Real example of reliability failure of an industrial system and its resolution by application of 4 alternative and complementary LEAN methodologies: 1

QRQC , QCC ­5S+TPM ,QRKA ­TPM, 2 3 4 5

QRQC­QChart. V1.1 In a chemical plant a failure was presented on a level transmitter into the main reactor. At first sight it would one more transmitter failure, as RCM shows they fail at random and without apparent 6

reason, however, as time passed, problem remains, up to the extent that the plant stopped for over 48H.

Introducing here 4 alternative and complementary approaches to solve the problem within the methodology of the Toyota Production System and/or Lean Manufacturing tools. The first one presented the tools for solving and finding a reason on QRQC, quick action. The second alternative will develop prevention through out the QCC­Quality Control Circles. While the third is used for initial understanding of the TPM techniques. And finally the fourth is a Gamification­TPM, as a process focused and aimed at motivate first­line­workers.

Alternatives solve or prevent the occurrence of the problem within the Lean Manufacturing methodologies. However, they can never doing it separately from Lean­Applications. It is highly likely not to work alone and no guidance is intended to summarize the implementation of 5S­TPM by itself, but only supporting them.

INDEX

PROBLEM AND TRADITIONAL APPROACH TREATMENT OF PROBLEM THROUGH LEAN MANUFACTURING TECHNIQUES

1.­ CORRECTIVE WAY BY QRQC REACTOR SHUTDOWN IMMEDIATE CREATION OF QRQC ROOT CAUSE ANALYSIS EMPOWERMENT

2.­ PREVENTIVE WAY BY QCC of TPM+5S. WORKING OF QCC­TPM WORKING QCC­5S

3.­ PREVENTIVE WAY BY KAIZEN­BLITZ or QRKA­TPM 4.­ PREVENTIVE WAY BY QRQC­QChart

1 Lean Manufacturing:To understand this document medium­high knowledge of the techniques and tools usually used in applying Lean Manufacturing is required 2 QRQC Quick Response Qualiity Control 3 QCC: Quality Control Circles 4 TPM. Total Productive Maintenance 5 QRKA: Quick Response Kaizen Activity, Rapid Process Improvement (RPI) or Kaizen Blitz Event. 6 RCM. Reliability Centered Maintenance.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 0 of 12

PROBLEM AND TRADITIONAL APPROACH Transmitter failure generated a series of events up to the extent that it finished adding more than two days from detection to solution, using an traditional approach problem solving:

1) Reactor is stopped (and therefore the process) by a level problem, 2) As the event occurred at night, had to wait arrived instrumentalist (maintenance-technician) as

there was no maintenance-technician staff during the night shift (which took a few hours), 3) Leaded to the technician could make a complete diagnosis, had to wait for the reactor to cool

and keep it in a safe condition (which it took more hours, although it was part of expected), 4) When the technician detect that the transmitter was damaged, He fetched the part in the

warehouse and installed it, but after doing tests the problem persisted. A detailed review found that transmitter installed was defective because of a leaky membrane, apparently by transport or improper storage (and this continued adding hours of stop),

5) No more parts similar was found because the last one had been used a few weeks ago, so we ask for help to another similar plant which fortunately was in a nearby town. Although it would take hours for a Technician to bring the other plant’s part,

6) Once Technician arrived with the new part, we install it but problem persist. So the technicians suspect that the new transmitter was out of adjustment, however, the tool to test the transmitter was not working, and the clock was ticking,

7) Once they found the way to fix the tool to adjust the transmitter, they install it already set. After that they began testing to start again the process and problem had finally been solved. So the process was restarted from scratch to bring it to normal operation (which took more hours).

Time waiting for the technician arrives to the plant, reactor cooling time, time installing the damaged transmitter, time waiting for the arrival of the parts from another city, unadjusted time installing the transmitter, time fixing the tool to adjust, adjusting time and time installing and restarting the process. These all offered more vulnerable points within the organization than a little transmitter damage.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 1 of 12

TREATMENT OF PROBLEM THROUGH LEAN MANUFACTURING TECHNIQUES Through the traditional management tools in Maintenance we definitely find and solve the problem, but the approach of Lean Manufacturing philosophy offers durable and cost effective solutions. Lean Manufacturing focuses on the root of the problems and solve the main source in the way to remove them definitely, neither this nor other similar problems.

These problems are more common than it seems and it is precisely this type of problems that do highlight many of the hidden problems in Maintenance.

1.­ CORRECTIVE WAY BY QRQC

The QRQC is the basis of Continuous Improvement and JIT , Furthermore it is one of the cornerstones of 7

the House of Lean or TPS.It is the basic tool for solving problems in production line or in front and 8 9

requires next four:

1) Act Just Immediately. 2) Do not Blame Anybody. 3) Using the PDCA Cycle . 10

4) Empowerment and ANDON premises to resolve and detect the abnormality 11

The most significant of them is Empowerment . In order to give and grant the necessary powers to members, aimed to take the necessary decisions and implement the activities they consider necessary to restore precondition or normal production condition.The second most relevant premise is to not blame anybody, furthermore No-Jokes and Act-Quickly.

7 JIT: in a JIT (just in time) 8 House of Lean Manufacturing Institute of Koichi Kimura. 9 TPS: Toyota Production System 10 PDCA: Plan Do Check Act & PDCA Cycle: Koichi Kimura Institute Pill of knowledge uploaded on Slideshare. 11 ANDON. A tool that gives the operator or automated machine the ability to stop production to be a defect and continue it when it solves. ANDON involves Empowerment

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 2 of 12

REACTOR SHUTDOWN While the plant is stopped, there will be a group of workers who, supposedly, would be idle, unless there is a plan for occupational contingency raised by management or the Human Resources department. It is advisable to use this time to advance the work of the QCC in TPM + 5S as discussed below are the basis for preventing such incidents or recover pending and clearly visible (Visual management) pending work on 5S.

The first is to change the perspective of workers and be aware that Lean require Involvement by all . 12

The complete plant shutdown due to any kind of problem or issue is a problem of all workers. It is not just a problem of maintenance or management or maintenance management associated exclusively, but everyone can and must help according to their knowledge and skills. It is necessary to open communication channels and raise awareness of the situation of the plant all the staff, in order to facilitate the provision of viewpoint, and collaboration solutions.

1) As a first action, showing the irregular situation in the whole plant : ANDON. But firstly we must give Empowerment someone to show it. This alarm is part of what we call JIDOKA . JIDOKA 13

means Empowerment to communicate or stop production of any kind of problem that compromises the production or quality.

IMMEDIATE CREATION OF QRQC 2) QRQC Group created by 5-6 workers. At this time there is no more important thing than this

work. There are no excuses to create problem solving QRQC group. a) Plant Manager or assimilated at that time. b) Team Leader (or zone) closest to the problem. c) responsible for maintenance at that time. d) Almost One Electromechanical Maintenance Technician. e) Quality Manager at that time if he is available. f) Secretary, you can use one frontline or administration staff trained to take note. g) It can be added, if there if opportunity exist, some of the participants in the QCC who

had been involved in some improvement processes like TPM+5S in the concerned area or areas. One can make Secretary, in order to simplify the membership.

3) The group should meet, if they can and know the problem situation, next to it. The have to act immediately using a board, to develop the usual lean tools: Ishikawa+5W. In addition we need to have the latest data of the production, maintenance, quality and workers availability. In a visual factory all these data should be on a visible panel, if they aren’t, please, create short term QCC to solve this problem ASAP as one of the long term ACTions due the present QRQC.

4) The group should consider the shootdown cost / time and then take decisions aimed to reduce the time and balancing all Cost / Time 'vs' Cost / Solution.

5) The group disbanded after 10-15 days of its creation after the short follow-up meeting (CHECK). Furthermore, It should be designated ona responsible for documenting the problem, resolution and tracking. An A3 will be presented to a production committee. Also present at one or more morning meetings to frontline operators. So, ALL of the they get involved in the problem.

12 Involvement by All ⇐ Lean Manufacturing / Lean Management require Participation by all. 13 JIDOKA (Autonomation) means Empowerment to communicate and / or stop the production when faced any kind of problem that compromises the production or quality, and the most important reward and / or congratulate blowing up the alarm. Never blame because that will cause fear to raise the alarm before a problem generating the attitude:"that's not my problem"

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 3 of 12

ROOT CAUSE ANALYSIS 14

6) Problems should be evaluated the same way, using the PDCA cycle, in order to generate 15

permanent solutions and standardized. It can be performed a QRQC-N/C or TQM-NCR made for purpose, depending on problem process factors. Furthermore, It could use 8D, if wanted, but many steps are redundant in this case. Better drive directly to the problem by:

a) PLAN (Plan-Evaluate) . Pareto historical data, Ishikawa + 5M, 5W , RCA. Within 5M to 16 17

consider in Ishikawa are all process variables, furthermore the ones you might consider: Man, Materials, Machinery, Methods and Measurements.

First level problems in the study of Ishikawa would be: Machinery (faulty transmitter) and systems Measuring (measuring tool). We also assessed the protocols or Methods to gain access to the machinery, since, in this case, we must enforce a shutdown procedure and Manpower methods of operation, storage, etc. Material input, in case of it had not fulfilled required specifications in quality, quantity and former maintenance actions.

2. DO (Do-Execute corrective actions) Testing the solution have to be faster, cheaper and count on all people (with the collaboration of as many people as possible, in order to achieve the involvement of the whole team). Apply 5W + H to reach and detail the 18

solution and time. There should be an standardized PDCA-A3 or treat it as a TQM-NCR . 19

a. Re-Calibrate Measurement Tool or check the fault history. Since it is critical for the application, must have a record of calibrations and recalibrations or equipment failure historical record. If the plant depends on it, it must be reliable equipment. You can make a study of the statistical Six Sigma reliability. 20

b. Checking parts and install them. Prior checking each part or material, mean an standardized processes. Apply JKK : No move to next phase any defect. 21

c. B Plan: Implementing at least one alternative solution, that ensures the return to normality, although they duplicate works or even they are deemed unnecessary. For that we must work on the Plan B from the start: ask for advising to other plants, Rush orders, etc. All based on the Empowerment of QRQC

3. CHECK: Perform protocols for data collection and check that the solution is successful. Thus, describe the method to verify or determine that the corrective action is implemented and effective.

4. ACT (SET / ACTUALIZE): Refine and standardize solutions. Expand the study and PDCA to all problems encountered during the process. As a second level of study of the root causes would be the methods of storage and / or receiving and ordering of spare parts.

14 RCA: Root Cause Analysis 15 PDCA Cycle:Koichi Kimura Institute Pill of knowledge uploaded on Slideshare. 16 Pareto: Pareto principle: ‘roughly 80% of the effects come from 20% of the causes’ 17 5W: Taiichi Ohno 5 Whys to find the root cause of a problem. 18 5W + H: The 5W + H were highlighted by Rudyard Kipling in his work Just So Stories (1902), where a poem that accompanies the story of "The Elephant's Child" opens with: I have six honest servants; (They taught me all I knew); Their names are What and Why and When; and How and Where and Who. 19 Non Conformity Report: NCR or N/C. The statement of NCR drives organization to cause analysis, correction and corrective action. 20 "Statistical Quality Control and Six Sigma" McGrawHill, Chapter 11: Study of the Ability of an instrument. 21 Jp JKK JI-Koutei-Kanketsu. Conclude Own­Work perfectly

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 4 of 12

EMPOWERMENT The first level of empowerment must be the employee responsible for the process or frontline worker. Since trained in Lean Basic Techniques precisely by the QCC (TWI-OJT ), He should have got the power to 22

shuttingdown the process, using a standardized process of stopping. Not any method should be used, but a previously validated statement also accessible. This standardization should be a long term corrective action since that failure to prevent a non standardized process to shutdown the process or plant in a unprevented occurrence or problem.

The industrial processes must have a high degree of standardization and one of the most important points is to develop the method of unscheduled shutdown. To this end an ANDON technique is used, so that it is visual process status at all times, for operator, supervisor and furthermore for Workshop manager/s.

Empowerment is summarized in just one sentence: "I may be wrong"

Although the problem seems minor, the QRQC group should have the power to launch risky decisions: Empowerment. Decisions that in many cases may be considered to exceed the powers of QRQC. It is the same case that occurs when communicating or declaring a plant-shutdown.

Proactive attitude shouldn’t be blamed in order to promote decisions. Blaming will cause fear to raise the alarm before a problem, generating the attitude: "that's not my problem"

The QRQC group before an unplanned shutdown, should have the power to evaluate and make decisions seemingly expensive depending on Shutdown-Cost / Time and if wrong, never apply punishment or sanction, because ‘afterwards we all are experts’. Should be congratulated for decisions made or not lead to the final solution:

Calling an ungodly hour to an experienced technician for asking their opinion or even ask for his immediate incorporation.

Calling Manager or even higher, even at odd hours, In order to communicate the situation and gather opinions.

Take quick actions to ensure the solution, not just only one way, but for alternative ways to ensure success. Even when they seem duplicated.

Initially, for instance It may check the availability of other parts in nearby plants, in case our available parts don’t run properly, taking the decision to go or call to a transport for sending their spare-part . That is implementing the Plan B during execution of the Plan A.

Re-checking the calibration of the measuring instrument while the broken part is removed. To do this, training is required, this training and versatility to be known by ILUO

Matrix, which is one of the foundations of HS & Lean Manufacturing. This training can 23

be given through the work of the QCC. You can perform TPM tasks across its list of check point, while the incidence is catered

for QRQC staff. This results in the group, greater understanding of the complex where the problem lies.

22 OJT:On The Job Training 23ILUO Matrix: skills Matrix per worker and job

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 5 of 12

2.­ PREVENTIVE WAY BY QCC of TPM+5S. One of the most powerful tools of Lean Manufacturing is the ability to integrate fron-line workers, and overall, all of them, on the possibility of improve their work through the Quality Control Circles. Unfortunately it is one of the most misunderstood and underutilized tools and even less in Lean Six Sigma environments or LSS projects. Two different approaches are described next. QCC + TPM focused on search and prevent potential failures and on the other side QCC-5S

These tools prevent failures, train staff in the study of the process and possible solutions to problems. In addition, the Quality Control Circle is the basis for Continuous Improvement: KAIZEN.

A QCC group, among others QCCs, consist in 5 or 6 front-line process workers, for about 3 months and 25-30 minute sessions every Friday (12 sessions) together with a facilitator. In this case, the QCC does not conclude its work completely. There is a higher level QCC-2 required to perform by mean an FMEA. This QCC-2 will be shorter (4 Sessions) checks, enhances and extends the work made by QCC1.

These working groups have start and end date. They only define the problems, solutions and have to be promoted and supported by management, to support group meetings time. Knowledge, commitment and measurable improvements achieved may be measured by indicators designed for this purpose, even by HS, HR and Quality departments. A QRQC-QChart could measure the quality and OEE before and after the QCC.

WORKING OF QCC­TPM QCC's work will consist in carrying out a Potential Problems Map of the process concerned and if necessary an FMEA study to the assessment of the problems in the scales of severity and likelihood of 24

occurrence.

Potential Problems The map is a MindMap of the potential problems of a process that is followed by a Process Quality Control Table and it respective Evaluation of Problem Severity from 1 to 10, as is done in a FMEA, but with only two variables: Severity and Frequency. We eliminate the factor used in FMEA Detection Facility origin to simplificate the working of QCC.

1) MindMap with potential problems according to their origin: PPM

2) Assessment Severity/frequency Table of each potential failure.

3) Ishikawa + 5M each potential problem evaluation assessed. > 4 or whose management decides.

For example valued > 8 according with available time.

4) Process Control Chart PCC. This table attempt to answer questions arise in production line.

Among the questions are the 5W + H and for instance:

a) How is controlled the quality of the process?

b) How failures are detected?

c) How can fix?

d) Who is the head of the line/facility? Who communicate? etc ...

5) FMEA analysis for QCC-2 including Maintenance Engineering Supervisors. This analysis is deeper

and builds on the PCC. Technical details are considered thanks to training and authority.

6) Joint submission QCC-1 + QCC-2, in order to train all staff in the process evaluated.

7) Congratulating and a Little-Gift on snack time, Post the goals and Close the QCC created.

24 FMEA:Failure Mode and Effect Analysis.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 6 of 12

Assessment Table each potential: Severity / Frequency

RED 3 checkpoints YELLOW 2 checkpoints GREEN 1 checkpoint

Process Control Chart: PCC

Process Picture Working quality point

Specifi- tion G / F 321

Method / Inspection

tools

annotation Repair Method

Name of columns can be variable depending on process, product or assessed machinery. They have to answer 5W+H and many others determined in the QCC by BrainStorming, in order to ensure we cover the whole of the eventual fault detection, solution and who is responsible for performing tasks.

WORKING ON QCC­5S A second QCC have to be performed to meet the basic condition required in the implementation of TPM.

TPM involves early detection, through standardized protocols for inspection and cleaning. Irregularities

or minor faults can be converted into large problems on Gemba whether unattended properly.

According to a 2001 study by the German Machinery Manufacturers Association, 40% of failures are due

to dirt and 33% to human error. This work, mostly found on GEMBA , can be complementary or 25

alternative to the above, but in any case this work is suitable primarily when any implementation of

continuous improvement is considered, especially in cases of TPM and SMED. This activity is driven to

involve workers in the process of continuous improvement, as well as forming and identify leaders, and

promoting recognition within the company.

Before starting this activity, should be collected KPIs affected by this work, in order to check the

correctness of the actions taken. Among other KPIs.OEE, MTBF, MTTF, MTTR.

KATAZUKE under AKAFUDA tactic is basically the beginning of implementation of 5S and sufficient 26 27

condition for small or medium companies. This work of QCC does not substitute, in any case, the

implementation and development work of 5S and KATAZUKE, but complement it.

Many professionals confuse put and maintain order (KATAZUKE) 5S. However 5S involves the

standardization of processes and the study of all the articles and materials strictly necessary, always

following the standardization of processes and monitoring indicators 5S.

25 GEMBA:(WORKSHOP) Workshop, office, it is where things happen. 26 KATAZUKE (Jp 付.) Cyclical and repetitive activity leading to the introduction of 5S for 12 months long. It is prior to 5S. It does not require standardization of processes. In many cases it is confused by 5S activity. 27 AKAFUDA (Jp. 赤札) SoldOut.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 7 of 12

SCRIPT OF QCC­5S: 1) ROTATION: 12 weeks long, after that it is wrapped up.

2) MEMBERS: 5 or 6 members. Team Leader or experienced worker + 3 or 4

frontline-workers/office, depending on the rotation rate + Observer: Supervisor ( not involved in

the discussions, only provides information) + occasional Facilitator.

3) MEETINGS: ½ hour Weekly, with the following activities.

a) Patrol + Photos: The team must travel and take photos of irregularities they identify.

b) 5S and 4R Checklists assessment. Complete and improve the list.

c) Imparting information and Closing in the same way as the QCC-TPM.

2) DOCUMENTS: Charts and Diagrams.

1. 5S Graphic:

2. Graphic KAIZEN or (KPC-Kaizen Progress Chart) and Other Layout Graphs (PDCA).

NO PROBLEM PHOTO (before)

SOLUTION LIABLE

PROGRESS PHOTO (after)

comments

one faucet dripping

Poster Reminder

Mark

... ... ... ...

... ... ... ...

...

3. 5S and 4R Checklist (These checklist are part of 5S implementation)

4. Leadership graph and QCC recognition wallpaper. Team-pictures and 5S-Committee

5. Evolution Chart of indicators: OEE, MTBF, MTTM, MTTR of the affected area.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 8 of 12

3.­ PREVENTIVE WAY BY KAIZEN­BLITZ or QRKA­TPM This activity is very quick. No more than 2H or 3H and is part of the implementation of 5S in SEITON

phase. Must be done with the presence of Plant Manager or Top Management, as induction ceremony

TPM or TPS. On that way the whole company recognizes the benefit, speed and begins to adopt the new

system.

KAIZEN BLITZ:. SEITON (3rd S) on a machinery and TPM training example.

1) Purpose:

a) Show the immediate effect of TPM.

b) Show the speed of a Kaizen-Blitz.

c) Set the basic condition of TPM.

d) A Kick-Off Ceremony of the process of introducing the TPS-TMP.

2) Participants:

a) Management to support activity.

b) Production Manager.

c) Team / Section Manager.

d) Technical Maintenance Manager.

e) from 1 to 3 Maintenance Technicians.

f) Operators of machinery with extensive experience in the process.

3) Process:

a) Take pictures before any other task.

b) Thorough cleaning, just where unseen

c) eliminating technical-access barriers. for instance: shelves, stock, etc.

d) Checking quality of power (bare wires, circuit breakers, engine coolant, etc.)...

e) Solve nosings , even placing air silencers. This is important because if right running

machine is not heard due to slippage in the air-evacuation, problems may not be

detected in time.

f) Lubrication regulating and marking, lubrication points and sensors in BLUE colour and

grease points in ORANGE.

g) Coverages and Deposits to prevent the spreading or creating of dirty-waste.

h) Change opaque covered by transparent covers, vinyl or polycarbonate made.

i) Oil & filter Change, regulating air pressure and hydraulic.

i) Making an Identification Card (Colored) for habitual parts: Filters, Rubber seals,

belts, suction cups, bearings and blowers exposed to friction.

j) Checking Air, Water & Coolant Ducts and Mark normal direction of flow.

k) Marking screws, nuts and bolts in YELLOW.

l) Marking normal positions of Valves

i) GREEN CARD: Normally Open. RED CARD: Normally Closed. ½ GREEN + ½ RED:

Normally Throttled.

m) Marking normal rotation direction of engines.

n) Marking electrical and positioning danger places.

o) Marking Torque tighten position nut or bolt with a line in WHITE.

p) Marking lubrication points, checking and numbering them.

q) Creating checklist SEITON (2ndS ) TPM basis. "Visual management".

i) visual control, hearing screening and tactile control fluid supply and

evacuation.

Levels, measures, timers, counters, etc.

ii) Lubrication at specified points.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 9 of 12

iii) Cleaning at specified points. SEISO.

iv) Last revision Date and next one.

v) Operating time, units produced and operator, cycle time. TIMEs.

vi) Parts type produced and jig or die used.

vii) Number of defects, number of scrap (kg, liters, size, etc.).

(1) Registration of preventive and corrective maintenance.

(2) Registration of preparation (Set-Up) machine: Time and Tasks

(3) Registration of quality at start ... as TQM ...

(4) Last shutdown <15 minutes and Last stop >15 minutes required.

r) Take attention to operation floor whether needed anti-skid floor covering.

s) Take attention to UV or other emissions of equipment to protect operator.

t) Take photos before.

4) Time

a) About 2 or 3h, including manufacturing anti dispersion elements or other items.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 10 of 12

4.­ PREVENTIVE WAY BY QRQC­QChart Western cultures, staff involvement in improvements, is more complex than Japanese. For this reason

Koichi Kimura Sensei recommends "Gamification" as a means of motivation. This Gamification can be

performed with this fast action tool.

This activity encourages to find problems or irregularities. in this case it spends ~5 minutes per day

looking checkpoints, photograph and document them weekly a the processes that is already documented

or even standardized, in order to drives the group to look further; Continuous Improvement (CI).

This activity leads to figure out where there may be more problems in the area or assigned machinery. It

act beyond the work done by other groups or by the maintenance department. It increases or even

diminishes the checklist and reliability system.

Do not do this activity as a first approximation to LEAN. if do it, probable the activity results futile.

SCRIPT OF QRQC­QChart: 1) ROTATION: 4 weeks long, after that it is wrapped up.

2) MEMBERS: 6 or 7. Team Leader or experienced worker + 5 or 6 line workers / office, depending

on the rate of rotation

3) 5 MINUTES DAILY MEETING: Following Asakai (Morning Daily Huddle)

a) Reviewing of the group quality evolution graph.

b) Review Photos of irregularities found by the group yesterday.

c) Activity "Ball-Passing": The leader begins by saying aloud he’s going to do in relation to

the day for improvements or other matters, it passes the ball to the next and it also talks

about his work on the project and until the end of the group. The meeting ends with a

"group encouragement". For example shouting the name of the group with hands placed

on the ball that holds the last one.

d) Patrol + Photos. The team must walk and take photos of irregularities or points that they

believe require more attention.

3) 15 MINUTES WEEKLY STAND-UP MEETING:

a) Completing the Process Quality Control Table: PCC.

b) Diffusion of information and Closing in the same way as the QCC-TPM.

4) DOCUMENTS. Charts and Diagrams:

a) Kaizen Progress Chart (KPC): Checkpoints available 'vs' inspection items found and

documented: Graphic quality summarizing the following:

b) Quality Control Chart: PCC where checkpoints are documented.

c) Closing session should assess whether the indicators have really improved.

d) Graph should decorate in that way getting the group's interest: Logo, Name, Group

Photos, Improvements Photos, Improved Theme, People Names, Results, Records, etc.

----------------------------------------- V.1.1 Jan-23th2016. Koichi Kimura Institute, CC 2016 This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/.

KKI. Koichi Kimura Institute © 2016. Jan-23th2016 Author: Eduardo L. Garcia. Development Mngr. Page 11 of 12