28. Multi-Cycle Analysis Overview Multi-Cycle Analysis (not to be confused with Multi-Vari Studies) is a series of data capture tools applied to the process. Its intent is to understand the flow of the Primary Entity and any secondary entities along with operator and equipment activity, basically the interaction of all of the key elements in the process. It also provides the building blocks of data to be used in other Lean Sigma tools such as Standard Work & Load Charts. The Team observes the operation of the elements of the process and then breaks down all activities into basic elements or tasks, recording step durations. Thus, for any process the activity of the following might be analyzed: Primary Entity Secondary entities Operators Equipment
After the data is captured, all the work activities are categorized as VA, NVA but Required (NVAR or required waste), and NVA (or pure waste). Understanding the activity of the Primary Entity enables flow, which makes other wastes visible. Understanding activity of secondary entities, staff, and equipment helps to identity focused opportunities for removing work content and redundancy. Logistics Multi-Cycle Analysis cannot be done by the Belt in isolation. It requires the whole Lean Sigma Team plus other key individuals in the process to aid in collecting the data. As with many Lean Sigma tools, the key is in the planning and preparation. Planning of the data capture typically takes 13 hours of Team time and the data capture itself takes somewhere between one day and one week depending on the drumbeat of the process. Roadmap The roadmap to planning and conducting the Multi-Cycle Analysis is as follows: | | Step 1. | Identify what the elements are in the process that should be tracked in the analysis, for example:
Product Patient Material Information Operators Equipment Machines Room
| Step 2. | For each element in Step 1, identify the possible activities that it could be undertaking. Some examples are shown in Table 7.28.1.
Table 7.28.1. Possible Activities a Process Element Might UndertakeProduct | Patient | Paperwork/Chart | Processing | Processing | Processing | Transportation | Transportation | Transportation | Storage | Waiting | Waiting | Inspection/Testing | Assessment | Inspection | | | Motion (self propelled) | Changing Form/Media | | | Paperwork | Replicating | Room | Machine | Operator | Processing | Processing | Processing | Empty Not Ready | Empty Not Ready | Transportation (carrying the Primary Entity) | Cleaning/Set Up | Cleaning | | Empty Ready | Maintenance | Waiting | Full Idle | Loading | Assessment/Inspection | Check/Inspection | Full Idle | Replenishing | | | Unloading | Motion | | | Check/Inspection | Paperwork |
| | | Step 3. | From the Value Stream Map for the element considered, breakdown all activities into basic elements or tasks and list them in the data capture template as shown in Figure 7.28.1. There is one data sheet captured per element considered; so for example, if the process involves a Product, an order, and a room, then there are three data capture sheets, one for each.
Figure 7.28.1. Raw data capture template.[49] 
[49] Source: SBTI's Lean Methodology training material.
| | | Step 4. | Observe the operation and time each step for seven cycles for the element concerned. This can be done directly by the recorder using a stopwatch and noted on the appropriate sheet, or the process could be recorded with a video recorder and the timings documented later. This whole timing activity can be done in parallel streams if there are enough Team members available, one per element.
| Step 5. | For each activity recorded in Step 4, categorize the activity into one of the following and document this in the Type column.
| Step 6. | For each activity recorded in Step 4, complete the Summary Statistics on the right side of the template, calculating the Average time (this is best calculated as the truncated mean of the seven cycles by omitting the highest and lowest and taking the mean of the middle five data points), the variation in times (usually the Range or Standard Deviation), and the slowest time.
| | | Step 7. | Transfer the activity names and summary statistics to an appropriately constructed activity template, an example of which is shown in Figure 7.28.2. Each template lists the possible element activities as per Table 7.28.1. In the example, the activity columns P, T, M, and so on, are explained in the legend on the bottom right. The activities categories come directly from the possible patient activities listed in Table 7.28.1.
Figure 7.28.2. Example activity template for a Patient as they pass through a process.[50] 
[50] Adapted from SBTI's Lean Methodology training material.
| Step 8. | Compare actual activities to work instructions and document any inconsistencies. Document all improvement suggestions as the Team examines the data. These are not acted on directly from the data at this stage, but are pooled into potential solutions as the project progresses into the Improve Phase.
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Interpreting the Output Interpretation depends on the type of element concerned, but generally is as follows: Primary Entity (Product, Patient, and so on). As a percent of total entity throughput time, identify the measure of actual value added time. Operator. As a percent of the total available work time, identify the measure of actual VA time. Activities that equate to NVA time might include: Equipment (machines, rooms, and so on). Study here focuses on the flexibility of the equipment, for instance: Determine the time required to perform a set-up or changeover. Identify the cross-functionality the equipment has and whether it be used on several entity types Identify how easy is it for the equipment to change usage type
The Multi-Cycle Analysis forms the basis data for subsequent Lean Sigma tools; it is not acted on directly. Elements are analyzed separately from the templates, but they are solved together as the project progresses into the Analyze Phase. |
