Continuous improvement is a process, so it has steps and activities. And roles and responsibilities. And it has performance indicators.
- your team consist of 20 members; submitting 26 improvement suggestion per year. So every 2 weeks 1 improvement suggestion. That means the takt time is 2 weeks
- let’s assume they are all selected and successful realized (i.e. implemented)
- if the average time it takes to realize an improvement is 3 weeks (cycle time is 3 weeks) there will be a backlog. if less or equal than 2 weeks there will be no backlog. In Lean the term backlog is called WIP (Work in progress).
These performance indicators can be used to set-up the cumulative flow diagram as shown in this picture. Setting up this diagram is a good. The use of this diagram we will explain in the rest of this post.
Cumulative flow diagram and continuous improvement
What happens when your capacity to realize improvement suggestions is not sufficient to realize an improvement in 2 weeks. WIP will increase and this will be visible in your cumulative flow diagram. Or when someone in your team is leaving and a new teammember is lacking crucial skills?
Or when the takt time is not 2 weeks but 1 week (i.e. every week a new improvement suggestion is submitted (because of changes in customer demands, legislation or competition).
Innovation comes from the producer – not from the customer. W. Edwards Deming
Post isn’t finished yet; this is a draft which will be completed by 18-12-2017
example cumulative flow diagram in Excel