lecture 2a

KATA

© 2016 The Leadership Network®

© 2016 Jidoka®

01

TOYOTA KATAGrasping the

Current Condition

KATA


© 2016 Jidoka®

02

ORIENTATION

Go andSee

ACT PLAN

CHECK DO

PDCA Toward the Target Condition

The 5Questions

What is the current pattern of working?

Establish the Next Target Condition

Tar getCondi t i on

Grasp the Current

Condition

Understand the

Direction

What challengeare we strivingto meet?

KATA


© 2016 Jidoka®

03

KATA


© 2016 Jidoka®

04

Necessary Number of Operators (if the process were stable)• Calculate number of operators

Outcome Metrics• Graph (a) output per shift, (b) overtime and any other desired outcome metrics

Equipment Capacity• Can the automatic equipment support the planned cycle time?••

How close are we to our current machine capacity limit?What is the fastest Pc/t the equipment can currently support?

® ©No Yes

Characteristics of the Current Process1) ) Get to know the process by sketching a block diagram of it

-What are batch sizes? - Where does WIP accumulate?2) ) How much does the process fluctuate?

- Time and graph 20-30 exit cycles of each operator's work- Are each operator's work steps the same from cycle to cycle?

3) ) Note other details about the current operating pattern

Step

u • Customer takt• Planned cycle time• Number of shifts currently running

Customer Demand and Planned Cycle Time

KATA


© 2016 Jidoka®

05

CustomerTaktFromtheGermanword=clocktime,ortempo

TaktTime=effectiveoperatingtimeCustomerdemand

ExampleTakt Time = 450 minutes x 60 sec = 27,000s / 2050 piecesTakt Time = 12.0 sec

KATA


© 2016 Jidoka®

06

CUSTOMERTAKT ANDPLANNEDCYCLE TIME

Youshouldoperateyourproductiontoplanforapproximately15%lessthanyourCustomerTaktTime.

Thiswill:

1. Allowforanyunplannedminorormajorstopsoftheline.2. Start-upyieldlossorfinishingloss.3. Unplanneddowntime(ifthisisunknownornottracked).4. Qualitylosssuchasscrap.5. Untimedorunexpectedchangeoversorschedulechanges.6. Unplannedbreaks.

ThefollowingslidesshowthecomparisonbetweenCustomerTaktandPlannedCycletime(PCT)

KATA


© 2016 Jidoka®

07

KATA


© 2016 Jidoka®

08

KATA


© 2016 Jidoka®

09

15%

Assembly

• 2500 pieces/day total• 2 Shifts, 8 hours each• 2 x 15 min break/shift• 5 changeovers / day• C/O Time = 25 min per c/o• Unplanned Downtime =

TAKT =

Example Your calculation

Assignment #2: Calculate the Takt Time & Planned Cycle Time below

KATA


© 2016 Jidoka®

10





® ©No Yes

Customer Demand and Planned Cycle Time• Customer takt• Planned cycle time• Number of shifts currently running

Characteristics of the Current ProcessStep

v 1) ) Get to know the process by sketching a block diagram of it-What are batch sizes? - Where does WIP accumulate?

2) ) How much does the process fluctuate?- Time and graph 20-30 exit cycles of each operator's work- Are each operator's work steps the same from cycle to cycle?


KATA


© 2016 Jidoka®

11

The Three Main Tasks in This Step

1) Get to know the process by sketching a block diagram of it.- Define the start & end points of the process.- What are batch sizes at the processing steps?- Where does WIP accumulate?

2) How much does the process fluctuate?- Time & graph 20-30 exit cycles for each operator.- Are each operators' work steps the same from cycle to cycle?

3) Note other details about the current operating pattern.- Not issues good or bad.- Simply describe aspects of the current work pattern.

You may ask others about process details, but do not interview or ask about process problems or improvement ideas.Learn to see and understand for yourself.WHAT DO YOU SEE?

v CHARACTERISTICSOFTHE CURRENTPROCESS

KATA


© 2016 Jidoka®

12

1. Draw a straight-line sketch of the workstations in the process.2. Make each box the same size3. Do not draw to scale or worry about the actual shape, i.e.. layout,

of the line4. Shows the work flow5. Each box simply = a workstation, table, fixture or machine

BLOCK DIAGRAM

SpringInstall5springs

RESISTOR12REDS;1per

board

RESISTOR/DIODES- 2

LED1PERBOARD

TEST/REWORK

15 4 3 2

16 4 3 2

RESISTOR/DIODES- 3

=WIP

RAWBOARDSWITHSPRINGS(RED ANDBLUEBOARDS)1=RESISTORS(RED ANDBLUE BOARDS)2=RESISTORS/DIODES (RED ANDBLUE BOARDS)3=RESISTORS/DIODES (RED ANDBLUE BOARDS)4=LED(RED ANDBLUE BOARDS)5=TEST(RED ANDBLUE BOARDS)

5

5

I

=WORKERS

I IA

A =AutoMachine

10s15s12s25s 15s8s

25s =OperatorCycleTime

KATA


© 2016 Jidoka®

13

This is the time between units coming off the

end of a process step. It's not how long, but how

often a piece arrives.

PROCESS EXIT CYCLES

Timethis

KATA


© 2016 Jidoka®

14

Data:Somethingwemeasure

Facts: Something we observe

Wewanttoobserveandrecordtwothings…

WORKSHEET FOR TIMING CYCLES

KATA


© 2016 Jidoka®

15

KATA


© 2016 Jidoka®

16

KATA


© 2016 Jidoka®

17

KATA


© 2016 Jidoka®

18

KATA


© 2016 Jidoka®

19

WHY LOWEST REPEATABLETIMES AND SHOULDN’T WE USE AVERAGES?Manypeoplehavedifficultyunderstandingwhywewanttouselowestrepeatabletimes.Theconcepttheyfailtounderstandistwofold:1. Lowestrepeatableisjustastartingpointforgraspingthecurrentcondition.Wecanget

moredetailedworkstationtimeslaterifnecessary.2. Lowestrepeatablegivesyouanindicationthatiftheprocesscyclesasexpected(without

majorcyclestoppages),thenthattimeisatimetheoperatorormachine+operatorcanachieve,althoughPDCAsandexperimentswillbeneededgoingforwardtosustain

3. Aswecontinuewiththeimprovementkataprocess,wewilllearnmoreabouttheindividualworkstationsandtimes,somainpurposeofgraspingthecurrentconditionissowecancompletethe3rd stepoftheImprovementKatawhichisEstablishingtheTargetCondition.

4. Averagesaregoodforlongdatasetsasindicatorsofpastperformance.However,itisthe“spikes”and“troughs”indicatingvariabilitythatgethiddenwithaverages.OnecouldsayifIhaveonefootinabucketoficeandsaltwater,andtheotherfootinacampfire,thenonaverageI’mfeelingok.However,Ihavefrostbiteand3rd degreeburns….notok!!!

Wewanttoknowwhathappenedatthesepointsonthesedays?

KATA


© 2016 Jidoka®

20

Sample Time (seconds)1 162 123 154 205 106 67 128 169 1710 1411 2212 1513 2314 1615 1216 1017 918 1519 2420 12

Sum= 296

Takt = 12

Pc/t = 10.2

Assignment #3: Using the Takt Time & Planned Cycle Time below, make a run chartwith lowest repeatable bar and the variance range and hi/lo percentages

KATA


© 2016 Jidoka®

21

KATA


© 2016 Jidoka®

22








Step

wEquipment Capacity• Can the automatic equipment support the planned cycle time?• How close are we to our current machine capacity limit?• What is the fastest Pc/t the equipment can currently support?

® ©No Yes

KATA


© 2016 Jidoka®

23

EQUIPMENTCAPACITY

Machine Capacity Chart35

TT

25

5

10

20

10 40 70 90 110

Pc/t90% of Pc/t

unloadloadstart

mach. cycle

15

Machines (Automated Equipment)

w

This is an important check for processes that have automated equipment. If equipment cannot cycle fast enough to meet the planned cycle time youmust address this obstacle.

KATA


© 2016 Jidoka®

24

MAKING A MACHINE CAPACITY CHARTStep by Step

Accuracy is important in these charts

Changeovers (+ machine downtime,scrap, rework and other losses if there is no shift gap)

5

10

90% of 20

25

Pc/t 15

For fluctuation in equipment cycle

Takt

Pc/t

First draw in lines for the takt time (if calculated), plannedcycle time, and 90% ofplanned cycle time.

1 0 4 0 7 0 9 0 1 1 0

5

10

90% of 20

25

Pc/t 15

TT

Pc/t

Next list the automated machines in the process (machines that can cycle without an operator).

KATA


© 2016 Jidoka®

25

Now graph the pure machine time to processone piece, machine start to machine stop

1 0 4 0 7 0 9 0 1 1 0

5

10

90% of 20

25

Pc/t 15

TT

Pc/t

Pure machine time is onlythe time the machine takes from the cycle start to the end of the automatic cycle.

Note: You usually only needto measure a few cycles toobtain this number, since machine cycle times are often relatively consistent.

4 0 7 0 9 0 1 1 0

90% of 20Pc/t 15 TOTAL

Machine Cycle

1 0

5

10

25

TT

Pc/t

unload load start unload

load start

unload load start

Probl em

Finally, add unload and load times to the machine times. This is the time it takes to unload and loadthe machine, if the machine has to wait during unloading and loading.

The sum of:Pure machine cycle + unload/load time

Equals the:Total machine cycle time (TMc/t)

MAKING A MACHINE CAPACITY CHARTStep by Step

KATA


© 2016 Jidoka®

26



® ©No Yes






Step

xNecessary Number of Operators (if process were stable)

• Calculate number of operators


KATA


© 2016 Jidoka®

27

= 98 seconds

1

2

3

4

Lo-Repeatableoperatorcycle

15 seconds

13 seconds

16 seconds25 seconds13 seconds16 seconds

Notes

10.2sec.Pc/t= 9.6 operators

Sum of the individual workstation times to cycle

NECESSARY NUMBER OF OPERATORS CALCULATION

We're looking only at operator time here., NOT MACHINE CYCLE TIME.

98 sec.

5

6

OperatorNecessary

=Operators

Totaloperatorcycletimesfor1piece

PlannedCycleTime(PCT)

KATA


© 2016 Jidoka®

28




® ©No Yes






Step

yOutcome Metrics

• Graph (a) output per shift, (b) overtime and any other desired outcome metrics

KATA


© 2016 Jidoka®

29

Outcome Metrics should look like something like this…Label the values on each point!

Yield%

Set-upissue

82%

95%

Scrapissueduetomachinery

Qualityissues

KATA


© 2016 Jidoka®

30

How the game is

currently played

The scoreas of the last game

• A current condition should include these four categories of information.

CurrentConditionNow:

WHAT INFORMATION IS IN THE CURRENT CONDITION?

KATA


© 2016 Jidoka®

31

Process Metrics vs Outcome MetricsManypeoplehavedifficultyunderstandingtherelationshipanddifferencesbetweenaProcessMetricandanOutcomeMetrics.Theconcepttheyfailtounderstandistwofold:

1. ProcessMetricsaremeasurementsinrealtime.Itishoweverpossibletoconsiderameasurementeitheratacertainpointintimepastthebeginningoftheprocessormaybeattheendoftheday.ProcessMetricsaremetricsthatyoucangather“inthemoment”• Examplearesuchaconstructionofarunchartinthepreviousslidesonlowest

repeatableprocesscycletimeorthevariationfromcycletocycle.• Anotherexampleisrework.Wecanmeasurethefirstpassyield(FPYforthedayat

anypointintheshiftandknowatwhatratewearehavingtorework

2. ProcessMetricsaffectormanytimesdeterminethevalueswegetasOutcomeMetrics.ManytimeswerefertotheProcessMetricasthe“lever”thatcontrolstheOutcomeMetric.• Example:AnOutcomeMetricforapotofboilingwaterisdeterminedbytheProcess

Metricofthestoveburnerelement.

ProcessMetric=KnobSetat7

OutcomeMetric=TemperatureofWateris100oC

KATA


© 2016 Jidoka®

32

RelationalAnalogiesofProcessCharacteristics,ProcessMetrics,andOutcomeMetrics...

• Characteristic – afeatureorqualitytypicallybelongingtoaperson,place,orthingandservingtoidentifyit

• Attribute– toconsiderasaqualityorcharacteristicoftheperson,thing,group,etc.

Describeshowweplaythegame

PROCE

SSCHAR

ACTE

RIST

IC

OR

ATTR

IBUTE

• ProcessMetrics- Standardsofmeasurementbywhichefficiency,performance,progress,orqualityofaplan,process,orproductcanbeassessed

ProcessMetricsarekeyindicatorsfromwithintheprocessitselfthatsuggestwhatcanbeexpectedwiththeOutcomeMetrics…ProcessMetricshaveanindirect(ordirect)impactonOutcomeMetrics.

Howweareperformingwithinthegame

PROCE

SSM

ETRI

CS

• OutcomeMetrics- Determinationandevaluationoftheresultsofanactivity,plan,process,orprogramandtheircomparisonwiththeintendedorprojectedresults

OutcomeMetricsarefinalscoresthatprovideclearandconciseunderstandingastohowtheprocessisperformingagainstthestandardortargetcondition.

Thescoreofthegame

OUTC

OM

EM

ETRI

CS

Definitions&Descriptions

Weareagoodfreethrowshootingteam–91%(freethrowshootingpercentage).Wesetplaystodriveintothelaneanddrawcontact(foul)fromtheopposingteamtogetahighnumberoffreethrowattemptsinthegame,puttingmorepointsonheboard,andabetterchanceatwinningthegame.


PROCE

SSCHAR

ACTE

RIST

IC

OR

ATTR

IBUTE

• Foulsdrawn• ShootingFouls• FloorFouls

• NumberofFreeThrowattempts• FreeThrowshootingpercentage

• FreeThrowshootingpercentageonfrontendof1&1

HowweareperformingwithinthegamePROCE

SSM

ETRI

CS

• FinalScoreofthegame• Win/Lossrecord

Thescoreofthegame

OUTC

OM

EM

ETRI

CS

ASportsAnalogy

Weexecutetoscheduleonallrecommendedpreventativeandpredictivemaintenanceactivitiesonourpress.ForPMworkthatcan’tbedonewiththepressrunningorinsetup,weallot4hours(planneddowntime)onMondaysforPMactivity.


PROCE

SSCHAR

ACTE

RIST

IC

OR

ATTR

IBUTE

• OverduePMWorkOrders• UnplannedMaintenancehours(reactive– breakdowns)

HowweareperformingwithinthegamePROCE

SSM

ETRI

CS

• PressUpTimePercentage

Thescoreofthegame

OUTC

OM

EM

ETRI

CS

ACMEGear,CO.Example

KATA


© 2016 Jidoka®

33

TargetConditionAchieveby:

CurrentCondition

ProcessMetrics

OutcomeMetrics

F/A-Pack

Mill8

Mill7

Mill6

Mill5

Mill4

Mill3

Mill2

Mill1

CNC2

CNC1

Shaper6

Shaper5

Shaper4

Shaper3

Shaper2

Shaper1

Hob18

Hob17

Hob16

Hob15

Hob14

Hob13

Hob12

Hob11

Hob10

Hob9

Hob8

Hob7

Hob6

Hob5

Hob4

Hob3

Hob2

Hob1

Hob0

Hob1

50

48

46

44

42

40

38

36

34

32

30

28

26

24

22

20

18

16

14

12

10

8

6

4

2

0

OTHERPROCESSMETRICS:

MillReliabilityis80%

OvertimeisduetomachinereliabilityatTurningMills1,7,&8

NOTESANDOBSERVATIONS

PROCESSCHARACTERISTICS:

Wehaveexcesscapacityandhighvariationinmachinecycle

withourHobMachines.Hob18cycletimeexceedsTaktTime

Wehaveexcesscapacityandhighvariationinmachinecycle

withourTurningMillMachines.

PPLH=27.5

Scrap=6.7%

OverTime=8%

FirstPassYield=93%

ExitCycleVar(Pack)=10s+/-12%

Hob18LowestRepeatable HiVar=+195%

LoVar=-24%=14seconds

TaktTime=12.3seconds

PlannedCycleTime=10.5Seconds

NumberofShifts=3

NumberofOperators=10

CURRENTCONDITIONSUMMARYSHEET

OutcomeMetrics(SeeCharts)

ProcessStability:

Focus Process: Challenge: ItwouldbeColossal,ifby1.1.2017,theACMEmachiningcelloccupied50%lessfloorspace,operating2shiftswith50%ofthemachinery,sowecanachieve:50PPLH,< 3.5%Scrap,withNoOvertimeACMEMachiningCell

Summary Example Storyboard

lecture 2a

Business