GBE-KPO-2-007-00 Kaizen Guide

Kaizen Guide
CONFIDENTIAL Document Number : GBE-KPO-2-007-00

Revision Number : 15
Effective Date : September 20,2012
Document Title Document Revision
15
Kaizen Guide GBE-KPO-2-007-00
Document Owner
Lim Kuang Chai
REVISION HISTORY
Revision Description of Change Writer/Reviser Effective Date
12 NWC reduction replaced with Inventory/AR/AP Improvement, Asoga Tannimalay Mar 24, 2010
13 Kaizen Goals Enhanced with Energy Category (DIPLESS) Asoga Tannimalay Jan 7, 2011
Document formatted as per DMS policy

Slide 18: Revised Table with Team Leader/ Co-Leader added
Slides 25-28, 36: VSM Example updated
14 Lim Kuang Chai Sept 14, 2012
Slides 42-44: BP Templates updated
Slide 58: Inv AR/AP savings Removed “/Month”
Slide 66-67: VSM Icons updated
Slide – 8 ; Kaizen Workshop Goal updated

15 Lim Kuang Chai Sept 20, 2012
Slide - 12 : Project Scope updated
COMPANY Kaizen Guide

CONFIDENTIAL Printed copies are uncontrolled copies.
2 GBE-KPO-2-007-00
Verify revision Rev.15
and approvals in the FMS Document Management System on ShareNet.
Contents
Contents Slide(s)
 Overview & Scope 4
 Objective 5
 Kaizen Introduction 6
 8 ~ 6 weeks Prior to Kaizen 10
 During Kaizen Week 47
 Kaizen References 59
Kaizen Guide
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Overview & Scope
Overview
The aim of Gemba Kaizen Workshops is to build a company culture of daily
improvement. Kaizen does this through:
•Ongoing organizational learning
•Emphasis on action
•Team-based activities
•Focused, rapid improvement
•Employee empowerment
Gemba Kaizen Workshops changes not only the systems and processes but the approach on
how we look at the work area. The goal of Gemba Kaizen is not to change things, but to
change peoples’ mindsets.
An organization is truly on the Lean path when there are employees are truly empowered to
identify and eliminate waste.
Scope
Kaizen Guide provides guidelines on kaizen activities need to be carried out for all Flextronics
organized Kaizen activities. It defines how to identify projects, analyze, kaizen and report out.
Kaizen Guide
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Objective
•Provide guidelines on how to conduct kaizen activities

•Provide guidelines on how to fill Kaizen templates
Kaizen Guide
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Kaizen Introduction
What’s Kaizen?
改善改善
KAI + ZEN = KAIZEN
 To break apart  Think  Change for better
 To modify  Make good  Continuous improvement
 To change  Make better
The intent is to be better today than yesterday.

We are not looking for perfection !!
The small, gradual, incremental changes applied over a long period can be
added up for a major impact on business in the near future.
Kaizen Guide
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Kaizen Workshop Goal
 Double the  ETE (End-to-End) Productivity  Defect : X 1/10

Good Improvement
 Inventory :X½
 ETE Zero Defect (Quality, TPM,
OEE& etc)  Productivity : X 2
 Halve the
 Inventory Reduction  Lead Time :X½
Bad
 Lead Time Reduction  Energy : X 9/10
 Scrap : X 1/10
 Triple the  Crew Size Optimization
Speed  Space Reduction  Space : X 1/2
Goal : Add Value & Eliminate Waste … Relentlessly for Our Customers
No Money … No Space … No Manpower
Kaizen Guide
GBE-KPO-2-007-00 Rev.15
Kaizen Principles
 Try-storm
 Understand  Just Do It  Results
 Do not seek perfection. Today is better than yesterday
 Always ask WHY ??
 Only give the customer the quantity, they want it and when they want it.
 3 GEN: Actual Place (Genchi), Actual Thing/Product (Genbutsu) & Real
Facts/Data (Genjitsu)
• Do not pass defect

• Do not make defect
• Do not accept defect
• Do not rework
 Take Action with Speed!
How do you eat an elephant ?
Never ending journey ….. One Bite at a Time!!
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8 ~ 6 Weeks
Prior To Kaizen Week
Project Scoping
Purpose:
1. Engage and prepare the Sites for IKW or EKW in meeting the GBE Guideline & Requirement
2. Getting the Site Leadership plus Management Team support upfront
3. Provide the best options to improve or solve Site Business Challenges in meeting Customers
Requirement & Corporate KOI
4. Project selection based on 80/20 Rule
Scope:
All IKW & EKW
Method:
1. Based on financial indicators and Site KOI GAPs
2. Review with Site VP/GM or Site Leadership to understand and agree on immediate & interim
priorities to support the Site Business Challenges in meeting Customers Requirement &
Corporate KOI thru improving the overall performance
3. Project scope to focus in establishing/improving the followings:
i. Model Lines
ii. Lines which have below 50s Takt Time
iii. Lean Supply Chain – 10 Must Do
iv. Lean Office – 5 Must Do
4. Provide the Training on Kaizen Tools; Guidelines and also elaborate on Checklist &
Requirements
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Project Scoping
Approach:
1. All Kaizen should be ETE (End to End, to maximize benefit and return of investment)
2. Targets set should be based on “Double the Good, Halve the Bad with Triple the Speed”
3. Team leaders must be VPs/GMs/Functional leads and/or their Direct Reports
4. External Kaizen Workshop must meet the minimum projected hard savings of USD150K per
month
5. Site Lean Leaders and RBE/GBE will have to ensure the latest Kaizen Templates are being
used. Refer to GBE Portal (GBE DMS – Lean Templates and Formats):
 GBE-KPO-4-001-00 Kaizen Template (Operations)

 GBE-KPO-4-002-00 Kaizen Template (Supply chain and Office)
 Refer to Project scoping checklist in appendix for detail. Other reference:
Kaizen Workshop Project Selection Summary (GBE-KPO 4-013-00)
Kaizen Guide
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4 ~ 5 Weeks
4 ~ 5 Weeks Prior To Kaizen Week
OBJECTIVES
 Pre Kaizen template will be prepared:
• Slide 15 - PDCA & Independence study on kaizen needs
• Slide 18 - Team Members
• Slide 19 - Goals & Objectives
• Slide 20 - Target Sheet (if applicable)
 Once the above is completed the RBE/GM will review and agree on the
Problem Statement, G&O's & etc. Amendments are made if necessary.
Kaizen Guide
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Lean Operations - PDCA Site
Month, Year
Title:
1. Adjust Identify the Gap All issues highlighted here should 2. Plan
Revenue US$K
Act Qtr 1'08
509,780
Act Qtr2'08
523,634
Act Qtr3'08
174,545
Fcst Oct'08
174,545
Fcst Nov'08
174,545
Fcst Dec'08
578,448
be captured under A3.
Material Overhead US$K 5,688 4,563 4,550 6,740 5,432 3,450
Material Overhead % of revenue % 1.1% 0.9% 2.6% 3.9% 3.1% 0.6%
Labor Overhead US$K 3,450 2,345 4,536 4,567 2,847 4,538
Labor Overhead % of revenue
Manufacturing Overhead
%
US$K
0.7%
3,450
0.5%
6,568
0.9%
6,758
0.9%
4,567
0.6%
5,674
0.9%
4,563
Man Machine
Manufacturing Overhead% of revenue % 0.7% 1.3% 1.3% 0.9% 1.1% 0.9%
700,000 4.5%
4.0%
600,000
3.5%
Costs % of revenue
500,000
Revenue (US$K)
3.0%
400,000 2.5%
Labor HC
300,000 2.0%
200,000
1.5% Improvement
1.0%
100,000
0.5%
0 0.0%
Act Qtr 1'08 Act Qtr2'08 Act Qtr3'08 Fcst Oct'08 Fcst Nov'08 Fcst Dec'08
Material Method
Revenue
Labor Overhead % of revenue
Material Overhead % of revenue
Manufacturing Overhead% of revenue
Grasp
The
Situation Show a breakdown of the subject matter and
Target Sheet Progress identify area that is being focused.
Breakdown of XXX
Team Name: A B C
Need to be reviewed based on KOI Act Qtr 1'08 460 300 200
Act Qtr 2'08 400 450 150
Act Qtr 3'08 450 245 278
Base-line Target Fcst Oct'08 440 200 235
Kaizen Progress Fcst Nov'08 350 345 200
Seq. (Start QXFY'07) (By QXFY'07)
CTQs UOM Fcst Dec'08 300 348 175
# Improved 500
Unit % US$ Unit % US$ Mth 1 Mth 2 Mth 3 QX'07 Mth 4 Mth 5 Mth 6 QX'07 450
Unit % US$ Status 400
1 Plan 350
Lable A
Actual 300
2 Plan 250
200
Actual
150
3 Plan 100
Actual 50
0
4 Plan A B C
Lable B
0-70% 71%-90% 91%-100% Above 100%
4. Check Act Qtr 1'08 Act Qtr 2'08 Act Qtr 3'08 Fcst Oct'08 Fcst Nov'08 Fcst Dec'08 3. Do
Kaizen Guide
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Lean Operations - PDCA Site
Month, Year
Title: Saginaw EPS Productivity improvement
1. Adjust Delphi Cost Trend 2. Plan
8.00%
7.00%
6.00%
5.00%
% Rev
4.00% Target
3.00%
2.00% Gap
1.00%
0.00%
Actual
Oct Nov Dec Jan Feb Mar Apr May
DL% IDL % Dep & Amo. EDM & Op sup. Freight In Target Grasp
The
Situation Line Output Constrains
Date: June 16 2008 Customer/Model : Delphi/Saginaw
Team Title : Automotive Productivity improve Line/Area/ Module : Delphi/Building 6 100
Unit Of Start Date: Date: 80
CTQs Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
Measurement Week 1 Week 2
UPH
60
Changeover /
Day
Minutes 192 96 192 192 192 192 100 90 90 106% 40
20
Headcount Operator 22 18 22 21 21 20 19 17 17 125% 0
Back End AOI ICT Totes Curing Profile 5DX Change

Units 62 85 62 70 70 75 75 80 84
Don´t explain here 96% Capacity Capacity Oven Over
Line Output
Total Constrain
headcount
(based on
66 36 66 63 63 60 57
Operator 51 34 113% Direct Labor Wastes
used shifts)
It is on next slide
Waste (seconds)
PTH / BE WIP 60
(pull System)
Units 200 100 - - - - - 106 100 100% 50
40
30
20
10
0
Insp. (Over
Conformal
(Transportati
operator due
(Rework)
Duplicate
Process)
pattern
to layout
Material
(Wait)
Extra
on)
0-70% 71%-90% 91%-100% Above 100%
4. Check Constrains 3. Do
Kaizen Guide
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Site
Independent Study on Kaizen Needs Month, Year
Present Situation and Problems : Needed Output :
1.- Number of daily changes equal to 48 = (top side to 1.- Reduce numbers of change overs per line.
bottom side) for one SMT line 2.- Improve line sequence to increase productivity.
3.- Define inventory between process.
2.-Time used for change overs equals to 192 minutes
4.- Improve line layout to reduce materials
per day (4 minutes per change) movements
3.- Extra labor is used to movement of materials 5.- Reduce direct labor.
4.- Duplicate operations are being performed 6.- Improve handling defects due to continuos flow
5.- Current Line output is 62 UPH. process.
7.- Gain extra capacity hours per line.
8.- Review Conformal Coating Specs to reduce
unnecessary reworks
Required Kaizen needs :

Potential Risk and Metrics to be Monitored :
(based on kaizen needs) :
1.- Value Stream Map
2.- SMED
1.- Line output
3.- Standar work combinaton sheet 2.- Layout movements
4.- Spaguetti chart 3.- Change over time
5.- 7 Ways Layout 4.- Line Productivity
Kaizen Guide
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Kaizen Team Members
Functional No of External Kaizen

Team Members Name Job Title
No Department Workshop attended
1 (Team Leader)
2 (Co-Leader)
3
4
5
6
7
8
9
10
11
12
13
Functional No of Shingijutsu
External Team Members Name Job Title
No Department Workshop attended
1 (Facilitator)
2
3
Kaizen Guide
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Goals & Objectives
Objectives
1. To work with customer to have an effective demand management through level loading to meet
CRD (Customer Request Date) and reduce excess inventory for XXXXXX Account.
2. Enhance the Customer Order Fulfillment with ‘Pull’ approach from the point of Customer Order
Triggering thru Operations and with the Internal & External Supply Chain Partners Involvement.
3. Develop and Improve the ETE Yield to reduce Manufacturing Lead Time ‘MTL’ and Aging Work
Orders to enable Reduction in Work In Progress ‘WIP’.
Goals
% of
Goal UoM Current Target
Improvement
Note: Please ensure that all G&O identified in this page is captured under the target sheet.
Kaizen Guide
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Target Sheet
Date: Customer/Model :
Team Title : XXX Line/Area/ Module :
Unit Of
Start Date: Date:
CTQs Measur Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
Week 1 Week 2
ement
0-70% 71%-90% 91%-100% Above 100%
Notes:
• Use this Target Sheet if project is not tracking ETE
• Please ensure all the G&O’s identified in Page 5 is captured.
• Site lean leader is responsible in reviewing this and ensuring that a follow thru is done till the closure.
Kaizen Guide
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3 ~ 4 Weeks
2
OBJECTIVES
 Establish the Target Sheet, Value Stream Map (Current) and 5 Whys (Slide 20,
25 & 26).
 For new teams, request can be made to the RBE/SBE Lead who can appoint a
lean resource to support the team.
 Goal Setting is normally done based on "Double the Good and Halve the Bad"
• Slide 23 – Target Sheet – Excluding ETE Yield
• Slide 24 – VSM (Current)
• Slide 29 – 5 Whys
• Slide 30 – Standard Work Sheet (Before)
• Slide 31 – Standard Work Combination Sheet (Before)
• Slide 32 – TAKT/Cycle Time Graph (Before)
• Slide 33 – Spaghetti Chart (Before)
Kaizen Guide
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Site
Target Sheet Month, Year
Date: Customer/Model:
Team Title : XXX Line/Area/Module:
Unit Of Date: Date:

CTQs Start Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
0-70% 71%-90% 91%-100% Above 100%
Notes :
Kaizen Guide
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Process and Information Flow
PM Demand Loading
MRP report
ITSS processing
MRP Run
and printout
Review Prepare Review

Back to buyer for Shortages Shortages
Buyer Copies Update details
review
in shared file
Review Verify/identify
Verify with other Compare the MRP load against
DNSWH Update details unique/common
MPS MPS unique/common part for CTB
Review in/out rpt, in shared file parts
CTB commit with
Send CTB to PP to
customer
prepare schedule
Prepare CTB rpt
MPS/PM Send commit

to the
customer
Review
Schedule with Release Send schedule Send packing
PP Prepare commit Prepare Prod Yes Prepare packing
Prod schedule? to MPS,Kit,PM schedule to Prod
file SMT Schedule schedule
No
Kaizen Guide
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Source External / Internal / SGA
Site Name:
VSM Template Month, Year:
E-mail ID: Abcd.Efg@flextronics.com
Refer to Doc GBE-KPO-2-005-00
Step #1
Step #6 Step #5 Step #3 Step #2
1
Step #7
Information Flows
Step
Step #4 #26
2
Step #8
Step
#25
Materials Flows
Step Step Step Step Step

Step Step Step Step
Step Step
#11 Step Step
#13 Step Step Step Step Step Step#21 Step #23 Step 3
#15 #17
Step #9 #10 #11 #12 #13 #14 #15 #16 #17 #18 #19 #20 #21 #22 #23 #24
Process Flow
4 Individual Process Data
Data Box 5
6
Revision Tracker
VSM Revision: 01 (After VSM refer as Rev 1)
VSM Originated Date: (Date Rev 01 drawn)
VSM Last Updated Date: MM / DD / YYYY(Current VSM
Drawn Date for the first time)
VSM Leader: (Process / Business Owner)
Kaizen Guide
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VSM Example – Operation (Current)
Kaizen Guide
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VSM Example – Operation (Future)
Kaizen Guide
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VSM Example – Finance (Future)
Kaizen Guide
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5 Why Analysis Refer to Doc GBE-KPO-2-032-00
Getting to the root cause by asking “WHY” five times:

1. The true problem solving requires identifying the root cause
rather than the source. The root cause normally lies hidden
beyond the source. For example, you might find that the
source of a problem is a supplier or a particular machining
centre. But what is the root cause of the problem?
2. The answer lies in digging deeper by asking why the problem
occurred. By asking “WHY” five times requires taking the
answer to the first why and then asking why that occurs.
3. Typically, the process of asking “WHY” leads upstream in the
process. It may be a defect that occurs in an assembly, but
the root cause is the upstream in the raw material supplier,
where the variation occurs.
In summary,
i. A technique for developing new products
ii. No complex tools and techniques
iii. Do not require complex statistical analysis but
instead require painstaking, detail problem
solving
Kaizen Guide
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3 ~ 4 Weeks Prior To Kaizen Week Refer to Doc GBE-KPO-2-006-00
Standard Work Sheet (Before)
STANDARD WORK SHEET REVISION B
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator Process QA
Model Number 40K0276 Doc. Date DD 1 4 MM 0 8 YY 0 7
Ali John Bala
Model Name Basilisk Product Name / Area IBM Server
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.
ICT 1 3 Start Test process.
4 Remove board from test in ICT 2.
1 2
IN 5 Pass board place in out trolley
6 Back to Supermarket trolley
3 2 1 7 7 Pick up board from 4-layer Supermarket trolley.
ICT 2 8 Place on ICT 2.
L R LR 9 Start Test process.
1 10 Return to original position
8 11 End
4
LR
9
2 6
OUT
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
Kaizen Guide
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Standard Work Combination Sheet (Before) Refer to Doc GBE-KPO-2-006-00
Kaizen Guide
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TAKT/Cycle Time Graph (Before)
Cycle Time/Sec Takt Time

Cycle Time/sec
Man
Kaizen Guide
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Spaghetti Chart (Before)
Note:
Traveling Distance
By Individual A
Travelling Distance
By Individual B
Travelling Distance
By Individual C
Kaizen Guide
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2 ~ 3 Weeks
OBJECTIVE
 Team establishes the Future Value Stream Mapping
Kaizen Guide
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Value Stream Map (Future)
Kaizen Guide
36 GBE-KPO-2-007-00 Rev.15
1 ~ 2 Weeks
OBJECTIVES
 The team will be fully engaged with genba kaizen.
 The team will be working to meet the targets.
 This will normally be facilitated by the RBE/SBE
 Slide 39 – 7 Ways
 Slide 41 – Spaghetti Chart (After)
 Slide 42 – Kaizen Improvements (Before vs. After)
 Slide 45 – TAKT/Cycle Time Graph (After)
 Slide 46 – Standard Work Sheet (After)
Kaizen Guide
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7 Ways
Process Sketch Quality Requirements
Idea 1 Idea 2 Idea 3 Idea 4 Idea 5 Idea 6 Idea 7

Idea / Option
Kaizen Guide
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Idea Evaluation Sheet
Idea 1 Idea 2 Idea 3 Idea 4

Assessment
Wtg
Criteria Wtd Wtd Wtd Wtd
Score Score Score Score Score Score Score Score
Abnormality Line
Stop 3 1 3 5 15 3 9 3 9
Space 2 1 2 3 6 3 6 2 4
Matl movement 1 1 1 3 3 3 3 2 2
Line Bal 2 4 8 4 8 4 8 4 8
Vis Control 2 2 4 4 8 2 4 4 8
Man Moivement 3 2 6 4 12 4 12 3 9
RIP Inv 2 1 2 4 8 3 6 2 4
Pace Setter 3 1 3 5 15 3 9 3 9
Multi Skill Opp 2 1 2 4 8 4 8 2 4
Change Over
Time 1 5 5 3 3 3 3 3 3
36 86 68 60
Note: Note:
Wtg: Score done for ideas based on Wtg: Score done for Idea based on Impact
assessment criteria: 5:Excellent
3. Mandatory 4. Above Average
2. In between 3. Average
1. Good to Have 2.Below Average
1.Poor
Kaizen Guide
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Spaghetti Chart (After)
Portable Tools
& Equipment Note:
Travelling Distance
By Individual A
Travelling Distance
By Individual B
Portable Cart Travelling Distance
By Individual C
Kaizen Guide
41 GBE-KPO-2-007-00 Rev.15
Lean Operations – Source: External Kaizen/ Internal Kaizen/ SGA
Site Name:
Title: Month, Year:
Please indicate the source Abcd.Efg@flextronics.com
Add/delete as deemed appropriate
Operations/
Problem Action Taken Results Method for Sustaining
Station
Savings
% Improved
Font type: Arial (Bold) Font type: Arial (Bold)
Before
Font type: Arial (Bold)
After
Metrics Hard Soft Inventory
Font size: 18 Font size: 20 (UOM) (USD/ (USD/ /AR/AP Font size: 10
Font color: Black Font color: Black month) month) (USD) Font color: Black
Customer
New Format Note:
Implementation Start Date
MM/YY
For Inventory/AR/AP Savings, 100% Implementation Plan
• Inventory Reduction MM/YY
Tools Used Goals Lead-Time x 1/2
• AR: Account Receivable (Reduction) Potential Savings/Month
Lean Defect x1/10 Energy x 9/10 after 100% Implementation
X • AP: Account Payable (Increase)
Inventory /
Inventory x1/2 Scrap x1/10 Hard Soft
AR/AP
Six
Sigma Productivity x2 Space x1/2 US$XXK US$XXK US$XXK
Before Kaizen After Kaizen

Note:
Font type: Arial (Bold) For Site Yokoten Red and Yellow status, please indicate
Font size: 18 • 100% Implementation Plan
Font size: 18
Font color: Dark Blue • Potential Savings/Month after 100% implementation
Font color: Dark Blue
Yokoten status to be
placed in this location
Site Yokoten Site Yokoten Site Yokoten
Implementation Status Implementation Status Implementation Status
Guide: 0% ~ 50% Guide: 51% ~ 80% Guide: 81% ~ 100%
Kaizen Guide
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Lean Supply Chain – Source: External Kaizen/ Internal Kaizen/ SGA
Site Name:
Title: Month, Year:
Operations/
Station
Savings
% Improved
Before
After
Customer
Note: MM/YY
Inventory /
AR/AP
Six

Note:
Font size: 18
Kaizen Guide
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Lean Office – Source: External Kaizen/ Internal Kaizen/ SGA
Site Name:
Title: Month, Year:
Operations/
Station
Savings
% Improved
Before
After
Customer
Note: MM/YY
Inventory /
AR/AP
Six

Note:
Font size: 18
Kaizen Guide
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Takt /Cycle Time Graph (After)
Cycle Time/Sec Takt Time

Cycle Time/sec
Man
Kaizen Guide
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Standard Work Sheet (After)
STANDARD WORK SHEET REVISION B
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator Process QA
Model Number 40K0276 Doc. Date DD 1 4 MM 0 8 YY 0 7
Ali John Bala
Model Name Basilisk Product Name / Area IBM Server
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.
ICT 1 3 Start Test process.
4 Remove board from test in ICT 2.
1 2
IN 5 Pass board place in out trolley
6 Back to Supermarket trolley
3 2 1 7 7 Pick up board from 4-layer Supermarket trolley.
ICT 2 8 Place on ICT 2.
L R LR 9 Start Test process.
1 10 Return to original position
8 11 End
4
LR
9
2 6
OUT
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
Kaizen Guide
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Kaizen Week
4
Kaizen Week
OBJECTIVES
 This will be a 5 days workshop facilitated by the External Kaizen Sensei.
 Please note that 90% of the time will be at the gemba.
 The team will need to fill up the following slides during gemba.
 Slide 49 – Kaizen News paper
 Slide 50 – Kaizen Log – Homework Moving Forward
 Slide 51 – Target Sheet – ETE Scorecard
 Slide 52 – Target Sheet – ETE Yield Tracking
 Slide 55 – Kaizen Log – Proposal for Yokoten
 Slide 56 – Lessons & Tools Learned
 Slide 57 – Kaizen Workshop Attendance List
 Slide 58 – Financial Performance Dashboard
Kaizen Guide
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Kaizen Week
Kaizen News Paper
Due Time Expected %

Action Item Who Remarks
Date Planned Closed Results Completed
• No Money 25% Complete 75% Complete
• No People
• No Space 50% Complete 100% Complete
Kaizen Guide
49 GBE-KPO-2-007-00 Rev.15
Kaizen Week
Kaizen Log – Homework Moving Forward
Due Expected %
Action Item Who Time Remarks
Date Results Completed
Note : 25% Complete 75% Complete

• Please include follow up action items that needs to be continued after the workshop.
• The follow thru targets will need to be included in the long term target sheet in the next slide.
• Site lean leader is responsible in following thru the actions identified in the kaizen log. 50% Complete 100% Complete
Kaizen Guide
50 GBE-KPO-2-007-00 Rev.15
Target Sheet
Date: Customer/Model :
Team Title : XXX Line/Area/Module:
Unit Of Start Date: Date:

CTQs Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
% Improvement Calculation
= (Actual - Start )/(Target - Start) or
(Start - Actual)/(Start - Target)
0-70% 71%-90% 91%-100% Above 100%
Notes :
Kaizen Guide
51 GBE-KPO-2-007-00 Rev.15
Kaizen Week
Target Sheet – ETE Scorecard
Note : 0-70% 71%-90% 91%-100% Above 100%
• Use this Target Sheet if project is tracking ETE Performance.

Kaizen Guide
52 GBE-KPO-2-007-00 Rev.15
Kaizen Week
Step to Yokoten
 Identify the problem

 Root cause
 Take counter measure
 Validate against the counter measure
 Sustain
 Yokoten
Kaizen Guide
53 GBE-KPO-2-007-00 Rev.15
Kaizen and Standardize Work
Kaizen
Improvement Level
Before improvements have

Standardi- an opportunity to degrade,
zation the team is on to the next
improvement.
Time
Kaizen Guide
54 GBE-KPO-2-007-00 Rev.15
Kaizen Week
Kaizen Log – Proposal for Yokoten
Due %
Items proposed for Yokoten Who Time Remarks
Date Complete
Note:
25% Complete 75% Complete
• Please include follow up action items that needs to be continued after the workshop.
• Site lean leader is responsible in following thru the actions identified in the kaizen log.
• Site lean leader will select the items identified here for Yokoten and will be transferred to the
50% Complete 100% Complete
Yokoten tracking.
Kaizen Guide
55 GBE-KPO-2-007-00 Rev.15
Kaizen Week
Lessons & Tools Learned And Application In Our Job
Application in our jobs
No Lessons & Tools Learned
(Please be specific)
1
2
3
4
5
6
7
8
9
10
Kaizen Guide
56 GBE-KPO-2-007-00 Rev.15
Kaizen Workshop Attendance List
Day (dd/mm/yy) Day (dd/mm/yy) Day (dd/mm/yy) Day (dd/mm/yy) Day (dd/mm/
No Name AM PM PM1 AM PM PM1 AM PM PM1 AM PM PM1 AM PM
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
AM – Session Before Lunch
PM – After Lunch Session
PM1– Evening Session (After Leaders Meeting)
Note: Team member's signature
Kaizen Guide
57 GBE-KPO-2-007-00 Rev.15
Kaizen Project Summary: Team #
Financial Performance Dashboard
Results Total Financial Gain

T
e
a
m
Inventory/ Validated and
# Primary DD/MM/YY Hard Savings Soft Savings AR/AP Agreed by Site
CTQ Start Target
Goal Results USD/month USD/month Improvement Finance
USD (Name & Position)
I Must fill in
P Finance
L PIC info
1
E
Total 0.0 0.0 0.0
Total Savings 0.0 0.0 0.0
Note :
1. To be completed and presented on Friday
2. All financials to be validated by site Finance Controller
Kaizen Guide
58 GBE-KPO-2-007-00 Rev.15
Kaizen References
5
Glossary
Kaizen Guide
60 GBE-KPO-2-007-00 Rev.15
Glossary
Kaizen Guide
61 GBE-KPO-2-007-00 Rev.15
Glossary
Kaizen Guide
62 GBE-KPO-2-007-00 Rev.15
Glossary
Kaizen Guide
63 GBE-KPO-2-007-00 Rev.15
Glossary
Kaizen Guide
64 GBE-KPO-2-007-00 Rev.15
Glossary
Kaizen Guide
65 GBE-KPO-2-007-00 Rev.15
VSM Icon / Symbol – Primary
 VSM icons/symbols have been categorized into Primary and Secondary

 This is to simplify and to make it easier to use
 Primary icons/symbols – critical and applicable
 Secondary icons/symbols – for additional information to strengthen the VSM representation
PRIMARY ICON / SYMBOL
Personal
Transportation Decision Document Computer Process Supplier Customer
Black Dotted Black Blue Red Dotted Store /

Process Flow Material Flow Supermarket Inventory Worker
Info Flow Rework Flow
Kaizen Guide
66 GBE-KPO-2-007-00 Rev.15
VSM Icon / Symbol – Secondary
SECONDARY ICON / SYMBOL
Process Box
P/T
Iterations Tel MRP
W/T
Quality
Shipment In / Out Telecom Receipts Technology Used Data Box
Signal Production Withdrawal

Monitoring Kanban Card Kanban Card Kanban Card Kanban Post
FIFO
Electronic Info First In First Out Movement by Push Kaizen Lightning

Picking Cart Burst
ABCD
Leveling Mix
&/or Volume Withdrawal
Sea Freight Fork lift (Pull)
Air Freight
Kaizen Guide
67 GBE-KPO-2-007-00 Rev.15
VSM – Dotting Process and Keynotes
Color Denotation Description
Value Add (VA) • A step in an Industrial or Business Process that customer pay for.
• Change or Add Form or Fit or Function
Green What Customer Pay
• Includes those activities that are required by contract or law
for
• Things that would impact Customer
Non Value Add • Any activity does not directly impact the customer and not paid by
customer
(NVA)
Red • Things that would not impact the Product or Service
What Customer
DON’T Pay for
• Statutory or Company Policy Requirement or process Enabler
Essential Non • Any activity does not directly impact the customer.
Value Add • Customer may not pay but A process that enable due Contract
Yellow Obligation or Company Policy or Statutory Requirement
(ENVA)
• These steps may be necessary to support value added steps
Process Enabler
• Any activity required by the business
[Process Time + Waiting Time] = Cycle Time PT : Process Time CT : Cycle Time
(PT) + (WT) = (CT) WT : Waiting Time TC : Touch Points
Kaizen Guide
68 GBE-KPO-2-007-00 Rev.15 68
Thank you
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Kaizen Guide

CONFIDENTIAL Document Number : GBE-KPO-2-007-00

Revision Description of Change Writer/Reviser Effective Date

Document formatted as per DMS policy

Slide – 8 ; Kaizen Workshop Goal updated

COMPANY Kaizen Guide

 Overview & Scope 4

 8 ~ 6 weeks Prior to Kaizen 10

 4 ~ 5 weeks Prior to Kaizen 13

 3 ~ 4 weeks Prior to Kaizen 21

 2 ~ 3 weeks Prior to Kaizen 34

 1 ~ 2 weeks Prior to Kaizen 37

 During Kaizen Week 47

•Provide guidelines on how to conduct kaizen activities

The intent is to be better today than yesterday.

 Double the  ETE (End-to-End) Productivity  Defect : X 1/10

No Money … No Space … No Manpower

• Do not pass defect

 GBE-KPO-4-001-00 Kaizen Template (Operations)

Back End AOI ICT Totes Curing Profile 5DX Change

Present Situation and Problems : Needed Output :

Required Kaizen needs :

Functional No of External Kaizen

0-70% 71%-90% 91%-100% Above 100%

Unit Of Date: Date:

0-70% 71%-90% 91%-100% Above 100%

Review Prepare Review

MPS/PM Send commit

Step Step Step Step Step

4 Individual Process Data

Getting to the root cause by asking “WHY” five times:

Cycle Time/Sec Takt Time

Idea 1 Idea 2 Idea 3 Idea 4 Idea 5 Idea 6 Idea 7

Idea 1 Idea 2 Idea 3 Idea 4

Before Kaizen After Kaizen

Site Yokoten Site Yokoten Site Yokoten

Implementation Status Implementation Status Implementation Status

Guide: 0% ~ 50% Guide: 51% ~ 80% Guide: 81% ~ 100%

Before Kaizen After Kaizen

Implementation Status Implementation Status Implementation Status

Guide: 0% ~ 50% Guide: 51% ~ 80% Guide: 81% ~ 100%

Before Kaizen After Kaizen

Site Yokoten Site Yokoten Site Yokoten

Implementation Status Implementation Status Implementation Status

Guide: 0% ~ 50% Guide: 51% ~ 80% Guide: 81% ~ 100%

Cycle Time/Sec Takt Time

Due Time Expected %

• No Money 25% Complete 75% Complete

Note : 25% Complete 75% Complete

Unit Of Start Date: Date:

0-70% 71%-90% 91%-100% Above 100%

Note : 0-70% 71%-90% 91%-100% Above 100%

• Use this Target Sheet if project is tracking ETE Performance.

 Identify the problem

Before improvements have

Note: Team member's signature

Results Total Financial Gain

Total 0.0 0.0 0.0

Total Savings 0.0 0.0 0.0

 VSM icons/symbols have been categorized into Primary and Secondary

PRIMARY ICON / SYMBOL

Black Dotted Black Blue Red Dotted Store /

SECONDARY ICON / SYMBOL

Signal Production Withdrawal