How can you use systems thinking to reduce lead time in manufacturing?

Systems thinking is about understanding the whole, then intervening to improve overall performace to a goal. Value Stream Mapping is a specific tool that applies Systems Thinking to reducing LT. Here's how: 1. Focusing on the bottleneck (optimizing non-critical areas DOES NOT improve overall performance!) 2. Aligning people. When everyone verifies the same facts at Gemba, the place where action happens, the team displays a key system property: Synergy. Align on issues, key changes, then execute together. 3. Sustainability & homeostasis. All systems are perfectly designed to perform at a specific level. VSM drafts a Future State through process (not one-time) solutions, Information flow, quality, addressing chronic problems, etc.

A melhor forma de reduzir o lead time de fabrica??o de uma pe?a ,por exemplo, seria usando as ferramentas de gest?o da rotina (padroniza??o,treinamento, gest?o indicadores,5S, manuten??o autonoma etc...) onde através do SDCA garantimos a necessária estabilidade , previsibilidade e capacidade estatística do processo produtivo permitindo que possamos ent?o realizar as melhorias no processo de redu??o do tempo de fabrica??o.

One thing I've found helpful- In his great book The 7 Habits of highly effective people; Stephen Covey talks about beginning with end in mind. This is system thinking. Any living system has inputs, outputs, throughputs, feedback on how things are working, and it operates. He is referring to the focus on outputs/outcomes and the need to start there. Our feedback measures will be matched to the results we wish to achieve. Inputs will be adjusted as necessary to support those outcomes. Throughputs will take those inputs and give us the outputs we desire. At all times we must be aware of the environment we operate in and what is changing.

In the world of systems thinking, it's a mindset that's all about seeing the forest, not just the trees. Instead of focusing solely on individual components, it hones in on the relationships and interactions that shape a system's behavior. Imagine a manufacturing system – it's not just about people, machines, materials, methods, and the environment individually; it's about how they dance together to achieve a common goal. Systems thinking helps unravel these intricate connections, showing how changes in one element ripple across the entire system. It's the antidote to linear thinking, preventing oversimplification and unintended consequences by embracing the complexity of interrelated elements.

Why you keep inventing terms? It has been process X, Value stream, Holistic box, SIPOC, etc. Bottom line any process has input processes and outputs You can obtain those by making a Gemba walk, or by activity based management, or define value stream mapping current state etc.

One of the fundamental advantages of adopting a systems thinking approach lies in its capacity to pinpoint and eradicate waste within your manufacturing processes. Waste, defined as any activity or resource that fails to contribute value to the customer or the system, manifests in various forms, including overproduction, waiting, transportation, motion, inventory, defects, and overprocessing. Systems thinking proves invaluable in unveiling the root causes of waste and understanding their ripple effects across the entire system.

As stated earlier, system thinking definitely help to eliminate various form of waste.. hard and soft. Systems thinking help enable u to tailor the various resources optimally towards achieving the set goals. Be it timely execution or quality or cost improvement. A systems approach help to understand the interrelationships between system components and ensure such relationships are optimised. When that happens then you have a most optimal delivered cost. And this is workable in and work system be it manufacturing, building, projects, services whatever.

For us to be able reduce lead time in manufacturing using systems thinking, we must - ? Define system boundaries and map the manufacturing process. ? Identify bottlenecks and conduct root cause analysis. ? Collaborate with relevant teams for comprehensive solutions. ? Optimize inventory management with just-in-time principles. ? Streamline production scheduling to minimize delays. ? Enhance supplier relationships for a steady flow of materials. ? Implement continuous monitoring and feedback mechanisms. ? Example: In a furniture company, address bottlenecks like outdated machinery through collaborative solutions, optimize inventory, streamline scheduling, and improve supplier relationships to reduce lead time.

Mapeamento do Fluxo de Valor: Identificar todas as etapas, buscando oportunidades de elimina??o de desperdícios. Identifica??o de Gargalos e Ineficiências: Localizar áreas de ineficiência e pontos de desperdício utilizando o pensamento sistêmico. Implementa??o de Práticas Lean: Adotar estratégias como Just-In-Time e produ??o puxada, alinhando-as ao pensamento sistêmico. -Monitoramento de KPIs: Estabelecer KPIs que reflitam a eficiência global, identificando continuamente áreas de melhoria. Treinamento de Equipes: pensar de maneira sistêmica e gerar ideias para redu??o de desperdício. Ado??o de Tecnologias Avan?adas: Integrar automa??o e sistemas de informa??o para oferecer uma vis?o em tempo real e reduzir desperdícios.

O Sistema Toyota de Produ??o é um grande exemplo de uma filosofia para otimizar os recursos e reduzir os desperdícios. O Kanban é uma ótima ferramenta para ajustar a produ??o à demanda do cliente.

As mentioned in article above we need first identify bottlenecks and steps with their dependencies.? VSM can help us to do this. In systems thinking point of view and by using VSM we can easily see value add and non value add actions and then start eliminating them. In long LTs have always many NVA steps and once we eliminated them LT becomes shorter. In short following systems thinking methodology and using VSM and other CI tools helps to reach a shorter LT

O pensamento sistêmico é essencial para evitar a subotimiza??o, decorrente da busca por ótimos locais, de forma isolada, sem o devido conhecimento da interrela??o entre as etapas, fun??es ou elementos que comp?em um sistema ou fluxo. Para a redu??o de lead times, é preciso que o correto funcionamento do sistema seja entendido em sua totalidade por todos os envolvidos, identificando gargalos, assim como as condi??es ideais de trabalho para cada elemento do sistema. Propostas de melhoria devem ser analisadas de forma holística, visando o melhor resultado para o cliente (eficiência do fluxo). Entender a participa??o e impacto de cada elemento no sistema como um todo, assim como elevados níveis de colabora??o, s?o a chave ??.

Understanding the system as a whole, recognizing interdependencies, and putting changes into place that improve the efficient and seamless flow of resources, information, or processes inside it are all part of applying systems thinking to maximize flow.

Minimizing risks and optimizing the processes can help to reduce waste, but also is really important to understand how the business works, focus on the outputs, interview the responsible for each task, but I would focus more on the bottlenecks to avoid time waste and product wastes allowing to improve the process flow.

Wo h?ngt das Produkt? Durch das systematische Denken sieht man die Schnittstellen die umgangssprachlich den Verkehr aufhalten. Hier gilt es geeignete L?sungen zu finden wie z.B. Pufferstationen, andere Fertigungslayout oder ?hnliches.

Using a systems thinking method to implement continuous improvement entails comprehending how a system's interdependent components work together and locating opportunities for constructive change.

Map the current process- understand the area of concerns- understand the bottlenecks- identify the feasible opportunities for improvement - map the future state Once it is done... Use problem solving techniques to reach the desired state... The base line and the target future state will drive overall continuous improvement... Once you reach the future state mapped earlier by implementing the improvement - Make it a base line and map a future state for it and do it in iterations to achieve final outcome This way you will always strive towards excellence and the continuous improvement will come along....

Systems thinking is a holistic approach to understanding and optimizing complex systems, such as manufacturing processes. To reduce lead time in manufacturing using systems thinking, you can follow these steps: 1. Identify the system 2. Understand the interconnections 3. Visualize flow 4. Identify singnficant points 5. Implement changes 6. Monitor and adjust 7. Foster a culture of continuous improvement By adopting a systems thinking approach, you can address lead time reduction in a comprehensive and sustainable manner, ensuring that all aspects of the manufacturing process are working together efficiently.

Para maximizar as possibilidades e resultados de uma política de melhoria contínua, é necessário mapear e conhecer cada etapa do seu processo. Estar atento e aberto a contribui??es dos envolvidos em cada uma das diversas etapas do processo, independente do nível hierárquico que ocupe. Analisar exaustivamente desvios ocorridos para que as causas sejam plenamente identificadas e prontamente tratadas.

Para implementar a melhoria contínua com o pensamento sistêmico, comece analisando o sistema como um todo, mapeando interconex?es e fluxo de valor. Estabele?a objetivos alinhados à vis?o sistêmica e identifique gargalos usando essa perspectiva. Fomente a colabora??o entre equipes, incentivando o compartilhamento de conhecimento. Implemente mecanismos de feedback contínuo em todos os níveis e adote o ciclo PDCA para ajustes iterativos. Avalie o impacto sistêmico das mudan?as, garantindo que melhorias locais contribuam para o aprimoramento global. Cultive uma cultura de aprendizado constante, promovendo a adapta??o às mudan?as e a busca por inova??es. Integrar esses passos ao pensamento sistêmico fortalece a implementa??o da melhoria contínua

Some people never will! Too much against it. School teaches analysis, "right answer", linear thinking. Work encourages short-term, low risk, soundbites; life distracts us from constant learning and deep reflection. True learning needs a commitment: 1. STUDY. Systems Thinking is old and deep; need to grasp the basics starting with Bertalanffy's work. 2. Time to think. Paraphrasing J. Maxwell, understanding systems requires thinking in "iceberg", not "ice cubes"... quantity and quality of reflection. 3. Exposure. Systems don't exist in a vaccuum. Learn from many sources, relate unrelated things, play, try "what if", awaken your creative brain. 4. Action. Plan, do, check and act (PDCA!) your interventions in real systems. Persevere.

Having a holistic viewpoint, comprehending relationships, and realizing how different parts of a system are interconnected are all necessary for developing systems thinking abilities.

We need to work to transform the Company as if it were a single body, a single being, a single objective shared by each individual towards a single goal. With quick interactions, precise and fluid information, absolute no waste.

The key factors to develop new skills are quite the same, no matter the subject. So, proactiveness and perseverance are the basis. Following that, I would suggest engaging with online courses—like the ones available on LinkedIn Learning—and reading books/articles on systems dynamics, complexity theory, and systems engineering. Secondly, practical experience is vital to validate the foundational aspects you've learned in your studies, applying systems thinking to real-world project problems and scenarios. Last but not least, engage with and obtain feedback from senior professionals and stakeholders with diverse backgrounds to gain different viewpoints on the project system. This would broadens perspectives and promotes holistic thinking.

I have found that the best way to get people to learn a new skill is to make it less intimidating. You do not have to use academic terms, give formal presentations, and introduce complicated tools or templates. Demonstrating the practical steps of a process, and working side by side, can build confidence and motivation before you bring in the advanced concepts. For example I have taught line balancing to temporary workers making $9 per hour. I would pull one person off the line at a time, have them observe bottle necks, and help them test new ways of balancing the work. If I would have tried to teach them all the math and terminology like they were industrial engineers - I am sure it would not have gotten the same results.

Manufacturing is always a system approach form raw materials, processing, products to selling using human, customers, equipments, facilities, local, state, federal laws, taxes and regulations, export & import , tariffs and politics , finance and technology resources. Also, manufacturing has the highest job multiplier > 4:1.

To begin implementing systems thinking in manufacturing, one must first take a comprehensive approach to comprehend the interdependent parts of the production process.

PDCA, parece simples, mas é o modelo que mais sistematiza opera??es. Entretanto ele precisa ser feito com honestidade, avaliando os avan?os e retrocessos. PDCA é sempre mostrado como um circulo com seta, mas ele é uma espiral que n?o encontra o planejado, mas uma parcela dele. E é refazendo esta atividade que ela se torna parte sistêmica do processo.

When presented with a problem, which is reoccurring, look to see if the cause is in the next system above. For example the load leveling of a line just won’t function and the planners have exhausted all their fixes and tricks, then have serious conversation with customer about their ordering schedule. Remember: Sometimes by optimizing a certain part of a system that part might be better but the system as a whole might just be worse off.

Iniciar o pensamento sistêmico na manufatura pode iniciar pelo mapeamento do fluxo de valor do processo core. Cenário atual identificado, os gaps estar?o expostos e o desenho do processo futuro será facilitado. Com a vis?o do todo, atual e futuro, existe condi??o mínima para a contextualiza??o do todo e para viabilizar as tratativas de melhoria.

By adopting a systemic perspective, manufacturers can uncover opportunities for improvement that go beyond isolated processes, leading to more effective and sustainable reductions in lead time.System thinking can be instrumental in reducing lead time in manufacturing by providing a holistic approach to understanding and optimizing the entire production system.

Uma boa ferramenta de qualidade que sumariza a abordagem deste artigo é o ishikawa . Contempla em correla??o de causa e efeito relacionando as fontes de entrada de manufatura , guiando portanto o pensamento sistêmico. O livro manual da qualidade de Deming e Juran cobre com detalhes o assunto.

Good systems mapping of interconnections is prerequisite before value stream map. One example could be 7 types of waste can be evaluated against the overall system map. For project plans , critical path evaluation is key. If critical path is not analyzed early on , reducing time , wastage is a mammoth effort. Fishbone diagrams for causes of poor quality must fit in the larger system map as well. All tools for improvement must always fit in the system map.

Another area to use systems thinking could be in improving communication around the shop floor. Improving communication between departments can involve setting up clear protocols, fostering collaboration, using data visualization and utilizing project management tools. This ensures everyone is informed and aligned, reducing delays caused by miscommunication - resulting in better throughput and reduced lead time.

One other and important application of the systemic thinking is on logistics. In this very dynamic world we live, this can make the difference on how to solvea issues like for example the challenges that the pandemic brought for global supply chain. The implication of systemic thinking in logistics can help to simulate scenarios to foresee the future, equalize capacity and stock levels, better and collaboratively planning and forecasting to manage risks from whip effect over supply chain. This is a knowledge that will be more and more required to protect business from sudden changes