Page 81 - Lean six sigma demystified

60 Lean Six Sigma DemystifieD

hematology and chemistry analysis closer to the tube and UA farther from the
tube could reduce unnecessary travel for hundreds of samples.
Once redesigned, the hospital lab saved

• 17% of floor space (400 sq ft).
• 54% of travel time for technicians, phlebotomists, and samples
(10–12 mi a day).
• 7 hours of delay per day, which reduced turnaround time, accelerated
diagnosis and treatment in the ED.
? still struggling

Sometimes the only way to understand these concepts is to use them. Pull out
a pad of sticky notes and use them to create a diagram of work flow in your job.
If it’s a process, pay special attention to the delays between steps. If it’s a factory
layout, notice where the high volume processing is done. Is this flow or layout
optimal or causing delays, defects, and deviation?

Value-Added Flow Analysis

Another method I’ve used that’s similar to value stream mapping is what I call
value-added flow analysis. First you flowchart the process and then you exam-
ine every action, decision, and arrow in the flowchart for non-value-added
activities.
First step? Define the existing process as a starting point to begin improve-
ment. A flowchart uses a few simple symbols to show the flow of a process
(Fig. 2-8 QI Macros Flowchart template).
The symbols are Process flowcharts use a swim lanes format to separate
activities by group or organization. Instead of writing directly on the flip-
chart, use square Post-it notes for both the decisions and activities. This way
the process will remain easy to change until you have it clearly and totally
defined. Limit the number of decisions and activities per page. Move detailed
subprocesses onto additional pages.
Across the top of the flowchart list every person or department that helps
deliver the product or service. Along the left-hand side, list the major steps in