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Lean Fundamental: Do Today’s Work Today

Avatar photo By Jon Miller Updated on April 4th, 2023

Working with clients struggling with non-Lean scheduling methods reminded me of the fundamental Lean principle of “Do today’s work today.” This principle involves avoiding late deliveries, matching capacity to demand, and avoiding overproduction, but it’s not as easy as it sounds. In particular, it can be challenging when relying on an information system that lacks critical data.

Essential Requirements for Completing Today’s Work on Time

What you need to be able to do today’s work, today:

  1. Know what today’s work is (understand daily customer demand)
  2. Know how much time that work takes (understand process cycle times for all work elements)
  3. Know your capacity at each process/workstation

“How many companies can say they meet all three conditions?” Based on our experience of working with or visiting over 100 companies, we’ve found that only a small number are able to. “What then, are some remedies?”

Meeting Three Conditions

To effectively schedule your work for today, it’s important to break it down into daily tasks, ideally broken down into 2 to 4-hour increments. Once you’ve set your daily schedule, try to avoid making any changes to it. Remember, the goal is to complete today’s work, today.

Some companies may choose to change today’s work, today. When today’s schedule can change(schedule changes, expedites, drop-ins),  it introduces complexity and waste to the system. In short, if you have less than a firm 1-day schedule, you will damage your ability to do today’s work today.

Tips for Reducing Lead Time and Increasing Capacity

To avoid the need for daily schedule changes, it’s best to increase your velocity by reducing lead time. This will enable you to respond more quickly than your customers expect. One way to achieve this is by moving from batching to one-piece flow. Additionally, having excess capacity to supply over demand is helpful. Our experience shows that you can regain 25% to 35% capacity by establishing a firm schedule and avoiding daily changes.

Secondly, visit the Gemba and measure everything you do. Instead of relying on standard times, system times, or estimates, time each task accurately. Identify the true value-added time (transforming material or information) and note any wasted time or effort. This will give you opportunities for future kaizen and increased capacity.

Thirdly, make good use of the Table of Production Capacity by Process and the formula for calculating capacity. Consider not only the actual value-added time, but also loading time, walking time, changeover time per piece, and other factors that affect capacity. Gain a thorough understanding of the time required for each process.

Embracing Lean Principles and Technology to Maximize Capacity and Efficiency

There will inevitably be losses of capacity, and this is where SMED, TPM, and other Lean tools come in handy. Whenever the theoretical capacity is not being met, attack the losses with kaizen.

Most MRP systems do not readily support this type of model. Several of our clients have had success customizing Microsoft Access reports and processes to give them the capacity vs. demand information they need. Understand first what you need to do today’s work today, then make technology an ally of your Lean efforts and kaizen activities.

Avatar photo

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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