KWIKAIZEN

FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

LINREAD REDDITCH PECK DRILLING 1/16/2002

OBSERVATIONS
ACTIVATION UPTIME PROCESS EFFICIENCY YIELD

Load Actual

Record in each box a summary of

the data gathered from the
10
observation process. A bar chart mins
showing ACTIVATION, pie charts
showing UPTIME PROCESS

Pecking
Waiting

EFFICIENCY and YIELD. In the

boxes below, carry out a second

Cutting
Drill Break
Drill Chng

level PARETO.
Setting

Cleaning

Wait Set

Unload

Load
Opportunity Goal (Select the area of greatest benefit and define an outcome To achieve our SMART outcome identify three focus opportunity areas from our
eg Double up-time) this Should Be: Specific, Measurable, Achievable, observations i.e. reduce waiting time, eliminate engineering hold ups, change
Relevant, Timebound machine layout
Goal or outcome Focus opportunity 1 (SMART) Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Increase throughput by
Reduce Downtime by 50% Halve Peck Time
20%
Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I C E R Focus opportunity 2 brainstorm I C E R Focus opportunity 3 brainstorm I C E R
RANKING PROCESS Use duplicate tooling 2 1 2 4 Reduce drill peck height 5 3 3 45

IMPACT High 5 Run same jobs on heads 2 5 2 20 Increase peck speed 3 1 1 3

Low 1 Use different chuck key 3 5 5 75

Train operators to deal with drill 4 5 4

COST FREE 5 breakage
80
20
mins
>$500 1 Wet & Dry vac for cleaning 3 2 4 24

EASE Easy 5 Smaller suds tank 2 4 3 24

Hard 1 Angle new bench for cleaning 2 5 5 50

IMPACT x COST x EASE Use different drills 5 5 3 75

MAX = 125 New Bench 5 1 4 20

ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.

FOR ACTIONS
EARLIEST OUT OF OUR
WITHIN OUR
ACTION WHO POSSIBLE HOW WILL WE MAKE SURE THIS HAPPENS? CONTROL, BENEFIT PROGRESS
CONTROL? CLOSEOUT DATE WHO WILL
FOLLOW UP? (ADD IN
DATES)
Shorten handle on chuck key DB YES 1/15/2002
Supply 3 small screwdrivers for removing
DB YES 1/15/2002
bushes
15
Keep 1 spare bush at each bench RH YES 1/16/2002 mins

Trial new drills DJ YES 1/20/2002

Lower drill head, ensure adjustable DB YES 1/17/2002

Check height on other benches DB YES 1/17/2002

WHO ELSE WILL THIS AFFECT?

Quantify the business benefit of implementing the changes Which other processes or areas could these improvements benefit?
BENEFIT identified. This should state the direct cost or the hours saved Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

MEASURE FOLLOW ON IDEAS / BIG ISSUES DAILY REVIEW TIME

A graphical representation that will demonstrate
convergence towards our goal REPLACE BUSH SCREW WITH 1:00 PM
MANAGEMENT FOLLOW UP 5
mins
T P E Who Date Time

Get To The Root Cause by Asking WHY 5 Times Challenge All Fixed Ideas
Do It Now - No Excuses! Use Your Wisdom - Not Your Money Improvement is Infinite
Better is Not Good Enough!
 KWIKAIZEN
FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

COMPANY NAME CNC Turning Operator, Op Dir, A.N. Other 1/1/2001

OBSERVATIONS
ACTIVATION UPTIME PROCESS EFFICIENCY YIELD

Record in each box a summary of

the data gathered from the
10
observation process. A bar chart mins
showing ACTIVATION, pie charts
showing UPTIME PROCESS
EFFICIENCY and YIELD. In the
boxes below, carry out a second
level PARETO.

Opportunity Goal (Select the area of greatest benefit and define an outcome To achieve our SMART outcome identify three focus opportunity areas from our
eg Double up-time) this Should Be: Specific, Measurable, Achievable, observations i.e. reduce waiting time, eliminate engineering hold ups, change
Relevant, Timebound machine layout
Goal or outcome Focus opportunity 1 (SMART) Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Reduce Activation by
Eliminate Downtime Double Process Efficiency Eliminate Rework
50%
Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I C E R Focus opportunity 2 brainstorm I C E R Focus opportunity 3 brainstorm I C E R
RANKING PROCESS Move tools to Machine 4 5 5 100 Reduce Tool Travel 5 5 5 125 Modify Fixture 3 4 3 36

IMPACT High 5 Preventative Maintenance 3 5 4 60 Increase Spindle Speed 4 5 5 100 Poka-Yoke 5 5 4 100

Low 1 Run all machines 5 5 5 125 Eliminate excess operations 4 5 3 60

COST FREE 5 Modify Fixture 4 4 3 48

20
mins
>$500 1
EASE Easy 5
Hard 1
IMPACT x COST x EASE
MAX = 125
ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.

FOR ACTIONS
EARLIEST OUT OF OUR
WITHIN OUR
ACTION WHO POSSIBLE HOW CAN WE MAKE SURE THIS WORKS? CONTROL, BENEFIT PROGRESS
CONTROL? CLOSEOUT DATE WHO WILL
FOLLOW UP? (ADD IN
DATES)
Move Tools to Machine A.N. Yes 1/1/2001 Move storage from old cell N/A 2 Hrs / Day

Run all machines O.P. Yes 1/1/2001 Run long batches on 3rd machine N/A 30% Uptime
15
Reduce Tool Travel CNC No 1/2/2001 Priority to Engineering Op Dir 20% off cycle mins

Increase Spindle Speed O.P. Yes 1/1/2001 Look up speed on chart N/A 10% off cycle

Create Poka-Yoke fixture T.R. No 1/5/2001 Work with tool room Op 5% yield inc

WHO ELSE WILL THIS AFFECT?

Quantify the business benefit of implementing the changes Which other processes or areas could these improvements benefit?
BENEFIT identified. This should state the direct cost or the hours saved Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

30% Cycle time reduction = 1-off benefit of 5 hrs Tool Room Op Director Today

40% increase in uptime = 16 hrs / week Engineering Op Director Today

5% scrap reduction = $500 / month

MEASURE FOLLOW ON IDEAS / BIG ISSUES DAILY REVIEW TIME

A graphical representation that will demonstrate
convergence towards our goal Use Carbide Tooling 1:00 PM
MANAGEMENT FOLLOW UP 5
mins
T P E Who Date Time
Op Dir 1-Jan 10:20
Op Dir 2-Jan 3:40
Multi-Part Fixtures Op Dir 3-Jan 1:00
Op Dir 4-Jan 2:00
Op Dir 5-Jan 9:30

Get To The Root Cause by Asking WHY 5 Times Challenge All Fixed Ideas
Do It Now - No Excuses! Use Your Wisdom - Not Your Money Improvement is Infinite
Better is Not Good Enough!
 KWIKMAP DETAIL WORK SHEET
FACILITY/PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

Company Name Inspection AB, CD, EF, GH 1/1/2001

TESTING FOR VALUE ADDING
TEST 1 - IS THE PROCESS IMPORTANT TO THE CUSTOMER? IS THE CUSTOMER PAYING FOR IT?
TEST 2 - DOES THE ACTIVITY CHANGE THE STATE OF WHAT WE WE ARE WORKING ON?
TEST 3 - IS THE ACTIVITY DUPLICATION? IS IT REPEATING AN ACTIVITY THAT HAS ALREADY BEEN COMPLETED ONCE?

NOT TESTED PASSES TEST FAILS TEST

Step
No. Description Operation Travel Inspect Delay Time Distance Comment
1 Open Package 10
2 Check Documents 20
3 Find Drawing 50
4 Calculate Dimensions 70
5 Find Gauges 45
6 Orientate Part 5
7 Check Dim#1 10
8 Set Bore Gauge 25
9 Orientate Part 5
10 Check Dim#2 15
11 Set Bore Gauge 25
12 Orientate Part #2 5
13 Check Dim#2 15
14 Return Gauges 45

TOTAL 185 90 20 50 345

V-Added 80 0 0 0 80
N.V.Added 105 90 20 50 260

TOTAL % 54% 26% 6% 14% 100%

V-Added % 23% 0% 0% 0% 23%
N.V.Added % 30% 26% 6% 14% 75%
46% 74% 94% 86%
 KWIKMAP WORKSHEET
FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

COMPANY NAME INSPECTION AB, CD, EF, GH 1/1/2001

OBSERVATIONS
OPERATION TRAVEL INSPECT DELAY
Pie chart of Value Added and Waste Overall % Pie chart of Value Added and Waste Overall % Pie chart of Value Added and Waste Overall % Pie chart of Value Added and Waste Overall %

Bar chart of waste by category showing pareto Bar chart of waste by category showing pareto Bar chart of waste by category showing pareto Bar chart of waste by category showing pareto

Calc Dims 10

Search
Gauge Gauge

Set Bore
Drawing

Orien Orien

Opportunity Goal (Select the area of greatest benefit and define an outcome To achieve our SMART outcome identify three focus opportunity areas from our
eg eliminate all unnecessary operations or travel) this Should Be: Specific, observations i.e. eliminate duplicated activities, unnecessary inspection, redesign area or
Measurable, Achievable, Relevant, Timebound process
SMART Goal or outcome Focus opportunity 1 (SMART) Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Eliminate Calculating Dimensions &

Reduce Non-Value-Added by 50% Eliminate Bore-Gauge Setting Eliminate Search & Travel
Drawing Review

Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I C E R Focus opportunity 2 brainstorm I C E R Focus opportunity 3 brainstorm I C E R
RANKING PROCESS Pre-Set Gauges 4 5 2 40 Change Drawings 5 5 2 50 Move Gauge Stores 3 5 3 45

IMPACT High 5 Use plug Gauge 4 4 5 80 Change Routers 5 5 3 75 Pre-Kit Gauges 4 5 2 40

Low 1 Make check fixture 4 2 3 24 Create Insp. Sheets 5 5 4 100 Build Gauge Sets 4 3 4 48

COST FREE 5 20

>$500 1
EASE Easy 5
Hard 1
IMPACT x COST x EASE
MAX = 125
ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.

FOR ACTIONS
EARLIEST OUT OF OUR
WITHIN OUR
ACTION WHO POSSIBLE HOW CAN YOU GUARANTEE TO DO THIS WITH EASE? CONTROL, WHO BENEFIT PROGRESS
CONTROL? CLOSEOUT DATE WILL FOLLOW
UP?

Purchase plug gauges in common sizes QA Y 10-Jan Analyse RRS to find common sizes N/A 14%

Ccreate Inpection Sheets QA Y On-going Create for common parts as they are inspected N/A 35%

Build Gauges Sets QA Y On-going Analyse RRS to find part families N/A 26%

15

WHO ELSE WILL THIS AFFECT?

Quantify the business benefit of implementing the changes Which other processes or areas could these improvements benefit?
BENEFIT identified. This should state the direct cost or the hours saved Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

30% Cycle time reduction = 1-off benefit of 5 hrs Tool Room Op Director Today
40% increase in uptime = 16 hrs / week Engineering Op Director Today
5% scrap reduction = $500 / month
MEASURE FOLLOW ON IDEAS / BIG ISSUES DAILY REVIEW TIME
A graphical representation that will demonstrate
convergence towards our goal Check Fixtures 1:00 PM
MANAGEMENT FOLLOW UP 5
mins
Inspection Jobs Complete / Week Who Date Time
Op Dir 1-Jan 10:20
Op Dir 2-Jan 3:40
Approved Suppliers Op Dir 3-Jan 1:00
Op Dir 4-Jan 2:00
Op Dir 5-Jan 9:30
 KWIKSMED WORK SHEET
FACILITY/PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

Company Name Milling AB, CD, EF, GH 1/1/2001

INTERNAL / EXTERNAL

TEST - DOES THE MACHINE HAVE TO BE STOPPED?

NOT TESTED PASSES TEST FAILS TEST

Step
No. Description Fixture Tooling Program Time Distance Comment
1 Clean Fixture 2
2 Shim Fixture 45
3 Load Parts 2
4 Clamp Fixture in Machine 3
5 Set Origin 12
6 Check Drawing 1
7 Calculate Dimensions 3
8 Find Tooling 4
9 Assemble Tooling 7
10 Load Tools 0.5
11 Touch-Off Tools 3

TOTAL 64 14.5 4 82.5

V-Added 15 3.5 0 18.5
N.V.Added 49 11 4 64

TOTAL % 78% 18% 5% 100%

V-Added % INT 18% 4% 0% 22%
N.V.Added % EXT 59% 13% 5% 78%
22% 82% 95%
 KWIKMAP WORKSHEET
FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

COMPANY NAME INSPECTION AB, CD, EF, GH 1/1/2001

OBSERVATIONS
FIXTURE TOOLING PROGRAM / GEOMETRY
Pie chart of INTERNAL and EXTERNAL Overall % Pie chart of INTERNAL and EXTERNAL Overall % Pie chart of INTERNAL and EXTERNAL Overall %

Bar chart of waste by category showing pareto Bar chart of waste by category showing pareto Bar chart of waste by category showing pareto

10

Opportunity Goal (Select the area of greatest benefit and define an outcome To achieve our SMART outcome identify three focus opportunity areas from our
eg eliminate all unnecessary operations or travel) this Should Be: Specific, observations i.e. eliminate duplicated activities, unnecessary inspection, redesign area or
Measurable, Achievable, Relevant, Timebound process
SMART Goal or outcome Focus opportunity 1 (SMART) Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I C E R Focus opportunity 2 brainstorm I C E R Focus opportunity 3 brainstorm I C E R
RANKING PROCESS

IMPACT High 5
Low 1
COST FREE 5 20

>$500 1
EASE Easy 5
Hard 1
IMPACT x COST x EASE
MAX = 125
ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.

FOR ACTIONS
EARLIEST OUT OF OUR
WITHIN OUR
ACTION WHO POSSIBLE HOW CAN YOU GUARANTEE TO DO THIS WITH EASE? CONTROL, WHO BENEFIT PROGRESS
CONTROL? CLOSEOUT DATE WILL FOLLOW
UP?

15

WHO ELSE WILL THIS AFFECT?

Quantify the business benefit of implementing the changes Which other processes or areas could these improvements benefit?
BENEFIT identified. This should state the direct cost or the hours saved Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

MEASURE FOLLOW ON IDEAS / BIG ISSUES DAILY REVIEW TIME

A graphical representation that will demonstrate
convergence towards our goal
MANAGEMENT FOLLOW UP 5
mins
Who Date Time