Work Flow and Work Design

Workshop
by
Professor John Sharp
COrE Research Group, University of Salford,
UK
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Introducing Lean
• Workflow comes from Lean
• Therefore we need an overview of:
• Lean principles
• Lean maintenance tools (covered in
yesterday’s workshop)
• Processes (process mapping)

• Then we can apply them for work flow and

work design www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 What is lean ?
Lean manufacturing is the reduction in
the time from customer order to
manufacturing and delivery of
products by elimination of non-value
added waste in the production
stream.
Key points:
– One-piece flow
– Continuous improvement www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Lean Principles
5.
Perfection

1. Specify
4. Pull
Value

3. Creating
2. Identify value
Flow
stream

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Lean maintenance tools
• 5S process
• Elimination of 7 deadly wastes (7Mudas)
• Kaizen (continuous improvement) & Poka
Yoke
• Jokoda (quality at the source)
• JIT (Just In Time) & TPM (Total
Productive Maintenance)

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
5S is a systematic common sense
approach to good house keeping
to have a neat, clean, tidy and safe work place

STRUCTURE SYSTEMISE

DISTINGUISH NEEDED KEEP NEEDED ITEMS IN

ITEMS FROM NOT THE THE CORRECT PLACE TO
NEED AND ELIMINATE
THE LATER
SELF- ALLOW FOR EASY & QUICK
RETRIEVAL

DISCIPLINE
MAKING A HABIT OF
MAINTAINING THE SET
CONDITIONS

THE CONDITION
KEEP THE WORKSHOP
PEOPLE SUPPORT
SWEPT AND CLEAN
WHEN MAINTAIN THE
FIRST THREE S’s

STANDARDISE SWEEPING www.ipamc.org

Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 7 Mudas – “Waste”
Any activity which consumes resources but does not
create value.
• Searching
• Delays
• Unnecessary movement of resources and material
• Defects
• Over processing
• Over producing
• Storing inventory/work in progress

Lean = creation of more value with fewer resources.

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Value and non-value activities
Activities
TODAY’Swhich add value
CUSTOMERS WILL ONLY Activities
PAY FOR THEwhich addTHAT
VALUE costGETS
ADDED INTO A PRODUCT.
Processing it Sorting it
Printing it Inspecting it
Assembling it Finding it
Cutting it Reworking it
Drilling it Handling it
Packing it Snagging it
Painting it Moving it
Despatching it Scrapping it
Polishing it Counting it
Welding it Recalling it
Plating it Repairing it

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Professor John Sharp, University of Salford, UK
What adds value in your organisation?
“Work Flow and Work Design”
 Lean maintenance tools

• Kaizen (continuous improvement, Plan do

check act)
• Poka Yoke (mistake proofing)
• Jokoda (quality at the source)
• JIT (Just In Time)
• TPM (Total Productive Maintenance)

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Total Productive Maintenance

• Achieving overall effectiveness of the

production system by involving all workers in
the process of actively maintaining
equipment.

• This process involves cleaning, inspection,

restoration, redesign to improve deterioration
characteristics, preventative maintenance,
condition based maintenance, maintenance
prevention.
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is a Process ?
Any activity or group of activities that takes
An ‘input’, adds value to it, and provides an
output to an internal or external customer

Processes are at the heart of maintenance

management.
INPUT That are turned into OUTPUT
List Transformation List
PROCESS
- Resources - Results
- Activity
-
- www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is process management?

Inputs Organisation as a
Output
series of activities

Measure against targets,

learn & improve

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Functional v. Process Based organisation

CEO
Funtional Hierarchy

Dept. 1 Dept. 2 Dept. 3 Dept. 4 Dept. 5

Input
1
2
3 Who
4 5 owns the
Output
6 process?

Work processes flow across departments

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
•USA had top male sprinters in 2004 Olympics yet
did not win the gold medal!

•Great Britain won the gold medal. How?

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
We should manage our
business (including)
maintenance) through
processes not
departments !!

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Process Mapping

• Allows a team to identify the actual

flow or sequence of events in a
process that any product or service
follows
• Flowcharts can be applied to anything
from the travels of an invoice to the
steps in making a purchase or
maintaining a piece of equipment
(plant).
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process Mapping Symbols
Indicates a task
Task
(activity)
Indicates a meeting -
Meeting may span across
several departments
Indicates a "yes/no"
Decision Yes
decision, where "yes"
leads to one subsequent
No activity, "no" to another
Used to indicate where
others give support for
an activity

Indicates the Indicates the end of the

Document End
preparation of a process
document or report

A drop shadow on any symbols indicates that the item can be

Task
broken down into additional process steps

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Can map a process of
many activities
No No

Identify causes and Yes

Create project team & Yes
Create Terms Of agree, collect Identify short & long Test solutions & agree
allocate project Agree? Agree?
Reference additional info if term solutions for full implementation
manager
required

Management Team Project Manager Project Team Project Team Project Team
Management Team Management Team

No No

Yes
No Do processes /
Has problem Monitor & report on
Closedown project procedures need Implement OK?
been resolved? progress
changing? Yes

Project Manager Project Manager Yes Project Team

Project Manager Project Manager Management Team

Update processes &

procedures

System Manager www.ipamc.org

Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What would the Flowchart for
“Making a cup of tea” look
like?

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
• Making a cup of tea
Fill kettle Boil Put teabag
Start Sugar?
with water Kettle in cup
Yes No
Yes
Fill cup with Add
Add Milk Milk? boiled water sugar

No

Tea
ready to
drink

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 • Making a cup of tea
Pour
Fill kettle Boil Put tea in
Start water into
with water Kettle teapot
teapot

Yes Yes
Pour tea Is Tea
Sugar? Add Milk Milk? Ready?
into cup
No No

Add
Sugar Tea Each person does it differently
ready to therefore we need the
drink “Preferred practice”.

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
A Simple Plant Production
Flow Diagram

Bin Bin Bin Bin

Tank One Tank Two
No 1 No 2 No 4 No 4

V5 V6

To packaging Units
Fin Fan Cooler

V1 V2 V3 V4
Heat Processing
Unit

HPP1 HPP2
Mill No One Mill No Two

MP1 MP2 Blender

BMP
MP= Mill Pump V = Valve Mixer Unit

HPP= Heat Processing Pump BMP= Blender Mixer Pump

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process flow chart for Scenario
Start Mechanical Fitter
Identifies both Reports electrical
mechanical and faults to engineer

Operator hears Electrical faults

noise from the plant Mechanical Fitter
Send mechanical
repairs mechanical
Fitter to identify
faults
and repair the
Investigate No fault
Electrical Fitter
Ops manager identifies faults
Yes arranges safety
lock off of area
Observes smoke
Electrical Fitter
coming from Finish
Reported to repairs faults
The equipment
Maintenance
Engineer
Lock off safety
Report the No documents are Outage completed
problem Reported to signed to release plant back on line
Ops Manager Area to ops
Breakdown of
Plant
Reported to
Yes
Ops Foreman www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process map: example
Fa cilita te R e vie w a nd s o lve
is s u e s

P ro d uce de p artm e ntal plan Fin a ncia l C o ntro lle r

cove rin g ob je ctives ,
tim e s ca les , m an p ow e r I.T.
re qu irem e n ts , e qu ip m e nt,
bu d ge t e tc to d e liver s a le s
ta rg et
yes
P ro du ce p la n ning H ea d Office D e pa rtm en t
R es e arch In d ep en d en ts D efine s a le s s trateg y an d D o d ifferen t d ep a rtm e n tall
D e fin e go a ls an d o bjectives as s um p tion s an d te m plate C o ns o lid ate in to Sa le s p lan D o ind ivid ua l Sa le s Plan s Man ag e rs R e vie w / s ig n o ff w ith C o ns o lid a te all p la ns into
a n d ide n tify the ir ne e ds re s ou rces req u ire d to bu s in es s p la n s fit
to S e nior Man a ge rs . Fina n ce P la n in clu d in g a n y an d d is trib u te . fit? re le va n t D irecto rs P &H b u s ine s s pla n .
a nd e xp e cta tion s fo r the d elive r s a le s ta rg ets . tog ethe r?
s a le s nu m b ers .
future.

Im plem e n ta tio n Gro up Fin a ncia l C o ntro lle r Sa le s D ire ctor Fin a ncia l C o ntro lle r Ge n eral Man a ge rs Im ple m e ntation Grou p
P ro du ce B ra n ch p la n
Ma rketin g
cove rin g ob je ctives ,
no
tim es cales , m a n po w er,
e qu ip m e nt, b ud g et etc to
R e s ea rch In de p en d en ts , d e liver th e s a le s ta rg e t.
Mu ltiples & D is tribu tion
o utle ts an d id e ntify th eir Ge ne ra l Ma n ag e rs
n e ed s an d e xp ecta tio n s for
th e future. Fa cilita te a revie w proce s s
w ith S ale s D irecto r
Sa le s D ire ctors

Fin an cia l C o ntro lle r

R e s e a rch m arke t p la ce for

p o te ntial o pp o rtu nitie s a nd
D is cu s s / a gree s ha re d
ide n tify p oten tial im p act o n App ro ve p la n
s tra te g y a n d ob je ctive s .
P& H .

D ire ctors B o ard s tra teg ic

Im ple m e ntatio n
Gro up

R e view req u ire m e nts o f :-

R e vie w / eva lua te s trate g y,
B a nk , le ga l a n d re gu la to ry Is d irectio n ta ctica l or
n ee ds o f th e m a rke t a nd
in s titution s a nd s tra te gic ?
re view dire ction
im p lica tio ns for P &H

Fin a ncia l D irecto r B o ard

ta ctica l
Im plem e n t ta ctical d ire ctio n
fro m the B o ard.

Id e ntify H oldin g s Bo a rd R evie w an d eva lu ate

R e qu irem e n ts Gen e ra l Ma na g ers S a le s
cu rren t pe rfo rm a n ce .

Ma na g in g D ire cto r Ma n ag em en t E xecutive Im plem e n t ta ctical d ire ctio n

Me e tin g M.E .M. (Gro up ) a n d id en tify p riority lis t of
w ha t n e ed s to b e achieved ,
w h o,h o w .
Tactica l Actio n Plan
R e s ea rch an d Id en tify
S up p lie r / Man a ufactu re r Gen e ra l Ma na g ers Fo ru m
n ee d s an d exp ecta tio ns
fo r the fu tu re .

C o m m e rcia l D irecto r Im plem e n t ta ctical d ire ctio n

from the B o ard

N a tio n al S ale s Man a ge r All S en io r Man ag e rs

R e s e a rch an d id en tify s ta ff D is tribu tion S e rvice s plus
tra in ing n e ed s an d Acco u nt C on trollers C o m m u nica tio n of
e xpe ctatio ns fo r th e future. b u s ine s s pla n
im plem e ntatio n a n d ad vis e
ta ctica l ch an g es .
Ope ration s D ire ctor

N ote:- The D irecto rs

in vo lve m e nt is to ind icate
the flow o f the p ro ces s on ly
a n d do e s no t e xp la in th e ir
fu ll job fun ctio ns .

‘Comments?’ www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
An example change process

T im e o r S eq u en ce
R e sp on sib ility

C reate project
M an ag e m e n t Y es Y es Y es
team & allocate Agree? Agree? OK?
T eam p roject m an ager
No No No

Do processes / N o
P r oje ct C reate T erm s Hasproblem Y es C losed ow n
prodedures M on itor
M a n ag er of R eferen ce beenresolved? p roject
needchanging?

Y es No
Id en tify cau ses &
agree, collect Id en tify short T est solu tion s
& lon g term & agree for fu ll Im p lem ent
P r ojec t T e a m ad d ition al info if
req uired solu tion s im p lem en tation

S y ste m
U pd ate
M a n ag er
p rocesses

F ig ur e 1 0 : 'S w im lin e s' d ia g ra m

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 The business focused
management information system

Business objectives + KPI’s

Process objectives + KPI’s

People objectives + KPI’s

KPI = Key Performance Indicators www.ipamc.org

Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Work Flow

• Flow is a method of organisation such that the task is

worked on continuously, or alternatively as a system
whereby the processing of material is continuous and
progressive.
• Aims to improve
(i) work/material flow
(ii) standardise skills
(iii) added value/complete work faster
• When a particular task is completed it must be passed
directly to the next stage for processing. For flow to be
smooth the times of the tasks should be of equal length.
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 For Flow to Work

• Constant demand
• Task should be standardised
• Materials must be to specification and delivered on time
• All operations comprising the task should be defined
• Work must conform to quality standards
• Correct equipment must be used
• Reliable plant
• Inspection “in line”
• Balance all stages
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Apply Lean to create Flow

• Identify and map the value stream.

• Focus on the equipment as the product moves
along the value stream.
• Breakdown organisational boundaries that
hinder flow.
• Rethink all activities along the value stream so
as to eliminate waste.
• kaikaku - radical improvement
• Kaizen (PDCA) - continuous incremental
improvement
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Work design
Work design involves deciding what tasks to allocate to
each person, what sequence to perform them, where
to locate the job, who else should be involved in it,
how people should interact with their workplace and
their immediate work environment, what autonomy to
give the staff and what skills to develop in the staff.

Management Staff
Control Autonomy

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Work design
Work design should meet the following objectives:

• Quality
• Speed
• Dependability
• Flexibility
• Cost
• Health and Safety (environment)
• Quality of working life.

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Work design
The following elements need to be considered :

• What Tasks to be allocated (trade split v multiskill)?

• What sequence (process)?
• Where is job location?
• Who else involved?
• What equipment used in the job?
• What environmental conditions?
• How much autonomy?
• What staff skills?

• Best results when involved all employees involved in

the work (tasks and activities within the process)
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation phases
•Design management system
•Identify processes
Education •Develop processes & KPIs
& •Set up management information system
Change
•Review / develop procedures (FOG)
•Implement changes
•Carry out process audits
•Compare with standard (preferred practices)
•Improvement (KPI data & audits).
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation phase
• Brief managers & staff on process thinking
• Set up MI system & collect KPI information
• Report KPI information to Sen Mgt, complete
projects to demonstrate continual
improvement
• Assess process management
• Base management reviews on high-level
KPIs
• Revise maintenance manuals/procedures
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Draw a process map for a
maintenance process
Process map maintenance processes

Who should produce

the process map?
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
A Maintenance Process
Welder Discuss Finds Welder
needs rod Supr diff rods Alison starts to
finds weld!!
Welder
Finds Alison
supervisor Yes orders rod Welder collects
No rod
Use other
Completes rod? Supplier Supr tells
request processes welder
order
Contact
Supr goes Supr Contact
to office Supplier Supr
delivers
Contact rod
Requests Alison Tell Alison
rod
No
Unload Locate
Alison Rod in van rod
contact rod stock? Yes
supplier Rod in Eng Stores
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Professor John Sharp, University of Salford, UK
How can we create flow for this process?
“Work Flow and Work Design”
 Workflow in action! 23staff
(mechanics etc) to change 4 tyres
and refuel Mr Schumacher!

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Modelling Roll Changes

Creating flow
when
changing rolls

Modelling roll changes of a 7 stand rolling

mill in a steel rolling mill in UK to get the
optimum time and number of rolls to change.

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Thomas Bolton Mill

1700 ton extrusion press. 70% of company’s copper

products

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Layout

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Implementation
• Customer focus
• Maintenance strategies
• PM, CBM, Lean, flow, work redesign, etc
• Process redesign, reorganisation/relocation – cell
teams, skills mix, training, FOG, data analysis (OR
techniques)
• CMMS (on line real time)

• Spectacular results!!
• 1700 ton extruder = downtime 7.5% to 4.6%
• 50% increase in output with a 50% Profit Increase
(Maintenance budget increased by 9%)
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Modelling of Extrusion Press
Delay time model of Loewy Downtime
1700 Ton extrusion press withmin/day
subjective data to determine dp=120
optimum PM duration and 40
dp=30
cycle time. 30
20
10
0
0 5 10 15 20 25 30
PM Cycle Length (days)

Downtime reduced by 50%

Output increased by 50%
(15% Maint increase)

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 Case study

Colleagues investigated the

maintenance processes carried
out in power stations (power
plants) in the USA. They got a
breakdown of a mechanic’s day
and then compared it a high
performing power station.

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Breakdown of a mechanic’s day
in a US power station
Activity carried out by mechanic Plant A High
Performing

Clearance 10% 5%
Transportation 15% 5%
Getting parts 15% 5%
Scaffolding 5% 5%
Insulation 5% 5%
Special tools 5% 5%
Equipment 5% 5%
Test procedures 5% 5%
Troubleshooting 10% 5%
Time on the job 25% 55%
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Technology v Logistics
Frequently Asked Questions
• Should we Concentrate on Improving the
Process?
• Should we Concentrate on Logistics and
Enterprise Integration?
• Is the Japanese model, “Create Visual Factory
follow Lean Manufacturing Thinking” Sufficient?
• Do we need Information Technology based
Logistics/Decision Support?
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
 CONCLUSIONS

Maintenance can be improved using lean principles

thereby using work flow and work design to
eliminate/reduce wasteful activities from all the
maintenance processes.

This leads to an improvement of service to customers

(both internal and external) and demonstrates that
maintenance adds value to the organisation.

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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Thank you for your attention.

Questions ? www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”