Fix What Bugs You is one method that managers are using to get EVERY employee at a company practicing Continuous Improvement and Lean. The idea is that, every day we encounter processes that include small inconveniences or components that drive us crazy! So, instead of making a plan or putting it on a schedule to fix or buying some gadget to fix it, we just encourage making a small change that will get rid of the problem RIGHT NOW. Just by fixing what is troubling you in your processes, you are making it better improving Productivity AND Quality . And, you are beginning to adopt a Lean mindset.

These small improvements are also called 2-Second-Lean improvements, because they might not save very much time . Maybe only 2 seconds of savings. So, you might ask, why would I spend 15 minutes to fix a problem that only costs me 2 seconds? Well a couple of reasons:

• QUALITY: When you eliminate problems from your processes, those processes become simpler, easier, more enjoyable, and quality is improved.
• PRODUCTIVITY: If you save 2 seconds on a process, and you repeat that process 4 times per day, 300 days per year . You just saved 40 minutes . Every Year (what could you do with an extra 40 minutes?). In industrial production processes, the multiplication is even greater as workers repeat processes hundreds of times every day; saving 2 seconds is a big deal

Throughout the course you have been learning Lean principles, tools, and techniques. You have learned to identify WASTE in a process and many different Lean innovations for reducing waste and solving process problems. During class, we have been discussing possible ways these could help improve your personal and work processes.

To Turn In:

Leave the questions in bold. Type your responses and insert pictures in-between each question. The grading rubric is included at the end of this template.

Respond to each of the following:

• Describe the process you are improving. What is the PROCESS? Describe, step-by-step the original process. What is its purpose? How often does this process happen? Why is this process important for you to improve? The more descriptive you are, the better your grade.

• Describe the current problems and/or irritations things you do not like about your current process. What are the problems you are experiencing? Why are these problems annoying to you? How have these problems impacted your productivity and/or quality? Be VERY descriptive so that I can fully understand the problems you are encountering.

• Which of the Lean Wastes (from the 7 wastes in week 3) are being created by or contributing to your problem? Describe HOW you know these wastes are happening (do not just list single-word wastes). Your process will probably be exhibiting MORE THAN ONE waste. Name the waste and then be VERY descriptive in how and why that waste is happening and the effect of that waste on the outcomes of your process.

• Insert AT LEAST one large picture to show the PROBLEM(s) in your process. Often, it may take more than one picture and some diagrams to clearly show how the problem is happening. From your pictures, I should be able to understand the problems and how the process is creating these problems. [Multiple pictures of the same thing do not count as more than one picture.] Label each picture so that I know what I am seeing.

• Describe, in detail, what you did to create no-cost or low-cost countermeasure(s) for the problem(s) in this process. Your description must be thorough and detailed. Tell me EXACTLY how your new process works. Describe the NEW step-by-step process. Describe what has been put in place to make sure the process stays like this in the future. Describe what has been put in place to make it easier for others to use the new process (if needed). Convince me that your improvement is genuine and that you have put sufficient countermeasures in place to make sure this improvement will remain in place long after this course is completed. Typically, this will involve REAL visual management.

• Insert AT LEAST one large picture of your improvement. Often, it will take more than one picture and some diagrams to clearly demonstrate the improvement, how you accomplished it, and how it will be sustainable over the long term. From your pictures, I should be able to understand the new process and how it works. Convince me, through the pictures, that you have fundamentally changed the way your new process is done. [Multiple pictures of the same thing do not count as more than one picture.] Label each picture so that I know what I am seeing.

• Describe the outcomes of your improvement. Your outcomes might include time saved (predict EXACTLY how much time will be saved over the next year), or safety improvements, or quality improvements (if possible, quantify this measure), or a reduction in mistakes or defects (quantify this measure), or simplicity, or some other quantifiable or observable improvement. Do not just list outcomes, describe what they are and their impact on your process. The more detailed your descriptions, the more likely you will earn full credit.