2000, qualitytoolbox.com, llc, all rights reserved a strategy for performance excellence

2000, QualityToolBox.com, LLC, all rights reserved

A STRATEGY FOR

PERFORMANCE

EXCELLENCE


Executive Overview

Participant manual

Tools WorkbookKnowledge Breakthrough

Lecture notes Lecture notes

Performance Excellence Series

Training Module Elements


Table of ContentsKnowledge Breakthrough

Session 1.0 Introduction…………………………3

Session 2.0 Wastes Elimination…………………7

Session 3.0 One-piece flow…………………….26

Session 4.0 Single Minute Exchange of Dies…..65

Session 5.0 Visual Control and Workplace

Organization……………………… 78

Session 6.0 Quality the first time, every time… 97

Session 7.0 Total Productive Maintenance…...127


Is the continuous elimination of waste

Continuous Improvement


What Does Kaizen Mean?

KAI ZENTo modify, to change Think, make good, make better

= KAIZENMake it easier by studying it, and making the improvement through elimination of waste.

+


Why Kaizen

TimeCPI Project

Time

CPI

Time

Sa

vin

gs

Sa

vin

gs

Sa

vin

gs

Process Improvement Project Implemented

Maintenance of Process Performance

Kaizen

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

Kaizen• Use Small Teams to Optimize Process Performance by Implementing Incremental Change• Apply Intellectual Capital of Team Members Intimate with Process

CPI Projects Emphasize Control and Long Term Maintenance

Kaizen Projects Emphasize Incremental Improvements


The Nine types of waste

• Overproduction• Delays (waiting time)• Transportation• Process• Inventories• Motions• Defective products• Untapped resources• Misused resources

9 Wastes


1. Overproduction

To produce more than is required *

To produce before required *

*Required by external and internal customers

9 Wastes


• 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

Elimination of Wastes and Continuous Improvement


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.

Think Break


Exercise 1: Wastes Identification

Identify one exampleof each type of wastebelow

Possible cause ProposedAction

Method ofmeasurement

Overproduction

Delays

Transportation

Process

Inventories

Motions

Defective products

Untappedresources

Misused resources

Think Break


• 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

We will learn to:


Delivery lead time

This is life!

If not, it’s torture…

When the delivery lead-time is bigger than the manufacturing lead time:

Manufacturing lead time

Delivery lead time



False appearance of a solution

Solution…

What is the solution?

Generate and support stocks

Delivery lead time


Delivery lead time



Identify and eliminate all wastes in our manufacturing processes

Example: manufacture a

Total operations: 6 hours

Mfg. lead-time: 40 days = 320 hours

Difference: 314 hours

How to reduce the manufacturing lead time?Delivery lead time


?


Example: manufacture a

Total operations: 6 hours

Mfg. lead-time: 40 days = 320 hours

Difference: 314 hours

What are processes made of ?Delivery lead time


Storage,

Transport,

Waiting time

98%


Visual Control & the Workstation

The 5 S

To Sort

Eliminate what’s not absolutely necessary

To Sanitize

Improvement of the workstation. Be organized to reduce clutter.

To Straighten

Ensure space for each thing, and a thing for each space. No more searching.

To Sweep

Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap..

To Sustain

Maintain continuous effort. This is a way of life.


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

Kaizen for theWorkplace

Training andSourcebookforKaizenWorksheets

How to Use This ManualThe continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order ofuse. These forms MUST be completed in the order presented in this manual. Each section contains a briefdescription of the tool, its purpose, when to use it, who should use it, how to use it, and the expectedresults.Remember to focus on the elimination of waste. Strive to maximize yields and obtaincost reductions from existing machinery and equipment before “buying solutions”.Improve current systems and techniques before automation. Automating a system orpractices without first having an understanding of the process will not solve underlyingprocess problems.Perhaps the most important point to remember is that we must understand a processbefore we make any attempt in changing it. “No Tampering” is the first rule ofcontinuous improvement. We can not tamper with a process without understanding it.By using these tools, we will all share a common and systematic approach forquestioning, analyzing, proposing solutions, experimenting, and finally, implementingproven changes.“The problems that exist in the world todaycannot be solved by the same level of thinkingthat created them.”

LeadershipImprovement

Identify waste

Measurement

KaizenTemplate

Table of Contents

Section 1 Standard Work Sheet (SWS): Used to create a visual picture of awork area. Shows crew size and location; office layout, distanceswithin the work area, work in process, quality checks, and safetyprecautions………………………………………………………………...

4

Section 2 Time Observation Form (TOF): Used to identify each taskperformed in a process or section of a process. Further used toidentify actual times for each task in order to determine the overallprocess cycle time……………………………………………………….. 7

Section 3 Standard Work Combination Sheet (SWCS): Used tographically show each task time within a process in terms of it’srelation to Walking, Manual, Auto and Idle time. It further showstasks which are performed in series and/or parallel [for furtheranalysis]…………

11

Section 4 Workload Balancing Sheet (WBS): Used to graphically show therelationship between process cycle time(s) and TAKT time in orderto examine the line balance and resolve any rebalance [waste]opportunities which mayexist……………………………………………

14

Section 5 Kaizen Action Sheet: Used to record problems/opportunitieswhich are identified by the process. The Action Sheet also recordsthe corrective actions, expected results, a drawing of the beforeand after process, and finally measurements which will be used toassess results…………………………………………………………….. 17

Section 6 Kaizen To Do List: Used to provide a summarized list of allKAIZEN Action Sheets, the primary person responsible to follow-upon each action, a due date for action item completion, and finally agraphic display of the percent completion for each actionitem………………………………………………………………………… 20

Section 7 Kaizen Target Sheet: A visual format for comparing continuousimprovement efforts to a desired target and known startingvalue………………………………………………………………………. 23

26Section 8 Kaizen Target Sheet Definitions……………………………………..

Section 9 Kaizen Improvement Results: Used to document the before andafter results of improvement activities associated with keyperformance metrics. …………………………………………………. 28

TIME OBSERVATION WORKSHEET Sheet 2

Date: Page of

Task/Process Being Observed Observer(s) Day/Time Of Observation

Observation NumberStepNo. Task Component

1 2 3 4 5 6 7 8 9 10 11 12

AssignedComponent

time

REMARKS

Time For One Cycle TotalTime

Running Time (cumulative)

Time for eachComponent

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 theoverall process cycle time.

When To Use The Time Observation Form (TOF) should be used after the Standard WorkSheet and Spaghetti Diagram have been completed.

Who Should Use It The Time Observation Form can be used by anyone involved in continuousprocess 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 processbeing analyzed.

Time Observation Form

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 asspecific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece frombasket. 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 cumulativetime on the form. Continue recording task times in this manner until the end of the processcycle

4. At the completion of 12 full cycles, calculate and enter the “Assigned Component Time” foreach “Task Component”. Then sum up the “Assigned Component Time” for each “TaskComponent” and enter this into the “Time For One Cycle” field. Be sure to include the timespent 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 aparticular task component varies from 4 second for observation #1 and 47 seconds forobservation #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 taskcomponent of the process.

6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time formeasurable, 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 or28,800 seconds.

B. Determine the required product quantity. [How many units have been sold] For thisexample, 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 TAKTTime. 28,800 / 395 = 73 seconds per unit.

D. Compare this TAKT time to the average cycle time of the observation.

1. If TAKT Time is greater than average cycle time, then we can conclude thatthe required production can be met within the total time available. However,we need to examine adding work from another process to minimize idle time.

2. 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.

How to use it

2000, qualitytoolbox.com, llc, all rights reserved a strategy for performance excellence

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