Routing By Walking Around

1. Taking Value Stream Mapping
to the Gemba
Routing-By-Walking-Around (RBWA)

2. Taking Value Stream Mapping to the Gemba
Value Stream Mapping has been at the core of many Lean transformation
initiatives by helping to identify improvement opportunities. But Value
Stream Mapping & Analysis are, typically, at a fairly high level.
The tools that I’ll discussed in this presentation are taking a deeper dive into
the value-stream. And it’s taking the analysis to the Gemba*.
And almost all of these tools have a similar purpose to Value Stream
Mapping; i.e. identifying and eliminating non-value-added activities.
*Gemba – the place where the action takes place; e.g. the factory floor, the office-area,
the warehouse, etc.

3. What is Value-Stream Mapping?
Value-stream maps can be drawn to define different snapshots of time:
• A current-state map follows a product’s path from order to
delivery to determine the current conditions. It’s utilized to
identify improvement opportunities.
• A future-state map deploys the opportunities for improvement
identified in the current-state map to achieve a higher level of
performance at some future point. The future-state, typically,
reflects a round of improvement initiatives.
• An ideal-state map would show the state achieved by deploying
all identified improvement opportunities (i.e. deploying all
known lean tools and methodologies).
A Value-Stream Map (VSM) is a simple diagram of the major steps involved in the
material and information flows needed to bring a product from order to delivery.

4. Value-Stream Mapping: Example Current-State

5. Routing-By-Walking-Around (RBWA)
As a Lean Practitioner, I am a big fan of Value Stream Mapping as a great tool for
identifying waste and improvement opportunities; and I have mentored and
coach hundreds of Lean Practitioners in leveraging Value Stream Mapping for
identifying improvement opportunities.
But it does have its limitations in recognizing waste. Value Stream Mapping is great
for identifying large buckets of waste such as Inventory, Transportation, possibly
Waiting and, maybe, Overproduction (a.k.a. Inventory). But it has definite
limitations in identifying waste at the operator / workstation level. And while
Value Stream Mapping can allow you to calculate your Value-Added Ratio; it, again,
does it at a macro-level rather than a micro-level. And Macro will often be too high
of a level in a relentless pursuit to eliminate all form of wastes and non-value-
adding activities.

6. Routing-By-Walking-Around (RBWA)
The Routing-by-Walking-Around (RBWA) is taking Value Stream Mapping to the
Gemba.
The basic objectives of the RBWA methodology is the Identification and elimination
of non-value-adding activities; and the identification of process improvements.
And by conducting a RBWA analysis, we would be able to:
• Establish the baseline (“as-is”) for existing process flows and performance
• Expose waste and hidden steps
• Classify activities as either value-added or non-value-added
• Identify all PLT contributors (workstation’s cycle-time, waiting, travel
distances, WIP queues, equipment availability, etc.)
• Provide a strong basis for future “to-be” design

7. Routing-By-Walking-Around (RBWA)
The basic stages of conducting a RBWA analysis are:
• Go-to-the Gemba and gather data
• Evaluate the current way-of-doing business
• Create an ”As-Is” baseline of the current process flow and performance
• Develop a process redesign (a “To-Be” concept)

8. Routing-By-Walking-Around (RBWA)

9. Product Line:
Part Number: Page ___ of __
Part Name: Prepared By:
Date:
Step Description V I T I M W O O D N
Basic Instructions: V = Value-Adding Step T = Transport (Material)
1) Staple yourself to an order or part I = Inventory
2) List the tasks (steps) you go through… in order; do not skip any M = Motion
3) Take time data for each step W = Wait / Queue
4) Classify with "Analysis of Time" O = Overproduction
5) Determine improvement opportunities O = Over-Processing
D = Defects
Notes
Operation Analysis of Time
Routing-By-Walking-Around___Analysis Form
Time
(seconds)
I = Internal Inspection
(Own Work)
N = Non-Value-
Added but
Required
Distance Traveled
(feet)
RBWA Analysis Template
1. Title
2. Operations
a. Steps #
b. Description
3. Time (seconds)
4. Distance Traveled
5. Analysis of Time
a. Value-Added
b. Non-Value-Added (Waste)
c. Non-Value-Added
Required
6. Notes – typically
observations made during
Gemba walk
1
2a
2b
3
4
5a
5b
5c
6

10. Routing-By-Walking-Around (RBWA)
Data that’s observed, extracted and gathered during a typical RBWA; such as:
• Hands-on observation of the process and all activities (you do it in the
Gemba)
• Detailed sequence of process steps
• Time study (observations) of all relevant activities
• Distance- traveled
• Data for a Spaghetti Diagram
• Waste observations and identification / categorization
• Uncovering hidden steps and/or activities
• Identifying non-value-adding steps and/or activities

11. RBWA - Process Analysis
Similar activity as you may perform with value-stream mapping exercise; but,
typically, you may not go to same level of detail with a VSM verses a RBWA.

12. RBWA - Process Mapping Symbols

13. Analyzing the Time – Value-Added vs. Non-Value-Added

14. The Non-Value-Added Dictionary

15. Non-Value-Added Activities

16. Seven Wastes: TIMWOOD

17. Seven Wastes: TIMWOOD
1. Transportation: parts in and out of storage, or from one workstation to another
2. Inventory: storing more raw-materials or finished-goods than needed, i.e. “just
in case”; too much Work-in-Process (unbalanced or non-synchronized activities)
3. Motion: searching, sorting, reaching, lifting, walking for parts or tools
4. Waiting: waiting or queueing for parts, machines, information, or repair;
unbalanced activities
5. Overproduction: producing more than needed; i.e. “just-in-case” inventories,
keeping equipment or people busy
6. Over-processing: extra-processing (inspections or tests); awkward tool design,
or too many components to a part
7. Defects: correction, scrap, rework or decisions (unclear-direction)
1. Transportation: parts in and out of storage, or from one workstation to another
2. Inventory: storing more raw-materials or finished-goods than needed, i.e. “just
in case”; too much Work-in-Process (unbalanced or non-synchronized activities)
3. Motion: searching, sorting, reaching, lifting, walking for parts or tools,
4. Waiting: waiting or queueing for parts, machines, information, or repair;
unbalanced activities
5. Overproduction: producing more than needed; i.e. “just-in-case” inventories,
keeping equipment or people busy,
6. Over-processing: extra-processing (inspections or tests); awkward tool design,
or too many components to a part
7. Defects: correction, scrap, rework or decisions (unclear-direction)

18. RBWA Analysis - Data Collection Example 1
Product Line: XX
Part Number: Video Title: Page
Part Name: xxxxx Start Time for Video: Prepared By: R Kelly
Note: record all time in seconds and distance in feet
Step Description Cumulative Each V I N E W T M S NR
Workstation "A" Off-Line process
Put caps on Capping fixture 22 0.030 676 pieces per fixture
Put solder pellets on Solder fixture 13 0.020 676 pieces per fixture
Get Capping fixture, put caps on machine 4 0.007 676 pieces per fixture
Get solder fixture and combine with caps 10 0.015 676 pieces per fixture
Press start, machine Process 20 0.030 676 pieces per fixture
Cleaning 4 0.007 676 pieces per fixture
Collect devices and put on container 18 0.026 676 pieces per fixture
Sub-Total 1 fixture 92
Wait Completion of Lot 1407 0.136 11,000 devices/lot
Total - 1 Lot 1499 0.136 1 Lot - 11000
Workstation "B" Off-Line process
Pour Tri Clean to Beaker 12 0.001 11,000 devices/lot
Get Caps 6 0.001 1 11,000 devices/lot
Pour Caps to Beaker 16 0.001 11,000 devices/lot
Stirring 9 0.001 11,000 devices/lot
Load Beaker to Ultrasonic 11 0.001 11,000 devices/lot
Machine Process (Ultrasonic) 336 0.031 11,000 devices/lot
Unload from Ultrasonic 8 0.001 11,000 devices/lot
Dispose used Tri Clean 23 0.002 11,000 devices/lot
Pour Tri Clean to Beaker for 1st Rinse 9 0.001 11,000 devices/lot
Stirring for 1st rinse 15 0.001 11,000 devices/lot
Dispose used Tri Clean from 1st Rinse 21 0.002 11,000 devices/lot
Pour Tri Clean to Beaker for 2nd Rinse 9 0.001 11,000 devices/lot
Stirring for 2nd rinse 16 0.001 11,000 devices/lot
Dispose used Tri Clean from 2nd Rinse 23 0.002 11,000 devices/lot
Pour Tri Clean to Beaker for 3rd Rinse 10 0.001 11,000 devices/lot
Stirring for 3rd rinse 15 0.001 11,000 devices/lot
Dispose used Tri Clean from 3rd Rinse 20 0.002 11,000 devices/lot
Pour Caps to Tray 18 0.002 11,000 devices/lot
Load Tray to Drying 7 0.001 11,000 devices/lot
Drying Process 672 0.061 11,000 devices/lot
Unload from Drying 4 0.000 11,000 devices/lot
Inspection 257 0.023 11,000 devices/lot
Weighing 56 0.005 11,000 devices/lot
Pour to Weighed Caps to Container 7 0.001 11,000 devices/lot
Write fuselot details and rereject quantity 71 0.006 11,000 devices/lot
Put Fuselot inside Cap Container 12 0.001 2 11,000 devices/lot
Total - 1 Lot 1662 0.151
Routing-By-Walking-Around (RBWA)
Operation Time (seconds) Distance Traveled
(feet)
Operator - Analysis of Time
Notes
Date: September

19. RBWA Analysis – Graph: Example 1A (Steps)

20. RBWA Analysis - Graph : Example 1B (Time)

21. RBWA Analysis - Example 2

22. RBWA Analysis - Graph : Example 2

23. RBWA Analysis – Transactional Process

24. RBWA Analysis – Detailed “Value Stream Map”
This detailed process-map was created by conducting several
RBWAs.

25. Spaghetti Diagram
A spaghetti diagram is a quick and easy way to track distances of parts and people
on the shop floor. A method of viewing data to visualize possible flows through
systems.
Flows depicted in this
manner appear like noodles,
hence the coining of this
term.

26. RBWA Analysis - Example #3
"Product Name"
Value
Adding
O
peration
Internal Inspect
Support O
peration
D
ecision
M
otion
External Inspect
Storage
/ Inventory
W
ait
Transport
O
peration
Internal Inspect
Support O
peration
D
ecision
O
perations
External Inspect
Storage
D
elay
/ Q
ueue
Transport
TO
TAL
Step Description Step Category Unit Environ Time Distance Remarks
# Added Value Non-Added Value Carrier ment (hours) (meters)
Total 11 0 3 3 6 5 1 204 62 285 933 8 0 0 0 25 2 219 30 1 # # # #
1 Unload masterbox by forwarder 1 0.083 3.66 - - - - - - - 0.083 - 0.083
2 Transport masterbox to cargo elevator 1 0.050 1.22 - - - - - - - - 0.050 0.050
3 Open door 1 0.001 - - - - - - - 0.001 - 0.001
4 Load masterbox 1 0.167 - - - - - - - 0.167 - 0.167
5 Close door 1 0.003 - - - - - - - 0.003 - 0.003
6 Switch on elevator 1 0.001 - - - - - - - 0.001 - 0.001
7 Forwarder travels upstairs 1 0.013 45 - - - - - - - 0.013 - 0.013
8 Open door 1 0.001 - - - - - - - 0.001 - 0.001
9 Unload masterbox by forwarder 1 0.167 - - - - - - - 0.167 - 0.167
10 Close door 1 0.001 - - - - - - - 0.001 - 0.001
11 Transport to staging area 1 0.060 59.04 - - - - - - - - 0.060 0.060
12 Record shipment 1 0.500 - - - - - - - 0.500 - 0.500
13 Inform die bank 1 0.033 - - - - - - - 0.033 - 0.033
14 pick-up masterbox 1 0.060 - - - - - - - 0.060 - 0.060
15 Transport to door 1 0.008 7.32 - - - - - - - - 0.008 0.008
16 Open door 1 0.001 - - - - - - - 0.001 - 0.001
17 Transport to die bank 1 0.004 4.27 - - - - - - - - 0.004 0.004
18 Off-load contents 1 0.003 3 - - - - - - - 0.003 - 0.003
19 Prepare documents 1 0.330 1.83 - - - - - - - 0.330 - 0.330
20 Call line for wafer issuance 1 0.008 - - - - - - - 0.008 - 0.008
21 Die bank pick-up 1 0.060 Once per day - - - - - - - 0.060 - 0.060
Data Entry Auto Graph Creation
RBWA Template Example (early version)

27. RBWA Analysis – Data Example #3
11 0 3 3 6 5 1
204
62
0
50
100
150
200
250
Steps
8 0 0 0
25
2
219
30
1
0
50
100
150
200
250
Hours
11 0 3 3 6 5 1
204
62
0
50
100
150
200
250
Steps
8 0 0 0
25
2
219
30
1
0
50
100
150
200
250
Hours
Actual - Hours Actual - Steps
Proposed - Hours Proposed - Steps
Plotting RBWA data by category and reflects improvements made.

28. RBWA > Process Analysis – Example #3

29. RBWA Analysis – Data Example #3
Activity Symbols No. of Cycle No. of Cycle No. of Cycle
Steps Time Steps Time Steps Time
Value Adding Operation 11 4% 8 3% 11 0 8 55% 0 0% 0 0%
Internal Inspect 0 0% 0 0% 0 0 0 0% 0 0% 0 0%
Support Operation 3 1% 0 0% 2 0 0 0% 1 1% 0 0%
Decision 3 1% 0 0% 0 0 0 0% 3 2% 0 0%
Motion 6 2% 25 9% 3 0 0 3% 3 2% 24 9%
External Inspect 5 2% 2 1% 0 0 0 0% 5 3% 2 1%
Storage / Inventory 1 0% 219 77% 0 0 0 0% 1 1% 219 81%
Wait 204 69% 30 11% 107 1 6 42% 97 57% 24 9%
Transport 62 21% 1 0% 3 0 0 0% 59 35% 1 0%
Total - Time & Steps 295 285 126 14 169 57% 271 95%
%
BenefitsActual
First Pass Yield
Number of hand- offs
Number of documents
Total number of copies distributed
Distance traveled 933 39 894
Proposed
% % % % %
Summary of
RBWA data
with proposed
improvements
and resulting
benefits.

30. RBWA > Process Analysis – Example #3
X X
X X X
X X XX X X X X X
X X

31. Yamazumi is a Japanese word that roughly translates to “stacked-up”. A Yamazumi-chart is a
stacked bar graph of each operator’s work-elements and cycle-time. The Yamazumi-chart is,
basically, an operator-balance chart except that the Yamazumi’s bars are broken into work-
elements and then classified as value-added, non-value-added and non-value-added-needed.
Current-State
18-Operators
Manage the white-space …. Takt-Time
Operator’s-Time
Creating a Yamazumi from a RBWA

32. Yamazumi
Current-State
10-Operators
After identifying and minimizing non-value-added elements.
And the balancing the work-load …….

33. Kaizen Event
Operational Analysis / RBWA
Playbook / Takt-Rate
Time Observations
Kaizen is structured continuous improvement event.
16-operators
7-operators
10-operators
16-operators

34. Triple-Play Chart
An analysis tool that may not be as common as some of the other assessment-tools is
the “Triple-Play Chart”. As the name implies; it’s a comparison of three variables on one
chart; i.e. Production, Shipments (a.k.a. Customer-Demand) and Finished-Goods
Inventory. And the objective is to assess the synchronization of those three variables.
And an effective “pull-system” those three variables should be synchronized.

35. Triple-Play Chart

36. Triple-Play Chart

37. Thank You!
Questions?
Templates & Questions:
Raymond (Ray) Kelly
Global Operational Excellence Leader / Proprietor
Global Operational Excellence LLC
Email: rkelly@globaloperationalexcellencellc.org
Website: www.globaloperationalexcellencellc.org
LinkedIn: https://www.linkedin.com/in/rkellyncsu
Twitter: RayGopX

38. Books:
The Myths and Truths of Lean Transformations: How to Successfully Make the Transition from Theory to Effective
Deployment – September 2018
Optimizing Your Supply Chain Performance: How to Assess and Improve Your Company’s Strategy and Execution
Capabilities – July 2019