time trap analysis
TRANSCRIPT
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
Time Trap Analysis
Validating Project Focus
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
What Is a Time Trap?
A time trap limits the output of the process (operational or transactional) and therefore has less capacity than the prior or following steps/operations. It constrains throughput.
A time trap can change over time (monthly, weekly, even daily) based upon “product” mixes or special causes (new product introductions, special orders).
A time trap can be caused by physical problems (such process flow, personnel availability, part/supply shortages, equipment availability).
A time trap can also be caused by non-physical problems (such as procedures, morale, unsafe environment, or training).
There is ALWAYS a time trap in a process!
A Constraint is a time trap that cannot meet customer demand (a Constraint is ALWAYS a time trap, but a time trap may not be a Constraint!).
This is aTime Trap!!
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
How Are Time Traps Created? Poor process flow
Machine
People
Lack of parts
Transportation methods (cranes, foot, etc)
Handoffs
Large batch sizes
Operational deficiencies Setup Scrap (low yield) Downtime Rework
Distance
Safety concerns
Poor scheduling
Product mix
Excessive WIP
Variability of the process
Stress
Turnover
Etc.
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
More Lean Definitions
The following terms are used frequently to quantitatively describe the output of a process: Capacity: The maximum amount of product (output) a
process can deliver (produce) over a continuous period of time Example: The capacity of our process is 120 mortgage
applications per day Time Trap: The process step that inserts the largest
amount of time delay into a process (there can be only one time trap at a time in a process!) Example: Our property appraisers evaluate 120 properties per
day, all other process steps can process 145 applications per day
Constraint: A time trap that is unable to produce at the exit rate required to meet customer demand (internal or external) Example: Our property appraisers can only evaluate 120
properties per day, but customer demand is currently 130 applications per day!
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
The Importance of Time Traps
The time trap of this process is here:
If we do not understand where a time trap exists, we may end up focusing our improvement project on the wrong task/activity.
Unless we attack the time trap, throughput will not be affected.
Activity 1 2 3 4 5 6 7
Max ExitRate
Demand
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
The Importance of Constraints
This time trap is also a constraint
If we do not alleviate the constraint, our process will be unable to meet customer demand!
Activity 1 2 3 4 5 6 7
Max ExitRate
Demand
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
Time Trap Identification vs Constraint Identification
With Time Trap Identification, we are interested in finding the operation or process that will facilitate improving process efficiencies
With Constraint Identification, we are interested in finding the operation or process that will facilitate increasing capacity
Time traps impact efficiencies by requiring more inventory, more equipment, more people, more material, and more time in order to meet customer demand. Constraints tend to be more serious in nature as they limit our ability to satisfy our customers!
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
Where Are the Time Traps? Where the Inventory Stacks Up?
Careful!
Assy E (from
A, B, C,/D)
SPSW7C01 – Rev 10-07
© 2006 George Group Consulting, L.P.
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