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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

No claim to original U.S. Government worksPrinted in the United States of America on acid-free paper10 9 8 7 6 5 4 3 2 1

International Standard Book Number-13: 978-1-4200-9032-1 (Softcover)

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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.


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.


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


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


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).


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).


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.


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


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



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


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



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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.


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.


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.


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.


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.


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


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.




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).


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


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


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.


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:


Figure 16.21 Waste-Finding Checklist (Process-Specific) (1).


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


ProcessName

Maj

orw

aste

Waste-finding Checklist (process-specific) Date:

Causes andimprovement plansYES NO

Confirmation Mag-nitude


JIT Forms ◾ 743


ProcessName Waste-finding Checklist (process-specific)

YES

Confirmation Mag-nitudeNO

Date:


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



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.


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):


Current status: Current status: Current status:

Why No. 3:

5W1H SHEET

Figure 16.24 Example of a 5W1H Sheet.


Why No. 3:


Current status:

Why No. 2:

Current status:

Why No. 1: (analysis)

Improvement target:

Why No. 3:

Current status:



Why No. 3:

5W1H SHEET


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.


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.


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).


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).


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.


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).


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.


1. Description of problem. Point out the nature of the 5S

violation.

2. Implementation of improvement. Describe the point of

the improvement.


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


Implemented by:



Attach photo hereAttach photo here

Implementation date:Confirmation of improvement


Implemented by:



Implementation date:Confirmation of improvement

Figure 16.33 5S Memo.


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.


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.


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).


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.


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


Tools,jigs & dies

Equipment

Materials

Inve

ntor

y

Parts

Products




To:


Figure 16.37 Red Tag Campaign Report.


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).


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


Tools,jigs & dies

Equipment

Materials

Inve

ntor

y

Parts

Products




To:

Total value of unneeded items


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.


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.


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).


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.


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).


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


(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.


(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: 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.


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).


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.


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.


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.


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.


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.


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.


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.


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).


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.


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.


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.


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.


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.


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.


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.


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.


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.


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).


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

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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


12 wins2 losses


9 wins5 losses


11 wins3 losses

3 wins11 losses

7 wins7 losses


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.


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.


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


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.


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).


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.


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.


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.


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.


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.


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.


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).


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


Model Entered by Date

Figure 16.74 Changeover Improvement List.


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.


1. Description of changeover. Briefly describe the type of

changeover.



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).


ChangeoverOperationsAnalysis Chart

No. Readtime

Improvementplan

Operationtime Internal External Waste

Changeover categoriesChangeoveroperation


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).


1. Period. Enter the period during which the changeover

measurements were made.



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.


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.


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.


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.


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.


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).


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.


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.


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).


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.


DepartmentProcess name

Processing sequence

Machine number


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.


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


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.


Work Methods Table


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).


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.


Revision date

Finished goods

Raw materials

A01A02

A03

StandardOperations Chart

Line namePG U-shaped cell

Process nameGear cutting process


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


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.


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.


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).


1. Improvement item. Enter the name of the item undergo-

ing improvement.


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.


Improvement memo

Person in charge

Pointer


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


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


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


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.


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).


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.


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


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


10 20 10 20 10 20 10 20

Figure 16.99 Improvement Campaign Planning Sheet.


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).


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.


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).


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.


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).


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.


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.


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.

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