348 --> 00:10:16,640 Let's see if other folks agree. 198 00:10:16,640 --> 00:10:19,610 And again, just like last time, these things 199 00:10:19,610 --> 00:10:21,350 are kind of open to interpretation. 200 00:10:21,350 --> 00:10:24,470 Hopefully, actually, this mix is pretty prescribed, 201 00:10:24,470 --> 00:10:26,490 but this is up to your judgment. 202 00:10:26,490 --> 00:10:28,970 So we're expecting some different answers here. 203 00:10:31,860 --> 00:10:34,760 So this time we've got, basically because we 204 00:10:34,760 --> 00:10:37,550 constrained the problem down, these answers tend to agree, 205 00:10:37,550 --> 00:10:41,630 these are still, people have different opinions 206 00:10:41,630 --> 00:10:42,930 about different things. 207 00:10:42,930 --> 00:10:44,970 And so we have a fair range there. 208 00:10:44,970 --> 00:10:47,750 But it does look like, as an over all, 209 00:10:47,750 --> 00:10:49,790 that this isn't a bad process. 210 00:10:49,790 --> 00:10:51,980 There's more value added than non value added. 211 00:10:51,980 --> 00:10:54,688 So that's pretty good, actually. 212 00:10:54,688 --> 00:10:56,480 So these people are not wasting their time. 213 00:10:56,480 --> 00:10:59,480 But there is a substantial fraction of non value 214 00:10:59,480 --> 00:11:02,880 added and wait time in the process. 215 00:11:02,880 --> 00:11:05,390 And what can we say about Sasha and Andy? 216 00:11:05,390 --> 00:11:06,125 Balanced process? 217 00:11:08,810 --> 00:11:09,890 No. 218 00:11:09,890 --> 00:11:14,600 That may be an opportunity to do better, 219 00:11:14,600 --> 00:11:17,090 and gets right at this issue of, well, 220 00:11:17,090 --> 00:11:19,880 our cycle time, our takt time, the time 221 00:11:19,880 --> 00:11:23,120 that each individual person is working 222 00:11:23,120 --> 00:11:24,530 don't match up right now. 223 00:11:24,530 --> 00:11:28,513 So back to Bo, and we'll see where we can go from here. 224 00:11:28,513 --> 00:11:29,930 PROFESSOR: And you could also say, 225 00:11:29,930 --> 00:11:32,390 with the differences on the value 226 00:11:32,390 --> 00:11:35,060 added and the non value added time, 227 00:11:35,060 --> 00:11:38,030 what would you do to understand that better, now we're sitting 228 00:11:38,030 --> 00:11:41,530 and doing it on paper here? 229 00:11:41,530 --> 00:11:43,683 AUDIENCE: I can't answer that question. 230 00:11:43,683 --> 00:11:44,705 [LAUGHTER] 231 00:11:44,705 --> 00:11:45,890 I have another comment. 232 00:11:48,410 --> 00:11:49,903 We watch the process. 233 00:11:49,903 --> 00:11:50,570 PROFESSOR: Yeah. 234 00:11:50,570 --> 00:11:51,710 AUDIENCE: You could go and watch the process. 235 00:11:51,710 --> 00:11:53,640 PROFESSOR: Go and watch the process. 236 00:11:53,640 --> 00:11:56,080 And how about talking to the people there, right? 237 00:11:56,080 --> 00:11:58,370 The customers. 238 00:11:58,370 --> 00:12:02,522 AUDIENCE: That brings me to that, in CQI you would give it, 239 00:12:02,522 --> 00:12:03,980 I can't actually remember now, it's 240 00:12:03,980 --> 00:12:05,600 been a while since I've implemented these. 241 00:12:05,600 --> 00:12:06,890 But we would give it a number. 242 00:12:06,890 --> 00:12:12,980 So that not every unit of Andy and Sasha would equal 1. 243 00:12:12,980 --> 00:12:15,800 And I think maybe we would value some of her chit chat 244 00:12:15,800 --> 00:12:18,650 as personal relations that actually people may be coming 245 00:12:18,650 --> 00:12:19,880 back to get the hot dogs. 246 00:12:19,880 --> 00:12:21,500 Not because hot dogs are great to eat 247 00:12:21,500 --> 00:12:24,860 and they love these hot dogs, but she brings them back. 248 00:12:24,860 --> 00:12:28,610 So her time spent chatting, although taking up time, 249 00:12:28,610 --> 00:12:31,580 may be given more than one, or his less than 1. 250 00:12:31,580 --> 00:12:35,650 So they may be doing balanced work 251 00:12:35,650 --> 00:12:37,993 if you look at it on a deeper level. 252 00:12:37,993 --> 00:12:39,660 PROFESSOR: At least that's an assumption 253 00:12:39,660 --> 00:12:41,700 until you have clarified with the customers 254 00:12:41,700 --> 00:12:43,820 whether this is really something that they value. 255 00:12:46,380 --> 00:12:48,830 GUEST SPEAKER 1: That's actually a comment 256 00:12:48,830 --> 00:12:51,450 that can be taken in a couple of different directions, right. 257 00:12:51,450 --> 00:12:54,540 Right now this is absolute time spent doing everything. 258 00:12:54,540 --> 00:13:00,120 So based on this, should Sasha chit chat more or less? 259 00:13:00,120 --> 00:13:03,120 Does it do any good if she does less? 260 00:13:03,120 --> 00:13:05,533 No, actually it solves nothing and makes 261 00:13:05,533 --> 00:13:06,450 the customers annoyed. 262 00:13:06,450 --> 00:13:09,090 So maybe more is the answer there. 263 00:13:09,090 --> 00:13:10,450 That's right. 264 00:13:10,450 --> 00:13:13,140 Yeah, and now this is just the time, right. 265 00:13:13,140 --> 00:13:15,660 You're also getting into sort of a value judgment of who 266 00:13:15,660 --> 00:13:19,630 is doing more for the company, and that's dangerous, 267 00:13:19,630 --> 00:13:22,140 so we won't go there very far. 268 00:13:22,140 --> 00:13:25,170 But certainly it's not hurting anything for her 269 00:13:25,170 --> 00:13:28,200 to keep doing that right now, because she's actually 270 00:13:28,200 --> 00:13:30,180 underutilized compared to Andy. 271 00:13:30,180 --> 00:13:32,460 OK, so we're actually going to do some numbers 272 00:13:32,460 --> 00:13:33,690 on that thought. 273 00:13:33,690 --> 00:13:38,370 PROFESSOR: Yeah, and we are going to do, let's see here. 274 00:13:38,370 --> 00:13:39,870 GUEST SPEAKER 1: Click, there we go. 275 00:13:39,870 --> 00:13:45,150 PROFESSOR: If we look at Sasha's tasks, we all got 159. 276 00:13:45,150 --> 00:13:46,510 50 orders. 277 00:13:46,510 --> 00:13:52,590 So she is working 133 minutes out of the 240 minutes 278 00:13:52,590 --> 00:13:53,510 available. 279 00:13:56,610 --> 00:14:02,940 And Andy was 224 seconds per order. 280 00:14:02,940 --> 00:14:06,600 So working effectively 187 minutes out 281 00:14:06,600 --> 00:14:09,120 of the 240 minutes available. 282 00:14:09,120 --> 00:14:15,570 And so their work time, or their workload. 283 00:14:15,570 --> 00:14:18,570 Sasha's working 55% of the available time 284 00:14:18,570 --> 00:14:24,300 and Andy is 78 of the available time. 285 00:14:24,300 --> 00:14:31,080 And their capacity, if you, let me see here, 286 00:14:31,080 --> 00:14:34,530 the touch time per order, if you take the waiting time out, 287 00:14:34,530 --> 00:14:41,350 should be 224 seconds, which is defined by the one that's 288 00:14:41,350 --> 00:14:45,320 the slowest, which is Andy. 289 00:14:45,320 --> 00:14:47,120 OK. 290 00:14:47,120 --> 00:14:50,910 So if you say that's 224. 291 00:14:50,910 --> 00:14:56,930 So they should be able to serve 64 customers. 292 00:14:56,930 --> 00:14:58,950 GUEST SPEAKER 1: That's if Andy maxes out. 293 00:14:58,950 --> 00:15:04,100 PROFESSOR: Yeah, working 100% of the available time. 294 00:15:04,100 --> 00:15:05,900 That's not always a good idea. 295 00:15:05,900 --> 00:15:08,550 It's hard, at least. 296 00:15:08,550 --> 00:15:14,030 So we're not going to talk about the variations right now, 297 00:15:14,030 --> 00:15:15,770 we're going to do that later. 298 00:15:15,770 --> 00:15:16,710 GUEST SPEAKER 1: We got a question here? 299 00:15:16,710 --> 00:15:17,293 AUDIENCE: Yes. 300 00:15:17,293 --> 00:15:20,570 Just looking at this data, if we were analyzing 301 00:15:20,570 --> 00:15:23,750 this company saying, what can we do to create a Lean process. 302 00:15:23,750 --> 00:15:25,340 Would our initial thought be, OK, 303 00:15:25,340 --> 00:15:27,205 what are the tasks that aren't needed 304 00:15:27,205 --> 00:15:29,190 and how do you delete them from the process? 305 00:15:29,190 --> 00:15:32,420 Or would we say, OK, what are the tasks that Andy's currently 306 00:15:32,420 --> 00:15:36,680 doing that we could, perhaps, reallocate to Sasha such 307 00:15:36,680 --> 00:15:39,368 that we have a more continuous flow to the process? 308 00:15:39,368 --> 00:15:40,910 PROFESSOR: That is what you are going 309 00:15:40,910 --> 00:15:45,020 to be discussing in the next exercise that is coming up here 310 00:15:45,020 --> 00:15:46,950 in a minute or two. 311 00:15:46,950 --> 00:15:49,790 And then you can determine what you find more feasible. 312 00:15:49,790 --> 00:15:52,040 GUEST SPEAKER 1: Although you have a good point there, 313 00:15:52,040 --> 00:15:54,440 because the thing you said second is 314 00:15:54,440 --> 00:15:56,180 the one that's in the exercise. 315 00:15:56,180 --> 00:15:58,820 The thing you said first gets at that issue 316 00:15:58,820 --> 00:16:01,400 of, well, let's make Sasha more efficient. 317 00:16:01,400 --> 00:16:03,740 Or not, because as we get a little deeper 318 00:16:03,740 --> 00:16:07,040 into the analysis, we find that that's not actually 319 00:16:07,040 --> 00:16:08,460 going to help us. 320 00:16:08,460 --> 00:16:12,103 So hold the rest of that thought. 321 00:16:12,103 --> 00:16:13,520 PROFESSOR: But the best first step 322 00:16:13,520 --> 00:16:16,100 is to do what you've done now and analyze 323 00:16:16,100 --> 00:16:17,300 what's actually going on. 324 00:16:19,850 --> 00:16:23,320 We saw that our current production, the 50 customers, 325 00:16:23,320 --> 00:16:25,390 is actually a little less than they 326 00:16:25,390 --> 00:16:29,980 can produce the way they're doing, 327 00:16:29,980 --> 00:16:31,780 or the way they could be doing things 328 00:16:31,780 --> 00:16:33,610 if they were working 100%. 329 00:16:33,610 --> 00:16:37,270 So they need to improve their processes in order 330 00:16:37,270 --> 00:16:38,830 to meet their growing demand. 331 00:16:38,830 --> 00:16:40,147 They're a popular stand. 332 00:16:40,147 --> 00:16:41,980 Whether it's the talking, the chit chatting, 333 00:16:41,980 --> 00:16:45,580 or the quality of the hot dogs, we don't know at this point. 334 00:16:45,580 --> 00:16:51,700 But we can see that they're underutilized 55% to 78%. 335 00:16:51,700 --> 00:16:55,120 And their work is not balanced, either, 336 00:16:55,120 --> 00:16:56,950 and their cycle time per customer 337 00:16:56,950 --> 00:17:02,000 is too long, regardless of how you calculate it. 338 00:17:02,000 --> 00:17:07,150 So you should be able to shorten that by looking at it, OK. 339 00:17:07,150 --> 00:17:10,270 And that is your next job. 340 00:17:10,270 --> 00:17:14,180 Help them figure out what they can improve. 341 00:17:14,180 --> 00:17:17,180 How can they improve their utilization? 342 00:17:17,180 --> 00:17:19,849 How can they reduce their cycle times? 343 00:17:19,849 --> 00:17:23,270 So now you can change the order that they do things in. 344 00:17:23,270 --> 00:17:27,650 And find out what they need to do in order to serve 345 00:17:27,650 --> 00:17:32,350 75 customers and 100 customers. 346 00:17:32,350 --> 00:17:34,920 So this is 10 minutes. 347 00:17:34,920 --> 00:17:37,430 GUEST SPEAKER 1: OK, so this is a brainstorm. 348 00:17:37,430 --> 00:17:40,620 That's actually sort of a technical term, right. 349 00:17:40,620 --> 00:17:45,085 Have people gone through brainstorming exercises before? 350 00:17:45,085 --> 00:17:45,710 AUDIENCE: Yeah. 351 00:17:45,710 --> 00:17:47,000 GUEST SPEAKER 1: So it's interesting, 352 00:17:47,000 --> 00:17:48,620 the medical people are saying yes. 353 00:17:48,620 --> 00:17:49,730 Engineers? 354 00:17:49,730 --> 00:17:50,360 Yeah, OK. 355 00:17:50,360 --> 00:17:52,490 So you're throwing ideas out there, 356 00:17:52,490 --> 00:17:55,250 no idea is rejected at this point. 357 00:17:55,250 --> 00:17:58,220 Let's just collect thoughts. 358 00:17:58,220 --> 00:18:01,160 PROFESSOR: Let's start back up and hear 359 00:18:01,160 --> 00:18:05,120 if you have some suggestions for changes, improvement. 360 00:18:08,370 --> 00:18:09,600 Go ahead. 361 00:18:09,600 --> 00:18:12,965 AUDIENCE: So we started to look at the process of just taking 362 00:18:12,965 --> 00:18:14,590 the orders, because it seemed like that 363 00:18:14,590 --> 00:18:17,460 was where a lot of inefficiencies 364 00:18:17,460 --> 00:18:18,690 were disseminating from. 365 00:18:18,690 --> 00:18:22,272 Or rather, a lot of the hold ups, from our chart, 366 00:18:22,272 --> 00:18:22,980 were coming from. 367 00:18:22,980 --> 00:18:24,630 So we thought that it might actually 368 00:18:24,630 --> 00:18:28,320 be a better idea if there were precreated 369 00:18:28,320 --> 00:18:32,050 tickets, where a customer could write in their name, 370 00:18:32,050 --> 00:18:33,330 write in what they want. 371 00:18:33,330 --> 00:18:35,070 And then give it to Sasha. 372 00:18:35,070 --> 00:18:40,575 And then while Sasha was filling their drink order, 373 00:18:40,575 --> 00:18:41,520 they could pay her. 374 00:18:41,520 --> 00:18:45,660 And that would get rid of her adding the beverage later on, 375 00:18:45,660 --> 00:18:51,570 her rechecking the order, some of those inefficiencies. 376 00:18:51,570 --> 00:18:55,590 The other bird that it kills is that, while wait time, capital 377 00:18:55,590 --> 00:18:58,260 wait time, might not change initially, 378 00:18:58,260 --> 00:19:02,100 the perceived wait time would change for the customer. 379 00:19:02,100 --> 00:19:05,055 Because if you hand them the drink ahead of time 380 00:19:05,055 --> 00:19:07,555 they have the perception that, hey, things are coming along. 381 00:19:07,555 --> 00:19:09,472 GUEST SPEAKER 1: All right, yeah, that's good. 382 00:19:09,472 --> 00:19:11,250 They always bring the wine first. 383 00:19:11,250 --> 00:19:13,042 AUDIENCE: Get your drink first. 384 00:19:13,042 --> 00:19:15,000 PROFESSOR: So they can sell you an extra glass. 385 00:19:15,000 --> 00:19:16,500 GUEST SPEAKER 1: Yeah, that's right. 386 00:19:16,500 --> 00:19:18,292 It's already gone by the time dinner comes. 387 00:19:18,292 --> 00:19:21,990 PROFESSOR: Any other suggestions? 388 00:19:21,990 --> 00:19:23,290 Want to go, back table? 389 00:19:23,290 --> 00:19:23,790 Yeah? 390 00:19:23,790 --> 00:19:27,210 AUDIENCE: So we've thought, for steps number 10 and 11, 391 00:19:27,210 --> 00:19:30,840 with some different preparation work, such as keeping 392 00:19:30,840 --> 00:19:33,540 double the amount of stocked items 393 00:19:33,540 --> 00:19:37,110 and double the amount of trash bins, et cetera, condiments, 394 00:19:37,110 --> 00:19:39,090 they could cut that time in half and only 395 00:19:39,090 --> 00:19:41,460 do that work every two hours. 396 00:19:41,460 --> 00:19:42,420 PROFESSOR: Right, OK. 397 00:19:45,960 --> 00:19:49,884 AUDIENCE: Since Sasha is not the one actually picking the order, 398 00:19:49,884 --> 00:19:51,770 she's just filling order tickets, 399 00:19:51,770 --> 00:19:54,420 she ought to help Andy out in the kitchen, 400 00:19:54,420 --> 00:20:02,380 by being the one to do part of steps 4 and 5. 401 00:20:02,380 --> 00:20:03,160 Yeah. 402 00:20:03,160 --> 00:20:06,220 If Andy puts the dog in the dinner, wraps it in foil, 403 00:20:06,220 --> 00:20:09,348 she can just add the fruits of choice 404 00:20:09,348 --> 00:20:10,765 and put it in a selling container. 405 00:20:10,765 --> 00:20:14,230 That way she doesn't have to recheck in step 7, 406 00:20:14,230 --> 00:20:17,020 because she's the one actually doing it. 407 00:20:17,020 --> 00:20:19,570 So when we recalculate the numbers for that, 408 00:20:19,570 --> 00:20:23,800 originally right now it's 50 of value added time, 36 of not. 409 00:20:23,800 --> 00:20:28,030 From 4 to 8 is 36 of non value time and 33 of wait time. 410 00:20:28,030 --> 00:20:31,062 When we change what they're doing in each part of that, 411 00:20:31,062 --> 00:20:33,520 so that he's just doing the dogs and she's doing everything 412 00:20:33,520 --> 00:20:35,770 else, and we take out that sitting on the counter wait 413 00:20:35,770 --> 00:20:39,760 time, it all becomes 80 of value added time. 414 00:20:39,760 --> 00:20:42,692 So we have no non value added time anymore, and no wait time. 415 00:20:42,692 --> 00:20:43,900 So we've eliminated all that. 416 00:20:43,900 --> 00:20:47,440 And we have 80 of value, versus the 50 that's originally there. 417 00:20:47,440 --> 00:20:48,160 PROFESSOR: OK. 418 00:20:48,160 --> 00:20:51,400 Does it change any of the times in between the two of them? 419 00:20:54,220 --> 00:20:55,642 AUDIENCE: Yeah, it would. 420 00:20:58,415 --> 00:21:00,040 PROFESSOR: Sasha is going to work more? 421 00:21:00,040 --> 00:21:01,330 AUDIENCE: A little bit more. 422 00:21:01,330 --> 00:21:02,410 20 seconds more. 423 00:21:02,410 --> 00:21:07,690 She was originally, from 4 to 7, 21, and now she's 40. 424 00:21:07,690 --> 00:21:09,760 PROFESSOR: OK. 425 00:21:09,760 --> 00:21:13,180 So those are seconds that is going from Andy? 426 00:21:13,180 --> 00:21:16,350 AUDIENCE: From Andy to Sasha. 427 00:21:16,350 --> 00:21:19,060 We had a similar suggestion where 428 00:21:19,060 --> 00:21:21,580 Sasha would do some of the work of filling the container. 429 00:21:21,580 --> 00:21:25,990 But we kind of envisioned it as a flow or a [INAUDIBLE],, 430 00:21:25,990 --> 00:21:28,240 and that she would fill the containers 431 00:21:28,240 --> 00:21:29,990 and then Andy could just look down 432 00:21:29,990 --> 00:21:35,050 and see how many containers are just waiting for him. 433 00:21:35,050 --> 00:21:38,170 And then he could just put the hot dogs in, wrap them up, 434 00:21:38,170 --> 00:21:40,000 and then you have a bag. 435 00:21:40,000 --> 00:21:42,160 They would already have the fruit. 436 00:21:42,160 --> 00:21:46,030 She would put the bun in the foil. 437 00:21:48,792 --> 00:21:50,000 GUEST SPEAKER 1: I like that. 438 00:21:50,000 --> 00:21:52,330 Very nice. 439 00:21:52,330 --> 00:21:54,443 PROFESSOR: Other suggestions? 440 00:21:54,443 --> 00:21:56,860 AUDIENCE: We have the customers getting their own beverage 441 00:21:56,860 --> 00:21:59,494 and putting their own toppings on. 442 00:21:59,494 --> 00:22:02,973 That cuts down on time, and it also reduces the errors. 443 00:22:02,973 --> 00:22:05,800 You're picking your hot dog, you can't screw it up. 444 00:22:05,800 --> 00:22:09,890 And then, the customer knows what they want. 445 00:22:09,890 --> 00:22:13,390 And it would also give them more control over particulars, 446 00:22:13,390 --> 00:22:16,216 ketchup versus mustard, or whatever. 447 00:22:16,216 --> 00:22:18,615 And we also have them getting their own fruit. 448 00:22:24,181 --> 00:22:26,089 PROFESSOR: All right, very good. 449 00:22:28,960 --> 00:22:32,280 More suggestions? 450 00:22:32,280 --> 00:22:36,750 All right, so, what you have done here 451 00:22:36,750 --> 00:22:41,310 is, you have rearranged some of your processes. 452 00:22:41,310 --> 00:22:51,240 You have changed the workload in between the two in the business 453 00:22:51,240 --> 00:22:51,833 here as well. 454 00:22:51,833 --> 00:22:53,250 So that they're working more even, 455 00:22:53,250 --> 00:22:55,350 or have a more even workload. 456 00:22:55,350 --> 00:22:58,080 And you're involving the customers, saying, 457 00:22:58,080 --> 00:23:00,060 customers can do some stuff themselves. 458 00:23:00,060 --> 00:23:03,270 They can pick up the fruit, they can pick up the drink. 459 00:23:03,270 --> 00:23:06,540 Don't need to have someone doing that for them. 460 00:23:06,540 --> 00:23:07,440 Right. 461 00:23:07,440 --> 00:23:12,120 And some of you focused on reducing the, or involving 462 00:23:12,120 --> 00:23:14,850 the customers, to make the wait time go down as well. 463 00:23:14,850 --> 00:23:16,110 I like that. 464 00:23:16,110 --> 00:23:18,600 What else do we-- 465 00:23:18,600 --> 00:23:21,810 GUEST SPEAKER 1: So did anybody go to Fresco's today? 466 00:23:21,810 --> 00:23:26,190 That lunch place, a little deli, catty corner. 467 00:23:26,190 --> 00:23:28,830 I guess not, no. 468 00:23:28,830 --> 00:23:32,520 they have a great system there, which is apocryphal. 469 00:23:32,520 --> 00:23:34,060 I'm not sure if this story is true. 470 00:23:34,060 --> 00:23:37,590 But I know one of the Saturday Night Live 471 00:23:37,590 --> 00:23:40,590 people actually lived in Cambridge for a long time. 472 00:23:40,590 --> 00:23:44,250 It's alleged to be the "cheeseburger cheeseburger" 473 00:23:44,250 --> 00:23:45,750 inspiration. 474 00:23:45,750 --> 00:23:48,550 You say what you want in a yell, right. 475 00:23:48,550 --> 00:23:51,020 There's no ticket, there's no, you know. 476 00:23:53,700 --> 00:23:57,960 And then they yell back, to make sure they understood the order. 477 00:23:57,960 --> 00:23:59,210 BLT small fries! 478 00:23:59,210 --> 00:24:01,350 BLT small fries! 479 00:24:01,350 --> 00:24:04,287 Takes one second to say, low error rate. 480 00:24:04,287 --> 00:24:06,870 High training, that guy has got to keep it in his head, right. 481 00:24:11,430 --> 00:24:15,060 Yeah, so, most of the other possibilities 482 00:24:15,060 --> 00:24:19,120 are definitely up here, some good ideas. 483 00:24:19,120 --> 00:24:22,410 And this part, by the way, is also pretty realistic, 484 00:24:22,410 --> 00:24:23,910 in the sense that this is art. 485 00:24:23,910 --> 00:24:26,700 You don't know the answers, none of these techniques 486 00:24:26,700 --> 00:24:29,260 tell you the answer. 487 00:24:29,260 --> 00:24:30,900 What they do is frame the problem 488 00:24:30,900 --> 00:24:33,722 and help you understand what problems 489 00:24:33,722 --> 00:24:34,680 you're trying to solve. 490 00:24:34,680 --> 00:24:37,190 You're not trying to make Sasha stop chatting. 491 00:24:37,190 --> 00:24:40,860 You're trying to improve the overall performance 492 00:24:40,860 --> 00:24:44,290 of the system. 493 00:24:44,290 --> 00:24:47,100 One question we have with this is that not all the time was 494 00:24:47,100 --> 00:24:49,500 allocated, and it's unclear exactly why the wait 495 00:24:49,500 --> 00:24:52,580 times are the way they are. 496 00:24:52,580 --> 00:24:54,690 The question of the flow of orders, 497 00:24:54,690 --> 00:24:57,840 and so maybe from 11 to 1 they are at capacity, 498 00:24:57,840 --> 00:25:01,590 and there's just no demand 10 to 11 or 1 to 2. 499 00:25:01,590 --> 00:25:03,990 So there might not even be the opportunity 500 00:25:03,990 --> 00:25:06,940 to increase the capacity to hire another person 501 00:25:06,940 --> 00:25:08,775 or to do something different. 502 00:25:08,775 --> 00:25:10,400 PROFESSOR: And that's the kind of thing 503 00:25:10,400 --> 00:25:13,010 you would find out by actually going and observing 504 00:25:13,010 --> 00:25:15,830 the process, rather than us sitting in a classroom 505 00:25:15,830 --> 00:25:19,520 here and saying, this is the way it is. 506 00:25:19,520 --> 00:25:21,020 GUEST SPEAKER 1: That's right. 507 00:25:21,020 --> 00:25:23,990 On the other hand, there are things 508 00:25:23,990 --> 00:25:27,140 that always help, even if there is that issue of, maybe some 509 00:25:27,140 --> 00:25:28,760 of the time they're slammed. 510 00:25:28,760 --> 00:25:31,280 Balancing always helps. 511 00:25:31,280 --> 00:25:34,650 Eliminating non value added steps always helps. 512 00:25:34,650 --> 00:25:36,902 So there are some things you can do confidently. 513 00:25:36,902 --> 00:25:38,360 There are other things that you may 514 00:25:38,360 --> 00:25:40,652 have to actually go and see, well does this make sense. 515 00:25:40,652 --> 00:25:41,990 Will this work. 516 00:25:41,990 --> 00:25:44,523 And possibly even experiment with, try it, 517 00:25:44,523 --> 00:25:46,190 see how it goes the next couple of days. 518 00:25:49,420 --> 00:25:53,260 PROFESSOR: So, a few things that we thought about. 519 00:25:53,260 --> 00:25:55,490 The "in" order, where it's sitting, what is it, 520 00:25:55,490 --> 00:25:57,670 30 seconds, here in step 2. 521 00:25:57,670 --> 00:26:01,270 And the "out" order. 522 00:26:01,270 --> 00:26:02,140 Take those away. 523 00:26:05,200 --> 00:26:09,490 Inspection, we heard earlier, that inspection 524 00:26:09,490 --> 00:26:10,810 doesn't add much. 525 00:26:10,810 --> 00:26:12,972 GUEST SPEAKER 1: I really like this. 526 00:26:12,972 --> 00:26:14,680 I don't think I've heard that one before. 527 00:26:14,680 --> 00:26:18,760 The thought of consolidating Sasha's work and the inspection 528 00:26:18,760 --> 00:26:20,920 into one step. 529 00:26:20,920 --> 00:26:24,470 So then you get the quality, but there's no extra step. 530 00:26:24,470 --> 00:26:29,650 So, that's a good solution to not apriori eliminate 531 00:26:29,650 --> 00:26:32,500 inspection, which might lead to quality issues. 532 00:26:32,500 --> 00:26:37,610 PROFESSOR: And balance the work you've already done, as well. 533 00:26:37,610 --> 00:26:40,180 Now we're down here to create a future state 534 00:26:40,180 --> 00:26:45,160 map to visualize how we want this to look in the future. 535 00:26:45,160 --> 00:26:47,417 And then, create the action plan for how you're 536 00:26:47,417 --> 00:26:48,625 going to achieve your change. 537 00:26:51,140 --> 00:26:53,190 Because talk alone won't do it. 538 00:26:53,190 --> 00:27:00,080 So, make the map, create a plan, set some deadlines, 539 00:27:00,080 --> 00:27:02,930 and assign some responsibilities for who's 540 00:27:02,930 --> 00:27:06,370 going to do what to change things. 541 00:27:06,370 --> 00:27:09,830 So the value stream map is useful to visualize 542 00:27:09,830 --> 00:27:12,560 what is going on in the interactions and the flows, 543 00:27:12,560 --> 00:27:17,480 and gives you the linkages between your information 544 00:27:17,480 --> 00:27:19,530 and your product flows. 545 00:27:19,530 --> 00:27:21,260 It gives you a language that you can 546 00:27:21,260 --> 00:27:23,310 talk about with the ones who are in the group. 547 00:27:23,310 --> 00:27:26,300 And you can identify your constraints and capacities 548 00:27:26,300 --> 00:27:28,170 and wastes. 549 00:27:28,170 --> 00:27:29,990 GUEST SPEAKER 1: Do you have a question? 550 00:27:29,990 --> 00:27:31,830 AUDIENCE: I just have a question about the process. 551 00:27:31,830 --> 00:27:33,720 Maybe I'm having difficulty visualizing it. 552 00:27:33,720 --> 00:27:36,960 But it seems like we're following the hot dog 553 00:27:36,960 --> 00:27:42,210 in a linear way, whereas it seems like some of this stuff 554 00:27:42,210 --> 00:27:43,600 happens simultaneously. 555 00:27:43,600 --> 00:27:46,230 So I'm not sure, some of the seconds overlap. 556 00:27:46,230 --> 00:27:49,470 It's not like Sasha's seconds happen only 557 00:27:49,470 --> 00:27:51,460 after Andy's seconds happen. 558 00:27:51,460 --> 00:27:54,150 So that's a little bit hard for me 559 00:27:54,150 --> 00:27:56,800 to understand in this flow model. 560 00:27:56,800 --> 00:27:58,530 PROFESSOR: And that, as I perceive it, 561 00:27:58,530 --> 00:28:01,920 that can sometimes be a problem to look at it like that 562 00:28:01,920 --> 00:28:03,330 in a process map. 563 00:28:03,330 --> 00:28:05,730 And I have a slide a little bit later where 564 00:28:05,730 --> 00:28:07,920 you can look at swim lanes, as well. 565 00:28:07,920 --> 00:28:10,380 Because it can depend on who is doing what. 566 00:28:10,380 --> 00:28:14,380 And that can happen at the same time as well. 567 00:28:14,380 --> 00:28:16,110 So you're absolutely right. 568 00:28:16,110 --> 00:28:18,260 They do happen simultaneously. 569 00:28:18,260 --> 00:28:20,670 GUEST SPEAKER 1: The classic issue, 570 00:28:20,670 --> 00:28:24,553 which you're keying on, I think, is like, in a real hot dog 571 00:28:24,553 --> 00:28:26,970 stand there would be a bunch of hot dogs on the grill that 572 00:28:26,970 --> 00:28:28,905 would be cooking at the same time 573 00:28:28,905 --> 00:28:30,780 that all this other stuff is going on, right. 574 00:28:30,780 --> 00:28:34,470 So there are some processes that are maybe out of phase. 575 00:28:34,470 --> 00:28:35,640 And that's true. 576 00:28:35,640 --> 00:28:37,420 That's a real issue. 577 00:28:37,420 --> 00:28:40,890 The map doesn't catch that very well. 578 00:28:40,890 --> 00:28:44,280 That issue of some things happening out 579 00:28:44,280 --> 00:28:46,530 of phase with other things. 580 00:28:46,530 --> 00:28:48,100 But it's a tool. 581 00:28:48,100 --> 00:28:49,110 It's not a perfect tool. 582 00:28:49,110 --> 00:28:51,355 It doesn't solve all of your problems. 583 00:28:51,355 --> 00:28:52,230 PROFESSOR: All right. 584 00:28:52,230 --> 00:28:55,350 So, tips for creating it, involves the entire team. 585 00:28:55,350 --> 00:28:58,680 Everybody who's involved in these processes 586 00:28:58,680 --> 00:29:00,210 need to be involved. 587 00:29:00,210 --> 00:29:02,880 It can't only be a few people that maybe 588 00:29:02,880 --> 00:29:04,140 have management positions. 589 00:29:04,140 --> 00:29:07,440 You need to have the people doing the work come 590 00:29:07,440 --> 00:29:08,490 and be involved in this. 591 00:29:08,490 --> 00:29:11,220 Because they're the ones who understand the work the best, 592 00:29:11,220 --> 00:29:13,050 and can come up with the best suggestions 593 00:29:13,050 --> 00:29:15,300 for how to change it. 594 00:29:15,300 --> 00:29:18,540 And you need to actually go to Gemba, 595 00:29:18,540 --> 00:29:22,380 go and see, use the post it notes like you've done now, 596 00:29:22,380 --> 00:29:24,150 on your map, put that on. 597 00:29:24,150 --> 00:29:26,140 And then you can use your symbols, 598 00:29:26,140 --> 00:29:29,310 you can use whatever you pretty much like. 599 00:29:29,310 --> 00:29:31,530 There are some that are more use than others. 600 00:29:31,530 --> 00:29:37,260 But however you want to do it as long 601 00:29:37,260 --> 00:29:40,230 as you make sure you have a common language. 602 00:29:40,230 --> 00:29:42,480 Here's a little bit about the swim lanes. 603 00:29:42,480 --> 00:29:44,430 Because you can have different providers, 604 00:29:44,430 --> 00:29:48,030 or different processes, at the same time in an organization. 605 00:29:48,030 --> 00:29:52,380 And you can try to map it out like this. 606 00:29:52,380 --> 00:29:54,690 So, things that take place at the same time. 607 00:29:54,690 --> 00:30:00,300 Or you can have the castle wall, with production times and wait 608 00:30:00,300 --> 00:30:03,600 times added up in the end. 609 00:30:03,600 --> 00:30:07,830 Have your wait times and your productive times. 610 00:30:07,830 --> 00:30:10,740 So there are many ways, and there 611 00:30:10,740 --> 00:30:13,350 are some resources, where you can learn a whole lot more 612 00:30:13,350 --> 00:30:16,240 about this. 613 00:30:16,240 --> 00:30:17,990 GUEST SPEAKER 2: Can I say one more thing? 614 00:30:17,990 --> 00:30:19,880 When you do a value stream map, make sure 615 00:30:19,880 --> 00:30:22,010 that you bring it to the people doing the work 616 00:30:22,010 --> 00:30:23,522 to get their validation. 617 00:30:23,522 --> 00:30:25,730 Say, did I leave anything out, did I forget anything. 618 00:30:25,730 --> 00:30:28,188 Because oftentimes, you miss something. 619 00:30:28,188 --> 00:30:30,480 And they could say, oh, but you forgot that we do this. 620 00:30:30,480 --> 00:30:32,647 And I think that's really important, because then it 621 00:30:32,647 --> 00:30:35,187 gets them to buy into what you're doing, as well. 622 00:30:35,187 --> 00:30:37,020 GUEST SPEAKER 3: And even more strongly, you 623 00:30:37,020 --> 00:30:39,270 should have those people participating in the creating 624 00:30:39,270 --> 00:30:40,920 of the value stream map. 625 00:30:40,920 --> 00:30:42,990 PROFESSOR: That's actually what we do at BI. 626 00:30:42,990 --> 00:30:45,900 The ones doing the processes, and it's often 627 00:30:45,900 --> 00:30:48,660 from different provider groups, we involve them, 628 00:30:48,660 --> 00:30:52,200 we invite them, and we help them come up with this. 629 00:30:52,200 --> 00:30:54,576 GUEST SPEAKER 2: And then post them on the floor, 630 00:30:54,576 --> 00:30:57,475 so they can see them and they comment. 631 00:30:57,475 --> 00:31:00,100 PROFESSOR: A good technique for all of these things that you do 632 00:31:00,100 --> 00:31:04,960 is, take pictures of these things, and you can post them 633 00:31:04,960 --> 00:31:08,410 or you can email them out to people, and say, 634 00:31:08,410 --> 00:31:10,420 this is what we found, please give us 635 00:31:10,420 --> 00:31:12,140 if you have any comments. 636 00:31:12,140 --> 00:31:14,140 GUEST SPEAKER 2: This is also a really good link 637 00:31:14,140 --> 00:31:17,020 between administration and front line workers, 638 00:31:17,020 --> 00:31:18,670 because I know in most hospitals, 639 00:31:18,670 --> 00:31:21,640 the administrators take turns walking around 640 00:31:21,640 --> 00:31:23,020 to visit the floors. 641 00:31:23,020 --> 00:31:24,775 And a lot of them are not clinical, might 642 00:31:24,775 --> 00:31:25,960 be the CFO or something. 643 00:31:25,960 --> 00:31:27,640 They come around, they go, how are you doing today, 644 00:31:27,640 --> 00:31:29,150 do you need anything, how are you doing today, 645 00:31:29,150 --> 00:31:30,025 do you need anything? 646 00:31:30,025 --> 00:31:32,020 But if you have a value stream map posted, 647 00:31:32,020 --> 00:31:34,180 they can go to that map and you can discuss what 648 00:31:34,180 --> 00:31:35,440 you're working on together. 649 00:31:35,440 --> 00:31:38,110 And it just brings it to a different level. 650 00:31:38,110 --> 00:31:41,140 We call it Board Walks. 651 00:31:41,140 --> 00:31:42,440 Give them something to look at. 652 00:31:42,440 --> 00:31:44,732 GUEST SPEAKER 4: And the same is true in an engineering 653 00:31:44,732 --> 00:31:45,340 environment. 654 00:31:45,340 --> 00:31:46,220 Not just health care. 655 00:31:46,220 --> 00:31:48,165 GUEST SPEAKER 2: Absolutely. 656 00:31:48,165 --> 00:31:53,470 PROFESSOR: And for health care, if you dare, 657 00:31:53,470 --> 00:31:58,150 go and find a patient who's arriving to your emergency 658 00:31:58,150 --> 00:32:02,380 department, to your area of work, wherever that may be. 659 00:32:02,380 --> 00:32:04,660 Follow that patient. 660 00:32:04,660 --> 00:32:08,470 If you're a phlebotomist, go find a patient registering 661 00:32:08,470 --> 00:32:09,640 for their blood draw. 662 00:32:09,640 --> 00:32:11,765 Follow them the whole way through, OK. 663 00:32:14,290 --> 00:32:16,930 Take a chill pill before you do it, 664 00:32:16,930 --> 00:32:20,770 because at least in my field, in the emergency department, 665 00:32:20,770 --> 00:32:21,820 I've tried. 666 00:32:21,820 --> 00:32:24,640 And I think IHI calls it "The Walk Of Shame". 667 00:32:24,640 --> 00:32:27,380 And it really is. 668 00:32:27,380 --> 00:32:29,440 But it is important, because otherwise you 669 00:32:29,440 --> 00:32:31,300 will not understand. 670 00:32:31,300 --> 00:32:35,290 Most of us, I mean, we have different ways 671 00:32:35,290 --> 00:32:36,730 into the health care system. 672 00:32:36,730 --> 00:32:39,130 Again that is my perspective. 673 00:32:39,130 --> 00:32:44,170 So let's be honest, my wait time in my own emergency department 674 00:32:44,170 --> 00:32:47,500 is probably not going to be the same as somebody else's. 675 00:32:47,500 --> 00:32:50,770 And another thing is, I don't have the same need 676 00:32:50,770 --> 00:32:54,850 to frequent an emergency department, right. 677 00:32:54,850 --> 00:32:56,770 There are things I can just fix myself. 678 00:32:56,770 --> 00:33:00,160 But go, find a patient, ask them politely 679 00:33:00,160 --> 00:33:02,080 if you can follow them for their journey. 680 00:33:02,080 --> 00:33:09,650 And then stick with it, take notes, bring your stopwatch.