20 keys to workplace improvement

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 TO
ORKPLACE
IMPROVEMENT

Revised Edition
 20 Keys is the methodology for implementing PPORF
(Practical Program of Revolutions in Factories).
PPORF is a simple improvement method with concrete and
systematic steps for drastically reforming and strengthening
every facet of the manufacturing organization.
 TO
RKPLACE
IMPROVEMENT

Revised Edition

Iwao Kobayashi

CRC Press is an imprint of the

Taylor & Francis Group, an lnforma business
A PRODUCTIVITY PRESS BOOK
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742

English edition © 1995 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group.
English edition originally published by Productivity Press.

Originally published as Zen-in sanka niyoru kojo kakushin: Porufu jissenho. © 1994 by Nikkan Kogyo Shimbunsha.
Translated by Bruce Talbot. Appendix A translated by Miho Matsubara. Appendix C translated by Warren Smith.

No claim to original U.S. Government works

Printed in the United States of America on acid-free paper
20 19 18 17 16 15 14 13 12 11 10
International Standard Book Number-13: 978-1-56327-109-0 (Hardcover)
Cover design by William Stanton. Page design by Matthew C. DeMaio.
Graphics by Fineline Illustration and Matthew C. DeMaio
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish
reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the
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Library of Congress Cataloging-in-Publication Data

Kobayashi, Iwao
[Zen-in sanka niyoru Kojo kakushin: Porufu Jissenho]. English: 20 keys to workplace improvement/Iwao
Kobayashi—Revised edition. Translation of: Zen-in sanka niyoru kojo kakushin: Porufu jissenho (revision
of Shokuba kaizen 20-komoku).
p. cm.
Includes index.
ISBN 1-56327-109-5 (hardcover)
1. Production management. 2. Industrial management. I. Title.
TS 155.K75513 1995
658.5—dc20 95-32802

Visit the Taylor & Francis Web site at

http://www.taylorandfrancis.com
and the CRC Press Web site at
http://www.crcpress.com
Contents
Publisher's Message vii
Preface xi

Introduction 1
Key 1: Cleaning and Organizing 9
Key 2: Rationalizing the System/Management of Objectives 19
Key 3: Improvement Team Activities 29
Key4: Reducing Inventory (Shortening Lead Times) 39
Key 5: Quick Changeover Technology 49
Key 6: Manufacturing Value Analysis (Methods Improvement) 59
Key 7: Zero Monitor Manufacturing 71
KeyS: Coupled Manufacturing 81
Key 9: Maintaining Equipment 91
Key 10: Time Control and Commitment 101
Key 11: Quality Assurance System 113
Key 12: Developing Your Suppliers 123
Key 13: Eliminating Waste (Treasure Map) 133
Key 14: Empowering Workers to Make Improvements 143
Key 15: Skill Versatility and Cross-Training 153
Key 16: Production Scheduling 163
Key 17: Efficiency Control 175
Key 18: Using Microprocessors 185
Key 19: Conserving Energy and Materials 195
Key 20: Leading Technology and Site Technology 205

Postscript: Implementing the 20 Keys 215

Appendixes
A. The Fishbowl Discussion Method 225
B. Charts and Figures 229
C. PPORF/20 Keys Case Study: Morioka Seiko Works Oapan) 235
D. PPORF/20 Keys Case Study: Wmdfall Products (Pennsylvania) 265
About the Author 285
Index 287
Publisher's Message

One thing we have learned during more than a decade of observing companies
trying to implement one manufacturing improvement approach or another is that
these various approaches, applied individually, often don't lead to real, lasting
improvement. The total level of operations and the ability to respond to customer
needs often lag behind. Methods like quality control and team activities, which
have great merit in themselves, nevertheless don't often produce the desired result.
Why is this?
Companies that lead the world in their markets do so by improving more than
one thing at a time, and by doing it over the long term. They recognize the importance
of synergy between different improvement efforts and the need for commitment
at all levels of the company to achieve total, systemwide upliftment.
The 20 Keys approach described in this book offers companies a way to look
at the health of their manufacturing operations and to systematically upgrade it,
level by level, through 20 different but interrelated aspects-all of which are
addressed at once! To someone first hearing this, it might sound like an impossible
amount of work. In reality, however, it is much more important to improve
incrementally and simultaneously in all areas that support a world class operation
than it is to improve a single key area, only to fall short when you realize that a
critical supporting system is not in place.
The beauty of this book is its presentation of a system that defines the meaning
of excellence in 20 key areas related to quality, delivery, and cost. It demonstrates how
improvements in these areas actually work together to improve a company's overall
competitiveness. Further, it shows you how to score your own company's progress
through five levels in each key area and tells you how to plan a strategy for improving
all the areas in an order that addresses your own particular needs. Most companies
start out around 25 points (a little above level one in each key); according to 20 Keys
creator lwao Kobayashi, each subsequent 20-point improvement represents a 100
percent improvement in your productivity. In his revised book, you will find methods

vii
viii

that apply not just to the shop floor, but also to administrative support areas, where
waste often takes a big bite out of productivity.
The book begins with three foundational topics that pull together every level
of the organization to prepare for future changes. Key 1, cleaning and organizing,
is a fundamental beginning point that clears away clurter and arranges things so
that you can spot problems and avoid wasteful searching and movement. Cleaning
becomes a form of inspection that allows shopfloor workers to discover abnormalities
and potential problems before they cause defects or breakdowns. These activities foster
involvement, creating a unified purpose at a very basic level to make an environ-
ment that everyone in the company feels responsible for maintaining.
The second key, rationalizing the system/management of objectives, deals
with aligning top management's improvement goals with the production floor's
efforts to make it so. This is a critical point in any improvement program:
determining the overall strategy for improvement, and then putting energy
behind those strategic goals. Many companies' quality improvement movements
have ended with disappointment when teams energetically pursued activities and
targets that were not in sync with the management direction. Management, for
its part, must plan for the long term and commit to a course long enough for
results to manifest.
Key 3 is improvement team activities-the foundation upon which company-
wide improvement is built. This key recognizes the communication, training,
and support required to earn and maintain the trust, buy-in, and commitment
of every employee of the company.
Building from these basic areas, the book moves on to help you gauge and
improve your level in various focused improvement areas such as inventory and
lead time reduction, quick changeover, value analysis, maintenance of equipment,
supplier development and support, cross-training, use of computers, and conser-
vation. The final key is a guided review of your own company's site technology,
comparing it to that in other companies and to cutting-edge technology in your
industry and beyond.
Author Iwao Kobayashi is one of Japan's best-known consultants, with more
than three decades of manufacturing experience in industry and in private con-
sulting. He has distilled all of this management learning into a big-picture
approach he calls the Practical Program Of Revolutions in Factories (PPORF),
known here as the 20 Keys System. In this book, Kobayashi makes his total-sys-
tem expertise available to a wider audience in a highly usable form.
This revised edition is an updated and improved version of the 20 Keys
book first published in 1990. Although the first edition has been widely used
by managers throughout the Western world, Kobayashi originally intended it

Publisher's Message
 ix

for shopfloor workers and teams. Feeling that managers needed more assistance
with implementing the Keys, Kobayashi redrafted much of this book, inserting
additional "half levels" in several of the keys to offer more detail on how to
improve. Moreover, he has upped the ante throughout the book: Companies
hoping to achieve level five must meet not only industry standards of excel-
lence, but global standards. This is in keeping with the concept of bench-
marking another company that is best in a critical process, regardless of the indus-
try it is in; L.L. Bean's esteemed customer service is a frequently cited example.
New supplemental materials in the appendix include two case studies that
bring the 20 Keys approach to life. Morioka Seiko Works, a member of the
world class Seiko watch group, shares an interview with its president about how
it came to implement a PPORF/20 Keys system, then talks about the kickoff
and several important projects related to use of CAD/CAM and production-
floor computers for parts changeovers in assembly. Windfall Products, a
Pennsylvania-based leader in powder metal products, tells about how it adapted
the 20 Keys program to meet its needs for a comprehensive improvement program
with employee support.
Besides a completely new translation ofKobayashi's revised Japanese edition, this
book also features a new page design that makes it easy to see the progression between
the levels in each key. New cartoons lightheartedly illustrate each level.
20 Keys is a valuable tool for creating the total groundwork for a competitive
breakthrough and ensuring that major targeted improvements don't fail for lack
of necessary support in related areas. It is important to work on specific areas such
as total productive maintenance, but long-term success requires a balanced
approach over time. Think of it as a consciousness-raising investment to assure
your company's competitive future.
This book is not an instant factory improvement kit containing every detail
you need to improve in each area. You will need to be deeply involved in raising
your company's performance in each key area. It may be that you need assistance
or training to accomplish some aspects like quick changeover, effective
computerization, or teamwork in maintenance and line improvements. Your own
evaluation, based on the system presented here, will indicate the areas where you
need help to achieve a higher score.
This book is valuable for your company, not just for the useful pointers at every
level, but for the honest, wide-horizon look it requires you to give your own oper-
ations. I hope you will adopt its wisdom to become one of the top contenders in
the twenty-first century.
We express our appreciation to Iwao Kobayashi for the privilege of publishing
his books, and for his help in clarifying difficult points. Thanks as well to Nikkan

Publisher's Message
X

Kogyo Shimbunsha, the publisher of the Japanese edition of this book and also of
the magazine in which the Morioka Seiko story first appeared. Eric Wolfe and
Craig Feldbauer ofWindfall Products kindly supplied their story for this edition.
Productivity, Inc. consultant Charles Skinner was also very helpful in sharing his
knowledge about 20 Keys implementations.
Many others also participated in creating this volume. Bruce Talbot translated
the book from Japanese, and Warren Smith translated the Morioka Seiko case
study. Thanks to Bob Shoemaker, president of Productivity, Inc., and to Barry
Venter and Peter Wickens O.B.E. of Organisation Development International, for
their advice and assistance. Thanks to Productivity Press staff members Steven Ott,
president; Diane Asay, editor in chief; Karen Jones, editorial development; Mary
Junewick and Angela Shoemaker, editorial support; Miho Matsubara, author liai-
son and translation support; Susan Swanson, production management; and Bill
Stanton, cover design. Thanks also to Gordon Ekdahl of Fineline Illustration, car-
toon graphics; Matthew DeMaio, page design, graphics, and composition; and
Catchword, Inc., index.

Publisher's Message
Preface to the Revised Edition

A dozen years have passed since the creation of the approach known as PPORF
("Practical Program Of Revolutions in Factories"), the 20 Keys approach
described in this book. During this time, PPORF has been implemented all over
Japan. Several hundred Japanese companies have received consulting in this
approach and several thousand have attended PPORF seminars. Publications on
PPORF and the 20 Keys have also spanned the globe in editions translated into
English, French, Spanish, Italian, Korean, Chinese, Thai, and Tagalog. The sys-
tem was introduced early in Southeast Asia and South Mrica, where companies
have already begun reporting success stories. Now this trend has begun to spread
through Europe and North America.
Without exception, companies that have adopted PPORF's 20 Keys approach
have achieved higher productivity as a result, as well as manufacturing quality that
is flexibly responsive to change.
The previous edition of this book has become a best seller, with nearly 30,000
copies sold in Japan and 12,000 copies sold of the English-language edition.
However, the earlier version was written primarily for equipment operators and
other shopfloor employees. The present book is instead aimed at manufacturing
managers and supervisors, offering specific lessons in how to effectively imple-
ment the 20 Keys system for the company as a whole. Like the original 20 Keys
book, this volume is intended to be useful to a wide array of readers.
I offer my profound thanks to the people at the PPORF Development Institute
of Eastern Japan, including Director Tanaka and Ms. Kazuko Miura, for their
kind assistance in the production of this book.

Iwao Kobayashi

xi
Introduction l PPORF: A Practical Program
for Corporate Revolution

In the past several years, reengineering has become a new buzzword that gen-
erally refers to advances in management achieved by various large U.S. companies.
However, reengineering is not a particular method but rather the trial-and-error
application of various methodologies at numerous companies and consulting
firms. This trial-and-error approach means that every sparkling tale of success
reflects the many failures that have been stepping stones on the way.
In today's fast-changing industrial world, "factory revolution'' aiming toward
higher productivity and a stronger company has become a necessity for the stable,
long-term development of manufacturing companies. To survive, companies must
continually set and strive toward a variety of new goals.
Most of the "revolutionary'' techniques proposed as part of reengineering are
too difficult to implement or are likely to yield an inadequate, scattered effect of
various incremental improvements. Although some improvement may be
achieved, further efforts are stymied by insurmountable hurdles and/or a lack of
direction for the future.
Factory revolution is a vague concept describing an activity that never seems to
end. It is not an approach that can be followed vaguely, though. Furthermore,
even though improvement can be endless, companies need targets for evaluation
of past work and preparation for future work. We must set appropriate goals that
suit our circumstances and we must also find the means for achieving those goals.
Today our economic environment is undergoing rapid change. Managers need
to determine to what degree their companies can rapidly respond to change, and to
regard such responsiveness as a standard for evaluating corporate strength. To have

1
2

such a standard, they must have specific means of evaluation and specific items that
can be improved. Managers cannot make their companies stronger unless they
know how to improve items that assessment shows require improvement.
Evaluating the degree to which a manufacturing company can rapidly respond
to change requires more than simply looking at a company's plant investment
commitments. It also requires judging how strong and stable a company can
remain while weathering change. Further, it requires recognition of key priorities
at every of the company, in the factories and among managemenL
The approach I have developed during more than four decades of guiding
numerous companies in their efforts to change and improve is called PPORF
(Practical Program Of Revolutions in Factories). The basic principles of PPORF
implementation appear in the 20 Keys Relations Diagram below. The primary

20 Keys Relations Diagram

Introduction
 3

feature of PPORF is a scoring for evaluating manufacturing strength

known as the Keys Five-Point Evaluation System."

Promoting Factory Revolution as a Total Package to Create Synergy

The 20 Keys system not only brings the world's manufacturing improvement
methods together into one package but also integrates these separate methods into
a closely interrelated whole. The result is a synergistic effect.
As suggested in the drawing below, applying conventional improvement methods
one at a time may bring some initial gains, but over time obstacles crop up that
make these methods harder to implement and their targets remain out of reach.
By contrast, the PPORF approach integrates 20 key methods for "revolutionizing
factories" into a balanced whole that can be implemented rationally and effec-
tively. A structure supported by 20 pillars can still collapse if some of pillars
on one side are weak, but will remain strong if support is evenly balanced among

PPORF 20 Keys Power

Target line!
'\1
We're all
working
closely
together to
improve our
strength!

all 20 pillars. The "PPORF power" of 20 well-balanced keys pushes improve-

ment to ever higher levels, achieving ever higher goals.
During the many public seminars 1 have given over the years, I have asked par-
ticipants to score their companies in the 20 key areas. Average scores have ranged

Introduction
4

from 1.5 to 2.0 on a scale of 5. indicated that companies I was teaching

to use a 20 approach their various improvement m an
integrated way) were achieving increasingly higher scores, while or no
improvement was seen in companies that were not integrating the 20 keys into
a synergistic whole.
The best way to implement the 20 keys differs from company to company: That is why
consultants and implementers must provide guidance tailored to each organization.
People sometimes ask, "Isn't it difficult to implement so many keys at once?"
My answer is that, because the 20 Keys are closely interrelated, making progress
in one key automatically ties in with progress in the other 19. Synergistically,
improvements in one key can be expected to produce positive effects in many
other keys as well. After some progress in implementing the 20 Keys approach,
individual improvements appear to create broad-ranging ripple effects. This is
why progress is not difficult, even addressing 20 subjects at once.

PPORF Aims to Boost Sales by Improving Customer Satisfaction

What kind of transformations can a company expect from adopting the 20
Keys? To create strong manufacturing quality and adaptability to change, the
20 Keys approach begins by ranking the workplace on a five-level with
level one designating the worst workplaces and the best, class
workplaces. This evaluation forms the standard by which subsequent
improvement is measured.
However, the comparison here is not one company versus others in the same
industry but rather one company versus others in all industries throughout the
world. For example, a manufacturing company might satisfied with keeping a
two- to three-day supply of inventory, since that is competing manufactur-
ers generally do, but what if the company is compared to a produce company that
keeps less than one day's inventory on hand? The point is that what passes as
acceptable for your company's industry may be less than what your company can
actually achieve to become truly strong and competitive.
When we other companies the world over, highest-ranking com-
panies in terms of quality, cost, and delivery (QCD) reached very · lev-
els indeed. But even some of these companies are obstructed by lack of a clear
vision of what it takes to satisfY customers, like a cloud blocking the view from a
mountain peak. Looking at competition on a global scale, the 20 Keys system
combines a QCD approach (making products better, cheaper, and faster) with a
customer-focused approach (making customers the next process) to create hit
products. The 20 Keys system takes a hard look at customer satisfaction to create
world class manufacturing quality.

Introduction
 5

Better Cheaper Faster

-Easily

Climbing the mountain ...

In today's industrial environment, when a company introduces a popular new

product, now matter how novel, within six months or a year similar competing
products will be on the market. By using the 20 Keys approach to improving
manufacturing processes and shortening development periods, a company can
move ahead of the competition worldwide in a way that makes it very difficult for
other companies to catch up.

Synergy of Keys Implementation

Let's think for a minute about what kind of program you would need to make
better products more cheaply and quickly and with ensured safety and stability.
As in the drawing above, suppose you want to climb a mountain that has three
peaks called Better, Cheaper, and Faster. Naturally, you want to climb it safely,
too. You begin by evaluating your current level (let's assume you are evaluated at
level two). Next, you need to think about how to climb. The quickest way might
be the rockdimbing method, using ropes and technical gear. But that method
takes a lot of effort and does not offer much support to those who follow you.
If you are leading a group of climbers, it is better to create footholds as you go
along so that your followers can climb more easily. It takes some effort to make all those
f()otholds, but once they are done mountain has a relatively easy path to follow.
The 20 Keys program is a way to make footholds all the way to the of the
manufacturing mountain, integrating the keys in a way that facilitates your

Introduction
6

company's ascent to the three pinnacles of manufacturing quality: Better,

Cheaper, and Faster.
Looking over the 20 Keys Relations Diagram on page 2 will help you under-
stand the interrelationships among the keys. The 4 keys outside the large circle
support and stimulate the inner 16 keys, which in turn mutually support and
stimulate each other. Eventually, the inner 16 keys also support and stimulate the
outer 4 keys, so that all 20 keys are working synergistically to strengthen manu-
facturing quality.
The 20 Keys cover the factors every manufacturing company must consider.
Depending on the particular conditions and characteristics, companies may give
priority to certain keys over others, and the order in which the keys are imple-
mented may differ. Although the combinations of priorities and implementation
sequences are almost limitless, the proper combination becomes apparent as you
better understand the keys.
After initial education about the program, the first step is to have frontline
workers evaluate themselves in each of the 20 Keys, within groups or sections
if necessary. As they attempt to grade their own work groups, they discover
their relative strengths and weaknesses, and this to pique their interest in
making improvements.
After grading themselves in each of the keys, they begin to see the rela-
tionships among the keys, and this helps them determine which keys to address
first. Generally, companies have taken on about seven of the keys each year, so that
in three years they will have taken on the productivity-boosting challenge of
implementing 20 keys.

Strategic and Tactical

Some managers worry that introducing a new program such as 20 Keys
would cause confusion, since their factories are already implementing some
other goal-oriented program.
Others worry that meeting the challenge of any one of the 20 Keys is hard
enough, and taking on all 20 would be simply impossible. The problem with
these arguments is that they come from an erroneous perspective.
The 20 Keys program in fact lays a foundation that makes existing man-
agement goals easier to achieve and more likely to be maintained over time.
Moreover, it can be implemented as a mid-range business plan lasting about
three years and aimed toward specific strategic goals. fully achieve the compa-
ny's business goals for each term-what we might call its tactical goals-the com-
pany must create the organizational strength to succeed at these challenges, and
that is where the 20 Keys program comes in.

Introduction
 7

Most companies report that the pace of improvement-making efforts tends to

slow down when the deadline for previous goals has passed and the new goals have
just been set. The 20 Keys program avoids this problem by creating one big move-
ment of improvement-making that lasts about three years (for all 20 keys) while
still allowing measurement of the improvements made during each term. In other
words, instead of treating term-specific goals as tactical goals (i.e., separate objec-
tives), the 20 Keys program treats them as strategic goals (goals that are integrated
into an overall strategy).

Improvement the Keys Means Improvement

Japanese companies usually measure productivity in terms oflabor, such as the
number of product units produced per employee labor-hour or the number of
employees needed to operate a particular machine.
If we apply this definition to, for example, Key 6 (Value Analysis of
Manufacturing Operations), improving a department's score from level two to
level four would require cutting the number oflabor-hours in half, thereby doubling
productivity. However, to make such a productivity improvement, the company
must also develop what it needs to smoothly boost productivity in today's com-
petitive business climate, which would include quality and delivery issues. In other
words, to create the footholds it needs to climb from level two to level four, the
company must also deal with issues related to the other 19 keys.
Case studies companies that have improved themselves via 20 Keys show
that by generally applying 20 Keys program-which addressing their
areas of greatest need-these companies have managed to greatly their
productivity. For example, a factory that scored 50 points at the start improved to
70 points and another factory went from 60 to 80 points. Each company combines
the elements of the 20 Keys program according to its own

A Word about Safety

Although injuries often occur in unpredictable situations, daily attention to
improvement through the 20 Keys can work wonders in making everyone more
safety-conscious and creating accident-free workplaces. Whenever you analyze the
cause of an accident, you will find something that ties in with one of the 20 Keys,
such as "happened due to dirt and disorganization," "occurred when defective
goods were being produced," or "occurred under strenuous work "All
20 Keys relate in some way to the issue of safety. Companies want to sys-
tematically minimize hazards should regard the 20 approach as an
absolute necessity.

Introduction
 ey1l Cleaning and
Organizing

One might expect to start with Key 2's "Rationalizing the System/Management
of Objectives." However, 45 activities (referring to the initials of the Japanese
words for various aspects of standardized industrial housekeeping) are a critical
foundation for success in the other 19 keys. 4S is therefore rightfully Key 1.
The first two 4S elements, cleaning and organizing, are an issue in every work-
place. Even though cleaning and organizing are basic to good working conditions,
they arc seldom implemented thoroughly, so problems remain. Even when the
process of maintaining a clean and organized workplace has been simplified,
there's an oversight here, a shortcut there, and soon workplace conditions are as
bad as ever.
The 20 Keys approach solves this problem by making 4Ss work-
ers want to do to make their work easier rather than something they perceive as
being forced upon them. Workplace employees should plan how the 4Ss will be
implemented by discussing what currently makes their work harder and what can
be done to make it easier. This helps build a common awareness of 4S issues.
When implementing the 4Ss, it is important to make solid improvements
one level at a time, such as from level one to level two or level two to level three.
The 20 Keys approach starts and ends with the 4Ss. Once the 4Ss have been
implemented, it is easier to implement the other 19 keys. Conversely, as
progress is made in the other keys, it becomes easier to maintain the 4Ss.
Remember-it is vital not only to implement the 4Ss but also to maintain them
to prevent backsliding.

9
10

level One
look at aU surfaces
Cigarette butts, scrap
paper, and tools and
Current Targets
parts are left scattered.
I
-z

~Jv

Even today, are many companies with messy workplaces. If you look at
workplaces that managers claim are litter-free, other forms of litter can still be
found-they need to rethink what "litter" really means. What about tools, jigs,
manuals, and even machines and equipment that remain on site even though they
haven't been used in months or years? Such items should be stored or disposed of
When I inspect workplaces unnecessary clutter, I often find signs that are
outdated or worn and dirty. When such signs stay up, people are unlikely to
notice the newer signs.
When surveying offices, I have come across plenty of desks covered with an
untidy array of books, pens, and papers. When I see a desk like that, I know that
its owner wastes time looking for things. Some desks hold overflowing ashtrays,
with some long-f(Hgotten papers underneath. Boxes are piled with books stacked
on their sides so their titles cannot be read. Workplaces like this are definitely
ranked "level one."

Key 1
 11

level
Dispose of

me
unneeded items. Current Targets

Keep the floors clean. easy to get,

easy to put back

~ /
;:?.Sparkle Sparkle~

At level two, the workplace might appear neat and clean at first glance, but if
you look around you'll find an amazing amount of unneeded items piled on desks,
shelves, and/or machines. Such workplaces need to be gone over: ask whether each
item is scheduled for use today or, at most, within the next week. it not be
used by then, move it out or get rid of it. It is better to store things elsewhere,
even though they may have to be brought back sometime. Anything has gone
unused for even one month should be treated as unneeded. In offices, that
includes extra and erasers that accumulate in desk drawers. you gather
up all these extra items (extra usually means "more than one"), you will be amazed
at the huge stockpile of usable supplies that results.
Also at level two, work-in-process (WlP) and tools are piled neatly, but the
piles are right on the floor. This means that before these items can be used, some-
one has to bend over and pick them up. They are also difficult to move elsewhere
and therefore tend to get in the way. Getting rid of all floor piles is one way to
make work easier.

Important Points
• Don't leave items on the floor.
• Get rid of things that will not be used soon.

Cleaning and Organizing

12

Problems r-------------------------1
1 at how things are 1
level Two I
I
I
I
Look at how things I I
I I
are placed. I
I
I
I
I
, ¢=='==:::;/v--ll_..l!_.::~,

I
I
I
I
I
I
I
I
I
I
I
I
I
I

The workplace is now at level two, but if you at the corners, especially
where the floor meets walls or pillars, you will find unneeded items, dirt, or dust.
Such items are also likely to accumulate along or behind large equipment units.
Notice also that pathways arc not outlined and so piles of stuff stick out into walk-
ing or transport paths.
Perhaps some white tape or paint was once used to mark pathways but over
time the markings have worn away in places. Or maybe your workplace is sup-
posed to be all "work area" with no marked pathways. All workplaces should
have well-marked pathways. Plan a new layout and make some pathways as
soon as possible.
You can probably find some work-in-process or empty boxes that are poorly
organized. If products, WIP, tools, or other items are in cartons sitting directly on
the floor, move the cartons to a position that makes them more easily accessible.
In offices, the power cords and cables from computers, fax machines, copiers,
and other equipment can be found all over the backs or sides of desks like well-
tossed spaghetti. Instead, they should all be bundled and routed inconspicuously.

Key 1
 13

leveL
Clean up equipment.
Mark pathways and
clear out the corners.

: Assembly
: section 1

Aisle

: Assembly
: section 2
'
'----------

Have the employees paint all parts of the walls and pillars that can be reached
by hand (up to about six and a half feet). Painting requires cleaning off dirt and
dust. Use a bright so that everyone can stand see new paint all
around at eye level. it takes two or three coats to get the work-
place bright and clean, so be it. The equipment sparkling clean
and spotless: clean equipment is easier to maintain likely to down.
Make special-purpose carts or pallets to hold various
These carts or should not be stored randomly, have clearly
assigned, well-planned places. Design them so that it is easy to take items off and
put them back in the right place. If items need to go in at certain angles, indicate
those as well.

Important Points
" Clearly determine and mark off areas that each work group is responsible
for (including pathways).
" Have "check-up inspections" where work groups engage in friendly
competition to be the best.

Cleaning and Organizing

14

Problems r~------------------------1
1 at what is on and shelves 1
Level Three I
I ~-
I
I
Look at what is on I / I
1 Things still look pretty 1
tables and shelves. 1 disorganized on tables 1
and shelves. 1
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
L-------------------------~

Now pathways are dear and distinctly marked the f1oors and walls are also
clean. However, tabletops, cabinets, and shelves are still cluttered with a hodge-
podge of parts, tools, rags, gauges, books, and other items. There are no dearly
marked places for work-in-process, and sometimes it is hard to find needed tools.
Open the doors of storage cabinets and what do you find? Chances are that a
of unused stuff has been crammed in there. rationale in locking things
away is that they will be safe there. But it is more important to create a workplace
where tools can be easily found and retrieved.

Key 1
 15

Level Four
Clearly organize and
mark all sections using
right angles and
parallel Lines.
Organize storage areas
for each workstation.

Use labeling, numbering, or color-coding to indicate exactly which tools

(or jigs, parts, gauges, cleaning supplies, etc.) go where. This makes these items
easy to find and put back correctly. Organize items neatly, using right angles and
parallel lines wherever possible. Keep high-use tools, gauges, and the like within
easy reach. Organize items on shelves by function and mark them so anyone can
tell what any machine, part, tool, or manual is used for. In offices, this applies to
filing systems: Files should be easy for anyone to locate.
Remove doors from cabinets so contents are always visible. The contents should
be well organized and labeled. Set up special carts to hold work-in-process and
tools on visible shelves so workers can find and retrieve items within three seconds.
In a level-four workplace each person can work easily and efficiently, with a
minimum of motion needed to pick up parts, tools, and other items.

Important Points
• Organize tools and parts separately for each workstation.
• Use a labeling, numbering, or color-coding system for shelf storage.

Cleaning and Organizing

16

Problem$
level Four
Make sure the workplace
stays clean and well
organized.

quantities are not

marked clearly

Although workstations are now organized so that people can reach everything
they need with simple motions, they find it hard to keep it orderly and tend to let
things slide until right before inspection. This kind of workplace soon receives
lower scores in the other 19 keys.
Also, shelf has been organized so everyone what goes but
it is hard to supplies are and should be reordered. This increases the
risk of unexpected shortages.
Third, brooms and other cleaning equipment are on hand for workers to clean
up chips and other debris between jobs. However, this debris piles up during each
job and things get pretty messy before people can clean up.
In offices, files, papers, and '\vork-in-proccss" up each giVmg
place a disorganized look.

Key 1
Another random document with
no related content on Scribd:
 HILMA. Ne menivät mukaan. — Tulin tänne, että pääsisitte sinne,
äiti, jos tahdotte.

SOHVI. En minä… En minä voi nähdä, kun Rusko ja Muurikki

myödään. Se ottaa niin luonnolleni. Ja onhan isä siellä.

SIIRI. Mutta sitte menen minä.

HILMA. Siiri! Hän on siellä — Sipi.

SIIRI. Minä tiedän sen. Hänhän kävi täällä — tuvassa.

HILMA. Kävikö täällä?

SIIRI. Kävi. Ja sen tautta juuri pitää minun olla siellä mukana.
(Menee.)

HILMA. Äiti! Milloinka hän täällä kävi? Ja mitä varten?

SOHVI. Vast'ikään. Kun olin yksin, niin hän tuli. Hän tahtoi meitä
auttaa ja antoi minulle kaksikymmentä markkaa.

HILMA. Ja te otitte?

SOHVI. Otin. Ja miks'en olisi ottanut? Vaan sitte sattui Siiri

tulemaan, tempasi kädestäni rahan ja pakoitti Sipin ottamaan sen
takaisin.

HILMA. Se oli hyvä. Se oli oikein, äiti.

SOHVI. Oikeinko? Sinäkin hupsu! Saat nyt nähdä, mitä hän tekee,
kun hän siitä suuttuu, että me noin hylkäsimme hänen apunsa ja
sovinnon tarjouksensa.
 HILMA. Enempää Sipi ei voi meille tehdä, äiti, kuin on jo tehnyt.

SOHVI (ikkunan luona). Kas tuossa! Nyt Ruskoa jo myödään. Ja

siinä seisoo Siiri ja Sipi vastatusten.

HILMA (katsahtaen ikkunaan). Näyttää, niinkuin he huutaisivat

kilvan.

SOHVI. Sanoinhan minä. Sipi voi tehdä jotakin uhallakin.

HILMA. Mutta Siiri pitää kyllä puoliaan, äiti.

SOHVI. Mitä voi hän Sipiä vastaan.

HILMA. Hän saa ainakin hinnan nousemaan.

SOHVI. Vaan jos isä jää ilman hevosta. Hän kun tahtoi lähteä
hevosineen
Karjalan rautatielle työn hakuun.

HILMA. Parempihan se on, äiti, saada siitä hyvä hinta, kuin jos
uupuu ja täytyy talokin ryöstöön panna. Muutenkin on kaikki muu niin
halvalla mennyt.

SOHVI. No. Nyt se päättyi. Mitä ne ihmiset noin nauravat?

HILMA. Ja mitähän se Sipi tuossa Siirille haastaa, näetkös?

SOHVI. Kädellään vaan huiskautti hänelle, Siiri, vastaukseksi ja

lähti juoksemaan tänne päin.

HILMA. Siinä paikassa saamme kuulla, kuinka kävi.

SIIRI (tulee juosten sisään).

 HILMA. No, kellekä Rusko jäi, Siiri?

SIIRI. Hänellehän minä sen jätin.

SOHVI Vai Sipille se jäi?

SIIRI. Tahallanihan minä sen tein. Sillä semmoista hintaa ei Antti

olisi saanut siitä keltään.

HILMA. Mistä hinnasta se sitte meni?

SIIRI. Sadasta neljästäkymmenestä kolmesta.

HILMA. Sehän oli hyvin, äiti.

SOHVI. Olihan se kyllä.

SIIRI. Korotin ja korotin — kiusallani. Ja sitte yht'äkkiä jätin. Ja niin

sanoi Sinkkonenkin, että kolmekymmentä markkaa ainakin Sipi siitä
maksoi enemmän, kuin se on väärtti. — Vaan nyt on jo varmaan
kohta Muurikin vuoro.

SOHVI. Tuossapa se jo tuodaankin (Ulkoa kuuluu lehmän kellon

kalahduksia). Muurikkini! Muurikki lehmäni! Tuota! Kun tänne katsoo,
että missä se emäntä nyt on, kun antaa vieraiden taluttaa. Näetsen!
Ihan kuin ymmärtäisi, luontokappalekin, että erota pitää ja että toisen
käsiin joutuu! Muurikki lehmäni! (Puhkeaa itkemään ikkunalaudalle.)

HILMA. Elkää, elkää nyt, äiti kulta…!

SIIRI. Niin, ennen aikoja. Kyllä täti sen huutaa. Minä pyysin… Hän
lupasi.

SOHVI. Vielä mitä! Toinen antaa enemmän, niin sillehän se jääpi.

 SIIRI. Olkaa nyt huoleti! Eipä siellä näy juuri olevankaan sen
huutajia. Tuossa vallesmanni jo kohottaa vasarata. Noin:
ensimmäinen — toinen — ja kolmas kerta. Täti sen varmaan sai.
Minä lähden kuulemaan.

SOHVI. Jumala suokoon! Muutenhan jäämme kokonaan ilman

särvintä kaikki tyyni.

HILMA. Rouva Vallström tulee tänne. Nyt saamme kuulla.

Kahdeksas kohtaus.

Edelliset ja rouva VALLSTRÖM.

SIIRI (ovella). No, täti, kuinka kävi?

ROUVA VALLSTRÖM (nyökäyttää Siirille myöntävästi). No, hyvää

päivää, Sohvi! (Tervehtii häntä.) Sohvi saa nyt pitää Muurikkinsa.
Minä huusin sen.

SOHVI (lankee maahan ja halailee rouva Vallströmin jalkoja).

Kiitoksia, kiitoksia tuhansin kerroin, rakas, rakas rouva!!

ROUVA VALLSTRÖM. Mitä te, mitä te nyt, Sohvi?! Ei pidä!

Nouskaa ylös.
(Nostaa Sohvia käsivarresta.)

Yhdeksäs kohtaus.

Edelliset, PUPUTTI, ANTTI, SINKKONEN, PAAKKUNAINEN,

EEVA-STIINA ja muutamia muita henkilöitä.
 SIIRI. Minkälainen on tulos, herra vallesmanni?

PUPUTTI. Paikalla. Jahka minä lyön nämä summat yhteen.

(Istuutuu, lyijykynä kädessä, pöydän taakse.)

(Rouva VALLSTRÖM ja SOHVI sekä SIIRI ja HILMA haastelevat

keskenään.)

PAAKKUNAINEN (lähestyy vallesmannia, kaivaen taskusta esiin

kukkaronsa). Minä olisin, tuota, pyytänyt saada maksaa, herra
vallesmanni.

PUPUTTI. Vuota! Näethän, että minä tässä räknään.

EEVA-STIINA (Paakkunaisen takana). Olisi pitänyt päästä tästä

lähtemään kotiin.

PUPUTTI (polkien jalkaansa). Hä? Kuka se siellä…? Vuota, sanon

minä!
Ja minne sinulla on sen kiireempi kuin muillakaan? (Jatkaa
laskujaan.)

PAAKKUNAINEN ja EEVA-STIINA (peräytyvät kansan joukkoon).

PUPUTTI (kotvasen kuluttua). Tästä ei tule täyteen sitä summaa,

minkä
Antti Valkeapää on velkaa.

ANTTI. Arvaahan sen. Mistäpä sitä niin äi'ää olisi lähtenyt, kun
kaikki niin vähään nousi.

SIIRI. Paljonko siinä uupuu, vallesmanni?

 PUPUTTI. Noin seitsemänkymmentäviisi markkaa. — Pitää siis
jatkaa irtaimiston myöntiä täällä tuvassa, ja joll'ei sekään piisaa, niin
on kiinteimistö…

ROUVA VALLSTRÖM (joka on mennyt vuoteen luo ja tarttunut

Liisun käteen). Herra Jumala! Hänhän on kylmä!

SOHVI (heittäytyy vuoteen yli). Liisu tyttöni! Kuollut! — — Kuollut!!!

HILMA. Kuollutko? — Siskoni! (Itkee.)

ANTTI (seisoo, äänetönnä katsellen ja kädet ristissä, vuoteen

vieressä).

SIIRI. Liisu parka! Hän pääsi vaivastaan keskellä tätä kurjuutta.

(Kansan joukossa hämmästystä ja hiljaista kuiskatusta. Muutamat

menevät vuoteen luo katsomaan ja palaavat jälleen peremmälle.
Joku menee kohta sitte poiskin.)

EEVA-STIINA. Hiljaapa se sielu erosi ruumiista, kun ei sitä kukaan

huomannut.

ROUVA VALLSTRÖM. Niin, milloinka hän lähti? Eikös täällä koko

ajan ollut joku tuvassa?

SOHVI. Taannoin se varmaan oli loppu, kun hän enkelistä haastoi.

Ja se se hänen sielunsa silloin korjasi. (Lankeaa polvilleen vuoteen
viereen ja nostaa kätensä taivasta kohti!) Siellä nyt taivaassa ei ole
Liisulla puutetta, ei vaivoja, ei kyyneleitä. Ja Herra tiesi, että täällä
hänellä ei olisi ollut enää mitään, mitään.

ROUVA VALLSTRÖM (lohduttelee Sohvia).

 PUPUTTI (kansaan päin). Tällä kertaa meillä nyt ei täällä ole enää
mitään tekemistä. Maksut otan vastaan kotonani. (Antille.) Mutta
meidän täytyy jatkaa toiste, että saadaan kokoon uupuva summa.
(Panee luettelon taskuunsa.)

(Kansa poistuu.)

ANTTI. Niinhän se on tehtävä. Tyhjilleenhän tässä talo kuitenkin

jääpi.

SIIRI. Herra vallesmanni!

PUPUTTI (joka on aikonut mennä). Neiti!

SIIRI. Sanoitte uupuvan seitsemänkymmentäviisi markkaa?

PUPUTTI. Niillä paikoin.

SIIRI. Olkaa niin hyvä: odottakaa vähän! (Ottaa kukkaronsa esiin.)

Ehkä saisin minä… Minulla sattuu olemaan… niin ei teidän tarvitse
enää vaivata — itseänne.

HILMA. Mitä sinä teet, Siiri?!…

SOHVI. Siirihän tarvitsee itse.

ANTTI. Ei nyt pidä…!

SIIRI. Kas tässä! Ottakaa nämä, herra vallesmanni! Siinä pitäisi

olla.

PUPUTTI. Te annatte ne siis Antti Valkeapäalle? Hänen

puolestaan?
 SIIRI. Kuinka tahdotte? Sama se, kunhan hän vaan on kuitti?
Piisaahan se?

PUPUTTI (ottaen rahat.) Kyllä, kyllä. Tässä on ehkä pikkuruisen

liikaakin, neiti, mutta sen minä sitte annan takaisin, jahka lopetan
rätingin.

SIIRI. Se on sama. Ett'ei vaan uutta ryöstöä tarvita? Eihän?

PUPUTTI. Ei suinkaan. — Te olette jalomielinen ihminen, neiti!

(Menee pöydän luo ja merkitsee rahat luetteloon.) Hyvästi sitte!
(Hyvästelee.) Nyt on minun puolestani täällä kaikki lopussa.
(Menee.)

PAAKKUNAINEN, EEVA-STIINA ja SINKKONEN (jotka ihmetellen

ovat keskenään puhelleet jotakin perällä, poistuvat myöskin).

SIIRI. Niin. Pitäähän meidänkin lähteä, täti, ja jättää heidät

rauhaan
Liisulle viimeistä velvollisuutta toimittamaan.

ROUVA VALLSTRÖM (taputtaen Siiriä). Kyllä, kultaseni,

lähdetään. Tahdoin vaan ensin sanoa Hilmalle, että Hilma sen
tähden juuri nyt saa jäädä muutamaksi päiväksi kotiin auttamaan ja
sitte tulla palvelukseeni, jos tahtoo. (Hyvästelee.)

HILMA. Hyvä on. Ja kiitoksia, rakas rouva!

ANTTI. Vaikeahan Sohvin nyt alussa olisi ilman Hilmaakin.

Kiitoksia vaan kaikesta!

SOHVI. Tästä ja kaikesta kiitos teille, rakas rouva ja Siiri! Jumala

teitä palkitkoon!…
 SIIRI (joka sillä välin on kätellyt Sohvia ja Anttia, suutelee Hilmaa).
Me siis emme nyt tapaa enää toisiamme, Hilma. Voi hyvin!

ROUVA VALLSTRÖM ja SIIRI (menevät).

HILMA (ei saa sanotuksi mitään, vaan pyyhkii silmiään, katsoen

Siirin jälkeen).

SOHVI (menee Liisun vuoteen luo). Ja nyt… (Jää tuijottamaan

Liisuun kädet ristissä.)

ANTTI. — työhön jälleen —

HILMA (ottaa nyyttinsä, vie sen pöydälle ja alkaa aukoa huivin

päitä) — uutta elämää alkamaan — alusta taas!

Esirippu.

(Loppu.)
 *** END OF THE PROJECT GUTENBERG EBOOK RYÖSTÖ ***

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