Earlier this week, I posted about using common sense, low-cost solutions to create improvements in the business operation. In this post, I want to present to you one example.
The manager of a chemical laboratory that provides service for a food manufacturing company had problems to released test results as per the customer demand. The samples waiting for analysis were piling up on the refrigerator, and the staff was working overtime to process the backlog. My friend was getting ready to hire an additional lab technician when I suggest to let me help him. He agreed to walk the lab with me at the time he was explaining what he thought was wrong.
I noticed various boxes on the floor, which is a safety hazard. The working tables looked cluttered. I watched one technician searching for the right sample for almost five minutes. They don’t have an efficient method to store them. Also, I observed another technician walking around the room to work on different workstations to complete his test. While I was watching him, somebody came to drop more samples. She just put them right on top of the piled the other guy did while searching a while ago. Within the first ten minutes, I identified two causes for inefficiency, disorganization, and ineffective layout. Everything I pointed out was waste from the customer’s point of view. All those things contribute to increasing the testing time per sample without adding value to the process.
We have a short meeting with the staff to explain the situation and invited them to be part of the solution by participating in an improvement activity called Kaizen. They were happy to do something because although they like money, they wanted to spend more time with the family.
The laboratory performs on a daily seven major types of tests. One of them accounts for almost 70% of the daily demand. We focused our analysis on that test type. The staff draws a process map with the steps to complete that test. They also measured the time to complete the test and watched the process to identify waste.
We used 5S, a housekeeping and organization program to clean and organize the entire laboratory. The staff used a drawing of the facility layout to draw all the walking between steps of the process. They also measured the distance walked. Based on their observations and suggestions, we moved some equipment and tools to have them closer to where they need them. Just by doing that, they reduced the walking time by more than 50%, which reduced the test process time as well. Other benefits of this event were: 27% reduction in over-time, 52% reduction in total process time, and 30% more on-time test results released to the customer.
They need some help to move the equipment, but the investment was peanuts compared with the benefits. After the event, the customer noticed the improvement in the quality of service, and the team was able to rest better and spend more time with their family. I will keep using this example on future posts to explain in detail how we achieved the improvements.
You can have similar results by using continuous improvement as your strategy to increase customer satisfaction. Let’s have a good old conversation about how you can do it!