1. No category

A STRATEGY FOR
PERFORMANCE
EXCELLENCE
 2000, QualityToolBox.com, LLC, all rights reserved
Performance Excellence Series
Training Module Elements
Executive Overview
Lecture notes
Knowledge
Breakthrough
Tools Workbook
Lecture notes
Participant manual
 2000, QualityToolBox.com, LLC, all rights reserved
Table of Contents
Knowledge Breakthrough
Session 1.0
Session 2.0
Session 3.0
Session 4.0
Session 5.0
Session 6.0
Session 7.0
Introduction…………………………3
Wastes Elimination…………………7
One-piece flow…………………….26
Single Minute Exchange of Dies…..65
Visual Control and Workplace
Organization……………………… 78
Quality the first time, every time… 97
Total Productive Maintenance…...127
 2000, QualityToolBox.com, LLC, all rights reserved
Continuous Improvement
Is the continuous
elimination of waste
 2000, QualityToolBox.com, LLC, all rights reserved
What Does Kaizen Mean?
+
KAI
To modify, to change
ZEN
Think, make good, make better
= KAIZEN
Make it easier by studying it, and making the improvement through
elimination of waste.
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CPI (Continual Performance Improvement)
• Data Driven Methodology to Magnify Impact of
Process Improvement
• Apply Control Techniques to Eliminate Erosion of
Improvements
• Proceduralize/Standardize Improvements for
Improved Maintenance of Critical Process Parameters
Process
Improvement
Project
Implemented
Maintenance of
Process
Performance
Time
CPI Project
CPI Projects Emphasize
Control and Long Term
Maintenance
Savings
Kaizen
Time
• Use Small Teams to Optimize Process Performance
by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements
 2000, QualityToolBox.com, LLC, all rights reserved
Kaizen
Savings
Savings
Why Kaizen
CPI
Time
The Nine types of waste
9
Wastes
•
•
•
•
•
•
•
•
•
Overproduction
Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped resources
Misused resources
 2000, QualityToolBox.com, LLC, all rights reserved
1. Overproduction
9
Wastes
To produce more than is required *
To produce before required *
*Required by external and internal customers
 2000, QualityToolBox.com, LLC, all rights reserved
Elimination of Wastes and Continuous Improvement
• The Secret:
• Be Systematic
•
•
•
•
•
•
•
•
•
Work with a versatile team
Measure, evaluate
Find the 5 Whys
Follow up
Standardize, make uniform
Simplify
Combine
Prevent
Make waste ugly
 2000, QualityToolBox.com, LLC, all rights reserved
Think Break
Exercise 1: Wastes Identification
1. List at least one example of each of the 9 categories of waste
from a process within your organization.
2. Identify at least one possible cause for each of the specific
wastes listed.
3. Propose one or more actions to reduce each of these wastes.
4. Identify methods of measurement to determine results of
waste reduction efforts.
 2000, QualityToolBox.com, LLC, all rights reserved
Think Break
Exercise 1: Wastes Identification
Identify one example
of each type of waste
below
Possible cause
Overproduction
Delays
Transportation
Process
Inventories
Motions
Defective products
Untapped
resources
Misused resources
 2000, QualityToolBox.com, LLC, all rights reserved
Proposed
Action
Method of
measurement
We will learn to:
• Recognize our lead-times
• Identify their components
• Reduce them with the help of
– the dedicated lines
– a one piece flow
• Establish dedicated lines
– in relation to family of parts
– in relation to TAKT time
• Attain one piece flow
 2000, QualityToolBox.com, LLC, all rights reserved
When the delivery lead-time is bigger than the
manufacturing lead time:
This is life!
Delivery lead time
Manufacturing lead time
If not, it’s torture…
Delivery lead time
Manufacturing lead time
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What is the solution?
False appearance of a solution
Delivery lead time
Manufacturing lead time
Generate and
support stocks
Solution…
Delivery lead time
Manufacturing lead time
 2000, QualityToolBox.com, LLC, all rights reserved
How to reduce the manufacturing lead time?
Delivery lead time
Manufacturing lead time
Identify and eliminate all wastes in our manufacturing
processes
Example: manufacture a
Total operations:
6 hours
Mfg. lead-time: 40 days =
Difference:
320 hours
314 hours
?
 2000, QualityToolBox.com, LLC, all rights reserved
What are processes made of ?
Delivery lead time
Manufacturing lead time
Example: manufacture a
Total operations:
Mfg. lead-time: 40 days =
Difference:
Storage,
Transport,
98%
Waiting time
 2000, QualityToolBox.com, LLC, all rights reserved
6 hours
320 hours
314 hours
Visual Control & the Workstation
To Sort
To Straighten
Eliminate what’s
not absolutely
necessary
Ensure space for
each thing, and a
thing for each space.
No more searching.
The
5S
To Sustain
To Sanitize
Improvement of
the workstation.
Be organized to
reduce clutter.
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Maintain
continuous
effort. This is a
way of life.
To Sweep
Maintain a clean
and orderly space to
make problems
easily identifiable.
Eliminate rejects
and scrap..
Visual Control & the Workstation
Ergonomics
•Adapt the workstation to the
employee
- more security
- more comfort
•Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints
 2000, QualityToolBox.com, LLC, all rights reserved
Kaizen for the
Workplace
Training and
Sourcebook
for
Kaizen
Worksheets
How to Use This Manual
The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of
use. These forms MUST be completed in the order presented in this manual. Each section contains a brief
description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste. Strive to maximize yields and obtain
cost reductions from existing machinery and equipment before “buying solutions”.
Improve current systems and techniques before automation. Automating a system or
practices without first having an understanding of the process will not solve underlying
process problems.
Perhaps the most important point to remember is that we must understand a process
before we make any attempt in changing it. “No Tampering” is the first rule of
continuous improvement. We can not tamper with a process without understanding it.
By using these tools, we will all share a common and systematic approach for
questioning, analyzing, proposing solutions, experimenting, and finally, implementing
proven changes.
“The problems that exist in the world today
cannot be solved by the same level of thinking
that created them.”
Identify waste
Leadership
Improvement
Kaizen
Template
Measurement
Table of Contents
Section 1
Section 2
Section 3
Section 4
Standard Work Sheet (SWS): Used to create a visual picture of a
work area. Shows crew size and location; office layout, distances
within the work area, work in process, quality checks, and safety
precautions………………………………………………………………..
.
Time Observation Form (TOF): Used to identify each task
performed in a process or section of a process. Further used to
identify actual times for each task in order to determine the overall
process cycle time………………………………………………………..
Standard Work Combination Sheet (SWCS): Used to
graphically show each task time within a process in terms of it’s
relation to Walking, Manual, Auto and Idle time. It further shows
tasks which are performed in series and/or parallel [for further
analysis]…………
Workload Balancing Sheet (WBS): Used to graphically show the
relationship between process cycle time(s) and TAKT time in order
to examine the line balance and resolve any rebalance [waste]
opportunities which may
exist……………………………………………
4
7
11
14
Kaizen Action Sheet: Used to record problems/opportunities
which are identified by the process. The Action Sheet also records
the corrective actions, expected results, a drawing of the before
and after process, and finally measurements which will be used to
assess results……………………………………………………………..
17
Kaizen To Do List: Used to provide a summarized list of all
KAIZEN Action Sheets, the primary person responsible to follow-up
on each action, a due date for action item completion, and finally a
graphic display of the percent completion for each action
item…………………………………………………………………………
20
Kaizen Target Sheet: A visual format for comparing continuous
improvement efforts to a desired target and known starting
value……………………………………………………………………….
23
Section 8
Kaizen Target Sheet Definitions……………………………………..
26
Section 9
Kaizen Improvement Results: Used to document the before and
after results of improvement activities associated with key
performance metrics. ………………………………………………….
28
Section 5
Section 6
Section 7
TIME OBSERVATION WORKSHEET
Sheet 2
Page
Date:
Task/Process Being Observed
Step
No.
Observer(s)
of
Day/Time Of Observation
Observation Number
Task Component
1
Time For One Cycle
2
3
4
5
6
7
8
9
10
11
12
Assigned
Component
time
Total
Time
REMARKS
Running Time
(cumulative)
Time for each
Component
Time Observation Form
Purpose
Used to identify each task performed in a process or section of a process.
Further used to identify actual times for each task in order to determine the
overall process cycle time.
When To Use
The Time Observation Form (TOF) should be used after the Standard Work
Sheet and Spaghetti Diagram have been completed.
Who Should Use It
The Time Observation Form can be used by anyone involved in continuous
process improvement.
Expected Benefits
The Time Observation Form will provide information about work sequence,
work content, and operation times. The TOF not only provides actual times,
but also provides best demonstrated performance, on the specific process
being analyzed.
How to use it
1. Complete Sections A. B, and C. with the necessary information.
2. Fill in the Task Component blanks with the steps of the process. List the components in as
specific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece from
basket. 3. Walking to machine. 4. Loading piece into machine. And so on.
3. Begin timing the tasks. As each task is completed, stop the watch and record the cumulative
time on the form. Continue recording task times in this manner until the end of the process
cycle
4. At the completion of 12 full cycles, calculate and enter the “Assigned Component Time” for
each “Task Component”. Then sum up the “Assigned Component Time” for each “Task
Component” and enter this into the “Time For One Cycle” field. Be sure to include the time
spent on closing out work orders, or moving parts to next job.
5. During the manufacturing process, be aware of the steps taken to perform the job, i.e. If a
particular task component varies from 4 second for observation #1 and 47 seconds for
observation #2, provide comments about the observed variance in the remarks column.
Remember, in our quest to remove waste from the process, we want to question every task
component of the process.
6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for
measurable, repetitive task processes is calculated as follows:
A. Calculate the total time available per shift, day, etc. excluding breaks and lunches.
Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or
28,800 seconds.
B. Determine the required product quantity. [How many units have been sold] For this
example, let’s use 395 units for the required production for this operation.
C. Next, divide the total time available by the required production to arrive at the TAKT
Time. 28,800 / 395 = 73 seconds per unit.
D. Compare this TAKT time to the average cycle time of the observation.
1.
2.
If TAKT Time is greater than average cycle time, then we can conclude that
the required production can be met within the total time available. However,
we need to examine adding work from another process to minimize idle time.
If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be
met within the total time available. We must eliminate work through Kaizen or transfer work to another
worker.