std work kaizen training

1 of 115

Standard Work

Danaher Business System

SW PRESENTATION ENG REV3 June 30, 20032 of 115

Standard WorkIn this training, we will cover:

1. Introduction to Training

2. Introduction to Standard Work

Waste

3. Concepts of Lean Manufacturing


Standard WorkObjectives of Standard Work Training

4. Concepts of Cellular Manufacturing

5. Concepts of Standard Work

6. Elements of Standard Work

Standard Work

FG RM


Standard WorkObjectives of Standard Work Training

7. Standard Work Documentation

8. Kaizen Concepts

9. Shop Floor Application

PROGRESS

??

?

? ?


Introduction to Training

Chapter 1


Introduction to Training

• Class times for kaizen are from ___ to ___

• Breaks and Lunch will occur at ____• Participation is required by all• “Parking Lot” for unanswered questions• Group Introductions• Class objectives


Introduction to Standard Work

Chapter 2


Introduction to Standard Work

This objective will cover:• Definition of the Danaher Business

System• Definition of Standard Work• DBS Tools• Elements of the Change Model


What is DBS?

The Danaher Business System

A business management system designed to achieve World Class excellence in customer satisfaction. The system, beginning with the voice of the customer, continuously strives to improve quality, delivery, cost and innovation.

The system provides the necessary tools to achieve specific business objectives with the involvement of allassociates.


What is Standard Work?

Its not about working harder

Its about working smarter

What’s working smarter?What’s working smarter?

•Being able to accomplish the same amount of work in less time.

•Giving the customer what they need.


Exercise

1

23

4

5

6

7

8

9

10

11


DBS Tools- Practical Problem Solving

Why?Why?Why?Why?

Why?

Large Vague ProblemData Gathering

Problem Clarification Point of Cause

Root Cause


DBS Tools-5S

5S is a process to ensure a clean,

orderly, safe and productive workplace.

5SSUSTAIN

1SSimplify

4SStabilize

Straighten2S

Scrub3S


DBS Tools – Visual Management

01000

2000

30004000

5000

6000

70008000 0 120

11010090

80706050

40302010 Oil Battery

Gasoline

E F

TachometerMPH

OdometerTrip-O-Meter

00236

Brights

Air Conditioning

Heat

Lights

Defroster

TAPECD

90.55FM



BALL: STRIKE:

PITCHER:ERA:W-L:K’s:

BB’s:

OUT:

#37RF.2791243

#423.5911-751

3 2ON BASE

2

VISITOR 0 0 1 0 1 0 2 0 4 7 0 HOME 1 0 0 0 0 3 0 0 4 6 1

AT BAT:POSITION:

AVG:HR:RBI:

INNING 1 2 3 4 5 6 7 8 9 R H E

Would you stay for the end of this game? Click to hear what happens after next pitch



Visual Management allows us to know what is happening when walking into a situation.

The team you were cheering for scored a

2 home runs!Did you stay to see it?


Visual Management Lego Exercise

InstructionsIn groups of 5-6, follow instructions inside

the envelope that is provided to you in order to assemble the LEGO figure.

When complete, call instructor over to check for quality and correctness.

Use a stopwatch to time how long it takes your team to complete the assignment.


The Change Model

CYCLE TIME

DEPTH

What happens when change occurs

Point of Change

Point of Change

Denial

Resistance Exploration

Commitment


The Change Model

Shock

Anticipation

Fear

Anger/Betrayal

DepressionAcceptance

Search for Solutions

Develop Plans

Execute Plans

Emerge Stronger

Cycle Time

Denial

Resistance Exploration

Commitment

Data Source: “Managing Transitions” by William Bridges

Guilt

Endings Transitions New Beginnings


How People Respond to ChangeActive

Open and vocal about change

Resisting Committed

Fighting the Change Moving forward

PassiveQuiet, discreet or unwilling to commit publicly to change


Managing Resistance To ChangeActive

Open and vocal about change

Resisting Committed Fighting the Change Moving forward

PassiveQuiet, discreet or unwilling to commit publicly to change

Passive/CommittedBehavior

Active/ResistingBehavior

Passive/ResistingBehavior

Active/CommittedBehavior


The Three Guarantees of Change

Guarantee #1: Change will not go away -- it will only Go Faster.

Guarantee #2: No matter how well-planned, change will not be trouble-free.

Guarantee #3: Each of us is accountable to MAKE CHANGE WORK.


Concepts of Lean Manufacturing

Chapter 3

Waste


Concepts of Lean Manufacturing

Macro Overview and JIT Production• Value Adding vs. Non-Value Adding• 8 Wastes of Manufacturing• Flow Production• Batch Production• Push vs. Pull

Waste


• Old

_____ + ______ = ________ ________

• New

_____ ______ - ________ = ________

Profit EquationsWaste


• Old

Cost + Profit = Selling Price

• New

_____ ______ - ________ = ________



• Old

Cost + Profit = Selling Price

• New

Market Price - Cost = Profit

What Do We Control

as a Business?



Value Adding Process

-A process step that transforms or shapes a product or service towards that which is sold to a customer (These are things the customer is willing to pay for)

Non-Value Adding Process

-Those process steps that take time, resources, or space, but do not add to the value of the product or service itself (These activities should be eliminated, simplified, reduced or integrated)

Value Adding vs.Non-Value Adding

Waste


What % is Value-Adding?

Waste


95% Non-Value Adding

5% Value Adding

What % is Value-Adding?

Waste

3

Joe’s Garage

Auto Repair Estimate:

Filling out customer information: .5 hrsMoving the auto into the garage: .10 hrsPreparing auto for inspection: . 5 hrsCoffee Break: .25 hrsLooking for parts:

1.00 hrsWorking on automobile: 2.00 hrsLunch:1.00 hrsWorking on automobile: 1.5 hrsCoffee Break:

.25 hrsMoving the auto out of the garage: .10 hrsExplanation of estimate w/customer: .5 hrsTotal Hours Spent

7.7 hrs

Value Adding

24

Waste

Waste In ManufacturingZZZZ

ZZZ

Waiting

1,2,3,4,5,6

Overproduction

1st

Unused Creativity

x

Quality DefectsRUSH!

Water Spider

Transportation

Motion Inventory

De-Burring

Process

26

Waste


Concept Cash

Marketing R&DProduct Design

Production Preparation Purchasing Manufacturing Distribution Service

Development Production BusinessSystems

Traditional

Kaizen & Lead-time Reduction; Elimination of Waste

Waste



Production Preparation Purch. Manuf. Distribution Service

Mkt. R&DProduct Design

Production Preparation Purch. Manuf. ServiceDist.

6 months 12 months


Production Preparation Purchasing Manufacturing Distribution Service

After KaizenConcept Cash

Speed is essential for success

Kaizen & Lead-time Reduction; Elimination of Waste

Waste


Customer Demand 480 Units

Apparent EfficiencyTrue Efficiency

Units Produced 480 536 480

Associates 10 10 9

Hours 8 8 8

Total Associate Hours 80 80 72

Units / Associate Hour 6 6.7 6.7

Before DBSAfter

TraditionalAfter

Apparent Efficiency vs.True Efficiency

Waste


Packing Dept.

PC Board Assembly Dept. Wave Solder Dept.

STOCKROOM

Final Assembly Dept. Testing Dept.

Product Flow in a Traditional Plant Layout:Non-Value Adding Processes

Waste


One Piece Flow Production in a Cellular Layout:Significantly reduces transportation, inventory, and waiting time while improving quality, delivery, and costs.

Product Flow in a Cellular Plant Layout:

Wave

Solder

Packing

PC Board Assembly

Final Assembly

Testing

Customer Raw Material

Value Adding ProcessesWaste


INVENTORY

Batch ProductionWaste


Traditional Batch Process: Lead Time = 20 Minutes

Lead times are long because each product in a batch must wait for the others to be completed before the next process

can be started.

Elapsed Time (Min) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

PC Board Assembly

Final Assembly

Testing

Wave Solder

Packing

Batch ProductionWaste


•Usually called JIT Production•Developed by Ohno at Toyota

•CharacteristicsOne operator runs several machines or stepsMulti-skilled operatorsMay incorporate cellular designFlow production based on customer orderOne piece flowFlexible set-ups

Lean ProductionWaste


Waste

CUSTOMERRM

RM

Flow ProductionWaste


One Piece Flow: Lead Time = 8 Minutes

Using one piece flow, inventory is reduced and quality is improved!!

Elapsed Time (Min) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

PC Board Ass

Final Assembly

Testing

Wave Solder

Packing 60% Reduction in Lead Time

Flow ProductionWaste


Flow Production ExerciseWaste


Lower lead timesBetter product distributionLower scrap and reworkScheduling is made easierBetter utilization of floor spaceReduced material handlingBetter labor utilization/productivityExposes problems

Benefits of One Piece FlowWaste


Concepts of Cellular Manufacturing

Chapter 4

FG RM


Concepts of Cellular Manufacturing

• Elements of Good Cell Design• Focus on the Operator• Sunk Cost• Cardboard Layout• Product/Process Families• Monuments and Curtains• No birdcages• One operator

FG RM


• The process will determine the layout

• Quality built into process

• One operator could run the cell

• Machines in close proximity

• U-shape design

• Counter-clockwise flow

• No birdcages or barriers

• Multi-skilled operators

Elements of Good Cell Design

FG RM


Rework

Scrap

Ship

Traditional Method

A B C InspectionA B C

A B C Ship

DBS Method

Build in Qualityat Each Process

FG RM

Quality Built Into the Process


Jidoka• Jidoka - autonomation (automation with a human touch)

– “Autonomation” implies “autonomous operation”, a machine’s capability to operate without human intervention

• “Jidoka” means building into a production process the capability to:– Immediately respond to production abnormalities– Prevent the recurrence of production abnormalities– Separate machine work from human work

• The ultimate goal of Jidoka is to enable a raw material to finished goods production cell!

FG RM


Jidoka Principles•Stop the line authority to everyone

•Prevents defects from being passed on•Avoids extensive rework, scrap, or customer return of product•Separate machine work from human work

•Give machines the capability of detecting, shutting down, and signaling when abnormalities occur

•When abnormalities are detected, respond immediately, in order to find the root causes

•Allow only one defect to occur•Keep asking Why?•Solve the problem to prevent recurrence

•Give machines the capability to independently perform simple, repetitive functions, instead of having people do them•Approach jidoka as a continuous improvement process

FG RM


Jidoka

7 Quality Check (Poka-Yoke)

Part Removal (Hanedashi)

Autonomation of Returns

Automation of Stops

Autonomation of Feed

Automation of Holding

Autonomation of processing1

2

3

4

5

6

7

JidokaThe seven levels of Jidoka:

FG RM


20’ 20’

OPERATION 3 OPERATION 2 OPERATION 1

Daily Production:215 Pieces

Operator runs 3 machines to

produce a part.

Feet per (8 hour) day 80(215) = 17,200

Feet per (5 day) week 5(17200) = 86000

Feet per (240 days) year 4,128,000

Miles (5280 ft.) per year 782

Steps - (1.5 ft. per step) 2,752,000

FG RM

Distance Exercise


1 OPERATOR, MULTIPLE MACHINES1 OPERATOR, 1 MACHINE

What is the only asset in our company that gets worth more as

time goes on?

FG RM Separate Operator From Machine


4 3 2 1R

F5 6 7 8

2 1 2

3 5 6

Operator flow is not necessarily the same as part flow

Operator #2 Operator #1

3 1

4 4

Operator Flow vs. Part FlowFG RM


PROCESS NAMEPart #

DemandQuantity % of Total CNC Mill

CenterLathe Grind Roll Clean

GearTeeth

CuttingAssembly Packaging

1 OBR-026 420 35 ‚ ƒ „ … †2 OBR-030 288 24 ‚ ƒ „ … †3 OBR-008 276 23 ‚ ƒ „ … †4 320147 84 7 ‚ ƒ „ … †5 330033 48 4 ‚ ƒ

…„ † ‡

6 330003 24 2 ‚ ƒ „ … †7 330030 24 2 ‚ ƒ „ … †8 320148 12 1 ‚ ƒ „ … †9 320087 12 1 ‚ ƒ „ … †

10 OBR-004 12 1 ‚ ƒ „ … †

TOTAL 1,200 100

Part Quantity/Process Route Analysis

FG RM


Cell Layout ExerciseFG RM

1 – Make smallest footprint2 – Design cell to build 80% of product or

greater.3 – Use PQPR on previous slide for exercise.

TOOTH CUTTING

V

ASS

EMB

LY

AN

D P

AC

K

ROLL

V

CLEANU V


Concepts of Standard Work

Chapter 5

Standard Work


Concepts of Standard Work

• Orientation Toward Improvement

• Exposes Problems

• Kaizen

• Orchestrates consistent effort

Standard Work

Pro

blem

s

Pro

blem

s

Pro

blem

s

Pro

blem

s

T T

IMPROVEMENT

PROGRESS

PROGRESSIMPROVEMENT

Standard Work


Standard Work -- A tool in flow production to assure maximum performance withminimum waste through the best combination of operator and machine

Standard work is not the same as work standards

Orientation toward improvement not rigid standards

Definition of Standard WorkStandard Work

Standard Work

46

How can we compare Standard Work to this graphic?


•It drives us to Kaizen

•Functions as a diagnostic device•Exposes problems•Helps standardize effort•Drives out waste•Facilitates problem solving•Makes our lives easier

Standard Work is successful when:

Standard Work


As a tool:

•Establishes a routine/habit/pattern for work to be performed•Makes managing (schedules/resources) easier•Establishes a relationship between operator, machine and materials•Basis for improvement making problems obvious (visual)•Prevents backsliding

Standard Work

Characteristics of Standard Work


Output (_Pieces_)_____

Input (People x Time)To improve, Output must go ___ at same input level

To improve, Input must go ____ at same output level

Standard Work impacts both sides of the equation

Productivity =

Metric of working smarter not harder

Standard Work Improves Productivity

Standard Work

1,2,3,4,5,6

Overproduction

= Producing Higher than TAKT Time is waste


TIME

IMPR

OVE

MEN

T

KK

K

K

K

K

KK

K

S

S

SS

Standardization drives to sustaining results

Standard Work


Elements of Standard Work

Chapter 6


Elements of Standard Work

• Takt time

• Work Sequence

• Standard Work in Process (WIP)

5

RF

4

23

6

12 14 3

7 85 6

2

3 4

1


•Operation must be:•Observable•Repetitive•Based on human motion

•Process must be standardized•Variable processes must be kaizened

•Floor supervisor must be responsible for implementation of Standard Work

Prerequisite to Standard Work


What we can

do

What we need to

do

Cycle Time TAKT Time

Cycle Time vs. Takt Time


TAKT Time - How frequently we must produce a quality piece to meet customer expectations

TAKT Time = Available Time________

Total Pieces Required

Takt Time


_____ Hours = ________ Minutes (Based on standard work shift)

- _________ Minutes (Break Time)

- _________ Minutes (Wash Time)

- _________ Minutes (Clean-up)

Total _________ Available Minutes per Shift

________ Minutes Available x 60 = ________ Seconds per shift

________ Seconds Divided by _____ pcs/shift = _______ Seconds

TAKT Time = __________ Seconds per Piece

Calculating Takt Time


Work Sequence

Work Sequence – The specific order in which an operator performs the manual steps of the process.

• May be different than process sequence• Focus on the Work Sequence helps

spot waste and stabilize the process• Requires multi-skilled operators


Operator Cycle Time - The total time required for an operator to complete one cycle of operation, including walking,load/unload, inspect, etc

Machine Cycle Time – The total time between the instant the on button is pressed and the point at which the machine returns to its original position after completing the target operation

Cycle Time


100110

150

90

0

20

40

60

80

100

120

140

160

OP 1 OP 2 OP 3 OP 4

Operator Loading Chart How often can the

cell produce a

part?

Calculating Cycle TimeWhat is the cycletime of this cell?


R

F

5 4 3 2 1

6 7 8 9 10

Operator and part follow same sequence

Operator Flow vs. Part Flow


4 3 2 1R

F5 6 7 8

2 1 3 2 1

3 4 4 5 6

Operator does not flow the same as the part.

Why would the operator and part flow be different?

Operator #2 Operator #1

Operator Flow vs. Part Flow


Example of Standard Work in a Cell with 2 Operators

Must view in slideshow mode foranimation effect


Standard WIP: Only the minimum amountof parts on the line that will allow the operator to flow product efficiently

•Standard is the key•Allows work to continue without operator waiting

•May be determined by standard tote quantities curtain effect is present

Standard WIP


3 1

2

F R

Machine #2 (Multi-station Machine)Machine #3 (Single Spindle with no Standard WIP)

Standard WIP = 9

Standard WIP


1

3

4

FR

Machine #2 (Monument)Machine #3 (Multi-station Machine)

Standard WIP = 13

2

Monument

Standard WIP with Curtain Effect

50

CQ = Cycle Time of Curtain ProcessTAKT Time

Transportation between cell and monument must be included inNOTES:

• the calculation

• Curtain quantity must be doubled in event of a batch monument process

Curtain Quantity Calculation


Standard Work Documentation

Chapter 7



• Time Observation Form…………….

• Process Capacity Table………

• Standard Work Sheet…..

• Standard Work Combination Sheet……..

• Operator Loading Chart….

Operator Loading Chart

TT

Standard Work Sheet

FG RM

Time Observations

Process Capacity

Standard Work Combination Sheet

T T


Standard Work Sheet

FG

RM

T T

TT



Time Observation Form

• One sheet per operator• Focuses on manual and walktime

elements• Three key steps

– Identify work elements– Determine observation points– Time each element with a running check

• Keep on file for reference


Process forTIME OBSERVATION FORM Observation Date

Analysis Number

ObservationObservation Time Observer

No. Component Task 1 2 3 4 5 6 7 8 9 10Lowest

Elemental Time

AdjustmentAdjusted

Elemental Time

Time for 1 Cycle


Process for Post-It (raw material to finished goods)TIME OBSERVATION FORM Observation Date 4/23/2003

Analysis Number

4

ObservationObservation Time 7:52 AM Observer ME


Elemental Time

AdjustmentAdjusted

Elemental Time

Time for 1 Cycle

Walk

Unload / load, cycle start, put down cycle start

Walk

Pick up raw material, unload / load, cycle start

Walk

Unload / load, cycle start

Quality Check

5

8

12

15

19

23

28

5

3

4

3

4

4

5

Use a running clock

Calculate elementaltimes laterIdentify elementsAnd start / stoppoints


Process for Post-It (raw material to finished goods)TIME OBSERVATION FORM Observation Date 4/23/2003

Analysis Number

4

ObservationObservation Time 7:52 AM Observer ME


Elemental Time

AdjustmentAdjusted

Elemental Time

32 58 86 112 137 165 192 219 2464 4 6 5 4 4 4 4 5

35 61 88 114 140 169 195 222 2493 3 2 2 3 4 3 3 3

38 64 118 143 172 199 225 2533 3 4 3 3 4 3 4

43 67 94 122 146 175 202 229 2575 3 6 4 3 3 3 4 4

46 71 97 125 150 179 207 232 2603 4 3 3 4 4 5 3 3

50 76 101 129 155 184 211 236 2654 5 4 4 5 5 4 4 5

54 80 107 133 161 188 215 241 2694 4 6 4 6 4 4 5 4

Time for 1 Cycle 26 26 27 26 28 27 27 26 28 23 +3 26

Pick up raw material, unload / load, cycle start

Walk

Unload / load, cycle start

Quality Check

Walk

Unload / load, cycle start, put down cycle start

Walk

4

2

3

3

3

4

4

+1

+1

+1

4

3

3

4

3

4

5

5

8

12

15

19

23

28

5

3

4

3

4

4

5


Process Capacity Table

• One sheet per cell• Documents machine capacity per shift• Focuses on total machine time including any

load/unload– Only load/unload and cycle start should be

included for manual time– Apportions tool change time– Do not include abnormalities

• Keep on file for reference


Section Chief PROCESS CAPACITY FORM Part No. Part Type Operating Time Per Shift in Seconds

Superv isor Part NameDaily

Demand

Base Time (Seconds) Tool Change Time (Seconds)

Step No. Process Description Machine No.Manual Machine

# of pcs per

change

Replacement

Time

Tool Change

Time

Total Time to

Complete

Processing

Capacity

Remarks

DBS-0002 01/97TOTAL


Section Chief PROCESS CAPACITY FORM Part No. 123 Part Type Sticky Note Operating Time Per Shift in Seconds

Superv isor Part Name Post-ItDaily

Demand844 27,000

Base Time (Seconds) Tool Change Time (Seconds)

Step No. Process Description Machine No.Manual Machine

# of pcs per

change

Replacement

Time

Tool Change

Time

Total Time to

Complete

Processing

Capacity

Remarks

1 Cut Length 1 3 10 1100 900" 0.82 13.82" 1,953 TC = 900" / 1100 pcs = .82"

2 Cut Width 2 3 8 1,100 700" .64" 11.64" 2,319 TC = 700" / 1100 pce = .64"

3 Apply Adhesive 3 3 12 - - - 15 1,800

process capacity = available time / total time to complete

27,000" / 13.82" = 1953

DBS-0002 01/97TOTAL


Standard Work Combination Sheet

• One sheet per operator• Combines manual, automatic machine

and walk elements• Plotted against TAKT Time• Post at start point of each operator

sequence


Model No. STANDARD WORK COMBINATION SHEET Date Quota and Name Prepared Per Shift Manual Work

Work Group TAKT Machine Work

Sequence Time Walking

Operation Working Time (In Seconds)

Step No. Description of Operation Time

Manual Auto Walk

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

5 10 15 20 30 40 50 60 70 80 90 100

110

120

130

140

150

160

170


Model No. STANDARD WORK COMBINATION SHEET Date Quota and Name Prepared Per Shift Manual Work

Work Group TAKT Machine Work

Sequence Time Walking

Operation Working Time (In Seconds)

Step No. Description of Operation Time

Manual Auto Walk

1 Pick up, unload / load, cycle start

2 unload / load, cycle start

3 Quality check

4 unload / load, cycle start, put down part

5

6

7

8

9

10

11

12

13

14

15

16

17

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95

100

32”

4 10 3

3 8

4 3

4 12 5


Standard Work Sheet

• One sheet per operator• Overhead view of the cell or operations• Shows process and work sequence• Also documents:

– Standard WIP– Safety precautions– Quality checks

• Post at start point of each operator sequence


Operation From: STANDARD WORK SHEET Part No.

Sequence To: Part Name:

Quality Check Safety Precaution Standard WIP # Pieces WIP TAKT Time Cycle Time

+ 3 3 2 2 8


Operation From: STANDARD WORK SHEET Part No.

Sequence To: Part Name:

Quality Check Safety Precaution Standard WIP # Pieces WIP TAKT Time Cycle Time

+ 3 3 2 2 8

+

+

+

Shows all 3 elements of Standard Work on

one document



• Documents time allocated of all operators in a cell

• Documents how many operators are in a cell

• Shown as a bar chart• Post at mouth of cell


Least Operator Concept

• Cell should be front loaded• All waiting time is allocated to the least

operator• All other operators should be fully loaded to

TAKT Time• Least operator concept makes the waste

(waiting) visible• Exposes opportunity for improvement at last

operation


B C D EA

TAKT Time

"Least Operator"

B C D EA

TAKT Time

Natural

B C D EA

TAKT Time

Traditional

Front Loaded

# Operators = Sum of Individual Cycle Times

TAKT Time

Standardized Work



TT

Operators

Takt Time = 32”

28”


Kaizen Concepts

Chapter 8

PROGRESS


Kaizen Concepts

• Focus on Continuous Improvement

• Individual Ideas

• Team Effort

• Using Creativity and Imagination

• Kaizen Should be FREE

PROGRESS

PROGRESSIMPROVEMENT

Individual Ideas

Team Effort

Creativity and Imagination

PROGRESS


OUTPUTRequired Quantity

Yes (can make)

No(can not make)

Increase ProductivityReduce lot size

Man

Machine

Long cycle timeBig Fluctuations

Motion Kaizen

Long cycle time

Excessive down time

Periodic stops

Quality

Reduce machine cycle time

Increase up time 5 Why

Motion KaizenTool ChangeSet - upsQuality Checks

Set-up Kaizen

5 Why

How to Continue with KaizenPROGRESS

Kaizen Newspaper Team:_______________

Item Problem Kaizen Action Person Responsible Date Result

DBS-0006 01/96

Kaizen ResultsDepartment

Name DateDepartment

Number Takt TimeStation

Identification

Before Kaizen After Kaizen Total Change Future Plans

Space (Sqare Feet)

Inventory

Walking Distance

Parts Traffic Distance

Leadtime - Sum of Cycle Time (Sec)

Volume/Through Put

Crew Size

Productivity

Changeover (Mins)

Remarks

DBS-0007 01/96

70


Root Cause

Standardize/Adherence

Expose andQuantify Problems

ImplementSolutions

Cycle of ImprovementPROGRESS


Shop Floor Application

Chapter 9

??

?

? ?


Standard Work Deliverables? ?

?

? ?

Standard Work Deliverables Date:

Area: Team:

Standard work elements 25% 50% 75% 100%

1. Takt Time2. Work Sequence3. Cycle Time4. Standard Wip

Cell Design1. PQ/PR Analysis2. Design Cell3. Cardboard Cut outs4. Construct Cell

Standard Work tools1. Time Observation Sheet2. Process Capacity3. Standard Work Combo4. Standard Work sheet5. Operator Loading Chart

Kaizen Deliverables1. 5S cell

1S2S3S

2. Kaizen Newspaper3. Visual Management

a. Production control Boardb. Visual SOPs+C16

4. Kaizen Results5. Presentation to Management


Appendix A

5S/Visual Management Lego

Exercise Instructions* For instructor only


Visual Management Lego ExerciseNotes for Instructor

• Need materials: Legos per team, envelope of instructions, stopwatch per team• Have the class get into teams of 6. • Give one team the legos and an envelope that contains the GRAPHIC

(slide 2 of this appendix) of what they are to make with the legos (slide one of this appendix).

• Give all other teams each one envelope that contains the WRITTEN INSTRUCTIONS only of what they are to make with the legos.

• Time the teams with a stopwatch. • NOTE- each individual does NOT need an envelope - only one

envelope per team. • Record on a chart or whiteboard how long it took each team. • After everyone is done, ask Team One to show their instructions

(graphic). • Talk about the key take-aways of having something visual to work from

(complete faster, less quality issues, clear instructions, etc.). Discuss issues that the other teams worked with.


VISUAL MANAGEMENT EXERCISE

1 2 3 4 5 6

SLIDE 1


VISUAL MANAGEMENT EXERCISE

Materials Required: Lego Blocks8 1x62 1x36 2x3

Begin by placing 4 1x6 blocks parallel to each other on the table. One should be blue, the next one yellow and so on.

Next take 2 1x6 blocks and connect them across the ends of the other 4. Make certain they are centered. Use red for this step.

Next take 2 white 1x3 blocks and place them in a staggered arrangement in the center of the assembly. The 1x3 blocks should be parallel to the outer 1x6 blocks.

Next take 6 2x3 blocks and attach them to the outer 1x6’s. Use white and yellow and arrange them in a checkerboard pattern.

The final step is to take the remaining 1x6’s and attach them across the 2x3’s. Be sure these two 1x6’s are centered.

SLIDE 2