JIT Implementation Manual
The Complete Guide to
Just-in-Time Manufacturing
Second Edition
Volume 6
JIT Implementation Manual
JIT Implementation Forms and Charts
The Complete Guide toJust-in-Time Manufacturing
Second Edition
Volume 6
HIROYUKI HIRANO
Originally published as Jyasuto in taimu seisan kakumei shido manyuaru copyright © 1989 by JIT Management Laboratory Company, Ltd., Tokyo, Japan.
English translation copyright © 1990, 2009 Productivity Press.
CRC PressTaylor & Francis Group6000 Broken Sound Parkway NW, Suite 300Boca Raton, FL 33487-2742
© 2009 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business
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v
Contents
Volume 1
1 Production Management and JIT Production Management ...... 1Approach to Production Management .................................................. 3Overview of the JIT Production System ............................................... 7Introduction of the JIT Production System ..........................................12
2 Destroying Factory Myths: A Revolutionary Approach ........... 35Relations among Sales Price, Cost, and Profit......................................35Ten Arguments against the JIT Production Revolution ........................40Approach to Production as a Whole ...................................................44
Volume 2
3 “Wastology”: The Total Elimination of Waste .........................145Why Does Waste Occur? ...................................................................146Types of Waste ................................................................................. 151How to Discover Waste ....................................................................179How to Remove Waste .....................................................................198Secrets for Not Creating Waste ..........................................................226
4 The “5S” Approach .................................................................237What Are the 5s’s?.............................................................................237Red Tags and Signboards: Proper Arrangement and
Orderliness Made Visible ..................................................................265The Red Tag Strategy for Visual Control ...........................................268The Signboard Strategy: Visual Orderliness ......................................293Orderliness Applied to Jigs and Tools ...............................................307
vi ◾ Contents
Volume 3
5 Flow Production .....................................................................321Why Inventory Is Bad .......................................................................321
What Is Flow Production? .................................................................328
Flow Production within and between Factories ................................332
6 Multi-Process Operations ...................................................... 387Multi-Process Operations: A Wellspring for Humanity on the Job .....387The Difference between Horizontal Multi-Unit Operations and
Vertical Multi-Process Operations .....................................................388Questions and Key Points about Multi-Process Operations ...............393
Precautions and Procedures for Developing Multi-Process
Operations ........................................................................................404
7 Labor Cost Reduction .............................................................415What Is Labor Cost Reduction? ......................................................... 415
Labor Cost Reduction Steps ..............................................................419
Points for Achieving Labor Cost Reduction .......................................422
Visible Labor Cost Reduction ............................................................432
8 Kanban ................................................................................. 435Differences between the Kanban System and Conventional Systems ...435
Functions and Rules of Kanban .......................................................440
How to Determine the Variety and Quantity of Kanban ..................442
Administration of Kanban ................................................................447
9 Visual Control ........................................................................ 453What Is Visual Control? .....................................................................453
Case Study: Visual Orderliness (Seiton) .............................................459
Standing Signboards .........................................................................462
Andon: Illuminating Problems in the Factory ...................................464
Production Management Boards: At-a-Glance Supervision ................470
Relationship between Visual Control and Kaizen .............................471
Volume 4
10 Leveling ..................................................................................475What Is Level Production?.................................................................475
Various Ways to Create Production Schedules ..................................477
Contents ◾ vii
Differences between Shish-Kabob Production and Level Production ....482
Leveling Techniques .........................................................................485
Realizing Production Leveling ...........................................................492
11 Changeover ............................................................................ 497Why Is Changeover Improvement (Kaizen) Necessary? ....................497
What Is Changeover? ........................................................................498
Procedure for Changeover Improvement ..........................................500
Seven Rules for Improving Changeover ............................................532
12 Quality Assurance ................................................................. 541Quality Assurance: The Starting Point in Building Products .............541
Structures that Help Identify Defects ................................................546
Overall Plan for Achieving Zero Defects ...........................................561
The Poka-Yoke System ......................................................................566
Poka-Yoke Case Studies for Various Defects ......................................586
How to Use Poka-Yoke and Zero Defects Checklists ......................... 616
Volume 5
13 Standard Operations ............................................................. 623Overview of Standard Operations ....................................................623
How to Establish Standard Operations .............................................628
How to Make Combination Charts and Standard Operations Charts ....630
Standard Operations and Operation Improvements ..........................638
How to Preserve Standard Operations ..............................................650
14 Jidoka: Human Automation ................................................... 655Steps toward Jidoka ..........................................................................655
The Difference between Automation and Jidoka ..............................657
The Three Functions of Jidoka .........................................................658
Separating Workers: Separating Human Work from Machine Work ....660
Ways to Prevent Defects ...................................................................672
Extension of Jidoka to the Assembly Line .........................................676
15 Maintenance and Safety ........................................................ 683Existing Maintenance Conditions on the Factory Floor .....................683
What Is Maintenance? .......................................................................684
CCO: Three Lessons in Maintenance ................................................689
viii ◾ Contents
Preventing Breakdowns ....................................................................683Why Do Injuries Occur?....................................................................685What Is Safety? ................................................................................. 688Strategies for Zero Injuries and Zero Accidents .................................689
Volume 6
16 JIT Forms ...............................................................................711Overall Management ........................................................................ 715Waste-Related Forms ........................................................................7305S-Related Forms .............................................................................. 747Engineering-Related Forms ...............................................................777JIT Introduction-Related Forms .........................................................834
Index ............................................................................................. I-1
About the Author ......................................................................... I-31
711
16Chapter
JIT Forms
This chapter represents a comprehensive collection of JIT
forms and other tools that will come in handy for promoting
the JIT factory revolution. These forms are divided into five
categories: overall management, waste-related forms, 5S-related
forms, engineering-related forms, and JIT introduction-related
forms. The forms are provided both as filled-in examples and
as blank forms that can be removed from the binder and photo-
copied for use in the factory.
The table in Figures 16.1 and 16.2 list titles and brief descrip-
tions of the JIT forms contained in the chapter.
712 ◾ JIT Implementation Manual: Volume 6
Use this form to enter diagnostic data and describe current conditions,goals, and other data relevant to management that supports the JITfactory revolution.
DescriptionTitle
Ove
rall
Man
agem
ent
Was
te-r
elat
edFo
rms
5S-r
elat
ed F
orm
s
This list organizes JIT production’s 13 functions into 5 levels. We canthen use a radar chart to illustrate their interrelations.
We use arrow diagrams to analyze the �ow of goods in the factoryand remove the major forms of waste.
This chart lists the “before improvement” and “after improvement”status of items analyzed in arrow diagrams.
We use this table for describing and analyzing the entire series ofoperations in any part of the factory, from raw materials to �nishedproducts.
These two lists, one for workshops and the other for processes, helpus discover where waste has been hidden.
This analysis sheet helps us �nd the true causes of problems thatoccur in the workshops.
Used for checking how well the 5S’s are enforced throughout thefactory. Can also be used to check on 5S conditions at outsidesupplier companies.
These signboards show where certain items are to be placedtemporarily.
This checklist has �ve levels of “cleaned-up” status for each ofthree “S” categories.
This provides a tabular form for entering check point descriptionswhen inspecting cleanliness conditions.
Working from red tag campaign results, this list is for entering thetypes of unneeded inventory and the disposal method for each type.
The results of red tag campaigns are entered on this form.
These are the red tags used in the “red tag strategy.”
These include 5S maps and other means of indicating 5S conditions.
Data from these separate 5S checklists for manufacturing workshopsand clerical or administrative o�ces can be used to draw radarcharts showing relative strengths and weaknesses, which are usefulas score-keeping tools for 5S contests.
5S Checklist (forworkshops ando�ces), with radarchart supplement
5S Checklist (forfactories)
5W1H Sheet
Waste-�nding Check-lists (workshop-speci�cand process-speci�c)
Operations AnalysisTable
Summary Chart ofFlow Analysis
Arrow Diagrams
5-Level List of JITManufacturingFunctions, with radarchart supplement
Diagnostic List forJIT Management
5S Memos
Red Tags
Red Tag StrategyReport Form
Unneeded InventoryItems List and Un-needed Equipment List
CleanlinessInspection Checklist
5-Point Cleaned-UpChecklist
Display Boards16
15
14
13
12
11
10
9
1
2
3
4
5
6
7
8
Figure 16.1 List of JIT Forms.
JIT Forms ◾ 713
Clarifies the relationship between the flow of goods and the use ofequipment.
Used to estimate output quantities of products and components.
Table for analyzing balance in assembly line operations.
Table for confirming cooperative operations on assembly lines, etc.
Charts for comprehensive analysis of delivery methods used forpurchases and subcontracted goods.
Lists for evaluating delivery efficiency of purchased andsubcontracted goods.
Easy-to-read report of conditions and progress in multiple skills training.
Easy-to-read description of conditions and progress in multiple skillstraining.
Tool for comparing estimated production schedule with actualproduction on an hour-to-hour basis.
Chart for confirming changeover-related needs.
Presents an overview of changeover operations.
For in-depth study of improvement items and confirmation of progressin making improvements.
Elucidates minor operations and points toward improvements.
Promotes better understanding of current changeover operations.
For use in checking on 5S maintenance as it relates to changeover.
For flushing out causes of defects and setting improvements into theproper sequence.
Shows the basic times and other performance-related data forprocessing of each part.
Helps us find the most efficient combination of human work andmachine work.
Summarizes key points and critical factors in standard operations.Summary Table ofStandard Operations
Standard OperationCombination Charts
Parts-ProductionCapacity Work Table
Poka-Yoke/ZeroDefects Checklist
5S Checklist forChangeover
ChangeoverResults Tables
Changeover WorkProcedure AnalysisCharts
ChangeoverImprovement Lists
Public ChangeoverTimetables
Model and OperatingRate Trend Charts
ProductionManagement Boards
FlexibleProduction Map
Flexible ProductionTraining Schedule
JIT DeliveryEfficiency Lists
Vendor DeliveryEvaluation Charts
Cooperative OperationConfirmation Charts
Line BalanceAnalysis Charts
Process RouteDiagram
PQ AnalysisList and Charts
TitleEn
gine
erin
g-re
late
d Fo
rms
Description
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
Figure 16.2 List of JIT Forms.
714 ◾ JIT Implementation Manual: Volume 6
DescriptionTitle
JIT
Intr
oduc
tion
-rel
ated
For
ms
Used for giving advice or training to equipment operators.
Shows correct operations, within the cycle time.
Presents the ten most basic concepts and precepts of JIT production.
Provides a handy form for memos regarding JIT improvementactivities.
Lists improvement items and keeps track of progress.
For checking on the progress of large or long-term improvementthemes.
Enables easy, visual “before” and “after” comparison of improvements.
Form for JIT leaders to use in giving advice.
Form for weekly reports from affiliated companies or factories.Weekly Report onJIT Improvements
Improvement ResultCharts
Improvement CampaignPlanning Sheet
List of JITImprovement Items
Improvement Memos
JIT’s TenCommandments
Standard OperationForms
Work Methods Table
JIT Leader’s Report44
43
36
37
38
39
40
41
42
Figure 16.2 (continued)
JIT Forms ◾ 715
Overall Management
JIT Management Diagnostic List
Application
As an aide to promoting the JIT factory revolution, this list
helps describe the overall company organization and pro-
vides a form for setting and listing JIT improvement goals. As
such, this list (see Figures 16.3 to 16.5) can also be useful for
managing outside orders.
Main sections of form
1. Total value added. This is the remainder obtained by sub-
tracting total expenditures from the total value of output.
2. Inventory assets. These assets are divided into three cate-
gories: products, in-process inventory, and materials and
purchased parts.
a. Products: The value of product inventory indicates
the company’s overall strength in sales, manufactur-
ing, and distribution. The lower the product inventory
value, the better.
b. In-process inventory: This indicates how strong the
company is in terms of maintaining a streamlined
flow of goods. The smaller the in-process inventory
value, the better.
c. Materials and purchased parts: This value figure
shows how efficient the company is in purchasing.
Again, the smaller the value, the better.
3. Production techniques. This section is for entering which
kind of production method is being used (lot produc-
tion or flow production), along with a short description
and comments.
716 ◾ JIT Implementation Manual: Volume 6
Company:
Address:
Major products:
Management and finance
Item
1
2
3 No. of employees
Operating profit
(1)
(2) Ratio
(3) Per employee
(1) Indirect No. of menNo. of women ($)
($)
($)
($)
(%)
Value of sales (annual)
Description Current condition
JIT Management Diagnostic List
Capitalization:
Telephone:
Date:
Goals, comments, etc.
Figure 16.3 Example of a JIT Management Diagnostic List.
JIT Forms ◾ 717
Company:
Address:
Major products:
Management and finance
Item
1
2
3 No. of employees
Operating profit
(1)
(2) Ratio
(3) Per employee
(1) Indirect No. of menNo. of women ($)
(2) Indirect
YES
Per share
(1) Product value ($) ÷ ratio (times/month)(2) In-process inventory value ($) ÷ ratio (times/month)
(3) Materials value ($) ÷ ratio (times/month)
(4) Total value ($) ÷ ratio (times/month)
(1) Factory (m2)
(2) Warehouse (m2)
(3) Office (m2)
(4) Other (m2)
(1) No. of outside contractors or vendors(2) Value of outside orders ($) or purchases ($)
Investment value ÷ Depreciationratio
NO
No. of menNo. of women
If YES, does unionbelong to a parentorganization?
($)
($)
($)
($)
($)
($)
(%)
Value of sales (annual)
Description Current condition
JIT Management Diagnostic List
Capitalization:
Telephone:
Date:
Goals, comments, etc.
4 Labor union?
Value of netproductivity
Debts
Inventory assets
Plant investment
Building space
Outside contractorsand vendors
10
9
8
7
6
5
Figure 16.4 JIT Management Diagnostic List (Value-Added and Inventory Assets).
718 ◾ JIT Implementation Manual: Volume 6
Factory
Item
1
3
4 Product-specificlead-time
Overtime hoursper month
2 Absentee rate (%)
Total overtime per person
(1) Product 1: (No. of days)
(1) Product 2:
(1) Purchasing lead-time (No. of days)
(2) Subcontracting lead-time (No. of days)
(3) Processing lead-time (No. of days)
(4) Assembly lead-time (No. of days)
(1) Job shop or flow shop?
(2) Multi-machine operations or multi-process operations?
(3) Lot production or one-piece flow production?
(4) Sitting while working or standing while working?
(5) Downstream inspection or independent inspection?
(6) Single skills or multiple skills?
(7) Process-specific pitch or product-specific pitch?
(8) Lots of waste or not much waste?
(9) Lots of inventory or not much inventory?
(10) Lots of defects or not many defects?
Have the 5S’s been established?
No. of shiftsShift system
Description Current condition Goals, comments, etc.
5 Process-specificlead-time
Productiontechniques
5S’s (seiri, seiton, seiso,seiketsu, shitsuke)
7
6
Overall evaluation General comments
($)
($)
($)
($)
($)
($)
Figure 16.5 JIT Management Diagnostic List (Production Techniques).
JIT Forms ◾ 719
Five Stages of JIT Production and JIT Radar Charts
Application
Use this to evaluate how well the factory is doing in terms of
JIT’s 13 main functions. The radar chart enables us to gain
an immediate grasp of the company’s relative strengths and
weaknesses in these 13 functions.
Main sections of form:
1. First Level (Little League). This level is typical of the strug-
gling, money-losing company whose survival is in doubt.
2. Second Level (Junior Varsity). Companies at this level are
managing to survive, for the time being at least.
3. Third Level (Varsity). Companies at this level are doing just
well enough to not be ashamed to host factory tours.
4. Fourth Level (Minor League Pro). At this level, companies
are doing well enough to take pride in being able to
teach other companies a thing or two.
5. Fifth Level (Major League Pro). These top-ranking companies
truly have what it takes to survive into the 21st century.
The structure of the JIT production system is illustrated in
the following diagram (see Figures 16.6 to 16.11).
720 ◾ JIT Implementation Manual: Volume 6
Visualcontrol
Just-In-Time
AwarenessRevolution
Kanban
Leveledproduction
Flowproduction
Qualityassurance Maintenance
and safety
JidokaStandard
operations
Changeover
Multi-processoperations
5S
Labor costreduction
Figure 16.6 Structure of the JIT Production System.
JIT Forms ◾ 721
Almost everyone in the factory thinks we are still in the era of large-lot production and that thecurrent way of making things is about as good as it can be.
1. Awareness Revolution
To almost everyone in the factory, putting customer service first is a foreign concept. Instead, theemphasis is on facilitating production.
Some of the people have at least an intellectual understanding of the need to put the customer first.However, this new thinking is not reflected in the factory, which clings to its old ways.
Almost everyone knows how important it is to put the customer first, and the factory itself isgradually beginning to reflect this.
The “customer first” concept has penetrated to every corner of the factory. Whenever a problemor abnormality occurs, people get to work at once to make a corrective improvement.
Everything in the factory is lying around in disorganized heaps. In fact, even the people who habituallyuse certain things often have no idea where the things are or how many of them are in stock.
Everything appears to be a mess, but somehow the people using the things usually know where tofind them.
White lines demarcate work areas and paths; and tools, in-process inventory, and machines appearto be put into some kind of logical order.
Tools, in-process inventory, and machines are marked with location indicators, and the floor andmachines are kept clean. The causal observer would believe that everything is clean and well-organized.
Things are marked so that anyone can tell what goes where and in what amount, everything is keptclean, and devices have been developed to help prevent things from getting dirty in the first place.
Equipment is laid out job-shop style, large lots accumulate near various machines and operators, andeach process moves at its own pitch.
Operators are trying to handle smaller lots, but since the equipment layout is still in the job-shopstyle, production relies heavily on the conveyance system.
The equipment has been rearranged for in-line layout, but production flow is limited to thesingle-process small-lot method.
Production has switched to one-piece flow based on hand-conveyance, single-processoperations, and in-line equipment layout.
Operators are standing while working and carrying out multi-process operations based on one-pieceflow production.
STAGE
STAGE
STAGE
STAGE
STAGE
2. The 5S’s
STAGE
STAGE
STAGE
STAGE
STAGE
3. Flow Production
STAGE
STAGE
STAGE
STAGE
STAGE
Figure 16.7 JIT Production’s Five Stages of Development.
722 ◾ JIT Implementation Manual: Volume 6
Workers do not want to change. They insist that they are only able (or willing) to do the job theyare currently doing.
4. Multi-Process Operations
Operators are carrying out “caravan” operations, but operators at adjacent processes do helpeach other out now and then to improve the flow of goods.
Processes are lined up to facilitate the flow of goods, and adjacent operators regularly help eachother out.
All operators are standing while working. Each operator is able to handle about half of theprocesses in the cell.
Processes are lined up to facilitate the flow of goods. Each operator is able to handle all processesin the cell.
Operators do not move efficiently and there are clearly more workers in the factory than necessary.
Overstaffing is not so evident. Everyone in the production line always does the same tasks, and thebalance of operations is poor.
Job duties differ only from product to product and the balance of operations is basically OK.
Job duties are adaptable to changes in required output.
Operators are trained flexibly and can work anywhere on the line. The number of workers is keptto the minimum needed to produce the required output.
Workpieces are pushed downstream and processes are arranged in no apparent order.
Push production still prevails, but things are generally organized into specified temporarystorage areas.
Things are kept in specified places and specified amounts, and ways are being found to switch frompush production to pull production.
Downstream processes are withdrawing kanban from upstream processes.
Withdrawal of kanban from downstream processes is being combined with ongoingimprovement activities.
STAGE
STAGE
STAGE
STAGE
STAGE
5. Labor Cost Reduction
STAGE
STAGE
STAGE
STAGE
STAGE
6. Kanban
STAGE
STAGE
STAGE
STAGE
STAGE
Figure 16.7 (continued)
JIT Forms ◾ 723
No one can tell when an abnormality occurs, so the production line keeps on going.
7. Visual Control
No one can tell when an abnormality occurs, but they are eventually discovered and corrected.
The people directly involved can tell when things are normal and when they are abnormal, and theyrespond (sooner or later) to abnormalities.
Everyone can tell when things are normal and when they are abnormal, and they respond (sooneror later) to abnormalities.
Everyone can tell when things are normal and when they are abnormal, and they respond atonce to abnormalities.
Each product model has only one run per month, and each process moves at its own pitch.
Each product model has only two runs per month, and each process moves at its own pitch.
Each product model has four runs per month (one per week), and some synchronization of processeshas been achieved.
Monthly production schedules are divided into daily production runs, and in-line production hasbeen established with specific cycle times.
Fully-leveled production has been established, and the cycle time sets the rhythm for theentire factory.
Only one or two changeovers per month regardless of customer needs. Changeover timescan be as long as half a day.
People are conscious of the need to orient changeovers toward serving customer needs.
Changeover teams have been formed to improve external changeover, etc.
Changeover times have been shortened significantly.
No changeover operation takes more than three minutes and all are done within the cycle time.
STAGE
STAGE
STAGE
STAGE
STAGE
8. Leveled Production
STAGE
STAGE
STAGE
STAGE
STAGE
9. Changeover
STAGE
STAGE
STAGE
STAGE
STAGE
Figure 16.7 (continued)
724 ◾ JIT Implementation Manual: Volume 6
Lots of defective products get shipped, resulting in lots of customer complaints.
10. Quality Assurance
Defects occur, but a strict final inspection process keeps customer complaints low.
Improvement teams have been formed and use inspection data in responding to defects.
Defects are detected before being passed to the next process by operators who performindependent inspection and improvements.
Jidoka and poka-yoke devices have been developed to build in quality at each process and todetect defects at their source to prevent occurrence or recurrence.
Operation methods are left up to the operators, who depend on their experience and“instincts” to do the job correctly.
Operators tend to perform their tasks in similar ways, but there is no attempt at improvingstandardization.
Process-specific standards have been established and are generally followed.
Systematic production standards are followed at each process, but there is no attempt toimprove them.
Standard operations are well-defined, followed completely, and constantly improved upon.
All operations are done either manually or by expensive large-lot processing equipment.
Operations are done by machines but always with human assistance.
Workers have been separated from the machines. Machines producing defective goodsmust be turned off manually.
Workers have been separated from the machines that start turning out defective products.
Separation of workers and jidoka have been successfully extended to the assembly line.
STAGE
STAGE
STAGE
STAGE
STAGE
11. Standard Operations
STAGE
STAGE
STAGE
STAGE
STAGE
12. Jidoka
STAGE
STAGE
STAGE
STAGE
STAGE
Figure 16.7 (continued)
JIT Forms ◾ 725
Machines break down frequently. Accidents are common.
13. Maintenance and Safety
Fixing machine breakdowns is always left to the maintenance staff. Accidents occur occasionally.
Thorough maintenance and repairs are done after breakdowns occur. Major accidents rarely occur.
Thorough preventive maintenance is practiced. Major or minor accidents rarely occur.
Company-wide maintenance activities are practiced. No machine breakdowns or accidents occur.
STAGE
STAGE
STAGE
STAGE
STAGE
Figure 16.7 (continued)
726 ◾ JIT Implementation Manual: Volume 6
Serv
ice
orie
ntat
ion
impl
emen
ted
at e
ach
proc
ess
fact
ory-
wid
e
Fift
h Le
vel
(Maj
or L
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Lev
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inor
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e of
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Dat
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’s M
ajor
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ctio
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heir
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evel
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ent
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evel
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tle
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Mul
ti-p
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Kanb
an
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ontr
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geov
er
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lity
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uran
ce
Stan
dard
Ope
rati
ons
Hum
anA
utom
atio
n
Mai
nten
ance
and
Safe
ty
Leve
l (ba
seba
llra
nk)
No. 1 2 3 4 5 6 7 8 9 10 11 12 13
Lots
of b
reak
dow
ns a
ndnu
mer
ous
acci
dent
s pe
r yea
r
All
proc
esse
s re
quire
man
ual
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stan
ce, l
ots
of la
rge-
lot
equi
pmen
t
Ope
ratio
n pr
oced
ures
are
gen
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ally
left
up
to e
ach
oper
ator
Fact
ory
ship
s def
ectiv
e pr
oduc
tsan
d de
als
with
cus
tom
erco
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aint
s
Mon
thly
cha
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ver,
requ
ires
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a da
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ch ti
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Onc
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th p
rodu
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sses
hav
e ow
nrh
ythm
s
Abn
orm
aliti
es o
ften
occ
ur a
ndon
ly c
reat
e co
nfus
ion
Push
pro
duct
ion,
with
reta
ined
inve
ntor
y al
l ove
r the
pla
ce
Was
tefu
l mot
ion
and
too
man
yw
orke
rs
Unq
uest
ione
d su
ppor
t for
sing
le-s
kill,
sin
gle-
proc
ess
oper
atio
ns
Job-
shop
layo
ut, g
eare
d fo
rla
rge-
lot p
rodu
ctio
n
Har
d fo
r any
one
to te
ll w
hat
goes
whe
re a
nd w
hen
Larg
e-sc
ale
mas
s pr
oduc
tion
for m
axim
um o
utpu
tPr
oduc
t-ou
t orie
ntat
ion
Har
d fo
r vis
itors
to te
ll w
hat g
oes
whe
re a
nd w
hen,
but
wor
kers
kno
w
Job-
shop
layo
ut, g
eare
d fo
rsm
all-l
ot p
rodu
ctio
n
Cara
van-
styl
e co
oper
ativ
eop
erat
ions
Fixe
d jo
b as
sign
men
ts a
nd p
oor
bala
nce
Push
pro
duct
ion,
with
org
aniz
edst
orag
e si
tes
for i
n-pr
oces
sin
vent
ory
Abn
orm
aliti
es o
ften
occ
ur a
ndar
e us
ually
reso
lved
in s
ome
way
Twic
e-a-
mon
th p
rodu
ctio
nsc
hedu
le, e
ach
proc
ess
has
itsow
n rh
ythm
Peop
le a
re a
war
e of
cha
ngeo
ver
need
s
Def
ectiv
e pr
oduc
ts a
re s
orte
dou
t at fi
nal i
nspe
ctio
n an
d no
tsh
ippe
d
Ope
ratio
n pr
oced
ures
are
vag
uely
stan
dard
ized
in ro
ughl
y th
e sa
me
orde
r
Som
e au
tom
atio
n, b
ut o
pera
tors
are
alw
ays
pres
ent w
hile
mac
hine
s w
ork
Fact
ory
uses
mai
nten
ance
spe
cia-
lists
but
has
occ
asio
nal a
ccid
ents
Clea
n, n
eatly
org
aniz
ed w
ithm
ess-
prev
entio
n m
easu
res
in fo
rce
Full
mul
ti-pr
oces
s op
erat
ions
with
one
-pie
ce fl
ow
Smoo
th a
nd c
ompl
ete
mul
ti-pr
oces
s op
erat
ions
Flex
ible
job
assi
gnem
ents
, with
narr
ow v
aria
tion
in o
utpu
t vol
ume
Kanb
an a
nd im
prov
emen
ts
Imm
edia
te a
ctio
n is
take
n to
reso
lve
abno
rmal
ities
Com
plet
ely
leve
l pro
duct
ion,
over
all l
ine
has
a co
mm
on rh
ythm
Chan
geov
ers
are
with
in c
ycle
tim
es
Fact
ory
build
s qu
ality
in a
t eac
hpr
oces
s (a
t-th
e-so
urce
insp
ectio
n)
Stan
dard
ope
ratio
ns a
ndim
prov
emen
ts fu
lly im
plem
ente
d
Hum
an a
nd m
achi
ne w
ork
are
sep-
arat
e, w
ith n
o de
fect
ives
, and
with
som
e hu
man
aut
omat
ion
devi
ces
Fact
ory
has
com
pany
-wid
e pr
even
-tiv
e m
aint
enan
ce a
nd n
o ac
cide
nts
Mar
ket-
in o
rient
atio
n, b
ut n
otim
plem
ente
d in
eac
h w
orks
hop
Fact
ory
uses
out
linin
g an
dcl
assi
ficat
ion
for v
isua
l con
trol
In-li
ne la
yout
, sm
all-l
ot fl
ow a
tan
d be
twee
n pr
oces
ses
Flow
-bas
ed c
oope
rativ
e op
erat
ions
Fixe
d jo
b as
sign
men
ts, b
ut d
iffer
ent
for e
ach
mod
el, s
light
ly b
ette
rba
lanc
e
Pull
prod
uctio
n, w
ith fi
xed
loca
tions
and
fixe
d vo
lum
es
Supe
rvis
ors
can
tell
whe
n an
abno
rmal
ity o
ccur
s
Wee
kly
prod
uctio
n sc
hedu
le,
over
all l
ine
has
som
e ki
nd o
fco
mm
on rh
ythm
Chan
geov
er te
ams
and
impr
ove-
men
ts m
ade
in s
ome
wor
ksho
ps
Fact
ory
prod
uces
def
ectiv
e pr
od-
ucts
but
pas
ses
info
rmat
ion
tore
duce
def
ects
Stan
dard
ope
ratio
ns im
plem
ente
dfo
r ind
ivid
ual p
roce
sses
Hum
an a
nd m
achi
ne w
ork
sepa
ra-
ted;
mac
hine
s so
met
imes
mak
ede
fect
ive
item
s
Fact
ory
has
follo
w-u
p m
aint
enan
cean
d no
maj
or a
ccid
ents
Fact
ory
has p
reve
ntiv
e m
aint
enan
cean
d is
alm
ost a
ccid
ent-
free
Hum
an a
nd m
achi
ne w
ork
sepa
rate
,bu
t mac
hine
s som
etim
es m
ake
defe
ctiv
es
Stan
dard
ope
ratio
ns p
lann
edbu
t not
fully
impl
emen
ted
Proc
esse
s do
not
sen
d de
fect
ives
dow
nstr
eam
(ind
epen
dent
insp
ectio
n)
Any
one
can
tell
whe
n an
abno
rmal
ity o
ccur
s
Pull
prod
uctio
n, w
ith k
anba
n
Flex
ible
job
assi
gnm
ents
, with
wid
e va
riatio
n in
out
put v
olum
e
Abo
ut h
alfw
ay to
war
d ac
hiev
ing
smoo
th m
ulti-
proc
ess
oper
atio
ns
Abo
ut h
alfw
ay to
war
d ac
hiev
ing
smoo
th m
ulti-
proc
ess
oper
atio
ns
In-li
ne la
yout
, one
-pie
ce fl
owat
and
bet
wee
n pr
oces
ses
Goo
d in
dica
tors
and
cle
an,
neat
ly o
rgan
ized
fact
ory
Serv
ice
orie
ntat
ion,
with
ser
vice
-or
ient
ed w
orks
hops
Dai
ly p
rodu
ctio
n sc
hedu
le, o
ver-
all l
ine
has
a co
mm
on rh
ythm
Sing
le-o
pera
tion
chan
geov
ers
Figu
re 1
6.8
Lis
t o
f JI
T’s
Maj
or
Fun
ctio
ns
and
Th
eir
Fiv
e S
tag
es o
f D
evel
op
men
t (E
xam
ple
of
its
Use
).
JIT Forms ◾ 727
HumanAutomation
Maintenanceand Safety
AwarenessRevolution
Workshop name:
Date:
JIT Production Radar Chart
StandardOperations
QualityAssurance
Changeover
LevelProduction
VisualControl
Major League Pro
Minor League Pro
Varsity
Junior Varsity
Little League
Kanban
Labor CostReduction
Multi-ProcessOperations
FlowProduction
The 5S’s
Figure 16.9 Example of a JIT Production Radar Chart.
728 ◾ JIT Implementation Manual: Volume 6
Serv
ice
orie
ntat
ion
impl
emen
ted
at e
ach
proc
ess
fact
oryw
ide
Fift
h Le
vel
(Maj
or L
eagu
e Pr
o)Fo
urth
Lev
el(M
inor
Lea
gue
Pro)
Nam
e of
wor
ksho
p:Ra
nked
by:
Dat
e:Li
st o
f JIT
’s M
ajor
Fun
ctio
ns a
nd T
heir
Fiv
e St
ages
of D
evel
opm
ent
Thir
d Le
vel
(Var
sity
)Se
cond
Lev
el(J
unio
r Var
sity
)Fi
rst L
evel
(Lit
tle
Leag
ue)
Func
tion
Aw
aren
ess
Revo
luti
on
The
5S’s
Flow
Prod
ucti
on
Mul
ti-p
roce
ssO
pera
tion
s
Labo
r Cos
tRe
duct
ion
Kanb
an
Visu
al C
ontr
ol
Leve
lPr
oduc
tion
Chan
geov
er
Qua
lity
Ass
uran
ce
Stan
dard
Ope
rati
ons
Hum
anA
utom
atio
n
Mai
nten
ance
and
Safe
ty
Leve
l (ba
seba
llra
nk)
No. 1 2 3 4 5 6 7 8 9 10 11 12 13
Lots
of b
reak
dow
ns a
ndnu
mer
ous
acci
dent
s pe
r yea
r
All
proc
esse
s re
quire
man
ual
assi
stan
ce, l
ots
of la
rge-
lot
equi
pmen
t
Ope
ratio
n pr
oced
ures
are
gen
-er
ally
left
up
to e
ach
oper
ator
Fact
ory
ship
s def
ectiv
e pr
oduc
tsan
d de
als
with
cus
tom
erco
mpl
aint
s
Mon
thly
cha
ngeo
ver,
requ
ires
half
a da
y ea
ch ti
me
Onc
e-a-
mon
th p
rodu
ctio
nsc
hedu
le, p
roce
sses
hav
e ow
nrh
ythm
s
Abn
orm
aliti
es o
ften
occ
ur a
ndon
ly c
reat
e co
nfus
ion
Push
pro
duct
ion,
with
reta
ined
inve
ntor
y al
l ove
r the
pla
ce
Was
tefu
l mot
ion
and
too
man
yw
orke
rs
Unq
uest
ione
d su
ppor
t for
sing
le-s
kill,
sin
gle-
proc
ess
oper
atio
ns
Job-
shop
layo
ut, g
eare
d fo
rla
rge-
lot p
rodu
ctio
n
Har
d fo
r any
one
to te
ll w
hat
goes
whe
re a
nd w
hen
Larg
e-sc
ale
mas
s pr
oduc
tion
for m
axim
um o
utpu
tPr
oduc
t-ou
t orie
ntat
ion
Har
d fo
r vis
itors
to te
ll w
hat g
oes
whe
re a
nd w
hen,
but
wor
kers
kno
w
Job-
shop
layo
ut, g
eare
d fo
rsm
all-l
ot p
rodu
ctio
n
Cara
van-
styl
e co
oper
ativ
eop
erat
ions
Fixe
d jo
b as
sign
men
ts a
nd p
oor
bala
nce
Push
pro
duct
ion,
with
org
aniz
edst
orag
e si
tes
for i
n-pr
oces
sin
vent
ory
Abn
orm
aliti
es o
ften
occ
ur a
ndar
e us
ually
reso
lved
in s
ome
way
Twic
e-a-
mon
th p
rodu
ctio
nsc
hedu
le, e
ach
proc
ess
has
itsow
n rh
ythm
Peop
le a
re a
war
e of
cha
ngeo
ver
need
s
Def
ectiv
e pr
oduc
ts a
re s
orte
dou
t at fi
nal i
nspe
ctio
n an
d no
tsh
ippe
d
Ope
ratio
n pr
oced
ures
are
vag
uely
stan
dard
ized
in ro
ughl
y th
e sa
me
orde
r
Som
e au
tom
atio
n, b
ut o
pera
tors
are
alw
ays
pres
ent w
hile
mac
hine
s w
ork
Fact
ory
uses
mai
nten
ance
spe
cia-
lists
, but
has
occ
asio
nal a
ccid
ents
Clea
n, n
eatly
org
aniz
ed w
ithm
ess-
prev
entio
n m
easu
res
in fo
rce
Full
mul
ti-pr
oces
s op
erat
ions
with
one
-pie
ce fl
ow
Smoo
th a
nd c
ompl
ete
mul
ti-pr
oces
s op
erat
ions
Flex
ible
job
assi
gnm
ents
, with
narr
ow v
aria
tion
in o
utpu
t vol
ume
Kanb
an a
nd im
prov
emen
ts
Imm
edia
te a
ctio
n is
take
n to
reso
lve
abno
rmal
ities
Com
plet
ely
leve
l pro
duct
ion,
over
all l
ine
has
a co
mm
on rh
ythm
Chan
geov
ers
are
with
in c
ycle
tim
es
Fact
ory
build
s qu
ality
in a
t eac
hpr
oces
s (a
t-th
e-so
urce
insp
ectio
n)
Stan
dard
ope
ratio
ns a
ndim
prov
emen
ts fu
lly im
plem
ente
d
Hum
an a
nd m
achi
ne w
ork
are
sep-
arat
e, w
ith n
o de
fect
ives
, and
with
som
e hu
man
aut
omat
ion
devi
ces
Fact
ory
has
com
pany
-wid
e pr
even
-tiv
e m
aint
enan
ce a
nd n
o ac
cide
nts
Mak
et-in
orie
ntat
ion,
but
not
impl
emen
ted
in e
ach
wor
ksho
p
Fact
ory
uses
out
linin
g an
dcl
assi
ficat
ion
for v
isua
l con
trol
In-li
ne la
yout
, sm
all-l
ot fl
ow a
tan
d be
twee
n pr
oces
ses
Flow
-bas
ed c
oope
rativ
e op
erat
ions
Fixe
d jo
b as
sign
men
ts, b
ut d
iffer
ent
for e
ach
mod
el, s
light
ly b
ette
rba
lanc
e
Pull
prod
uctio
n, w
ith fi
xed
loca
tions
and
fixe
d vo
lum
es
Supe
rvis
ors
can
tell
whe
n an
abno
rmal
ity o
ccur
s
Wee
kly
prod
uctio
n sc
hedu
le, o
vera
lllin
e ha
s som
e ki
nd o
f com
mon
rhyt
hm
Chan
geov
er te
ams
and
impr
ove-
men
ts m
ade
in s
ome
wor
ksho
ps
Fact
ory
prod
uces
def
ectiv
e pr
od-
ucts
, but
pas
ses
info
rmat
ion
tore
duce
def
ects
Stan
dard
ope
ratio
ns im
plem
ente
dfo
r ind
ivid
ual p
roce
sses
Hum
an a
nd m
achi
ne w
ork
sepa
ra-
ted;
mac
hine
s so
met
imes
mak
ede
fect
ive
item
s
Fact
ory
has
follo
w-u
p m
aint
enan
cean
d no
maj
or a
ccid
ents
Fact
ory
has p
reve
ntiv
e m
aint
enan
cean
d is
alm
ost a
ccid
ent-
free
Hum
an a
nd m
achi
ne w
ork
sepa
rate
,bu
t mac
hine
s som
etim
es m
ake
defe
ctiv
es
Stan
dard
ope
ratio
ns p
lann
ed,
but n
ot fu
lly im
plem
ente
d
Proc
esse
s do
not
sen
d de
fect
ives
dow
nstr
eam
(ind
epen
dent
insp
ectio
n)
Any
one
can
tell
whe
n an
abno
rmal
ity o
ccur
s
Pull
prod
uctio
n, w
ith k
anba
n
Flex
ible
job
assi
gnm
ents
, with
wid
e va
riatio
n in
out
put v
olum
e
Abo
ut h
alfw
ay to
war
d ac
hiev
ing
smoo
th m
ulti-
proc
ess
oper
atio
ns
Abo
ut h
alfw
ay to
war
d ac
hiev
ing
smoo
th m
ulti-
proc
ess
oper
atio
ns
In-li
ne la
yout
, one
-pie
ce fl
ow a
tan
d be
twee
n pr
oces
ses
Goo
d in
dica
tors
and
cle
an, n
eatly
orga
nize
d fa
ctor
y
Serv
ice
orie
ntat
ion,
with
ser
vice
-or
ient
ed w
orks
hops
Dai
ly p
rodu
ctio
n sc
hedu
le, o
ver-
all l
ine
has
a co
mm
on rh
ythm
Sing
le-o
pera
tion
chan
geov
ers
Figu
re 1
6.10
L
ist
of
JIT’s
Maj
or
Fun
ctio
ns
and
Th
eir
Fiv
e S
tag
es o
f D
evel
op
men
t.
JIT Forms ◾ 729
HumanAutomation
Maintenanceand Safety
AwarenessRevolution
Workshop name:
Date:
JIT Production Radar Chart
StandardOperations
QualityAssurance
Changeover
LevelProduction
VisualControl
Major League Pro
Minor League Pro
Varsity
Junior Varsity
Little League
Kanban
Labor CostReduction
Multi-ProcessOperations
FlowProduction
The 5S’s
Figure 16.11 JIT Production Radar Chart.
730 ◾ JIT Implementation Manual: Volume 6
Waste-Related Forms
Arrow Diagrams
Application
Arrow diagrams are useful for analyzing factory conditions in
terms of the flow of goods to discover major forms of waste,
such as conveyance waste and retention waste (see Figures
16.12 and 16.13). We should create arrow diagrams as part of
our preparation for establishing flow production.
Main sections of form and procedure for filling out form:
1. First select the product model to be analyzed. Use a P-Q
analysis sheet to help select the product model.
2. Draw a map of the entire factory or the workshop that
manufactures the selected product. Indicate the current
equipment layout.
3. Use the following process analysis symbols and indicate
the sequence in which goods flow through the factory or
workshop.
a. Processing: large circle
b. Inspection: diamond
c. Conveyance: small circle
d. Retention: triangle
Example: An “F” inside a large circle can indicate
forklift conveyance.
4. At all conveyance points, indicate the conveyance dis-
tance and the type of conveyance device used. At all
retention points, indicate the usual amount of in-process
inventory being retained.
5. Show totals for the number of retention points, convey-
ance points, processes, and inspections. Also show the
total amount of retained goods and the total convey-
ance distance.
6. Devise and implement means of removing major forms of
waste, such as conveyance waste and retention waste.
JIT Forms ◾ 731
Shelving
Tester
Apply backing
Apply backing
Repa
irs
Insp
ectio
n
Inspection Inspection Cleaning
Insp
ectio
n
Insp
ectio
n
Insp
ectio
n
Insp
ectio
n
Shelving Shelving
Shelving Shelving
Shelving Shelving
Parts bins Parts bins Parts bins Parts bins
Second dip First dip
Work table Work table Shelving
Shelving Shelving
Shelving Shelving Shelving
Circular con-veyor (insert)
SHOP NAME:
PCB Assembly A3-11-2010 1/31/89 Nishizawa RETENTION
PROCESS SYMBOLS
CONVEYANCE PROCESSING INSPECTION
(C) = Carts(M) = Manual operation
Conveyance distance:150 metersStaff: 49
CREATED BY:
ARROW DIAGRAM
PRODUCT NO:
DIAGRAM CREATION DATE:
Shelving Shelving
Shelving Shelving
Shelving Shelving
Shelving Shelving
Elevator
Insertion machine Sh
elvi
ng
Shel
ving
Shelving
4
3 6
1
2
5
Figure 16.12 Example of an Arrow Diagram.
732 ◾ JIT Implementation Manual: Volume 6
QU
AN
TITY
OR
DIS
TAN
CEN
O. O
F PO
INTS
RETE
NTI
ON
CON
VEYA
NCE
PRO
CESS
ING
INSP
ECTI
ON
units m
SHO
P N
AM
E:
RETE
NTI
ON
PRO
CESS
SYM
BOLS
CON
VEYA
NCE
PRO
CESS
ING
INSP
ECTI
ON
CREA
TED
BY:
ARR
OW
DIA
GRA
M
PRO
DU
CTN
O:
DIA
GRA
MCR
EATI
ON
DAT
E:
Figu
re 1
6.13
A
rro
w D
iag
ram
.
JIT Forms ◾ 733
General Flow Analysis Charts
Application
General flow analysis charts (see Figures 16.14 and 16.15) are
useful for describing and comparing the production flow for
a particular product before and after improvement.
Main sections of the form:
1. Before improvement. Analysis results describing retention,
conveyance, processes, and inspection before improve-
ment.
2. After improvement. Analysis results describing retention,
conveyance, processes, and inspection after improvement.
Summary Chart of Flow Analysis
20
20
20
20
20
20
20
20
400
400
350
400
400
400
350
400
400
220
200
240
12
11
10
12
40
40
40
40
40
40
40
40
6
6
6
6
1200
1200
1000
16
3
3
3
3
3
3
3
3
24
22
20
24
960
880
800
960
1
1
1
1
1
1
1
1
6
6
6
6
8
7
6
8
Lots
No.
of t
imes
Lots
Lots
Lots
Dis
tanc
e
Dis
tanc
e
Tim
e
No.
of u
nits
No.
of u
nits
Tim
e
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
Date:
After improvementBefore improvementProduct name/No.:
Part name/No.:No.
1 PCB1 (A3-11-2010)
2 PCB2 (A6-63-1131)
3 PCB3 (A4-21-3613)
4 PCB4 (A3-16-2131)
5 PCB5 (A6-23-61)
Rete
ntio
n
Conv
eyan
ce
Proc
essi
ng
Insp
ectio
n
Rete
ntio
n
Conv
eyan
ce
Proc
essi
ng
Insp
ectio
n
Figure 16.14 Example of a General Flow Analysis Chart.
734 ◾ JIT Implementation Manual: Volume 6
Summary Chart of Flow Analysis
Date:
Lots
No.
of t
imes
Lots
Lots
Lots
Dis
tanc
e
Dis
tanc
e
Tim
e
No.
of u
nits
No.
of u
nits
Tim
e
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
No.
of t
imes
After improvementBefore improvementProduct name/No.:
Part name/No.:No.
Rete
ntio
n
Conv
eyan
ce
Proc
essi
ng
Insp
ectio
n
Rete
ntio
n
Conv
eyan
ce
Proc
essi
ng
Insp
ectio
n
Figure 16.15 General Flow Analysis Chart.
JIT Forms ◾ 735
Operations Analysis Charts
Application
Use these charts (see Figures 16.16 and 16.17) to analyze the
series of operations that go into manufacturing a particular
product to help clarify and remove inherent waste, such as
idle time waste, transfer waste, and unnecessary movement.
Main sections of form:
1. Work. Indicate each operation (processing) that directly
adds value to the product, and thereby generates profit.
2. Motion. Indicate as motion anything that does not add
value to the product, but supports processing that does
add value. No matter how much of this type of “motion”
we use, we are not generating any profit.
3. Idle time. Indicate idle time during manufacturing opera-
tions.
4. Time. Enter time measurements for operations (both
work and motion), transfer, idle time, and inspection.
5. Distance. Enter all transfer distances.
Load castings onto cart
Description ofoperation
Description ofoperation
Develop small shotblasterand install in U-shaped cell
Transfer to press (via cart)
Before Improvement (date: 10/28/88)
10'
2
1
OperationsAnalysis Table
Section Operation
Aluminum casting Deburring
Processes
Press/drill (name)A11-21-301
Author:Part No.
After Improvement (date: 12/07/88)
Wor
kM
ovem
ent
Tran
sfer
Idle
Insp
ect
Wor
kM
ovem
ent
Tran
sfer
Idle
Tim
eD
ista
nce
Insp
ect
Transfer to press
No. Tim
eD
ista
nce
Figure 16.16 Example of an Operations Analysis Table.
736 ◾ JIT Implementation Manual: Volume 6
Description ofoperation
Description ofoperation
Before Improvement (date: )
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
1
OperationsAnalysis Table
Section Operation
Processes Author:Part No.
After Improvement (date: )
Wor
kM
ovem
ent
Tran
sfer
Idle
Insp
ect
Wor
k
Mov
emen
tTr
ansf
erId
le
Tim
eD
ista
nce
Insp
ect
No. Tim
eD
ista
nce
Figure 16.17 Operations Analysis Table.
JIT Forms ◾ 737
Waste-Finding Checklist (Workshop-Specific and Process-Specific)
Application
This list helps us be thorough in finding how the seven major
types of waste exist in each process or workshop. Making
such a list is also an effective preparatory step before making
improvements to establish flow production (see Figures 16.18
to 16.23).
Main sections of form:
1. Waste-finding Checklist (workshop-specific)
a. Process name. Name of the process where waste is
being found.
b. Major waste. Enter the magnitude of waste (on a scale
of 0 to 4) under each column.
i. 0: No waste
ii. 1: A little waste
iii. 2: Some obvious waste
iv. 3: Considerable waste
v. 4: Lots of waste
c. Total waste magnitude. Add up the magnitude points
for all seven major types of waste.
d. Order of improvements. Begin making improvements at
the processes having the greatest magnitude of waste.
2. Waste-finding Checklist (process-specific)
a. Respond YES or NO to the statements in the form. Example: “No production schedule or control boards.”
i. Answer YES if there are none.
ii. Answer NO if there are some.
b. Magnitude of waste (1–3).
i. 1: A little waste
ii. 2: Moderate waste
iii. 3: A lot of waste
738 ◾ JIT Implementation Manual: Volume 6
Process nameImprovement ideas
and comments
Waste-finding Checklist(workshop-specific)
Workshop name:
Date:
Impr
ovem
ent r
anki
ng
Was
te m
agni
tude
tota
l
Idle
tim
e w
aste
Ope
ratio
n-re
late
d w
aste
Proc
essi
ng-r
elat
ed w
aste
Def
ect-
prod
uctio
n w
aste
Conv
eyan
ce w
aste
Inve
ntor
y w
aste
Ove
rpro
duct
ion
was
te
No.
1 2 3 4 5 6 7
Figure 16.18 Example of a Workshop-Specific Waste-Finding Checklist.
JIT Forms ◾ 739
4. Pile-up during conveyance
5. Change of conveyance devices in mid-transfer
6. Previous and/ or next process is an another floor
7. Conveyance requires manual assistance
8. Conveyance distance too long
9.
10.
1. Complaints from nex
2. Defect within process
3. Human errors
4. Defective due to mis
5. Defective due to wro
6. Omission in process
7. Defect in processing
8. No human automoti
10. No inspection with
11. Defects not address
1. Process is not require
2. Process includes unn3. Process can be repl less wasteful4. Part of process can detracting from prod5.
1. Walking
2. Turning around
3. Leaning sideways
4. Leaning over
5. Wide-arm movemenType
6. M
otio
n-re
late
d w
aste
Type
5. P
roce
ssin
g-re
late
d w
aste
Type
4. D
efec
t-pr
oduc
tion
was
teTy
pe 3
. Con
veya
nce
was
te
12.
9. No poka-yoke
Description of waste
ProcessName
Maj
orw
aste
1. No production schedule or control boards
2. No leveling of production schedule
3. Production not in sync with production schedule
4. Items missing
5. Defective goods produc
6. Equipment breakdowns
7. Too much manual assist
8. Too much capacity
9. Lots grouped into batch
10. Using push production
11. Caravan-style operatio
12. Not balanced with nex
1. Lots of inventory on she
2. Shelves and floor storag
3. Inventory stacks block v4. In-process inventory acc operations5. In-process inventory is s operators6. In-process inventory is s processes7. Impossible to visually d in-process inventory8.9.
10.
11.
Processname
Maj
orw
aste
Type
1. O
verp
rodu
ctio
nTy
pe 2
. Inv
ento
ry w
aste
Waste-�nding Checklist (process-speci�c)
Waste-�nding Checklist (process-speci�c)
Description of waste YESConfirmation Mag-
nitudeNO
Date:Causes and
improvement plans
Date:
Causes andimprovement plansYES NO
Confirmation Mag-nitude
Description of waste
ProcessName Waste-�nding Checklist (process-speci�c)
YESConfirmation Mag-
nitudeNO
Date:
Causes andimprovement plans
Overall improvement points:
Total
6. Wrist movements
7. Left or right hand is idle
8. Idle time used for observation
9. Workpiece setup/removal
10. No standardized repetition of operations
11. Worker operates using different motions each time
12. Operations divided up into little segments
13.14.15.
1. Idle time due to workpiece delay from previous piece
2. Idle time due to machine busy status3. Idle time due to missing item(s)4. Idle time due to lack of balance with previous process
5. Idle time due to lack of planning
6. Idle time due to lack of standard operations
7. Idle time due to worker absence
8. Idle time due to too many workers (more than two)9. 10.
Type
7. I
dle
tim
e w
aste
Type
6. O
pera
tion
-rel
ated
was
teM
ajor
was
te
Figure 16.19 Examples of Process-Specific Waste-Finding Checklists.
740 ◾ JIT Implementation Manual: Volume 6
Workshop name:
Date:
Waste-finding Checklist(workshop-specific)
Process nameNo.
1 2 3 4 5 6 7
Ove
rpro
duct
ion
was
te
Inve
ntor
y w
aste
Impr
ovem
ent r
anki
ng
Improvement ideasand comments
Was
te m
agni
tude
tota
l
Idle
tim
e w
aste
Ope
ratio
n-re
late
d w
aste
Proc
essi
ng-r
elat
ed w
aste
Def
ect-
prod
uctio
n w
aste
Conv
eyan
ce w
aste
Figure 16.20 Waste-Finding Checklist (Workshop-Specific).
JIT Forms ◾ 741
1. No production schedule or control boards
2. No leveling of production schedule
3. Production not in sync with production schedule
4. Items missing
5. Defective goods produced
6. Equipment breakdowns
7. Too much manual assistance
8. Too much capacity
9. Lots grouped into batches
10. Using ”push production“
11. Caravan-style operations
12. Not balanced with next process
1. Lots of inventory on shelves and floors
2. Shelves and floor storage take up lots of space
3. Inventory stacks block walkways4. In-process inventory accumulates within individual operations5. In-process inventory is stacked up between operators6. In-process inventory is stacked up between processes7. Impossible to visually determine quantities of in-process inventory8.9.
10.11.
Processname
Maj
orw
aste
Type
1. O
verp
rodu
ctio
nTy
pe 2
. Inv
ento
ry w
aste
Waste-finding Checklist (process-specific)
Description of waste YES
Confirmation Mag-nitudeNO
Date:
Causes andimprovement plans
Figure 16.21 Waste-Finding Checklist (Process-Specific) (1).
742 ◾ JIT Implementation Manual: Volume 6
4. Pile-up during conveyance
5. Change of conveyance devices in mid-transfer
6. Previous and/or next process is on another floor
7. Conveyance requires manual assistance
8. Conveyance distance too long
9.
10.
1. Complaints from next process
2. Defect within process
3. Human errors
4. Defective due to missing part(s)
5. Defective due to wrong part(s)
6. Omission in processing
7. Defect in processing
8. No human automotion
10. No inspection with process
11. Defects not addressed by improvement activities
1. Process is not required for product function
2. Process includes unnecessary operations3. Process can be replaced by something less wasteful4. Part of process can be eliminated without detracting from product5.
1. Walking
2. Turning around
3. Leaning sideways
4. Leaning over
5. Wide-arm movementsType
6. M
otio
n-re
late
d w
aste
Type
5. P
roce
ssin
g-re
late
d w
aste
Type
4. D
efec
t-pr
oduc
tion
was
teTy
pe 3
. Con
veya
nce
was
te
12.
9. No poka-yoke
Description of waste
ProcessName
Maj
orw
aste
Waste-finding Checklist (process-specific) Date:
Causes andimprovement plansYES NO
Confirmation Mag-nitude
Figure 16.22 Waste-Finding Checklist (Process-Specific) (2).
JIT Forms ◾ 743
Description of waste
ProcessName Waste-finding Checklist (process-specific)
YES
Confirmation Mag-nitudeNO
Date:
Causes andimprovement plans
Overall improvement points:
Total
6. Wrist movements
7. Left or right hand is idle
8. Idle time used for observation
9. Workpiece set-up/removal
10. No standardized repetition of operations
11. Worker operates using different motions each time
12. Operations divided up into little segments
13.14.15.
1. Idle time due to workpiece delay from previous piece2. Idle time due to machine busy status
3. Idle time due to missing item(s)4. Idle time due to lack of balance with previous process5. Idle time due to lack of planning
6. Idle time due to lack of standard operations
7. Idle time due to worker absence
8. Idle time due to too many workers (more than two)9. 10.
Type
7. I
dle
tim
e w
aste
Type
6. O
pera
tion
-rel
ated
was
teM
ajor
was
te
Figure 16.23 Waste-Finding Checklist (Process-Specific) (3).
744 ◾ JIT Implementation Manual: Volume 6
5W1H Sheet
Application
The 5W1H sheet (see Figures 16.24 and 16.25) is designed
to guide our inquiry into the primary causes of problems
and/or abnormalities.
Main sections of form and procedure for filling out form:
1. Take what appears to be the problem, and write it down
in order to indicate a possible needed improvement.
(Example: The factory has a stockpile of part A.)
2. Ask “why” regarding the problem just described. (Example:
Why has the factory stockpiled part A?)
3. Follow the arrow down to the next row of boxes and
describe the current conditions as an answer to the
above question. (Example: The people who receive part
A from the subcontractor store those parts here.)
4. Ask “why” again regarding the conditions just described.
(Example: “Why do those people store those parts here?”)
Repeat this pattern until you have asked “why” at least
five times.
5. When you reach the final “why,” start thinking about “how,”
that is, how to make an improvement that will correct the
root cause uncovered by the series of “why” questions.
JIT Forms ◾ 745
Why No. 3:
Current status: Current status:Two workpieces gotprocessed at once.
Current status:
Current status:
Why No. 2:Why did the dimensionaldefect occur?
Current status:Line stopped whendimensional defect wasfound in processed item
Why No. 1: (analysis)Why did the line stopoccur?
Improvement target:Line stops
Why No. 3:Why did two workpiecesget processed at once?
Current status:
Why No. 2 orimprovement proposal(HOW):
Why No. 2 orimprovement proposal(HOW):
Current status: Current status: Current status:
Why No. 3:
5W1H SHEET
Figure 16.24 Example of a 5W1H Sheet.
746 ◾ JIT Implementation Manual: Volume 6
Why No. 3:
Current status: Current status: Current status:
Current status:
Why No. 2:
Current status:
Why No. 1: (analysis)
Improvement target:
Why No. 3:
Current status:
Why No. 2 orimprovement proposal(HOW):
Why No. 2 orimprovement proposal(HOW):
Why No. 3:
5W1H SHEET
Current status: Current status: Current status:
Current status:
Why No. 4:
Current status:Current status:
Improvement proposal:
Improvement proposal: Improvement proposal: Improvement proposal:
Why No. 4:
Figure 16.25 5W1H Sheet.
JIT Forms ◾ 747
5S-Related Forms
5S Checklist (for Factories)
Application
We use this checklist (see Figures 16.26 and 16.27) to note
how well the 5S’s are being maintained in factories. We can
also use this same checklist for checking 5S conditions at
other factories, such as subcontractor factories.
Main sections of form:
1. Location. Distinguish between three types of general
locations: outdoors, clerical, and factory.
2. Year and month. Enter which year and month during
which the check-up is being done. If there are weekly
checks, enter them in the columns below and add up a
total figure under the “T” column.
748 ◾ JIT Implementation Manual: Volume 6
Are there any unneeded items?
Outdoors (overall)
Areas for: parking, pallets, temporary materials storage,delivered goods reception, trash processing, and boxes
Have white and yellow lines been laid down?
Are traffic signs being used?
Are there any exposed wires or pipes?
Are ashtrays, trash cans, gardens, entrance areas, windows, and paths kept clean? Are signboards, copy machines, and pathways arranged properly?
Have fire-extinguishing equipment and emergency exits been established?
Are the walls dirty?
Is the area dusty?
Is the area decorated with fresh flowers?
Are there unneeded work utensils or other items on desks?
Are there unnecessary piles of paper on or in the desks?
Is anything being kept under the desk?
Is there a clearly defined area to store supplies?
Does the phone ring more than three times beforebeing picked up?
Do people sit with straight backs?
in the lockers?
Factory: Takai plant
Checked by: Nishiro Kaibe
Are storage areas clearly determined? Have paths been clearly defined?
Are outdoor areas kept clean? Are there any unneeded items? Have temporary storage areas been clearly defined? Are office areas being kept clean?
Offices
Cler
ical
(ove
rall)
O
utdo
ors
(ove
rall)
Location Check item Check description
Scoring: 3 = Very good
Year and month:
2 = Good 0 = Not good 1 = OK
5S Checklist (for factories)
0
1
0 0
0 0 0
0 0 0
0
1
2 3
2
2
3
1
4 5
2
2
3 0 0
2
4
4
T
6
1 3 3 1 1 9
1 3 3 1 1 9
1 1 1 1 1 5
2 3 3 2 2 12
2 3 3 2 2 12
2 3 3 2 2 12
2 2 2 2 2 10
2 2 2 2 2 10
1 2 2 1 1 7 1 3 3 1 1 9
1 1 1 1 1 5
1 1 1 1 1 5
0 1 1 0 0 2
0 1 1 0 0 2
1 2 2 8
Figure 16.26 Example of 5S Checklist.
JIT Forms ◾ 749
Are there any unneededitems? Outdoors (overall)
Areas for: parking, pallets, temporary materials storage,delivered goods reception, trash processing, and boxes
Have white and yellow lines been laid down?
Are traffic signs being used?
Are there any exposed wires or pipes?
Are ashtrays, trash cans, gardens, entrance areas,windows, and paths kept clean? Are signboards, copy machines, and pathwaysarranged properly?Have fire-extinguishing equipment and emergencyexits been established?
Are the walls dirty?
Is the area dusty?
Is the area decorated with fresh flowers?
Are there unneeded work utensils or other items ondesks?
Are there unnecessary piles of paper on or in the desks?
Is anything being kept under the desk?
Is there a clearly defined area to store supplies?
Does the phone ring more than three times beforebeing picked up?
Do people sit with straight backs?
Are there unneeded articles in the lockers?
Do the lockers have designated compartments fornecessary items?
Do trash cans or chairs block the walkways?
Do desks have ashtrays or are there ashes on the floor?
Are there any unnecessary items?
Do tables, desks, and chairs have designated locations?
Do desks have ashtrays or are there ashes on the floor?Are there any unneeded signs on the wall?Are the names of meeting participants displayedsomewhere?
Are there any unneeded items?
Are soap and paper towel dispensers kept stocked?
Are the floor and sink areas kept clean?
Is there any graffiti in the stalls?
Factory:
Checked by:
Are storage areas clearlydetermined?Have paths been clearlydefined?
Are outdoor areas keptclean?Are there any unneededitems?Have temporary storageareas been clearly defined?Are office areas beingkept clean?
Offices
Meeting rooms
Restrooms
Cler
ical
(ove
rall)
Out
door
s (o
vera
ll)
Location Check item Check description
Scoring: 3 = Very good
Year and month:
2 = Good0 = Not good1 = OK
5S Checklist(for factories)
Figure 16.27 5S Checklist (for Factories).
750 ◾ JIT Implementation Manual: Volume 6
5S Checklist (for Workshops) and 5S Radar Chart
Application
This is the workshop-specific version of the 5S checklist,
which can be used to gather data and scores for “5S contests”
among the workshops or different clerical sections (see Figures
16.28 to 16.31).
Main sections of form:
1. The 5S’s. Questions are asked specifically about each of
the 5S’s: seiri (proper arrangement), seiton (orderliness),
seiso (cleanliness), seiketsu (cleaned up), and shitsuke (discipline).
2. Scoring. Workshop conditions are scored on a scale of
0 to 5 as follows:
a. 0: Very bad
b. l: Bad
c. 2: OK
d. 3: Good
e. 4: Very good
JIT Forms ◾ 751
Have regulations for disposal of unneeded
Do documents and office supplies havetheir owner’s names on them?
Are display boards well organized?
Have regulations been establishedregarding unnedded items?
Does the inventory or in-process inventoryinclude any unneeded materials or parts?
Machines or other
tools, dies, or
ve been marked
left behind any
Large areas markedand addresses?
boards showing
minimum allowable
markers used toand storage areas?
nt)
5S Checklist(for offices)
5S Checklist(for workshops)
Office name:
Score:
Scored by:
Previous score: Date:
Score
Workshop name:
Score:
Scored by:
Previous score: Date:
Score
DescriptionCheck itemNo.5S
DescriptionCheck itemNo.5S
Seir
i (pr
oper
arr
angm
ent)
Seito
n (o
rder
lines
s)
1 Unneeded items in lockers?
Unneeded items on or in individualdesks?
Are there unneeded items such as booksand charts cluttering up the lockers?Are individual’s desktops and desk drawerscluttered up with unneeded papers, etc.Are unneeded documents, officesupplies, etc. easy to spot?
Are unneeded items clearlyindicated?
Are lockers and office suppliesmarked
1 Unneeded materials or parts?
d more rationally returning them?
2
3
4
5
6
7
8
9
0 1 2 3 4
0 1 2 3 4
5S Radar ChartWorkshop name:
Date:1S(seiri or properarrangement)
2S(seiton or
orderliness)
3S(seiso or
cleanliness)
4S(seiketsu orcleaned up)
1008060
Gra
ph
Score
Month
4020
5S(shitsuke ordiscipline)
Figure 16.28 Sample 5S Chart.
752 ◾ JIT Implementation Manual: Volume 6
Does the inventory or in-process inventoryinclude any unneeded materials or parts?
Are there any unused machines or otherequipment around?
Are there any unused jigs, tools, dies, orsimilar items around?
Is it obvious which items have been markedas unnecessary?
Has establishing the 5S’s left behind anyuseless standards?
Are shelves and other storage areas markedwith location indicators and addresses?
Do the shelves have signboards showingwhich items go where?
Are the maximum and minimum allowablequantities indicated?
Are white lines or other markers used toclearly indicate walkways and storage areas?
Are jigs and tools arranged more rationallyto facilitate picking them up and returning them?
Are floors kept shiny and clean?
Are the machines wiped clean often?
Do operators clean their machines whilechecking them?
Is there a person responsible for overseeingcleaning operations?
Do operators habitually sweep floors andwipe equipment without being told?
Is the room ventilated well enough to be clearof heavy dust and odors?
Is the angle and intensity of the lightingadequate for the work being done?
Are workers wearing dirty or oil-stainedwork clothes?
Instead of cleaning up messes, have peoplefound ways to avoid making messes?
Are the first three S’s (seiri, seiton, and seiso)being maintained?
Do workers wear whatever they want?
Do people verbally acknowledge eachother when they happen to meet?
Do people keep their appointments andtake their breaks on time?
Do people check with each other to confirmrules and correct procedures?
Does each worker take rules andregulations seriously?
Seir
i (pr
oper
arr
ange
men
t)Se
iton
(ord
erlin
ess)
Seis
o (c
lean
lines
s)Se
iket
su (c
lean
ed u
p)Sh
itsuk
e (d
isci
plin
e)
5S Checklist(for workshops)
Workshop name: Scored by:
Previous score:Score: Date:
ScoreDescriptionCheck itemNo.5S
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Unneeded materials or parts?
Unneeded machines or other equipment?
Unneeded jigs, tools, or dies?
Have unneeded items been marked?
Unneeded standards?
Are there location indicators?
Are there item indicators?
Are there quantity indicators?
Demarcation of walkways andin-process inventory areas?
Have improvements been made tofacilitate jig and tool handling?
0 1 2 3 4
Overall Check for variation in scoring (note how many times)
Do people obey rules and regulations?
Do people casually review rules andregulations when they happen to meet?
Are people punctual about their breaktimes and meeting times?
Do people greet each other in the morn-ing and say goodbye in the evening?
Do workers have uniforms?
Have rules been established formaintaining the first three S’s?
Have improvements been made toprevent things from getting dirty?
Are work clothes clean?
Have specific cleaning tasks beenassigned?
Is equipment inspection combined withequipment maintenance?
Are machines covered with shavingsand oil?
Trash, water, or oil on floors?
Is there proper lighting?
Is there proper ventilation?
Has cleanliness become a habit?
Figure 16.29 5S Checklist (for Workshops).
JIT Forms ◾ 753
Are there unneeded items such as booksand charts cluttering up the lockers?
Are individual’s desktops and desk drawerscluttered up with unneeded papers, etc.
Are unneeded documents, office supplies,etc. easy to spot?
Have regulations for disposal of unneededitems been set?
Are notices (concerning recreational activ-ities, etc.) kept clean and displayed neatly?
Are lockers and office supplies markedwith location indicators?
Are such items marked with names tomake identification easy?
Are documents and office supplies arrangedso they are easy to pick up and put back?
Do documents and utensils have specifiedstorage places and are they kept there?
Are floors kept clean?
Are windows and shelves dusted andcleaned regularly?
Is there a person responsible foroverseeing cleaning operations?
Do trash cans always get emptiedbefore they overflow?
Do workers habitually sweep floors andwipe up dirt without being told?
Is the room ventilated well enough tobe clear of duct and cigarette smoke?
Is the angle and intensity of the lightingadequate for the work being done?
Are workers wearing dirty work clothes?
Do the lighting, color design, and vent-ilation give a fresh atmosphere to the office?
Are the first threes S’s (seiri, seiton, andseiso) being maintained?
Do workers wear whatever they want?
Do people verbally acknowledge eachother when they happen to meet?
Do people keep their appointments andtake their breaks on time?
Do they get to the point and makethemselves understood?
Does each worker take rules andregulations seriously?
Seir
i (pr
oper
arr
ange
men
t)Se
iton
(ord
erlin
ess)
Seis
o (c
lean
lines
s)Se
iket
su (c
lean
ed u
p)Sh
itsuk
e (d
isci
plin
e)5S Checklist(for offices)
Offices name: Scored by:
Previous score:Score: Date:
ScoreDescriptionCheck itemNo.5S
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Unneeded items in lockers?
Unneeded items on or in individual desks?
Are unneeded items clearly indicated?
Have regulations been establishedregarding unneeded items?
Are display boards well organized?
Are lockers and office supplies marked?
Do documents and office supplies havetheir owner’s names on them?
Are documents and office supplies easyto use?
Are documents and office supplies keptwhere they are supposed to be kept?
Are walkways and wall notices shownclearly?
0 1 2 3 4
Overall Check for variation in scoring (note how many times)
Do people obey rules and regulations?
Are people courteous and conciseon the telephone?
Are people punctual about theirbreak and meeting times?
Do people greet each other in themorning and say goodbye in the evening?
Do workers have uniforms?
Have rules been established formaintaining the first three S’s?
Does the office give the impressionof shining cleanliness at first sight?
Are work clothes clean?
Are trash cans allowed to overflow?
Have specific cleaning tasks beenassigned?
Are windows and shelves dusty?
Trash or paper scraps on floors?
Is there proper lighting?
Is there proper ventilation?
Has cleanliness become a habit?
Figure 16.30 5S Checklist (for Offices).
754 ◾ JIT Implementation Manual: Volume 6
5S Radar ChartWorkshop name:
Date:1S(seiri or properarrangement)
2S(seiton or
orderliness)
3S(seiso or
cleanliness)
4S(seiketsu orcleaned up)
1008060
Gra
ph
Score
Month
4020
5S(shitsuke ordiscipline)
Figure 16.31 5S Radar Chart.
JIT Forms ◾ 755
5S Memos
Application
5S memos are filled out by 5S patrols that tour the workshops
and look for violations of 5S standards (see Figures 16.32 and
16.33). The patrols should take a photograph of the situation
and attach a copy to the 5S memo describing the problem.
After an improvement has been made to rectify the situation,
an “after improvement” photo should also be taken for com-
parison and attached to the memo.
Main sections of form:
1. Description of problem. Point out the nature of the 5S
violation.
2. Implementation of improvement. Describe the point of
the improvement.
756 ◾ JIT Implementation Manual: Volume 6
Confirmation date:Confirmed by:
Confirmation of improvement
Implemented by:
Implementation of improvement
Description of problem
Attach photo here
Implementation date:
Figure 16.32 Example of 5S Memo.
JIT Forms ◾ 757
Confirmation date:Confirmed by:
Implemented by:
Implementation of improvement
Description of problem
Attach photo hereAttach photo here
Implementation date:Confirmation of improvement
Confirmation date:Confirmed by:
Implemented by:
Implementation of improvement
Description of problem
Implementation date:Confirmation of improvement
Figure 16.33 5S Memo.
758 ◾ JIT Implementation Manual: Volume 6
Red Tags
Application
Red tags (Afakuda), such as the one shown in Figures 16.34
and 16.35, are used in the 5S program’s “red tag strategy.” The
point is to clearly mark unneeded items among the inventory,
machines, and other tools and equipment.
Main sections of form:
1. Category. This is the category of the item marked with
the red tag.
2. Manufacturing number. This number should be shown
conspicuously and can be the lot number, manufacturing
number, or other identifying number.
3. Reason. All red tags should identify a reason why the
item was red-tagged.
4. Disposal method. The disposal method (or person to ask
regarding disposal) should also be noted on each red tag.
JIT Forms ◾ 759
Other
Discard Disposalcompleted(signature)
Value $UnitsQuantity
Reason
ManufacturingNo.
Item name
Category
Disposal date:Posting date:Today’s date:
Red tag �le number
Disposal method:
Disposal by: Department/Division/Section
ReturnMove to red tag storage siteMove to separate storage site
5.4.3.2.1.
Use known
Not neededDefectiveNot needed soonScrap material
5.4.3.2.1.
4. Product3. Semi�nished product2. In-process inventory1. Raw material
8. Other7. Tool or �xture6. Die or jig
5. Manufacturing equipment
Other6.
Figure 16.34 Example of Red Tag.
760 ◾ JIT Implementation Manual: Volume 6
Other
Discard Disposalcompleted(signature)
Value $UnitsQuantity
Reason
ManufacturingNo.
Item name
Category
Disposal date:Posting date:Today’s date:
Red tag �le number
Disposal method:
Disposal by: Department/Division/Section
ReturnMove to red tag storage siteMove to separate storage site
5.4.3.2.1.
Use known
Not neededDefectiveNot needed soonScrap material
5.4.3.2.1.
Parts
EquipmentJigs and toolsMeasuring instrumentsMaterials
5.4.
In-process inventory6.
3.2.1.
Paper, pens, etc.
Quasi productsFinished productsQuasi materialsO�ce products
11.10.
9.8.7.
Other6.
Figure 16.35 Red Tag.
JIT Forms ◾ 761
Red Tag Campaign Reports
Application
List the results of the red tag (Afakuda) campaign on this report
under the categories of inventory, equipment dies/jigs/tools,
and space considerations (see Figures 16.36 and 16.37).
Main sections of form:
1. Target. The type of item to which red tags were attached.
2. Main items. The main specific items to which red tags
were attached.
3. Number of red tags. Indicate the total number of red
tags used.
4. Number of disposed items. Indicate the number of items
that have been disposed of so far.
5. Value. Indicate the cash value of the disposed items.
762 ◾ JIT Implementation Manual: Volume 6
Other
File locker
Space(Factory name) (Space name) (Person in charge) (m2)
Tools,jigs & dies
Equipment
Materials
Inve
ntor
yParts
Products
Target Main items No. of red tags
Red Tag Campaign ReportDate:
Department: (signature of person responsible)
To:
No. ofdisposed items Value
Figure 16.36 Example of Red Tag Campaign Report.
JIT Forms ◾ 763
Other
File locker
Space(Factory name) (Space name) (Person in charge) (m2)
Tools,jigs & dies
Equipment
Materials
Inve
ntor
y
Parts
Products
Target Main items No. of red tags
Red Tag Campaign ReportDate:
Department: (signature of person responsible)
To:
No. ofdisposed items Value
Figure 16.37 Red Tag Campaign Report.
764 ◾ JIT Implementation Manual: Volume 6
Lists of Unneeded Inventory and Equipment
Application
All red-tagged inventory items should be listed on the
“Unneeded Inventory List” and all red-tagged equipment
units on the “Unneeded Equipment List.” Note the disposal
category and cash value for each item on either list (see
Figures 16.38 to 16.40).
Main sections of form:
1. Unneeded Inventory List.
a. Code. Item code.
b. Disposal category. Indicate whether the item has been
disposed of and, if so, by which method.
c. Supply category. Indicate whether the item was sup-
plied and, if so, whether it was paid for.
2. Unneeded Equipment List.
a. Asset Number. Give the asset number from the listed
equipment unit’s procurement order.
b. Transaction date. The date when the listed equipment
unit was purchased.
c. Depreciation to date. Indicate the total depreciation
value to date.
JIT Forms ◾ 765
Measures and improvement points:
Other
File locker
Space(Factory name) (Space name) (Person in charge) (m2)
Tools,jigs & dies
Equipment
Materials
Inve
ntor
y
Parts
Products
Target Main items No. of red tags
Red Tag Campaign ReportDate:
Department: (signature of person responsible)
To:
Total value of unneeded items
No. ofdisposed items Value
Item Code Quantity
Unneeded Inventory List
Unitvalue
Value Disposalcategory
Supplycategory
Comments
Date:Division
Figure 16.38 Example of Unneeded Inventory List and Red Tag
Campaign Report.
766 ◾ JIT Implementation Manual: Volume 6
Total value of unneeded items Depreciation valueOther
Measures and improvement points:
Item Code Quantity
Unneeded Inventory List
Unitvalue
Value Disposalcategory
Supplycategory
Comments
Date:Division
Figure 16.39 Unneeded Inventory List.
JIT Forms ◾ 767
Response and improvement points
Total value of unneeded items
Unneeded Equipment ListDivision:
Item AssetNo. Quantity Unit
valueTransaction
priceTransaction
date
Depre-ciationto date
Bookvalue Location Comments
Date
Figure 16.40 Unneeded Equipment List.
768 ◾ JIT Implementation Manual: Volume 6
Cleaning Checklist
Application
Workshop supervisors or cleanup inspection patrols can use
this checklist to check how well cleaning tasks are being inte-
grated with the daily maintenance tasks performed by equip-
ment operators. As such, this checklist is a tool for company-wide
maintenance activities (see Figures 16.41 and 16.42).
Main sections of form:
1. Month. Enter the current month (the year also, if neces-
sary).
2. Cleaning check points. Draw a diagram of each workshop
showing the equipment to be cleaned; have all important
cleaning points marked with circled numbers. These will
be the cleaning check points for cleaning inspectors.
3. Date and day of week. Note the date and the day of the
week in which each inspection is done.
4. Inspector. Whoever is conducting the inspection should
sign or initial this column.
5. (1), (2), (3), etc. The cleaning inspector checks off the box
under each check point number as he or she inspects
that check point and finds it clean.
JIT Forms ◾ 769
Workshop name
CLEANLINESS INSPECTION CHECKLIST
Cleanliness Inspection Points
MB01
Mfg. Dept. 2, Shop No. 1
Machine name
Inspect
Dat
e
Drilling line Month November
(1) Daily cleaning (2) Drill section: Clean dripping oil and add more oil if needed.
(3) Check pneumatic cylinder section:If needed, pour one-half cup of turbineoil (ISOVG 32) into the oiler section.Check daily, oil once a month.
MB02
1
1(T)
2(W)
3(Th)
4(F)
5(Sa)
6(Su)
7(M)
8(T)
9(W)
10(Th)
11(F)
2 3 4 5 6 7
Figure 16.41 Example of Cleaning Checklist.
770 ◾ JIT Implementation Manual: Volume 6
Cleaning Inspection Points
CLEANING CHECKLIST
Workshop name
Machine name Month
Inspect
Dat
e
1 ( )
2 ( )
3 ( )
4 ( )
5 ( )
6 ( )
7 ( )
8 ( )
9 ( )
10 ( )
11 ( )
12 ( )
13 ( )
14 ( )
15 ( )
16 ( )
17 ( )
18 ( )
19 ( )
20 ( )
21 ( )
22 ( )
23 ( )
24 ( )
25 ( )
26 ( )
27 ( )
Figure 16.42 Cleaning Checklist.
JIT Forms ◾ 771
Five-Point Checklist to Assess Cleaned-Up Status
Application
To help maintain cleaned-up conditions, we can use this five-
point checklist to rate the level of thoroughness in maintaining
the first three “S’s” (seiri or proper arrangement, seiton or order-
liness, and seiso or cleanliness) for each workshop or process
(see Figures 16.43 to 16.46).
772 ◾ JIT Implementation Manual: Volume 6
Needed and unneeded items are mixed together inthe workshop.
Description Points 21 3 4 5
Can’t tell what things belong where and in whatamount.
Can’t tell what things belong where and in whatamount.
Can basically tell what things belong where andin what amount.
Can basically tell what things belong where andin what amount.
Workshop is using only place indicators anditem indicators.
Workshop is using only place indicators andjig/tool indicators.Measures have been taken to make item placementmore visible (color coding, outlining, etc.)Jigs and tools have been streamlined by combiningfunctions, etc.
Workshop is using place and item indicators andoutlining to make item organization visible.Input and output from workshop are clearly indica-ted and amount indicators are also being used.
Description Points 1 2 3 4 5
Description Points 1 2 3 4 5
(1) 5-point check for proper arrangement
(2) 5-point check for orderliness (warehouse and in-process inventory)
(3) 5-point check for orderliness (for jigs and tools)
Needed and unneeded items are basically separated.
It is easy to see what is not needed.
All unneeded items are kept somewhere away fromthe workshop.All completely unnecessary items have beendisposed of.
Figure 16.43 5-Point Checks for Proper Arrangement.
Workshop is left dirty for a long time.
Description Points 1 2 3 4 5
(4) 5-point check for cleanliness
Workers clean up the workshop occasionally.
Workers clean up the workshop daily.
Daily cleaning tasks and maintenance havebeen integrated.
Workers have devised ways to prevent messes.
Figure 16.44 5-Point Check for Cleanliness.
JIT Forms ◾ 773
Line A: operation at process 1 1
2
3
4
5
6
Process and check point PrevioustotalTotalCleanlinessOrderlinessProper
Arrangement
First assembly div. Factory name: Division:
Yamaguchi Entered by:
1 of 1 Page: Date:
No.
5-point“Cleaned-Up Checklist”
Line A: operation at process 2
Line A: operation at process 3
Line A: operation at process 4
Line A: operation at process 5
Line A: operation at process 6
Line A: overall (average total)
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
7
8
6
7
10
12
54 1 2 3 4 5 2.8
1 2 3 4 5 2.8
6
6
5
7
6
8
38 1 2 3 4 5 2.8
Figure 16.45 Example of 5-Point Cleaned-Up Checklist.
774 ◾ JIT Implementation Manual: Volume 6
Process and check point PrevioustotalTotalCleanlinessOrderlinessProper
Arrangement
Factory name: Division:
Entered by: Page:Date:
No.
5-Point“Cleaned-Up Checklist”
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Figure 16.46 5-Point Cleaned-Up Checklist.
JIT Forms ◾ 775
Display Boards
Application
Display boards provide clear indications of where things,
such as in-process inventory and parts supplies, should be
kept (see Figures 16.47 and 16.48).
Main sections of form:
1. Temporary storage area. The display board should indi-
cate the location of the temporary storage site.
2. Amount of stock. Indicate both the maximum and the
minimum amount to be stored at this site.
3. Capacity. Enter the capacity per container (bag, box, or
whatever).
4. Previous process and next process. Write the names of
the previous process (or company) and the next process
(or company).
5. Address. If the storage site includes location indicators
and addresses, such as is done for storage shelves, enter
the address information here.
Row Column Number
AddressPerson in charge
Previous process Next process
50
Capacity
BagBox
Pallet
BagBox
Pallet
Maximum
Amount of stock
A3-01-05Temporary
storage area
Minimum
300500
D. Lennon
Figure 16.47 Example of Display Board.
776 ◾ JIT Implementation Manual: Volume 6
Row Column Number
AddressPerson in charge
Previous process Next process
Capacity
Bag
Box
Pallet
Bag
Box
Pallet
Maximum
Amount of stock
Temporarystorage area
Minimum
Figure 16.48 Display Board.
JIT Forms ◾ 777
Engineering-Related Forms
P-Q Analysis Lists and P-Q Analysis Charts
Application
We use product-quantity (P-Q) analysis lists and charts (see
Figures 16.49 to 16.52) to estimate the output quantities of
each type of product or finished component. This informa-
tion can be useful when redesigning the equipment layout to
facilitate flow production.
Main sections of form:
1. P-Q analysis list
a. Analysis period. Enter the start and end dates of the
analysis.
b. Item name (or number). Enter the name or number of
the item being analyzed. Start with items being output
in the largest quantities.
c. Total. Enter totals starting with the largest figures.
d. Percentage. Give the percentage of that item within
the total for all items.
e. Total percentage. Give the percentage of that item
and all previously listed items within the overall total
quantity.
f. Management category. Show which product category
each item falls under.
2. P-Q analysis chart
a. Leftmost column. Enter quantities in this column.
b. Part name. Enter each part’s quantity, with largest at
left, to make a bar graph.
c. Percentage. Enter the cumulative percentage points
and connect the points to make a line graph.
778 ◾ JIT Implementation Manual: Volume 6
1
No. Item (part number) Quantity
15,900
12,500
11,700
9,450
9,400
9,000
15,900
28,400
40,100
49,550
58,950
67,950
17.5
13.7
12.9
10.4
10.3
9.9
17.5
31.2
44.1
54.5
64.8
79.7
Total
Analysis by: J. Smith Date: 11/16/89
10/1/89 to10/31/89Analysis period:
Total %A B C
Management category%
P-Q Analysis List
2
3
4
5
6
RA1103
RB0121
RC1631
RD1911
RE0314
RF1213
Figure 16.49 Example of P-Q Analysis List.
JIT Forms ◾ 779
20,000
Total: 90,940 units
15,000
54.5% (49,550)
74.7% (67,950)
82.4% (75,000)
10,000
5,000
Quantity (Q)
P-Q Analysis Chart Creation date: Creation by:
11/16/89
J. SmithR-x related items
Part (P) RA
15,90
0 12
,500
11,70
09,4
509,4
009,0
007,0
50
6,850
3,2
00
1,550
1,4
50
900
850
1,140
RB RC RD RE RF RG RH RI RJ RK RL RM RM & others
100%
90
80
70
60
50
40
30
20
10
Total
Empt
y
Figure 16.50 Example of P-Q Analysis Chart.
780 ◾ JIT Implementation Manual: Volume 6
P-Q Analysis ListAnalysis by: Date:
Analysis period:
No. Item (part number) Quantity Total Total %A B C
Management category%
Figure 16.51 P-Q Analysis List.
JIT Forms ◾ 781
Quantity (Q)
P-Q Analysis ChartCreation date:Creation by:
Part (P)
100%
90
80
70
60
50
40
30
20
10
Total
Empt
y
Figure 16.52 P-Q Analysis Chart.
782 ◾ JIT Implementation Manual: Volume 6
Process Route Diagrams
Application
Process route diagrams illustrate the production flow for each
type of workpiece and clarify the relationship between work-
pieces and machines (see Figures 16.53 and 16.54). They can
therefore be used to get ideas for in-line equipment layout
conducive to flow production. They are especially effective
for processes that handle various types of workpieces and for
designing G-T production lines.
Main sections of form and procedure for filling out form:
1. Enter the names of all of the processes and the numbers
of the machines across the top of the columns.
2. Enter the names of the parts.
3. Enter circled numbers to indicate the machine numbers
used for each part and draw lines to connect the circled
numbers.
4. Find out if any of the parts use the same sequence of
machines, and use those matching process routes when
designing an in-line equipment layout.
JIT Forms ◾ 783
Process Route Diagram
No.1 1
M1
Cutting Drilling Punching Punching Press Press Press Bending Bending Bending
M2 M3 M4 M5 M6 M7 M8 M9 M10
12
3
4
5
110931 (side board)
130106 (side board)
161137 (side board)
1316171 (top board)
1315021 (top board)
Item
Process nameMachine no.
Factory:Tokai Plant
Entered by:Shin’ichi Yamagawa
Date:January 10, 1989
1
1
1
3
2
2 4 5 6
3 4
2 3 4
2
2
3
3
4 5 6
4 5
Figure 16.53 Example of Process Route Diagram.
784 ◾ JIT Implementation Manual: Volume 6
Process Route Diagram
No.Item
Process nameMachine no.
Factory: Entered by: Date:
Figure 16.54 Process Route Diagram.
JIT Forms ◾ 785
Line Balance Analysis Charts
Application
These charts help clarify the balance of work on the assem-
bly line so that the balance can be improved to enable a
smoother flow of goods with less line balance loss (see
Figures 16.55 and 16.56).
Main sections of form:
1. Top section. Enter such factors as conveyor speed
(COV. S), standard time (ST), and pitch time (PT).
2. Process name. Enter the process names in order from
the left.
3. Operation time analysis. Clock the net operation time for
each process and enter the figure in the “Time” column.
4. Process time. Plot the time for each process in the bar
graph section.
5. Line balance efficiency ratio and loss ratio. Calculate and
enter the line balance efficiency ratio and loss ratio.
6. Identify bottleneck processes and improve line balance. Use the chart to find out which processes have bottle-
necks, analyze the operations at those processes, then
move some of the work to the previous and/or next pro-
cess to improve the line balance.
7. After the line balancing improvement has been made
and tried out, conduct another line balance analysis to
confirm the results.
786 ◾ JIT Implementation Manual: Volume 6
Total processing timeNumber of workers
Total of worker operations timesPitch time × number of workers
Linebalance
e�ciency=
Product name:PCB-01-03
Line Balance Analysis Chart
Line name:Line A
COV.S s/m By:Yamagawa
Conveyance workers:8
Relief workers:
Date:November 16, 1988
Lot size: Units per day: ST (m)/unit
Operating time:480 seconds
Proc
ess
tim
es
Conveyor No.: Item processinginterval:
Pitch time:
Pitch time = =
Line balance loss
= 100 – line balance e�ciency
= 32%
110100
908070605040302010
60’’
Inse
rt 1
Inse
rt 2
Inse
rt 3
Inse
rt 4
Insp
ectio
n
Sold
erin
g
Insp
ectio
n
Ass
embl
y72 56 75 82 57 69 52
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Time
NO
Processname
Pitch = 96 secondsTotal pitch = 768 seconds
Net time: 523 seconds
× 100
68%
300 300
Figure 16.55 Example of Line Balance Analysis Chart.
JIT Forms ◾ 787
Total processing timeNumber of workers
Total of worker operations timesPitch time × number of workers
× 100 =Line
balancee�ciency
=
Product name:
Line Balance Analysis Chart
Line name: COV.S s/m By:
Conveyance workers:
Relief workers:
Date:
Lot size: Units per day: ST (m)/unit
Operating time:
Proc
ess
tim
es
Conveyor No.: Item processinginterval:
Pitch time:
Pitch time = =
Line balance loss =
100 – line balance e�ciency =
Time
NO
Processname
Figure 16.56 Line Balance Analysis Chart.
788 ◾ JIT Implementation Manual: Volume 6
Cooperative Operation Confirmation Chart
Application
This chart is used to confirm the passing of work on assem-
bly lines in order to establish a baton touch zone for coopera-
tive operations. As such, the chart helps eliminate omission
of operations (see Figures 16.57 and 16.58) and other causes
of defects.
Main sections of form:
1. Process number. The operators call out these numbers as
they pass work along.
2. Operation name. Write the name of the operation being
passed. Be sure to make detailed divisions of work in
the cooperative operations zones.
3. Operator name. Write the names of the assembly line
workers in the vertical rows at the left of the chart.
4. Cooperative operation columns. Enter a circle by each
operator for each operation he or she handles. If the
operation overlaps between two operators, fill in the
circle. Make sure that operators practice the overlapped
operations to become proficient.
JIT Forms ◾ 789
No.1
Tucker Engle North Brown Meyer Kline Jones Black
2
3
4
5
11-1640-20
16-1311-31
19-2931-16
20-2131-16
14-1923-61
9 32-8136-24
8 27-2131-51
7 63-1416-41
6 36-3111-21
Parts input
Process No. 1 2 3 4 5 6 7 8Operator name
Factory: Chiba
Section: 1st Assembly Dpt., Line A
Product: PCB 1013
By: Yamagawa Date: 1/4/1989
Cooperative OperationCon�rmation Chart
Figure 16.57 Example of Cooperative Operation Confirmation Chart.
790 ◾ JIT Implementation Manual: Volume 6
No. Parts input
Process No.Operator name
Factory:
Section:
Product:
By: Date:Cooperative Operation
Confirmation Chart
Figure 16.58 Cooperative Operation Confirmation Chart.
JIT Forms ◾ 791
Delivery Company Evaluation Charts
Application
We use this chart to evaluate the delivery methods (loading
method, frequency of deliveries, transportation method, and
so forth) used by parts suppliers and other subcontractors. As
such, these charts (see Figures 16.59 and 16.60) provide valuable
information that can be used in planning improvements.
Main sections of form:
1. Main product. Enter the main product that is being
deliver ed by the company.
2. Loading method. Evaluate whether the current loading
method is conducive to product diversification.
a. 1 point: Lots containing identical items
b. 2 points: Mixed lots (various items mixed together as
a lot)
c. 3 points: Sequential mixed lots (mixed lots loaded in
the order the items will be used)
3. Frequency of deliveries. Evaluate whether their deliveries
are frequent enough to keep inventory levels down and
lead-times short.
a. 1 point: Once a month or less
b. 2 points: About once a week
c. 3 points: About once every three days
d. 4 points: Daily
e. 5 points: About twice a day
f. 6 points: About four times a day
g. 7 points: At least eight times a day
4. Transport routes. Evaluate whether their transport routes
are efficient enough to help hold down costs.
a. 1 point: Point-to-point deliveries
b. 2 points: Circuit deliveries
c. 3 points: Compound deliveries
5. Total points. Add up and enter the points given in 2, 3,
and 4 above.
792 ◾ JIT Implementation Manual: Volume 6
No.
1
2
3
4
5
M Company
Y Company
K Company
F Company
T Company
Resistors
A1 units
C materials
Packaging
Coils
Off
Lennon
Lennon
Off
Smith
Jones
Sandler
McTighe
Rosen
Amick
3
6
5
8
4
Company Main product
Manager (in-house)
Manager (delivery
company)
Loading method
Transport route To
tal Frequency of
deliveries
1 2 3 1 2 3 1 2 3 4 5 6 7
Factory:
Name/Dept. of evaluator: Anderson, Purchasing dept.
Tohoku Plant Date: November 16, 1988
Delivery Company Evaluation Chart
016x059.eps on Monday, March 23, 2009 11:52:20 AMFrom Ryan
s:Correx:March2009_Correx:PP9032:016x059.eps
Figure 16.59 Example of Delivery Company Evaluation Chart.
JIT Forms ◾ 793
No. Company Mainproduct
Manager(in-house)
Manager(delivery
company)
Loadingmethod
Transportroute To
talFrequency of
deliveries
1 2 3 1 2 3 1 2 34 5 6 7
Factory:
Name/Dept. of evaluator: Date:Delivery CompanyEvaluation Chart
Figure 16.60 Delivery Company Evaluation Chart.
794 ◾ JIT Implementation Manual: Volume 6
JIT Delivery Efficiency List
Application
We can use these lists (see Figures 16.61 and 16.62) to rank
parts suppliers and subcontractors on how well their deliveries
live up to the Just-In-Time concept.
Main sections of form:
1. Month. Enter the month during which the evaluation is
being made.
2. Main product. Enter the main product delivered by the
company.
3. Ranking. List the companies in order of highest to low-
est point-receivers.
4. Volume of orders. Enter the total amount of orders during
the month under evaluation.
5. Evaluation points. Use the following formula to calculate
the evaluation points for each company based on the
points calculated for the JIT delivery efficiency column.
Evaluation points = J + (a + b + c + d)
6. JIT delivery efficiency. Calculate the percentage and the
evaluation points as follows, based on the delivered
amounts prior to JIT delivery time J (a & b) and after JIT
delivery time J (c & d).
a. After obtaining the values for a, b, c, and d, enter them
in the header columns, as shown in Figure 16.61.
2 At least two days late
2 At least two days early
1 One day late
1 One day early
JIT delivery time(delivery time specified on order)
b a J c d
a: –1 dayb: –2 or more daysc: +1 dayd: +2 or more days
JIT Forms ◾ 795
b. Enter the amounts for J and a, b, c, and d, then calcu-
late the percentage shares of each.
c. Assign “weight” values to a, b, c, and d based on their
percentage shares, and enter these as evaluation points.
J = 1 a = −1 b = −2 c = −3 d = −4
Comments
Date:By:Month:
Department
Ordervolume
Evaluationpoints b (–2)
b:a:
d:c:
a (–1) c (–3) d (–4)J
Mainproduct Ra
nkCompany
JIT DeliveryEfficiency List
No.
1
2
3
JIT deliveryefficiency
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
Figure 16.61 Example of JIT Delivery Efficiency List.
796 ◾ JIT Implementation Manual: Volume 6
Comments
Date:By:Month:
Department
Ordervolume
Evaluationpoints b (–2)
b:a:
d:c:
a (–1) c (–3) d (–4)J
Mainproduct Ra
nkCompany
JIT DeliveryEfficiency List
No.
JIT deliveryefficiency
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
Figure 16.62 JIT Delivery Efficiency List.
JIT Forms ◾ 797
Multiple Skills Training Schedule
Application
This schedule is a tool for training workers in the multiple
skills needed for multi-process operations. It is the same as
that of the “Multiple Skills Map.” This training schedule is
also known as the “Multiple Skills Score Sheet” and can be
used in competitive games among trainees (see Figures 16.63
and 16.64).
Main sections of form:
1. Operator’s name. Enter the names of the operators being trained in multiple skills.
2. Process name. Enter the name of the target process for skills training.
3. Form completion method. Fill in the circles as shown below to indicate skill level. Enter the target dates for skill achievement as shown in Figure 16.63. For example, “8/20” means that the trainee should be able to handle the target process by August 20.
Prin
ting
Mou
ntin
g
Reflo
w
Clea
ning
Visu
al in
spec
tion
Corr
ectio
ns
Sold
erin
g
Pow
der c
oatin
g
Curin
g
Seal
ing
Exte
rnal
view
insp
.
Tie
bar c
ard
Elec
tric
al c
har.
Pack
agin
g
No.Operator
name
Processname
Process no.
Unable to do operation (LOSS)
Can generally do operation (TIE)
Can do operation well (WIN)
Factory name:HIC
By: Yamasaki
Date: 11/20/88
Foreman: YamasakiMultiple Skills
Training Schedule
1
2
3
4
5
6
Worker A
Worker B
Worker C
Worker D
Worker E
Worker F
5 wins7 losses2 ties
12 wins2 losses
6 wins7 losses1 ties
12 wins2 losses
4 wins7 losses3 ties
9 wins5 losses
7 wins5 losses2 ties
11 wins3 losses
3 wins11 losses
7 wins7 losses
3 wins10 losses1 ties
6 wins8 losses
Currentdate
(11/30/88)
Targetdate
(3/31/89)
1/31 1/31 12/31
12/30 12/30
12/301/312/28
1/31 1/31 2/28 3/31
Figure 16.63 Example of Multiple Skills Training Schedule.
798 ◾ JIT Implementation Manual: Volume 6
a. Empty circle: No experience
b. Half-filled circle: Can handle about 80 percent of tasks
c. Filled-in circle: Can handle all tasks within the cycle
time
No.Operator
name
Processname
Process no.
Unable to do operation (LOSS)
Can generally do operation (TIE)
Can do operation well (WIN)
Factory name:
By: Date:
Foreman:Multiple Skills
Training Schedule
Currentdate
Targetdate
Figure 16.64 Multiple Skills Training Schedule.
JIT Forms ◾ 799
Multiple Skills Achievement Chart
Application
This chart is another tool for promoting multiple skills
training (see Figures 16.65 and 16.66). It helps us gain a
grasp of each trainee’s current level of skills achievement
and can be used to gauge trainees’ progress during skills
training programs.
Main sections of form:
1. Operator’s name. Enter the name of the multiple skills
trainee.
2. Operation. Enter the name of the operation being taught
to the trainee.
3. Progress. Indicate the degree of progress toward the cur-
rent skill achievement goal.
4. OK. The chart should be OK’d by the workshop leader
once a month.
5. Form completion method. Indicate the progress in the
quarter-marked circles shown.
a. Empty circle: Completely unable to do operation
b. Quarter-filled circle: Able to do the operation if some-
one else does the set-up
c. Half-filled circle: Can generally do the operation, but
needs minor guidance
d. Three-quarters filled circle: Can do the operation well
except under unusual conditions
e. Filled circle: Can do the entire operation well
We can also use different colors to distinguish between
actual results and predictions, as shown:
f. White: Not a target
g. Black: Last year’s results
h. Shading: This year’s predicted results
i. Red: This year’s actual results
800 ◾ JIT Implementation Manual: Volume 6
Multiple Skills Score Sheet Period: Dec.–Jan. 1988
Evaluation criteria Color coding
Operator name
Processname Coater
1 Coater
2 DB PL MJ BP CD 50%
1 Section chief’s check
2 3 4 5 6
7 8 9 10 11 12
100%
Worker A
Worker B
Worker C
Worker D
Worker E
Worker F
Unable to do operation
Able to do the operation ifsomeone else does the set-up
Black..................................1987 results Red shading....................... Estimated
1988 results Red.....................................1988 results
Can generally do operation, needs minor guidance
Can do the operation well, except under unusual circumstances
Can do entire operation well
Manufacturing Dept. 1, Section 2
Progress
Figure 16.65 Example of Multiple Skills Score Sheet.
JIT Forms ◾ 801
Multiple SkillsAchievement
Chart
Evaluation criteria
OperatorNo.
Operation
50%
1 2 3 4
By:
Date:
OK5 6
7 8 9 10 11 12
100%
Unable to do operation
Able to do operation ifsomeone else does the set-upCan generally do operation,needs minor guidance
Can do operation well,except under unusualcircumstances
Can do entireoperation well
Progress Progress
Figure 16.66 Multiple Skills Achievement Chart.
802 ◾ JIT Implementation Manual: Volume 6
Production Management Boards
Application
Production management boards enable us to compare actual
production results with the daily production schedule on an
hourly basis, so that we can have early warning of schedul-
ing problems (see Figures 16.67 and 16.68).
Main sections of form:
1. Time. Usually the time unit is one hour. Some factories
may work better under a different time unit. Write the
hours as start and finish times, such as “9:00 to 10:00.”
2. Standard output/total. Enter the standard production
output and total for the standard model.
3. Date or model. Usually, the horizontal boxes are for
entering dates or the days of the week. Sometimes, the
model name and model-specific pitch time are entered
instead. [Example of date: 2/27 (Monday); Example of
model: A113 (63 seconds)]
4. Actual output/total. Enter the actual output results and
totals here.
5. Reason. If production lags behind schedule, enter the
reason, such as “missing part” or whatever.
JIT Forms ◾ 803
Reason
Tim
e
Peri
od:
Line
:
Proc
ess:
Ope
rati
on:
Prev
ious
pro
cess
:N
ext p
roce
ss:
By:
Stan
dard
no.
ope
rato
rs:
Cycl
e ti
me:
Prod
ucti
onM
anag
emen
tBo
ard
Actua
l
outp
ut
Standard
output
Tota
l
Tota
l
8–9
9–10
60 6012
060
118
2–3
3–4
4–5 Re
sult
sA
ctua
lto
tal
Di�
er.
in to
tals
Resp
onse
toab
norm
alit
ies
6036
560
365
6039
560
495
6058
58
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actu
al
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Figu
re 1
6.67
E
xam
ple
of
Pro
du
ctio
n M
anag
emen
t B
oar
d.
804 ◾ JIT Implementation Manual: Volume 6
Reason
Tim
e
Peri
od:
Line
:
Proc
ess:
Ope
rati
on:
Prev
ious
pro
cess
:N
ext p
roce
ss:
By:
Stan
dard
no.
ope
rato
rs:
Cycl
e ti
me:
Prod
ucti
onM
anag
emen
tBo
ard
Actua
l
outp
ut
Standard
output
Tota
l
Tota
l
Resu
lts
Act
ual
tota
lD
iffer
.in
tota
ls
Resp
onse
toab
norm
alit
ies
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Reason
Actu
al
outp
ut
Tota
l
Reason
Actua
l
outp
ut
Tota
l
Figu
re 1
6.68
P
rod
uct
ion
Man
agem
ent
Bo
ard
.
JIT Forms ◾ 805
Model and Operating Rate Trend Charts
Application
These charts (see Figures 16.69 and 16.70) help us understand
what needs to be done during changeover operations. The
model and operating rate trend chart shows how changing
models affects changes in the operating rate. It can also be
used to show the relationship between frequency of change-
overs and operating rates.
Main sections of form:
1. Model (or changeover frequency). Set monthly averages
for annual results and then select a month’s figure as a
sample. Enter the model changes (or changes in change-
over frequency) here.
2. Operating rate. Enter how the operating rate changes
when the model is changed or when the changeover
frequency is changed.
3. Chart area. Make a bar graph based on the data for
changes in model (or changeover frequency) and changes
in the operating rate.
806 ◾ JIT Implementation Manual: Volume 6
ProcessBoring (No. 2 Mfg.)Machine code
M11
Process managerYamagawa
Operator DateFujiyoshi 1/10/89
2.6 TimesDec 88Jan 88
Dec 88
Types52
Model Types20
Capacity utilization rateJan 88
Mod
el70
87%
52(2.6)
49%(56.3%)
60
50
40
30
20
10
Year
/m
onth
Capa
city
utili
zati
onM
odel
Model and Operating RateTrend Chart
56.3% %
100%
80
90
70
Capa
city
uti
lizat
ion
60
50
40
30
10
20
1
20
87
2
23
86
3
23
85
4
26
80
5
27
80
6
30
75
7
31
72
8
35
68
9
45
57
10
44
57
11
50
72
12
52
49
Figure 16.69 Example of Model and Operating Rate Trend Chart.
JIT Forms ◾ 807
Process
Machine code
Process manager
Operator Date
TimesModelModelYear/month
Year/month
Year/month
Year/monthOperating rate
Mod
elYe
ar/
mon
thCa
paci
tyut
iliza
tion
Mod
elModel and Operating RateTrend Chart
%
Model
% %
100%
80
90
70
Ope
rati
ng ra
te60
50
40
30
10
20
Figure 16.70 Model and Operating Rate Trend Chart.
808 ◾ JIT Implementation Manual: Volume 6
Public Changeover Timetables
Application
Once an improved pattern is devised for a certain prod-
uct model, the improvement team should perform a public
changeover. This table (see Figures 16.71 and 16.72) helps
make the improved operations and methods more explicit.
Main sections of form:
1. Model. Enter the name of the model being switched from
and the one being switched to.
2. Operator (timer). Enter the name of the changeover operator
and the name of the person who is timing the operator.
3. Time. Enter the time measurements in minutes and seconds.
4. Operations. For each operator, write on the form which
operations were done at which point along the vertical
time axis.
Public ChangeoverTimetable (1)
Operator Operator(timer)
Time
Process (code)No. 2 Mfg, No. 2 Print
Description of changeover Change colors on two rolls
Model AV1N400(600”)>MAGDP (400”)
Lennon (David) McTlghe (Naill) Rosen (Cheryl)
Entered by Sandler
Date 11/3/88
Figure 16.71 Example of Public Changeover Timetable.
JIT Forms ◾ 809
Public ChangeoverTimetable ( )
Operator Operator(timer)
Time
Process (code) Description of changeover
Model Entered by Date
Figure 16.72 Public Changeover Timetable.
810 ◾ JIT Implementation Manual: Volume 6
Changeover Improvement Lists
Application
These lists are for writing down more detailed improvement
ideas that develop from further study of results from change-
over work procedure analysis charts and other improvement-
related data (see Figures 16.73 and 16.74).
Main sections of form:
1. Description of changeover. Briefly describe the type of changeover.
2. Model. Enter the name of the model being switched from and the one being switched to.
3. Improvement items. Enter which items are in need of improvement.
4. Improvement topic. Use tables or diagrams to specifically describe the improvement being studied.
5. Person in charge. Enter the name of the improvement team leader.
6. Deadline. Enter the improvement deadline date. 7. Confirmation. Have the section chief or changeover team
leader confirm the improvement results.
Changeover Improvement List ( )
No. Items in needof improvement
Person in
charge
Target date
Confirm- ation Proposed improvement
1 Line up plate cylinder carts in U-shaped formation, and make this a rule
Make carts easier to move around
Jones 1/10
1/10
1/10
1/10
Jones
Jones
Jones
Use velcro tape to enable one-touch operation
Develop specialized carts, use stoppers and other jigs or tools to change internal changeover into external changeover
Place carts below pull-out rolls
2 Make wrapping paper tube placement a one- touch operation
3 Make plate cylinder replacement a one-worker job (currently two workers)
4 Disable backward motion of plate cylinder carts
Process (code) No. 2 Mfg, No. 2 Print
Description of changeover Change colors on two rolls
Model AV1N400 (600”)>MAGDP (400”)
Entered by Sandler
Date 11/3/88
Figure 16.73 Example of Changeover Improvement List.
JIT Forms ◾ 811
ChangeoverImprovement List ( )
No.Items in need
of improvement
Personin
charge
Targetdate
Confirm-ationProposed improvement
Process (code) Description of changeover
Model Entered by Date
Figure 16.74 Changeover Improvement List.
812 ◾ JIT Implementation Manual: Volume 6
Changeover Work Procedure Analysis Charts
Application
These charts (see Figures 16.75 and 16.76) are tools for change-
over improvements. We use them to analyze and elucidate
the contents of changeover operations and to gain a detailed
understanding of each specific task in those operations so
that we can more accurately eliminate the inherent waste.
Main sections of form:
1. Description of changeover. Briefly describe the type of
changeover.
2. Model. Enter the name of the model being switched from
and the one being switched to.
3. Operator (timer). Enter the name of the changeover
operator and the name of the person who is timing the
operator.
4. Changeover operation. Describe a specific task in the
changeover operation. Example: tighten fastening bolts
(4 bolts).
5. Read time. This is the time measurement that begins at
the start of the changeover operations.
6. Operation time. The operation times are taken from
the read time after the changeover operations are
performed.
7. Changeover categories. Note whether each changeover
task falls under the category of external changeover or
internal changeover.
8. Improvement plan. Describe the improvement plans
regarding specific changeover tasks.
JIT Forms ◾ 813
ChangeoverOperationsAnalysis Chart
No. Readtime
Improvementplan
Operationtime Internal External Waste
Changeover categories
1Make specialized cartfor picking up tools
Make specialized cartfor picking up lift sets
Remodel for boltlessdesign
2
3
Changeoveroperation
Go to pick up tools 1‘ 05” 1‘ 05”
3‘ 15” 2‘ 15”
5‘ 55” 2‘ 40”
8‘ 59” 3‘ 04”
Go to pick up lift set
Remove cover bolts (4)
Remove side bolts (6)4
Process (code)No. 3 Mfg, Press M13
Description of changeoverMold change and width adjustment
ModelMC377-01>CB211.02
39.7
Minutes
Operator (timer)Yamashima
Date 12/15/88
Figure 16.75 Example of Changeover Operations Analysis Chart (1).
814 ◾ JIT Implementation Manual: Volume 6
ChangeoverOperationsAnalysis Chart
No. Readtime
Improvementplan
Operationtime Internal External Waste
Changeover categoriesChangeoveroperation
Process (code) Description of changeover
Model
Minutes
Operator (timer) Date
Figure 16.76 Changeover Operations Analysis Charts.
JIT Forms ◾ 815
Changeover Results Table
Application
This table looks at actual changeover operations minute
by minute to help us get a better idea of how those opera-
tions proceed (see Figures 16.77 and 16.78).
Main sections of form:
1. Period. Enter the period during which the changeover
measurements were made.
2. Model. Enter the name of the model being switched from
and the one being switched to.
3. Operator. Enter the name of the changeover operator.
4. Changeover time. Enter measured changeover times as a
bar graph along the form’s horizontal time axis.
816 ◾ JIT Implementation Manual: Volume 6
ChangeoverResults Table (1)
Item
CV311–05
CA231–06 10/1
10/1
10/1
10/1
10/2
10/3
Jones 15’ 30”
20’ 10”
14’ 13”
25’ 54”
14’ 01”
18’ 24”
,,
,,
,,
,,
,,
Before AfterDate
Process name No. 3 Mfg, Press
Measurements by
Machine code M13-123
Period
OperatorChange-
overtime 10 20 30 40
Time (minutes)
CA231–06
VA921–04
VAR21–04
MC379–01
MC377–01
CB211–02
CB211–02
NA366–03
M366–03
2N11–01
Jones
10/1/88 to 12/1/88
Figure 16.77 Example of Changeover Results Table.
JIT Forms ◾ 817
ChangeoverResults Table ( )
Item
Before AfterDate
Process name Measurements by
Machine code Period
OperatorChange-
overtime 10 20 30 40
Time (minutes)
Figure 16.78 Changeover Results Table.
818 ◾ JIT Implementation Manual: Volume 6
5S Checklist for Changeover
Application
We use this list to check up on how well the 5S’s are being
maintained as a basic requirement for efficient changeover.
Main sections of form (see Figures 16.79 and 16.80):
1. Checker. Enter the name of the person checking the
changeover operation.
2. 5S check point. Enter the 5S check points for each machine
involved in the changeover operation.
3. Check column. Enter the month and date of the check,
the checker’s initials, and the check symbols. This can be
simply a check mark or, as the Japanese do, a circle for
“good,” a triangle for “OK,” and an “X” for “not good.”
Are different sets of jigs and tools usedfor changeover kept by each machine?
1
Are the jigs and tools within easy reachduring changeovers?
2
Are the jigs and tools laid out accordingto the order of use during changeover?
3
Are the jigs and tools laid out in anorderly manner?
4
Are the items in the carts arranged inan orderly manner?
6
Does each machine carry instructionsfrom the changeover operations manual?
7
Are the operators performing thechangeover as instructed in the manual?
8
Have quality standards been set foreach model?
9
Are the standards posted on eachmachine?
10
Are defect-free samples of each modelon display for reference?
11
Are there some carts reserved expresslyfor use in changeover and do they havea prescribed storage site?
5
Changeover5S Checklist
No. 5S checklist item1/9 1/10 1/11 1/12 1/13 1/14 1/15
Dat
e an
dO
pera
tor
ProcessNo. 2 Mfg, boring line
Machine code MD001
Improvementplan
Workshop leader Rivera
Checked by Rivera
Date 1/15/89
Figure 16.79 Example of Changeover 5S Checklist.
JIT Forms ◾ 819
Changeover5S Checklist
No. 5S checklist item
Dat
e an
dO
pera
tor
Process Machine code
Improvementplan
Workshop leader Checked by Date
Figure 16.80 Changeover 5S Checklist.
820 ◾ JIT Implementation Manual: Volume 6
Poka-Yoke/Zero Defects Checklist
Application
This checklist (see Figures 16.81 and 16.82) helps us find
defect causes that arise from human error and helps eluci-
date the types, sequence, and progress of responses made to
eliminate those causes.
Main sections of form and procedure for filling out form:
1 Removeworkpiece
Manualoperation
S101 lifter
S101 smallgroove process
Storeworkpiece
Manualoperation 2 ×
600
Damaged
Damaged
Bent groove
Defectivegroove width
Dented
Dented
Workpiecesrubbed
Workpiecescollided
Error incutting
Wrong jig
Workpiecesrubbed
Ozaki
Ozaki
Ozaki
5/20
5/20
5/20
Use limit switchto check length
Store workpiecesso they don’t rub
Store workpiecesso they don’t rub
Workpiecescollided
Non
eN
one
Non
e
2
3
Poka-Yoke/Zero DefectsChecklist
DivisionManufacturing
DepartmentPrep.
ProcessDoor process
Date4/7/89
Entered byHirada
3-pointresponse
Description ofresponse
(evaluation) Dea
dlin
e
Tota
l poi
nts
Coun
term
easu
re
Occ
urre
nce
freq
uenc
y
Impa
ct o
n pr
oces
ses
Impa
ct o
n co
mpa
ny
Tota
l poi
nts
Urg
ency
Di�
cult
y
Pers
onin
cha
rge
3-pointevaluation
Defectcause
Insp
ecti
on
Stan
dard
Defectdescription
Operation(machine)Operation#
No.
Machine model
4
4
4
8
8
8
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
1
1
1
2
2
2
1
1
1
1
2
1
4
4
4
4
8
4
Figure 16.81 Example of Poka-Yoke/Zero Defects Checklist.
JIT Forms ◾ 821
Poka-Yoke/Zero DefectsChecklist
Division
Department
Process Date
Entered by
3-pointresponse
Description ofresponse
(evaluation) Dea
dlin
e
Tota
l poi
nts
Coun
term
easu
re
Occ
urre
nce
freq
uenc
y
Impa
ct o
n pr
oces
ses
Impa
ct o
n co
mpa
ny
Tota
l poi
nts
Urg
ency
Diffi
cult
y
Pers
onin
cha
rge
3-pointevaluation
Defectcause
Insp
ecti
on
Stan
dard
Defectdescription
Operation(machine)Operation#
No.
Machine model
Figure 16.82 Poka-Yoke/Zero Defects Checklist.
822 ◾ JIT Implementation Manual: Volume 6
Parts-Production Capacity Work Table
Application
This is a tool for promoting standard operations. It clarifies
the basic time and processing capacity for each part that is
processed (see Figures 16.83 and 16.84).
Main sections of form:
1. Serial number. Enter the serial number of processing
machine being used.
2. Manual operation time. Enter the amount of manual
operation time in minutes and seconds.
3. Auto feed time. Enter the amount of machine processing
time (after starting the machine) in minutes and seconds.
4. Completion time. This is the sum of the manual opera-
tion time and the auto feed time. If doing parallel opera-
tions, show the parallel times rather than the total.
Example: If the manual operation time is five seconds
and the auto feed time is 25 seconds, but the two are
done in parallel, show them as overlapping graph times.
5. Per-unit changeover time. To get this figure, divide the
total changeover time by the number of units exchanged.
6. Graph time indications. Show graph times as serial or
overlapping.
JIT Forms ◾ 823
Entered by
Creation date
TypePart No.Approval stamps
Process name
Pick up raw materials
Gear teeth cutting
Gear teeth surface fin.
Foward gear surface fin.
Reverse gear surface fin.
Pin width measurement
Store finished workpiece
1
2
3
4
5
6
7
A01
Min. Sec.
1
4
6
7
5
8
35
15
38
28
5
39
21
45
33
400
1,000
400
400
2'10"
2'00"
3'00"
2'30"
0.3"
0.1"
0.5"
0.4"
39.3
21.1
45.5
33.4
4"
6"
7"
5"
5"8"
28"
38"
15"
35"
131 1
13
717
1,336
619
844
2591
1 1
Min. Sec. Min. Sec.
A02
A03
A04
B01
SerialNo.
Manualoperation
time (A)
Basic times Blades and bitsPer unit
retoolingtime
F = E+D
Retoolingtime(E)
Retoolingamount
(D)
Complet-ion timeC = A+B
Auto feedtime (B)
Proc
ess
Parts-ProductionCapacity Work Table Part name
6" pinion
RY
Quantity1/17/891
Graph time
Manual workAuto feed
Productioncapacity
I/G
Totaltime
per unitG = C+F
Sato
Figure 16.83 Example of Parts-Production Capacity Work Table.
824 ◾ JIT Implementation Manual: Volume 6
Entered by
Creation date
TypePart No.Approval stamps
Process name
Min. Sec. Min. Sec. Min. Sec.
SerialNo.
Manualoperation
time (A)
Basic times Blades and bits Per unitretooling
timeF = E/D
Retoolingtime(E)
Retoolingamount
(D)
Complet-ion timeC = A+B
Auto feedtime (B)
Proc
ess
Parts-ProductionCapacity Work Table Part name Quantity
Graph time
Manual workAuto feed
Productioncapacity
I/G
Totaltime
per unitG = C+F
Figure 16.84 Parts-Production Capacity Work Table.
JIT Forms ◾ 825
Standard Operations Combination Chart
Application
This chart is an analytical tool that helps us find out just how
people and machines combine their labor during operations
so that we can find a more efficient combination.
Main sections of form (see Figures 16.85 and 16.86):
1. Required output. Enter the required output per day.
2. Cycle time. Enter the per-unit cycle time, calculated as
the total operating time divided by the required output.
3. Manual labor. Enter the amount of manual labor time.
4. Auto feed. Enter the amount of automated labor (auto
feed) time.
5. Walking. Enter the amount of walking time between
processes.
6. Form completion method. Indicate manual labor as solid
lines, auto feed as broken lines, and walking as wavy
lines, as shown in Figure 16.85.
Pull out workpiece
Process S101 gain (small)at circular saw benchProcess S102 gain (large)at circular saw benchFinish B101 hinge fasteningat multi-spindle drillingInsert edge (using cutter)at work tableCut edge (using cutter) atwork table
Set up new workpiece
1
2
3
4
5
6
7
3
5
Operation times (in seconds)
Standard Operations Combination ChartProcess No.: 391-3637
10 15 20 25 30 35 40 45 50 55 65 70 75 80 85 90
15
23
12
13
7
2
2
2
2
2
2
2
2
10
18
7
No. required: 303 (600)
Cycle time: 89” (54” needed)
Manual operationsAuto feed
Entered by: Kawano
Date: 1/31/89
Analysis No.: 1of 1
Man
ual
Aut
o fe
ed
Wal
king
Time
Item name: Door jamb (lintel)
Description
Sequ
ence
Walking
Figure 16.85 Example of Standard Operations Combination Chart.
826 ◾ JIT Implementation Manual: Volume 6
5Operation times (in seconds)
Standard Operations Combination ChartProcess No.:
10 15 20 25 30 35 40 45 50 55 6560 70 75 80 85
No. required:
Cycle time:
Manual operationsAuto feed
Entered by:
Date:
Analysis No.:
Man
ual
Aut
o fe
ed
Wal
king
Time
Item name:
Description
Sequ
ence
Walking
Figure 16.86 Standard Operations Combination Charts.
JIT Forms ◾ 827
Summary Table of Standard Operations
Application
This table should include descriptions of all the essential
components of production operations, such as operating
equipment, exchanging jigs, changeover, processing proce-
dures, and so on. When completed, it can be a useful tool for
training new workers (see Figures 16.87 and 16.88).
Main sections of form:
1. Processing sequence. Enter the processes in the order of
their execution.
2. Machine number. Enter the number (serial number, etc.)
of the machine being used.
3. Description of operation. Describe what happens in the
operation and include the key procedural points.
4. Critical factors. Describe all critical factors in areas such
as correct methods, incorrect methods, safety, quality,
and so on.
5. Diagram. Draw a simple diagram of the operation.
DepartmentProcess name
Processing sequence
Machine number
Description of operation
Summary Table ofStandard Operations
No. Critical factors(correct/incorrect, safety, facilitation, etc.) Diagram of operation
Date Confirmation
Figure 16.87 Example of Summary Table of Standard Operations.
828 ◾ JIT Implementation Manual: Volume 6
DepartmentProcess name
Processing sequence
Machine number
Description of operation
Summary Table ofStandard Operations
No. Critical factors(correct/incorrect, safety, facilitation, etc.) Diagram of operation
Date Confirmation
Figure 16.88 Summary Table of Standard Operations.
JIT Forms ◾ 829
Work Methods Table
Application
This table instructs workers in the standard operations for
each process (see Figures 16.89 and 16.90). It can serve as a
useful guide for workers being trained in multiple skills.
Main sections of form:
1. Description of operation. Give a specific description of
the methods used in the operation.
2. Quality. Describe the quality checking procedures, mea-
surement methods, and so on.
3. Critical factors. Describe all critical factors in areas such
as correct methods, incorrect methods, safety, quality,
and so on.
4. Net time. Enter the net time for the operation (exclusive of
quality checks, changeover, and other peripheral tasks).
5. Diagram. Draw a simple diagram of the operation, as in
the summary table of standard operations.
Work Methods Table
Description of operation
Quality Nettime(min.andsec.)
Cycl
e ti
me
Qua
lity
chec
k po
int
Safe
ty p
oint
Stan
d. in
-pro
cess
inv.
Stan
d. in
-pro
cess
inv.
Dept. Name
Date
ConfirmationRequired output
Breakdown no.
Critical factors(correct/incorrect, safety,
facilitation, etc.)
Part name
Part no.
Chec
k
Mea
sure
.
No.
Figure 16.89 Example of Work Methods Table.
830 ◾ JIT Implementation Manual: Volume 6
Work Methods Table
Description of operation
Quality Nettime(min.andsec.)
Cycl
e ti
me
Qua
lity
chec
k po
int
Safe
ty p
oint
Stan
d. in
-pro
cess
inv.
Stan
d. in
-pro
cess
inv.
Dept. Name
Date
ConfirmationRequired output
Breakdown no.
Critical factors(correct/incorrect, safety,
facilitation, etc.)
Part name
Part no.
Chec
k
Mea
sure
.
No.
Figure 16.90 Work Methods Table.
JIT Forms ◾ 831
Standard Operations Form
Application
Use this form to provide a visual description of the equip-
ment layout, cycle time, work sequence, standard in-process
inventory, and other critical factors in the correct execution
of standard operations (see Figures 16.91 and 16.92).
Main sections of form:
1. Cycle time. Enter the cycle time indicated in the standard
operations combination chart. The (per-unit) cycle time
is obtained by dividing the total operating time in a day
by the required output for that day.
2. Net time. This is the minimum time required to execute
the operation, exclusive of all quality checks, change-
over, and other peripheral tasks.
3. Number of standard in-process inventory points. Use
shaded circles to indicate each instance of standard
in-process inventory. Enter one shaded circle for each
auto-feed machine and another one for each reverse-
order operation.
4. Safety points. Use solid crosses to indicate safety points,
such as for tasks involving the blade or bit exchanges,
and so on.
832 ◾ JIT Implementation Manual: Volume 6
Revision date
Finished goods
Raw materials
A01A02
A03
StandardOperations Chart
Line namePG U-shaped cell
Process nameGear cutting process
Description of operation
Previous process
Cycle time
Amt. of standardin-process inv.
Breakdown no.
1 of 15 units
Stand.in-processinventory
Qualitycheckpoint
Safetycheckpoint
ByDate1/17/89 Sato
Sym
bols
Net time
Next processAssemblyBlank
46 seconds 46 seconds
Gear cutting of 6" pinion
A04 B01
67
123
4
5
Revision
Figure 16.91 Example of Standard Operations Form.
JIT Forms ◾ 833
Revision date
StandardOperations Chart
Line name
Process name
Description of operation
Previous process
Cycle time
Amt. of stand.in-process inv.
Breakdownno.
Stand.process
inventory
Qualitycheckpoint
Safetycheckpoint
ByDate
Sym
bols
Net time
Next process
Revision
Figure 16.92 Standard Operations Form.
834 ◾ JIT Implementation Manual: Volume 6
JIT Introduction-Related Forms
JIT’s Ten Commandments
Application
The JIT factory revolution is a battle that companies wage
against themselves (at least, against their “old” selves). To
grow and change with the times, companies must break down
the edifices of their old habits and wholeheartedly under-
take improvements. This revolutionary spirit must permeate
every part of the company, from the top managers’ offices to
the JIT promotional headquarters, clerical centers, and every
workshop in the factory (see Figure 16.93).
It might be a good idea to have the following list of “JIT’s Ten
Commandments” on display at every improvement meeting.
Improvement Memos
Application
This memo is a simple form to be used for passing along
pointers, improvement ideas, and whatever else might fur-
ther the cause of improvement. The bottom part includes cat-
egory boxes to aid in filing and managing the memos.
Main sections of form (see Figure 16.94):
1. Person in charge. Enter the name of the person in charge
of making the improvement.
2. Deadline. Enter the improvement deadline date.
3. Pointer. Enter whatever pointers have been given by an
improvement leader or JIT consultant.
4. Description of improvement. Briefly describe the improve-
ment pertaining to the pointer.
5. JIT function categories. Check off the box for the JIT
function that the memo relates to, such as the 5S’s, flow
production, and so on.
JIT Forms ◾ 835
JITs “Ten Commandments”
1. Throw out traditional concepts of manufacturing methods.
2. Think of how the new method will work—not how it won’t.
3. Don’t accept excuses. Totally deny the status quo.
4. Don’t seek perfection. A 50-percent implementation rate is fine as long as it’s done on the spot.
5. Correct mistakes the moment they’re found.
6. Don’t spend money on improvements.
7. Problems give you a chance to use your brain.
8. Ask “Why?” five times.
9. Ten person’s ideas are better than one person’s.
10. Improvement knows no limits.
Figure 16.93 JIT’s Ten Commandments.
836 ◾ JIT Implementation Manual: Volume 6
Improvement memo
Person in charge
K. Jones, 4th floor
Pointer
Talk to 3rd flooroffice supply person.
Description of improvement
5S Flow
prod
ucti
on
Mul
ti-p
roce
ssop
erat
ions
Oth
er
Leve
led
prod
ucti
on
Visu
alco
ntro
l
Labo
r cos
tre
duct
ion
Jido
ka
Label shelves in officesupply cabinet.
Deadline
3/6/90
Figure 16.94 Example of Improvement Memo.
JIT Forms ◾ 837
List of JIT Improvement Items
Application
Use this form to list improvement ideas presented on improve-
ment memos to help gauge the progress of improvement
activities (see Figures 16.95 to 16.97).
Main sections of form:
1. Improvement item. Enter the name of the item undergo-
ing improvement.
2. Person in charge. Enter the name of the person in charge
of the above improvement item.
3. Start date. Enter the date when this improvement cam-
paign began.
4. Deadline. Enter the improvement deadline date.
5. Confirmation. Have the section chief or JIT office rep-
resentative confirm the progress or completion of the
improvement campaign by the deadline date.
838 ◾ JIT Implementation Manual: Volume 6
Improvement memo
Person in charge
Pointer
Description of improvement
5S Flow
prod
ucti
on
Mul
ti-p
roce
ssop
erat
ions
Oth
er
Leve
led
prod
ucti
on
Visu
alco
ntro
l
Labo
r cos
tre
duct
ion
Jido
ka
Deadline
Improvement memo
Person in charge
Pointer
Description of improvement
5S Flow
prod
ucti
on
Mul
ti-p
roce
ssop
erat
ions
Oth
er
Leve
led
prod
ucti
on
Visu
alco
ntro
l
Labo
r cos
tre
duct
ion
Jido
ka
Deadline
Improvement memo
Person in charge
Pointer
Description of improvement
5S Flow
prod
ucti
on
Mul
ti-p
roce
ssop
erat
ions
Oth
er
Leve
led
prod
ucti
on
Visu
alco
ntro
l
Labo
r cos
tre
duct
ion
Jido
ka
Deadline
Improvement memo
Person in charge
Pointer
Description of improvement
5S Flow
prod
ucti
on
Mul
ti-p
roce
ssop
erat
ions
Oth
er
Leve
led
prod
ucti
on
Visu
alco
ntro
l
Labo
r cos
tre
duct
ion
Jido
ka
Deadline
Figure 16.95 Improvement Memo.
JIT Forms ◾ 839
Confirmation
Section or group:List of JITImprovement Items By: Date:
No. Improvement item Personin charge
Startdate Deadline
Figure 16.96 Example of List of JIT Improvement Items.
840 ◾ JIT Implementation Manual: Volume 6
Confirmation
Section or group:List of JITImprovement Items By: Date:
No. Improvement item Personin charge
Startdate Deadline
Figure 16.97 List of JIT Improvement Items.
JIT Forms ◾ 841
Improvement Campaign Planning Sheet
Application
During large or long-term improvement campaigns, we some-
times need to stop in the middle to gauge our progress to
date and estimate whether we will be able to complete the
improvement by the deadline. This planning sheet provides
a handy form for gathering the information required for such
mid-point evaluations (see Figures 16.98 and 16.99).
Main sections of form:
1. Theme. Enter the improvement theme and improvement
item(s).
2. Before and after diagrams. Describe in text and/or dia-
grams the situation before improvement and the intended
situation when the improvement is completed.
3. Implementation items. Describe in detail the specific improve-
ments being made as part of the improvement theme.
4. Time scale. Enter the schedule area’s time scale as a four-
month period. Indicate ten-day intervals.
5. Schedule area. Fill out the schedule area with broken
lines in the upper part of each row to indicate the esti-
mated scheduling, and solid lines in the lower part to
indicate the actual schedule.
6. Problems and future considerations. Jot down brief
descriptions of any problems that have arisen, as well as
topics for future study.
7. Impact. Enter the estimated impact if the actual impact is
not yet known.
842 ◾ JIT Implementation Manual: Volume 6
Comments
After Improvement
Department
Person in charge DateS. Ott 4/1/90
Before Improvement
No. Implementation items
Problems and future considerations Impact
Personin charge
Time scale
Theme
Improvement CampaignPlanning Sheet
1.2.3.
1.
2.
3.
KJ
10 20 10 20 10 20 10 20
DL
MA
Figure 16.98 Example of Improvement Campaign Planning Sheet.
JIT Forms ◾ 843
Comments
After Improvement
Department
Person in charge Date
Before Improvement
No. Implementation items
Problems and future considerations Impact
Personin charge
Time scale
Theme
Improvement CampaignPlanning Sheet
10 20 10 20 10 20 10 20
Figure 16.99 Improvement Campaign Planning Sheet.
844 ◾ JIT Implementation Manual: Volume 6
Improvement Results Charts
Application
After an improvement is completed, it is a good idea to use
these forms to create a display that shows before and after
photographs of the improvement site and basic data, such
as the costs incurred by the improvement, the impact of the
improvement, and the like (see Figures 16.100 and 16.101).
Main sections of form:
1. Before improvement. Attach a photograph of the improve-
ment site before improvement.
2. After improvement. Also attach a photo of the improve-
ment site after improvement.
3. Problem points. Briefly describe the problem points
addressed by the improvement.
4. Improvement points. Briefly describe the main improve-
ment points.
5. Costs. Summarize the costs incurred by the improvement.
6. Impact. Describe the actual impact of the improvement.
Before improvement After improvement
IMPROVEMENT
POINTS
IMPACT
PROBLEM
POINTS
COSTS
Improvement Results Chart
DatePerson in charge
Figure 16.100 Example of Improvement Results Chart.
JIT Forms ◾ 845
Befo
re im
prov
emen
tAf
ter i
mpr
ovem
ent
IMPROVEM
ENT
POINTS
IMPACT
PROBLEM
POINTS
COSTS
Impr
ovem
ent R
esul
ts C
hart
Dat
e
Pers
on in
cha
rge
Figu
re 1
6.10
1 Im
pro
vem
ent
Res
ult
s C
har
t.
846 ◾ JIT Implementation Manual: Volume 6
Weekly Report on JIT Improvements
Application
When subcontractors, subsidiaries, or factories carry out their
own JIT improvement activities, they should be encouraged
to fill out one of these report forms every week to keep the
JIT promotional headquarters informed of their progress and
of the types of improvement measures being undertaken (see
Figures 16.102 and 16.103).
Main sections of form:
1. Name of company or factory. Enter the name of the sub-
contractor, subsidiary, or factory.
2. Month/date. Enter the current month and date.
3. Improvement items. Describe the improvement items that
were pointed out to the company or factory, or that were
established by the company or factory themselves.
4. Description of improvement. Briefly describe the improve-
ment(s) being made.
5. Problems and countermeasures. Describe what problems
have arisen and what is being done about them.
6. Impressions. The relevant supervisor should enter his or
her impression of the improvement activity The JIT pro-
motion office may later add its own impressions, using a
different color ink.
JIT Forms ◾ 847
Problems/countermeasures
Description ofimprovement
Company or factory:
By:
Improvement items
Date
(Day ofweek)
(MON)
(TUE)
(WED)
(THU)
(FRI)
Impressions
1.
2.
3.
Weekly Report onJIT Improvement
36
37
38
39
310
Figure 16.102 Example of Weekly Report on JIT Improvements.
848 ◾ JIT Implementation Manual: Volume 6
Problems/countermeasures
Description ofimprovement
Company or factory:
By:
Improvement items
Date
(Day ofweek)
(MON)
(TUE)
(WED)
(THU)
(FRI)
Impressions
Weekly Report onJIT Improvement
Figure 16.103 Weekly Report on JIT Improvements.
JIT Forms ◾ 849
JIT Leader’s Report
Application
Intended mainly for use by head-office industrial engineers and
outside consultants, JIT leaders may find this form useful when
providing guidance to factories, subsidiaries, or subcontractors
(see Figures 16.104 and 16.105).
Main sections of form:
1. JIT leader’s name. Enter the name of the industrial engi-
neer or JIT consultant.
2. To: Enter the company or factory name and the depart-
ment or division.
3. Person in charge. Enter the name of the person in charge
at the company or factory.
4. Advice. Explain the point of the report, including method-
ology
5. Conditions. Describe any obstacles or other adverse condi-
tions at the company or factory relevant to the advice given.
6. Outlook. Describe the outlook for the company or factory.
7. Problems and solutions. Point out the existing problems
and suggest solutions.
Date:
JIT leader’s name:JIT Leader’s Report
Consultation date:To:
Person in charge:
Advice:1.
S. Ott
D. Lennon
4/2/90
4/4/90
Figure 16.104 Example of JIT Leaders’ Report.
850 ◾ JIT Implementation Manual: Volume 6
Date:
JIT leader’s name:JIT Leader’s Report
Consultation date:To:
Person in charge:
Advice:
Conditions
Outlook
Problems and solutions
Figure 16.105 JIT Leaders’ Report.
I-1
Index
1973 oil crisis, 83 Mu’s, 643 eliminating, 1515 Whys and 1 How, 24, 128, 129, 130–134 waste discovery by, 208–2105MQS waste, 152–153 conveyor waste, 155–156 disaster prevention measures waste, 159 large machines waste, 154–155 materials waste, 157 parts waste, 157 searching waste, 154 shish-kabob production waste, 158 walking waste, 153–154 waste in air-processing machines, 156–157 waste in defective goods production, 159 waste in meetings, 158 watching waste, 154 workpiece motion waste, 158–1595S approach, xii, 230, 237–238, 455, 689, 721 as bridge to other improvements, 264 as prerequisite for flow production, 344 benefits, 238–243 changeover 5S checklist, 512 for factory improvement, 15–17 in changeover procedure improvement, 502 keys to success, 262–264 meaning, 243–249, 250 orderliness applied to jigs and tools, 307–319 red tag strategy for visual control, 268–293 red tags and signboards, 265–268 role in changeover improvement, 533 seiketsu (cleaned up), 246–247 seiri (proper arrangement), 243–245 seiso (cleanliness), 246 seiton (orderliness), 245–246 shitsuke (discipline), 247–249 signboard strategy for visual orderliness,
293–306 visible 5Ss, 249–2625S badges, 255, 257
5S checklists, 258, 259 for changeover, 818–8195S contests, 2585S implementation memo, case study, 2865S maps, 261–2625S memos, 755–7575S mini motto boards, 255, 2575S patrol score sheet, 258–259, 2605S photo exhibit, 2605S radar chart, 7545S stickers, 257, 2585S-related forms, 747 5S checklists for factories, 747–749 5S checklists for offices, 753 5S checklists for workshops, 750–752 5S memos, 755–757 5S radar chart, 764 cleaning checklist, 768–770 display boards, 775–776 five-point checklist to assess cleaned-up
status, 771–774 lists of unneeded inventory and equipment,
764–767 red tag campaign reports, 761–763 red tags, 758–7605W1H Sheet, 131, 744–746 and on-site experience, 233, 235 first Why guidelines, 233 follow-up after line stops, 234 three 5W1H essentials, 233 waste prevention with, 232–2337 Ms plus E&I, 551, 552
A
A-B control, 676, 677Acceptable Quality Level (AQL), 121, 122
I-2 ◾ Index
Accident-prevention devices, 698 poka-yoke, 699–709Accidents plywood gluing process, 696 reasons for, 685–687Actual work environment. See On-site
experienceAdded-value work, 75Address signboards, 299Adjustment errors, 560Adjustment waste, 510Administrative waste, 173 and clerical standardization, 229 disposal case study, 291After-sales service part requests, 162Air-processing machines, waste in, 156–157Airplane andon, 466Alerts, 672Aluminum casting deburring operation,
operations analysis table, 192Amplifier-equipped proximity switches, 578Andon systems, xiii, 11, 129, 231, 676, 679,
680, 682 hire method for using, 465–466 illuminating factory problems with, 464 operation andon, 468–469 paging andon, 465–466 progress andon, 469–470 types of, 465 warning andon, 466–468 waste prevention using, 232Anticipatory buying, 162Anticipatory large lot production, 286–287Anticipatory manufacturing, 162Apparent minor defects, 680Appropriate inventory, 96Arm motions, 220–221Arrow diagrams, 187–188, 211, 347, 730 applications, 730 examples, 731–732 printed circuit board assembly shop, 189 tutorial, 187–190ASEAN countries, xiAssembly line applying jidoka to, 660 extending jidoka to, 676–682 jidoka o prevent oversights in parts
assembly, 680–681 stopping at preset position, 69, 678–680Assembly method error, 678Assembly parts, exchange of, 499
Assembly processes changeover example, 495 changing to meet client needs, 20 establishing specialized lines for, 371–373 kanban in, 447–448, 448 management of, 81 manpower reduction example, 428 multi-process operations in, 363 standing while working in, 355–359 warning andon for long, 468 warning andon for short, 467Assembly step omission, 592Attitude adjustment, 143–144Auditory control, 120, 231 waste prevention with, 230–232Auto feed time, 635Auto parts machining line, 400Auto-extract devices, 657Auto-input devices, 657Automatic shut-off, 672Automation, 102–103, 111 limitations of, 79 reinforcement of waste by, 111 vs. Jidoka (human automation), 656,
657–658Automobile assembly plant, parts shelves,
460, 461Awareness revolution, 103, 104, 105, 159,
176, 199, 344, 641, 721 as premise for JIT production, 46, 344 as prerequisite for factory improvement,
13–15
B
Back-door approach, to waste discovery, 181–183
Back-to-the-source inspection, 168, 170–172Backsliding, 229Basic Spirit principles, 203, 204Baton touch zone method, 359, 368, 491, 492Bills of materials, 81, 83Blade exchange, 498Board insertion errors, 594Body movement principles, 220–221, 220–223Body, as main perceptive instrument, 134Bolt removal, eliminating need for, 521, 536Bolt tightening reductions, 520Boltless approach, 535
Index ◾ I-3
Boltless die exchange, 523Bolts as enemies, 509, 535 making shorter, 535Bottlenecked processes, 364Bottom-up improvements, 134–139Bracket attachment errors, 603Brainstorming, 208 factory problems as opportunities for, 208Breakdowns for standard operations charts, 638 reducing through 5Ss, 241Bridge defects, 598Brush omission errors, 609Buyer’s market, 18Bypass method, as leveling technique,
491–492
C
Capacity imbalances, 161–162 between processes, 214–215 overcoming through 5Ss, 239 retention and, 161–162Capacity leveling, 21Capacity requirements planning (CRP), 442Capacity utilization rates, 68, 331, 341, 684 and variety of product models, 504Capacity-load imbalances, 151Capital procurement, 93Caravan style operations, 407, 423Case studies drilling machine worker separation,
669–672 factory revolution, 287–289 red tag strategy at Company S, 285–289Cash-convertible assets, 93Caster strategy, 349–350, 420. See also
Movable machinesChair-free operations, 19Change, resistance to, 40, 201Changeover 5S checklist, 512Changeover costs, 73 component costs, 73, 74 variation in, 597Changeover improvement list, 505, 810–811 time graph analysis, 513
Changeover improvement procedures, 500–502
applying 5Ss to eliminate waste, 502 changeover improvement list, 505 changeover kaizen teams for, 503–506 changeover operations analysis, 501–502,
506–508 changeover operations analysis charge,
508 changeover results table, 507 eliminating waste with 5Ss, 508–511 external changeover procedures, 501 identifying wasteful operations, 508–511 improving external changeover, 502 improving internal changeover, 502 injection molding process case study,
515–517 internal changeover procedures, 500 kaizen team, 501 public changeover timetable, 505 transforming internal changeover to
external changeover, 502 waste, 501Changeover improvement rules, 532–533 role of 5Ss, 533–534Changeover kaizen teams, 501, 503–506Changeover operations, 71, 347, 723 adjustment waste in, 510 and introduction of synchronization, 373 approach to changeover times, 499–500 assembly line improvement example, 495 avoidance of, and retention, 162 balancing costs with inventory
maintenance costs, 72 changing standard parameters, 499 exchange of dies and blades, 498 exchanging assembly parts, 499 external changeover time, 500 general set-up, 499 in JIT production system, 11 internal changeover time, 500 minimizing number, 216 procedures for improvement, 500–532 production leveling strategies for, 494–495 rationale for improvement, 497–498 reducing through 5Ss, 242 replacement waste in, 509–510 seven rules for improving, 532–539 shortening time for, 494 standardizing, 538–539 time-consuming nature of, 216, 219
I-4 ◾ Index
types of, 498–499 within cycle time, 514Changeover operations analysis, 501–502,
506–508, 535 chart, 508Changeover results table, 507, 815–817Changeover standards, standardizing, 537Changeover times, 499–500Changeover work procedure analysis charts,
812–814Checking, 691Cleaned up checklist, detail, 256Cleaned up, visibly, 253Cleaning checklist, 768–770Cleanliness, 16, 246, 690–691 five-point checklist, 772 of machinery, 119 visible, 253Cleanliness check cards, 692Cleanliness control board, 691Cleanliness inspection checklist, 254, 690,
692Cleanliness, Checking, and Oiling (CCO),
689–693 training in, 708Cleanup, 16, 246–247Cleanup waste, in external changeover
procedures, 511Clerical standardization, 229Client needs, as determinant of capacity, 22Client orders, as basis for cycle time/pitch, 70Color coding, 253 for maintenance, 693 for oil containers, 319 in changeover improvements, 534 in kaizen boards, 462Color mark sensors, 574, 580 applications, 582Combination charts, 224 clarifying human work vs. machine work
with, 664 for standard operations, 223–226 steps in creating, 630–632 wood products manufacturer example,
226, 227Communication about 5S approach, 263 errors in, and defects, 555–556, 558Compact equipment, 19, 117–118, 340–341,
427, 484 as condition for flow production,
340–341, 342
building flexibility through, 419 compact shotblaster, 354 compact washing unit, 356 cost savings from, 354 diecast factory case study, 375–376, 377 for multi-process operations, 398–399 separating human and machine work
with, 431Company cop-out, 107, 108Company-wide efficiency, 68Company-wide involvement, with 5S
approach, 262Complexity and waste, 648 in moving parts, 694Component efficiency, 66Computer-based management, 81Computerization and waste, 83 expendable material created by, 157 waste-making, 81Computers failure to shorten physical lead-time, 5 red tagging, 278–281Confirmed production schedule, 439Constant demand, products vs. parts, 475–476Contact devices, 570 differential transformers, 572 limit switches, 570 microswitches, 570Container organization, for deliveries, 385Continuous flow production time, 19Continuous improvement, 211Control devices, 567Control standardization, 228Control/management waste, 149Conveyance liveliness index, 304Conveyance waste, 69, 149, 163–166, 173,
176, 180, 187, 336, 355–356, 392 links to retention, 164Conveyor systems appropriate use of, 70–71 improving equipment layout to eliminate,
79 waste hidden in, 67Conveyor use index, 137Conveyor waste, 155–156Cooperative operation confirmation chart,
788–790Cooperative operations, 367–371, 419 improvement steps for, 369 labor cost reduction through, 427–430
Index ◾ I-5
placing parts in front of workers for, 370 VCR assembly line example, 429Cooperative operations zones, 370–371Coordinated work, waste in, 67Corporate balance sheet, inventory in, 94Corporate culture, 15Corporate survival, xiiCorrective maintenance, 688Cost reduction, 69–71 and effort invested, 71–74 and profit, 36 resistance arguments, 200–201 through 5Ss, 239 through jidoka, 659Cost, in PQCDS approach, 3Cost-up method, 35Countable products, 119Craft unions, vs. enterprise unions, 393–394Crane operations, safety poka-yoke, 706Cube improvements, 27Current assets, 93Current conditions, analysis to discover
waste, 185–198Current liabilities, 94Current operating conditions, 24Customer complaints, vs. defects, 547–548Customer lead-time, 99Customer needs, loss of concern for, 113–114Customers, role in efficiency improvement,
62–65Cutting tools layout, 317 orderliness applied to, 316–319 placement, 317 storage, 318 types of, 317Cycle list method, 487–489 reserved seats and, 489–490Cycle tables, 485Cycle time, 19, 22, 332, 337, 363, 433, 630,
634, 637, 647. See also Pitch and production leveling, 421–422 and standard operations, 625 as leveling technique, 485–487 calculating, 487 completing operations within, 636 factors determining, 70 for standard operations charts, 637 overproduction and, 677 smaller equipment for maintaining, 398 vs. speed, 116
D
Deburring omissions, 589Defect identification, 546 and causes of defects, 558–561 and factors behind defects, 550–558 defects as people-made catastrophes,
546–547 inspection misunderstandings, 547–550Defect prevention, 168, 177 assembly step omission, 592 board insertion errors, 594 bracket attachment errors, 603 bridge defects, 598 brush omission errors, 609 deburring omissions, 589 defective-nondefective part mixing errors,
613 drilling defects, 600, 675–676 E-ring omission errors, 611 equipment improvements for, 640 gear assembly errors, 614 grinding process omission, 591 hole count errors, 588 hole drilling omission, 593 hose cut length variations, 597 incorrect drill position, 601 left-right attachment errors, 615 mold burr defects, 674–675 nameplate omission errors, 608 packing omission errors, 610 part omission errors, 607 pin dimension errors, 595 press die alignment errors, 596 product set-up errors, 602 spindle hole punch process omission, 590 tap processing errors, 606 tapping operations, 673–674 through 5Ss, 241 through automatic machine detection, 403 through jidoka through simplified production operations,
549 torque tightening errors, 599 with kanban, 441–442 with multi-process operations, 392 workpiece direction errors, 605 workpiece positioning errors, 605 wrong part assembly errors, 612Defect production waste, 176–177, 180
I-6 ◾ Index
Defect reduction, 168, 544 with compact machinery, 399Defect signals, 567Defect-prevention devices, 659, 669, 673Defective assembly parts, 678Defective item display, 457, 458Defective products and inventory, 92 counting, 119 ending downstream processing of,
544–545 factories shipping, 542 increases with shish-kabob production,
158 increasing inspectors to avoid, 542–544 inventory and, 90–91 noncreation of, 545–546 waste in making, 159Defective/nondefective part mixing errors,
613Defects and communication errors, 555–556, 557,
558 and inspection, 548 and production method errors, 555, 557 and surplus products, 549 as human-caused catastrophes, 546–547 causes, 558–561 due to human errors, 551, 553, 557, 558 due to machine errors, 554–555, 557 factors behind, 550–558 in materials, 553–554, 557 relationship with errors and inspection,
543 stoppages for, 567 ten worst causes, 561 vs. customer complaints, 547–548Delays, reducing through 5Ss, 242Delivery and loading methods, 379 and transport routes, 380–382 and visible organization of containers, 385 applying flow concept to, 378–382 color coding strategy, 384 FIFO strategy, 384–385 frequency of, 380 in PQCDS approach, 3 self-management by delivery companies,
383Delivery company evaluation table, 382,
791–793Delivery schedules, shortening of, 2
Delivery sites applying flow concepts to, 382–385 establishment of, 383 product-specific, 384Detach movement, automation of, 671–672,
673Deterioration, 686 and accidents, 685 preventive measures, 688 reversing, 688Die exchange, 498 improvement for boltless, 523 minimizing, 497Die height standardization, 526–527Die storage sites, proper arrangement and
orderliness applied to, 530–531Diecast deburring line, 351Diecast factory, flow production case study,
373–378Differential transformers, 572Dimensional tolerances, 686Dimensions, enlarging, 311Disaster prevention measures, waste in, 159Discipline, 16, 247–249 JIT Improvements as, 130 visible, 254–255Displacement sensors, 574 applications, 579–580Display boards, 775–776Distribution, applying JIT to, 47Diversification, 2, 117, 415, 416 of consumer needs, 62 through 5Ss, 242Do it now attitude, 236Doing, as heart of JIT improvement, 133Dot it now attitude, 236Double-feed sensors, 576 applications, 584Downstream process control inspection
method, 169, 170Drill bit replacement, external changeover
improvement, 532, 533Drill bit storage method, improvements, 235Drill operation, before improvement, 670Drill position errors, 601Drilling defects, 600 avoiding downstream passing of, 675–676Drilling machine, 662 detach movement, 671–672 hold motion automation, 671 jidoka case study, 669–672
Index ◾ I-7
safety plate for, 703, 704 separating human from machine work on,
402
E
E-ring omission errors, 611Economical lot sizes, 72Economy of motion, 642Economy of scale, 45Efficiency and production leveling, 69 approaches to, 59–61 customer as driver of, 62 estimated vs. true, 59–61 individual and overall, 66–69 maximizing at specific processes, 484 overall, 484, 492 raising in individual processes, 68 shish-kabob vs. level production
approaches, 484, 486Electric screwdrivers, combining, 315Emergency andon, 464Employees, as basic asset, 108End-of-month rush, 162Energy waste due to inventory, 325 through inventory, 91Engineering technologies, applying JIT
improvement to, 334Engineering-related forms, 777 5S checklist for changeover, 818–819 changeover improvement lists, 810–811 changeover results tables, 815–817 changeover work procedure analysis
charts, 812–814 cooperative operation confirmation chart,
788–790 delivery company evaluation charts,
791–793 JIT delivery efficiency list, 794–796 line balance analysis charts, 785–787 model and operating rate trend charts,
805–807 multiple skills evaluation chart, 799–801 multiple skills training schedule, 797–798 P-Q analysis lists/charts, 777–781 parts-production capacity work table,
822–824
poka-yoke/zero defects checklist, 820–821
process route diagrams, 782 production management boards, 802–804 public changeover timetables, 808–809 standard operations combination chart,
825–826 standard operations form, 831–833 summary table of standard operations,
827–828 work methods table, 829–830Enterprise unions, vs. craft unionis, 393–394Enthusiasm, as prerequisite for innovation,
143, 144Equal-sign manufacturing cells, 362Equipment applying jidoka to, 660 automation and human automation,
102–103 compact, 19, 117–118 ease of maintenance, 119 ease of operation, 118 ergonomics recommendations, 222 for flow production, 389 improvements facilitating standard
operations, 640 modification for multi-process operations,
406 movability, 64–65, 117–118 obtaining information from, 119–120 shish-kabob vs. flow production
approaches, 331 standardization in Japanese factories, 395 versatility and specialization, 116–117 vs. work operations improvements,
103–108Equipment breakdown, 708 acceptance of, 683 apparent minor defects, 680 below-expectation performance, 686 breakdown stage, 686 intermittent stoppage stage, 686 latent minor defects stage, 680 preventing, 693–695 stages, 685, 687Equipment constitution, 694Equipment costs and jidoka, 666 vs. labor costs, 658Equipment improvement, 103, 104, 106 and company cop-out, 108 based on manufacturing flow, 114–120
I-8 ◾ Index
cost of, 104, 109–111 irreversibility of, 112, 113–114 not spending money on, 207–208 reinforcement of waste by, 111–112 twelve conditions for, 114–120 typical problems, 108–114Equipment improvement problems, 110Equipment layout applying jidoka to, 662 as condition for flow production, 336–337,
342 for flow production, 389 in order of processing, 353–355 shish-kabob vs. flow production
approaches, 330Equipment signboards, 295Equipment simplification, 400Equipment waste, 149Error control, 567Error prevention boards, 457, 458Errors, relationships with defects and
inspection, 543Estimate-based leveling, 23Estimated efficiency, 59–61Estimated lead-time, 98–99Estimated production schedule, 439Estimated quality, 122Excess capacity, 174Excuses, 202, 205Expensive improvements, failure of, 206Experiential wisdom, 210–211External changeover improvements, 529–532 carts reserved for changeover, 531–532 drill bit replacement example, 532 proper arrangement and orderliness in
die storage sites, 530–531External changeover procedures, 501 cleanup waste in, 511 improving, 502 preparation waste in, 510 waste in, 510–511External changeover time, 500
F
Factory as best teacher of improvements, 134–139 as living organism, 230Factory bath, 270
Factory graveyards, 73Factory improvement 5Ss for, 15–17 awareness revolution prerequisite, 13–15 shortening physical lead-times through, 6 vs. JIT improvements, 13Factory layout diagram, 188Factory myths anti-JIT production arguments, 40–44 fixed ideas and JIT production approach,
44–47 sales price/cost/profit relations, 35–40Factory problems, 326 as brainstorming opportunity, 208 illuminating with andon, 464 stopgap responses to, 150 ubiquitousness of, 251Factory revolution, 287–289Factory-based innovation, xiii, 133Factory-wide efficiency, 68Feed motion, 664 applying jidoka to, 665 jidoka, 670, 671Feet, effective use of, 221–222, 223Fiber optic switches, 575, 579Finance, inventory and, 92–95Fine-tuning waste, 537 removal, 523–527Fingernail clipping debris, device preventing,
247First-in/First-Out (FIFO), 302–303, 461, 462 as delivery strategy, 384–385Five levels of quality assurance
achievement, 542–546Five whys, 24, 130–134, 183, 184, 210, 236 applying to changeover improvements, 535 waste discovery through, 208–210Five-point checklist, 771 for cleanliness, 772 for proper arrangement, 772Five-point cleaned up checklist, 255, 257–258,
773, 774Fixed ideas, 235 about conveyors, 156 avoiding for waste prevention, 235–236 direct challenge to, 43 eliminating for waste removal, 204 kanban, 447 large lot production, 417 wall of, 210Fixed liabilities, 94
Index ◾ I-9
Flexibility in baton touch zone method, 491 mental origins of, 420Flexible production, 419Flexible staff assignment system, 63, 65, 417,
419Flow analysis, 188 summary chart, 189, 190Flow components, 56Flow control, 567Flow devices, 108, 109Flow manufacturing, xii, 9–10, 49, 64, 70,
79–84. See also One-piece flow and line improvements, 25 making waste visible by, 17 role in JIT introduction, 17–19 seven requirements, 19Flow of goods, 159–160, 641, 646 device improvements facilitating, 638–640Flow production, 50, 321, 564–565 and evils of inventory, 324–328 and inventory accumulation, 321–324 applying to delivery sites, 382–385 approach to processing, 329–330 at diecast factory, 374, 376 between factories, 332–333, 378–385 caster strategy, 349–350 defect prevention with, 721 diecast factory case study, 373–378 eight conditions for, 333–341 equipment approach, 331 equipment layout in, 330 for production leveling, 492–494 in medical equipment industry, 423 in multi-process operations, 388 in-process inventory approach, 331 interrelationship of factors, 343 lead time approach, 331 operator approaches, 330–331 preparation for, 344–350 procedure for, 350–373 rational production approach in, 330 reducing labor cost through, 422–424 sink cabinet factory example, 493 steps in introducing, 343–373 straight-line method, 340 U-shaped manufacturing cell method, 340 vs. shish-kabob production, 328–332 waste elimination techniques, 341–342 within-factory, 332–333, 333–341Flow shop layout, 395Flow unit improvement, 639
Forms, 711–714 5S-related, 747–776 engineering-related, 777–833 for standard operations, 626–628 JIT introduction-related, 834–850 overall management, 716–729 waste-related, 730–746Free-floating assembly line, 356, 357Full lot inspection, 120–122Full parallel operations, 225Full work system, 175, 365, 676–677 A-B control, 677 devices enabling, 368 pull production using, 367Function-specific inventory management, 305
G
Gear assembly errors, 614General flow analysis charts, 733–734General purpose machines, 331, 340Golf ball kanban systems, 450–451Graph time, 633Gravity, vs. muscle power, 221Grinding process omission, 591Groove processing lifter, separating
human/machine work, 649Group Technology (GT) lines, 347 for line balancing, 491
H
Hand delivery, 365Hand-transferred one-piece flow, 337, 338 pull production using, 366Handles/knobs, 223Hands-on improvements, 9, 140Height adjustments, avoiding, 538Hirano, Hiroyuki, xiiiHold motion, automation of, 671Hole count errors, 588Hole drilling omission, 593Horizontal development, 24–25, 391Hose cut length variations, 597Household electronics assembly, labor cost
reduction example, 428
I-10 ◾ Index
Human automation, 12, 62, 102–103, 159, 554, 655. See also Jidoka (human automation)
and removal of processed workpieces, 668
and setup of unprocessed workpieces/startup, 669
applying to feeding workpieces, 665 applying to return to starting positions,
667 for multi-process operations, 402Human error waste, 173, 674 and defect prevention, 551–553 basic training to prevent, 562–563 defects and, 546–547 eliminating by multiple skills training, 563 minimizing, 177Human movement body movement principles, 220–223 removing wasteful, 217–223Human work, 658 clarifying with combination charts, 664 compact PCB washer example, 431 procedure for separating from machines,
682–689 separating from machine work, 64,
118, 400–402, 406, 430–432, 640, 649–650, 660–662, 702, 703
Humanity, coexistence with productivity, 387–388
I
Idle time waste, 66, 67, 69, 156, 173, 178–179, 180, 682
cooperative operations as solution to, 367–371
Impact wrench, 680, 681Implementation, 139–144 of multi-process operations, 405Implementation rate, for waste removal,
205–206Improvement and enthusiasm, 143, 144 intensive, 266–268 making immediate, 538 poor man’s approach, 106 spending on, 284
spirit of, 43 with visual control systems, 453–454Improvement days, weekly, 32Improvement goals, 191Improvement lists, 33–34Improvement meetings, 32–33, 33Improvement promotion office, 31–32Improvement results chart, 462, 844–845Improvement teams, 31, 32Improvements bottom-up vs. top-down, 134–139 factory as best teacher, 134–139 implementing, 24 mental vs. physical, 130–134 passion for, 143–144 promoting, 126–130 pseudo, 126–130Improving actions, 220In Time concept, 48In-factory kanban, 443, 444–445In-line layout, 364, 376 compact shotblaster for, 377 washing units, 365In-process inventory, 101, 102, 161, 175, 447,
484 and standard operations, 625–626 for standard operations charts, 637 production kanban for, 445 reduction of, 647, 649 relationship to kanban, 435 shish-kabob vs. flow production
approaches, 331 symbols for standard operations charts,
637Inconsistency, 152, 643 eliminating, 151Independent improvement, 688–689Independent maintenance, 688–689Independent process production, 53 inflexibility in, 54Independent quality control inspection
method, 169, 170Individual efficiency, 66–69Industrial engineering (IE), xii and conveyor use index, 137 motion study in, 642 vs. JIT method, 136Industrial fundamentalism, 105, 106Industrial robots, 668Inexpensive machines, versatility of, 117Information inspection, 168, 169Inherent waste, 79–84
Index ◾ I-11
Injection molding process burr defect prevention, 674 internal changeover improvement case
study, 515–517Injuries reasons for, 695–697 reducing through 5Ss, 241Innovation, 13, 37 and JIT production, 47–49 enthusiasm as prerequisite for, 143 factory-based, xiii in JIT production, 47–49 JIT production as, 27Inspection, 56, 160, 187 back-to-the-source inspection, 170–172 eliminating need through jidoka, 674 failure to add value, 168 failure to eliminate defects, 120 increasing to avoid defective products,
542–544 information inspection, 169 preventive, 564 relationship to defects, 543, 547–550 sorting inspection, 169Inspection buzzers, waste prevention with,
232Inspection functions building into JIT system, 119 full lot inspection, 120–122 sampling inspection, 120–122Inspection waste, 149Inspection-related waste, 167–168Integrated tool functions, 223Intensive improvement, 266–268 timing, 268Interest payment burden, 324, 326 inventory and, 90Intermittent stoppage stage, in equipment
breakdown, 686Internal changeover improvements, 518,
534–535 bolt tightening reductions, 520 boltless die exchange, 523 die height standardization, 526–527 eliminating need to remove bolts, 521 eliminating nuts and washers, 521 eliminating replacement waste, 518–523 eliminating serial operations, 527–529 establishing parallel operations, 528 one-touch tool bit exchange, 522 protruding jigs vs. manual position
setting, 524
removing fine-tuning waste, 523–527 spacer blocks and need for manual dial
positioning, 526 spacer blocks and need for manual
positioning, 524–525 tool elimination, 519–520Internal changeover procedures changing to external changeover, 511–518,
534 improving, 500, 502 PCB assembly plant case study, 513–514 transforming to external, 502 turning into external changeover, 511–518 waste in, 509–510 wire harness molding process case study,
517–518Internal changeover time, 500Inventory advance procurement requirements, 325 and conveyance needs, 90 and defects, 90–91, 92 and energy waste, 91 and finance, 92–95 and interest-payment burden, 90 and lead-time, 87–89, 88 and losses due to hoarded surpluses, 325 and materials/parts stocks, 91 and price cutting losses, 325 and ROI, 95 and unnecessary management costs, 91 and waste, 48 as cause of wasteful operations, 325 as evasion of problems, 176 as false buffer, 95, 101 as JIT consultant’s best teacher, 89 as opium of factory, 92–95 as poor investment, 95–98 breakdown by type, 161 concealment of factory problems by, 91,
92, 326, 327 evasion of problems with, 163 evils of, 90–92, 324–328 FIFO storage method, 303 in corporate balance sheet, 94 incursion of maintenance costs by, 325 interest payment burden due to, 324 management requirements, 325 product, in-process, materials, 101, 102 red tagging, 281–282 reducing with once-a-day production
scheduling, 480–481
I-12 ◾ Index
shish-kabob vs. level production approaches, 484–485
space waste through, 90, 325 unbalanced, 161 wasteful energy consumption due to, 325 with shish-kabob production, 158 zero-based, 98–102Inventory accumulation and caravan operations, 322 and changeover resistance, 322 and distribution waits, 322 and end-of-month rushes, 323 and faulty production scheduling, 323 and just-in-case inventory, 323 and obsolete inventory flow, 321 and operator delays, 322 and resistance to change, 322 and seasonal adjustments, 323–324 and standards revision, 323 and unbalanced capacity, 322 multiple-process sources of, 322 reasons for, 321Inventory assets, 715Inventory control, 126Inventory flow, obsolete, 321Inventory graveyard, 324Inventory liveliness index, 303–304Inventory maintenance costs, 72Inventory management function-specific method, 305 product-specific method, 305 with kanban, 436Inventory reduction, 87, 89, 125 case study, 288, 289, 377Inventory stacks, 303Inventory waste, 175–176, 180Irrationality, 152, 643 eliminating, 151Item characteristics method, 568, 569Item names, for signboards, 299–300Ivory tower syndrome, 22
J
Japanese industrial structure, 1980s transformation of, xi
Jidoka (human automation), 12, 62, 102–103, 103–108, 655, 724
applying to feeding workpieces, 665
automation vs., 656, 657–658 cost considerations, 667, 669 defect prevention through, 672–676 detach movement, 671–672 drilling machine case study, 669–672 extension to assembly line, 676–682 feed motion, 670 full work system, 676–677 manual labor vs., 655, 656 mechanization vs., 656 preventing oversights in nameplate
attachments, 681–682 steps toward, 655–657 three functions, 658–660Jigs 5-point check for orderliness, 256 applying orderliness to, 307 color-coded orderliness, 368–369 combining, 314 easy-to-maintain orderliness for, 307 eliminating through orderliness strategies,
313–316 indicators for, 308 outlined orderliness, 309JIT delivery efficiency list, 794–796JIT improvement cycle, 144 roles of visual control tools in, 473JIT improvement items, 837–840JIT improvement memo, 836JIT improvements, 12, 13 “doing” as heart of, 133 and changeover costs, 74 and parts list depth, 82 as discipline, 130 as religion, 138 as top-down improvement method, 135 basis in ideals, 12 case study, 288 cube improvements, 27 factory as true location of, 34 from within, 139–143 hostile environment in U.S. and Europe,
107 improvement lists, 33–34 improvement meetings, 32–33 improvement promotion office, 31–32 lack of faith in, 41 line improvements, 25–26 plane improvements, 26–27 point improvements, 25 promoting and carrying out, 30–34 requirement of faith, 139
Index ◾ I-13
sequence for introducing, 21 seven stages in acceptance of, 140–144 ten arguments against, 299 vs. JIT production management, 7 vs. labor intensification, 86 weekly improvement days for, 32JIT innovation, 13JIT introduction steps, 12–13 5Ss for factory improvement, 15–17 awareness revolution step, 13–15 department chiefs’ duties, 28–29, 30 division chiefs’ duties, 28 equipment operators’’ duties, 30 factory superintendents’ duties, 28–29 flow manufacturing, 17–19 foremens’ duties, 30 leveling, 20–22 president’s duties, 28 section chiefs’ duties, 30 standard operations, 23–24JIT introduction-related forms, 834 improvement memo, 836 improvement results chart, 844–845 JIT leader’s report, 849–850 JIT Ten Commandments, 834–835 list of JIT improvement items, 837–840 weekly report on JIT improvements,
846–848JIT leader’s report, 849–850JIT Management Diagnostic List, 715–718JIT production adopting external trappings of, 472 as new field of industrial engineering, xii company-wide promotion, 28, 29 elimination of waste through, xi five stages of, 719, 721, 726, 728 guidance, education and training in, 30 hands-on experience, 30 in-house seminar, 343 innovation in, 47–49 linked technologies in, 334 promotional organization, 31 radar chart, 727 setting goals for, 28 structure, 720JIT production management distinguishing from JIT improvements, 7 vs. conventional production management,
1–3JIT production system as total elimination of waste, 145 changeover, 11
flow manufacturing, 9–10 from vertical to horizontal development,
24–27 human automation, 12 introduction procedure, 12–14 jidoka, 12 kanban system, 10 leveling, 11 maintenance and safety, 12 manpower reduction, 10 multi-process handling, 10 organizing for introduction of, 27–30 overview, 7–9 quality assurance, 11 standard operations, 11–12 steps in establishing, 14 view of waste, 152 visual control, 10–11JIT radar charts, 719, 727, 729JIT study groups, 15JIT Ten Commandments, 834–835Job shop layout, 395Just-in-case inventory, 323Just-In-Time anatomy of, 8–9 and cost reduction, 69–71 as consciousness improvement, 139–143 functions and five stages of development,
728 innovation and, 47–49 view of inspection work, 168
K
Kaizen boards, 462 visual control and, 471–473 with improvement results displays, 463Kanban systems, xii, xiii, 7, 8, 10, 11, 52,
54, 174, 231, 365, 692, 722 administration, 447–451 and defect prevention, 441–442 and downstream process flow, 441 and in-process inventory, 435 applying to oiling, 693 appropriate use of, 70–71 as autonomic nervous system for JIT
production, 440 as tool for promoting improvements, 441 as workshop indicators, 442
I-14 ◾ Index
differences from conventional systems, 435–437
factory improvements through, 440–441 fixed ideas about, 447 functions, 440–441 in processing and assembly lines, 447–448 in-factory kanban, 444–445 novel types, 450–451 production kanban, 445 production leveling through, 442 purchasing-related, 449–450 quantity required, 445–447 rules, 441–442 signal kanban, 445 supplier kanban, 443 types of, 442–447 visual control with, 457 vs. conventional production work orders,
437–439 vs. reordering point method, 435–437 waste prevention with, 232
L
L-shaped line production, 360Labor cost reduction, 415, 418, 722 and elimination of processing islands, 421 and mental flexibility, 420 and movable equipment, 420–421 and multi-process operations, 421 and production leveling, 421–422 and standardized equipment and
operations, 421 approach to, 415–418 display board for, 433–434 flow production for, 422–424 multi-process operations for, 424–426 multiple skills training schedule for,
432–433 steps, 419–422 strategies for achieving, 422–432 through cooperative operations, 427–430 through group work, 426–427 through separating human and machine
work, 430–432 visible, 432–434 vs. labor reduction, 417–418Labor cost reduction display board, 433–434
Labor intensity/density, 84–86 vs. production output, 86Labor per unit, 649Labor reduction, 63, 418, 647 vs. labor cost reduction, 417–418 vs. worker hour minimization, 66–69Labor savings, 418Labor unions, 107. See also Craft unions;
Enterprise unions and multi-process operations, 393–394Labor-intensive assembly processes, 217Large lot sizes, 18, 62, 73, 278, 321, 398,
483, 598 and changeover times, 216 and machine waste, 155 as basis of production schedules, 476 case study, 286–287 fixed ideas about, 417 switching to small-lot flow from, 639Large machines waste, 154–155, 331Large-scale container deliveries, 381Latent minor defects, 680Latent waste, 198Lateral development, 27, 378, 505, 506Lateral improvement makers, 167Lathes, 682 three kinds of motion, 663 worker separation from, 702Layout improvement, 638Lead-time and inventory, 88 and lot sizes, 498 and production lot size, 72 and work stoppage, 59–61 estimated vs. real, 98–99 inventory and, 87–89 lengthened with shish-kabob production,
158 paper, 4, 5 physical, 5 product, 4 reduction with multi-process operations,
393 shish-kabob vs. flow production
approaches, 331, 486 shish-kabob vs. level production
approaches, 484–485 shortening by reducing processing time,
55Leadership, for multi-process operations,
404–405Left-right attachment errors, 615
Index ◾ I-15
Leg motion, minimizing, 221Level production, 475, 723. See also Leveling as market-in approach, 482 vs. once-a-day production, 481 vs. shish-kabob production, 482–485, 486Leveling, 50, 476. See also Level production;
Production leveling and production schedule strategies,
477–482 approach to, 476–477 capacity and load, 21 estimate-based, 23 reality-based, 23 role in JIT introduction, 20–22 role in JIT production system, 11 techniques, 482–492Leveling techniques, 485 baton touch zone method, 491 bypass method, 491–492 cycle list method, 487–489 cycle tables, 485 cycle time, 485–487 nonreserved seat method, 487–489 reserved seat method, 489–490Limit switches, 403, 470, 570, 676, 677, 706,
708Line balance analysis charts, 785–787Line balancing at PCB assembly plant, 514 SOS system for, 217 strategies for, 491Line balancing analysis tables, 358Line design, based on P-Q analysis, 346, 347Line efficiency, 68Line improvements, 25–26Line stops, 470 5W1H follow-up after, 234 at preset positions, 678–680 with poka-yoke devices, 675Lined up inventory placement, 304–306Linked technologies, in JIT production, 334Litter-preventive device, for drill press, 248Load leveling, 21Loading methods, 379Long-term storage, case study, 291Lot sizes, 45, 87 and lead time, 72 large vs. small, 71–74Lot waiting waste, 215–216, 219 waste removal, 219Low morale, 16
M
Machine errors and defect prevention, 554–555 poka-yoke to prevent, 564Machine operating status, andon
notification of, 466Machine placement, waste and, 185Machine signboards, 295Machine standardization, 228Machine start-up, applying jidoka to, 663,
668Machine work clarifying with combination charts, 664 compact PCB washer example, 431 separating from human work, 64, 118,
400–402, 406, 430–432, 640, 649–650, 660–662
Machine/people waiting, 214Machines as living things, 120–122 shish-kabob vs. level production
approaches, 484, 486 with strong constitution, 708Machining line, full work system, 677Maintenance, 683, 725 and accidents, 685–687 and possible utilization rate, 684–685 breakdown prevention, 693–695 Cleanliness, Checking, and Oiling (CCO)
approach, 689–693 defined, 684–689 existing conditions, 683–684 full-fledged, 708–709 improving through 5Ss, 241 in JIT production system, 12 of equipment, 119Maintenance campaigns, 687–689Maintenance errors, 560Maintenance prevention, 688Maintenance technicians, 689Make-believe automation, 79Man, material, machine, method, and
management (5Ms), 152, 153Management-related forms, 715 five stages of JIT production, 719, 721–725 JIT Management Diagnostic List, 715–718 JIT radar charts, 719Manpower flexibility, 338Manpower needs, based on cycle time, 22
I-16 ◾ Index
Manpower reduction, 10, 62–65, 63, 337, 392 household electronics assembly line
example, 428 improving efficiency through, 61 through flow production, 422–424Manual dial positioning, eliminating with
spacer blocks, 526Manual labor, 655, 656Manual operations, two-handed start/stop,
220Manual position setting, eliminating need for,
524Manual work time, 635Manual-conveyance assembly lines,
progress andon in, 469Manufacturing as service industry, 1 five essential elements, 553 nine basic elements (7Ms plus E&I), 552 purpose of, 1Manufacturing flow, as basis for equipment
improvements, 114–120Manufacturing process, components, 56Manufacturing waste, 149Market demand fluctuations, unsuitability of
kanban for, 436Market price, as basis of sales price, 35Market-in production, xii, 416, 555 level production as, 482Marshaling, 306Mass production equipment, 216, 219Material handling building flexibility into, 419 minimizing, 176 vs. conveyance, 164Material handling costs, 159, 163Material requirements planning (MRP), 52Materials flow device improvements facilitating, 638–640 standard operations improvements, 641Materials inventory, 101, 102Materials waiting, 215, 218Materials waste, 157Materials, and defect prevention, 553–554Measuring tools orderliness for, 318 types, 319Mechanization, 656Medical equipment manufacturing,
manpower reduction example, 423Meetings, waste in, 158
Mental improvements vs. implementation, 140 vs. real improvements, 130–134Metal passage sensors, 574 applications, 581Microswitch actuators, 571Microswitches, 570, 674Milling machine, safety poka-yoke for,
705–706Minimum labor cost, 62Missing item errors, 587, 607–611, 678Mistake-proofing, 119Mistakes, correcting immediately, 207Mixed loads, 379Mixed-model flow production, 492Mizusumashi (whirligig beetle), 465Model and operating rate trend charts,
805–807Model lines, analyzing for flow production,
348Mold burr defects, prevention, 674–675Monitoring, vs. managing, 123–126, 126–130Motion and work, 74–79 as waste, 76, 78, 79, 84 costs incurred through, 77 economy of, 642 lathes and, 663 vs. work, 657, 659Motion study, 642Motion waste, 639 improvements with standard operations,
639Motor-driven chain, 694Movable machines, 64–65, 65, 117–118, 165,
354, 420 and caster strategy, 349–350 building flexibility through, 419Movement as waste, 178 improving operational efficiency, 642–649 non-added value in, 190Muda (waste), 643Multi-process operations, 10, 19, 64, 330,
359, 362–363, 387–388, 417, 722 abolishing processing islands for, 396–398 and labor unions, 393–394 as condition for flow production, 337–338 basis for pay raises in, 394 compact equipment for, 398–399 effective leadership for, 404–405 equipment layout for, 389
Index ◾ I-17
equipment modification for, 406 factory-wide implementation, 405 human assets, 389 human automation for, 402–403 human work vs. machine work in, 400–402 in wood products factory, 425 key points, 395–404 labor cost reduction through, 424–426 multiple skills training for, 400 one-piece flow using, 338 operational procedures for, 389 poka-yoke for, 402–403 precautions, 404–406 promoting perseverance with, 406 questions from western workers, 393–395 safety priorities, 403–404, 406 simplified work procedures for, 404 standard operations improvements, 639 standing while working for, 399–400 training costs for, 394–395 training for, 421 training procedures, 407–413 transparent operations in, 405 U-shaped manufacturing cells for, 395–396 vs. horizontal multi-unit operations,
388–393Multi-process workers, 331 as condition for flow production, 339 at diecast factory, 377Multi-skilled workers, 19, 390 and standard operations, 650–651 building flexibility through, 419Multi-unit operations, 338, 391 vs. multi-process operations, 388–393Multi-unit process stations, 390Multiple skills contests, 405Multiple skills evaluation chart, 799–801Multiple skills maps, 432Multiple skills score sheet, 410, 432Multiple skills training, 425, 651 defect prevention with, 563 for multi-process operations, 400 schedule for, 432–434Multiple skills training schedule, 797–798Multiple-skills training, 407 demonstration by workshop leaders, 412 during overtime hours, 409 five-level skills evaluation for, 408 hands-on practice, 412 importance of praise, 413 in U-shaped manufacturing cells, 410 schedule, 409
team building for, 408 trainer roles, 413 workshop leader roles, 411Mura (inconsistency), 643Muri (irrationality), 643Mutual aid system, 65
N
Nameplate omission errors, 608 preventing with jidoka, 681–682Needed items, separating from unneeded
items, 266Net time, for standard operations charts, 637Newly Industrialized Economic Societies
(NIES), xiNext process is your customer, 51, 54, 132Non-value-added steps as waste, 147, 171 in inspection, 170 in retention, 163Noncontact switches, 572 color mark sensors, 574 displacement sensors, 574 double-feed sensors, 576 metal passage sensors, 574 outer diameter/width sensors, 574 photoelectric switches, 572, 574 positioning sensors, 574 proximity switches, 574 vibration switches, 574Nondefective products, counting, 119Nonreserved seat method, 487–489Nonunion labor, 394Nuts and washers, eliminating as internal
changeover improvement, 521
O
Oil containers, color-coded orderliness, 319Oil, orderliness for, 318–319Oiling, 691–693 kanban for, 693On-site experience, 190 and 5W1H method, 233, 235 by supervisors, 230, 233, 235
I-18 ◾ Index
Once-a-day production scheduling, 480–482Once-a-month production scheduling,
478–479Once-a-week production scheduling,
479–480One how, 24, 128, 130–134, 183One-piece flow, 19, 64, 115–116, 165,
185, 419, 639. See also Flow manufacturing
as condition for flow production, 335–336 discovering waste with, 183–185 hand-transferred, 338 in multi-process operations, 388 maintaining to avoid creating waste,
351–353, 353 revealing waste with, 350–351, 352 switching to, under current conditions, 184 using current equipment layout and
procedures, 336One-touch tool bit exchange, 522Operation andon, 464, 468–469Operation errors, 560Operation management, 81Operation method waiting, 215, 218Operation methods, conditions for flow
production, 342Operation step method, 568, 569Operation-related waste, 173, 178, 180Operational combinations, 193Operational device improvements, 640Operational rules, standard operations
improvements, 639–640Operations analysis charts, 735–736Operations analysis table, 190–192, 735, 736 aluminum casting deburring operation
example, 192Operations balancing, 219Operations improvements, 103, 104, 105, 217Operations manuals, 405Operations standardization, 228Operations, improving point of, 220Operators conditions for flow production, 342 diecast factory case study, 377 maintenance routines, 691 reducing gaps between, 370 shish-kabob vs. flow production
approaches, 330–331Opportunistic buying, 162Optical displacement sensors, 578Oral instructions, avoiding, 556Order management, 81
Orderliness, 16, 157, 245–246, 510 applied ti die storage sites, 530–531 applying to jigs and tools, 307 beyond signboards, 302–306 color-coded, 319, 384 conveyance liveliness index, 304 easy-to-maintain, 307, 310–313 eliminating tools and jigs with, 313–316 for cutting tools, 316–319 for measuring tools, 318 for oil, 318–319 four stages in evolution, 312 habitual, 302 inventory liveliness index, 303–304 just-let-go principle, 313, 314 lined up inventory placement, 304–306 made visible through red tags and
signboards, 265–268 obstacles to, 17 visible, 252–253Outer diameter/width sensors, 574 applications, 578Outlined orderliness, for jigs and tools,
309–310Outlining technique, waste prevention with,
231Overall efficiency, 66Overkill waste, 173Overload prevention devices, 706Overproduction waste, 69, 174–175, 180 beyond cycle time, 677 preventing with A-B control, 676–677Overseas production shifts, xi
P
P-Q analysis, 188, 345–346P-Q analysis lists/charts, 777–781Packing omission errors, 610Paging andon, 464, 465–466 hire method for using, 466Painting process, reserved seat method
example, 490Paper lead-time, 4, 5Parallel operations, 224–225, 536 calculations for parts-production capacity
work tables, 634
Index ◾ I-19
establishing in transfer machine blade replacement, 528
full vs. partial, 225Pareto chart, 132, 457Parking lots, well- and poorly-managed, 300Parkinson’s Law, 126Part omission errors, 607Partial parallel operations, 225 calculations for parts-production capacity
work tables, 633–634Parts assembly preventing omission of parts tightening,
681 preventing oversights with jidoka,
680–681Parts development, 52Parts inventories demand trends, 475 strategies for reducing, 475–476Parts list, depth and production method, 82Parts placement in cooperative operations, 370 standard operations improvements, 643Parts tray/box, visible organization, 385Parts waste, 157Parts, improvements in picking up, 643–644Parts-production capacity work table, 626,
629, 822–824 serial operations calculations, 633 steps in creating, 632–634Pay raises, basis of, 394PCB assembly plant, internal-external
changeover improvements, 513–514People as root of production, 104, 107, 108 training for multi-process operations, 389Per-day production total, 487Per-unit time, 633Performance below expectations, 686Personnel costs, and manpower strategies, 63Photoelectric switches, 572, 574, 682 applications, 572 object, detection method, and function,
573Physical lead-time, 5Pickup kanban, 444Piecemeal approach, failure of, xiiiPin dimension errors, 595Pinch hitters, 407Pitch, 66, 67, 337, 433, 469. See also Cycle time adjusting to worker pace, 358–359 approaches to calculating, 485
factors determining, 70 failure to maintain, 678 hourly, 482 individual differences in, 67 myth of conveyor contribution to, 156Pitch buzzers, waste prevention with, 232Pitch per unit, 649Plane improvements, 26–27Plywood gluing process, accidents, 696Pneumatic cylinders safety improvement from, 694 workpiece removal with, 667Pneumatic switches, 680–681Point improvements, 25 line improvements as accumulation of, 26Poka-yoke, 119, 159, 177, 675, 680, 682.
See also Safety and defect prevention, 566 approaches, 568–570 concept and methodology, 565–568 control devices, 567 defect prevention with, 564 detection devices, 570–585 drilling machine case study, 703 for crane operations, 706 for multi-process operations, 402–403 milling machine example, 705–706 safety applications, 703–709, 709 safety cage on press, 704 safety plate case, 703 stop devices, 566–567 warning devices, 567Poka-yoke case studies, by defect type,
586–587Poka-yoke checklists three-point evaluation, 619–620 three-point response, 620–622 using, 616–622Poka-yoke detection devices, 570 applications, 585 contact devices, 570–572 noncontact switches, 572–575Poka-yoke/zero defects checklist, 820–821Policy-based buying, 162Position adjustments, avoiding, 537–538Positioning sensors, 574 applications, 577Positive attitude, 204–205Possible utilization rate, 684–685, 708Postural ease, 221Power, inexpensive types, 222PQCDS approach, 2, 3
I-20 ◾ Index
Practical line balancing, 357, 358Preassembly processes, scheduling, 477Preparation waste, in external changeover
procedures, 510Preset stop positions, 680Press die alignment errors, 596Press operator, waste example, 77–78Presses safety problems, 702 worker separation, 703Preventive inspection, 564Preventive maintenance, 688, 708Previous process-dependent production, 54Price cutting, due to inventory, 325Printed circuit board assembly shop, 211 arrow diagrams, 189, 212Proactive improvement attitude, 54Problem-solving, vs. evasive responses, 150Process display standing signboards, 462–463Process improvement models, 166, 167Process route diagrams, 782–784Process route tables, 347, 348Process separation, 216, 219Process waiting waste, 214, 218Process, transfer, process, transfer system, 59Process-and-go production, 55–59, 57, 59Process-related waste, 177–178Processing, 56, 160, 187 lack of time spent in, 58 shish-kabob vs. flow production
approaches, 329–330Processing errors, 586Processing islands abolishment of, 396–398 eliminating, 421, 426–427Processing omissions, 586, 588–600Processing sequence at diecast factory, 374, 376 equipment layout by, 336–337, 353–355Processing time, reducing to shorten
lead-time, 55Processing waste, 166–167, 180Procrastination, 205, 207Procurement applying JIT to, 47 standardization, 229Product inventory, 101, 102 demand trends, 475 strategies for reducing, 475–476Product lead-time, 4Product model changes and capacity utilization rates, 504
avoidance of, 162Product set-up errors, 602Product-out approach, 36, 416, 483, 555 once-a-month production scheduling in,
479Product-specific delivery sites, 384Product-specific inventory management, 305Production equipment- vs. people-oriented, 112–113 roots in people, 104, 108 waste-free, 49Production analysis, 345–348Production as music, 29–50, 51–54 three essential elements, 50Production factor waste, 159–160 conveyance and, 163–166 inspection and, 167–172 processing and, 166–167 retention and, 160–163Production input, 59, 60Production kanban, 443, 445Production leveling, 21, 421–422, 482.
See also Leveling as prerequisite for efficiency, 71 flow production development for, 492–494 importance to efficiency, 69 kaizen retooling for, 494–495 strategies for realizing, 492–494 with kanban systems, 442, 445Production management conventional approach, 3–7 defined, 6 management system, 6 physical system, 6 vs. JIT production management, 1–3Production management boards, 457,
470–471, 802–804Production method and defect prevention, 555 shish-kabob vs. level production, 484, 486Production output, 59, 60 and in-process inventory, 89 and volume of orders, 61 increasing without intensifying labor, 86Production philosophy, shish-kabob vs.
level production, 483–484, 486Production planning, 52Production schedules, 4 leveling production, 482 once-a-day production, 480–482 once-a-month production, 478–479
Index ◾ I-21
once-a-week production, 479–480 strategies for creating, 477Production standards, 623. See also Standard
operationsProduction techniques, 715 JIT Management Diagnostic List, 718Production work orders, vs. kanban systems,
437–439Productivity, 59–61 and volume of orders, 61 boosting with safety measures, 701 coexisting with humanity, 387–388 volume-oriented approach to, 415Productivity equation, 415, 416Products, in PQCDS approach, 3Profit and cost reduction, 36 losses through motion, 77Profitable factories, 40 anatomy of, 39Progress andon, 464, 469–470Proper arrangement, 16, 157, 243–245, 510 applied to die storage sites, 530–531 five-point checklist, 772 made visible through red tags and
signboards, 265–268 obstacles to, 17 visible, 251–252Proximity switches, 574 applications, 576Pseudo improvements, 126–130Public changeover timetable, 505, 808–809Pull production, 10, 26, 51, 52, 54, 70, 438 flow of information and materials in, 53 relationship to goods, 439 using full work system, 367 using hand delivery, 366 vocal, 371, 372Punching lathe, worker separation, 702Purchasing-related kanban, 449–450Push production, 10, 26, 51, 419, 438, 439 as obstacle to synchronization, 364–365 flow of information and materials in, 53
Q
QCD (quality, cost, delivery) approach, 2Quality estimated, 122
improving through 5Ss, 241 in PQCDS approach, 3 process-by-process, 123–126Quality assurance, 724 and defect identification, 546–561 and poka-yoke system, 565–585 as starting point in building products,
541–542 in JIT production system, 11 JIT five levels of QA achievement, 542–546 poka-yoke defect case studies, 586–615 use of poka-yoke and zero defects
checklists, 616–622 zero defects plan, 561–565Quality check points, for standard
operations charts, 636–638Quality control inspection method, 169
R
Radar chart, 727Rational production, 120–121, 122 shish-kabob vs. flow production
approaches, 330Reality-based leveling, 23Recession-resistant production system, 8Red tag campaign reports, 761–763Red tag criteria, setting, 273–274Red tag episodes, 281 employee involvement, 284 excess pallets, 283 red tag stickers, 283–284 red tagging people, 282 showing no mercy, 284–285 twenty years of inventory, 281–282 twice red tagged, 282 yellow tag flop, 283Red tag forms, 271Red tag items list, 765Red tag list, computer-operated, 280Red tag strategy, xii, 17, 265–268, 269–270,
455 campaign timing, 268 case study at Company S, 285–289 criteria setting, 273–274 for visual control, 268–269 implementation case study, 290–293 indicating where, what type, how many,
268
I-22 ◾ Index
main tasks in, 291 making tags, 274–275 overall procedure, 267 project launch, 271, 273 red tag episodes, 281–285 red tagging computers, 278–281 steps, 270–278, 272 tag attachment, 276 target evaluation, 276–278 target identification, 273 understanding, 282 waste prevention with, 231Red tag strategy checklist, 292Red tag strategy report form, 293Red tag targets evaluating, 276–278 identifying, 273Red tags, 758, 759, 760 attaching, 276 example, 275 making, 274–275Reliability, increasing in equipment, 688Reordering point method, 435–437, 475Replacement waste, 509–510 eliminating in internal changeover,
518–523Required volume planning, 52Research and development, 37Reserved carts, for changeover, 531–532Reserved seat method, 489–490 painting process example, 490Resistance, 42, 43, 199, 201–202 and arguments against JIT improvement,
200 and inventory accumulation, 322 by foremen and equipment operators, 30 from senior management, 15 to change, 41, 84 to multiple-skills training, 407Responsiveness, 453Retention, 56, 57, 160, 186, 187 and anticipatory buying, 162 and anticipatory manufacturing, 162 and capacity imbalances, 161–162 in shish-kabob production, 484 process, retention, transfer system, 59 reducing, 59 waste in, 160–163Retention waste eliminating, 213–214 lot waiting waste, 215–216 process waiting waste, 214
Retooling time, 633Retooling volume, 633Return on investment (ROI), inventory and,
95Return to start position, 663 applying jidoka to, 666, 667Returning waste, 511Rhythmic motions, 221Rules, for safety, 696, 697, 699
S
S-shaped manufacturing cells, 362Safety, 152, 406, 725 basic training for, 698–699 defined, 698–699 for multi-process operations, 403–404 full-fledged, 70–709 in JIT production system, 12 in PQCDS approach, 3 in standard operations chart, 701 poka-yoke applications, 703–703 standard operations goals, 624 through 5Ss, 241 visual assurance, 707–708Safety cage, 704Safety check points, for standard operations
charts, 637Safety improvement, pneumatic cylinders to
springs, 694Safety plate, 703Safety strategies for zero injuries/accidents,
699–709Salad oil example, 312Sales figures and equipment improvements, 115 impact of seasons and climatic changes on,
97Sales price, 36 basis in market price, 35Sampling inspection, 120–122Screw-fastening operation, waste in, 148Searching waste, 154Seasonal adjustments, 323–324Seiketsu (cleanup), 16, 239, 246–247Seiri (proper arrangement), 16, 238, 243–245 photo exhibit, 260Seiso (cleanliness), 16, 239, 246
Index ◾ I-23
Seiton (orderliness), 16, 245–246, 328 photo exhibit, 260Self-inspection, 392Senior management approval for 5S approach, 262 ignorance of production principles, 88 need to believe in JIT, 139 on-site inspection by, 264 responsibility for 5S strategy, 263 role in awareness revolution, 14–15 role in production system change, 3 Seniority, as basis of pay raises, 394Sensor assembly line, multi-process
operations on, 363Sequential mixed loads, 379Serial operations, 224 calculations for parts-production capacity
work tables, 633 eliminating, 527–529Set-up applying human automation to, 669 pre-manufacturing, 499 unprocessed workpieces, 663, 667Set-up errors, 560, 586, 601–606Seven QC tools, 132, 133Seven types of waste, 172–174 conveyance waste, 176 defect production waste, 176–177 idle time waste, 178–179 inventory waste, 175–176 operation-related waste, 178 overproduction waste, 174–175 process-related waste, 177–178Shared specifications, 419Shish-kabob production, 10, 17, 18, 20, 46,
70, 104, 166, 207 approach to processing, 329–330 as large-lot production, 423 as obstacle to synchronization, 371–373 disadvantages, 158 equipment approach, 331 equipment layout in, 330 in-process inventory approach, 331 lead time approach, 331 operator approaches, 330–331 production scheduling for, 476 rational production approach in, 330 vs. flow production, 328–332 vs. level production, 482–485, 486 waste in, 158Shitsuke (discipline), 16, 239, 247–249Short-delivery scheduling, 379, 497
Shotblaster at diecast factory, 375 compact, 354, 377, 398–399Shukan (custom), 689Signal kanban, 443, 445, 446Signboard strategy, 442, 455, 464 amount indicators, 301–302 and FIFO, 302–303 defined, 294–296 determining locations, 296 die storage site using, 530 for delivery site management, 383 for visual orderliness, 293–294 habitual orderliness, 302 indicating item names, 299–300 indicating locations, 298 item indicators, 301 location indicators, 299 parking lot item indicator examples, 300 preparing locations, 296–298 procedure, 297 signboard examples, 295 steps, 296–302Signboards, 43, 44, 265–268 overall procedure, 267 waste prevention with, 231Simplified work procedures, 404 and defect prevention, 549Single-process workers, 339, 375, 419Single-product factories, 71Single-product load, 379Sink cabinet factory, flow production
example, 493Skin-deep automation, 79Slow-but-safe approach, 102–103Small-volume production, xi, 2, 62, 278, 321,
497Social waste, 159Solder printing process, flow of goods
improvement, 641Sorting inspection, 168, 169Spacer blocks and manual positioning, 524–525 eliminating need for manual dial
positioning with, 526Speaker cabinet processing operations,
improvements, 646–647Special-order production, 2Specialization in Western vs. Japanese unions, 393–394 vs. multi-process operations, 639
I-24 ◾ Index
Specialized carts, for changeover operations, 532
Specialized lines, 371–373Specialized machines, cost advantages, 332Speed, vs. cycle time, 116Spindle hole punch processing omission, 590Spirit of improvement, 43, 44Staff reduction, 62, 418Standard operating processes (SOPs), 23Standard operation forms, 626 parts-production capacity work table, 626 standard operations chart, 627–628, 628 standard operations combination chart,
626, 627 standard operations pointers chart,
626–627, 627 steps in creating, 630–638 work methods chart, 627Standard operations, 24, 50, 65, 193–194,
224, 623, 708–709, 724 and multi-skilled workers, 650–651 and operation improvements, 638–649 as endless process, 624 combination charts for, 223–226 communicating meaning of, 652 cost goals, 624 cycle time and, 625 defined, 623 delivery goals, 624 eliminating walking waste, 645–649 equipment improvements facilitating, 640 equipment improvements to prevent
defects, 640 establishing, 628–630, 629–630, 654 factory-wide establishment, 652 forms, 626–628 goals, 624 implementing for zero injuries/accidents,
699–703 improvement study groups for, 653 improvements to flow of goods/materials,
638–640 in JIT production system, 11–12 materials flow improvements, 641 motion waste elimination through, 639 movement efficiency improvements,
642–643 multi-process-operations improvements,
639 need for, 623–624 obtaining third-party help, 653
one-handed to two-handed task improvements, 644–645
operational rules improvements, 639–640 parts placement improvements, 643 picking up parts improvements, 643–644 preserving, 650–654 quality goals, 624 rejection of status quo in, 653 reminder postings, 652 role in JIT introduction, 23–24 safety goals, 624, 697 separating human work from machine
work for, 640, 649–650 sign postings, 652 spiral of improvement, 629 standard in-process inventory and,
625–626 ten commandments for, 651–654 three basic elements, 625–626 transparent operations and, 628 waste prevention through, 226 wood products manufacturer’s
combination charts, 227 work sequence and, 625 workshop leader skills, 652, 653Standard operations chart, 627, 628, 629,
631, 637 safety points, 700, 701 steps in creating, 630–632, 636–638Standard operations combination chart, 193,
457, 626, 627, 629, 631, 825–826 steps in creating, 634–636Standard operations form, 831–833Standard operations pointers chart, 626–627,
627Standard operations summary table, 827–828Standard parameters, changeover of, 499Standardization of equipment, 421 waste prevention by, 228–230Standby-for-lot inventory, 161Standby-for-processing inventory, 161Standing signboards, 462–463Standing while working, 19, 118, 355, 424,
425, 429 and cooperative operations, 368 as condition for flow production, 339 in assembly lines, 355–359 in multi-process operations, 399–400 in processing lines, 359–360 work table adjustments for, 360Statistical inventory control methods, 475
Index ◾ I-25
Statistical method, 570 poka-yoke, 659Status quo denying, 205 failure to ensure corporate survival, 15 reluctance to change, 42Steady-demand inventories, 476Stockpiling, 160Stop devices, 566–567Stop-and-go production, 55–59, 57Stopgap measures, 150Storage, cutting tools, 318Straight-line flow production, 340, 360Subcontracting, applying JIT to, 47Subcontractors, bullying of, 378Sudden-demand inventories, 476Suggestion systems, 36Supplier kanban, 443, 444Supplies management, 81Surplus production, 323 and defects, 549Sweat workers, 74, 75Symmetrical arm motions, 220–221Synchronization, 363–364 as condition for flow production, 337 bottlenecked process obstacle, 364 changeover difficulties, 373 obstacles to, 364–368 PCB assembly line, 366, 367 push method as obstacle to, 364–365 work procedure variations as obstacle to,
367–371
T
Taboo phrases, 202 Japanese watch manufacturer, 203Takt time, 368, 469, 482Tap processing errors, 606Tapping operations, defect prevention,
673–674Temporary storage, 160Three Ms, in standard operations, 623Three Ps, 432Three-station arrangements, 165Time graph analysis, changeover
improvements, 513Time workers, 75Tool bit exchange, one-touch, 522
Tool elimination as internal changeover improvement,
519–520 by transferring tool functions, 316Tool preparation errors, 560, 587, 615Tools 5-point check for orderliness, 256 applying orderliness to, 307 close storage site, 311 color-coded orderliness, 308–309 combining, 314, 315 easy-to-maintain orderliness for, 307 eliminating through orderliness, 313–316 indicators, 308, 309 machine-specific, 311 outlined orderliness, 309Tools placement, 222 order of use, 222Top-down improvements, 134–139Torque tightening errors, 599Torso motion, minimizing, 221Total quality control (TQC), 36, 132Total value added, 715Training for basic safety, 698–699 for multi-process operations, 407–413 for multiple skills, 400 in CCO, 708 in Japanese vs. Western factories, 395Training costs, for multi-process operations,
394–395Transfer, 56, 57, 58Transfer machine blade replacement, 528Transparency, in multi-process operations,
405Transparent operations, and standard
operations, 628Transport kanban, 443Transport routes, 380–382Transportation lead-time, 99Two-handed task improvements, 644–645 and safety, 704Two-process flow production lines, 360
U
U-shaped manufacturing cells, 340, 360–362 as condition for flow production, 341 for multi-process operations, 395–396
I-26 ◾ Index
Unbalanced capacity, 322Unbalanced inventory, 161, 322Union leadership, 84Unmanned processes, 668Unneeded equipment list, 767Unneeded inventory list, 765, 766Unneeded items moving out, 266 separating from needed items, 266 throwing out, 266 types and disposal treatments, 277 unneeded equipment list, 278 unneeded inventory items list, 277Unprocessed workpieces, set-up, 663, 668Unprofitable factories, anatomy of, 38Usability testing, and defect prevention,
549–550Use points, maximum proximity, 222Usefulness, and value-added, 147
V
Value analysis (VA), 157Value engineering (VE), 157Value-added work, 85, 166 JIT Management Diagnostic List, 717 vs. wasteful motion, 86, 147VCR assembly line, cooperative operations
example, 429Vertical development, 20, 24–27, 26, 378, 391Vertical improvement makers, 167Vibration switches, 574 applications, 583Visible 5Ss, 249–251, 252 visible cleanliness, 253 visible discipline, 254–255 visible orderliness, 252–253 visible proper arrangement, 251–252 visibly cleaned up, 253Visible cleanliness, 253Visible discipline, 254–255Visible orderliness, 252–253 with signboard strategy, 295Visible proper arrangement, 251–252Visibly cleaned up, 253Visual control, 26, 120, 231, 251, 723 and kaizen, 471–473 andon for, 456, 464–470
as non-guarantee of improvements, 453–454, 472–473
defect prevention with, 563 defective item displays for, 456, 457, 458 error prevention through, 456, 458 for safety, 700 in JIT production, 10–11 in kanban systems, 437 kaizen boards for, 462 kanban for, 456, 457 management flexibility through, 419 preventing communication errors with,
556 process display standing signboards,
462–463 production management boards for, 456,
457, 470–471 red demarcators, 455, 456 red tag strategy for, 268–269, 455, 456 signboard strategy, 455, 456 standard operation charts for, 456, 457 standing signboards for, 462–463 through kanban, 440 types of, 455–459 visual orderliness case study, 459–462 waste prevention with, 230–232 white demarcators, 455, 456Visual control tools, roles in improvement
cycle, 473Visual orderliness case study, 459–462 in electronics parts storage area, 460 signboard strategy for, 293–306Visual proper arrangement, 17Visual safety assurance, 707–708Vocal pull production, 371, 372Volume of orders, and production output, 61
W
Walking time, 635Walking waste, 153–154, 173, 536 eliminating for standard operations,
645–649Wall of fixed ideas, 210Warehouse inventories, 161, 175 as factory graveyards, 73 reduction to zero, 20Warehouse maintenance costs, 73
Index ◾ I-27
Warehouse waste, 69Warning andon, 466–468Warning devices, 567Warning signals, 567Washing unit, 364 compact, 356 in-line layout, 365Waste, xii, 15, 643 5MQS waste, 152–159 and corresponding responses, 180 and inventory, 48 and motion, 75 and red tag strategy, 269 as everything but work, 182, 184, 191 avoiding creation of, 226–236 concealment by shish-kabob production,
17, 158 conveyance due to inventory, 90 deeply embedded, 18, 150, 151 defined, 146–150 developing intuition for, 198 eliminating with 5Ss, 508–511 elimination by kanban, 440 elimination through JIT production, xi, 8,
341–342 embedding and hiding, 84 examples of motion as, 76 hidden, 179 hiding in conveyor flows, 67 how to discover, 179–181, 179–198 how to remove, 198–226 identifying in changeover procedures,
508–511 in changeover procedures, 501 in external changeover operations,
510–511 in internal changeover operations, 509–510 in screw-fastening operation, 148 inherited vs. inherent, 79–84 invisible, 111 JIT and cost reduction approach to, 69–71 JIT Production System perspective, 152 JIT seven types of, 172–179 JITs seven types of, 172–179 latent, 198 making visible, 147 minimizing through kanban systems, 437 production factor waste, 159–172 reasons behind, 146–150 reinforcing by equipment improvements,
111–112
related to single large cleaning chamber, 155
removing, 84–86, 198–226 severity levels, 171–172 through computerization, 83 total elimination of, 145, 152 types of, 151–179Waste checklists, 194–198 five levels of magnitude, 195 how to use, 195 negative/positive statements, 197 process-specific, 195, 196, 197, 198 three magnitude levels, 197 workshop-specific, 195Waste concealment, 454 by inventory, 326, 327 revealing with one-piece flow, 350–351, 352Waste discovery, 179–181 back-door approach to, 181–183 through current conditions analysis,
185–198 with arrow diagrams, 186–190 with one-piece flow under current
conditions, 183–185 with operations analysis tables, 190–192 with standard operations, 193–194 with waste-finding checklists, 194–198Waste prevention, 226, 228 and do it now attitude, 236 by avoiding fixed thinking, 235–236 by outlining technique, 231 by thorough standardization, 228–230 with 5W1H sheet, 232–236 with andon, 232 with kanban system, 232 with one-piece flow, 353 with pitch and inspection buzzers, 232 with red tagging, 231 with signboards, 231 with visual and auditory control, 230–232Waste proliferation, 198, 199Waste removal, 198–199 50% implementation rate, 205–206 and Basic Spirit principles for
improvement, 204 and denial of status quo, 205 and eliminating fixed ideas, 204 basic attitude for, 199–211 by correcting mistakes, 207 by cutting spending on improvements, 207 by experiential wisdom, 210–211 by Five Whys approach, 208–210
I-28 ◾ Index
by using the brain, 208 in wasteful movement, 211–217 lot waiting waste, 219 positive attitude towards, 204–205 process waiting waste, 218 through combination charts for standard
operations, 223–226 wasteful human movement, 217–223Waste transformation, 198Waste-finding checklists, 737–743 process-specific, 739, 741, 742, 743 workshop-specific, 738, 740Waste-free production, 49Waste-related forms, 730 5W1H checklists, 744–746 arrow diagrams, 730–732 general flow analysis charts, 733–734 operations analysis charts, 735–736 waste-finding checklists, 737–743Wasteful movement and eliminating retention waste, 213–217 by people, 217–223 eliminating, 211, 213Wastology, 145Watch stem processes, 397, 398Watching waste, 154Weekly JIT improvement report, 846–848Whirligig beetle (mizusumashi), 465Wire harness molding process, internal
changeover improvement case study, 517–518
Withdrawal kanban, 444Wood products factory, multi-process
operations in, 425Work as value-added functions, 182 meaning of, 74–75 motion and, 74–79 vs. motion, 657, 659Work environment, comfort of, 223Work methods chart, 627, 629, 829–830Work operations, primacy over equipment
improvements, 103–108Work sequence, 636 and standard operations, 625 arranging equipment according to, 638 for standard operations charts, 636Work tables, ergonomics, 222Work-in-process, 8 management, 81, 83Work-to-motion ratio, 86Work/material accumulation waste, 173
Worker hour minimization, 62, 66–69Worker mobility, 19Worker variations, 367–371Workerless automation, 106Workpiece directional errors, 605Workpiece extraction, 663Workpiece feeding, applying automation to,
665Workpiece motion, waste in, 158–159Workpiece pile-ups, 25, 118Workpiece positioning errors, 605Workpiece processing, applying jidoka to,
664Workpiece removal applying human automation to, 668 motor-driven chain for, 695 with processed cylinders, 667Wrong part errors, 587, 612, 613Wrong workpiece, 560, 587, 614
Y
Yen appreciation, xi
Z
Zero accidents, 699Zero breakdowns, 684, 685 production maintenance cycle for, 687 with 5S approach, 241Zero changeovers, with 5S approach, 242Zero complaints, with 5S approach, 242Zero defects, 545 5S strategy for, 565 human errors and, 562–563 information strategies, 563 machine cause strategies, 564 material cause strategies, 564 overall plan for achieving, 561–565 production maintenance cycle for, 687 production method causes and strategies,
564–565 with 5S approach, 241Zero defects checklists three-point evaluation, 619–620
Index ◾ I-29
three-point response, 620–622 using, 616–622Zero delays, with 5S approach, 242Zero injuries strategies for, 699–709
with 5S approach, 241Zero inventory, 20, 98–102 importance of faith in, 176Zero red ink, with 5S approach, 242Zigzag motions, avoiding, 221
I-31
About the Author
Hiroyuki Hirano believes Just-In-Time (JIT) is a theory and technique to
thoroughly eliminate waste. He also calls the manufacturing process the
equivalent of making music. In Japan, South Korea, and Europe, Mr. Hirano
has led the on-site rationalization improvement movement using JIT produc-
tion methods. The companies Mr. Hirano has worked with include:
Polar Synthetic Chemical Kogyo Corporation
Matsushita Denko Corporation
Sunwave Kogyo Corporation
Olympic Corporation
Ube Kyosan Corporation
Fujitsu Corporation
Yasuda Kogyo Corporation
Sharp Corporation and associated industries
Nihon Denki Corporation and associated industries
Kimura Denki Manufacturing Corporation and associated industries
Fukuda ME Kogyo Corporation
Akazashina Manufacturing Corporation
Runeau Public Corporation (France)
Kumho (South Korea)
Samsung Electronics (South Korea)
Samsung Watch (South Korea)
Sani Electric (South Korea)
Mr. Hirano was born in Tokyo, Japan, in 1946. After graduating from
Senshu University’s School of Economics, Mr. Hirano worked with Japan’s
largest computer manufacturer in laying the conceptual groundwork for the
country’s first full-fledged production management system. Using his own
I-32 ◾ About the Author
interpretation of the JIT philosophy, which emphasizes “ideas and tech-
niques for the complete elimination of waste,” Mr. Hirano went on to
help bring the JIT Production Revolution to dozens of companies, includ-
ing Japanese companies as well as major firms abroad, such as a French
automobile manufacturer and a Korean consumer electronics company.
The author’s many publications in Japanese include: Seeing Is Under-standing: Just-In-Time Production (Me de mite wakaru jasuto in taimu seisanh hoshiki), Encyclopedia of Factory Rationalization (Kojo o gorika suru jiten), 5S Comics (Manga 5S), Graffiti Guide to the JIT Factory Revo-lution (Gurafiti JIT kojo kakumei), and a six-part video tape series entitled
JIT Production Revolution, Stages I and II. All of these titles are available
in Japanese from the publisher, Nikkan Kogyo Shimbun, Ltd. (Tokyo).
In 1989, Productivity Press made Mr. Hirano’s JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future available in English.