Download - Kaizen Structure Rev0
GENERAL STANDARD WORK6S, SAFETY, QUALITY, ERGO
KAIZEN VISION
STANDARD PRE-WORK FORMS
APPLICABLE PRE-WORK FORMS
KAIZEN WEEK FORMS
EXTRA FORMS
30 DAY FOLLOW UP
Roles & Responsibilities
5 Weeks Before 3 Weeks Before 2 Weeks Before Kaizen Week
Monday Tuesday Wednesday Thursday
Initiate Kaizen
=>
DEFINEMEASURE
ANALYZE IMPROVE CONTROLPre-Planning Pre-Planning KaizenPlant Assessment Project Charter *Pre-work
Lean Metric Metrics Kaizen Planner Complete Planner Kick-Off Kaizen Kaizen KaizenValue Stream Map Team Structure Situation at a Glance Training Plan Tools Training Lean Tool Usage Activities Sustainement Plan
Project Pipeline Alignment Target Report Relevant Forms Data Collection Implementation Report Out PrepLean Office Current State Stakeholders
TOLLGATE TOLLGATE FINAL REVIEW TOLLGATE TOLLGATE TOLLGATE TOLLGATE
Plant Leadership Plant Leadership Plant Leadership
CANCEL OR REDIRECT
KAIZEN Stakeholders Lean Leader
Stakeholders Lean Leader
Stakeholders Lean Leader
Stakeholders Lean Leader
PHASE 1: Pre-work PHASE 2: Agenda / Structure
Week After
REPORT
FinalReport
Out
Stakeholders Lean LeaderLeadership
Kaizen Week Task PlannerHost Site and Date
TASK # TASK DESC DURATION % COMP WHO COMMENTS COST
1. PLANT & PROJECT IDENTIFICATION1 Identify Team Leaders 5 0 LSS Leader $0.00 2 Start Charter Baseline Metrics and Goals 5 0 LSS Leader $0.00 3 Confirm Projects Align with Plant and Global Metrics 5 0 Plant Manager $0.00 4 Define Team Design and Support Structure 5 0 LSS Leader $0.00 5 Conduct "Kick Off" and weekly Kaizen planning conferences 5 0 LSS Leader $0.00 6 Project Charters Validated & Signed Off 4 0 LS Leader/Plant Manager/TL $0.00 7 Project Charter Core Team Selected & Signed Off 4 0 LS Leader/Plant Manager/TL $0.00 8 Project Charter Metrics Validated & Signed Off 4 0 Finance/Plant Manager $0.00
Toll Gate Review 0Reason for cancel: $0.00
2. PRE-WORK (Part 1)9 Kaizen Week Itinerary or Agenda 3 0 TL and team (all teams) $0.00
10 Situation-at-a-Glance 3 0 TL and team (all teams) $0.00 11 Stakeholder Analysis 3 0 TL and team (all teams) $0.00 12 Prepare Target Progress Report 3 0 TL and team (all teams) $0.00
Toll Gate Review 0Reason for redirection:
2. PRE-WORK (Part 2) 13 Finalize Target Progress Report 2 0 TL and team (all teams) $0.00 14 Production Control Chart (for production projects) 2 0 TL and team (all teams) $0.00 15 Standard Work Combination Sheet 2 0 TL and team (all teams) $0.00 16 Standard Work Capacity 2 0 TL and team (all teams) $0.00 17 Standard Work Layout 2 0 TL and team (all teams) $0.00 18 Fishbone Diagram (Cause and Effect) 2 0 TL and team (all teams) $0.00 19 Spaghetti Chart - Part Travel 2 0 TL and team (all teams) $0.00 20 Spaghetti Chart - People Travel 2 0 TL and team (all teams) $0.00 21 Time Observations 2 0 TL and team (all teams) $0.00 22 Cycle Time / TAKT Time Bar Chart 2 0 TL and team (all teams) $0.00 23 5S Audit - Establish Baseline 2 0 TL and team (all teams) $0.00 24 Safety / Ergonomic Audit - Establish Baseline 2 0 TL and team (all teams) $0.00 25 Factory Layout of process 2 0 TL and team (all teams) $0.00 26 Pictures of project area 2 0 TL and team (all teams) $0.00 27 Prepare Gemba Boards, post in work area 2 0 TL and team (all teams) $0.00 28 Digitize Pre-work package and distribute to participants 1 0 TL and team (all teams) $0.00
# of Weeks Before Event
End of 4th week before
event
End of 3rd week before
event
0 $0.00 3. FACILITIES
29 Reserve # Break-out rooms (if required) 3 0 LSS Leader $0.00 30 Reserve large room for Team Kick Off 3 0 LSS Leader $0.00 31 Reserve large room for Team Presentations 3 0 LSS Leader $0.00 32 Prepare audio / video for Kick Off and Closing Meetings 3 0 LSS Leader $0.00 33 Schedule lunches for 4 days, ask about special diet restrictions 1 0 LSS Leader $0.00 34 Determine lunch rooms or area for lunch 1 0 LSS Leader $0.00 35 Confirm total headcount w/ for Lunches 1 0 LSS Leader $0.00 36 Schedule breakfast for Monday 1 0 LSS Leader $0.00
0 $0.00 4. SUPPLIES
37 Finalize Lean apprpriate lean training material 3 0 LSS Leader/Site Coordinator $0.00 38 Order Certificates 3 0 LSS Leader $0.00 39 Purchase brown paper, pens, post-its, markers 3 0 LSS Leader $0.00 40 Obtain cleaning supplies for 5S 3 0 LSS Leader $0.00 41 Obtain video camera 3 0 LSS Leader $0.00 42 Order Yellow / Orange / Green Post-it-Notes 3 0 LSS Leader $0.00 43 Obtain extra ear-plugs / safety glasses 3 0 LSS Leader $0.00 44 Purchase boards for Gemba Boards (large) for all teams 3 0 LSS Leader $0.00 45 Safety Guidelines 3 0 LSS Leader $0.00 46 Paint / Tape supply 3 0 LSS Leader $0.00 47 Obtain digital cameras 2 0 LSS Leader $0.00 48 Obtain tape measures 2 0 LSS Leader $0.00 49 Obtain Stop Watches 2 0 LSS Leader $0.00
0 $0.00 5. FORMS (partial list see tabs)
50 5-S Audit Sheet 1 0 TL (all teams) $0.00 51 7 Designs/Ideas Form 1 0 TL (all teams) $0.00 52 Standard Work Forms 1 0 TL (all teams) $0.00 53 Time Observation Forms 1 0 TL (all teams) $0.00 54 Situation at a Glance Forms 1 0 TL (all teams) $0.00 55 Target Progress Report Form 1 0 TL (all teams) $0.00 56 Plant or project specific forms 1 0 TL (all teams) $0.00 57 5S - Red-tag procedure 1 0 TL (all teams) $0.00 58 Paint and Tape Standards 1 0 TL (all teams) $0.00 59 Machine labeling standards / material 1 0 TL (all teams) $0.00
0 $0.00 6. MISC
60 Inform employees of upcoming Kaizen 3 0 LSS Leader $0.00 61 Assign "Picture" person 2 0 LSS Leader $0.00
0 $0.00
7. DEPARTMENT RESOURCES62 Maintenance Walk-through 2 0 LSS Leader $0.00 63 Safety Walk-through 2 0 LSS Leader $0.00
0 $0.00
Final Review 08. Kaizen WEEK - last day
64 Team Report Out (All Post-Work) 0 TL and team (all teams) $0.00 65 Sustainment Plan Review 0 TL and team (all teams) $0.00 66 Sustainment Plan Sign Off 0 Plant Manager $0.00 67 Kaizen Effectiveness Survey completed by participants 0 Site Coordinator $0.00 68 Kaizen Week Lessons learned final report outs 0 Site Coordinator $0.00 69 Kaizen Deployment Plan 0 Site Coordinator $0.00 70 Post Kaizen Audit (use 30 day follow up form or equivalent)
0Site Coordinator $0.00
0 $0.00
TOTAL COST $0.00
End of final week before
event
30 days after event
Kaizen Project Charter
General Info
Project Name
Project Location
Site Coordinator Team Leader / Co-Leader
Project Start Date Est Completion Date
Metrics (list top three metrics) Note: other metrics can be used for the event
METRICS BASELINE CURRENT GOAL UNITS
PRIMARY METRIC
SECONDARY METRIC
SECONDARY METRIC
Core Project Info
Business Case:
Opportunity Statement:
In / Out Scope:
TOTAL HARD SOFTTeam Members Requested
Name Role Job Title % TimeCoach / Mentor 100Team Leader 100Co-Team Leader 100Team Member 100Team Member 100Team Member 100Team Member 100Team Member 100
Approvals (prior to the define tollgate)
Name Approval Status DatePrepared by
Plant Manager
Site Coordinator
Finance
version 1 - April 16, 2012
Expected Customer Benefits
Projected Financial Savings or N/A
Project Financial Representative
Kaizen Project ProposalFinancial Worksheet
PROJECT IDENTIFICATIONProject Title : Date :Plant Manager: Project # :Financial Rep : Site Coordinator:Team Leaders:
IMPACT TO THE BUSINESS OR FUNCTIONGROSS SAVINGS COST REQUIRED NET SAVINGS
SAVING/COST CATEGORY HARD SOFT HARD SOFT HARD SOFT
- SPENDING
LABORSalaries & Wages - - Employee. Allowances - - Fringe Benefits - - Incentive Compensation - -
RAW MATERIALS & UTILITIESRaw Materials - - Fuels and Utilities - - Electricity - - Packaging Supplies - -
MAINTENANCEGeneral Maintenance and Supplies - - Rentals - Maintenance - - Purchased Services - Maintenance - - Contract Labor Maintenance - -
OUTSIDE SERVICESContract Labor - - - - Purchased Services - - - -
DEPRECIATION/LEASESDepreciation/AmortizationOperating Leases
INDIRECT MAT AND SUPPLIES 0 0 0
OTHER
ALLOCATIONS
MARGIN
TOTALS
CAPITALFixed AssetsInventoryReceivables
CASH FLOW IMPACT BEFORE TAX
BUSINESS/WORK PROCESS - AREA IMPACTEDGross Savings Cost Required Net Savings
Bus./Work Process Location Hard Soft Hard Soft Hard Soft Comments
0 00 00 00 00 00 0
0 0 0 0 0 0
KEY METRICS
NOTES AND COMMENTS
Approvals
Plant Manager: Date :
Site Coordinator: Date :
Finance Rep: Date :
Kaizen WEEK AGENDA
AREA PHASE START STOP MIN ROOM
MondayIntroductions CG 6:00 6:15 15 W. Kaizen
Plant / Projects Overview CM 6:15 6:30 15Logistics and Safety JT 6:30 6:45 15
LEA
N C
ON
CEP
TS
ACP Overview (Manual Handout) PS 6:45 7:05 20AME Kaizen Blitz Video 8:35 9:00 25Break 9:00 9:15 15Process Mapping Techniques PS 9:15 9:45 305S at Boeing Video 9:45 10:15 30Kanban System MY 10:15 10:45 30Individual Team Training 10:45 12:00 SMED Team - Quick Changeover MY Mullion Team - Creating Continuous Flow JS Stock Frame Team - Business Process VSM PS
Lunch - The Goal Video 12:00 1:00 45
AC
P
Project Teams Start Define 1:00 TEAM ROOMSReview Charters and MetricsMap your Process, Review Pre-work, Data MeasureIdentify 5S Opportunities (Audit, Sort, A/R) ACP AREASTake Before Pictures ACP AREASSteering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMS
Tuesday
Lean
Con
cept
s
7:00 7:30 30 STU - DSet up Simulation 7:30 7:45 15Lean Simulation R1, pilot build X-1 7:45 8:15 30
MY 8:15 8:45 30ACP The Dot Company 8:45 9:15 30 Break A/RLean Simulation R2, production build X-1 9:15 9:45 30R2 Results (each team 5 min. share learning's) 9:45 10:00 15
AC
P
Idea Generation Analyze 10:45 TEAM ROOMSACP ActivitiesLunch 12:00Steering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMS
INTR
O
AN
D
OVE
RVI
EW
Champion Team Updates Steering
Lean Manufacturing/Tools Cats
AC
PACP Activities
WednesdayA
CP
7:00 7:30 STU - DPrepare Simulations Analyze 7:30 ACP AREASSimulate Solutions (call Steering Committee)ACP ActivitiesLunch 12:00Steering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMSACP Activities
Thursday
AC
P
7:00 7:30 ACP AREASImplement Solutions Improve 7:30 ACP AREASSteering Committee (15 minutes each team) 9:00 9:45 ACP AREASTest SolutionsLunch 12:00Final Implementation and Containment ControlPrepare Results Presentation
Friday
AC
P
Hand-in final presentation to Site Leader 9:30 john_shemenskiACP Presentations (15 min. each) 10:00 11:00 STU - DComplete Participant Surveys 11:00ACP wrap-up and celebrations 11:00 12:00Lunch (box lunch provided)Lessons Learned Leverage 12:00 Collect LL throughout
the week
Champion Team Updates SNL - HC
Champion Team Updates TT
Stakeholder Analysis:
Instructions:1. Identify key stakeholders as specifically as possible2. Identify your preception of their currnet position regarding the initiative3. Draw an arrow to where each stakeholder needs to be in order to succeed4. Identify actions required to influence critical stakeholders5. Complete actions prior to event
Stakeholder' Position on the Initiative
A Kaizen Event will require a fundamental change in the process. In an effort to mitigate the resistance to change when the improvement is implemented, it is critical to identify the stakeholders early on, and to develop a communication plan for each of them. Typical stakeholders include managers, operators, process experts, upstream and downstream departments, customers, suppliers, and finance. Early and regular communication can create more buy-in, identify better solutions, and avoid implementation and sustainment pitfalls.
The team can create a commitment scale to identify the groups involved or affected by the process change, identify the work required, to bring groups to the level of commitment needed for successful implementation of the change, and to help set priorities and develop communication plans.
Key Stakeholders
(Units, Functions, Individuals) -2 Strongly Against
-1 Moderately
Against
0 Neutral
+1 ModeratelySupportive
+2 Strongly
Supportive
Actions required to influence stakeholders to +1 and +2
Product: ______________ Situation-At-A-GlanceProcess: ______________ As of (date): ______________
Event Date: _____________________ BUM PCM PCL ForemanTeam: ______________
PROCESS DESCRIPTION1
PRODUCTION REQUIREMENT2
PARTS & INFORMATION FLOW3
PRESENT SITUATION & PROBLEMS4
DESIRABLE IMPROVEMENT ITEMS/OPPORTUNITIES5
KAIZEN TARGET PROGRESS REPORTTeam Name: Date:
Product Cell: TAKT Time: Product Center: Team Leader:
Daily Progress
Start Target Mon Tue Wed Thur % Change
Safe
ty EHS Issues (#)
5S Rating
Qua
lity Quality
Visual Controls (# Items)
Del
iver
y Lead Time
Cycle Time
Changeover
Cos
t
WIP Inventory Units
Inventory at the Cell(s)
Walking Distance
Part Travel distance
Crew Size
Future Target
Space (ft2)
KAIZEN GEMBA BOARD
Kaizen Charter
Facilitator Kaizen Newspaper
1
2
3
4
5
Team Kaizen NewspaperACTION ITEMS ACTION ITEMS
1
MONDAY ACTION ITEMS
Person Resp
Due Date
% Comp
TUESDAY ACTION ITEMS
Person Resp
Due Date
% Comp
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Kaizen Daily Report OutTuesday's GoalsMonday's
Lessons/Roadblocks
Wednesday's GoalsTuesday's Lessons/Roadblocks
Thursday's GoalsWednesday's Lessons/Roadblocks
Thursday's Lessons/Roadblocks
KAIZEN GEMBA BOARD
Target Progress Report
Facilitator Kaizen Newspaper
Team Kaizen Newspaper ACTION ITEMS ACTION ITEMS
TUESDAY ACTION ITEMS
Person Resp
Due Date
% Comp
WEDNESDAY ACTION ITEMS
Person Resp
Person Resp
Due Date
% Comp
Person Resp
Kaizen Daily Report OutTuesday's Goals Other Work
Wednesday's Goals
Thursday's Goals
KAIZEN GEMBA BOARD
Target Progress Report
Facilitator Kaizen Newspaper
Team Kaizen NewspaperACTION ITEMS
Person Resp
Due Date
% Comp
THURSDAY ACTION ITEMS
Person Resp
Due Date
% Comp
Person Resp
Due Date
% Comp
Person Resp
Due Date
% Comp
Kaizen Daily Report OutOther Work
Each Team Leader should include enough pictures in the pre-work package to describe the project to the visitors. More pictures will be taken through out the event.
Host plants are encouraged to use additional forms in the pre-work package. Plants can use their own forms in the pre-work and during the kaizen event as applicable to the project.
41 of 73
SAFE WORKPLACE DESIGN CHECKLISTWorkplace Description: Date:
CONDITIONS TO OBSERVE: BEFORE or AFTER
l. Ergonomics/Material Handling: YES NO FOLLOW UP ACTION
-do repetitive motions occur?
-are worksurfaces too high or low?
-do worksurfaces need to be adjustable?
-are there bending, twisting, reaching motions?
-are clamps/fixtures/handling devices inadequate?
-is the hand/palm used as a hammer?
-does arm/wrist rest on sharp edge?
-does task require constant standing in one position?
-does task require frequent bending or stooping?
-does task require lifting while reaching out?
-is there continuous foot pedal operation?
-does operator have ergonomic complaints?
-is lifting below knuckles or above shoulders required?
-is heavy lifting required?
-are hands/wrists unable to work in neutral positions?
-are uncomfortable or awkward positions required?
-does repetition of same hand movement occur?
-do heavy objects require push/pull forces?
-are operator's arms and elbows high or outstretched?
-does task require "clothes wringing" motions?
-are loads required to be carried some distance?
-does task require difficult to grasp items, awkward lifts?
-does task involve "pinch grips" of parts or materials?
II. Tools and Equipment: -are supplied tools awkward or require pinch grips?
-do tool handles require a bent wrist?
-do tool handles improperly fit operators hands?
-are tools not supported or balanced?
-are tools inadequately maintained?
-are there exposed blades or knives?
-is tool capacity insufficient?
-is space inadequate for easy PM activities?
-does vibration exist during operation?
-is machine improperly guarded?
-is equipment unable to be locked out?
-are emergency stops inaccessible?
-do unguarded pinch points exist on work surfaces?
-do sharp, pointed or jagged edges exist on work surfaces?
-are visual controls difficult to see or read?
-does operator require additional training?
WHO RESPONS.
DATE COMPLETED
42 of 73
SAFE WORKPLACE DESIGN CHECKLISTWorkplace Description: Date:
CONDITIONS TO OBSERVE: BEFORE or AFTER
III. Environmental: YES NO FOLLOW UP ACTION RESPONS. COMPLETED
-is lighting insufficient to perform operation?
-are odors/fumes present?
-is operator adversely affected by temperature?
-does noise level exceed 85 dB?
-is airborne dust or fibers a problem?
-is area poorly ventilated?
-is operator exposed to any hazardous chemicals?
IV. Housekeeping: -are receptacles for scrap and trash inadequate?
-is space for raw materials insufficient?
-is insufficient operating space provided?
-are tools disorganized or not provided?
-is the floor too slippery (dust, water, oil.)?
-is station cluttered or disorganized?
-are pathways susceptible of being blocked?
-are cords/hoses improperly routed?
V. Emergency Situations: -are objects stored within 18" of sprinkler heads?
-are excessive flammable/combustible materials present?
-are grounding wires needed for transferring containers?
-are automatic sprinkler heads missing/painted over?
-are modifications required to evacuation plan?
-are fire extinguishers missing/blocked?
-are grounding prongs missing/broken from plugs?
-are fire doors/paths blocked or cluttered?
-are sprinkler risers blocked?
Any "Yes" answer requires further investigation and response! Until such time as a potential hazard can be eliminated, proper
administrative controls must be utilized.
Key successes:
Beginning End % Improvement Open Items
Yes Yes ______________
Completed By: Date ___ / ___ / ___
5S Compliance Audit
Areas of Focus
5S Element Safety Work Area Machines Tools & Fixtures
Sort
Y / N Y / N Y / N Y / N Y / N
Example: Equipment Tools/fixtures
Comments/Corrective Action:
Stra
ight
en
Y / N Y / N Y / N Y / N Y / N
Example: PPE & ERT supplies Equipment Tools/fixtures
Comments/Corrective Action:
Swee
p
Y / N Y / N Y / N Y / N Y / N
Example: PPE & ERT supplies Floors & workstations Equipment Tools/fixtures
Comments/Corrective Action:
Stan
dard
ize
Y / N Y / N Y / N Y / N Y / N
Example:
Comments/Corrective Action:
Sust
ain
Are the first 4S's being sustained? Y / N Y / N Y / N Y / N Y / N
Example:
Comments/Corrective Action:
Area Audited:Date:
Question Y = 4 Points
N = 0 PointsWIP Components &
Supplies
Score (20
points possible)
Are all unnecessary items removed from area?
PPE/ Safety Equipment
Debris on the floor, equipment & work stations
WIP, components or supplies
Are all necessary items clearly identified and properly stored?
Aisles, drop off & pick up locations, skids, garbage
containers, scrap, personal belongings
Storage cabinets, POU shelves & containers
Are work areas, tools/fixtures, & equipment clean & in good working
condition?
Storage cabinets, POU shelves & containers
Has a process been established for sustaining the first 3 S's (5S checksheets and/or visual
documentation)?
Safety signs properly posted with PPE
requirements
Material flow visual, rework areas marked, garbage
collection identified
Standard communication board
in place
5S standards have been developed
Replen./movement signal procedure established for
all materials
Safety requirements being followed
Labels, signs and area demarcations are
maintained
Standard communication board
is current
5S standards are being followed
Material quantities conform to posted quantities and in
proper storage location
Total Points 100 Possible
5 "S" Score = Total Points/20
Audit Team Members:
Safety Audit Form
Location Audited:______________________________ Date of Audit_______________________
Time Begun:______________________ a.m./p.m. Time Ended:_____________ No. of People Observed:______________
CATEGORY A CATEGORY B CATEGORY C CATEGORY D CATEGORY E CATEGORY FPPE POSITIONS ERGO TOOLS PROCEDURES ORDERLINESSEyes & Face Stririking Against Posture Right for Job Is standard practice Is workplace orderly? Ears Struck by Lighting Used correct Adequate for Job? Head Caught Between Type/number In Safe Condition Is Standard practice Hand & Arms Falling of Motions Established? Feet & Legs Temp. Exterems Load Handled Is Standard Practice Respiratory System Elec. Current Work Area Design being maintainedTrunks Absorbing Tools & Grip Swallowing Vibration Temperature Noise
Behavior of Employees
UNSAFE CONDITION (UC) UNSAFE ACT (UA) SAFETY RULES VIOLATION (SRV) *Safety audits are intended to focus on Behavior of employee. Items to audit include: Unsafe Acts (UA), Unsafe Conditions (UC) & Safety RulesViolations (SRV). 96 % of all accident/incidents or near misses are the result of UA,UC or SRV.Behavior Category Observation Date Started Date Completed Follow Up?
Auditors Signitures & Comments:___________________________________________________________________________________________________________________________________________________________________________________
Safety Coordinator Signiture:________________________________________________________________________________
Safety Comments:______________________________________________________________________________________________________________________________________________________________________________________________
Audit Team Members:
UNSAFE CONDITION (UC) UNSAFE ACT (UA) SAFETY RULES VIOLATION (SRV)
Process Name:Spaghetti Chart
Date:
Model Number: Scope of From: Dept. Head Supervisor
Model Name: Operations To:
Quality Check Safety Precaution Standard WIP # Pieces Std. WIP Takt Time Operator Number
Time Observation Form
Process: Observed by:
TAKT Time: Date:
No. Elemental Description Start Watch 1 2 3 4 5 Comments
0
0
0
0
0
0
0
0
0
0
0
0
Sum of Elemental Times (Overall Cycle Time): 0 0 0 0 0 0 0 0 0 0 0
1. Sum each column and circle the best REPEATABLE Time that does not include abnormal values or missed readings.
2. Enter this time in the Best Overall Cycle Time box.
3. For each element, select the lowest common time as the Component Task Time, enter in appropriate column.
4. Sum the Component Task Time column. This sum MUST equal the Best Repeatable Overall Cycle Time.
5. If not, begin by adjusting the larger Component Task Times to achieve requirements of Step #3.
6. The adjusted component task times can now be used in conjunction with the other event forms.
Part/Model Name: Operator:
Part/Model Number: Plant/Dept.:
Component Task Time
Best Repeatable Overall Cycle
Time
Cycle Time Bar Chart Before of After Kaizen
CT =0.0
TT =
TIM
E (s
econ
ds)
Members
Stations/Operators
Part/Model Name: Department: Prepared by:
Part/Model Number: Plant: Date:
=
PRODUCTION CONTROL CHART DATE DEPT.LOCATION SHIFT 1st 2nd
HOUR PLAN ACTUAL DIFF. Reason for Difference Counter Measure Implemented
1
2
3
4
5
6
7
8
9
10
Totals
THIS HOUR
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
THIS HOUR
THIS HOUR
THIS HOUR
THIS HOUR
THIS HOUR
THIS HOUR
THIS HOUR
THIS HOUR
THIS HOUR
Standard Work Capacity Sheet
Part/Model Name: Department: Prepared by: Page _____ of _____
Part/Model Number: Plant: Date:
Process Description Walk TimeBase Times Setup Times
CommentsAuto Time
Totals: Maximum Output:_____ per _____ Required Output: _____ per _____
Cycle Time:__________________ Takt Time: __________________
Operators Needed: ____________Time to Finish = Manual Time + Auto Time
Time/Piece = Time to Change/# pcs. Per chg.Process Capacity = Available Time/Shift/(Time to Finish + Time Per Piece)
Available Time/Shift:
Step No.
Machine Number
Process CapacityManual
TimeTime to Finish
Time to Change
# pcs. per chg.
Time/ Piece
Cycle Time Total:
Standard Work Layout
From: Department: Part Name: Prepared by:
To: Plant: Part No.: Date:
Safety Items
Quality Items
Pcs. Of WIP Req'd Qty per Shift TAKT Time Cycle Time
Operation Sequence
Quality Check
Safety Precaution
Standard Work-In-
Process
Standard Work Combination Sheet
Part/Model Name: Work Sequence: Department: Prepared by:
Part/Model Number: TAKT Time: Plant: Date:
OperationOperation Time (sec.)
Totals
Manual Walking
Automatic Delay
Step No.
MAN Time
AUTO Time
Walk Time
The Kaizen Week Forms are recommended but plants can use some pre-work forms and their own forms as applicable to the projects.
4
Each member of the team should work independently tobrainstorm ideas. DO NOT be afraid to document any design that you wish, after all, you are still thinking with a creative, unbiased
and curious mind.Please use pictures and enough detail to be able to explain your
ideas to other team members.Normally the first two or three designs will come easily,
however, to be able to generate the seven designs, you maywant to examine and combine the mechanisms from nature to
assist you with this.
1 5
2 6
3 7
3P The Seven Designs
7 Ways ScoringScale 1-5 MethodsWorst = 1 Best = 5
1 2 3 4 5 6 7
Criteria
Total Score 0 0 0 0 0 0 0Comments
Cause and Effect Diagram AKA Fishbone Diagram
Effect(Y)
Environment Man Method
Measurement Machine Material
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause CauseCause
Cause
KAIZEN ARTICLETeam Name: DateProduct Cell Takt TimeProduct Center Team Leader
Operator Number # ____________________________________________PROBLEM MEASURES TAKEN RESULTS
BEFORE KAIZEN AFTER KAIZEN
(PROCESS FMEA)PROCESS: FMEA NUMBER:
REV: PROCESS RESPONSIBILITY: PREPARED BY:
CORE TEAM: DATE:
FEATURE STEP INPUT TO PROCESS
SEVE
RIT
Y
OC
CU
R.
DET
EC
R.P
.N RECOMMENDED ACTION(S)
ACTION RESULT
ACTIONS TAKEN SEV
OC
C
DET
R.P
.N.
00000000000000000000000000000000000000000000000000000000
00
POTENTIAL FAILURE MODE AND EFFECTS ANALYSIS
POTENTIAL FAILURE MODE (SPECIFIC CAUSE)
POTENTIAL EFFECT(S) OF FAILURE
POTENTIAL CAUSE(S) / MECHANISM(S) OF FAILURE
CURRENT PROCESS CONTROLS - PREVENTION & DETECTION
RESPONSIBILITY & TARGET COMP.
DATE
(WHAT IS THE PROCESS STEP AND INPUT UNDER INVESTIGATION?)
(IN WHAT WAYS DOES THE KEY INPUT GO WRONG?)
(WHAT IS THE IMPACT ON THE KEY OUTPUT VARIABLES?)
(WHAT CAUSES THE KEY INPUT TO GO WRONG?)
(WHAT ARE THE EXISTING CONTROLS AND PROCEDURES THAT PREVENT EITHER THE
CAUSE OR THE FAILURE MODE?)
(WHAT ARE THE ACTIONS FOR REDUCING THE OCCURRENCE OF THE CAUSE OR
IMPROVING DETECTION?)
(WHAT ARE THE COMPLETED ACTIONS TAKEN WITH THE
RECALCULATED RPN?)
000000000000000000000000000000000000000000000000000000000000000
Extra forms are used as required or plants can use their own.
Team Mission
SPACE IR-Southern Pines Team Plant Facilitator
5/3/2004 3Date Project Began (mm/dd/yy) Duration of Event days
ESS Standard Work EventProject Description
Goals 1- DESCRIPTION OF MEASUREMENT BEFORE AFTER %
2- Distance Traveled (50% Reduction) DESCRIPTION OF MEASUREMENT BEFORE AFTER %
3- Cycle Time Reduction (25%) DESCRIPTION OF MEASUREMENT BEFORE AFTER %
Project Type: X STD. Work 5S / 6S TPM Set-up Admin. Set-up Other
Team Role Members Name Position From Area?
Leader Lezlie Jones Manufacturing Engineer N
Co-LeadDavid Gordon Supervisor Y
MemberTony Hill Assembler Y
MemberShonda McNeill Assembler Y
MemberJames Markland Assembler Y
MemberGeorge White Assembler Y
MemberGary Bowles Assembler Y
MemberAnthony Furr Assembler/Painter Y
MemberCindy Floyd Assembler Y
MemberEugene Wilson Assembler Y
MemberSue Jackson Assembler Y
MemberPatrick Jones Temp Y
MemberArnold Crawford Temp Y
MemberRoger Coffey Planner Y
Floor Space Utilization (35% Red)
Results Worksheet
Team Plant
Facilitator Date
Item MeasurementBaseline data Daily Results (#) Final Results
Start # Target # Target % Day 1 Day 2 Day 3 Day 4 # %
Items Measurement Items MeasurementSet-up time Sec. 5S audit score NumberCrew size for set-up Number Kaizen Implements / team memb NumberOutput / member / hour Units/member Business process members involved Number
Daily clock man hours Man hrs. Process steps Number
Crew size standard work Number Sum of cycles Minutes
Daily output Units Non-value added Minutes
Floor space Sq. ft. Annual scrap savings $
WIP units Units or $$$ Search time Minutes
Parts traffic distance Feet Walking distance Feet
Throughput Minutes Number redeployed Number
Kaizen NewspaperIR-Southern Pines 5/3/2004TEAM DATE
FOLLOW-UP BY IN DAY(S)
# Problem Definition/To-Do List Kaizen Action Who Completion Date ResultsEstimated Actual
LEAN EVENT MASTER NEWSPAPER
Event Leader Co-Lead # Problem Definition Kaizen Action Who Evt Date Est Date Act Date Comments Over 30
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Days to Comp?
Under 30
Under Est
Over Est
Kaizen Newspaper HON INDUSTRIES"a Tool of the HON Production System"
IR-Southern Pines 5/3/2004Rapid Continuous Improvement
TEAM DATETHURSDAYFOLLOW-UP BY IN 30 DAY(S)
Problem Definition/To-Do List Kaizen Action Completion Date ResultsEstimated Actual
Item
No.
Assigned To
Kaizen Newspaper HON INDUSTRIES"a Tool of the HON Production System"
IR-Southern Pines 5/3/2004Rapid Continuous Improvement
TEAM DATEFRIDAYFOLLOW-UP BY IN 30 DAY(S)
Problem Definition/To-Do List Kaizen Action Completion Date ResultsEstimated Actual
Item
No.
Assigned To
30 Day Follow-Up
TEAM INFORMATION AUDIT INFORMATION
Team IR-Southern Pines Dept. 0 SupervisorEvent Date 5/3/2004 Date Audited by
Leader Lezlie Jones Open Newsletter Items Date WhoCo-Leader 0Member David GordonMember 0Member Tony HillMember 0Member Shonda McNeillMember 0Member James MarklandMember 0
Results Audit ChecklistScore
Measurement Target Event End Current0 0% 0%0 0% 0%0 0% 0% Score0 0% 0%0 0% 0% ScoreGeneral Comments:
In your opinion, was the event a success?Would the area benefit from another RCI Team?
6S improvements sustained?Ergonomic improvements sustained?Kanban/Pull System sustained?Production Control Chart used effectively?Productivity sustained?Quality improvements sustained?Safety improvements sustained?Standard Work improvements sustained?Takt Time consistently achieved?
Team Accomplishment
Team: Area: By: Date:
Problem Kaizen Action Taken Results
Time Savings: seconds
Before Sketch After Sketch
Standard Work Combination Sheet HON INDUSTRIES"a Tool of the HON Production System" Rapid Continuous Improvement
Part/Model Name: Work Sequence: Department: Prepared by:
Part/Model Number: TAKT Time: Plant: Date:
OperationOperation Time (sec.)
HON INDUSTRIES0 0 0
TotalsRapid Continous Improvement Manual Walking
Automatic Delay
Step No.
MAN Time
AUTO Time
Walk Time
Kaizen Implemented HON INDUSTRIES"a Tool of the HON Production System" Rapid Continuous Improvement
Team: IR-Southern Pines Dept.: 0 Plant: SPACE Prepared by: Date:
Problem Kaizen Action Taken Results
Time Savings: seconds
Before Kaizen Sketch After Kaizen Sketch
30 Day Follow-Up
TEAM INFORMATION AUDIT INFORMATION
Team Dept. SupervisorEvent Date Date Audited by
Leader Open Newspaper Items Date WhoCo-LeaderMemberMemberMemberMemberMemberMemberMemberMember
Results Audit ChecklistScore
Measurement Target Event End Current
Score
ScoreGeneral Comments:
In your opinion, was the event a success?Would the area benefit from another ACP Team?
5S improvements sustained?Ergonomic improvements sustained?Kanban/Pull System sustained?Production Control Chart used effectively?Productivity sustained?Quality improvements sustained?Safety improvements sustained?Standard Work improvements sustained?Takt Time consistently achieved?
CELL MONTH
Cell Output Productivity
0
0
0.00###
###
DATE
Units= Units / Member-hour
People x Hours
Prod
uctiv
ity (u
nits
/mem
ber-
hr.)