A STRATEGY FOR PERFORMANCE EXCELLENCE

Performance Excellence Series Training Module Elements

Executive Overview

Knowledge Breakthrough

Tools Workbook

Lecture notes

Lecture notes Participant manual

Table of Contents
Knowledge Breakthrough

Session 1.0 Session 2.0 Session 3.0 Session 4.0 Session 5.0
Session 6.0 Session 7.0

Introduction 3 Wastes Elimination7 One-piece flow.26 Single Minute Exchange of Dies..65 Visual Control and Workplace Organization 78 Quality the first time, every time 97 Total Productive Maintenance...127

Continuous Improvement

Is the continuous elimination of waste

What Does Kaizen Mean?

KAI
To modify, to change

+
= KAIZEN

ZEN
Think, make good, make better

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

Why Kaizen
Savings
Process Improvement Project Implemented

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
CPI Project

Maintenance of Process Performance

Time
Savings

CPI Projects Emphasize Control and Long Term Maintenance

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

Savings

Kaizen

Time
CPI

Kaizen

Time

The Nine types of waste

9 Wastes

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

1. Overproduction
9
Wastes

To produce more than is required * To produce before required *

*Required by external and internal customers

Elimination of Wastes and Continuous Improvement 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

Think Break

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 example of each type of waste below Overproduction Possible cause Proposed Action Method of measurement

Delays

Transportation

Process

Inventories

Motions

Defective products

Untapped resources Misused resources

We will learn to:

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

When the delivery lead-time is bigger than the manufacturing lead time:
This is life!
Delivery lead time Manufacturing lead time

If not, its torture

Delivery lead time Manufacturing lead time

What is the solution?

False appearance of a solution
Delivery lead time Manufacturing lead time

Generate and support stocks

Solution
Delivery lead time
Manufacturing lead time

How to reduce the manufacturing lead time?

Delivery lead time Manufacturing lead time

Identify and eliminate all wastes in our manufacturing processes Example: manufacture a Total operations: 6 hours Mfg. lead-time: 40 days = Difference: 320 hours 314 hours

What are processes made of ?

Delivery lead time Manufacturing lead time

Example: manufacture a Total operations: Mfg. lead-time: 40 days = Difference: Storage,

6 hours 320 hours 314 hours

98%

Transport,
Waiting time

Visual Control & the Workstation

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

To Sort
Eliminate whats not absolutely necessary

The 5S
To Sanitize Improvement of the workstation. Be organized to reduce clutter.

To Sustain Maintain continuous effort. This is a way of life.

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

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 the Workplace Training and Sourcebook for Kaizen Worksheets

How to Use This Manual

The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results.

Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before buying solutions. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. No Tampering is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes.
The problems that exist in the world today cannot be solved by the same level of thinking that created them.

Identify waste Leadership Improvement Kaizen Template

Measurement

Table of Contents
Section 1
Standard Work Sheet (SWS): Used to create a visual picture of a work area. Shows crew size and location; office layout, distances within the work area, work in process, quality checks, and safety precautions.. . Time Observation Form (TOF): 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 the overall process cycle time.. Standard Work Combination Sheet (SWCS): Used to graphically show each task time within a process in terms of its relation to Walking, Manual, Auto and Idle time. It further shows tasks which are performed in series and/or parallel [for further analysis] Workload Balancing Sheet (WBS): Used to graphically show the relationship between process cycle time(s) and TAKT time in order to examine the line balance and resolve any rebalance [waste] opportunities which may exist Kaizen Action Sheet: Used to record problems/opportunities which are identified by the process. The Action Sheet also records the corrective actions, expected results, a drawing of the before and after process, and finally measurements which will be used to assess results.. Kaizen To Do List: Used to provide a summarized list of all KAIZEN Action Sheets, the primary person responsible to follow-up on each action, a due date for action item completion, and finally a graphic display of the percent completion for each action item Kaizen Target Sheet: A visual format for comparing continuous improvement efforts to a desired target and known starting value. Kaizen Target Sheet Definitions..

Section 2

Section 3

11

Section 4

14

Section 5

17

Section 6

20

Section 7

23 26

Section 8 Section 9

Kaizen Improvement Results: Used to document the before and after results of improvement activities associated with key performance metrics. .

28

TIME OBSERVATION WORKSHEET

Date:
Task/Process Being Observed Observer(s)

Sheet 2 Page

of
Day/Time Of Observation

Step No.

Observation Number Task Component 1 2 3 4 5 6 7 8 9 10 11 12

Assigned Component time

REMARKS

Time For One Cycle

Total Time

Running Time (cumulative) Time for each Component

Time Observation Form

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 the overall process cycle time. The Time Observation Form (TOF) should be used after the Standard Work Sheet and Spaghetti Diagram have been completed. The Time Observation Form can be used by anyone involved in continuous process improvement. 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 process being analyzed.

When To Use Who Should Use It Expected Benefits

How to use it

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 as specific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece from basket. 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 cumulative time on the form. Continue recording task times in this manner until the end of the process cycle 4. At the completion of 12 full cycles, calculate and enter the Assigned Component Time for each Task Component. Then sum up the Assigned Component Time for each Task Component and enter this into the Time For One Cycle field. Be sure to include the time spent 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 a particular task component varies from 4 second for observation #1 and 47 seconds for observation #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 task component of the process.
6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for measurable, repetitive task processes is calculated as follows: A. Calculate the total time available per shift, day, etc. excluding breaks and lunches. Lets say that we have a full 8 hours available. 8 hours would equal 480 minutes or 28,800 seconds. B. Determine the required product quantity. [How many units have been sold] For this example, lets 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 TAKT Time. 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 that the required production can be met within the total time available. However, we need to examine adding work from another process to minimize idle time. 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.

2.