Lean Office

Questions from the Field #3: Lean Engineering

Avatar photo By Jon Miller Updated on April 3rd, 2023

The manager of System and Process Improvement encountered a third challenge while encouraging her engineers to adopt Lean thinking:

“When a process is very detailed, what is the best way to map the process so that it does not get too complicated with too much detail?”

Balancing Detail and Complexity in Process Improvement

There is detail and there is complexity. Detail means that there are many small steps that need to be documented. In fact, all things are made up of small steps when you start to measure things in seconds and tenths of seconds. Measure only what you want to improve.

Identifying Process vs. Flow Kaizen in Office Kaizen

 To get started, identify if you’re implementing “process kaizen” or “flow kaizen.” When conducting “process kaizen,” measure meticulously to save time on incoming phone calls and keystrokes. Conversely, if you’re searching for opportunities in information flow across processes (i.e., kaizen to create flow and pull), begin by mapping at the macro level.

When implementing office kaizen, it’s important to keep in mind that when mapping information flow, it can be helpful to begin by identifying “what is value.” By focusing on this aspect, you can streamline the process and eliminate unnecessary details that are either wasteful or non-value added. This approach can make it easier to identify areas that require improvement and ensure that the overall process is more efficient. This is mapping in reverse, where you start with the ideal and work your way back to the current state.

Don’t Confuse Tools with Goals in Kaizen

Be careful not to mistake the tool for the goal. Value Stream Mapping and its hybrids are not the measuring or analysis tool for every situation. It’s not efficient for a kaizen team to spend days creating a detailed Value Stream Mapping with colorful charts and information on the wall when the problem at hand can be solved much quicker by simply observing, testing, and evaluating the process.

Using the Right Tools for Successful Office Kaizen

If the problem needs to be defined in more detail cause and effect diagrams and other mapping tools may be more helpful. Define the problem, measure it, and analyze the processes using whatever tool makes sense.

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Jon Miller

Jon has dedicated his 25+ year career to the field of kaizen, continuous improvement, and lean management. Jon spent the first eighteen years of his life in Japan, then graduated from McGill University with a bachelor’s in linguistics.

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