Using the ECRS Method to Improve Processes in the Star Wars Universe
ECRS is a simple four-step problem-solving technique for teams seeking ways to improve the quality, delivery, cost, and safety of a key process. E refers to eliminate, C to combine, R to rearrange, and S to simplify. By applying these four steps, work teams can create smoothly flowing value streams.
Since the illustration above reminded me of the iconic shot of the horizon that closed out A New Hope, I thought it would be fun to adapt ECRS to the processes featured in the Star Wars universe. Process improvement is sorely needed in this bureaucratic galaxy.
ECRS Benefits
Significantly slash the overall lead time of the Clone Wars.
Improve quality of stormtrooper blaster accuracy aboard the Executor.
Optimize resources on the Millennium Falcon.
Improve employee morale at the Hutt Cartel.
Enhance the productivity and effectiveness of Viceroy Nute Gunray’s Trade Federation’s hearings.
Improve information flow at the secret rebel base on Yavin 4.
Eliminate non-value added activities like Grogu’s Jedi training on Ossus.
Improve the safety of inmates and guards at Narkina 5 Imperial Prison Complex.
Reduce costs of recruiting military enlistees by streamlining clone production on Kamino.
Increase the profitability of Mos Eisley Cantina by selling more Jawa Juice.
ECRS Steps
1. Gather a team and select a process to examine.
Select a process that is underperforming and important to the company’s future is a good place to start.
2. Go to the Gemba to observe the process in action.
This is where workers complete work that the customer is willing to pay for. (shop floor, construction site, operating room, dining area, hotel lobby, or the hangar bay of an imperial star destroyer).
3. Record and summarize the current state of the process on a Gemba observation sheet.
Observe and capture key process inputs, workers, customers, sequence of steps, outputs, timing, examples of waste, and improvement ideas. (I'd probably avoid showing this to Lord Vader, though. He’s got a fixed mindset. )
4. Analyze the current state of the process.
The current state of how the process operates today (whenever that is in the Star Wars universe’s timeline—I think everything already happened or hasn’t happened yet or isn’t real and I should go to sleep now instead of thinking about it).
While analyzing the current state, it’s helpful to record examples of the 3 M, three categories of activities that provide no customer value; known by three Japanese words:
Muda: Waste— any activity that consumes resources but creates no value for the customer.
Mura: Unevenness— unbalanced workflows caused by fluctuating production volumes due to internal problems such as process downtime, defects, and part shortages.
Muri: Overburdening - excessive demand on a system that causes the system to produce beyond its reasonable capacity. Pushing a machine or person beyond natural limits. Overburdening people results in safety and quality problems. Overburdening equipment causes breakdowns and defects.
5. Go through E-C-R-S steps to improve to analyze and improve the process.
ECRS is especially effective when paired with the 5W Plus H.
5W Plus H refers to the six basic questions to ask when gathering information about a process you seek to improve. Each of the four ECRS steps incorporate this method.
6. Leverage the Lean fundamentals to improve the process.
Examples include: standard work, 6S workplace organization, set up reduction, mistake proofing, total productive maintenance, and visual management. No matter if you're Jacksonville or Jakku, these fundamentals will set your process improvement initiatives up for success.
E-C-R-S
I. Eliminate wasteful process steps that aren’t value-added in the eyes of the customer.
This first step is critical because it leads to the most significant gains in several key performance indicators (KPIs), including, quality, safety, productivity, delivery, morale, and cost.
No matter the type of business, the majority of tasks in a typical process do not create value and should be eliminated.
As the Yoda of the Roman Empire, Marcus Aurelius, once said, “ask yourself at every moment: is this necessary?”
Questions to Ask to Eliminate:
What is the purpose of the step?
What outputs are required from the step?
Why is the step necessary?
How would eliminating the step improve the process?
Can we eliminate the step at no cost?
Can we leverage technology/automate the process to eliminate the step?
Elimination Examples
The Empire wants to create an army but doesn’t want to deal with the costs and time associated with recruiting and corrupting pro-republic minds. Darth Plagueis manipulates Jedi master Sifo-Diyas to set up a cloning facility on Kamino that eliminates the need for these processes, while saving himself and his apprentice, Darth Sidious, money, time, and having to look at people who don’t resemble Jango Fett.
A travel agency removed the need for a customer to request an itinerary for their pod racing expedition on Tatooine by automating an email that automatically sends it once a booking is confirmed.
The empire’s engineering team eliminated unnecessary handoffs and approvals from the Grand Moff that could delay the completion of a space station equipped with a super-laser that possesses planet destroying capability.
II. Combine disconnected or duplicate process steps to avoid unnecessary handoffs and rework, while reducing time, space, and resources needed.
After eliminating steps that aren’t essential, look for disconnected activities that can be combined into one task or performed simultaneously. This eases the burden on those who perform the job.
Additionally, it will ensure there is less information or material delays between process steps causing prolonged customer lead times and compounding opportunities for error.
Questions to Ask to Combine:
What steps are completed by different people?
What steps can be completed by the same person?
What steps are completed in different locations?
What steps can be completed in the same location?
What steps are completed at different times?
What steps can be completed at the same time?
What steps can be combined into one?
How can we leverage technology/automate to combine the steps?
Combination Examples
R2-D2 is a maintenance droid by trade but cross-trained in a variety of tasks. Rather than have to go through the pain of hiring, onboarding, and training a droid that can encode distress signals, the Tantive IV’s leadership team provides “R2” with the necessary training on this critical task.
General Hux’s assistant consolidates his 27 daily stacked meetings featuring his anti-Republic diatribes into one email so he can take a breather and his staff can spend time on other tasks. Once his stress was lifted, the general showed he’s actually a terrific guy. He loves doing the Coruscant Times daily crossword!
While receiving his Lean practitioner certification, Din Djarin discovered that the Code of the Mandalorian and Lean Thinking share many of the same core principles. However, Din believes the latter suffers from a lack of flow. He decides to add this principle to the Code.
III. Rearrange the sequence, timing, or inputs of process to create flow.
Rearrange to ensure work is completed at the right time, with optimal amount of resources, in the correct fashion.
If it doesn’t make sense to eliminate or combine steps, rearranging the sequence, timing, or inputs can also often lead to tangible improvements to your KPIs.
Questions to Ask to Rearrange:
When is the work completed?
Why is the work completed at that time?
When should the work be completed?
Why should the work be completed then?
Where is the work completed?
Where should the work be completed?
Why should the work be completed there?
How can we rearrange the work in a way that creates a smooth flow?
Rearranging Examples
A fiery planet’s legal department alters the sequence of their liability process, requesting two rivals sign a release form prior to the beginning of their duel, so they understand the risks of fighting so close to lava and do not hold the planet liable for any loss of limbs.
An interrogator reschedules the time of a rebel pilot’s interrogation to later in the day so she can perform the task in-person, not remotely. Interrogations are much more effective this way.
A smuggler is cornered by a bounty hunter at gunpoint in a cantina. Instead of following hiscustomary process of asking questions first and then shooting, the smuggler rearranges the sequence of his standard work and fires his blaster at his adversary.
IV. Simplify how the process steps are completed by creating clear, visual standard work.
Questions to Ask to Simplify:
How is the the work completed today?
What is difficult about the work?
How can we make the work easier?
What is dangerous about the work?
How can we make the process safer?
Simplification Examples
A mechanic employed by the Spice Runners of Kijimi stores tools at the point-of-use, 9 inches off the ground, to ensure he can reach what he needs when he needs it.
A precocious fifty-year-old child has limitations speaking, walking, and scavenging for fruit. He is able to make all three deficiencies easier in one fell swoop with the help of IG-12. This improvement is an example of combination, as well.
A mistake proofing safety mechanism is built into a droid production process that automatically shuts down the line when a senator falls onto a moving conveyor belt.
ECRS Summary
For organizations all across the galaxy that are seeking to develop a sustainable continuous improvement culture, where stakeholders at all levels proactively solve problems and consistently deliver impactful results, ECRS provides a simple yet effective way to accelerate that timeline and compound the benefits.
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