PARIVARTAN CHAMATKAR (KAIZEN)

MANUAL

HINDUSTAN AERONAUTICS LIMITED

CONTENTS

Subject Page no.

1. Definition of Lean Management & Kaizen 1

1.1 What makes a manufacturing system Lean? 1

1.2 MUDA and it’s types, MURA and MURI 1

1.3 Kaizen (Parivartan Chamatkar) 2

1.4 Types of Parivartan Chamatkar (Kaizen) 2

1.5 Parivartan Chamatkar methodology 2

1.5.1 Scope Sheet 2

1.5.2 Kick-Off & Refresher Training 3

1.5.3 Event & Change To-Do Lists 3

1.5.4 Documenting Reality 4

1.5.4.1 Process Mapping 4

1.5.4.2 Time Observation 5

1.5.4.3 Standard Work Sheet 5

1.5.4.4 Voice Of Customer 6

1.5.4.5 5S Audit 6

1.5.5 Target Achievement Worksheet 6

1.5.6 Impact Measures vs. TPS Tools Matrix 7

2. TPM Kaizen event 8

2.1 Methodology of conducting TPM Kaizen event 8

3. Activities before kaizen 10

4. Activities after kaizen 10

5. Role of LRT and team Leader in a Kaizen 10

6. Reason for failure of kaizen event 11

7. How do we evaluate a Parivartan Chamatkar event? 11

8. Do’s and Don’ts 11

9. Best practices of a Lean Enterprise 12

Annexures

Sl. No. Subject Annexure no.

01 Kaizen Event Scope Sheet 1

02 To-Do List (Event/Change) 2

03 Time Observation Sheet 3

04 Standard Work Sheet 4

05 5S Assessment Sheet for Shop 5a

06 5S Assessment Sheet for Stores & Warehouses 5b

07 5S Assessment Sheet for Office 5c

08 Target Achievement Worksheet 6

09 List of frequently used Impact Measures 7

10 Way of Working/TPS Tools 8

11 Impact Measures vs. TPS Tool Matrix 9

12 Steps for Report Out 10

13 Standard Work Combination Sheet for Kaizen Event 11

14 Fix To-Do List 12

15 Why-Why Analysis Format 13

16 Preventive To-Do List 14

17 TPM Activities & Frequency Matrix 15

18 Evening Review Format 16

1. WHAT IS LEAN AND WHAT IS KAIZEN?

Lean Management is a systematic approach of identifying and eliminating waste, linking every steplinking every step into a continuous flow sequence, preciselyinto a continuous flow sequence, precisely synchronised with the demand of the end customer,synchronised with the demand of the end customer, through continuous improvement, in pursuit of perfection.1.1 What makes a manufacturing system Lean?

Elimination of 3M’s – Muda (Waste), Mura (Inconsistency) & Muri (Unreasonableness).1.2.1 What is MUDA (waste)?

Anything that consumes resources but does not create any value to the customer.

1.2.1.1 What are the various types of Wastes?

OVERPRODUCTION: Manufacture, assemble or build more than what is needed, earlier than when it is required and faster than the rate at which it is required by customer.

WAITING: People, parts waiting for instruction, raw material, spares, etc.

TRANSPORTATION: Excess movement of part or document in a multi-step process.

OVER PROCESSING: Adding features that are not value adding from perspective of customer.

INVENTORY: Excessive storage of materials to cover up quality related problems, to make up unplanned demands, unplanned hold-ups etc.

MOTIONS: Unnecessary movement of people while performing his operations.

DEFECTS / REWORK: Any defect will lead to either rework or rejection.

MISUSED RESOURCES: Use of the resources for the purposes not meant for.

UNTAPPED RESOURCES: Under or non-utilization of available resources.

1.2.2 What is Mura (Inconsistency)?

Unevenness in an operation, for example, a gyrating schedule not caused by end-consumer demand but rather by the production system, or an uneven work pace in an operation causing operators to hurry and then wait.

Unevenness can often be eliminated by mangers through level scheduling and careful attention to the pace of work.

InconsistentResults

Traditional = People doing whatever they can to get results

InconsistentProcess

InconsistentResult

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1.2.3 What is Muri (Unreasonableness)?

Overburdening equipment or operators by requiring them to run at a higher or harder pace with more force and effort for a longer period of time than the designed capacity of the equipment.

1.3 What is KAIZEN then?A Kaizen Event is a focussed improvement initiative, one of the most important TPS (Toyota Production System) tools, where a team works on a specific project for a week, full-time. A structured methodology is being followed to carry out the event where the team uses known tools to solve known problems. It is a major tool to make an enterprise Lean by bringing about change quickly & permanently. The 6 days event is of intensive team involvement, focused attention, alignment and engagement of the group on the carefully chosen scope of continuous improvement. During the week the current process is analysed and by focusing attention on the problem with the use of TPS tools, without pointing fingers and apportioning blame, a lean vision of least waste way for the process is developed and implemented during the week

KAIZEN means Gradual, orderly, and continuous improvement. It makes things easier by studying them and improving them through elimination of waste. In HAL, it is also called as Parivartan Chamatkar. Kaizen is a Short-term effort with a bias for action performed by a multi-functional/ multi-level team, designed to achieve specific objectives or goals.1.4 WHAT ARE THE VARIOUS TYPES OF PARIVARTAN CHAMATKAR (KAIZEN)?

1) Flow and linkages: To stream line the system among different agencies.2) Flow and density: To increase the density of the work place so that operator

movement is minimized and floor space utilization is optimised.3) Standard work: To conduct time study of all the actions requires for a task of short

duration, which is repeated no. of times in a day and to reduce the Non-Value Added actions drastically.

4) TPM (Total Productive Maintenance): To rejuvenate a machine to the designed standard and to maintain it subsequently mostly by the operator himself to reduce breakdowns drastically.

5) 3P (Pre-Production Planning): These events are done at the planning stage for the areas where actual production is yet to start. The events are conducted based on expertise available in the organization and on Voice of Customer.

1.5 HOW DO WE GO FOR A PARIVARTAN CHAMATKAR (KAIZEN) EVENT?

Step 1: Select a problem from PDM (Policy Deployment Matrix), VSM(Value Stream Mapping), A3 Plan, suggestions, Quality Improvement Plan, NCRs of Audits, day-to-day problems etc.

+

=

KAI

To Change

ZEN

To make better

KAIZEN Continuous

improvement

+

=

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Step 2: Make out a clear Scope Sheet (refer Annexure-1) one month to two weeks in advance and take consent of the team members and their superiors. Get the scope sheet read by the team leader during the report out of previous week, where other senior officers can do some value addition and validate the Scope Sheet. The Kaizen events are normally being conducted from Monday till Saturday. Select a team of 6-8 cross-functional members with the help of the team leader who will be able to contribute in the selected event. The scope of the event should not be too large so that the objectives can be achieved within a week.

Step 3: Kick-off & Refresher Training: On the 1st day morning, kick-off the event in presence of the divisional head and other COM members and all Kaizen team members. After that, conduct refresher training to explain the methodology of kaizen event to all the new team members and also to enhance awareness on achievements of earlier Kaizen events.

Step 4: Open an Event To-Do-List (refer Annexure – 2)This contains PIOs (Problems / Issues / Opportunities), and its countermeasures related to understanding the kaizen methodology and the activity taken up for improvement. First we enter the PIOs like, the details of the process selected is not known to all the team members, 5S score of the area selected is not known, time required for process completion is not known, etc.

Why to fill up Event To-Do List? To run the event smoothly. To optimally use all members. To meet time schedules. To ensure coverage of scope. To keep all concerned informed of progress. To allow members to record problems. To conduct quick and effective review.

Step 5: Open a CHANGE To-Do List. (refer Annexure - 2 )In this list, write down Problems / Issues / Opportunities (PIO) while documenting Reality for immediate countermeasures.

Why to fill up CHANGE To-Do List?

Link to Doc reality (Sanity check)

Manage resourceso In the teamo Across the teamo With operatorso With depts.o With management

Monitor Open /Close ratio

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Step 6: Document Reality

Why Document Reality? Proof for people to change. To improve future by giving a picture. To sort out the problems raised in Event To-Do List. To compare with new reality (after Kaizen). Illuminating exercise for the Top Management.

How to do Document Reality?

By using following Toyota Production System (TPS) Analysis Tools: Process Mapping- knowing the process in details. Std Work Sheet – layout of work area.   5S Audit- knowing the status of work place organization. Time Observation- to eliminate non-value added activities Voice of Customer- to understand the difficulties and requirements of customer.

Documenting reality should be meticulously done and should be completed by morning of second day. However, one should never fabricate the reality. Before starting document reality, Change-To-Do lists is also to be opened. All the observations (PIOs) are required to be reflected immediately on To-Do-Lists. Also observe the process by your own eyes.

1. How to do PROCESS MAPPING?

Take 1 Meter wide paper roll. The length may vary from 2 Meter to approx. 20 Meter, depending upon the event. Draw Time line (hourly to daily, depending upon the total period of the selected event) & Swim Lanes, one lane for each relevant section/Department. Select the middle lane for the department with maximum no. of transactions.Use post-it slips for defining each step in details. Each slip should contain information on:

Description of the work Actual time Cycle Time Inventory (WIP) Indicate whether value-adding or non-value adding by means of a green or red dot

respectively. Decision Points to be shown by a different coloured post-it-slip, put it diagonally. Show clearly the loops in process Map.

-5-This will give

Ratio of Total Cycle time (VSM) & Total Lead Time. Cycle time: Time taken to complete the Task. Lead time: Time taken from the start of the Process to the completion.

2. How to do TIME OBSERVATION? (refer Annexure – 3)

Explain the operator what you are going to do. Aim is to save wasteful, tiring activities of the operator. Observe deeply & repeatedly all the actions. Note down the activities on the chart. In the next cycle, observe & record the times for each step by using a stopwatch with

lap and store facility. In case store facility is not available, two persons may be used for observing & recording of time.

Record the times on the sheet in seconds. Repeat recording of time 4 to 5 times with same or different operators, if they are

doing the same job. Find out the average values of the times recorded for each step. Find the lowest time recorded for each step. Discuss results with the operator.

Instructions: Observe the operator. Do not ask the operator what he is doing. Do not disturb the operator or the process. No chatting in between. Don’t write activities in advance.

3. How to draw a Standard Work Sheet (SWS)?

There are two types of SWS.

a) Internal: Draw a layout for each area of work place wherever the operator has to move for completion of the selected job. (refer Annexure – 4)

• Location of machines• Location of material/WIP• Location of tool crib and other sections within the building.

b) External: Similarly, draw the layout of all the departments/Buildings involved in the event selected (refer Annexure - 4).

SWS is not a judgment but reality captured with an open mind. Draw the physical layout of work places exactly as it is. It is suggested to use pedometer to find out the distances exactly.

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4. How to do Voice Of Customer (VOC)?

Discuss with the customer regarding his concerns and expectations. While doing so, only note down the points raised by your customer. Do not ask any question or argue with him while VOC is under progress. Improvements are to be brought in based on the feedbacks from the customer.

5. How to do 5S Audit?To assess the status of Work Place Organisation the 5S audit is being carried out. For this purpose, three separate standard charts are required for use in shop floor, store and office (refer Annexure –5a, 5b, 5c respectively).

Step 7: Quantify the reality in terms of movement of information, materials, part, WIP, Value added time, Non Value added time and determine the Impact Measures:

From the Time Observation / Process Mapping, find out the Value Adding Time / Non-value Adding Time.

From 5S audit, find out 5S score, define unneeded material, requirement of other aids like shadow board, racks, visuals etc.

From the Standard Work Sheet, get: Man Movement Material Movement Document Movement Percent Free Space

From the Voice of Customer, find out customer concerns and expectations.

Step 8: Prepare a Target Achievement Worksheet (Pre-Event Objectives) (Refer Annexure - 6) and set stretch targets for the Driver Measures and Impact Measures. Set the targets logically with SMART (Specific, Measurable, Achievable, realistic, Timely) characteristics.

Driver Measure: It is the aim of a kaizen.

Impact Measure: Measures, which will have impact on the drive measure. Refer Annexure - 7 for a list of impact measures).It should not be more than 6 nos. Do not take any Impact Measure, which is beyond purview of the event.Do not take non-measurable Driver/Impact measures such as effectiveness of shop engineering / personnel / inspection department etc.

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Step 9: Prepare an Impact Measures vs. TPS Tools Matrix (refer Annexure - 9) indicating what are TPS tools to be used against each Impact Measure. Also refer Annexure – 8 for a list of TPS Tools, which are normally being used in any Kaizen event.

Step 10: Ensure that all the issues of event To-DO list have been addressed. Fill in the Change To-Do-list to maximum extent possible. Do not try to jump to the solution immediately.

Step 11: Go through the CHANGE To-Do-List. Keeping in mind all the impact measures. Sort the PIOs impact measure wise. For every PIO, discuss with the team members, select suitable TPS tools to get solution and mark it on the To-Do-List. Decide the best possible action to sort out the problem and write it on the To-DO list. Also write the name of the person responsible, Date & Time by which the action is to be completed. The completion status of the action (25%, 50%, 75% and 100%) is to be represented on the circle provided at the right side by suitably hatching the circle sectors.Divide your work in two parts i.e. internal and external.Delegate internal work to other team members.Involve Team Leader for external work like discussion with other departments, conducting meetings, managing the resources for implementation of TPS tools like POU, 5S, Visual control etc.

Step 12: Just Do It- Implement the changes decided to fix the problems observed. Action points noted in To-Do-List should be closed as far as possible. Open points should be completed at the earliest. Cancel the issues raised initially but are not exactly falling in the scope of the Kaizen event.Go through the unresolved PIOs and defer it for future Kaizen event. Prepare a scope sheet for the same.

Step 13: Draw the future process map using the new way of working. Make the new Standard Work. Make necessary changes in the documents. Prepare a new Standard Work Combination Sheet.

Step 14: Update the Target Achievement Work Sheet clearly indicating the targets achieved during 5 days.

Step 15: Take Sustenance measures to avoid falling back to original condition.o Decide follow-up measures and responsibility.o Put Visual controls.o Implement Visual controls for continuous Improvement.

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o Communicate to all concerned about the changes brought in and their advantages.

o Plan revisit event after 3 to 4 months.

Step 16: Report-out. On the final day, i.e. 6th day, a team of senior officers visit the event area and see the event results. In the afternoon, the team members present their events in the presence of Divisional Head, COM members and Departmental heads (refer Annexure - 10 for the steps to Report Out). This is followed by

celebration.

Every day three brief meetings are required to be conducted by the leader with all the team members. The morning meeting is to decide the course of action for the day. The afternoon meeting is to find out if anybody has got stuck anywhere and the evening daily review meeting is to review the actions of the day and decide necessary corrective measures. The evening review meeting is to be conducted in presence of the senior officers where assistance/clarification/decision required by the team members is to be given quickly (a format for the evening review is placed at Anexure-16).

The day wise activities of a Parivartan Chamatkar event i.e. the Standard Work Combination Sheet is given at Annexure – 12.

2. WHAT IS TPM KAIZEN EVENT?

TPM stands for TOTAL PRODUCTIVE MAINTENANCE. TPM events are done specifically on some machine or equipment. The objective of TPM event is to rejuvenate the machine and to evolve a day-to-day maintenance methodology to enhance the effectiveness and availability of the machine. The machine can be very old or may be the new one, which is yet to be commissioned. TPM aims at reducing the Life Cycle Cost (LCC) of the equipment. It can be done at the site of the supplier, before it is even supplied to HAL.

2.1 WHAT IS THE METHODOLOGY OF CONDUCTING TPM KAIZEN EVENT?

Step 1: Make out a clear Scope Sheet.

Step 2: Open an Event To-Do List (refer Annexure - 2)-

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This contains PIOs (Problems / Issues / Opportunities), and Countermeasures. First we enter the PIOs that the 5-S score is not known, the SIN Number not known, the number of abnormalities not known, and so on

Step 3: Document Reality

Do a 5-S Rating Run the equipment for

two to four hours and record the abnormalities

Do a “Deep Cleaning” layer by layer make naked and record Abnormalities observed

Do a Safety Audit Check the past records of the machine to look for frequent breakdowns, replacements,

etc.

Step 4: Quantify Reality and determine the Impact Measures:The 5-S rating score From the Standard Work Sheet, get:

People Movement Part Movement Document Movement Percent Free Space

From the Abnormality Tags The number of abnormalities

From the Safety Audit, the SIN number From the Time Observation, find out the Value Adding Time / Non-value Adding

Time From the Voice of Customer, find out customer concerns and expectations.

Step 5: Open a Target Achievement Worksheet (Pre-Event Objectives) (refer Annexure - 8) and set yourself stretch targets for the Driver Measures and Impact Measures

Step 6: Open a Fix To-Do List. (refer Annexure – 12) In this list, write down Problems / Issues / Opportunities (PIO) from the Documented Reality for immediate countermeasure

Step 7: Implement the changes required to fix the problem observed. These are quick fixes, and must be done quickly – like cleaning up, tightening, replacing a seal etc.

Step 8: For every PIO, do a Why-Why analysis to find out the root cause. (refer Annexure -13)

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Step 9: Open a Preventive To-Do List. In this list, (refer Annexure – 14) write down Problems / Issues / Opportunities (PIO) from the Documented Reality, and root cause from the why-why analysis.

Step 10: Implement the Changes to resolve the root cause.

Step 11: Make the new improved way of working the New Standard Build TPM task frequency (Daily, Weekly and monthly) Group Matrix (refer

Annexure – 15) Build Standard work sheet for each TPM Group Do Time Observation for each TPM Group Create Standard Work Combination Sheet and standard operations sheet for

each TPM Group

Step 12: Sustain the results through follow-up of results and visual controls Put Visual controls on each TPM actions on the equipment Implement Visual controls for TPM follow up and continuous Improvement

Step 13: Report-out: celebrate your achievements with others! (refer Annexure – 16)

3. WHAT ARE THE ACTIVITIES WE MUST DO BEFORE TAKING UP A KAIZEN?1) Preparation of scope sheet.2) Broad data analysis.3) Intimation to all team members and respective sectional heads.4) Sanction for minimum amount required during event.

4. WHAT ARE THE ACTIVITIES WE MUST DO AFTER THE KAIZEN?1) Weekly review by leader.2) Monthly audit by LRT co-coordinator.3) Visit of COM members.

5. WHAT ARE THE ROLES OF LRT FACILITATOR AND TEAM LEADER IN A KAIZEN?

LRT FACILITATOR:

• Assists local management and team leaders with event activities including pre-work• Discusses event scope/focus with consultant (if required)• Schedules and provides pre-event training• Schedules team meeting area(s)• Provides material/equipment/supplies (tape measures, wheels, forms, etc.)• Schedules kick-off, team leader meetings and final report-out.• Captures new information and lessons learned• Assists consultant with guiding/directing the team. Provides guidance from the front on methodology and the rigorousness with which it is

applied.-11-TEAM LEADER:Responsible for organizing/completing event pre-work. Assists in scope sheet development Assists in team member selection

Responsible for successful completion of event process by getting work done from all team members and co-coordinating with external agencies.

Maintain team cohesiveness Responsible for close-out of open items after event.

6. WHAT ARE THE REASONS FOR FAILURE OF A KAIZEN EVENT?

1) Less involvement of team members.2) Poor leader ship.3) Improper co ordination among team members.4) Less support of top management.5) Expectation that other person will do job for me.6) No ownership of kaizen event.

7. HOW DO WE EVALUATE A PARIVARTAN CHAMATKAR EVENT?

The following parameters will decide a Gold Standard Parivartan Chamatkar event.

Targets: Should be at least 50% of the current state, in case of reduction. In case

of improvements root cause must have been identified and eliminated or enhanced

by at least 30%.

Change To-Do-List: Should be more than 80.

Participation of members: Should be full time for all the members. However,

should not be less than 80% in any case.

Daily Review Meetings: Should be conducted meticulously. During the evening

reviews, at least 3 COM members should be present (refer Annexure – 16 for the

format).

Pending To-Do-List: Should be 7 or less and all actions to be targeted to complete

with in one month of the event.

Sustenance Measures: Should be decided with commitment and the new process should be instituted and agreed by all the concerned people. Visual management charts to be displayed at gemba.

9. WHAT ONE MUST DO AND WHAT ONE MUST NOT, DURING AN EVENT?

Take initiative / ownership of event. Provide detail & realistic information while preparing Process Map. While documenting reality, team members should fill up to do list based on the

abnormalities observed.-12-

Follow kaizen methodology rigorously. Don’t held LRT coordinator responsible for completion of event. Don’t provide approximate information while documenting reality.

10. WHAT ARE BEST PRACTICES OF A LEAN ENTERPRISE?

a. The techniques adopted by the best/fastest operator is made as standard and taught to other operators.

b. Change the layouts invariably to reduce movement, waiting etc and to increase density. c. The Water Spiders are used extensively and the operators don’t move from their genba.d. SWCS are displayed at every work station.e. Point of Use Storage for all Tools.f. Most of the rotary tools are hung for ease of operators.g. Trays are used as Production Kanban and are positioned near the work tables.h. During the Kaizen, normally 5S is not conducted as at least S1, S2 and S3 are

maintained at the Genba.i. The work stations are made flexible so that continuous improvements can be

implemented. The work stations are basically built up of Wood and other modular kits. j. Most of the Kaizen ideas are being implemented with the help of the Moonshine shop. A

shop with various machining facilities Drilling M/C, Pedestal Grinder, various hand tools etc. Also it has various types of materials including modular construction material kits. These kits are very useful in quick development of work stations, trolleys etc. There is one man in-charge of this moonshine shop who helps the team members getting the

ideas implemented quickly.

11. FREQUENTLY USED TPS TOOLS IN KAIZEN EVENTS:

Takt time – The available production time divided by customer demand – provides the heartbeat of a lean production system.

5S – Sort (seiri), Simplify (seiton), Sweep (seiso), Standardize (seiketsu) and Sustain (shitsuke).

Visual Controls – The use of signals, charts, measurements, diagrams, lights and signs to clearly define the normal or desired condition and to expose the abnormal undesired condition.

SMED – A process of changing over production equipment from one part number to another in as little time as possible (time less than 10 minutes, or single-digit)

Point of use – All material, tools and information required to do a job should be at arms length to the employee, with the most frequently used items being the closest.

Adjustment Elimination – Adjustments and trial runs account for 50 to 70% of internal setup time. The most effective method of adjusting is Not to Adjust.

Mistake Proofing – Methods that help operators avoid mistakes in their work caused by choosing the wrong part, leaving out a part, installing a part backwards, etc. (Poka-yoke)

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Why-Why – The practice of asking why repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms to discover the root cause.

Right sizing – Process equipment that is highly capable, easy to maintain (and therefore available to produce whenever needed), quick to changeover, easy to move, and designed to be installed in small increments of capacity to facilitate capital and labour linearity.

Examples: small washing machines, heat treatment ovens, and paint booths that can be placed in process sequence in cells to facilitate continuous flow

Physical Layout – A means of impacting work flow and productivity through the physical placement of machinery or furniture. Production machinery should be grouped in a cellular arrangement based upon production requirements, not process type. In an office, furniture should be arranged such that there is an efficient flow of information or services rather than strictly defined departments.

Jidoka – Providing machines and operators the ability to detect when an abnormal condition has occurred and immediately stop work. This leads to improvements in the process that build-in quality by eliminating the root causes of defects.

Make it Ugly! – When waste occurs, it must NOT be hidden. Waste must be exposed for what it is – an opportunity to which countermeasures can be identified and applied.

MRS – Material Replenishment System – Techniques for using cards, lights, heights, grids, squares, flags or other visual means of signaling the need for replenishment of materials, parts or supplies located at re-supply points.

Problem Solving – A formal charting process to identify lean solutions to manufacturing or administrative process problems.

Line Stop – The practice of stopping production or a process to expose a waste or process failure, force real-time problem resolution, and prevent further processing of defective material or information.

Cycle Time – The time required for an operator to complete one cycle of his / her standard work. If made to equal Takt Time, products can be made in single-piece flow with pull production

Curtain Operation – A method of emulating continuous flow production with a batch and queue machine. On the journey to one-piece flow, curtains may be necessary.

Heijunka : leveling the type and quantity of production over a fixed period of time. This enables production to efficiently meet customer demands while avoiding batching and results in minimum inventories, capital costs, manpower, and production lead time through the whole values stream.

ANNEXURE – 1

ANNEXURE-2

17

Event Description:

Preliminary Objectives: 1.

Production Requirements:

Process Information:

Start : End: Documents: Major processes:

Event Date:

Team Meeting Area:

Team Leader:.

Concerns, Opportunities & Problems Identified:.

Team Members: S/ Shri

Facilitator: LRT

KAIZEN EVENT SCOPE SHEET:

ANNEXURE -2

18

ANNEXURE -3

19

ANNEXURE-4

20

ANNEXURE – 5a

21

22

ANNEXURE – 5b

23

24

25

26

ANNEXURE – 5c

27

28

ANNEXURE – 629

TARGET ACHIEVEMENT WORK SHEET

Sl No DRIVER MEASURE REALITY TARGET ACHIEVED%

IMPROVEMENT

1

IMPACT MEASURES

1

2

3

4

5

6

ANNEXURE – 7

30

31

SLNDETAILS APPLICABILITY

1OPERATOR TRAVEL UNIVERSAL

2DOCUMENT TRAVEL UNIVERSAL

3PART TRAVEL UNIVERSAL

45 S RATING UNIVERSAL

5SPACE SAVING FOR COMPACTING OR REORGANISING LAYOUT

6TIME TAKEN FOR ISSUE SALES ORDER (HRS) TO FOCUS ON ANY PART OF CYCLE TIME

7CYCLE TIME FOR AOG DEMAND TRANSCRIPTION

TO FOCUS ON DETAILS OF AN OPERATION

8NO OF HAND OFFS WHERE TOO MANY MOVEMENTS ACROSS SWIM LANES SEEN ON THE

PROCESS MAP

9MATERIAL TRAVEL UNIVERSAL

10CYCLE TIME UNIVERSAL

11CYCLE TIME / LEAD TIME  HIGH NVA CONTENT

12% NON VALUE ADDITION TIME HIGH NVA CONTENT

13STANDARD WORK PLAN WHERE WORK CONTENT ALMOST CONSTANT

14VISUAL CONTROLS MULTIPLE PARAMETERS TO BE MONITORED

15NON-VALUE ADDING CONTENT UNIVERSAL

16DRG AVAILABILITY TIME TO FOCUS ON DETAILS OF AN OPERATION

127MULTIPLE ENTRIES WHERE DOCUMENTATION IS MANUAL

18WIP (OF ANY ITEM OR MATERIAL) UNIVERSAL

19AVAILABILITY OF RESOURCES (Parts, Consumables) WHERE HIGH WAITING TIME NOTICEED

20EFFECTIVE MONITORING SYSTEM TO TACKLE COORDINATING DELAYS

21GHE BREAK DOWN %

HIGH WAITING TIME DUE TO SUPPORT SERVICES

22 MONITORING TO IMPROVE SUPERVISOR EFFECTIVENESS

23

EFFECTIVENESS OF MONITORING & PROJECTION SYSTEM

UNIVERSAL

24CYCLE TIME FOR MR PROCESSING WHERE DOCUMENTATION IS MANUAL

25CYCLE TIME FOR JC PROCESSING WHERE DOCUMENTATION IS MANUAL

List of Frequently used Impact Measures

ANNEXURE - 8

WAY OF WORKING/TPS TOOLS (WOW tools)

Poke Yoke –Error proofing. ● DFMA Kanban- Signal to create PULL for material / man ● Line stop Visual Control ● 3P – Pre Production Planning Kitting Andon Cellular Mfg. Jidoka – Autonomation JIT – Just In Time SMED- Single Minute Exchange of Dies. VSM- Value Stream Mapping. Physical Layout 5 Why’s Lean Daily Management System (LDMS) Policy Deployment Matrix (PDM) KAIZEN TPM-Total Productive Maintenance Heijunka- Work balancing / Leveling. Single Piece Flow Point Of Use Adjustment elimination Hand offs Problem solving %load Make it ugly Multi skilling Right sizing Creativity before capital Curtain operation Six sigma QFD-Quality Function Deployment

ANNEXURE - 9

32

ANNEXURE - 11

33

STEPS FOR REPORT OUT

ANNEXURE - 10

34

COLOUR OF ANDON

TIME (SEC)

PRESENTER OHP SHEETS FOCUS

G 120 TEAM LEADER 1 CHART SCOPE SHEET (CLEANED UP)

G 180 1 CHART TARGET ACIEVEMENTWORK SHEET(DOCUMENT REALITY NO RESULTS TO BE SHOWN)

G 30 1 CHART TO DO LIST STATISTICSOPENED CLOSED PENDING#Can bring old charts for display on walls #Can comment on Realities but not on changes

G 90 1 CHART New To DO List – Open Item

G 300 YOUR CHOICE ACTUAL DOC. (NO CHARTS)

KEY CHANGES / ACIEVEMENTSe.g. OLD - NEW SWS1 to 2 photographsOLD – NEW VSMSTANDARD WORK COMBINATION SHEET

Y 60 TEAM LEADER 1 CHART TARGET ACIEVEMENT WORK SHEET RESULTS

Y 90 UP TO 4 CHARTS -DRAFT SCOPE SHEET-REPEAT EVENT

Y 30 EXPERIENCE SHARING OBSTACLES /CHALLNGES /KEY LEARNING

R900

ANNEXURE – 11

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ANNEXURE – 12

36

ANNEXURE – 13

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ANNEXURE - 14

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ANNEXURE – 15

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TPM ACTIVITY & FREQUENCY MATRIX Machine : STC-15SL NO ACTIVITY DAILY WEEKLY MONTHLY

1 CLEAN THE TURRET 2 CLEAN THE GUARD 3 CLEAN THE TELESCOPIC COVER 4 CLEAN THE FIXTURE PLATE 5 CLEAN THE PVC SHEET 6 CLEAN THE CHIP CONVEYOR 7 CLEAN THE POWE PACK 8 CLEAN THE STABILIZER 9 CLEAN THE TRANSFORMER 10 CLEAN THE COMPONENT STAND 11 CLEAN THE ELECTRICAL & AC PANEL 12 CLEAN THE DUST COLLECTOR 13 CLEAN THE LUBRICATION TANK 14 CLEAN THE M/C TRAY

Annexure-16

EVENING REVIEW FORMAT

To Do List Stastics

OPENED CLOSED REMARKEVENT

CHANGE

What is Done Today ?

What are the barriers / obstacles faced today? How it was overcome?

What are the Learnings for the day?

What is Plan for tomorrow?

Any Doubt / clarification?

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