Project Management tool: The “Five Step Pattern”

In any improvement projects in any manufacturing firm, we follow a certain rules and procedures in accomplishing this task. Several noted proinciples in the improvement are Six Sigma, Lean Manufacturing, Total Productive Maintenance, etc. This principles of project managements can be hard to follow and may require many efforts and working hours to accomplished. Here is a much simplier method in carrying out a project which can be done in no time. A time tested technique referred to as the “FIVE STEP PATTERN”. The sequential procedures of the Five Step Pattern are as follows:

Step 1: Pick a worthwhile project.

It’s not really that difficulty in looking for a worthwhile project. One could start by examining areas where and when waste can be eliminated. In selecting the project, one must be guided by certain indicators to determine which project must be given priority attention. Some of these indicators are:

a. High Cost – where most money is spent. It may be here where greatest savings can be made.

b. Pressing Problem – where there is a known or pressing problem which must be solved, such as:
bottlenecks/backlogs, unsafe or hazardous practices, fatiguing job, time consuming operation, too much waste or poor quality performance , and schedules not met.

c. Greatest Workload – the major work being done to accomplish the mission.

d. Constancy of Work – the anticipated time the work will be done. Will it be for only few weeks? Months? There is no sense improving a work then if it is only temporary and will last for about a week only.

e. Number of persons assigned – where many worker are engaging in doing the work.

f. Skills Required – work that involved highly skilled people may require simplifying so that less skill persons can do it.

g. Unpleasant – work is undesirable because of extreme condition such as dust, noise, fumes, temperature, etc.

Step 2: Record the details.

Study how is done now (present method), record the details, break the job down. This is the step of analysis which is an important part of the scientific approach. Break the work down into a number of jobs, then the jobs are broken down into a number of operations, and finally, the operations into a number of movements. Various charting tools are used to break the job down, starting with one that shows the overall picture and following with more detailed charting tools as warranted. Some of these charts in the order of breakdown are:

a. Flow Process Chart
b. Multi-Column Process Chart
c. Right and left hand Chart

The main point is : GET ALL THE FACTS and CHART THE DETAILS.

Step 3: Question the facts.

Having broken the work down, the third step is challenging the present method. In the challenging procedure, apply the questions, WHY, WHAT, WHERE, WHEN, WHO, and HOW. The overall question is WHY and in carrying out the questioning, asks WHY of each factor. In other words WHY is asked of WHAT is being done; WHEN it is being done, etc.

a. WHY. First ask why the whole job or process is done at all. Just because a job is being done does not mean that it is necessary. It may be possible to do away with the entire job. Not that the question to ask here is “WHY IS IT NECESSARY?” not “IS IT NOT NECESSARY?” Secondly, challenge each detail or step of the work in terms of the question WHY. In other words, determine.

b. WHAT. Why it is necessary to do WHAT IS DONE? Is this the best method or step?

c. WHERE. Why do it WHERE it is being done? Could it be done more economically somewhere else in the process? Could it be done more easily or in less time by changing the location of the worker or equipment? Consider location, distance traveled, machines, supervision, possibilities for combining, etc.

d. WHEN. Why do it WHEN it is done? Is it the right order in the operation? Would it be better to do it at some other time? Consider sequence of operation and possibilities for combining.

e. WHO. WHY does this person do it? Or WHO does it and WHY? Is the right person handling the work? Should it be assigned to someone else? Does this special skills or trade knowledge? Male or female, young or old?

f. HOW. WHY do the work the way it is done? Have other methods been considered? What alternative methods could be used? Is the method costly, time consuming, fatiguing? Can the work be done easier, safer? Would different layout or equipment help?

Step 4: Develop a better way.

When the whole work has been challenged and questioned in detail, consider now the possible choices for improvement. The four possible actions are:

a. Eliminate
b. Combine
c. Rearrange
d. Simplify

The first considered action is to eliminate. Ask if the entire job can be eliminated. Once the entire task cannot be eliminated, attack it by parts. Start with the first step or first operation and ask:

a. Can this step be eliminated? If no,
b. Can it be combined with other steps which come earlier or later to improve the flow of work?
c. Can it be rearranged or change to be done by someone else at another time, at another place?
d. Can the entire job or any step of the job be simplified to make it easier for the worker to do his tasks?

This sequence must be followed. First, try to eliminate the entire job. Failing to do so, try to eliminate any part or as many parts as possible. Combining often leads to further possible elimination. When two operations are combined, the transportation, storage, delays, inspections between the two are automatically eliminated. Combining also leads into rearranging. It is possible to rearrange for better layout, to better use available space, to provide better flow of work on materials, to make better use of people. This development of a better method requires a great deal of ingenuity, consultation with every one affected to get their suggestions and then perhaps, a trial run of the various ideas proposed to see which work best.

Step 5: Install the new method.

When a new method is developed, a number of people have to be convinced that the proposal is sound. And in this entire one will find the following obstacle on the way:

a. Resistance to change – things outside the person’s normal experience he cannot accept. There is the desired to be undisturbed; to let things ran as they are.

b. Complacency – the feeling of satisfaction with the present. “What we have today is the best.”
Resistance to change can be overcome if people understand the change, the reasons for it, the benefits and most of all if they participate in the programs. If they don’t understand, they can do great harm to the success of the new method.

The “Five Step Pattern” will guide you in doing the right project in any given situation. All you need to do is your analytical thinking skills and with some effort, you will accomplish whatever project you intend to do in no time.