Page 95 - The Toyota Way Fieldbook

72 THE TOYOTA WAY FIELDBOOK

dramatically reduce this time. Also known as “quick changeover,” or
“rapid changeover,” this method can be applied any time equipment is
“changed” from one physical state to another. This may include tool
changes, material changes, or changing to a different product or configu-
ration. Additional causes for out-of-cycle losses are easily identified
using a simple comparison of value-adding and non-value-adding activ-
ities as shown in the following case example.

Case Example: Improving Operational Availability at
the Cedar Works
The Cedar Works produces wood birdhouses. The first step of the
operation involves slicing the raw wood stock into thin slabs using a
band saw. As a result of a sharp increase in demand, this operation was
running seven days a week, 24 hours a day, in an attempt to maintain
production levels. After four hours of standing in the circle, it was
estimated, however, that only about 30 percent of the saw capacity
was being utlilized. The department manager, was incredulous. “That’s
crazy!” he said. “We’re working 24/7! How can we get more out of this
operation?” Having not had the opportunity to stand in the circle, he’d
fallen into the trap of confusing “work” and “activity” with value-adding
time, confusing the activities of the person and the machine.

To improve his understanding, we first reviewed the concept of the
seven forms of waste (non-value-adding) and value-adding activities.
Beginning with the easier side of the comparison, we identified the value-
adding activity and agreed that the saw added value when the blade
was cutting wood. We also agreed that there are other “necessary”
activities performed, though they do not help achieve the end goal of
cutting more wood. We then agreed that only when the blade is cutting
wood is value truly added by the saw. Now the comparison was simple:
On the value-added side we had “blade cuts wood,” and on the non-
value-added side, “everything else.”
By standing in the circle and observing, we saw many situations when
the blade was not cutting wood. This list was shared with the operators,
who were asked to add any additional items that were not observed.
We suggest standing in the circle at various times of the day and on
multiple days to get a fairly complete understanding of the situation.

Figure 4-7 shows a side-by-side comparison of value-added and non-
value-added activities. It shows a typical situation for any operation.
There will generally be few items on the value-added side and many on
the non-value-added side. This provides a large selection to capture