This can be handled using the lean concept of elimination of waste, which involves eliminating those process components that are responsible for increasing processing times unnecessarily.
Slow Employees
For cost reductions, the solution often opted for is to increase the batch size undertaken by specialized individuals. Though everyone works very hard there may not seem to be a reduction of their "work to do" list. An order may take too long to complete.
This is not necessarily because they are not working, but because the order is lying idle for a longer period of time. Due to the longer time required for completion of the overall process, employee productivity remains low and leads to dissatisfaction.
Here, the situation is one where customer orders remain idle, though people are working. This can be sorted out by automating processes that can be completed easily using software in a short period of time.
Lean helps determine areas that can be modified or replaced with faster processes, thereby increasing speed to a large extent.
Speeding up Processes
When you wish to speed up a process, there are very simple tools and techniques that can be easily used.
These are not complex techniques, and processes to substantially improve, in terms of time.
o A very simple tool like the flowchart can make it easier for teams to understand process flows. It is a diagrammatic description of process flow with the help of boxes and diamonds with connecting arrows.
The connecting arrow may be taking up most cycle time; you may say that delays are between two activities rather than the activity itself.
o If you estimate actual time taken for each piece of the process, things will become clearer. Teams have to study processes to get exact figures.
o From the flow chart, teams should analyze what activities add value and which do not. These are the ones that cause delays and idle periods.
Those that are the cause of rework and scrap have to be eliminated.
o From the study, teams will find it easier to eliminate delays. For example, if an order process waits many days before inspection, then teams need to be clear as to what aim that serves.
Such delays can be eliminated, and a turnaround time can be set so that unnecessary delays can be eliminated.
o Similarly, teams need to find all non-value added activities. It could be as simple as the design of a form.
Redesigning it can help eliminate delays due to erroneous handling of the process.
Lean enables the Six Sigma team to establish an action plan to move from a slower process to a newer one, and gradually break any linkage with the old process.
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