Kaizen Structure

7/27/2019 Kaizen Structure

1/86

KAIZEN VISION

STANDARD PRE-WORK FORMS

APPLICABLE PRE-WORK FORMS

KAIZEN WEEK FORMS

EXTRA FORMS

30 DAY FOLLOW UP

Roles & Responsibilities


2/86

3 Weeks Before 2 Weeks Before

Monday Tuesday Wednesday ThursdayMEASURE

Pre-Planning Pre-Planning KaizenPlant Assessment Project Charter *Pre-work

Lean Metric Metrics Kaizen Planner Complete Planner Kick-Off Kaizen Kaizen Kaizen

Value Stream Map Team Structure Situation at a Glance Training Plan Tools Training Lean Tool Usage Activities Sustainement PlanProject Pipeline Alignment Target Report Relevant Forms Data Collection Implementation Report Out Prep

Lean Office Current State Stakeholders

Initiate Kaizen

=>

DEFINE

5 Weeks Before

TOLLGATE

CANCEL OR

REDIRECT

KAIZEN Plant Leadership Plant Leadership Plant LeadershipStakeholders

Lean Leader

Stakeholders

Lean Leader

ANALYZE

TOLLGATE FINAL REVIEW TOLLGATE TOLLGATE

Stakeholders

Lean Leader

Stakeholders

Lean Leader

Kaizen Week

TOLLGATE TOLLGATE

IMPROVE CONTROL

PHASE 1: Pre-work PHASE 2: Agenda / Structure


3/86

Week After

FinalReport

Out

REPORT

Stakeholders

Lean Leader

Leadership


4/86

TASK # TASK DESC DURATION % COMP WHO COMMENTS

1. PLANT & PROJECT IDENTIFICATION# of Weeks

Before Event

1 Identify Team Leaders 5 0% LSS Leader 2 Start Charter Baseline Metrics and Goals 5 0% LSS Leader 3 Confirm Projects Align with Plant and Global Metrics 5 0% Plant Manager 4 Define Team Design and Support Structure 5 0% LSS Leader

5 Conduct "Kick Off" and weekly Kaizen planning conferences 5 0% LSS Leader

6 Project Charters Validated & Signed Off 4 0% LS Leader/Plant Manager/TL

7 Project Charter Core Team Selected & Signed Off 4 0% LS Leader/Plant Manager/TL8 Project Charter Metrics Validated & Signed Off 4 0% Finance/Plant Manager

2. PRE-WORK (Part 1)9 Kaizen Week Itinerary or Agenda 3 0% TL and team (all teams)10 Situation-at-a-Glance 3 0% TL and team (all teams)11 Stakeholder Analysis 3 0% TL and team (all teams)12 Prepare Target Progress Report 3 0% TL and team (all teams)

2. PRE-WORK (Part 2)13 Finalize Target Progress Report 2 0% TL and team (all teams)

14 Production Control Chart (for production projects) 2 0% TL and team (all teams)

15 Standard Work Combination Sheet 2 0% TL and team (all teams)

16 Standard Work Capacity 2 0% TL and team (all teams)

17 Standard Work Layout 2 0% TL and team (all teams)

18 Fishbone Diagram (Cause and Effect) 2 0% TL and team (all teams)19 Spaghetti Chart - Part Travel 2 0% TL and team (all teams)20 Spaghetti Chart - People Travel 2 0% TL and team (all teams)21 Time Observations 2 0% TL and team (all teams)22 Cycle Time / TAKT Time Bar Chart 2 0% TL and team (all teams)23 5S Audit - Establish Baseline 2 0% TL and team (all teams)24 Safety / Ergonomic Audit - Establish Baseline 2 0% TL and team (all teams)25 Factory Layout of process 2 0% TL and team (all teams)26 Pictures of project area 2 0% TL and team (all teams)27 Prepare Gemba Boards, post in work area 2 0% TL and team (all teams)28 Digitize Pre-work package and distribute to participants 1 0% TL and team (all teams)

0%

Kaizen Week Task Planner

Host Site and Date

Toll Gate ReviewEnd of 4th

week before

event 0%Reason for cancel:

Reason for redirection:

Toll Gate ReviewEnd of 3rd

week before

event 0%


5/86

3. FACILITIES29 Reserve # Break-out rooms (if required) 3 0% LSS Leader

30 Reserve large room for Team Kick Off 3 0% LSS Leader

31 Reserve large room for Team Presentations 3 0% LSS Leader

32 Prepare audio / video for Kick Off and Closing Meetings 3 0% LSS Leader

33 Schedule lunches for 4 days, ask about special diet restrictions 1 0% LSS Leader 34 Determine lunch rooms or area for lunch 1 0% LSS Leader

35 Confirm total headcount w/ for Lunches 1 0% LSS Leader 36 Schedule breakfast for Monday 1 0% LSS Leader 0%

4. SUPPLIES37 Finalize Lean apprpriate lean training material 3 0% LSS Leader/Site Coordinator

38 Order Certificates 3 0% LSS Leader

39 Purchase brown paper, pens, post-its, markers 3 0% LSS Leader

40 Obtain cleaning supplies for 5S 3 0% LSS Leader

41 Obtain video camera 3 0% LSS Leader

42 Order Yellow / Orange / Green Post-it-Notes 3 0% LSS Leader

43 Obtain extra ear-plugs / safety glasses 3 0% LSS Leader

44 Purchase boards for Gemba Boards (large) for all teams 3 0% LSS Leader 45 Safety Guidelines 3 0% LSS Leader

46 Paint / Tape supply 3 0% LSS Leader

47 Obtain digital cameras 2 0% LSS Leader

48 Obtain tape measures 2 0% LSS Leader

49 Obtain Stop Watches 2 0% LSS Leader 0%

5. FORMS (partial list see tabs)

50 5-S Audit Sheet 1 0% TL (all teams)

51 7 Designs/Ideas Form 1 0% TL (all teams)

52 Standard Work Forms 1 0% TL (all teams)53 Time Observation Forms 1 0% TL (all teams)

54 Situation at a Glance Forms 1 0% TL (all teams)

55 Target Progress Report Form 1 0% TL (all teams)

56 Plant or project specific forms 1 0% TL (all teams)

57 5S - Red-tag procedure 1 0% TL (all teams)58 Paint and Tape Standards 1 0% TL (all teams)

59 Machine labeling standards / material 1 0% TL (all teams)0%

6. MISC

60 Inform employees of upcoming Kaizen 3 0% LSS Leader

61 Assign "Picture" person 2 0% LSS Leader0%


6/86

7. DEPARTMENT RESOURCES62 Maintenance Walk-through 2 0% LSS Leader 63 Safety Walk-through 2 0% LSS Leader

0%

8. Kaizen WEEK - last day

64 Team Report Out (All Post-Work) 0% TL and team (all teams)65 Sustainment Plan Review 0% TL and team (all teams)

66 Sustainment Plan Sign Off 0% Plant Manager

67 Kaizen Effectiveness Survey completed by participants 0% Site Coordinator 68 Kaizen Week Lessons learned final report outs 0% Site Coordinator

69 Kaizen Deployment Plan 0% Site Coordinator

70 Post Kaizen Audit (use 30 day follow up form or equivalent) 30 days afterevent 0%

Site Coordinator

0%

TOTAL COST

Final ReviewEnd of final

week before

event 0%


7/86

COST

$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00

$0.00

$0.00$0.00$0.00$0.00

$0.00$0.00$0.00

$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00


8/86

$0.00$0.00

$0.00$0.00

$0.00$0.00

$0.00$0.00$0.00

$0.00$0.00

$0.00$0.00

$0.00$0.00

$0.00

$0.00$0.00

$0.00$0.00

$0.00$0.00$0.00

$0.00

$0.00$0.00$0.00

$0.00$0.00

$0.00

$0.00$0.00$0.00$0.00

$0.00

$0.00$0.00


9/86

$0.00$0.00

$0.00

$0.00

$0.00$0.00

$0.00

$0.00$0.00

$0.00

$0.00

$0.00


10/86

Kaizen Project Charter

version1 - April 16, 2012

Project Name

Project Location

Site Coordinator

Project Start Date

METRICS UNITS

Business Case:

In / Out Scope:

SECONDA

Core Project Info

Opportunity Statement:

GOAL

Expected Customer

Benefits

PRIMAR

SECONDA

General Info

Team Leader / Co-Leader

Est Completion Date

Metrics (list top three metrics) Note: other metrics can be used for the eventBASELINE CURRENT


11/86

Y METRIC

METRIC

Y METRIC


12/86

Kaizen Project Proposal

Financial Worksheet

PROJECT IDENTIFICATIONProject Title : Date :Plant Manager: Project # :Financial Rep : Site Coordinator:Team Leaders:

IMPACT TO THE BUSINESS OR FUNCTIONGROSS SAVINGS COST REQUIRED NET SAVINGS

SAVING/COST CATEGORY HARD SOFT HARD SOFT HARD SOFT

-SPENDING

LABORSalaries & Wages - -Employee. Allowances - -Fringe Benefits - -Incentive Compensation - -

RAW MATERIALS & UTILITIESRaw Materials - -Fuels and Utilities - -Electricity - -Packaging Supplies - -

MAINTENANCEGeneral Maintenance and Supplies - -Rentals - Maintenance - -Purchased Services - Maintenance - -Contract Labor Maintenance - -

OUTSIDE SERVICESContract Labor - - - -Purchased Services - - - -

DEPRECIATION/LEASESDepreciation/Amortization


13/86

KEY METRICS

NOTES AND COMMENTS

Approvals

Plant Manager: Date :Site Coordinator: Date :

Finance Rep: Date :


14/86

AREA PHASE START STOP MIN ROOM

MondayIntroductions CG 6:00 6:15 15 W. Kaizen

Plant / Projects Overview CM 6:15 6:30 15Logistics and Safety JT 6:30 6:45 15

ACP Overview (Manual Handout) PS 6:45 7:05 20

AME Kaizen Blitz Video 8:35 9:00 25Break 9:00 9:15 15Process Mapping Techniques PS 9:15 9:45 305S at Boeing Video 9:45 10:15 30Kanban System MY 10:15 10:45 30Individual Team Training 10:45 12:00

SMED Team - Quick Changeover MYMullion Team - Creating Continuous Flow JSStock Frame Team - Business Process VSM PS

Lunch - The Goal Video 12:00 1:00 45

Project Teams Start Define 1:00 TEAM ROOMS

Review Charters and Metrics

Map your Process, Review Pre-work, Data Measure

Identify 5S Opportunities (Audit, Sort, A/R) ACP AREASTake Before Pictures ACP AREASSteering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMS

INTRO

AND

OVERVIE

W

LEANCONCEPTS

A

CP

Kaizen WEEK AGENDA


15/86

WednesdayChampion Team Updates SNL - HC 7:00 7:30 STU - D

Prepare Simulations Analyze 7:30 ACP AREAS

Simulate Solutions (call Steering Committee)ACP Activities

Lunch 12:00Steering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMS

ACP Activities

ThursdayChampion Team Updates TT 7:00 7:30 ACP AREAS

Implement Solutions Improve 7:30 ACP AREAS

Steering Committee (15 minutes each team) 9:00 9:45 ACP AREASTest SolutionsLunch 12:00

Final Implementation and Containment Control

Prepare Results Presentation

Friday

Hand-in final presentation to Site Leader 9:30 john_shemenskiACP Presentations (15 min. each) 10:00 11:00 STU - DComplete Participant Surveys 11:00

ACP wrap-up and celebrations 11:00 12:00Lunch (box lunch provided)

Lessons Learned Leverage 12:00 Collect LL throughoutthe week

ACP

ACP

ACP


16/86

Instructions:

1. Identify key stakeholders as specifically as possible2. Identify your preception of their currnet position regarding the initiative

3. Draw an arrow to where each stakeholder needs to be in order to succe

4. Identify actions required to influence critical stakeholders5. Complete actions prior to event

Key Stakeholders

(Units, Functions, Individuals)

Stakeholder Analysis:A Kaizen Event will require a fundamental change in the process. In an effort to mitigate the resistance to change when thidentify the stakeholders early on, and to develop a communication plan for each of them. Typical stakeholders include mand downstream departments, customers, suppliers, and finance. Early and regular communication can create more buy-implementation and sustainment pitfalls.

The team can create a commitment scale to identify the groups involved or affected by the process change, identify the wcommitment needed for successful implementation of the change, and to help set priorities and develop communication p

Stakeholder' Position on the-2

StronglyAgainst

-1ModeratelyAgainst

0Neutral

+1ModeratelySupportive

+2Strongly

Supportive


17/86


18/86

d

Actions required to influencestakeholders to +1 and +2

e improvement is implemented, it is critical tonagers, operators, process experts, upstream

in, identify better solutions, and avoid

rk required, to bring groups to the level oflans.

Initiative


19/86


20/86

Product: ______________

Process: ______________ ______________

_____________________ BUM PCM PCL

Team: ______________

Situation-At-A-GlanceAs of (date):

Event Date:

PROCESS DESCRIPTION1

PRODUCTION REQUIREMENT2

PARTS & INFORMATION FLOW3

PRESENT SITUATION & PROBLEMS4

DESIRABLE IMPROVEMENT ITEMS/OPPO5


21/86


22/86

Foreman

RTUNITIES


23/86


24/86

Team Name: Date:

Product Cell: TAKT Time:

Product Center: Team Leader:

Start Target Mon Tue Wed Thur % Change

EHS Issues (#)

5S Rating

Quality

Visual Controls (# Items)

Lead Time

Cycle Time

Changeover

Space (ft

2

)WIP Inventory Units

Inventory at the Cell(s)

Walking Distance

Part Travel distance

Crew Size

Daily Progress

Safety

KAIZEN TARGET PROGRESS REPORT

Quality

Cost

Delivery


25/86

Future

Target


26/86

KAI

Kaizen Charter


27/86

%

Comp

1

2

3

MONDAYACTION ITEMS

Person

Resp

Due

Date

TUEACTIO

F


28/86

1

2

3

4

5

6


29/86

11

12

13

14

15

Kai


30/86

Tuesday's

Lessons/Roadblocks


31/86

Wednesday'sLessons/Roadblocks


32/86

Thursday'sLessons/Roadblocks


33/86

EN GEMBA BO

Tar


34/86

%

CompWEDNESDAY

ACTION ITEMSPer

ReDAYITEMS

Person

Resp

Due

Date

cilitator Kaizen Newspa


35/86


36/86en Daily Report


37/86

Wednesday's Goals


38/86

Thursday's Goals


39/86


40/86

RD

get Progress Report


41/86

%

Comp

on

sp

Due

DateTHURSDAY

ACTION ITEMSPerson

Resp

Due

Date

er


42/86


43/86Out


44/86


45/86


46/86


47/86


48/86

%

Comp


49/86


50/86


51/86


52/86


53/86


54/86

Each Team Leader should includeenough pictures in the pre-workpackage to describe the project to thevisitors. More pictures will be takenthrough out the event.


55/86

Host plants are encouraged to useadditional forms in the pre-workpackage. Plants can use their ownforms in the pre-work and during thekaizen event as applicable to theproject.

SAFE WORKPLACE DESIGN CHECKLIST


56/86

CONDITIONS TO OBSERVE:

l. Ergonomics/Material Handling: YES NO FOLLOW UP ACTION

WHO

RESPONS.

DATE

COMPLETED

-do repetitive motions occur?

-are worksurfaces too high or low?

-do worksurfaces need to be adjustable?

-are there bending, twisting, reaching motions?

-are clamps/fixtures/handling devices inadequate?

-is the hand/palm used as a hammer?

-does arm/wrist rest on sharp edge?

-does task require constant standing in one position?

-does task require frequent bending or stooping?

-does task require lifting while reaching out?

-is there continuous foot pedal operation?

-does operator have ergonomic complaints?

-is lifting below knuckles or above shoulders required?

-is heavy lifting required?

-are hands/wrists unable to work in neutral positions?

-are uncomfortable or awkward positions required?

-does repetition of same hand movement occur?

-do heavy objects require push/pull forces?

-are operator's arms and elbows high or outstretched?

-does task require "clothes wringing" motions?

-are loads required to be carried some distance?

-does task require difficult to grasp items, awkward lifts?

-does task involve "pinch grips" of parts or materials?

II. Tools and Equipment:

are supplied tools awkward or require pinch grips?

BEFORE or AFTER


Workplace Description: Date:



57/86

CONDITIONS TO OBSERVE: BEFORE or AFTER


Workplace Description: Date:

III. Environmental: YES NO FOLLOW UP ACTION RESPONS. COMPLETED

-is lighting insufficient to perform operation?

-are odors/fumes present?

-is operator adversely affected by temperature?

-does noise level exceed 85 dB?

-is airborne dust or fibers a problem?

-is area poorly ventilated?

-is operator exposed to any hazardous chemicals?

IV. Housekeeping:

-are receptacles for scrap and trash inadequate?

-is space for raw materials insufficient?

-is insufficient operating space provided?

-are tools disorganized or not provided?

-is the floor too slippery (dust, water, oil.)?

-is station cluttered or disorganized?

-are pathways susceptible of being blocked?

-are cords/hoses improperly routed?

V. Emergency Situations:

-are objects stored within 18" of sprinkler heads?

-are excessive flammable/combustible materials present?

-are grounding wires needed for transferring containers?

-are automatic sprinkler heads missing/painted over?

-are modifications required to evacuation plan?

-are fire extinguishers missing/blocked?

-are grounding prongs missing/broken from plugs?

-are fire doors/paths blocked or cluttered?


58/86

5S Element

Question

Y = 4 Points

N = 0 Points

Safety Work Area Machines Tools & FixturesWIP Com

Sup

Are all unnecessary items removed

from area?Y / N Y / N Y / N Y / N Y

Example:PPE/ Safety

Equipment

Debris on the floor,

equipment & work stationsEquipment Tools/fixtures

WIP, com

sup

Comments/Corrective Action:

Are all necessary items clearly

identified and properly stored?Y / N Y / N Y / N Y / N Y

Example: PPE & ERT supplies

Aisles, drop off & pick up

locations, skids, garbage

containers, scrap, personal

belongings

Equipment Tools/fixturesStorage ca

shelves &

Comments/Corrective Action:

Are work areas, tools/fixtures, &

equipment clean & in good working

condition?

Y / N Y / N Y / N Y / N Y

Example: PPE & ERT supplies Floors & workstations Equipment Tools/fixturesStorage ca

shelves &

5S CompAreas of Focus

S

ort

Straig

hten

Sweep


59/86

Safety Audit Form

Location Audited:______________________________ Date of Audit_______________________

Time Begun:______________________ a.m./p.m. Time Ended:_____________ No. of People Observed:______________

CATEGORY A CATEGORY B CATEGORY C CATEGORY D CATEGORY E CATEGORY FPPE POSITIONS ERGO TOOLS PROCEDURES ORDERLINESS

Eyes & Face Stririking Against Posture Right for Job Is standard practice Is workplace orderly?

Ears Struck by Lighting Used correct Adequate for Job?

Head Caught Between Type/number In Safe Condition Is Standard practice

Hand & Arms Falling of Motions Established?

Feet & Legs Temp. Exterems Load Handled Is Standard Practice

Respiratory System Elec. Current Work Area Design being maintained

Trunks Absorbing Tools & Grip

Swallowing VibrationTemperature

Noise

Behavior of Employees

UNSAFE CONDITION (UC) UNSAFE ACT (UA) SAFETY RULES VIOLATION (SRV)*Safety audits are intended to focus on Behavior of employee. Items to audit include: Unsafe Acts (UA), Unsafe Conditions (UC) & Safety Rules

Violations (SRV). 96 % of all accident/incidents or near misses are the result of UA,UC or SRV.

Behavior Category Observation Date Started Date Completed Follow Up?

Spaghetti Chart


60/86

Operator Number

To:

Quality Check Safety Precaution Standard WIP # Pieces Std. WIP Takt Time

Process Name:Spaghetti Chart

Date:

Model Number: Scope of From: Dept. Head Supervis

Model Name: Operations


61/86

or

Time Observation Form


62/86

Time Observation Form

No. 1 2 3 4 5

Part/Model Name: Process: Operator:

TAKT Time:

Elemental Description

Part/Model Number:

Start Watch

Plant/Dept.:

Cycle Time Bar ChartBefore of After Kaizen


63/86

Part/Model Name: Department: Prepared by:

Part/Model Number: Plant: Date:

Members

Stations/Operators

CT =

TT =

TIME(seconds)

Before of After Kaizen

=


64/86

DATE

LOCATION

HOUR PLAN ACTUAL DIFF. Reason for Difference Counter Measu

1

2

3

4

5

6

7

8

9

10

PRODUCTION CONTROL CHART

THIS HOUR

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR


65/86

Standard Work Capacity Sheet

Manual

TimeAuto Time

Time to

Finish

Time to

Chan e

# pcs. per

ch .

Time/

Piece

Totals: Maximum Output:_____ per _____ Required Output: _____ per _____

Cycle Time:__________________ Takt Time: __________________

Plant:

Base Times Setup Times

Prepared by:

Date:

Step

No.

Part/Model Number:

Part/Model Name:

Machine

NumberProcess Description

Department: Page _____ of _____

Available

Time/Shift:

Walk TimeProcess

Capacity

Cycle Time

Total:

Standard Work Layout


66/86

Quality Items

Operation

Sequence

Safety Items

TAKT TimePcs. Of WIP Cycle TimeReq'd Qty per Shift

From:

To:

Department:

Plant:

Quality

Check

Safety

Precaution

Standard

Work-In-Process

Date:Part No.:

Part Name: Prepared by:

Standard Work Combination Sheet


67/86

Manual Walking

Automatic Delay

Walk

Time

Totals

Operation Time (sec.)

Plant:

Step No. OperationMAN

Time

AUTO

Time

TAKT Time:

Part/Model Name: Prepared by:

Date:

Department:

Part/Model Number:

Work Sequence:


68/86

The Kaizen Week Forms arerecommended but plants canuse some pre-work forms andtheir own forms as applicable tothe projects.


69/86

1 5

2 6

you wish, after all, you are still thinking with a creative, unbiasedbrainstorm ideas. DO NOT be afraid to document any design that

3P The Seven DesignsEach member of the team should work independently to

and curious mind.

ideas to other team members.

Please use pictures and enough detail to be able to explain your

Normally the first two or three designs will come easily,

however, to be able to generate the seven designs, you may

want to examine and combine the mechanisms from nature to

assist you with this.

7 Ways Scoring


70/86

Worst = 1 Best = 5

1 2 3 4 5 6

Comments

0 0 0Total Score 0 0 0

Scale 1-5 Methods

Criteria


71/86

7

0


72/86

Ef

Environment Man Method

Measurement Machine Material

Cause

Cause

Cause

Cause

Cause

Cause

Cause

Cause CauseCause

Cause

Cause and Effect Diagram AKA Fishbone Diagram


73/86



74/86

fect(Y)



75/86


Team Name: Date

KAIZEN ARTICLE


76/86

Team Name: DateProduct Cell Takt TimeProduct Center Team Leader

BEFORE KAIZEN AFTER KAIZEN

PROBLEM MEASURES TAKEN RESULTS

Operator Number # ____________________________________________


77/86

POTENTIAL FA


78/86

PROCESS:

REV: PROCESS RESPONS

CORE TEAM:

(WHAT IS THE PROCESS STEP AND INPUT UNDER

INVESTIGATION?)

(IN WHAT WAYS DOES THE KEY INPUT

GO WRONG?)

(WHAT IS THE IMPACT ON THE KEY

OUTPUT VARIABLES?)

(WHAT CAUSES THE KEY INP

WRONG?)

POTENTIAL CAUSE(

MECHANISM(S) OF FAIFEATURE STEP INPUT TO PROCESS

POTENTIAL FAILURE MODE

(SPECIFIC CAUSE)

POTENTIAL EFFECT(S) OF

FAILURE

SEVERITY


79/86


80/86

Extra forms are used asrequired or plants canuse their own.

Team Mission


81/86

(mm/dd/yy) Duration of Event days

1- Floor Space Utilization (35% Red)

2- Distance Traveled (50% Reduction)

3- Cycle Time Reduction (25%)

Project Type: X STD. Work 5S / 6S TPM Set-up Admin. Set-up O

Team

Goals

Project Description

Date Project Began

Plant Facilitator

5/3/2004

SPACE IR-Southern Pines

Co-Lead

Member

Team Role

Leader

DESCRIPTION OF MEASUREMENT



3

ESS Standard Work Event

Lezlie Jones

David Gordon

Member

Member

Member

Member

Member

Member

Cindy Floyd

Gary Bowles

Anthony Furr

Assembler

Assembler

Assembler

Assembler

Assembler

Assembler/Painter

Shonda McNeill

James Markland

George White

BEFORE

BEFORE

BEFORE

Position

Manufacturing Engineer

Supervisor

Assembler

Members Name

Tony Hill

Results Worksheet


82/86

Plant

Date

Final Results

Start # Target # Target % Day 1 Day 2 Day 3 Day 4 # %

Measurement Measurement

Set-up time Sec. 5S audit score Number

Crew size for set-up Number Kaizen Implements / team mem Number

Output / member / hour Units/member Business process members involve Number

Daily clock man hours Man hrs. Process steps Number

Crew size standard work Number Sum of cycles Minutes

Daily output Units Non-value added Minutes

Floor space Sq. ft. Annual scrap savings $WIP units Units or $$$ Search time Minutes

Parts traffic distance Feet Walking distance Feet

Throughput Minutes Number redeployed Number

Team

Facilitator

Item MeasurementBaseline data

Items Items

Daily Results (#)

Kaizen Newspaper

TEAM DATE 5/3/2004IR-Southern Pines


83/86

FOLLOW-UP BY IN DAY(S)

Estimated Actual# Results

Completion DateWhoProblem Definition/To-Do List Kaizen Action


84/86

Event Leader Co-Lead # Problem Definition Kaizen

LEAN EVENT MASTER NEWSPAP

Team Accomplishment


85/86

Time Savings: seconds

Before Sketch After Sketch

Problem Kaizen Action Taken

Date:

Results

Team: By:Area:


86/86

In your opinion , was the event a success?

Takt Time consistently achieved?

Would the area benef i t from another ACP Team?

General Comments: Standard Work improvements sustained?

Safety improvements sustained? ScoreQuality improvements sustained?

Productivity sustained? Score

Production Control Chart used effectively?

Kanban/Pull System sustained?

Ergonomic improvements sustained?Measurement Target Event End Current5S improvements sustained? Score

Member

Results Audit Checklist

Member

MemberMember

Member

Member

Member

Member

Co-Leader

Audited by

Leader Open Newspaper Items Date Who

Event Date Date

Team Dept. Supervisor

30 Day Follow-Up

TEAM INFORMATION AUDIT INFORMATION

Date post:	02-Apr-2018
Category:	Documents
Upload:	assem-elhajj
View:	224 times
Download:	0 times

Kaizen Structure

Documents