Vol 6

JIT Implementation Manual
The Complete Guide to

Just-in-Time Manufacturing
Second Edition
Volume 6
JIT Implementation Forms and Charts
HIROYUKI HIRANO
718 ◾ JIT Implementation Manual: Volume 6
Factory
Item Description Current condition Goals, comments, etc.

1 Shift system No. of shifts
2 Absentee rate (%)
3 Overtime hours Total overtime per person
per month
4 Product-specific (1) Product 1: (No. of days) ($)
lead-time
(1) Product 2: ($)
5 Process-specific (1) Purchasing lead-time ($)

lead-time (No. of days)
(2) Subcontracting lead-time ($)
(No. of days)
(3) Processing lead-time ($)
(No. of days)
(4) Assembly lead-time ($)
(No. of days)
6 Production (1) Job shop or flow shop?
techniques
(2) Multi-machine operations or
multi-process operations?
(3) Lot production or one-piece
flow production?
(4) Sitting while working or
standing while working?
(5) Downstream inspection or
independent inspection?
(6) Single skills or multiple skills?

(7) Process-specific pitch or
product-specific pitch?
(8) Lots of waste or not much
waste?
(9) Lots of inventory or not
much inventory?
(10) Lots of defects or not many
defects?
7 5S’s (seiri, seiton, seiso,
Have the 5S’s been established?
seiketsu, shitsuke)
Overall evaluation General comments
Figure 16.5 JIT Management Diagnostic List (Production Techniques).

Name of workshop:
List of JIT’s Major Functions and Their Five Stages of Development Ranked by:
Date:
Level (baseball
rank) First Level Second Level Third Level Fourth Level Fifth Level
(Little League) (Junior Varsity) (Varsity) (Minor League Pro) (Major League Pro)
No. Function
1 Awareness Large-scale mass production Product-out orientation Maket-in orientation, but not Service orientation, with service- Service orientation implemented
Revolution for maximum output implemented in each workshop oriented workshops at each process factorywide
2 The 5S’s Hard for anyone to tell what Hard for visitors to tell what goes Factory uses outlining and Good indicators and clean, neatly Clean, neatly organized with
goes where and when where and when, but workers know classification for visual control organized factory mess-prevention measures in force
3 Flow Job-shop layout, geared for Job-shop layout, geared for In-line layout, small-lot flow at In-line layout, one-piece flow at Full multi-process operations
Production large-lot production small-lot production and between processes and between processes with one-piece flow
4 Multi-process Unquestioned support for Caravan-style cooperative Flow-based cooperative operations About halfway toward achieving Smooth and complete
Operations single-skill, single-process operations smooth multi-process operations multi-process operations
operations
5 Labor Cost Wasteful motion and too many Fixed job assignments and poor Fixed job assignments, but different About halfway toward achieving Flexible job assignments, with
Reduction workers balance for each model, slightly better smooth multi-process operations narrow variation in output volume
balance
6 Kanban Push production, with retained Push production, with organized Pull production, with fixed Flexible job assignments, with Kanban and improvements
inventory all over the place storage sites for in-process locations and fixed volumes wide variation in output volume
inventory
7 Visual Control Abnormalities often occur and Abnormalities often occur and Supervisors can tell when an Pull production, with kanban Immediate action is taken to
only create confusion are usually resolved in some way abnormality occurs resolve abnormalities
8 Level Once-a-month production Twice-a-month production Weekly production schedule, overall Anyone can tell when an Completely level production,
Production schedule, processes have own schedule, each process has its line has some kind of common abnormality occurs overall line has a common rhythm
rhythms own rhythm rhythm
9 Changeover Monthly changeover, requires People are aware of changeover Changeover teams and improve- Daily production schedule, over- Changeovers are within cycle times
half a day each time needs ments made in some workshops all line has a common rhythm
Single-operation changeovers
10 Quality Factory ships defective products Defective products are sorted Factory produces defective prod- Processes do not send defectives Factory builds quality in at each
Assurance and deals with customer out at final inspection and not ucts, but passes information to downstream (independent process (at-the-source inspection)
complaints shipped reduce defects inspection)
11 Standard Operation procedures are gen- Operation procedures are vaguely Standard operations implemented Standard operations planned, Standard operations and
Operations erally left up to each operator standardized in roughly the same for individual processes but not fully implemented improvements fully implemented
order
12 Human All processes require manual Some automation, but operators Human and machine work separa- Human and machine work separate, Human and machine work are sep-
Automation assistance, lots of large-lot are always present while ted; machines sometimes make but machines sometimes make arate, with no defectives, and with
equipment machines work defective items defectives some human automation devices
13 Maintenance Lots of breakdowns and Factory uses maintenance specia- Factory has follow-up maintenance Factory has preventive maintenance Factory has company-wide preven-
and Safety numerous accidents per year lists, but has occasional accidents and no major accidents and is almost accident-free tive maintenance and no accidents
Figure 16.10 List of JIT’s Major Functions and Their Five Stages of Development.
JIT Forms ◾ 729
JIT Production Radar Chart

Workshop name:
Awareness Date:
Maintenance Revolution
and Safety The 5S’s
Human
Automation Flow
Production
Standard
Operations Multi-Process
Operations
Little League
Quality Junior Varsity
Assurance Labor Cost
Varsity Reduction
Minor League Pro

Changeover
Major League Pro Kanban
Level
Visual
Production
Control
Figure 16.11 JIT Production Radar Chart.

ARROW DIAGRAM
SHOP NAME: PRODUCT DIAGRAM CREATED BY: PROCESS SYMBOLS

NO: CREATION DATE:
RETENTION CONVEYANCE PROCESSING INSPECTION
QUANTITY OR
NO. OF POINTS
DISTANCE
RETENTION units
CONVEYANCE m
PROCESSING
INSPECTION
Figure 16.13 Arrow Diagram.

No. Part name/No.:
Product name/No.:
No. of times
No. of units Retention
Time
Summary Chart of Flow Analysis
Figure 16.15 General Flow Analysis Chart.

No. of times
Conveyance
Distance
No. of times
Processing
Lots
Before improvement
No. of times
Inspection
Lots
Date:
No. of times
No. of units Retention
Time
No. of times
Conveyance
Distance
No. of times
Processing
Lots
After improvement
No. of times
Inspection
Lots
Section Operation
Operations
Analysis Table
Processes Part No. Author:
Before Improvement (date: ) After Improvement (date: )

Movement
Movement
Distance
Distance
Transfer
Transfer
Description of Description of
Inspect
Inspect
Work
Work
operation operation
Time
Time
Idle
Idle
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Figure 16.17 Operations Analysis Table.

Workshop name: Waste-finding Checklist

(workshop-specific)
Date:
1 2 3 4 5 6 7
Defect-production waste
Processing-related waste
Operation-related waste
Waste magnitude total

Overproduction waste
Improvement ranking
Conveyance waste
Improvement ideas
No. Process name
Inventory waste
Idle time waste

and comments
Figure 16.20 Waste-Finding Checklist (Workshop-Specific).

JIT Forms ◾ 741
Process
name
Waste-finding Checklist (process-specific)
Date:
Confirmation Mag-
Major
Causes and
waste
Description of waste YES NO nitude improvement plans

1. No production schedule or control boards
2. No leveling of production schedule
3. Production not in sync with production schedule
Type 1. Overproduction
4. Items missing
5. Defective goods produced
6. Equipment breakdowns
7. Too much manual assistance
8. Too much capacity
9. Lots grouped into batches
10. Using ”push production“
11. Caravan-style operations
12. Not balanced with next process
1. Lots of inventory on shelves and floors
2. Shelves and floor storage take up lots of space
3. Inventory stacks block walkways
Type 2. Inventory waste
4. In-process inventory accumulates within

individual operations
5. In-process inventory is stacked up
between operators
6. In-process inventory is stacked up
between processes
7. Impossible to visually determine quantities
of in-process inventory
8.
9.
10.
11.
Figure 16.21 Waste-Finding Checklist (Process-Specific) (1).

Process
Name
Waste-finding Checklist (process-specific) Date:
Confirmation Mag-
Major
waste
Causes and
Description of waste
YES NO nitude improvement plans
4. Pile-up during conveyance
Type 3. Conveyance
5. Change of conveyance devices in mid-transfer

6. Previous and/or next process is on another floor
waste
7. Conveyance requires manual assistance

8. Conveyance distance too long
9.
10.
1. Complaints from next process
2. Defect within process
Type 4. Defect-production waste
3. Human errors
4. Defective due to missing part(s)
5. Defective due to wrong part(s)
6. Omission in processing
7. Defect in processing
8. No human automotion
9. No poka-yoke
10. No inspection with process
11. Defects not addressed by improvement
activities
12.
1. Process is not required for product function
Type 6. Motion- Type 5. Processing-
related waste
2. Process includes unnecessary operations

3. Process can be replaced by something
less wasteful
4. Part of process can be eliminated without
detracting from product
5.
1. Walking
related waste
2. Turning around
3. Leaning sideways
4. Leaning over
5. Wide-arm movements

JIT Forms ◾ 743
Process
Name
Waste-finding Checklist (process-specific)
Date:
Confirmation Causes and
Major
waste
Description of waste Mag-

YES NO nitude improvement plans
6. Wrist movements
Type 6. Operation-related waste
7. Left or right hand is idle

8. Idle time used for observation
9. Workpiece set-up/removal
10. No standardized repetition of operations
11. Worker operates using different motions
each time
12. Operations divided up into little segments
13.
14.
15.
1. Idle time due to workpiece delay from
previous piece
2. Idle time due to machine busy status
Type 7. Idle time waste
3. Idle time due to missing item(s)

4. Idle time due to lack of balance with
previous process
5. Idle time due to lack of planning
6. Idle time due to lack of standard operations
7. Idle time due to worker absence
8. Idle time due to too many workers
(more than two)
9.
10.
Total
Overall improvement points:

JIT Forms ◾ 749
Scoring: 3 = Very good 2 = Good

Factory: 5S Checklist 1 = OK 0 = Not good
Checked by: (for factories) Year and month:
Location Check item Check description
Are there any unneeded
Outdoors (overall)
items?
Are storage areas clearly Areas for: parking, pallets, temporary materials storage,
Outdoors (overall)
determined? delivered goods reception, trash processing, and boxes

Have paths been clearly
Have white and yellow lines been laid down?
defined?
Are traffic signs being used?
Are there any exposed wires or pipes?

Are outdoor areas kept Are ashtrays, trash cans, gardens, entrance areas,
clean? windows, and paths kept clean?
Are there any unneeded Are signboards, copy machines, and pathways
items? arranged properly?
Have temporary storage Have fire-extinguishing equipment and emergency
areas been clearly defined? exits been established?
Are office areas being
Are the walls dirty?
kept clean?
Is the area dusty?
Is the area decorated with fresh flowers?

Are there unneeded work utensils or other items on
Offices
desks?
Are there unnecessary piles of paper on or in the desks?
Is anything being kept under the desk?
Is there a clearly defined area to store supplies?

Does the phone ring more than three times before
being picked up?
Clerical (overall)
Do people sit with straight backs?
Are there unneeded articles in the lockers?

Do the lockers have designated compartments for
necessary items?
Do trash cans or chairs block the walkways?
Do desks have ashtrays or are there ashes on the floor?
Meeting rooms Are there any unnecessary items?
Do tables, desks, and chairs have designated locations?

Do desks have ashtrays or are there ashes on the floor?
Are there any unneeded signs on the wall?
Are the names of meeting participants displayed
somewhere?
Restrooms Are there any unneeded items?
Are soap and paper towel dispensers kept stocked?
Are the floor and sink areas kept clean?
Is there any graffiti in the stalls?
Figure 16.27 5S Checklist (for Factories).

Workshop name: Scored by:

5S Checklist
(for workshops) Score: Previous score: Date:
Score
5S No. Check item Description
0 1 2 3 4
1 Unneeded materials or parts? Does the inventory or in-process inventory
Seiri (proper arrangement)
include any unneeded materials or parts?

2 Unneeded machines or other equipment? Are there any unused machines or other
equipment around?
3 Unneeded jigs, tools, or dies? Are there any unused jigs, tools, dies, or
similar items around?
4 Have unneeded items been marked? Is it obvious which items have been marked
as unnecessary?
5 Unneeded standards? Has establishing the 5S’s left behind any
useless standards?
6 Are there location indicators? Are shelves and other storage areas marked
with location indicators and addresses?
Seiton (orderliness)
7 Are there item indicators? Do the shelves have signboards showing

which items go where?
8 Are there quantity indicators? Are the maximum and minimum allowable
quantities indicated?
9 Demarcation of walkways and Are white lines or other markers used to
in-process inventory areas? clearly indicate walkways and storage areas?
10 Have improvements been made to Are jigs and tools arranged more rationally
facilitate jig and tool handling? to facilitate picking them up and returning them?
11 Trash, water, or oil on floors? Are floors kept shiny and clean?
12 Are machines covered with shavings Are the machines wiped clean often?
Seiso (cleanliness)
and oil?
13 Is equipment inspection combined with Do operators clean their machines while
equipment maintenance? checking them?
14 Have specific cleaning tasks been Is there a person responsible for overseeing
assigned? cleaning operations?
15 Has cleanliness become a habit? Do operators habitually sweep floors and
wipe equipment without being told?
16 Is there proper ventilation? Is the room ventilated well enough to be clear
of heavy dust and odors?
Seiketsu (cleaned up)
17 Is there proper lighting? Is the angle and intensity of the lighting

adequate for the work being done?
18 Are work clothes clean? Are workers wearing dirty or oil-stained
work clothes?
19 Have improvements been made to Instead of cleaning up messes, have people
prevent things from getting dirty? found ways to avoid making messes?
20 Have rules been established for Are the first three S’s (seiri, seiton, and seiso)
maintaining the first three S’s? being maintained?
21 Do workers have uniforms? Do workers wear whatever they want?
Shitsuke (discipline)
22 Do people greet each other in the morn- Do people verbally acknowledge each
ing and say goodbye in the evening? other when they happen to meet?
23 Are people punctual about their break Do people keep their appointments and
times and meeting times? take their breaks on time?
24 Do people casually review rules and Do people check with each other to confirm
regulations when they happen to meet? rules and correct procedures?
25 Do people obey rules and regulations? Does each worker take rules and
regulations seriously?
Overall Check for variation in scoring (note how many times)
Figure 16.29 5S Checklist (for Workshops).

JIT Forms ◾ 753
Offices name: Scored by:

5S Checklist
(for offices) Score: Previous score: Date:
Score
5S No. Check item Description
0 1 2 3 4
1 Unneeded items in lockers? Are there unneeded items such as books
Seiri (proper arrangement)
and charts cluttering up the lockers?

2 Unneeded items on or in individual desks? Are individual’s desktops and desk drawers
cluttered up with unneeded papers, etc.
3 Are unneeded items clearly indicated? Are unneeded documents, office supplies,
etc. easy to spot?
4 Have regulations been established Have regulations for disposal of unneeded
regarding unneeded items? items been set?
5 Are display boards well organized? Are notices (concerning recreational activ-
ities, etc.) kept clean and displayed neatly?
6 Are lockers and office supplies marked? Are lockers and office supplies marked
with location indicators?
Seiton (orderliness)
7 Do documents and office supplies have Are such items marked with names to
their owner’s names on them? make identification easy?
8 Are documents and office supplies easy Are documents and office supplies arranged
to use? so they are easy to pick up and put back?
9 Are documents and office supplies kept Do documents and utensils have specified
where they are supposed to be kept? storage places and are they kept there?
10 Are walkways and wall notices shown
clearly?
11 Trash or paper scraps on floors? Are floors kept clean?
12 Are windows and shelves dusty? Are windows and shelves dusted and
Seiso (cleanliness)
cleaned regularly?
13 Have specific cleaning tasks been Is there a person responsible for
assigned? overseeing cleaning operations?
14 Are trash cans allowed to overflow? Do trash cans always get emptied
before they overflow?
15 Has cleanliness become a habit? Do workers habitually sweep floors and
wipe up dirt without being told?
16 Is there proper ventilation? Is the room ventilated well enough to
be clear of duct and cigarette smoke?
Seiketsu (cleaned up)
17 Is there proper lighting? Is the angle and intensity of the lighting

adequate for the work being done?
18 Are work clothes clean? Are workers wearing dirty work clothes?
19 Does the office give the impression Do the lighting, color design, and vent-
of shining cleanliness at first sight? ilation give a fresh atmosphere to the office?
20 Have rules been established for Are the first threes S’s (seiri, seiton, and
maintaining the first three S’s? seiso) being maintained?
21 Do workers have uniforms? Do workers wear whatever they want?
Shitsuke (discipline)
22 Do people greet each other in the Do people verbally acknowledge each

morning and say goodbye in the evening? other when they happen to meet?
23 Are people punctual about their Do people keep their appointments and
break and meeting times? take their breaks on time?
24 Are people courteous and concise Do they get to the point and make
on the telephone? themselves understood?
25 Do people obey rules and regulations? Does each worker take rules and
regulations seriously?
Overall Check for variation in scoring (note how many times)
Figure 16.30 5S Checklist (for Offices).

5S Radar Chart
Workshop name:
1S Date:
(seiri or proper
arrangement)
5S 2S
(shitsuke or (seiton or
discipline) orderliness)
4S
3S
(seiketsu or
(seiso or
cleaned up)
cleanliness)
100
80
Graph
60
40
20
Score
Month
Figure 16.31 5S Radar Chart.

Unneeded Inventory List
Division Date:
Item Code Quantity Unit Value Disposal Supply Comments

value category category
Total value of unneeded items Depreciation value

Other
Measures and improvement points:
Figure 16.39 Unneeded Inventory List.

JIT Forms ◾ 767
Date
Unneeded Equipment List
Division:
Depre-
Asset Unit Transaction Transaction Book
Item Quantity ciation Location Comments
No. value price date value
to date
Total value of unneeded items
Response and improvement points
Figure 16.40 Unneeded Equipment List.

(1) 5-point check for proper arrangement
Description Points 1 2 3 4 5
Needed and unneeded items are mixed together in
the workshop.
Needed and unneeded items are basically separated.
It is easy to see what is not needed.
All unneeded items are kept somewhere away from
the workshop.
All completely unnecessary items have been
disposed of.
(2) 5-point check for orderliness (warehouse and in-process inventory)
Can’t tell what things belong where and in what
amount.
Can basically tell what things belong where and
in what amount.
Workshop is using only place indicators and
item indicators.
Workshop is using place and item indicators and
outlining to make item organization visible.
Input and output from workshop are clearly indica-
ted and amount indicators are also being used.
(3) 5-point check for orderliness (for jigs and tools)
Can’t tell what things belong where and in what
amount.
Can basically tell what things belong where and
in what amount.
Workshop is using only place indicators and
jig/tool indicators.
Measures have been taken to make item placement
more visible (color coding, outlining, etc.)
Jigs and tools have been streamlined by combining
functions, etc.
Figure 16.43 5-Point Checks for Proper Arrangement.
(4) 5-point check for cleanliness
Workshop is left dirty for a long time.
Workers clean up the workshop occasionally.
Workers clean up the workshop daily.

Daily cleaning tasks and maintenance have
been integrated.
Workers have devised ways to prevent messes.
Figure 16.44 5-Point Check for Cleanliness.

Factory name: Division:

5-Point
“Cleaned-Up Checklist” Date: Entered by: Page:
Proper Previous
No. Process and check point Orderliness Cleanliness Total
Arrangement total
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
12345 12345 12345
Figure 16.46 5-Point Cleaned-Up Checklist.

Analysis by: Date:

P-Q Analysis List
Analysis period:
Management category
No. Item (part number) Quantity Total % Total %
A B C
Figure 16.51 P-Q Analysis List.

JIT Forms ◾ 781
Creation date:
P-Q Analysis Chart
Creation by:
100%
90
80
70
60
50
40
30
20
10
Quantity (Q)
Empty
Total
Part (P)
Figure 16.52 P-Q Analysis Chart.

Factory: Entered by: Date:

Process Route Diagram
Process name
Machine no.
Item
No.
Figure 16.54 Process Route Diagram.

JIT Forms ◾ 787
Line Balance Analysis Chart

Product name: Line name: COV.S s/m By: Date:
Lot size: Units per day: ST (m)/unit Pitch time:

Total processing time
Operating time: Conveyor No.: Item processing Pitch time = =
Number of workers
interval:
Line balance loss = Conveyance workers:

Line Total of worker operations times
100 – line balance efficiency = balance = × 100 =
efficiency Pitch time × number of workers Relief workers:
Process times
Time
Process
name
NO
Figure 16.56 Line Balance Analysis Chart.

JIT Forms ◾ 793
Factory:
Delivery Company
Evaluation Chart Name/Dept. of evaluator: Date:
Manager Loading Frequency of Transport
Total
Main Manager method deliveries route
No. Company (delivery
product (in-house)
company) 1 2 3 1 2 3 4 5 6 7 1 2 3
Figure 16.60 Delivery Company Evaluation Chart.

Department
JIT Delivery
Efficiency List Month: By: Date:
Order JIT delivery a: c:
b: d: Comments
Main volume efficiency
Rank
No. Company
product Evaluation
b (–2) a (–1) J c (–3) d (–4)
points
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
( %) ( %) ( %) ( %) ( %)
Figure 16.62 JIT Delivery Efficiency List.

Factory name: Foreman:

Unable to do operation (LOSS)
Multiple Skills
Can generally do operation (TIE)
Training Schedule
Can do operation well (WIN) By: Date:
Process no.
Process Current Target

name date date
Operator
No. name
Figure 16.64 Multiple Skills Training Schedule.
a. Empty circle: No experience

b. Half-filled circle: Can handle about 80 percent of tasks
c. Filled-in circle: Can handle all tasks within the cycle
time
JIT Forms ◾ 801
Evaluation criteria By:
Multiple Skills Unable to do operation Can do operation well,

Date:
except under unusual
Achievement Able to do operation if
circumstances
someone else does the set-up 1 2 3 4 5 6
Chart Can generally do operation, Can do entire OK
needs minor guidance operation well 7 8 9 10 11 12
Operation
Progress Progress
No. Operator 50% 100%
Figure 16.66 Multiple Skills Achievement Chart.

Period: Line: Cycle time:
Production Process:
Management Operation:
rd Standard no. operators:
nda t Board
a u Previous process: Next process: By:
Time St utp
o
l
ta
To
l l l l l l l l
tua tua tua tua tua tua tua tua
Ac tput Ac tput Ac tput Ac tput Ac tput Ac tput Ac tput Ac tput
Reason
Reason
Reason
Reason
Reason
Reason
Reason
Reason
ou tal ou tal ou tal ou tal ou tal ou tal ou tal ou tal

To To To To To To To To
Results
Actual Differ.
total in totals
Response to
abnormalities
Figure 16.68 Production Management Board.

JIT Forms ◾ 807
Process Process manager

Model and Operating Rate
Trend Chart Machine code Operator Date
Model Model Model

Year/month Year/month Times
Operating rate % % %
Year/month Year/month
100%
90
80
70
Operating rate
60
Model
50
40
30
20
10
utilization Model month
Capacity Year/
Figure 16.70 Model and Operating Rate Trend Chart.

JIT Forms ◾ 809
Process (code) Description of changeover

Public Changeover
Timetable ( ) Model Entered by Date
Operator Operator
(timer)
Time
Figure 16.72 Public Changeover Timetable.

JIT Forms ◾ 811
Process (code) Description of changeover

Changeover
Improvement List ( ) Model Entered by Date
Person
Items in need Target Confirm-
No. Proposed improvement in
of improvement date ation
charge
Figure 16.74 Changeover Improvement List.

Changeover Process (code) Description of changeover

Minutes
Operations
Model Operator (timer) Date
Analysis Chart
Changeover categories Improvement
Changeover Read Operation
No. plan
operation time time Internal External Waste
Figure 16.76 Changeover Operations Analysis Charts.

JIT Forms ◾ 817
Process name Measurements by

Changeover
Results Table ( ) Machine code Period
Item Change- Time (minutes)

Date Operator over
Before After time 10 20 30 40
Figure 16.78 Changeover Results Table.

JIT Forms ◾ 819
Process Machine code

Changeover
5S Checklist Workshop leader Checked by Date
Improvement
Operator
Date and
No. 5S checklist item plan
Figure 16.80 Changeover 5S Checklist.

JIT Forms ◾ 821
Division Process Date No.

Poka-Yoke/Zero Defects
Checklist Department Machine model Entered by
3-point 3-point
evaluation response
Occurrence frequency
Impact on processes
Impact on company
Inspection
in charge
Standard
Deadline
Description of
Countermeasure
Person
Operation Defect Defect
# Operation response
(machine) description cause
(evaluation)
Total points
Total points
Difficulty
Urgency
Figure 16.82 Poka-Yoke/Zero Defects Checklist.

Approval stamps Part No. Type Entered by

Parts-Production
Capacity Work Table Part name Quantity Creation date
Basic times Blades and bits Per unit Total Graph time
Production
Serial Manual Auto feed Complet- Retooling Retooling retooling time
Process
capacity Manual work

Process name No. operation time (B) ion time amount time time per unit
I/G Auto feed
time (A) C = A+B (D) (E) F = E/D G = C+F
Min. Sec. Min. Sec. Min. Sec.
Figure 16.84 Parts-Production Capacity Work Table.

Standard Operations Combination Chart

Process No.: No. required: Manual operations Entered by:
Auto feed
Item name: Cycle time: Walking Date:
Time Analysis No.:
Sequence
Auto feed
Walking
Description Manual
Operation times (in seconds)
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85
Figure 16.86 Standard Operations Combination Charts.

Process name Department Date Confirmation

Summary Table of Processing sequence
Standard Operations
Machine number
Critical factors
No. Description of operation Diagram of operation
(correct/incorrect, safety, facilitation, etc.)
Figure 16.88 Summary Table of Standard Operations.

Part no. Required output Dept. Name Confirmation

Work Methods Table
Part name Breakdown no. Date
Net
Stand. in-process inv.

Quality
Quality check point

Critical factors time
Stand. in-process inv.

Measure.
No. Description of operation (correct/incorrect, safety, (min.
Check
facilitation, etc.) and
Safety point
sec.)
Cycle time
Figure 16.90 Work Methods Table.

JIT Forms ◾ 833
Standard
Operations Chart
Line name
Process name
Description of operation
Previous process Next process
Cycle time Net time
Amt. of stand. Breakdown

in-process inv. no.
Stand. Quality Safety

Symbols
process check check

inventory point point
Date By
Revision date Revision
Figure 16.92 Standard Operations Form.

JIT Forms ◾ 835
JITs “Ten Commandments”
1. Throw out traditional concepts of

manufacturing methods.
2. Think of how the new method will
work—not how it won’t.
3. Don’t accept excuses. Totally deny the
status quo.
4. Don’t seek perfection. A 50-percent
implementation rate is fine as long as it’s
done on the spot.
5. Correct mistakes the moment they’re
found.
6. Don’t spend money on improvements.
7. Problems give you a chance to use your
brain.
8. Ask “Why?” five times.
9. Ten person’s ideas are better than one
person’s.
10. Improvement knows no limits.
Figure 16.93 JIT’s Ten Commandments.

5S 5S
Pointer
Pointer
Flow Flow
production production
Multi-process Multi-process
Person in charge
operations operations Person in charge
Labor cost Labor cost

reduction reduction
Visual Visual
Description of improvement
control control
Leveled Leveled
Deadline
Deadline
Improvement memo
Improvement memo
Figure 16.95 Improvement Memo.

Jidoka Jidoka
Other Other
5S 5S
Pointer
Pointer
Flow Flow
Multi-process Multi-process
Person in charge
Person in charge
operations operations
Labor cost Labor cost
reduction reduction
Visual Visual
control control
Leveled Leveled
production Deadline production
Deadline
Improvement memo
Improvement memo
Jidoka Jidoka
Other Other
Section or group:
List of JIT
Improvement Items By: Date:
Person Start
No. Improvement item Deadline Confirmation
in charge date
Figure 16.97 List of JIT Improvement Items.

JIT Forms ◾ 843
Department
Improvement Campaign
Planning Sheet Person in charge Date
Theme
Before Improvement After Improvement
Person Time scale

No. Implementation items Comments
in charge 10 20 10 20 10 20 10 20
Problems and future considerations Impact
Figure 16.99 Improvement Campaign Planning Sheet.

Improvement Results Chart
Before improvement After improvement
T
M EN
B LE S M
O T O VE TS
PR OIN PR IN
P IM PO
S TS ACT
CO P
IM
Date
Person in charge
JIT Forms ◾ 845
Figure 16.101 Improvement Results Chart.

Company or factory:
Weekly Report on
JIT Improvement By:
Date
Description of Problems/
Improvement items
(Day of improvement countermeasures
week)
(MON)
(TUE)
(WED)
(THU)
(FRI)
Impressions
Figure 16.103 Weekly Report on JIT Improvements.

Date:
JIT Leader’s Report
JIT leader’s name:
To: Consultation date:
Person in charge:
Advice:
Conditions
Outlook
Problems and solutions
Figure 16.105 JIT Leaders’ Report.

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JIT Implementation Manual

The Complete Guide to

Item Description Current condition Goals, comments, etc.

5 Process-specific (1) Purchasing lead-time ($)

(6) Single skills or multiple skills?

Overall evaluation General comments

Figure 16.5 JIT Management Diagnostic List (Production Techniques).

JIT Production Radar Chart

Minor League Pro

Figure 16.11 JIT Production Radar Chart.

SHOP NAME: PRODUCT DIAGRAM CREATED BY: PROCESS SYMBOLS

Figure 16.13 Arrow Diagram.

Figure 16.15 General Flow Analysis Chart.

Before Improvement (date: ) After Improvement (date: )

Figure 16.17 Operations Analysis Table.

Workshop name: Waste-finding Checklist

Waste magnitude total

Idle time waste

Figure 16.20 Waste-Finding Checklist (Workshop-Specific).

Description of waste YES NO nitude improvement plans

4. In-process inventory accumulates within

Figure 16.21 Waste-Finding Checklist (Process-Specific) (1).

5. Change of conveyance devices in mid-transfer

7. Conveyance requires manual assistance

2. Process includes unnecessary operations

Figure 16.22 Waste-Finding Checklist (Process-Specific) (2).

Description of waste Mag-

7. Left or right hand is idle

3. Idle time due to missing item(s)

Overall improvement points:

Figure 16.23 Waste-Finding Checklist (Process-Specific) (3).

Scoring: 3 = Very good 2 = Good

determined? delivered goods reception, trash processing, and boxes

Are there any exposed wires or pipes?

Is the area decorated with fresh flowers?

Is anything being kept under the desk?

Is there a clearly defined area to store supplies?

Do people sit with straight backs?

Are there unneeded articles in the lockers?

Do desks have ashtrays or are there ashes on the floor?

Meeting rooms Are there any unnecessary items?

Do tables, desks, and chairs have designated locations?

Are soap and paper towel dispensers kept stocked?

Are the floor and sink areas kept clean?

Is there any graffiti in the stalls?

Figure 16.27 5S Checklist (for Factories).

Workshop name: Scored by:

include any unneeded materials or parts?

7 Are there item indicators? Do the shelves have signboards showing

17 Is there proper lighting? Is the angle and intensity of the lighting

Overall Check for variation in scoring (note how many times)

Figure 16.29 5S Checklist (for Workshops).

Offices name: Scored by:

and charts cluttering up the lockers?

17 Is there proper lighting? Is the angle and intensity of the lighting

22 Do people greet each other in the Do people verbally acknowledge each

Overall Check for variation in scoring (note how many times)

Figure 16.30 5S Checklist (for Offices).

Figure 16.31 5S Radar Chart.

Unneeded Inventory List

Item Code Quantity Unit Value Disposal Supply Comments

Total value of unneeded items Depreciation value

Figure 16.39 Unneeded Inventory List.