T.S.

Honeywell Operating
System
Visual Management
Capabilities

Tier Meeting summary and metrics

 Tier Meetings – Daily Accountability Process
Location:
Shop Floor and Plan Every meeting needs to be Plan

Act Do

Functional areas in the manage with the PDCA cycle

Check

manufacturing floor to arrive to root cause and

solve the problems. Greenville, USA
Act Do
Purpose: Act
Plan

Do

To have a series of Check

Four brief meetings to Check Autolite, Mexico

review previous day Plan

results, work day plan, Act Do

improvement activities Check

Pune, India Tier 4: Plant

and problem solving at
all levels of the plant Plan
Manager meet
Act Do with her/his staff
organization. Check

Atessa, Italy Tier 3: Functional

Level: 2 leaders meet with
their teams
Tier 2: General
Sites open to choose
supervisors meet
the duration of each with supervisors
meeting (5 -20 min and support
recommended) and the Tier 1: Team functions The leader of each tier meeting makes
time between them but Leader/Supervisor assignments directly to those attending the
as soon as possible to meet with team meeting, and holds them responsible for
members getting their assignments completed on time
shorten the cycle .
2 HONEYWELL - CONFIDENTIAL
 Tracking of Metrics – Information Cubes
Freeport, USA Autolite Mexicali, Mexico
Location:
Manufacturing Plants,
Shop Floor and
Functional areas

Purpose:
To have a standard
way to review and
communicate shop
floor and functional
metrics across the TS
sites. Mexicali Turbos, Mexico Greenville, USA

Level: 1

Sites open to choose

the specific cube or
board for metrics

3 HONEYWELL - CONFIDENTIAL
 Tracking of Metrics – Tier 1 cube
Attendance/ Quality OPE/Skill Matrix OEE/DT/Pareto
Location:
Safety
Manufacturing Plants,
Shop Floor and
Functional areas

Purpose:
To have a standard
process to review the
data in the tier
meetings, starting with
the cube and then
moving to the hr by hr,
cleaning schedule and
Kaizen, 4 M board and
action board Including
revision of Defective
parts. Hr/Hr 5S schedule 4M board Actions board

Level: 2

4 HONEYWELL - CONFIDENTIAL
 Tier 1 Cube/Board Content
Side 1 Side 2 Side 3 Side 4
Safety Internal PPM OPE OEE
Desempeño Semanal de Seguridad 2006
Semana Libre de Incidentes Primer Auxilio (FAIR)
Lower Lower Lower
Incidente sin Lesión Incidente Reportable (TCIR) 40 is 40 is 40 is
36.2 36.2 36.2
1 2
34.1 Better 34.1 Better 34.1 Better
35 32.8 35 32.8 35 32.8
3 4
5 6 30 26.8
27.9 27.4 30 26.8
27.9 27.4 30 26.8
27.9 27.4
26.4 26.4 26.4
7 8
25 25 25
9 10

Days

Days

Days
19 . 7 19 . 7 19 . 7
11 12 13 14 15 16 20 18 . 9 18.3 20 18 . 9 18.3 20 18 . 9 18.3
17 18 19 20 21 22 15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5
14 . 4 14 . 2 14 . 4 14 . 2 14 . 4 14 . 2
23 24 25 26 27 28 15 15 15
29 30 31 32 33 34 7.8
10 . 2 10 . 2
7.8
10 . 2 10 . 2
7.8
10 . 2 10 . 2
10 8.7 8.2 8.5 10 8.7 8.2 8.5 10 8.7 8.2 8.5
35 36 37 38 39 40 7.2 7.2 7.2
5.6 5 .58. 9 5.6 5 .58. 9 5.6 5 .58. 9
4.9 4.7 4.8 4.9 4.8 4.9 4.8
41 42 4 .43. 7 4.7 4 .43. 7 4.7 4 .43. 7
5 2 .26. 4 5 2 .26. 4 5 2 .26. 4
43 44
45 46 0 0 0
47 48 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
49 50 51 52
Months Months Months
2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG
- Número de semanas en el Año 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG

Safety Message
Pareto Pareto Down Time
10 10 10

8 8 8

6 6 6
Ser ies1 Ser ies1 Ser ies1
4 4 4

2 2 2

0 0 0

def ecto 1 def ecto 2 def ecto 3 def ecto 4 def ecto 1 def ecto 2 def ecto 3 def ecto 4 def ecto 1 def ecto 2 def ecto 3 def ecto 4

Production
Skill Matrix CROSS-TRAINING MATRIX
Attendance ATTENDANCE SHEET
Actual vs plan C/O tracking
Lower Lower
Status by person

Cell: XXXX Wk Center: Wk center name

Process Step /

40 is 40 is
Job Position
Job Position

36.2 36.2
Operation

Revision date: 34.1 Better 34.1 Better

DATE

Last review date:

August 29, 2007
2-Jul-07 35 32.8 35 32.8
# Employee Name
# EMPLOYEE NAME
30 26.8
27.9 27.4 30 26.8
27.9 27.4
26.4 26.4
25 25
Days

Days
19 . 7 19 . 7
20 18 . 9 18.3 20 18 . 9 18.3
15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5
14 . 4 14 . 2 14 . 4 14 . 2
15 15
10 . 2 10 . 2 10 . 2 10 . 2
7.8 7.8
10 7.2
8.7 8.2 8.5 10 7.2
8.7 8.2 8.5

5.6 5 .58. 9 5.6 5 .58. 9

4.9 4.7 4.8 4.9 4.8
4 .43. 7 4.7 4 .43. 7
5 2 .26. 4 5 2 .26. 4

0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Months Months
. X Absent
Planned
JUSTIFICADA V Vacations
2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG
ASISTIO
Present NO ASISTIO VACACIONES
Absence 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG
Plan
Actual
Goal by group - % ### ### ### ### ### ### ### ### ### ### ### ### ### ### ###
Can perform Can perform
Symbology Need Can train
Can't do operation to standard
Supervision others

5 HONEYWELL - CONFIDENTIAL
 Tier 1 Hr by Hr board ANDON

Honeywell 5S Audit 5S Level

Date: Supervisor/Team Leader 1 shift
Line: Supervisor/Team Leader 2nd. shift:
Supervisor/Team Leader 3rd Shift:
Plan Actual Acummulated
Hour Model Plan Reason for missing target
Accumulated Production Production
06:00-07:00 8M0606 6,205 6,205 6,205 6,205
07:00-08:00 24,821 31,026 24,821 31,026
08:00-09:00 24,821 55,847 24,821 55,847 5S Area
09:00-10:00 19,033 74,880 19,033 74,880
10:00-11:00 834011M 4,115 78,995 4,115 4,115
5S Checklist Assignment
11:00-12:00 14,605 93,600 14,605 18,720
12:00-01:00 8M0666 16,690 110,290 16,690 16,690
01:00-02:00 20,750 131,040 20,750 37,440
02:00-03:00 834040M 7,306 138,346 7,306 7,306
03:00-04:00 10,341 148,687 10,341 17,647
04:00-05:00 8M0104 22,686 171,373 22,686 22,686
05:00-06:00 2,135 173,508 2,135 24,821
06:00-07:00 834183M 8,824 182,332 8,824 16,129
07:00-08:00 1,518 183,849 1,518 17,647
08:00-09:00 8M0103 24,821 208,670 24,821 35,097
09:00-10:00 24,821 233,491 24,821 59,918 Kaizen Tracking Escalation
10:00-11:00 24,821 258,312 24,821 84,739 Lower

11:00-12:00 2,621 260,933 2,621 87,360 40

35 32.8
36.2
34.1
is
Better

12:00-01:00 834086M 17,647 278,580 17,647 20,195 30

25
26.8
27.9
26.4
27.4

Days
01:00-02:00 1,645 280,225 1,645 21,840
19 . 7
20 18 . 9 18.3
15 . 2 15 . 5 15 . 5
14 . 4 14 . 2
15

02:00-03:00 8M5144 12,411 292,636 12,411 22,507

10 . 2 10 . 2
7.8
10 7.2
8.7 8.2 8.5

5.6 5 .58. 9
4.9 4.7 4.8
4 .43. 7
5 2 .26. 4

03:00-04:00 2,453 295,088 2,453 24,960 0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

04:00-05:00 834187M 10,567 305,655 10,567 17,647 2007 Actual RM

2007 Actual DC FG
Months
2007 Actual WIP
2007 AOP FG
2007 Actual Plant FG

05:00-06:00 81M129 22,368 328,024 22,368 22,368

Kaizen Sheets

6 HONEYWELL - CONFIDENTIAL
 Tier 1 - 4 M board and Action Tracking sheet/board plus Reject reviews

4M Board Action Tracking

7 HONEYWELL - CONFIDENTIAL
 Tier 2 Cube/Board Content

Side 1 Side 2 Side 3 Side 4

Safety Internal PPM OPE OEE
Desempeño Semanal de Seguridad 2006
Semana Libre de Incidentes Primer Auxilio (FAIR)
Lower Lower Lower
Incidente sin Lesión Incidente Reportable (TCIR) 40 is 40 is 40 is
36.2 36.2 36.2
1 2
34.1 Better 34.1 Better 34.1 Better
35 32.8 35 32.8 35 32.8
3 4
5 6 30 26.8
27.9 27.4 30 26.8
27.9 27.4 30 26.8
27.9 27.4
26.4 26.4 26.4
7 8
25 25 25
9 10

Days

Days

Days
19 . 7 19 . 7 19 . 7
11 12 13 14 15 16 20 18 . 9 18.3 20 18 . 9 18.3 20 18 . 9 18.3
17 18 19 20 21 22 15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5
14 . 4 14 . 2 14 . 4 14 . 2 14 . 4 14 . 2
23 24 25 26 27 28 15 15 15
29 30 31 32 33 34 7.8
10 . 2 10 . 2
7.8
10 . 2 10 . 2
7.8
10 . 2 10 . 2
10 8.7 8.2 8.5 10 8.7 8.2 8.5 10 8.7 8.2 8.5
35 36 37 38 39 40 7.2 7.2 7.2
5.6 5 .58. 9 5.6 5 .58. 9 5.6 5 .58. 9
4.9 4.7 4.8 4.9 4.8 4.9 4.8
41 42 4 .43. 7 4.7 4 .43. 7 4.7 4 .43. 7
5 2 .26. 4 5 2 .26. 4 5 2 .26. 4
43 44
45 46 0 0 0
47 48 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
49 50 51 52
Months Months Months
2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG
- Número de semanas en el Año 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG

Safety Message Downtime

Pareto Pareto
10 10 10

8 8 8

6 6 6
Ser ies1 Ser ies1 Ser ies1
4 4 4

2 2 2

0 0 0

def ecto 1 def ecto 2 def ecto 3 def ecto 4 def ecto 1 def ecto 2 def ecto 3 def ecto 4 def ecto 1 def ecto 2 def ecto 3 def ecto 4

A3 Actions Attendance OTTR WIP

ATTENDANCE SHEET
ACCIONES DE MEJORA
Wk Center: Wk center name
Lower Lower
Responsable / Fecha de 40 40
Observación / Actividad is is
Job Position

Status
Departamento Cierre 36.2 36.2
Revision date: 34.1 Better 34.1 Better
DATE

2-Jul-07 35 32.8 35 32.8

# Employee Name

30 26.8
27.9 27.4 30 26.8
27.9 27.4
26.4 26.4
25 25
Days

Days
19 . 7 19 . 7
20 18 . 9 18.3 20 18 . 9 18.3
15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5
14 . 4 14 . 2 14 . 4 14 . 2
15 15
10 . 2 10 . 2 10 . 2 10 . 2
7.8 7.8
10 7.2
8.7 8.2 8.5 10 7.2
8.7 8.2 8.5

5.6 5 .58. 9 5.6 5 .58. 9

4.9 4.7 4.8 4.9 4.8
4 .43. 7 4.7 4 .43. 7
5 2 .26. 4 5 2 .26. 4

0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Months Months
. X Absent
Planned
JUSTIFICADA V Vacations
2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG
ASISTIO
Present NO ASISTIO VACACIONES
Absence 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG

8 HONEYWELL - CONFIDENTIAL
 Tier 3 Cube/Board Content

Side 1 Side 2 Side 3 Side 4

Safety Functional Metric 1 Functional Metric 2 Functional Metric 3
Desempeño Semanal de Seguridad 2006
Semana Libre de Incidentes Primer Auxilio (FAIR)
Lower Lower Lower
Incidente sin Lesión Incidente Reportable (TCIR) 40 is 40 is 40 is
36.2 36.2 36.2
1 2
34.1 Better 34.1 Better 34.1 Better
35 32.8 35 32.8 35 32.8
3 4
5 6 30 26.8
27.9 27.4 30 26.8
27.9 27.4 30 26.8
27.9 27.4
26.4 26.4 26.4
7 8
25 25 25
9 10

Days

Days

Days
19 . 7 19 . 7 19 . 7
11 12 13 14 15 16 20 18 . 9 18.3 20 18 . 9 18.3 20 18 . 9 18.3
17 18 19 20 21 22 15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5
14 . 4 14 . 2 14 . 4 14 . 2 14 . 4 14 . 2
23 24 25 26 27 28 15 15 15
29 30 31 32 33 34 7.8
10 . 2 10 . 2
7.8
10 . 2 10 . 2
7.8
10 . 2 10 . 2
10 8.7 8.2 8.5 10 8.7 8.2 8.5 10 8.7 8.2 8.5
35 36 37 38 39 40 7.2 7.2 7.2
5.6 5 .58. 9 5.6 5 .58. 9 5.6 5 .58. 9
4.9 4.7 4.8 4.9 4.8 4.9 4.8
41 42 4 .43. 7 4.7 4 .43. 7 4.7 4 .43. 7
5 2 .26. 4 5 2 .26. 4 5 2 .26. 4
43 44
45 46 0 0 0
47 48 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
49 50 51 52
Months Months Months
2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG
- Número de semanas en el Año 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG

Safety Message Pareto

Pareto Pareto
10 10 10

8 8 8

6 6 6
Ser ies1 Ser ies1 Ser ies1
4 4 4

2 2 2

0 0 0

def ecto 1 def ecto 2 def ecto 3 def ecto 4 def ecto 1 def ecto 2 def ecto 3 def ecto 4 def ecto 1 def ecto 2 def ecto 3 def ecto 4

A3 Actions Attendance Functional Metric 4 Functional Metric 5

ATTENDANCE SHEET
ACCIONES DE MEJORA
Wk Center: Wk center name
Lower Lower
Responsable / Fecha de 40 40
Observación / Actividad is is
Job Position

Status
Departamento Cierre 36.2 36.2
Revision date: 34.1 Better 34.1 Better
DATE

2-Jul-07 35 32.8 35 32.8

# Employee Name

30 26.8
27.9 27.4 30 26.8
27.9 27.4
26.4 26.4
25 25
Days

Days
19 . 7 19 . 7
20 18 . 9 18.3 20 18 . 9 18.3
15 . 2 15 . 5 15 . 5 15 . 2 15 . 5 15 . 5
14 . 4 14 . 2 14 . 4 14 . 2
15 15
10 . 2 10 . 2 10 . 2 10 . 2
7.8 7.8
10 7.2
8.7 8.2 8.5 10 7.2
8.7 8.2 8.5

5.6 5 .58. 9 5.6 5 .58. 9

4.9 4.7 4.8 4.9 4.8
4 .43. 7 4.7 4 .43. 7
5 2 .26. 4 5 2 .26. 4

0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Months Months
. X Absent
Planned
JUSTIFICADA V Vacations
2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG 2007 Actual RM 2007 Actual WIP 2007 Actual Plant FG
ASISTIO
Present NO ASISTIO VACACIONES
Absence 2007 Actual DC FG 2007 AOP FG 2007 Actual DC FG 2007 AOP FG

9 HONEYWELL - CONFIDENTIAL
 Tier 4 Board Content
Strategy Deployment MONTHLY GOALS & METRICS
Vision
SAFETY INVENTORY QUALITY DELIVERY COST

This really doesn’t say anything. It

Monthly
SAFETY
is just here to give the impression Internal External

This really doesn’t say anything. It

METRIC 1 Plant Plant Plant Plant
is just here to give the impression HV HV
Trend 1 Trend 1 Trend 1 Trend 1
This really doesn’t say anything. It
is just here to give the impression
Plant Plant Plant Plant
METRIC 2 LV LV
Trend 2 Trend 2 Trend 2 Trend 2
This really doesn’t say anything. It
is just here to give the impression
PARETO
Pareto Pareto Pareto Pareto Pareto Pareto
This really doesn’t say anything. It
is just here to give the impression

Reaction Reaction Reaction Reaction Reaction Reaction

This really doesn’t say anything. It
is just here to give the impression A3 Actions Plan Plan Plan Plan Plan Plan

Daily Goals and Metrics

DAILY GOALS & METRICS

SAFETY OPERATIONS ENGINEERING MAINTENANCE QUALITY MATERIALS HUMAN RESOURCES HOS KAIZEN
STATUS STATUS STATUS STATUS STATUS STATUS STATUS STATUS

Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric
Abe Abe Abe Abe Abe Abe Abe Abe
Lincoln Lincoln Lincoln Lincoln Lincoln Lincoln Lincoln Lincoln

Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric Metric

Issue: Sketch: Issue: Sketch: Issue: Sketch: Issue: Sketch: Issue: Sketch: Issue: Sketch: Issue: Sketch:
RECOGNITION
Description: Description: Description: Description: Description: Description: Description:

Analyze: Action: Analyze: Action: Analyze: Action: Analyze: Action: Analyze: Action: Analyze: Action: Analyze: Action:

FRAM
Safety Quality Materials ME Maintenance Operations Finance HR HOS

FAIR Ext.PPM Downtime OEE MTBF, MTTR, Shop floor MRO Absenteeism Kaizen
ME Critical 5S
Near miss INT PPM Inventory Cost per Overtime
downtime Downtime turbo
TCIR, Cross, Scrap Pull Accy Capital …
Escalations Escalations
Audits COPQ
10 OTTR HONEYWELL - CONFIDENTIAL
 Tracking of Metrics - Reporting
Location:
Shop Floor 1. Title including the unit of measure
Total Inventory in Days of Supply 2. Target including future periods

5 40

35 32.8
36.2
34.1
2 Lower
is
Better
3.
4.
Sign showing what is the right trend
Clear labels for both axis

3
30 27.9
26.8 26.4
27.4
5. Adequate scale
Purpose: 25
6. When doing a Pareto start with the

Days
19.7
20 18.9 18.3

To have a standard
4
15.2 15.5 15.5

15
10.2
14.4 14.2

10.2
biggest contributor
7.8
10 8.7 8.5

way to review and

8.2
7.2
5.6 5.85.9
7. Show past periods (months) to see the
8
4.9 4.7 4.8
4.34.7
5 2.62.4

communicate shop 0 trend on the metric. Specially when

4
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
doing daily metrics
floor and functional
9
Months
2007 Actual RM
2007 Actual DC FG
2007 Actual WIP
2007 AOP FG
2007 Actual Plant FG
8. Sign showing if we are hitting or not
metrics across the TS Document No: Revision date:
the target
sites. 9. Show the revision level and date

OTTR Root Cause YTD Daily WIP By Mfg Area ($) (Sept)
Lower
Level: 2
8
$700 is
556

7
Order > Demand Plan
Better
$600
New Model-No F'Cast 384
Lower
$500
Available, Not Picked 160
is
Better $400

Mfg DT, Quality,Mat'l Short 149

Sites open to choose
6
$300

$217

$201

$198
$193

$192
$189

$189

$190
$179

$174
In transit 143

$150

$140

$137

$135

$135
$200

the size and form Export Order 123 $100

Low DOS (EOY) 92 $0

27-Aug

29-Aug

31-Aug
May

Jul

4-Sep

6-Sep

10-Sep

12-Sep

14-Sep
PDM Delay 38

Inventory Descrepancy @ DC 34 Pass Car Heavy Duty AOP Pass Car AOP Heavy Duty

Document No: Revision date:

0
25
50
75
100
125
150
175
200
225
250
275
300
325
350
375
400
425
450
475
500
525
550
575
600

Document No: Revision date:

11 HONEYWELL - CONFIDENTIAL
 Tier Meeting Standard Work – Quick Reference

Location:
Agenda de TIER:
Shop Floor I) Revisión del cubo de
métricas.
II) Revisar estatus de acciones
abiertas (Rotafolio).
Supervisor de Línea III) Identificar variables
Inicio nuevas en el proceso y
Purpose: 1er Turno 6:00/ 6:20am
2do Turno 2:00/2:20pm
registrarlas en el pizarrón de 4 Agenda de TIER:
M. I) Revisión del cubo de
To have a quick Duración: 20 min.máx...
métricas.
Participantes: Consideraciones: II) Revisar estatus de acciones
reference to use during a) Supervisor de línea. b) Team leader.
c) Operadores de línea. d) Inspector de
a) Revisión de la métrica del día abiertas (Rotafolio).
Supervisor General
anterior (Si se encuentra dentro de III) Identificar variables
the tier meetings to línea QA. e) Técnicos de mantenimiento. Inicio 7:00 / 7:20am
Duración: la20meta pasar al inciso c).
min.máx... nuevas en el proceso y
b) Que acción en especifico se esta registrarlas en el pizarrón de 4
facilitate the process realizando para la operación. M.
Participantes:
c) a) Supervisor
Existe algúngeneral.
riesgo para el día de
and have a complete b) Soporte asignado: Ing. Calidad /Gte.
Planner / Supervisores de Línea hoy?
ME / del departamento
/ RH / HOS /
Inicio 7:20 / 7:40am
Consideraciones:
d) Cuantas
Sup. Mantoescalaciones se tuvieron
Duración: 20 a) Revisión de la métrica del día
min.máx...
meeting. el día de ayer. anterior (Si se encuentra dentro de
la meta pasar al inciso c).
Participantes:
a) Gte de Departamento
b) Que acción en especifico se esta
b) Personal del Departamento
realizando para la Gerente
operación.de Planta
Inicio 8:00 / 8:20
Agendac)de Existe
TIER: algún riesgo para el día de
Duración: 20min.máx...
I) Revisión del cubo de métricas. hoy?
II) Revisar estatus de acciones abiertas
(Rotafolio). d) Cuantas escalaciones seParticipantes:
tuvieron
el en
III) Identificar variables nuevas díael de ayer. a) Gerente de de Planta.
Level: 3 proceso y registrarlas en el pizarrón de 4
M.
b) Staff (HOS, Finanzas, RH, HSE,
Manto, ME, Mtls, QA, OP).

Consideraciones: Agenda de TIER:

I) Revisión de la métrica del día anterior (Si se I) Seguridad (cruz verde).
encuentra dentro de la meta pasar al punto III). II) Calidad en proceso.
II) Que acción en especifico se esta realizando III) Materiales.
para la operación. IV) Mantenimiento.
III) Existe algún riesgo para el día de hoy? V) Ingenieria.
IV) Cuantas escalaciones hubo el día de ayer. VI) Producción.
V) Revisar Acciones Pendientes. VII) Finanzas.
This quick reference VIII) Recursos humanos.
IX) HOS

can be put in with the Consideraciones:

I) Revisión de la métrica del día anterior (Si se

company badge so encuentra dentro de la meta pasar al punto III).

II) Que acción en especifico se esta realizando
para la operación.
CPG Autolite Mexicali, Mexico
they are always handy III) Existe algún riesgo para el día de hoy?
IV) Cuantas escalaciones hubo el día de ayer.
V) Revisar Acciones Pendientes.

12 HONEYWELL - CONFIDENTIAL