There is something sadder !!
Most unhappy....
...than being persecuted !!
YES !!
Be reached !!
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Hello, how are you all? Welcome to this video where we will see
a real analysis that was carried out in an SME company, where through the Ishikawa diagram
we saw how we could solve a very common problem that all warehouses have.
If you do not know anything about the Ishikawa diagram, we invite you to see the video that will appear
here below in the recommendations; so that you have a little more context,
but, going straight to the subject, what I am presenting here is the basic diagram of Ishikawa
that practically everyone knows, in particular when we analyze a problem
through this tool I like to manage only the traditional four m, which are generally known,
which are method or process, environment or environment,
labor or personnel and machinery or tool,
Well, let's go step by step so you can see how we analyze this situation inside
a warehouse. first and fundamental, is to know what
is the problem we are going to attack, in this case to know the problem, and here I am
showing you the information a little summarized, imagine that in the warehouse we have three
objectives, whatever they were, whose goal is 100, 100 and 100 for each of those objectives,
the result of January in one of them was two 90, here in a very simple
way you could think that this goal is presenting a problem with respect to the
other three, but what you have to do is when you want to analyze a really
in-depth situation with a little more information, it is not enough that you see a single situation
or a single month in which the data has gone wrong with respect to what you wanted, what ideal
is that you can see trends, in this other example, if we have the three objectives and we see
that the same goal is 100, 100 and 100, what we need to see is what has been the trend
of the last periods with respect to those measurements , the process
will depend a lot on how many months before you have to evaluate, in this case we are taking
at least three months, which would be the equivalent of twelve weeks, which is already
information that can be taken as something important or it is possible to validate
to a certain extent that if this trend continues then we could have a real problem there, in this
case you can see that with regard to objective 2, in none of those three months
where the measurements were made could the objective have been achieved , and you do not see a clear trend
that is increasing or decreasing, which could indicate that we have
a real problem here, now there is another way to do it much more technical or practical, here
you can see in this graph that the green line represents our goal and the red line
represents the result of the period, the yellow line represents the average trend
that is automatically drawn on any Excel chart, it can be automatically extracted ico,
but look how interesting this analysis would be, I'm seeing that the first three months where
this measurement is, April, May and June, the goal has been met and has been exceeded,
but the important thing here is to see the trend, something is happening that the trend
is going down and in July is already below the goal, we have to take a lot of
account trends to also identify the problems, not just the cold results
From an isolated measurement, when I see this trend, I can deduce that in August the measurement will probably
be worse, that we will not reach the goal yet, but rather
that we will be more separated from reaching it because the Trend has shown
us that, the analysis of trends is very important when you are seeing what problems you are going to have,
for the analysis that we are going to see next, a graph
similar to this one we had but with what has to do with reliability of the inventory,
for reasons of confidentiality I can not put the graph as such of that project,
but this example helps you to see what it was that led us to dedicate that this was It was
becoming a problem, the reliability was decreasing more and more, although it was
above the goal we had set, so although in the last month was not
as far below the goal as we wanted it, the fact that we saw the trend So marked
we made see that here we had to analyze what was happening,
that is why already in the diagram what we put in the problem box was that it was decreasing
the reliability of the inventory, remember that something very important when you try apply
this tool is that you define the problem correctly, and the most important thing is that when
you detect a situation that you want to document as a problem has to be based on data, in numbers,
something similar to what we are showing you here; Then, we put
our problem, and as indicated by the methodology through the work team that we formed
we discussed what could be the possible causes for which this problem was
occurring in each of the different categories of the diagram; Something very important
is what is marked in red, we did not have to focus on those situations that were
really vital, not trivial, that is why you will see that some of the elements
are marked in yellow in the texts and in purple, what we marked in yellow
was what we considered really valuable, and what was in purple was a matter
of perception or that did not have data so strong as to say that this was
what was affecting the decrease in the reliability of the inventory , in environment
and environment it was said that poor lighting affected the counts and therefore
maybe the numbers would go wrong and the numbers would not match, or that the store was very hot,
the fact that it was very hot better was even easy
to solve only with a few fans, we did not have to do a diagram
to determine that and really not so hot as to not be able to work jar, so
that's why we marked it as purple, in method or process we saw that the time
was not respected to record the movements of inventory in the ERP, eye, whenever one of us
gave a possible cause, we had to validate to put it in the diagram, we wanted
to make it a little more practical and not have dozens of causes noted here that would
have made the analysis much slower and cumbersome, what we did was to validate up to a point
with information each of the elements we were putting, so when putting,
the time to record the movements is not respected what we wanted to validate was
that really what were the time that were defined to write them down, because there was
a time specified and how it was not being respected, that's why we wrote it down here,
the procedure was not one hundred percent clear, it was noted because at the end of the time
when reading the procedure we saw that it was a bit unruly, but with the proper training
and following specific rules this probably was not a very strong cause
and especially because even with that procedure previously if you were giving the reliability
of the inventory, this is something important, the procedure could be very unruly, but
reliability was already being given, that's why we put it in purple, we thought it was not going
to be so strong. in machinery and tool we saw that to be able to do the registration
was needed, the company has limited licenses for the use of the system
where they load the inventory where the counts were being done so they do not have licenses
available one hundred percent of the time and if that we tied it with time to record
the movements of the process, we saw that there we could have a pretty interesting track,
that's why we marked it in yellow, the ERP is difficult to use, it was something that was marked in
purple, because it is something similar to what that the procedure is not clear, it was already
vgiving the result then it was the same ERP was not going there was not the fact that we said it
was very complicated to use, unless, and this has to do with the question of labor, unless the
staff that was in the warehouse was different from
what was before, so here in the workforce and staff, notice what we saw here,
lack of involvement of the head of soul centrum, that although it is a bit ambiguous because
it is a perception, it caught our attention that the warehouse manager was new, and that
he had recently changed the warehouse manager, so when we saw in this part, in this brainstorming,
he hears there is no involvement, the first thing that we asked was, who is the
store manager 'because he was not involved? How much time do they have in the position? and there
we saw that he had little that had changed, another point that was noted was that the concept of reliability
of the inventory was not mastered, by whom? by the new warehouse manager,
then here we had a clue probably very clear that it was what was happening there,
but anyway we can not just go with this analysis and say, ah, it's all
the warehouse manager's fault! we had to see that there was a little beyond, the next
thing we did was make a list for each of the categories of possible causes,
and this is something very important remember that it is not that only with the Ishikawa diagram
you reach the conclusion and that you stop there, you can do more analysis,
you can get more data, more information, the Ishikawa diagram what helps you is
to have in a graphic and visual way what you can use to continue researching,
helps you order the ideas, once we saw this list what we did was to apply
a technique that probably many of you already know that is the method of whys
or the technique of the five whys, although it is called five why you really do not have
to get to five questions, sometimes the first one comes out which is the situation that is
happening, sometimes more are necessary but this of the five whys, is I come to the conclusion that
statistically it was generally a five times questioned means that you arrived at the root cause,
but hey, clarifying is point, what we saw in each of the possible causes
was because we believed or because he was giving us that information or because
we had that data, then the poor lighting, we saw that the design of the warehouse
was not adequate and therefore the lighting did not reach all the people correctly,
the problem of that is that the design of the warehouse was already when the reliability was
being given then we discarded this, this was not going to be a situation that although it can be corrected
and put a better lighting to facilitate the work to the warehouse, it was not the cause really
that the system was or that the counts to be able to have the reliability
were failing, the concept of inventory reliability is not mastered, we saw why the warehouse manager
has no experience in it, why? why the store manager is new and was
recently placed with that responsibility, then here is an interesting clue,
lack of involvement of the warehouse manager, all this in labor, because the store manager,
why has lack of involvement? Because his responsibilities are not clear to him, why? because there was no training in the position,
we started to investigate and we saw
that there were no records that he had been trained in the position, we asked human resources
and they told us that because of the premise of the change in that the other store manager
had raised him to another position this new boss was suddenly put in that position
and had not been delivered correctly in the position, in method, the time is not respected
to record inventory movements in ERP, why? why the warehouse manager
stopped carrying the registration sequence, why? because he does not understand its importance, and if
we added another because, because there was no training in the position, and it leads us precisely
to that part of it that was new and not properly trained, in machinery there is no license
available at 100 One hundred percent of the time for the use of the ERP, why? because there are not enough licenses,
the reason is because they are very expensive, but this is something very similar
with the environment, even when there was the limitation of the licenses already being carried out,
or the reliability of the inventory could be correct, to make
this analysis was very obvious that the situation was that the responsible for that decline
that this trend was falling in the graph, was the new warehouse manager,
the important thing here is that it was not looking for a scapegoat and see who we were going to
blame, because what really failed was the process of changing people in the new
position and was not given adequate training, and this happens many times in companies,
we do not train the person who is in the new post, we simply send it to
war, the numbers begin to decrease and then we are not asking why,
when doing this analysis, we could already have a very solid base to be able to propose a
prog branch of improvement that I present here in a very basic, where we saw three
main actions, generate training in the position for the warehouse manager, define their
responsibilities very well and the person in charge is the spare parts manager and RH and beware
of this, here it was not the responsibility exclusively to human resources if not that
the material manager had to be completely involved, or involved
in this situation, the commitment date here was not worth putting a specific date
and we simply put the priority in which the actions were defined, this had
to come first, train that new warehouse manager in the position, then a practical training
in the calculation of the indicator, inventory reliability, you already trained him in his position,
now if we are going to practice how the inventory reliability is calculated, here is the
manager of materials and the quality management system, which in this company has
to do with that of the indicators, and parallel to the first point, with Begin to develop the records
according to the established agenda, if you already qualify, if I already gave you the training in the
position, it is essential to tell the new boss that one of your main responsibilities
is to keep the records in the time you should of being, we do not have to wait until
the training is over and until you do the inventory reliability exercises
so that the new warehouse manager falls twenty to make the records
as it should be, something important is that in this case specifically, it was not necessary
to draw too many graphs, too much data to reach the conclusion and what the
root cause was, it was relatively simple, and this is something worth taking,
not always when doing an analysis of Ishikawa's diagram It means
that it will be a huge analysis that will take us hours to complete it, this session took approximately
two hours, and it took us two hours because there were five people involved
and in some cases we had to explain what it was like the methodology, with people
who already dominate the methodology and who have practice using the tool, could take
half an hour or forty-five minutes to have the information, something very important also
is that in this company fortunately in quotes, because it is not a matter of luck,
it is a matter of work, there was already information on which we could base ourselves to understand
that previously the work was done well, without problem, and that it was
from an event that we had to detect what was really happening.
I hope this video is very useful, share it with those people that you think
you may be interested in, subscribe to our channel and mark the bell so that
you are getting notifications of more videos, and be very aware of the channel, because we are
going to be many more practical videos like this in such a way that you can see the application
of specific methodologies and tools. See you in the next video. see you later
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