Page 67 - The Toyota Way Fieldbook

Chapter 3. Starting the Journey of Waste Reduction 45

of the stream from that point? If you are “scheduling” at multiple points, note
that as well. Multiple scheduling points are an indicator of “push” manufac-
turing. You will likely see indicators of disconnected processes as well. Look
for accumulation of inventory before and after processes. Is it moved forward
(pushed) without regard as to whether the next process requested it?
Observe the processes within the value stream that are scheduled by someone
from outside the process (normally someone from production control). Also evalu-
ate whether there are any “informal” scheduling methods used. Supervisors often
carry a notepad with the “real” schedule based on requests from other supervisors.

TRAP
DANGER!
As you begin to see the “problems” within your value streams
there is a tendency to want to “fix” them. If you run out and start
fixing these issues, you will be sidetracked from the primary
goal—to create a lean value stream. Just because you have finally
taken the time to look at your processes and have seen them with
their flaws does not mean that you can suddenly expect every-
one else to immediately correct the issues. The point here is to
see the process as it is today and to understand what will be
required to make it better in the future.
If you see people working outside the defined process (as
with supervisors and informal scheduling), it is important that
you recognize the real issues. People work around systems for
two reasons: (1) because they can and (2) because they need to
get the job done and the current method does not work (at least
they think it doesn’t).
Note: The exceptions are any safety concerns or immediate
quality problems that cannot wait.

As you map you are also developing an understanding of current process
capabilities. One of the objectives for the future is to create connected flow in
the value stream. Observe each process, and determine if it is a “flow through”
process: that it is capable of producing any product at any time without consid-
eration or limitation. These processes are not constrained by long setup times or
specific conditions that hinder the ability to process various models, sizes, or
orders. Indicators of flow-through processes are the ability to “take it as it
comes,” and the work is not typically batched into similar groups for processing.