KAIZEN VISION STANDARD PRE-WORK FORMS APPLICABLE PRE-WORK FORMS KAIZEN WEEK FORMS EXTRA FORMS 30 DAY FOLLOW UP

Roles & Responsibilities

5 Weeks Before

3 Weeks Before

2 Weeks Before Monday

Kaizen Week Tuesday Wednesday Thursday

Initiate Kaizen
Plant Assessment => Lean Metric Value Stream Map Project Pipeline Lean Office

DEFINE
Project Charter Metrics Team Structure Alignment Current State TOLLGATE

Pre-Planning
*Pre-work
Kaizen Planner Situation at a Glance Target Report Stakeholders

MEASURE Pre-Planning
Complete Planner Training Plan Relevant Forms

Kaizen
Kick-Off Tools Training Data Collection

ANALYZE
Kaizen Lean Tool Usage

IMPROVE
Kaizen Activities Implementation

CONTROL
Kaizen Sustainement Plan Report Out Prep

TOLLGATE

FINAL REVIEW

TOLLGATE

TOLLGATE

TOLLGATE

TOLLGATE

CANCEL OR REDIRECT KAIZEN

Plant Leadership Plant Leadership Plant Leadership

Stakeholders Lean Leader

Stakeholders Lean Leader

Stakeholders Lean Leader

Stakeholders Lean Leader

PHASE 1: Pre-work

PHASE 2:

Agenda / Structure

Week After

REPORT
Final Report Out

Stakeholders Lean Leader Leadership

Kaizen Week Task Planner

Host Site and Date
TASK # TASK DESC 1. PLANT & PROJECT IDENTIFICATION 1 2 3 4 5 6 7 8 Identify Team Leaders Start Charter Baseline Metrics and Goals Confirm Projects Align with Plant and Global Metrics Define Team Design and Support Structure Conduct "Kick Off" and weekly Kaizen planning conferences Project Charters Validated & Signed Off Project Charter Core Team Selected & Signed Off Project Charter Metrics Validated & Signed Off DURATION
# of Weeks Before Event

% COMP

WHO

COMMENTS

5 5 5 5 5 4 4 4
End of 4th week before event

0% 0% 0% 0% 0% 0% 0% 0%

Toll Gate Review

2. PRE-WORK (Part 1) 9 10 11 12 Kaizen Week Itinerary or Agenda Situation-at-a-Glance Stakeholder Analysis Prepare Target Progress Report

LSS Leader LSS Leader Plant Manager LSS Leader LSS Leader LS Leader/Plant Manager/TL LS Leader/Plant Manager/TL Finance/Plant Manager Reason for cancel:

0%
0% 0% 0% 0% TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) Reason for redirection:

3 3 3 3
End of 3rd week before event

Toll Gate Review

2. PRE-WORK (Part 2) 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Finalize Target Progress Report Production Control Chart (for production projects) Standard Work Combination Sheet Standard Work Capacity Standard Work Layout Fishbone Diagram (Cause and Effect) Spaghetti Chart - Part Travel Spaghetti Chart - People Travel Time Observations Cycle Time / TAKT Time Bar Chart 5S Audit - Establish Baseline Safety / Ergonomic Audit - Establish Baseline Factory Layout of process Pictures of project area Prepare Gemba Boards, post in work area Digitize Pre-work package and distribute to participants

0%
0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams) TL and team (all teams)

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1

3. FACILITIES 29 30 31 32 33 34 35 36 Reserve # Break-out rooms (if required) Reserve large room for Team Kick Off Reserve large room for Team Presentations Prepare audio / video for Kick Off and Closing Meetings Schedule lunches for 4 days, ask about special diet restrictions Determine lunch rooms or area for lunch Confirm total headcount w/ for Lunches Schedule breakfast for Monday 4. SUPPLIES 37 38 39 40 41 42 43 44 45 46 47 48 49 Finalize Lean apprpriate lean training material Order Certificates Purchase brown paper, pens, post-its, markers Obtain cleaning supplies for 5S Obtain video camera Order Yellow / Orange / Green Post-it-Notes Obtain extra ear-plugs / safety glasses Purchase boards for Gemba Boards (large) for all teams Safety Guidelines Paint / Tape supply Obtain digital cameras Obtain tape measures Obtain Stop Watches 5. FORMS (partial list see tabs) 50 51 52 53 54 55 56 57 58 59 6. MISC 60 61 Inform employees of upcoming Kaizen Assign "Picture" person 3 2 0% 0% 0% LSS Leader LSS Leader 5-S Audit Sheet 7 Designs/Ideas Form Standard Work Forms Time Observation Forms Situation at a Glance Forms Target Progress Report Form Plant or project specific forms 5S - Red-tag procedure Paint and Tape Standards Machine labeling standards / material 1 1 1 1 1 1 1 1 1 1 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% TL (all teams) TL (all teams) TL (all teams) TL (all teams) TL (all teams) TL (all teams) TL (all teams) TL (all teams) TL (all teams) TL (all teams) 3 3 3 3 3 3 3 3 3 3 2 2 2 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% LSS Leader/Site Coordinator LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader 3 3 3 3 1 1 1 1 0% 0% 0% 0% 0% 0% 0% 0% 0% LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader LSS Leader

7. DEPARTMENT RESOURCES 62 63 Maintenance Walk-through Safety Walk-through 2 2

End of final week before event

0% 0% 0%

LSS Leader LSS Leader

Final Review
8. Kaizen WEEK - last day 64 65 66 67 68 69 70

0%
0% 0% 0% 0% 0% 0% 0% 0% TL and team (all teams) TL and team (all teams) Plant Manager Site Coordinator Site Coordinator Site Coordinator Site Coordinator

Team Report Out (All Post-Work) Sustainment Plan Review Sustainment Plan Sign Off Kaizen Effectiveness Survey completed by participants Kaizen Week Lessons learned final report outs Kaizen Deployment Plan Post Kaizen Audit (use 30 day follow up form or equivalent) 30 days after event

TOTAL COST

COST

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Kaizen Project Charter

version 1 - April 16, 2012 General Info Project Name Project Location Site Coordinator Project Start Date Expected Customer Benefits Est Completion Date Team Leader / Co-Leader

Metrics (list top three metrics) Note: other metrics can be used for the event METRICS BASELINE CURRENT GOAL UNITS PRIMARY METRIC SECONDARY METRIC SECONDARY METRIC Core Project Info Business Case:

Opportunity Statement:

In / Out Scope:

Projected Financial Savings or N/A TOTAL Team Members Requested Project Financial Representative Name Role Coach / Mentor Team Leader Co-Team Leader Team Member Team Member Team Member Team Member Team Member Job Title % Time 100 100 100 100 100 100 100 100 HARD SOFT

Approvals (prior to the define tollgate) Name Prepared by Plant Manager Site Coordinator Finance Approval Status Date

RIMARY METRIC

ONDARY METRIC

ONDARY METRIC

SOFT

Kaizen Project Proposal Financial Worksheet

Project Title : Plant Manager: Financial Rep : Team Leaders: PROJECT IDENTIFICATION Date : Project # : Site Coordinator:

IMPACT TO THE BUSINESS OR FUNCTION GROSS SAVINGS COST REQUIRED NET SAVINGS SAVING/COST CATEGORY SPENDING LABOR Salaries & Wages Employee. Allowances Fringe Benefits Incentive Compensation RAW MATERIALS & UTILITIES Raw Materials Fuels and Utilities Electricity Packaging Supplies HARD SOFT HARD SOFT HARD SOFT -

MAINTENANCE General Maintenance and Supplies Rentals - Maintenance Purchased Services - Maintenance Contract Labor Maintenance OUTSIDE SERVICES Contract Labor Purchased Services DEPRECIATION/LEASES Depreciation/Amortization Operating Leases INDIRECT MAT AND SUPPLIES OTHER ALLOCATIONS MARGIN 0 0 -

TOTALS CAPITAL Fixed Assets Inventory Receivables CASH FLOW IMPACT BEFORE TAX

Bus./Work Process

Location

BUSINESS/WORK PROCESS - AREA IMPACTED Gross Savings Cost Required Net Savings Hard Soft Hard Soft Hard Soft 0 0 0 0 0 0 0 0 0 0 0

Comments 0 0 0 0 0 0 0

KEY METRICS

NOTES AND COMMENTS

Approvals Plant Manager: Site Coordinator: Finance Rep: Date : Date : Date :

Kaizen WEEK AGENDA

AREA PHASE START STOP MIN ROOM

Monday
Introductions Plant / Projects Overview Logistics and Safety ACP Overview (Manual Handout) AME Kaizen Blitz Video Break Process Mapping Techniques 5S at Boeing Video Kanban System Individual Team Training SMED Team - Quick Changeover Mullion Team - Creating Continuous Flow Stock Frame Team - Business Process VSM Lunch - The Goal Video Project Teams Start Review Charters and Metrics Map your Process, Review Pre-work, Data Identify 5S Opportunities (Audit, Sort, A/R) Take Before Pictures Steering Committee (15 minutes each team) Define Measure
ACP AREAS ACP AREAS TEAM ROOMS

CG CM JT PS

6:00 6:15 6:30

6:15 6:30 6:45

15 15 15

INTRO AND OVERVIE W

W. Kaizen

LEAN CONCEPTS

PS MY MY JS PS

6:45 7:05 20 8:35 9:00 25 9:00 9:15 15 9:15 9:45 30 9:45 10:15 30 10:15 10:45 30 10:45 12:00

12:00 1:00

1:00

45
TEAM ROOMS

ACP

3:30

4:15

Tuesday
Champion Team Updates Steering Set up Simulation Lean Simulation R1, pilot build X-1 Lean Manufacturing/Tools Cats ACP The Dot Company Lean Simulation R2, production build X-1 R2 Results (each team 5 min. share learning's) Idea Generation ACP Activities Lunch Steering Committee (15 minutes each team) ACP Activities 7:00 7:30 7:45 8:15 8:45 9:15 9:45 10:45 12:00 3:30 7:30 7:45 8:15 8:45 9:15 9:45 10:00 30 15 30 30 30 30 15
STU - D
Lean Concepts

MY

Break A/R

Analyze

TEAM ROOMS

ACP

4:15

TEAM ROOMS

Wednesday
Champion Team Updates SNL - HC Prepare Simulations Simulate Solutions (call Steering Committee) ACP Activities Lunch Steering Committee (15 minutes each team) ACP Activities Analyze 7:00 7:30 7:30
STU - D ACP AREAS

ACP

12:00 3:30

4:15

TEAM ROOMS

Thursday
Champion Team Updates TT Implement Solutions Steering Committee (15 minutes each team) Test Solutions Lunch Final Implementation and Containment Prepare Results Presentation Improve 7:00 7:30 9:00 12:00 Control 7:30 9:45
ACP AREAS ACP AREAS ACP AREAS

ACP

Friday
Hand-in final presentation to Site Leader ACP Presentations (15 min. each) Complete Participant Surveys ACP wrap-up and celebrations Lunch (box lunch provided) Lessons Learned 9:30 10:00 11:00 11:00 11:00 12:00 Leverage 12:00
john_shemenski STU - D

ACP

Collect LL throughout the week

Stakeholder Analysis:
A Kaizen Event will require a fundamental change in the process. In an effort to mitigate the resistance to change when the improvement is implemented, it is critical to identify the stakeholders early on, and to develop a communication plan for each of them. Typical stakeholders include managers, operators, process experts, upstream and downstream departments, customers, suppliers, and finance. Early and regular communication can create more buy-in, identify better solutions, and avoid implementation and sustainment pitfalls. The team can create a commitment scale to identify the groups involved or affected by the process change, identify the work required, to bring groups to the level of commitment needed for successful implementation of the change, and to help set priorities and develop communication plans. Instructions: 1. Identify key stakeholders as specifically as possible 2. Identify your preception of their currnet position regarding the initiative 3. Draw an arrow to where each stakeholder needs to be in order to succeed 4. Identify actions required to influence critical stakeholders 5. Complete actions prior to event

Key Stakeholders (Units, Functions, Individuals) -2 Strongly Against -1 Moderately Against

Stakeholder' Position on the Initiative

0 Neutral +1 +2 Moderately Strongly Supportive Supportive

en the improvement is implemented, it is critical to de managers, operators, process experts, upstream buy-in, identify better solutions, and avoid

he work required, to bring groups to the level of ion plans.

ative ucceed

the Initiative
Actions required to influence stakeholders to +1 and +2

Product: ______________ Process: Team:

1 ______________ ______________ PROCESS DESCRIPTION

Situation-At-A-Glance
As of (date): ______________ Event Date: _____________________ BUM PCM PCL

PRESENT SITUATION & PROBLEMS

PRODUCTION REQUIREMENT

PARTS & INFORMATION FLOW

DESIRABLE IMPROVEMENT ITEMS/OPPORTUNITIES

Foreman

PPORTUNITIES

KAIZEN TARGET PROGRESS REPORT

Team Name: Product Cell: Product Center: Date: TAKT Time: Team Leader:

Daily Progress
Start Safety
EHS Issues (#) 5S Rating Quality Visual Controls (# Items)

Target

Mon

Tue

Wed

Thur

% Change

Quality Delivery Cost

Lead Time Cycle Time Changeover Space (ft2) WIP Inventory Units Inventory at the Cell(s) Walking Distance Part Travel distance Crew Size

Future Target

KAIZ

Kaizen Charter

Fac
MONDAY ACTION ITEMS
1 2 3 4 5
Person Resp Due Date % Comp

TUESD ACTION I

T
ACTION ITEMS
Person Resp Due Date % Comp

ACTION I

1 2 3 4 5 6 7 8 9 10

11 12 13 14 15

Kaize
Monday's Lessons/Roadblocks

Tuesday's Lessons/Roadblocks

Wednesday's Lessons/Roadblocks

Thursday's Lessons/Roadblocks

IZEN GEMBA BOA

Targe

Facilitator Kaizen Newspape

Person Resp Due Date % Comp

ESDAY ON ITEMS

WEDNESDAY ACTION ITEMS

Person Resp

Team Kaizen Newspaper

Person Resp Due Date % Comp

ON ITEMS

ACTION ITEMS

Person Resp

izen Daily Report O

Tuesday's Goals

Wednesday's Goals

Thursday's Goals

OARD

Target Progress Report

aper
Due Date % Comp

Person Resp

THURSDAY ACTION ITEMS

Person Resp

Due Date

er
Due Date % Comp

Person Resp

ACTION ITEMS

Person Resp

Due Date

t Out
Other Work

% Comp

% Comp

Each Team Leader should include enough pictures in the pre-work package to describe the project to the visitors. More pictures will be taken through out the event.

Host plants are encouraged to use additional forms in the pre-work package. Plants can use their own forms in the pre-work and during the kaizen event as applicable to the project.

SAFE WORKPLACE DESIGN CHECKLIST

Workplace Description: CONDITIONS TO OBSERVE:

Date:
BEFORE or AFTER WHO RESPONS. DATE COMPLETED

l. Ergonomics/Material Handling:
-do repetitive motions occur? -are worksurfaces too high or low? -do worksurfaces need to be adjustable? -are there bending, twisting, reaching motions? -are clamps/fixtures/handling devices inadequate? -is the hand/palm used as a hammer? -does arm/wrist rest on sharp edge? -does task require constant standing in one position? -does task require frequent bending or stooping? -does task require lifting while reaching out? -is there continuous foot pedal operation? -does operator have ergonomic complaints? -is lifting below knuckles or above shoulders required? -is heavy lifting required? -are hands/wrists unable to work in neutral positions? -are uncomfortable or awkward positions required? -does repetition of same hand movement occur? -do heavy objects require push/pull forces? -are operator's arms and elbows high or outstretched? -does task require "clothes wringing" motions? -are loads required to be carried some distance? -does task require difficult to grasp items, awkward lifts? -does task involve "pinch grips" of parts or materials?

YES

NO

FOLLOW UP ACTION

II. Tools and Equipment:

-are supplied tools awkward or require pinch grips? -do tool handles require a bent wrist? -do tool handles improperly fit operators hands? -are tools not supported or balanced? -are tools inadequately maintained? -are there exposed blades or knives? -is tool capacity insufficient? -is space inadequate for easy PM activities? -does vibration exist during operation? -is machine improperly guarded? -is equipment unable to be locked out? -are emergency stops inaccessible? -do unguarded pinch points exist on work surfaces? -do sharp, pointed or jagged edges exist on work surfaces? -are visual controls difficult to see or read? -does operator require additional training?

56 of 86

SAFE WORKPLACE DESIGN CHECKLIST

Workplace Description: CONDITIONS TO OBSERVE:

Date:
BEFORE or AFTER

III. Environmental: -is lighting insufficient to perform operation? -are odors/fumes present? -is operator adversely affected by temperature? -does noise level exceed 85 dB? -is airborne dust or fibers a problem? -is area poorly ventilated? -is operator exposed to any hazardous chemicals? IV. Housekeeping: -are receptacles for scrap and trash inadequate? -is space for raw materials insufficient? -is insufficient operating space provided? -are tools disorganized or not provided? -is the floor too slippery (dust, water, oil.)? -is station cluttered or disorganized? -are pathways susceptible of being blocked? -are cords/hoses improperly routed? V. Emergency Situations: -are objects stored within 18" of sprinkler heads? -are excessive flammable/combustible materials present? -are grounding wires needed for transferring containers? -are automatic sprinkler heads missing/painted over? -are modifications required to evacuation plan? -are fire extinguishers missing/blocked? -are grounding prongs missing/broken from plugs? -are fire doors/paths blocked or cluttered? -are sprinkler risers blocked?

YES

NO

FOLLOW UP ACTION

RESPONS.

COMPLETED

Any "Yes" answer requires further investigation and response! Until such time as a potential hazard can be eliminated, proper administrative controls must be utilized.

Key successes:

Beginning Yes Completed By:

End Yes

% Improvement

Open Items ______________ Date ___ / ___ / ___

57 of 86

5S Compliance Audit
Areas of Focus
5S Element Question Y = 4 Points N = 0 Points Are all unnecessary items removed from area? Example: Safety Work Area Machines Tools & Fixtures WIP Components & Supplies Score (20 points possible)

Y / N
PPE/ Safety Equipment

Y / N
Debris on the floor, equipment & work stations

Y / N
Equipment

Y / N
Tools/fixtures

Y / N
WIP, components or supplies

Sort

Comments/Corrective Action:

Are all necessary items clearly identified and properly stored?

Y / N

Y / N
Aisles, drop off & pick up locations, skids, garbage containers, scrap, personal belongings

Y / N
Equipment

Y / N
Tools/fixtures

Y / N
Storage cabinets, POU shelves & containers

Straighten

Example: PPE & ERT supplies

Comments/Corrective Action:

Are work areas, tools/fixtures, & equipment clean & in good working condition?

Y / N

Y / N
Floors & workstations

Y / N
Equipment

Y / N
Tools/fixtures

Y / N
Storage cabinets, POU shelves & containers

Sweep

Example: PPE & ERT supplies

Comments/Corrective Action:

Standardize

Has a process been established for sustaining the first 3 S's (5S checksheets and/or visual documentation)? Example:

Y / N

Y / N

Y / N

Y / N

Y / N

Safety signs properly Material flow visual, rework Standard posted with PPE areas marked, garbage communication board requirements collection identified in place

5S standards have been developed

Replen./movement signal procedure established for all materials

Comments/Corrective Action:

Are the first 4S's being sustained?

Y / N
Safety requirements being followed

Y / N
Labels, signs and area demarcations are maintained

Y / N
Standard communication board is current

Y / N
5S standards are being followed

Y / N
Material quantities conform to posted quantities and in proper storage location

Sustain

Example:

Comments/Corrective Action:

Total Points 100 Possible Date: 5 "S" Score = Total Points/20

Area Audited:

Audit Team Members:

Safety Audit Form

Location Audited:______________________________ Time Begun:______________________ a.m./p.m. CATEGORY A
PPE
Eyes & Face Ears Head Hand & Arms Feet & Legs Respiratory System Trunks

Date of Audit_______________________ No. of People Observed:______________

Time Ended:_____________

CATEGORY B
POSITIONS
Stririking Against Struck by Caught Between Falling Temp. Exterems Elec. Current Absorbing Swallowing

CATEGORY C
ERGO
Posture Lighting Type/number of Motions Load Handled Work Area Design Tools & Grip Vibration Temperature Noise

CATEGORY D D CATEGORY CATEGORY E CATEGORY ECATEGORY F F CATEGORY

TOOLS
Right for Job Used correct In Safe Condition

PROCEDURES
Is standard practice Adequate for Job? Is Standard practice Established? Is Standard Practice being maintained

ORDERLINESS
Is workplace orderly?

Behavior of Employees
UNSAFE CONDITION (UC) UNSAFE ACT (UA) SAFETY RULES VIOLATION (SRV)

*Safety audits are intended to focus on Behavior of employee. Items to audit include: Unsafe Acts (UA), Unsafe Conditions (UC) & Safety Rules Violations (SRV). 96 % of all accident/incidents or near misses are the result of UA,UC or SRV. Behavior Category Observation Date Started Date Completed Follow Up?

Auditors Signitures & Comments:____________________________________________________________________________ _______________________________________________________________________________________________________ Safety Coordinator Signiture:________________________________________________________________________________ Safety Comments:_______________________________________________________________________________________ _______________________________________________________________________________________________________

Process Name: Model Number: Model Name:

Spaghetti Chart
Scope of Operations From: To:

Date: Dept. Head

Supervisor

Quality Check

Safety Precaution

Standard WIP

# Pieces Std. WIP

Takt Time

Operator Number

pervisor

mber

Time Observation Form

Part/Model Name: Part/Model Number: No. Elemental Description Process: Plant/Dept.: Start Watch 1 2 3 Operator: TAKT Time: 4 5 Observed by: Date: Comments Component Task Time

Sum of Elemental Times (Overall Cycle Time):

1. Sum each column and circle the best REPEATABLE Time that does not include abnormal values or missed readings. 2. Enter this time in the Best Overall Cycle Time box. 3. For each element, select the lowest common time as the Component Task Time, enter in appropriate column. 4. Sum the Component Task Time column. This sum MUST equal the Best Repeatable Overall Cycle Time. 5. If not, begin by adjusting the larger Component Task Times to achieve requirements of Step #3. 6. The adjusted component task times can now be used in conjunction with the other event forms.

Best Repeatable Overall Cycle Time

Cycle Time Bar Chart

Before of After Kaizen

Part/Model Name: Part/Model Number:

Department: Plant:

Prepared by: Date:

CT = TT =

=
Members

TIME (seconds)

Stations/Operators

PRODUCTION CONTROL CHART

HOUR PLAN
THIS HOUR

DATE LOCATION

DEPT. SHIFT

1st

2nd

ACTUAL

DIFF.

Reason for Difference

Counter Measure Implemented

1
TOTAL THIS HOUR

2
TOTAL THIS HOUR

3
TOTAL THIS HOUR

4
TOTAL THIS HOUR

5
TOTAL THIS HOUR

6
TOTAL THIS HOUR

7
TOTAL THIS HOUR

8
TOTAL
THIS HOUR

9
TOTAL THIS HOUR

10
TOTAL

Totals

Standard Work Capacity Sheet

Part/Model Name: Part/Model Number:
Step No.

Department: Plant:
Machine Number

Prepared by: Date: Base Times Setup Times

Time to Finish Time to Change # pcs. per chg. Time/ Piece

Page _____ of _____ Available Time/Shift: Process Capacity Comments

Process Description

Walk Time

Manual Time

Auto Time

Totals:
Cycle Time Total: Time to Finish = Manual Time + Auto Time Time/Piece = Time to Change/# pcs. Per chg. Process Capacity = Available Time/Shift/(Time to Finish + Time Per Piece)

Maximum Output:_____ per _____ Cycle Time:__________________

Required Output: _____ per _____ Takt Time: __________________ Operators Needed: ____________

Standard Work Layout

Operation Sequence From: To: Department: Plant: Part Name: Part No.: Prepared by: Date:

Safety Items

Quality Items

Quality Check

Safety Precaution

Standard Work-In-Process

Pcs. Of WIP

Req'd Qty per Shift TAKT Time Cycle Time

Standard Work Combination Sheet

Part/Model Name: Part/Model Number:
MAN Time AUTO Time

Work Sequence: TAKT Time:

Walk Time

Department: Plant: Operation Time (sec.)

Prepared by: Date:

Step No.

Operation

Totals

Manual Automatic

Walking Delay

The Kaizen Week Forms are recommended but plants can use some pre-work forms and their own forms as applicable to the projects.

3P The Seven Designs

Each member of the team should work independently to brainstorm ideas. DO NOT be afraid to document any design that you wish, after all, you are still thinking with a creative, unbiased and curious mind. Please use pictures and enough detail to be able to explain your ideas to other team members. Normally the first two or three designs will come easily, however, to be able to generate the seven designs, you may want to examine and combine the mechanisms from nature to assist you with this.

7 Ways Scoring
Scale 1-5
Worst = 1 Best = 5 1 2 3

Methods
4 5 6

Criteria

Total Score
Comments

Environment

Man

Method

Cause

Cause

Cause Cause Cause

Cause

Cause

Cause

Cause

Effect (Y)
Cause

Cause

Measurement

Machine

Material

Cause and Effect Diagram

AKA Fishbone Diagram

Cause and Effect Diagram

AKA Fishbone Diagram

Effect (Y)

Cause and Effect Diagram

AKA Fishbone Diagram

Cause and Effect Diagram

AKA Fishbone Diagram

KAIZEN ARTICLE
Team Name: Product Cell Product Center Operator Number # ____________________________________________ PROBLEM MEASURES TAKEN Date Takt Time Team Leader

RESULTS

BEFORE KAIZEN

AFTER KAIZEN

ULTS

POTENTIAL FAILURE MODE AND EFFECTS ANALYSIS

(PROCESS FMEA) PROCESS: REV: CORE TEAM: PROCESS RESPONSIBILITY: FMEA NUMBER: PREPARED BY: DATE:

SEVERITY

OCCUR.

ACTION RESULT DETEC ACTIONS TAKEN R.P.N. OCC SEV DET CURRENT PROCESS CONTROLS PREVENTION & DETECTION RECOMMENDED ACTION(S) RESPONSIBILITY & TARGET COMP. DATE R.P.N

FEATURE STEP INPUT TO PROCESS

POTENTIAL FAILURE MODE (SPECIFIC CAUSE)

POTENTIAL EFFECT(S) OF FAILURE

POTENTIAL CAUSE(S) / MECHANISM(S) OF FAILURE

(WHAT IS THE PROCESS STEP AND INPUT UNDER INVESTIGATION?)

(IN WHAT WAYS DOES THE KEY INPUT GO WRONG?)

(WHAT IS THE IMPACT ON THE KEY OUTPUT VARIABLES?)

(WHAT CAUSES THE KEY INPUT TO GO WRONG?)

(WHAT ARE THE EXISTING CONTROLS AND PROCEDURES THAT PREVENT EITHER THE CAUSE OR THE FAILURE MODE?)

(WHAT ARE THE ACTIONS FOR REDUCING THE OCCURRENCE OF THE CAUSE OR IMPROVING DETECTION?)

(WHAT ARE THE COMPLETED ACTIONS TAKEN WITH THE RECALCULATED RPN?)

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Extra forms are used as required or plants can use their own.

Team Mission
Team

SPACE
Date Project Began Project Description Goals

Plant

IR-Southern Pines

Facilitator Duration of Event

5/3/2004

(mm/dd/yy)

days

ESS Standard Work Event 1- Floor Space Utilization (35% Red)

DESCRIPTION OF MEASUREMENT BEFORE AFTER %

2- Distance Traveled (50% Reduction)

DESCRIPTION OF MEASUREMENT BEFORE AFTER %

3- Cycle Time Reduction (25%)

DESCRIPTION OF MEASUREMENT BEFORE AFTER %

Project Type:

X STD. Work
Members Name

5S / 6S

TPM

Set-up

Admin.

Set-up
Position

Other
From Area?

Team Role

Leader Co-Lead

Lezlie Jones David Gordon

Manufacturing Engineer Supervisor Assembler Assembler Assembler Assembler Assembler Assembler/Painter Assembler Assembler Assembler Temp Temp Planner

N Y Y Y Y Y Y Y Y Y Y Y Y Y

Member Tony Hill Member Shonda McNeill Member James Markland Member George White Member Gary Bowles Member Anthony Furr Member Cindy Floyd Member Eugene Wilson Member Sue Jackson Member Patrick Jones Member Arnold Crawford Member Roger Coffey

Results Worksheet

Team Facilitator
Baseline data Item Measurement Start # Target # Target %

Plant Date
Daily Results (#) Day 1 Day 2 Day 3 Day 4 Final Results # %

Items Set-up time Crew size for set-up Output / member / hour Daily clock man hours Crew size standard work Daily output Floor space WIP units Parts traffic distance Throughput

Measurement
Sec. Number Units/member Man hrs. Number Units Sq. ft. Units or $$$ Feet Minutes

Items 5S audit score

Measurement Number

Kaizen Implements / team member Number Business process members involved Number Process steps Sum of cycles Non-value added Annual scrap savings Search time Walking distance Number redeployed
Number Minutes Minutes $ Minutes Feet Number

Kaizen Newspaper
TEAM FOLLOW-UP BY #

IR-Southern Pines

DATE IN

5/3/2004
DAY(S)

Problem Definition/To-Do List

Kaizen Action

Who

Completion Date
Estimated Actual

Results

LEAN EVENT MASTER NEWSPAPER

Event Leader Co-Lead # Problem Definition Kaizen Action Who Evt Date Est Date Act Date Comments Days to Comp?
0 0 0 0 0 0 0 0 0 0 0 0 0 0

Under Under Over 30 30 Est

Over Est

Team Accomplishment
Team: Area: By: Date:

Problem

Kaizen Action Taken

Results

Time Savings:

seconds

Before Sketch

After Sketch

30 Day Follow-Up
TEAM INFORMATION Team
Event Date Leader Co-Leader Member Member Member Member Member Member Member Member

AUDIT INFORMATION
Dept. Date Open Newspaper Items Supervisor Audited by Date Who

Results Measurement Target Event End Current

Audit Checklist
5S improvements sustained? Score Ergonomic improvements sustained? Kanban/Pull System sustained? Production Control Chart used effectively? Productivity sustained? Score Quality improvements sustained? Safety improvements sustained? Score Standard Work improvements sustained? Takt Time consistently achieved? In your opinion, was the event a success? Would the area benefit from another ACP Team?

General Comments: