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Develop Alternative Improvement Ideas

The aim of this step is to differentiate the perspectives of the employees in production processes and to ensure achievement of the best results with the techniques used thereon by providing information related to the issues of improvement techniques whose deficiency has been observed within the business. Maximum participation of employees and of all white-collar staff is sought to the extent permitted by production.

The purpose of this step is to provide assistance for procedural, physical, and operational improvements and therefore for financial targets of the business to be met. When we have identified enough improvements by eliminating the leveraged problems, we should also be able to state whether the improved condition is the best that it could be. If we generate more than one solution to each leveraged problem, then the possibility of finding the most effective solution will most likely increase.

In practice, there are three common ways to arrive at better (lower cost and more efficient) solutions:

  • • Improve what you have; challenge each element of what you see and make a list of desired changes.
  • • Start with a clean sheet of paper and construct the ideal; look at the current state after you define the future state. Net the differences to arrive at a desired solution, once constraints have been addressed.
  • • Find the best practice wherever you can and copy or adopt it.

Why you do it

To move from a real situation to an envisioned (target) one, finding out what should be done by developing solution options in regard to elimination of designated leverages (for fully eliminating the causes of the problem)

Deliverables

The potential aspects (with their value and volume drivers; and quantified present and desired situations) and costs of the recommended improvements for each determined problem as a whole or with its individual leverages

 
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