FOREWORD

Epyllion believes in the immense possibility of human spirit, its resources. It also recognizes that the
resources need to be accompanied with appropriate tools, techniques, system and structure to
leverage the maximum potential. So, we give our best effort for continuous improvement in all the
aspects. As a part of this development, we are introducing Epyllion Operating System with the view
to gain us competitive advantage to be the best in its class. Adhering to this standard operating
system is important for every team. In this regards, Epyllion Operating System, EOS will add a new
dimension. The Management expect every individual to contribute, to maintain and to improve this
operating system as a practitioner.

We believe we can achieve efficiency only when we become aware of our current status, and then
are willing to change it for greater. So, to become knowledgeable what the EOS is and how it is going
to leverage efficiency is important. This is why Training comes up. Thanks to the Management of
Epyllion Group for approving the Training Program and Mr. Sajith Dissanayake, General Manager,
Operation for his tremendous effort in structuring the program and initiative.

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Contents

SL# Topic Page No.

1 Epyllion Operating System 3

2 Effective Problem Solving 7

3 Standard Work 18

4 Measurements 23

5 Seven Habits of Highly Effective Peoples 27

6 Introduction to Lean 34

7 Quality Management System 36

8 Yamasumi 39

9 Andon 42

10 5 S & Visual Factory 44

11 Day in the Life of Leader 45

12 Error Proofing 47

13 Pull System 52

14 Quick Change Over 57

15 Total Productive Maintenance 62

16 Meeting Facilitation 70

17 Job Instruction Training 74

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 01. Epyllion Operating System (EOS)

Purpose of the Operating System?

The purpose of the Operating System is to develop a way of working throughout the organization to enable
growth by eliminating waste and improving margin by streamlining the tasks through an Operating Process
within a controlled Operating Environment & Operating Measurements.

Operating system is the platform that acts as an interface between work & behaviors.

Operating System Framework

NOTES

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Elements of Standardization

Attributes of a process

NOTES

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Operating Environment

Operating Measurements

NOTES

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Business result

NOTES

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 02. Effective Problem Solving
What is problem?

The discrepancy between the current situation (actual) and the standard.

What is Standard?

• Known expectation
• Basis for comparison

How to set a Standard?

• Agreements
• Customer requirements
• Scientific ways

Why do we need a systematic approach for Problem Solving?

• To find out real root cause

• To work out all the possible counter measures
• To find the best solution
• To make sure the problem never occurs again
• To share knowledge of the process, with all the levels of management

Important elements for effective problem solving

• Consider problem as an opportunity
• Allocate quality time for a problem
• Use facts and data to justify the opinions
• Use tools for problem identification & solving
• Practice listening, analytical and facilitation skills

Main steps for effective problem solving

• Identify the problem

• Define the problem
• Analyze the problem to find out root cause(s) of the problem
• Identify the all possible solutions
• Select a solution
• Implement the solution
• Evaluate the outcome

NOTES

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Problem identification & solving tools
Brain storming

• A group problem solving

technique that involves the
spontaneous contribution of
ideas from all members of
group.
• Help to find out potential
causes/counter measures of a
problem
• There is no idea called, stupid
idea.
• Types of brainstorming
▪ Structured – don’t debate
▪ Unstructured – don’t dismiss
▪ Silent – don’t interrupt

Affinity Diagram

• Write each idea on a sticky note

• Stick notes on white board
• Arrange in to natural groups
• Label groups
• Use PICK chart categorize the ideas

NOTES

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Process Flow charts

• A process flowchart is a graphical representation of a business process through a flowchart.

• Helps to find out root causes of a problem/future problem
• Proactive tool which drive problem prevention

Check Sheets

• The check sheet is a form

(document) used to collect
data in real time at the
location where the data is
generated.
• The data it captures can be
quantitative or qualitative.

NOTES

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Fish Bone Diagram

• Called a “Cause and effect diagram” or “Ishikawa diagram”.

• Visualization tool for categorizing the potential causes of a problem in order to identify its root
causes.

Histogram

• A histogram is a graphical display of

data using bars of different heights.
• In a histogram, each bar groups
numbers into ranges.
• Taller bars show that more data falls in
that range

NOTES

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Pareto Chart

• A Pareto chart is a type of

chart that contains both bars and
a line graph, where individual
values are represented in
descending order by bars, and
the cumulative total is
represented by the line.
• When there are many
problems or causes and you want
to focus on the most significant.
• Help to understand the 80/20
rule.

Scatter Diagram / Scatter Plot

• Visualization of the
relationship between two
variables measured on the
same set of individuals.
• Scatter plots show
how much one variable is
affected by another. The
relationship between two
variables is called their
correlation.

NOTES

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Measles chart

• A defect location check sheet

(also known as a defect map or a
measles chart) is a structured,
prepared form for collecting and
analyzing data that provides a visual
image of the item being evaluated so
that data can be collected visually
rather than merely collecting a count
of the number of defects.
• This help to find the spread of
problem.

Control Chart

• Graph used to study how a process changes over time.

• Help to identify the trends.

NOTES

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PDCA Cycle / Deming Cycle
• The methodology is used for
systematic problem solving &
continues improvement.
• Introduced by Dr. Edwards Deming.
o Plan – Do – Check – Act
o Plan - Create a Plan before do
anything.
o Do - Execute the plan.
o Check - Check the progress of
action plan and check the
expected results are achieved
by accomplishing the plan.
o Act – Re-plan if the expected
results are not achieved. If the
expected results are achieved,
Act become adjust in CI. Then
can standardize the process.

Steps of PDCA Cycle

• Theme
• Team – Relevant supplier, customer, expert, facilitator
• Problem
• Rationale
• Target
• Potential Cause / Actual Cause
• Root Cause
• Counter Measures
• Action plan
• Follow up

NOTES

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Root Cause Analysis

• Identifying the real problem or the root

cause.
• There’s more than, what meets the eye.
• Use 5 why analysis to find the root cause.

NOTES

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Countermeasures

• Having a clear and open mind.

• Being ready to challenge the status core.
• Brainstorm for all the possible ideas in order select the best one. (don’t Stop from one option)
• Evaluate all countermeasures as follows with 1 -3 rating;
o Effectiveness - Can this countermeasure help me achieve my target?
o Feasibility - Is this countermeasure possible at this situation?
o Impact - Will this countermeasure cause problems or negative impact to situation?

Check – Progress Management Chart

• Agree on few measurements monitor progress.

• Progress review & audits will help to monitor.

Act

• Evaluate Results (in the view point of changing the approach if necessary).
o Standardize the successful countermeasures to stop reoccurrence of failure mode.
o Re-visit the PDCA steps to achieve stipulated and agreed targets / goals.
o Do above both actions, if results are uneven.

NOTES

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Page | 16
NOTES

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 03. Standard Work
Standard work

Standard work is the practice of setting, communicating, following, and improving standards.

Establishing standard work begins with creating, clarifying, and sharing information about the most efficient
method to perform a task that is currently known with everyone performing that process.

Standard Work - Objective

• Create repeatable & reliable work method

• Establish clearly defined expectations for work method & results
• Develop consistent processes addressing all elements of work
• Man
• Material
• Method
• Machinery
• Mother nature (Environment)

Standard Work - Supporting tools

• Visual Controls, metrics and displays

• Standardized policy and procedures
• Go by samples to set limits
• Process check lists
• Operator trainings

NOTES

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A system wide approach to improvement

Standard work is part of an overall system of improvement, it must embrace the requirements of work
standards, manufacturing standards, and procedures established.

Visual Tools support adherence to your standards

NOTES

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Reliable Method

A reliable method contains only those elements which;

• When followed, cause a predictable & desirable result, and

• When not followed, result in a predictable defect or waste

Characteristics of Standards

Standards

• Type 1 - Rules or examples established by law. This will evolve with time.
• Type 2 – Based on summary of Science, industrial best practice or experience. These standards
change, but infrequently.
• Type 3 – Significant technical specifications that should be followed. These types of standards usually
remain constant over time.

Concepts of Standard Work

NOTES

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Standard work prerequisites

• AN OPEARATION MUST BE:

• Observable
• Repeatable
• Line & equipment must be reliable
• Base on human motion
• Quality issues must be minimal
• Its processes must be standardized
• Variable processes must be Kaizen
• Supervisors & improvement teams must be responsible for the implementation of standard work

Standardized work myths

NOTES

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Standard work sheet – Important areas

• Define beginning & end point cycle

• Safety precautions
• Quality check points
• Data entry points
• Number & location of employees

Plant: Standardized Work Sheet No of operators Issue Date: Issue No: Document No:
Function: need to perform 30-Aug-20 1 FO/EG/OS/09/01
Sub Func: STW Process Owner HOD
Process: Designation : Work station no:
No. Work Element Key Points Entity Sample
size Basic Time (sec)

Work Wait Walk Total

-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Total Time - - - -

ECRS Application

NOTES

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 04. Measurements
Drivers & Results

• “RESULTS” are outcomes that stakeholders want.

• “DRIVERS” are indices which will improve “RESULTS”

Lean Measurements

• Rule 1 - Only measurement what you will use to improve

• Rule 2 - Display information where it can be used
• Rule 3 - Information is most useful when it is close to real time
• Rule 4 - Focus on LEADING indicators that predict what will occur
Use Measurement for Improvement

NOTES

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Just-in-Time Information
• Company needs information targeted to their individual needs.
• They need it at time intervals specific to their role.
• Place information where they can use it effectively to improve.
• Important Facts on Measurements
• Understand your objectives
• Choose the right measures
• Use appropriate data
• Involve the right people in data collection
• Standardize collection method and forms
• Make data available to the people who can use it for improvement
• Make data visual and place it at the point of use

Types of Measurement

Levels of Measurement

• Strategic level – monthly, quarterly, yearly

• Tactical Level – weekly, monthly
• Implementation Level – hourly, weekly

NOTES

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Hoshin Kanri (Policy Deployment)

• Hoshin Kanri is a method for ensuring that the strategic goals of a company drive progress and action at
every level within that company.

• This eliminates the waste that comes from inconsistent direction and poor communication.

7 Steps of Hoshin Kanri

• Step 1. Establish Organizational Vision

• What is your current state with respect to your vision, business planning processes and execution
engine?

• Step 2. Develop Breakthrough Objectives

• Breakthrough objectives are significant improvements that require your organization to stretch
itself and will take three to five years to achieve.

• Step 3. Develop Annual Objectives

• What will you need to achieve this year in order to reach those three- to five-year breakthrough
objectives?
• For example, if the breakthrough objective is to “Be the best appeal manufacture in country”
then an annual objective might be “Overall Implementation of OS.”

NOTES

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• Step 4. Deploy Annual Objectives

• How do you turn those breakthrough objectives into workable targets and objectives at the
departmental level?
• Develop top-level improvement priorities and then apply metrics to them.
• Create business-specific second- and third-level targets to improve that tie directly to the top-
level priorities.

• Step 5. Implement Annual Objectives

• Using the most appropriate problem-solving approach.

• Kaizen events
• Innovation projects
• Capital improvement projects

• Step 6. Monthly Review

• How successful is the organization in meeting the action plan deliverables?

• What corrective actions are needed for those that are behind?
• A monthly review fosters a culture of accountability and action by reviewing progress toward
achieving annual improvement objectives.

• Step 7. Annual Review

• At the end of the annual cycle, a thorough review of the year’s objectives shows how far ahead
or behind the organization is against the stated objectives and what adjustments must be made
to the next cycle.
• How individual perform their assign duties?
• Reward individual or team based on performance

NOTES

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 05. THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

Welcome

We are pleased to introduce you to The Seven Habits of Highly Effective People Signature® workshop.
You are about to experience a remarkable opportunity to learn, to share, and to grow. This experience
will be the beginning of a lifetime journey. As part of the workshop, you will be invited to examine your
effectiveness in personal and professional arenas. We believe the best way to improve the organisation
is to improve yourself; the best way to empower the organisation is to empower yourself. This Inside-
Out™ approach starts with you. You can benefit the most from this focus by being willing to risk, share,
try, and learn.
You will bring to the Seven Habits® workshop a unique background of experience, which
serves as a valuable resource for personal and interpersonal learning. Before you attend the
workshop, we would like you to preview the foundational principles and the Seven Habits, and
then tap into your experience so the ideas and skills you learn in the workshop will take on
rich, personal meaning. While you won't be required to disclose your answers to questions
(except your expectations), we encourage you to share your learning’s at appropriate times
during the workshop. Your personal knowledge and experience will add another dimension to
the workshop for everyone.
The Seven Habits of Highly Effective People provide a holistic, integrated approach to personal and
interpersonal effectiveness. As you learn and apply the habits, you will increase your power, influence
and unity with others.

Stephen R Cove

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The Two Sides of Success
Aesop's fable. The Goose and the Golden Egg, is the story of a poor farmer who one day finds a
glittering, golden egg in the nest of his goose. Though he is suspicious, he takes the egg home and
learns, to his delight, that the egg is pure gold. Every morning thereafter, the farmer gathers one
golden egg from the nest of his goose. He soon becomes fabulously wealthy. As he grows rich,
however, he also grows greedy and impatient with only one golden egg a day. Attempting to seize all
the gold in the goose at once, he slaughters it, only to find nothing.
The moral of this fable has personal and professional application. Like the foolish farmer, we often push production (golden eggs) at the
expense of what makes us capable to produce (the goose). Often, we are more concerned with efficiency than with effec tiveness. In
attempts to be efficient, we overlook effectiveness and destroy our capability for getting results.

The Emotional Bank Account

The Emotional Bank Account is a powerful metaphor that relates the amount of trust in a relationship.
The metaphor suggests that every interaction with another human being can be classified as a deposit
or withdrawal in that persons trust. For example, you make deposits in another's trust by showing
kindness, keeping promises, honouring expectations, proving loyalty, and making apologies. In other
words, you put something into a relationship. You build and you repair. While small things build trust,
small things also destroy trust. Unkindness, breaking promises, violating expectations, showing
duplicity, and being proud are withdrawals that take away from a relationship.

Forming Habits
In this summary, we introduce The Seven Habits of Highly Effective People— habits used consistently
by people who achieve desired results. Habits are patterns of behaviour that involve three overlapping
components: desire, knowledge, and skill. Because these three components are learned rather than
inherited, effective habits can be learned and ineffective habits can be unlearned.

As illustrated in the Maturity Continuum*', the Seven Habits are interrelated, interdependent, and
sequential. Using the habits, individuals work on the Private Victory™ (or self-mastery with Habits 1, 2,
and 3) before moving to the Public Victory™ (building relationships with Habits 4, 5, and 6): to lead
others effectively, individuals must first be able to lead themselves effectively. The seventh habit is the
habit of renewal; it sustains physical, social/emotional, mental, and spiritual growth.

NOTES

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 The Maturity Continuum®

Habit 1: Be Proactive®

The habit of personal vision. Each person has the power to make his or her own decisions. When
individuals use this power to choose their responses according to self-determined values, they are
proactive. In other words, proactive people use a margin of freedom to make choices that best apply
their values. As they work on things they can control (their Circle of Influence™) in lieu of reacting to
or worrying about conditions over which they have little or no control (their Circle of Concern™), they
use positive energy to influence conditions and increase their Circle of Influence.

NOTES

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Habit 2: Begin With The End In Mind®

The habit of personal leadership. The most effective people shape their own futures. They benefit from
beginning with the end in mind in all areas of life. Instead of letting other people or circumstances
determine their results, they carefully plan who they want to be, what they want to do, and what they
want to have, and then they let their mental plan guide their decisions. This mental plan for their life's
purpose expressed in written form is called a mission statement. A person who has a mission statement
and uses it to guide decisions will live in harmony with his or her self-determined purpose.

Habit 3: Put First Things First

The habit of personal management. What are first things? First things are those things that we,
personally, find most worth doing. They move us in the right direction. They help us achieve the
principle-centred purpose expressed in our mission statement.

First things are always important and are sometimes urgent:

• Important. An activity is important if you personally find it valuable—if it contributes to your mission,
values, and high-priority goals.

• Urgent. An activity is urgent if you or others feel that it requires immediate attention.
When we graph these two elements and their opposites, four quadrants emerge which describe the
activities we engage in (see graphic). These quadrants form the Time Management Matrix.

The best use of our time focuses on the quadrants that emphasize importance.
Of these two quadrants, our primary focus should be on Quadrant II, through which we can pursue
excellence in our work and in our relationships.

NOTES

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Habit 4: Think Win-Win™
The habit of interpersonal leadership. Think Win-Win is a frame of mind and heart that constantly seeks
mutual benefit in all human interactions. Win-win means everyone wins because agreements or
solutions are mutually beneficial and satisfying—all parties feel good about the decision and feel
committed to the action plan.

A win-win person possesses three character traits: integrity, maturity, and an Abundance Mentality™
People of integrity are true to their feelings, values, and commitments. Mature people express their
ideas and feelings with courage and with consideration for the ideas and feelings of others. People with
an Abundance Mentality believe there is plenty for everyone.

Habit 5: Seek First To Understand, Then To Be Understood

The habit of communication. When we listen with the intent to understand, our interpersonal
communications are more effective. We quit sifting everything through our own paradigms and stop
reading our autobiographies into other people’s lives. By setting aside autobiographical responses and
caring about what the other person is trying to communicate, we are better prepared to listen
empathically—with an intent to understand.
The second part of the habit, seek to be understood, takes courage and skill. You need courage to
express your true feelings and be open. You need skill to clearly and accurately express your point
from the others frame of reference.

Habit 6: Synergize®
The habit of creative cooperation. Redwoods, whose root systems are shallow, grow close together.
Their roots interlock and keep the trees from toppling when heavy winds come. Two working
cooperatively have the potential to multiply the results of each working separately. This principle,
Synergize, also holds true in social interactions. Two people, creatively cooperating and interacting
interdependently, will be able to accomplish more than the sum of what they could accomplish
separately. As they value each other’s differences, open themselves to new possibilities, practice Think
Win-Win, and build trust, they reap the benefits of synergizing.

Habit 7: Sharpen the saw®

The habit of self-renewal. Dulled by use, a saws serrated edge can no longer cut through wood. The
blade is not in the proper condition to saw effectively. To function effectively, people need to Sharpen
the Saw. In other words, they need to preserve and improve themselves. The key to sharpening the
saw is to regularly and consistently work on all four dimensions of renewal: physical, social/emotional,
spiritual, and mental. Bodies and minds exerted on a regular basis are prepared for exertion.
Conscience, consistently listened to and followed, becomes increasingly sensitive. Relationships,
loyally attended to, grow. As individuals balance and sharpen all four dimensions, they improve their
effectiveness in all of the habits. In so doing, they grow, change, and improve.

NOTES

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Your Experience
1. What habits do you currently practice in your life that contribute to your effectiveness?

2. What values are important to you?

3. What leadership traits do you admire?

4. Think of a significant personal and professional challenge to reflect on as you go through

the workshop. Describe the challenges below.

Personal Challenge:

Professional Challenge:

5. Identify a personal and a professional relationship you would like to improve.

Personal Relationship:
• In the personal relationship, what is working?

• What is not working?

Professional Relationship:
• In the professional relationship, what is working?

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 • What is not working?

6. What do you hope to gain from the workshop?

Conclusion
During the Seven Habits workshop, you are encouraged to share your experience, learning,
and insight with the group. The differing experiences and perspectives of all people attending
your workshop will expand your learning and enable you to learn things together that you would
be much less likely to discover on your own.

NOTES

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 06. Introduction to Lean

Meaning of “Lean”

Main Objectives of LEAN

• Reduce the Cost

o Non value-added activities
• Reduce the Lead-time
o Material & information flow
o Efficiency of manufacturing process

NOTES

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NOTES

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Prerequisites to beginning the 5 Phase approach

• Lean Vision Statement

• Alignment – Standardized Thinking
• Commitment with obvious and visual support from Management
• Agreed to Metrics
• Implementation Plan
• “What’s in it for Me?”

NOTES

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 07. Quality Management System

Evolution of Quality Management

Quality as defined in ISO 9000 : 2000

Degree to which a set of inherent characteristics fulfils requirements

What is Process?

Any activity that takes “inputs” and converts them to “outputs”

What is Process Approach?

The systematic identification and management of these activities and the interactions between
activities

NOTES

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Cost of Quality

• Internal failure cost

• External failure cost
• Appraisal costs
• Prevention Costs

NOTES

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 08. Yamazumi
The 3 M’s

Cycle Time

Time taken to complete one Operation or item through a single machine or operator.

How to measure Cycle Time

• Go to floor & observe process.

• Write down the work steps.
• Make steps as detailed as possible, include all steps even if not written in operation procedure sheets
(STW).
• Measure minimum 10 cycles time per operation.
• Select the lowest, repeatable time as the normal pace. Average time after taking abnormalities out.

NOTES

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Takt Time

Example: Calculate the takt time

• Total workstations = 10
• Processes total cycle time = 559 Seconds
• Working hours = start at 8.00 am & stop at 5.00 pm
• Breaks = Lunch 30 min & Tea 15min x 2
• Average machine breakdown per day = 25 min
• Plan quantity per day = 480 pcs

Definition of Yamazumi

Workload balancing. A graphical tool that assists the creation of continuous flow in a multi-step, multi-
operator process by distributing operator work elements in relation to Takt time.

Importance of Yamazumi

With any process, the process can only run as fast as it’s slowest operation. This is known as
the theory of constraints.

NOTES

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Use of The Yamazumi Board

• For Continuous Improvement

o Identify & reduce non-value added work
o Reduce fluctuation caused by implementation of good ideas
• To help manage your Business
o Safety Reasons
o Quality Reasons
o Skill Level
o Improve Morale
• For new product introduction
o Compare current & new product workload
o Determine the number of processes needed
o Determine the workload fluctuations between different options
o Balance workload between work groups
• As an aid in Takt time changes
o Work can be adjusted throughout the work group to the new allowed Takt Time
o The workload can be visually seen by all members of the work group

NOTES

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 09. Andon
What is an ANDON?

Uses of Andon

• Although not detailed, Andon can quickly identify the problem site.
• Makes supervisor to quickly respond to the call, investigate the situation and provide
countermeasures.
• Allows operator to understand current status of line.
• Helps operator have autonomy
• Provides data for analysis
• Assist in determining root cause of problems

Andon Design

The Andon is designed to reflect the characteristics of the process or the items the Team Leader, Group
Leader or Support Team wants to recognize on a regular basis.

The Ultimate Objective of ANDON

Ultimately, the Andon should be used proactively to help prevent problems from occurring. It must be used
to reduce line stop time & to strengthen processes.

NOTES

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Andon response flow chart

Worker produces quality part

within Takt time.

No

Pull Andon No

Yes

TL responds to investigate No

Yes Yes

TL fixes problem or controls

No Defect is Pass
the situation in takt time

Yes Line Stop

TL call for assistance

Yes Problem Solving using PDCA Yes
Yes
No
Help arrives and
problem is correct
Problem re-occur No

No

Line is down until problem

Product continues to flow
is fixed

NOTES

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 10. 5S & Visual Factory
What is an 5S?

Visual Factory

Visual Factory is the use of controls that will enable an individual to immediately recognize the
standard and any deviation from it.

Elements of the Visual Factory

The Visual Factory Vision

• There is nothing extra.

• The environment is immaculate, safe, and self-cleaning.
• Standards are easy to recognize and abnormal conditions are easier to correct.
• Performance and progress are readily apparent
• Zero Defects is a reality!
Benefits of the Visual Factory System

• Reduces search time

• Eliminates defects
• Improves product quality
• Improves cost-effectiveness
• Improves communication
• Eliminates work frustrations and delays
• Increases workplace safety
• Increases job satisfaction among workers

NOTES

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 11. Day in the Life of a Leader (DITL)
The Leader

• The Leaders are responsible for all the Results (Goals) of the Organization.
• The role of the Leader is to maintain an environment in which the people in the plant can and do
contribute to the highest performance toward the performance of the company.

Structure of Support

Function of Leader
• Management
Guide the Organization to the achievement of its goals by defining the focus of its work and
controlling the results it produces.
• Leadership
Achieve these results by leading each person in the Organization to the fullest possible development
and contribution
• Continuous Improvement
Improve quality and productivity through initiative and continuous improvement.

NOTES

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Leadership Skills

• Controlling
Establishes procedures to monitor one’s own job activities and responsibilities or regulate the tasks
and activities of others; takes timely action to monitor the results of assignments or projects given to
others.
• Problem Identification
Identifies issues and problems; secures relevant information; relates various data from different
sources and identifies cause/effect relationships.
• Problem Solving
Develops alternative courses of action and makes decisions which are based upon facts and logic, and
takes organizational resources and values into consideration.
• Individual Leadership
Uses appropriate interpersonal styles and methods in helping a team to reach its goal; is aware of
needs and potential contributions of others.
• Communication
Effectively expresses ideas and information in individual or group situations.
• Coaching
Develops the skills and competencies of others through the creation of insight and through training
and development activities.
• Job Fit Motivation
The degree to which an individual’s motivations, desires, values and attitudes toward work match
the company’s job expectations, organizational practices/policies, and culture.
• Adaptability
Maintains effectiveness in different types of tasks and with different types of people.
• Tolerance for Stress
Stability of performance under pressure and/or opposition.

Elements of DITL

• Day to day activities

• Breaks
• Gemba Walk
• Problem Solving & Continuous Improvement
• Touch Base

NOTES

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 12. Error Proofing
What is Error proofing?

• Error/Mistake proofing is a process improvement technology, that prevents production of faulty

products and avoids costs related to the inspection, disposals and tracking of defects.
• Error proofing is one of the key ingredients to achieve stability.
• Building quality into the process.
o Eliminate defects before they occur.
o Detect Errors as they occur.
o Prevent bad products from passing to customer.

What will happen if Error Proofing is not in place?

• Defects will pass to the customer(internal/external).

• Low First Time Through
• Increase cost of manufacturing
o Over-Production
o Over time
o Lower efficiency
o Floor space for inventory -->repair area
o Low machine utilization

NOTES

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Cause of Errors

• Omissions of steps: Leaving out one or more steps during the processing of products.
• Not following sequence: Process operation not performed according to standardized work sheets.
• Missing parts: Not all parts included in the assembly, welding or other processes.
• Error in set-up: Using wrong tool or setting-up machine incorrectly for the product.
• Improper part or item: Wrong part installed in the Rear door sub-assembly.
• Processing wrong part or piece: Wrong part machined.
• Operations errors: Carrying out an incorrect operation. Having incorrect standard or revision of
specification.
• Dimension/Measurement errors: Error in measurements or dimensions of an incoming part.
• Errors in equipment maintenance or repair: Defects caused by incorrect repairs or component
replacement. Example: wrong robot tip installed.
• Errors in preparation: Damaged blades, poorly designed/maintained jigs used in the process.

Red Flags

These conditions signal the potential for errors thus allowing to detect and prevent potential Errors.

• Adjustments
o Operators having to adjust parts or equipment to complete a process step.
• Tooling change
o The use of perishable tools in random-to-run production.
o Infrequent change of cutting blade at trimming operation.

• Dimensions / specifications / critical conditions

o Operations which require the use of measurements to position a part in an operation.

• Many mixed parts

▪ A process which involves a wide range of parts in varying quantities and mix.

▪ Installing wrong type of nuts.

• Multiple steps

o A process that requires many small operations or sub -steps.

• Infrequent production

o An operation or task which is not performed regularly.

• Lack of effective standards

o Standardized worksheets that are vague. They do not fully describe the correct way to
perform a production process.

• Symmetry

o Machine or assembly operations which use an object whose opposite sides are similar or
identical but does not have symmetrical result.

NOTES

Page | 48
 • Asymmetry

o Operations which use a part, tool or fixture whose opposite sides may look identical but are
different in size, shape or relative position

• Rapid Repetition

o A process which requires quickly performing the same operation over and over again.

o Muscle fatigue or monotonous work.

• Cycle time higher than Takt time

o A process which requires performing a task faster in order to meet the set takt time.

• Environmental conditions

o Physical circumstances within and around the workplace that can influence quality and
workmanship.

o Hot, cold, abnormal noise, etc.

New Culture

• Successive Checks

o An operator checks the operations done by the previous operator prior to the value addition
by him or her.

• Self-Checks

o An operator checks the operations done by him or her prior to passing to the operator.

• Source Inspection

o Preventive action is taken immediately at the source of the error to prevent errors from
turning into defects.

NOTES

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Hierarchy of Error Proofing Techniques

Zero Defect Strategies

NOTES

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Error Proofing Devices

• Purpose
o Completely eliminate defects.
• Respect for people
o Relieves workers of constant attention to detail, highlights problems immediately.
• 100% source inspection through mechanical or physical control

Error Proofing devices = 100% source inspection at low cost

Error Proofing Preparation and Deployments Steps

• Deliver Mistake Proofing Training

• Create Mistake Proofing Log

• Prioritize process defects

• Choose defect by completing Defect Identification Sheet

• Document rationale for defect solution

• Establish objectives for implementation of Mistake Proofing

• Deliver Mistake Proofing Development Chart overview

• Define the source or mistake(s)

• Create and install selected Mistake Proofing device(s)

• Measure and document results and benefits

• Update Control plans, Mange the Change forms, Standardized Worksheets, etc.

• Congratulate the team

NOTES

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 13. Pull System

Push System

• Various production schedules are released to all processes; component making and assembly
• Processes produce the parts in accordance to their schedules
• This method makes it difficult to promptly adapt to changes
• Each production schedule must be changed at each process simultaneously

Just-In-Time
The concept of producing the necessary units in the necessary quantities at the necessary time is
described by the short-phrase “Just-In-Time”.

Excess Inventory is Waste

NOTES

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Continuum of Flow

Pull System

Push VS Pull

NOTES

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Tools of the Pull System

• Sequencing
Using a system to inform a supplying operation what parts are needed and what sequence they are
needed in.
• Broadcasting
Using a signal to inform a supply operation to transport a standard lot of needed material.
• Kitting
Collecting the parts needed to produce a specific amount of product, within a standard container or
rack, and delivering to a specified location.
• Kanban
A signal, usually a card, used to signal the movement or production of materials.

Six Rules of Kanban

• Downstream processes should obtain parts from the upstream process according to the detached
kanban card.
o Any withdrawal without a kanban should be prohibited.
o Any withdrawal that is greater than the number of kanbans should be prohibited.
o A kanban should always be attached to the physical product.
• Production process should produce parts according to the Kanban.
o Production of parts greater than the number required by the kanban must be prohibited.
• Production processes must make sure that 100% quality parts are placed in the market.
o The passing on of defective products will cause a breakdown in the Kanban system.
• The number of kanban should be gradually reduced in order to link processes better and expose waste
for improvement.
o Since the number of kanbans express the maximum inventory of a part, the amount should be
kept as small as possible.
• The Kanban should always be attached to the parts container unless it is in transit to order production
or transportation of parts.
• If there is no Kanban, there will be no production and no transfer of materials.

NOTES

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There are two primary types of kanban

• Withdrawal Kanban / Move Kanban

Details the quantity that the “customer” department should withdraw from the supplying process.
• Production kanban / Make Kanban
Details the quantity that the supplying department needs to produce.

Signal Kanban

• Instructs the production department to produce more units before the remainder is diminished
• Specify lot production in such a process, a signal kanban is used.
• Is tagged to a box within the lot.
• When withdrawals are made down to the tagged position of this kanban, the production order is set
in motion.

Markets

• Storage locations for all the parts prior to going to the next operation
• Organized collections of purchased parts and work-in-process
• If parts are already stored in your plant, then you can construct markets

Rules for developing Markets

• Have a storage location for every part

• Determine the minimum and maximum of any one part that will be stored
• Provide adequate storage space

NOTES

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How to set up a Kanban system

• Understand the customer demand.

o Takt time is a reference number that gives you a sense for the pace at which each process
needs to be producing.
o To calculate takt time, divide the available time by the customer demand.
• Determine which parts will use kanban.
o There are two categories of parts moved within the plant:
▪ those that can be hand carried
▪ those that need to be transported by forklift
o Hand carry parts are Kanban parts
• Calculate how many Kanban for each part at each location
o Understand that each withdrawal kanban is unique to the part AND usage location.
o If the same part is used in two different locations, we must calculate a withdrawal kanban
amount for each location.
• Market setups and locations.
o Locate space within the plant that can be used as a market (s).
o Minimize the number of markets.
▪ If may be necessary to start with several small ones, later to combine into one.
• Manpower and equipment needed.
o Kanban parts are delivered to the line by Material Handlers using hand-carts.
o The Material Handler has a designated route that covers all the stations he is responsible for.
o He delivers all parts needed on that delivery cycle, retrieves all dunnage, and picks up all
kanban dropped by the operators.
• Training
o People need to understand why the company has implemented the program
o Those who are to support it must understand how it works
o People must receive adequate training for the system to be both robust and successful
o Remember who the audience is:
▪ Production workers have little regard for how many turns the inventory makes…
▪ Material handlers will not see inventory reduction as a benefit….
▪ Logistics personnel may not see the value of more-frequent truck deliveries.
o Keep it simple
o Give yourself enough time to handle the tough questions
o Respect the people’s concerns

NOTES

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 14. Quick Changeover

What is Changeover in Apparel?

Benefits of Quick Changeover

• Production Flexibility
o Supports smaller batch sizes
o Supports concept of sequential production
o Supports ability to adjust to customer demand
• Need for Inventory
• Faster response to the customer
o Increases time available for production
o Increases ability to forecast production schedules
o Reduces scrap and repair
• Additional Revenue

Increase Capacity

NOTES

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Methodology

1. Define & Separate internal and external tasks

For safety, internal tasks must be completed with machine stopped

2. Move all externals out of machine time

External tasks should be done before or after Changeover

2. Streamline all internal tasks

Create a safer, less time-consuming method

4. Streamline all external tasks

Create a safer, less time-consuming pre-Changeover method

Changeover Activity Definitions

• Internal Activities – must be performed while the machine is not running (safety)
• External Activities – may be performed while the machine is running

Steps to reduce QCO

• Gather current situation data

• Select a team
• Prioritize Target Processes
• Observe and record current Changeover Process
• Visually display current Changeover and Target Process
• Reduce Changeover Time

NOTES

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Shifting from Internal to External

• Prepare in advance any operational conditions currently performed in Internal set-up.

• Do as much as possible before the machine stops:
o Have everything organized
o Kit Tools- check operation
o Kit Parts
• Develop checklists:
o List tools, specs, etc.
o Number of workers needed
o Set-up conditions such as pressures and current times and volumes
o Measurement dimensions
• Ensure all tools, dies, jigs, gauges, etc. function perfectly before changeover process begins.
• Standardize parts and tools required to do the Changeover.
• Reduce Internal set-up time by presetting dimensions, tolerances, and alignment before changeover
begins.

Streamline Internal Activities

• Parallel operations
o 2 or more people doing different jobs at the same time
o 2 people working together on one operation
• Easy to attach folders
o One-turn methods
o One-motion methods
o Interlocking methods
• Elimination of adjustment
o Constant numerical values
o Visible center lines and reference planes
• Least common multiple system
o Leave the mechanism alone and change only the functions so that we make settings, not
adjustments
• Automation
o Use of air
o Remote control
o Electric drives for quick adjustments

NOTES

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Changeover Reduction Process

Strategy for Quick Changeover

• Four major factors of waste

o Transform
o Inspect/Rework
o Transport
o Store (Inventory)
• Processes and operations
• Elements of lead-time

NOTES

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 • VA vs NVA

• Reduction of lead time and inventory

Set-up Hints

• Avoid studying a set-up reduction project to death

• Don’t be satisfied with early successes
• Don’t get tangled up in techniques; get started now
• Strive for continuous improvements; 50 percent improvement at a time.
• Post problems, goals, accomplishments, and measurements where they are visible to all
• Document all steps of your current set-up process (videotape preferred)
• Seek simplicity in solutions-no cost/low cost

NOTES

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 15. Total Productive Maintenance

Total Productive Maintenance

• In a high-performance lean system, production delays are not acceptable to the supplier or the
customer.
o With delays come the waste that we try to avoid such as: excess waiting, excess inventory,
poor quality and overproduction.
• Our goal is to always have our equipment ready and available when our customers want our products.
o Thus we want ZERO Unplanned downtime.
• ZERO Unplanned downtime can only be achieved with an effective TPM system that involves all
employees in the daily care of our tooling, machinery and equipment.

Purpose

• Yield higher results

o Zero accidents
o Zero defects
o Zero breakdown
o Zero downtime
• Transformation of work environment
o Clean environment
o 5S
o Less work frustration
• Transformation of people
o Operators to maintenance engineer
o Maintenance engineer to design engineer

Goals

• Personal improvements
o Operator capable of carrying out Autonomous maintenance
o Technician / Mechanic capable of carrying out advance specialized maintenance
o Engineers capable of carrying out maintenance free equipment planning
• Equipment improvements
o Improvement of efficiency
o Low-cost high-quality equipment design
o Built in quality culture

NOTES

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Objectives

• Build a corporate constitution that will maximize the effectiveness of the production system.
• Using a shop-floor approach, build an organization that prevents every type of losses.
• Involve all departments in implementing TPM, including development, sales and administration.
• Involve everyone.
• Conduct zero-loss activities.
• Everyone is involved in the process
• More available production time
• Machines hold better tolerances
• lower operator fatigue “fighting the machine”
• Better working conditions, less stress
• Enable “Just in Time” production
• Reduce changeover times
• Lower actual maintenance costs
• Zero breakdown
• Zero defect
• Zero accident
• Zero unplanned downtime

Evolvement of TPM in Japan

NOTES

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Traditional Organization VS TPM Shift

Traditional Maintenance VS TPM

NOTES

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Optimizing Maintenance Cost

Six Major Losses

Downtime Losses:

1. Equipment failures or breakdowns.

2. Delayed setups and increased adjustments.

Speed losses

3. Jams, work-piece caught on an obstruction or component. Sensors trips and shuts machine down due to
overloads, quality problems (mistake proofing).

4. Reduced speed, optimal speed unknown and higher speeds cause problems.

Defect Losses

5. Process defects leading to scrap and rework

6. Reduced yields from machine startup to stabilize production.

Five Major Causes of Machine Troubles

• Failure to maintain fundamental machine requirements

o Housekeeping, oiling, bolt tightening etc.
• Failure to maintain correct operating conditions
o Temperature, vibration, pressure, speed, torque
• Lack of skills
o Operator’s miss-operation, maintenance, crew’s error
• Deterioration
o Bearings, gears, fixtures, etc.
• Design deficiency
o Materials, dimensions, etc.

NOTES

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Paradigm Shift

7 Steps to Success Autonomous Maintenance

OEE : Overall Equipment Effectiveness

NOTES

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Reliability

Definition of TPM

“Build a corporate constitution that will maximize the effectiveness of production system using shop-floor
approach, by ensuring zero accidents, defects and failures with the involvement of all employees through
small group activities”

8 Pillars of TPM

Corrective Maintenance

• “Firefighting mode”
• Interruptions to production at times result in missed schedules due to machine breakdowns.
• Parts for failed equipment often must be flown in from supplier.
• This shows up as reduced utilization of critical equipment, due to the unplanned down time.

NOTES

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Corrective to Preventive transition

• Issue and close out maintenance work-orders

• Maintain complete maintenance records on each piece of equipment.
• Establish failure codes for all equipment.
• Analyze failures and determine reason for failures.
• Establish a team to investigate machine failures.
• Track maintenance cost on each piece of equipment, labor and material.
• Measure reliability of critical equipment.
• Maintain adequate inventories of spare parts based on historical data.
• Correct design weakness in equipment based on failure analysis.
• Begin autonomous maintenance.
• Begin training of operators and maintenance people in TPM.
• Begin training operators and maintenance people in maintenance issues as required.

Preventive Maintenance

• Maintenance Planning
• Prioritize departments, start with critical areas or departments.
• Rank equipment as critical or noncritical.
• Establish through Impact team’s preventative maintenance requirements per day, per week, per
month, per year.
• Issue work orders/check off sheets, close out work orders and check off sheets.
• Plan major maintenance projects.
• Maintenance record archive
• Accurate records on all critical equipment
• Use for planning and spending decisions
• Find out root cause for break downs
• Simplify manually before computerizing
• Types of records
o Routine Inspection & Lubrication
o Repair, maintainability, Improvements
o Mean Time Between Failures (MTBF)
o “Equipment Failure Analysis”, root cause of machine failure.
• Controlled well organized tool crib with limited access
o Inventory control system, cycle counting.
o Bar code scanning of parts / bins.
• Maintenance cost control
o Classify costs by purpose, elements and type of work.
o Ex. Citizen lathe #5 crashed, bearing failure, replacement bearings flown in from Japan at a
cost of $3,750, labor cost to replace $750. Machine offline for 5 days.
• Cost of unplanned down times
o Life Cycle Cost (LCC) on new and critical equipment.
o Total cost of equipment over life, including operation and maintenance.
o Ratio of LCC to original cost of machine (LCC divided by cost of Machine).

NOTES

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Predictive Maintenance

• Use of modern measurement and signal processing techniques to accurately diagnose the need for
periodic maintenance and overhaul.
• We can plan for the shutdown of critical equipment and eliminate unplanned breakdowns.

Predictive Maintenance Tools

• Oil Analysis
• Vibration Analysis
• Infrared Thermography
• Ultrasonic
• Fluid Contamination Analysis
• Wear particle analysis

NOTES

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 16. Conducting Effective Meeting

What is a meeting?

A meeting occurs when people work together to:

• Share information
• Gather information
• Make decisions
• Solve problems

Types of Meetings

• Information Giving/Gathering
• Decision Making/Problem Solving
• Combination Information Sharing/Decision Making/Problem Solving

Meetings are necessary because they...

• Make information sharing more efficient.

• Foster an environment for decision-making.
• Create alternatives & solutions which may not occur when working alone.
• Allow face-to-face communication to promote group reaction, opinions & evaluations (comments).
• Develop a sense of group membership and identity.
• Promote the sharing of responsibilities & commitment.
• Provide the medium for information to flow in many directions.

Planning for Successful Meetings

• Step 1 – Select Type of Meeting

• Step 2 – Decide Context
o How does the meeting relate to goals
o How does the meeting relate to previous meeting(s)
o Who are the Stakeholders
• Step 3 – What is the desired outcome of the meeting
• Step 4 – What are the topics
• Step 5 – What key roles to perform
o Send out Meeting Notice
o Who needs to be there and do the have a role in the meeting
• Step 6 – Room arrangement
• Step 7 – Choose decision making method
• Step 8 – Plan the agenda

NOTES

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Establishing the ground rules

Ground rules are generally established by the group, reflect an opinion of acceptable behavior, and help to
keep a meeting focused and on-track.

Roles & responsibilities in the meeting

“Roles make more effective use of meeting time & provide participants with the security of knowing who is
responsible for what.”

Leader/Facilitator

• Determines the need for the meeting in relation to company objectives

• Establishes its purpose (e.g. share info, solve problems)
• Plans the agenda
• Defines constraints
• Determines & invites group members
• Monitors time
• Handles disruptions
• Maintains focus
• Asks for agreement and verifies the outcome.

Group Member

• Contributes ideas
• Listens patiently
• Openly states concerns
• Attempts to influence the decision through reason
• Builds upon the ideas of others
• Asks questions
• Encourages others to contribute
• Praises others & disagrees tactfully
• Makes commitments

Recorder

• Captures key works, ideas & comments

• Writes legibly, using colors, highlights & visual aids
• Uses outlines, bullet formats & numbers
• Remains neutral during discussions to allow focus on record keeping
• Tries not to interpret thoughts or ideas
• Composes & distributes minutes to all present and others if Leader so decides

NOTES

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What goes wrong with a meeting?

• Lack of participation
• No agenda
• Unclear roles and responsibilities
• No stated purpose for the meeting
• Meeting is manipulated to achieve a predetermined outcome
• Wrong people attend
• Failure to agree upon decision or outcome
• Confusion about outcome or required follow-up

Criteria for a successful meeting

• The group maintains its focus

• Participants are protected from attack - open atmosphere
• Time is used effectively
• Roles are established at the outset
• Purpose of the meeting is established
• Communication & discussion is encouraged.

The steps for creating a successful meeting

• Determine the purpose

• Analyze the context-relationship to goals
• Identify the stakeholders
• Develop an outcome statement
• Identify major topics for discussion
• Establish roles & responsibilities
• Set up the room
• Identify the decision-making method (if applicable)
• Plan the agenda

Making decisions

• Leader establishes decision-making process during planning

• During meeting, Leader communicates that process i.e., how decisions are made & who is involved
• Defining this process builds support for the final decision

Factors to consider when Choosing a decision-making method

• How much time is available?

• How important is the topic?
• How much information is available or needed?
• What expertise is available or needed?
• What level of participation is needed to achieve “buy-in” or accomplish the goal?

NOTES

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Decision-making Methods

• Majority Decision:
o A plurality of group members decides for the entire group.
▪ May allow decisions to reached more quickly
▪ Leaves a minority unsatisfied and usually willing to support the decision
• Minority Decision:
o A few group members decide for the whole group
▪ May be useful when the entire group cannot meet because of time
▪ May not take advantage of the resources of the group
▪ Does not establish widespread commitment
• Expert Decision:
o One person has the skill and knowledge that will serve the best interest of the group.
▪ May be used when one person’s knowledge is so superior to the group that little
would be gained by from the group’s input
▪ No commitment from the group to implement the decision
• Authority Decision after Group Discussion:
o After listening to ideas of the group the obvious person in authority decides
▪ Can be useful when time is a factor
▪ Disappointment of the group if ideas not accepted
▪ Does not establish group commitment
• Authority Decision without Group Discussion:
o The obvious person of authority makes the decision for the group without input
▪ Useful for simple routine decisions
▪ Useful for decisions based on skills
▪ Does not utilize the ideas of the group
• Consensus:
o A collective group agreement, that every team member understands, supports and is willing
to carry out
▪ Uses Resources of all group members
▪ Elicits group commitment to implement decisions
▪ Can be time consuming

NOTES

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 17. Job Instruction Training

Role of Leader

• To promote smooth production

• To guide problem solving
• To support team members
• To support your areas contribution to
o Safety
o Quality
o Responsiveness
o Cost Savings

Teaching Prerequisites

7 Principles of Learning

• Meaningful Learning
• Active Learning
• Multi-Sense Learning
• Repeated Practice
• Feedback
• Reward
• Primacy and Recency

Inadequate Teaching Methods

• Lecture only
• Demonstration only
• Careless use of jargon
• Omission of important points
• Assumption that trainees understand adequately
• Neglecting to think of new ways to teach or explain

NOTES

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Learning Cycle

Good Teaching Preparation

• Develop team’s Flexibility Chart

• Prepare/ Review your Job Element Sheets and Standardized Operation Sheets
• Have everything ready: Equipment, Materials, Supplies.
• Assure Workplace Organization

Flexibility Chart – Skill Matrix

• Analyze job requirements

• Plan Job Instruction Training
• Cope with production changes that effect personnel
• Cope with personnel needs (i.e. people development, transfers)

NOTES

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The Four Steps of Job Instruction Training

• Prepare Team Member

o Put the trainee at ease
o State the job (Standardized Operation Sheet)
o Find out what the trainee already knows about it
o Get the trainee interested in learning job
o Position trainees favorably
• Present Operation
o Demonstrate the Operation 3 Times
▪ Show and explain one Element & its Major Steps at a time (1st time)
▪ Stress each Key Point (2nd Time)
▪ Explain the Reasons for each Major Step and Key Point (3rd time)
• Try Out Performance
o Trainee to Perform the Operation 4 Times
▪ Have trainee do the job silently and correct their own errors (1st time)
▪ Have trainee explain each Element and Major Steps to you while performing the job
again (2nd time)
▪ Have trainee explain each Key Point as the job is performed again (3rd time)
▪ Have trainee explain the Reasons (4th time)
o Continue Performing Job Until YOU KNOW HE KNOWS
• Follow up
o Leave trainee to work on his own
o Designate to whom he goes for help
o Check frequently
o Encourage questions
o Give any necessary extra coaching

NOTES

Page | 76
NOTES

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NOTES

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NOTES

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NOTES

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