July 9, 2014
5S Supply is pleased to announce the release of its newest products from Gauge RangeTM. Gauge Range now comes in three styles:
- Starter Pack
- Standard Pack
- Super Pack
Refill packs for each style are also available.
Make it easy to see and know when everything is “good-to-go” with Gauge Range Marking System. These translucent self-adhesive sheets in red, yellow and green make it simple to mark gauges so that everyone can see if equipment is in the correct operating range. The gauge marking system comes pre-cut, with the most common sizes 1”, 1-1/2”, 2”, 2-1/2”, 4” plus full sheets to customize to your needs. Just peel and stick to mark your gauges for the correct range.
Why Gauge Range?
- We did the hard work for you – our gauge marking system comes pre-cut, with the most common sizes: 1”, 1-1/2”, 2”, 2-1/2”, and 4” plus full sheets that you can customize for your own needs
- Easy to apply in seconds
- Perfect for monitoring your equipment quickly and easily
- Train someone quickly as to the correct operating range
- Comes with enough material to easily mark several gauges
- Made from 5-year outdoor grade vinyl, Gauge Range will last for years in most environments
- Custom sizes available
“We wanted to make it as easy as possible to choose the right Gauge Range for everyone’s needs. By offering a Starter Pack, Standard Pack and Super Pack, we think we achieved this. We are also pleased to now offer refill packs for your added convenience.” – Jennifer Molski, Manager Customer Care, 5S Supply
Gauge Range Packs include:
- Three colors: red, yellow, green
- Five year outdoor transparent marking vinyl
- Enough material to mark dozens of gauges
- Handy Storage Folder to hold Gauge Range
- How to Guide “Make Your Workplace Visual with Gauge Marking”
Benefits of Gauge Range
- Easy to train
- Sets a standard
- Correct operation
- Improves quality
- Better maintenance
- Quicker setups
- Develops a visual workplace
- Boosts any TPM (Total Productive Maintenance) or MRO (Maintenance, Repair, and Operations) system
March 18, 2014
In Part 1 of this series I covered the first part of my list including: not determining the Product (Process) Family correctly, not appointing a Value Stream Manager or VS Manager not performing his or her duties effectively, maps created by a “team of one”, and not considering items that don’t necessarily show up on the map (Change Management, training, communication, Teams, 5S, etc.).
Here are four more common mistakes I have witnessed over the years as people attempt to map their value streams.
5. Not updating the map – one of my favorite questions I received while presenting during a conference was “How often should we be updating our value stream maps?” I replied “Basically, whenever there is an important change, probably a couple of times per month or so.” There was a long pause and then the person said “I guess we are a little behind.” I asked “When was the last time you updated your map?” He said “Two years ago.” There was a big roar of laughter from the crowd. Obviously we need to keep the maps updated. For one reason it is easy to do if you use paper and pencil and also remember that we use these maps to communicate. If you don’t show your progress, you are not communicating effectively.
6. Trying to jump to a higher level Building Block (i.e., cells, TPM, Kanban) before the basic Building Blocks in place – In the ground-breaking book “Learning to See” the case study shows separate processes in the Current State and a cell with kanban in the Future State. In my experience, I have seen companies try to emulate the Acme case study and they just assume that creating cells and kanban are what they have to do in their first Future State. Maybe your organization is ready for that, but I have seen other groups that weren’t. It would probably be better if they focused on some easier techniques and practices (read: tools) first like Visual Workplace, Standardize Work, kaizen (small improvements), quality at the source – just to name a few – to help drive behaviors that change the culture.
7. Not following the plan – This is a huge problem. We take all the time and trouble to create the plan and then we don’t even follow it. What a waste! There was a company that created their plan and decided to do other things that popped-up during the next six months. They stayed in their old mode of “fire fighting” instead of using the plan to improve the value stream. They even decided to redo the office (not on the plan) with new furniture instead of focusing on the more important projects from the plan. You created the plan for a reason, now go and implement it!
8. Not having an expert lead the first few events – The reason I say this is because people read books on VSM or even attend a seminar or workshop on VSM and then all of a sudden they think they are experts in VSM. Most books and training have to use case studies to present the ideas of Value Stream Mapping. In most instances, these are overly-simplified processes. To be fair, I use case studies also during training or seminars because there is usually not enough time to do a whole, real map and these maps are hard to see when projected up using PowerPoint. Real maps are much more developed. For instance a case study may show a few process steps for the information flow and a few for the material flow, but in real life there may be many process boxes used to represent the value stream; try to stick to only ten or so. A person that has drawn several maps can help determine the process families with the team, teach the team the correct way to draw the maps and in general facilitate a successful event. Since every value stream map is different, having a Value Stream Mapping Champion (subject matter expert) lead and teach value stream mapping to the others will produce superior results for now and for subsequent maps that the team creates on their own in the future.
Stay tuned for the last group. I hope this is informative and helps as you continue to learn, explore and use Value Stream Maps.
March 3, 2014
Here is a list I compiled years ago while reviewing or seeing other people’s initial attempts at creating their own Value Stream Maps. I have used it during presentations to help share (yokoten) my experiences and hopefully help others not repeat the mistakes I have seen.
Here we go in no particular order:
- Not determining the Product (Process) Family correctly
- Not appointing a Value Stream Manager or VS Manager not performing their duties effectively
- Maps created by a “team of one”
- Not considering items that don’t necessarily show up on the map (Change Management, training, communication, Teams, 5S, etc.)
- Not frequently updating the map
- Trying to jump to a higher level Building Block (i.e., cells, TPM, Kanban) before the basic Building Blocks in place
- Not following the plan
- Not having an expert lead the first few events
- Not communicating the Value Stream Maps
- Calling other tools VSM (“butcher paper”, flowcharts, etc.)
- Using software to create maps
- Trying to collect too much data or not enough data
Over the next few blog posts I’ll go into a little more detail about each one. Please feel free to comment and let me know your thoughts.
1. Not determining the Product (Process) Family correctly – I think many people skip this step because they either don’t know that they are supposed to do it or they don’t know how to perform it correctly.
I visited a company that asked for help creating a Value Stream Map in their Customer Service area. I knew they had some Lean experience and have created Value Stream Maps before. When I asked them to share their Product Family Matrix, they said “What’s that?” Then I asked them how many different types of complaints they receive from customers? They responded hundreds (no judging please, it’s a large multi-national company to the consumer market). Actually, by creating a Process Family Matrix we discovered that they had six ‘types’ of complaints that had different flows through the process.
When it comes to creating this matrix I actually use the term ‘Process Family Matrix’ to include office areas that don’t traditionally think they have ‘products’.
Another company I worked with made covers for speakers that you’d see in the ceiling of office areas. They told me “we just make holes; we don’t need to do a Product Family Matrix.” I asked them if they would just humor me and go through the exercise. After completing the matrix we discovered that they had ten different Process Families!
By creating this matrix, you will have a better understanding on how your products or services should be grouped together – not necessarily how they currently are processed. In my experience, I have found that if you skip this step everything you do after is challenging; but if you do this (hard) step first, then everything after will be much easier. With practice this step does gets easier.
2. Not appointing a Value Stream Manager or VS Manager not performing their duties effectively – this is a hard one. Over the years I have seen companies attempt to create the ‘position’ of Value Stream Manager, but they seem to fail to grasp the concept. The two most typical scenarios I have seen include the Vice President of Operations saying they he or she would take on that role. That person usually doesn’t have enough time to do their own work let alone taking on a new challenge. At the other end of the spectrum, I have seen companies pick the new engineer to play the role of Value Stream Manager. Unfortunately, this person does not have enough experience to do this job. There needs to be someone in the middle that could fulfill this role. I understand the idea of a Value Stream Manager is very foreign to most organizations and they are unsure how this would work or even if it would fit into their company. One way to move this forward is to appoint a ‘Value Stream Manager’ – someone with enough experience in the company, is well respected and has the organizational skills to perform this role. Have this person focus on helping the teams complete any projects that were selected form the VSM. At this point, it might just seem like project management. It’s a start.
3. Maps created by a “team of one” – Having one person create the map means you only used one brain and two hands. The information gathered may be biased or even worse – incorrect. We are trying to make decisions for what is best for the entire value stream and that is hard to do with only one person. Make sure you use a good cross-functional team to walk the flow, gather the information and then draw the map. Of course you can have one person ‘draw the map’, but you need the input from the people that actually do the work to gather and collect data.
4. Not considering items that don’t necessarily show up on the map (Change Leadership, training, communication, team building, 5S, etc.) – Even though the maps will give us great information and insights for improvement, they typically do not have other enterprise-wide initiatives that an organization should undertake during its Lean journey such as setting up a 5S System, visual workplace, leader standard work, etc.. What I am trying to say is that a company needs to have 5S everywhere and value stream maps may only show an area or process that needs 5S, not the entire facility. So make sure you understand your overall goals and objectives as an organization (like items from catchball in Hoshin Kanri) to see if they fit into your VSM.
Also, other important items like soft-skills (i.e., communication or good change leadership) do not usually show up as an action item on a value stream map but are extremely important while implementing Lean. Don’t forget these items as you create your Future State and plan.
I hope these were helpful. In “Twelve Common Errors with Value Stream Mapping – Part 2” I will cover four more. Let me know what you think.
Sign up for our free webinar “Value Stream Mapping: Understanding the Current State” with Mike Osterling.
February 10, 2014
We hosted an impromptu poll on our website where we asked “What Lean initiative tops your priority list in 2014?” We gave them the following choices just to simplify the responses:
- Pull Systems/Kanban
- Kaizen/Continuous Improvement
- Total Productive Maintenance
The results surprised me a little. I was shocked to see 5S being the largest percentage of responses; but then I thought that this probably made sense for two reasons: 1) many companies start their lean journey with 5S, and 2) it was probably biased since the website is 5S Supply (although we carry everything lean). The next thing that caught my eye was that Cellular/Flow had no responses – zero. Flow is one of the things that we are trying to create with lean so I was amazed to see that no one responded that they would have a focus on it this year. It was nice to see that 21 percent of the respondents selected Kaizen/Continuous Improvement as a major priority. I think organizations get too caught up in only using Kaizen Events (a.k.a. Rapid Improvement Events, Kaizen Blitz, etc.) and forget about the daily kaizen – as our friends Bruce Hamilton and Pat Wardwell from GBMP said it in their book (e2 Continuous Improvement System) “Everybody, Everyday”. To finish out the poll, only some responded that they would focus on creating Pull Systems/Kanban and even fewer mentioned Total Productive Maintenance (TPM).
I know this was just a quick polling questions and I wouldn’t read too much into the results, but what do you think?
February 4, 2014
We invented Gauge RangeTM years ago because we saw companies marking their gauges with tape, markers, paint and other ineffective methods. I applaud their wishes to mark their gauges to make them easier to read and know that they are in the correct operating range, but most of the time this haphazard method provided short-lived, sub-optimum results. Prior to this, there were other companies offering sheets of translucent vinyl that you have to cut yourself to mark the gauge. That’s where we applied the Lean principle of adding value for the customer – we did the tough job for you – we pre-cut the self-adhesive, 5-year outdoor vinyl into the most common sizes of gauge faces to making it simple to do!
Gauge Range is easy to use and apply and makes your visual workplace more effective! With our Gauge Range Marking System, it is straightforward to see when everything is “good-to-go”.
What sets our Gauge Range apart?
- We did the hard work for you – our gauge marking system comes pre-cut, with three most common sizes 1′, 2′ and 2-1/2′ plus full sheet to customize to your needs
- Includes rectangular shapes that are also great for liquid level indicators
- Perfect for monitoring your equipment quickly and easily
- Train someone in seconds as to the correct operating range
- Comes with enough material to easily mark more than 20 gauges
- Made from 5-year outdoor grade vinyl, Gauge Range should last for years in most environments
- Easy to apply in seconds
Check out our video on how to use Gauge Range>> Gauge Marking
One set includes:
- 1 sheet Red with (10) 1”, (10) 2”, (10) 2 ½” diameter circles and (8) ½”strips
- 1 sheet Yellow with (10) 1”, (10) 2”, (10) 2 ½” diameter circles and (8) ½”strips
- 1 sheet Green with (10) 1”, (10) 2”, (10) 2 ½” diameter circles and (8) ½”strips
- 1 full sheet Red uncut 11″ x 13″
- 1 full sheet Yellow uncut 11″ x 13″
- 1 full sheet Green uncut 11″ x 13″
In stock, ready to ship.
SKU: LB-030 $42.00
Includes a free Kanban card for easy reordering!
This is the time of year where we ask our marketing department for $4,000,000 to produce a Super Bowl ad. And this is the time of year that the marketing department says “no” plus a few other comments I can’t mention in here.
So we have our fun, campy, cheesy, bad acting, commercial ready to go – we just don’t have the dough to show it on T.V. Thank God there is social media to help us out. Check out 5S Supply’s 5S-hour Energy Commercial below or on our YouTube or our Vimeo Channel. Tell your friends, have a laugh and “Sustain” your gains with 5S Supply!
Thanks to Jennifer, Marcia, Izzie and Tom for making this dream a reality!
January 14, 2014
Many organizations use planning techniques such as strategic planning or hoshin kanri to get the direction of the company, create the plans and implement them. So what’s your Lean emphasis this year? Take our one-click quick poll and see what others are thinking. Go to our homepage and you’ll see it on the right side www.5Ssupply.com.
P.S. You can also signup for our upcoming free webinar on Value Stream Mapping: What to do before you dive in.