Reference Table of Contents for Final Report

I. Diagnosis (of the problem) – [DAY]

1.1. Background
1.1.1 About the Company
*Two or three paragraphs describing the company business.
1.1.2. About the Gemba Walk (i.e.: Factory Visit)
*Two or three paragraphs detailing any observations about the factory visit.
1.2. Current Situation
1.2.1 Process Description
*Depiction of the process model (i.e.: Flow Chart & SIPOC)
1.2.2 Data Collection
For Availability: How much time per shift was the machine actually
running?
Downtime (Breakdown)
Setup and Adjustments
For Performance: How well did the machine perform (compared to the rated
speed) when it was actually running?
Minor Stoppages
Speed and Rate
For Quality: How many parts were good the first time produced?
Defects and Rework
Pre-procedure Preparations
1.2.3 OEE Process Calculation
*Use the OEE formula provided in the classroom.
1.2.4 Machine Operation Analysis
*Graph any relevant data using control charts, check-sheets, Pareto charts,
histograms, and/or scatterplots to transform data into information.
 1.4. Root-Cause(s) (see Ishikawa Diagram: Man, Machine, Material, Method,
Measurement, Mother Nature)
*Organize the problem(s) causes and identify relationships between these. One
diagram for Availability, one diagram for Performance, and one diagram for
Quality.
1.3. Problem (What is the problem or inefficiency (see Six Big Losses))
*Availability: Downtime (breakdowns) and Setup & Adjustments
*Performance: Minor Stoppages and Speed & Rate
*Quality: Defects & Rework and Pre-procedure Preparations
II. Plan (for the implementation of the proposed solution) – [DAY]
2.1. Objective
*Improve OEE in general (Overall Equipment Effectiveness)
*Improve Equipment Availability in particular
*Improve Production Performance in particular
*Improve Process Quality in particular
2.2. Justification (i.e.: efficiency gains)
*Why is important to improve Equipment Availability?
* Why is important to improve Production Performance?
* Why is important to improve Process Quality Output?
2.3. Expected Benefits (e.g.: increase, decrease, increment, reduce, etc.).
*Quantitative (%) and Qualitative Benefits for Equipment Reliability
*Quantitative (%) and Qualitative Benefits for Production Objectives
*Quantitative (%) and Qualitative Benefits for Product Quality
2.4. Approach
*Based on “Lean Manufacturing” (a.k.a. Operational Excellence) approach.
2.5. Solution
2.5.1. Method(s) / Tool(s) / Technolog(ies)
*For Example: Kanban, Balancing Operations, SMED, Poka-Yokes,
Autonomous Maintenance, Total Productive Maintenance.
 2.5.2. Staff Responsible
2.5.4.1. Departments
2.5.4.2. Staff
*Who are the persons responsible for implementing the proposed solutions
(i.e.: project stakeholders)? Each solution may have a different team.
2.5.4. Chronogram (Gantt chart: D+PDCA stages)
*Order in which each solution proposed will be implemented and
approximate duration for the implementation of each.
III. Do (Action plan for the implementation of your proposed solution) – [DAY]
3.1. Short-term actions or countermeasures
3.2.1. Description of the action or countermeasure
3.2.2. Method(s), Tool(s), Technolog(ies) involved
3.2.3. Staff Responsible involved
*Which parts of the solution(s) (i.e. countermeasures) proposed can be
implemented right away? These short-term actions may reduce the severity
of the problem but will not solve it completely.
3.2. Long-term actions or countermeasures
3.2.1. Description of the action or countermeasure
3.2.2. Method(s), Tool(s), Technolog(ies) involved
3.2.3. Staff Responsible involved
*Remaining parts of the solution(s) (i.e. countermeasures) proposed to be
implemented? These are the actions that should almost or completely
eliminate the problem(s) targeted (root-cause).
IV. Check (verification and validation KPIs for measuring progress and success of actions
or countermeasures) – [DAY]
4.1. As it Is (AS-IS) Key Performance Indicators (KPIs)
*KPIs used to diagnose the severity of the problem(s). For example: OEE, Yield,
Throughput, Capacity Utilization, Percentage Planned vs. Emergency Maintenance
Work Orders, Downtime in Proportion to Operating Time.
4.2. To Be (TO-BE) Key Performance Indicators (KPIs)
*KPIs used to showcase the impact of the solution(s) (i.e. countermeasures)
proposed. For example: Solution = SMED & KPI = Time to Make Changeovers
V. Act (Recommendations for successful implementation of the proposed solution) –
[DAY]
5.1. For Shop floor Management
5.2. For Machine Operators / Assembly Operators
5.3. For Quality Managers
5.4. For Warehouse Workers
5.5. For Service/Maintenance Technicians
*Communication plan to the OEE improvement projects stakeholders to be carried
out and the importance of their participation.