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Task switching blur your vision

A short, very basic description of how lead time suffers from task switching and how limiting work in progress makes this better.

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Task switching blur your vision

  1. 1. e Task switching blur your vision Mats Ygforstorsdag den 13 oktober 2011
  2. 2. I´m sure you who reads this, understand the importance of limiting work in progress Still some of this could be useful in discussions with teams about this subject. Please do not hesitate to let me know if you think my reasoning is wrong or if you have any improvement suggestions to these slides. Mats Ygfors Athega AB @matsygfors © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  3. 3. W A S T E Does not add value When we focus on lead times, none value adding activities could be consider waste. When trying to drive a continuos improvement culture, discussions about what is waste and not waste sometimes have no easy answer. © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  4. 4. Value during lead-time Order Value delivered © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  5. 5. Value during lead-time Below the green cells indicate the value added for this specific activity or customer demand. The red is waste in this activity´s point if view. Order Value delivered © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  6. 6. One customer´s value is another´s waste. But waste in the form of extended lead time could be value adding for another as long as we work with multiple activities at the same time. Demand 1 Demand 2 Order Value delivered © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  7. 7. Our focus path As we can only focus on one thing at a time. The path of your focus when performing multiple tasks could be visualized as below. As soon as we focus on one started activity all other activities experiences waste in the form of extended lead time. Demand 1 Demand 2 Order Value delivered Focus path © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  8. 8. Find real blockages and bottle necks We could benefit from focusing our improvement activities on real blockages and bottle necks. Not the extended lead time caused by task switching. Demand 1 Demand 2 © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  9. 9. Find real blockages and bottle necks We could benefit from focusing our improvement activities on real blockages and bottle necks. Not the extended lead time caused by task switching. Demand 1 Demand 2 Local waste in activities caused by high WIP © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  10. 10. Find real blockages and bottle necks We could benefit from focusing our improvement activities on real blockages and bottle necks. Not the extended lead time caused by task switching. Demand 1 Demand 2 Waste Local caused by waste other in activities problems caused by high WIP © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  11. 11. Move this waste from blur to visible The waste from task switching is now minimized and visible in the queueing time. Now it´s possible to focus on real blockages and bottle necks which in the long run will lower the queueing time. Real waste Value delivered Demand 1 Demand 2 Queueing Real waste Order Value delivered © Mats Ygfors Athega ABtorsdag den 13 oktober 2011
  12. 12. L I M I T W I P Limiting WIP is a very powerful tool The End © Mats Ygfors Athega ABtorsdag den 13 oktober 2011

A short, very basic description of how lead time suffers from task switching and how limiting work in progress makes this better.

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