A STRATEGY FOR

PERFORMANCE
EXCELLENCE

 2000, QualityToolBox.com, LLC, all rights reserved

 Performance Excellence Series
Training Module Elements

Executive Overview Knowledge Tools Workbook

Breakthrough

Lecture notes Lecture notes

Participant manual

 2000, QualityToolBox.com, LLC, all rights reserved

 Table of Contents
Knowledge Breakthrough

Session 1.0 Introduction…………………………3

Session 2.0 Wastes Elimination…………………7
Session 3.0 One-piece flow…………………….26
Session 4.0 Single Minute Exchange of Dies…..65
Session 5.0 Visual Control and Workplace
Organization……………………… 78
Session 6.0 Quality the first time, every time… 97
Session 7.0 Total Productive Maintenance…...127

 2000, QualityToolBox.com, LLC, all rights reserved

 Continuous Improvement

Is the continuous
elimination of waste

 2000, QualityToolBox.com, LLC, all rights reserved

 What Does Kaizen Mean?

KAI + ZEN
To modify, to change Think, make good, make better

= KAIZEN
Make it easier by studying it, and making the improvement through
elimination of waste.

 2000, QualityToolBox.com, LLC, all rights reserved

 Why Kaizen CPI (Continual Performance Improvement)
Process
Improvement
• Data Driven Methodology to Magnify Impact of
Project
Implemented Process Improvement
Savings

• Apply Control Techniques to Eliminate Erosion of

Improvements
• Proceduralize/Standardize Improvements for
Maintenance of
Process
Performance

Improved Maintenance of Critical Process Parameters

Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance

Kaizen Time Kaizen

Savings
• Use Small Teams to Optimize Process Performance
CPI
by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time

 2000, QualityToolBox.com, LLC, all rights reserved

 The Nine types of waste

9 • Overproduction
Wastes • Delays (waiting time)
• Transportation
• Process
• Inventories
• Motions
• Defective products
• Untapped resources
• Misused resources
 2000, QualityToolBox.com, LLC, all rights reserved
 1. Overproduction
9
Wastes To produce more than is required *
To produce before required *
*Required by external and internal customers

 2000, QualityToolBox.com, LLC, all rights reserved

Elimination of Wastes and Continuous Improvement
• The Secret:
• Be Systematic
• Work with a versatile team
• Measure, evaluate
• Find the 5 Whys
• Follow up
• Standardize, make uniform
• Simplify
• Combine
• Prevent
• Make waste ugly

 2000, QualityToolBox.com, LLC, all rights reserved

 Think Break

Exercise 1: Wastes Identification

1. List at least one example of each of the 9 categories of waste

from a process within your organization.

2. Identify at least one possible cause for each of the specific

wastes listed.

3. Propose one or more actions to reduce each of these wastes.

4. Identify methods of measurement to determine results of

waste reduction efforts.

 2000, QualityToolBox.com, LLC, all rights reserved

 Think Break

Exercise 1: Wastes Identification

Identify one example Possible cause Proposed Method of
of each type of waste Action measurement
below
Overproduction

Delays

Transportation

Process

Inventories

Motions

Defective products

Untapped
resources

Misused resources

 2000, QualityToolBox.com, LLC, all rights reserved

 We will learn to:
• Recognize our lead-times
• Identify their components
• Reduce them with the help of
– the dedicated lines
– a one piece flow
• Establish dedicated lines
– in relation to family of parts
– in relation to TAKT time
• Attain one piece flow

 2000, QualityToolBox.com, LLC, all rights reserved

 When the delivery lead-time is bigger than the
manufacturing lead time:

This is life!
Delivery lead time

Manufacturing lead time

If not, it’s torture…

Delivery lead time

Manufacturing lead time

 2000, QualityToolBox.com, LLC, all rights reserved

 What is the solution?

False appearance of a solution

Delivery lead time

Manufacturing lead time

Generate and
support stocks

Solution…
Delivery lead time

Manufacturing lead time

 2000, QualityToolBox.com, LLC, all rights reserved

How to reduce the manufacturing lead time?
Delivery lead time

Manufacturing lead time

Identify and eliminate all wastes in our manufacturing

processes
Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours

?
 2000, QualityToolBox.com, LLC, all rights reserved
 What are processes made of ?
Delivery lead time

Manufacturing lead time

Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours
Storage,

98% Transport,
Waiting time

 2000, QualityToolBox.com, LLC, all rights reserved

 Visual Control & the Workstation

To Sort To Straighten
Ensure space for
Eliminate what’s each thing, and a
not absolutely thing for each space.
necessary No more searching.

The To Sustain
Maintain
5S continuous
effort. This is a
way of life. To Sweep
To Sanitize Maintain a clean
and orderly space to
Improvement of make problems
the workstation. easily identifiable.
Be organized to Eliminate rejects
reduce clutter. and scrap..

 2000, QualityToolBox.com, LLC, all rights reserved

 Visual Control & the Workstation

Ergonomics
•Adapt the workstation to the
employee
- more security
- more comfort
•Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints

 2000, QualityToolBox.com, LLC, all rights reserved

Kaizen for the
Workplace
Training and
Sourcebook
for
Kaizen
Worksheets
 How to Use This Manual
The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of
use. These forms MUST be completed in the order presented in this manual. Each section contains a brief
description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste. Strive to maximize yields and obtain
cost reductions from existing machinery and equipment before “buying solutions”.
Improve current systems and techniques before automation. Automating a system or
practices without first having an understanding of the process will not solve underlying
process problems.
Perhaps the most important point to remember is that we must understand a process
before we make any attempt in changing it. “No Tampering” is the first rule of
continuous improvement. We can not tamper with a process without understanding it.
By using these tools, we will all share a common and systematic approach for
questioning, analyzing, proposing solutions, experimenting, and finally, implementing
proven changes.
“The problems that exist in the world today
cannot be solved by the same level of thinking
that created them.”

Identify waste
Leadership
Improvement
Kaizen
Template

Measurement
 Table of Contents
Section 1 Standard Work Sheet (SWS): Used to create a visual picture of a
work area. Shows crew size and location; office layout, distances
within the work area, work in process, quality checks, and safety
precautions……………………………………………………………….. 4
.

Section 2 Time Observation Form (TOF): Used to identify each task

performed in a process or section of a process. Further used to
identify actual times for each task in order to determine the overall
process cycle time……………………………………………………….. 7

Section 3 Standard Work Combination Sheet (SWCS): Used to

graphically show each task time within a process in terms of it’s
relation to Walking, Manual, Auto and Idle time. It further shows
tasks which are performed in series and/or parallel [for further 11
analysis]…………

Section 4 Workload Balancing Sheet (WBS): Used to graphically show the

relationship between process cycle time(s) and TAKT time in order
to examine the line balance and resolve any rebalance [waste]
opportunities which may 14
exist……………………………………………

Section 5 Kaizen Action Sheet: Used to record problems/opportunities

which are identified by the process. The Action Sheet also records
the corrective actions, expected results, a drawing of the before
and after process, and finally measurements which will be used to
assess results…………………………………………………………….. 17

Section 6 Kaizen To Do List: Used to provide a summarized list of all

KAIZEN Action Sheets, the primary person responsible to follow-up
on each action, a due date for action item completion, and finally a
graphic display of the percent completion for each action
item………………………………………………………………………… 20

Section 7 Kaizen Target Sheet: A visual format for comparing continuous

improvement efforts to a desired target and known starting
value………………………………………………………………………. 23

Section 8 Kaizen Target Sheet Definitions…………………………………….. 26

Section 9 Kaizen Improvement Results: Used to document the before and

after results of improvement activities associated with key
performance metrics. …………………………………………………. 28
 TIME OBSERVATION WORKSHEET
Sheet 2
Date: Page of

Task/Process Being Observed Observer(s) Day/Time Of Observation

Step Observation Number Assigned REMARKS

No. Task Component Component
time
1 2 3 4 5 6 7 8 9 10 11 12

Time For One Cycle Total Running Time

(cumulative)
Time Time for each
Component
 Time Observation Form

Purpose Used to identify each task performed in a process or section of a process.

Further used to identify actual times for each task in order to determine the
overall process cycle time.

When To Use The Time Observation Form (TOF) should be used after the Standard Work
Sheet and Spaghetti Diagram have been completed.

Who Should Use It The Time Observation Form can be used by anyone involved in continuous
process improvement.

Expected Benefits The Time Observation Form will provide information about work sequence,
work content, and operation times. The TOF not only provides actual times,
but also provides best demonstrated performance, on the specific process
being analyzed.
 1. Complete Sections A. B, and C. with the necessary information.
How to use it
2. Fill in the Task Component blanks with the steps of the process. List the components in as
specific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece from
basket. 3. Walking to machine. 4. Loading piece into machine. And so on.

3. Begin timing the tasks. As each task is completed, stop the watch and record the cumulative
time on the form. Continue recording task times in this manner until the end of the process
cycle

4. At the completion of 12 full cycles, calculate and enter the “Assigned Component Time” for
each “Task Component”. Then sum up the “Assigned Component Time” for each “Task
Component” and enter this into the “Time For One Cycle” field. Be sure to include the time
spent on closing out work orders, or moving parts to next job.

5. During the manufacturing process, be aware of the steps taken to perform the job, i.e. If a
particular task component varies from 4 second for observation #1 and 47 seconds for
observation #2, provide comments about the observed variance in the remarks column.
Remember, in our quest to remove waste from the process, we want to question every task
component of the process.

6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for
measurable, repetitive task processes is calculated as follows:

A. Calculate the total time available per shift, day, etc. excluding breaks and lunches.
Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or
28,800 seconds.

B. Determine the required product quantity. [How many units have been sold] For this
example, let’s use 395 units for the required production for this operation.

C. Next, divide the total time available by the required production to arrive at the TAKT
Time. 28,800 / 395 = 73 seconds per unit.

D. Compare this TAKT time to the average cycle time of the observation.

1. If TAKT Time is greater than average cycle time, then we can conclude that
the required production can be met within the total time available. However,
we need to examine adding work from another process to minimize idle time.
2. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be
met within the total time available. We must eliminate work through Kaizen or transfer work to another
worker.