AM Step 5 Training

AM

ECRS

How to make effective CIL tasks

efficient

ECRS Date: 11/12/03 1

AM Step 5 Training

AM AM Step5
1 - Veri fy r eadiness for Step 5
5 - Clarify Roles and Responsibilities
2 - Train on step 5 process and CBA’s
Preparation 3 - Review Current Losses (Equipment & Effort)
6 - Develop Step 5 Overall Activity schedule
7 - Set up Activity Board
4 - Set Step 5 Goals and targets

Maintain S tep 4 1 - Execute CIL and Inspection Standards developed in previous Steps
Conditions 2 - Monitor daily results and track in process and output measures

Collect all 1 - Collect all standards of routine activities perfor med around the equipment: Quality, Safety and Hygiene , CIL,
and deter mine which checks need to be integrated
existing checks 2 - Develop a baseline Route Map indicating locations and path of routine inspections
3 - Set the baseline time r equired to conduct all inspections included in standards

1 - Eliminate any duplication of e fforts (repeated a ctivities) 5 - P repare Tentative Integrated checksheets
Prepare a Tentative 2 - Review frequency of a ctivities based on equipment balancing the effort required on daily, weekly
Integrated per for mance and monthly activities
S tandard 3 - Combine activities
4- Define Tentative Integrated Standards

1- Execute Tentative Integrated Standards using the tentative checksheets

Conduct 2- Veri fy the e ffectiveness of the Integrated Standard to prevent equipment losses (failures, assists, touches)
3 - Modify Integrated standard based on the outcome of problem analysis for failures, incidents, defects
Autonomous 4 - Ensure all equipment related problems can be prevented by early detection of sympto ms during integrated
Inspection Activities standards routes
5 - Tra ck ti me required t to per for m all inspections and the number of inspections included in the integrated
standard
6- Re arrange activities to minimize motion losses (few locations)
7- Simplify inspection activities through enhancing the use of visual controls

Objectives 1 - Check against targets set (minor stops, MTBF, C IL e ffort, nu mber o f activities, skills to perfor m standards)
2 - Conduct gap analysis and take countermeasures
Met ?
3 - Veri fy effo rt required to conduct all inspections is aligned with the line organization requirements

Develop final 1 - Update Tentative Integrated Standards reflecting all changes made
Integrated 2 - Develop the final Route Map indicating locations and path of routine inspections
S tandard 3 - Train other tea ms on how to perfor m new standards
4 - Integrate standards into department DMS

S tep 5 Audit 1 - Conduct 3-level audit - confirm tea m’ s step 5 processes

2 - Celebrate success of passing step - recognize team and individual progress

Go to S tep 6

ECRS Date: 11/12/03 2

AM Step 5 Training

AM Inspection Effort Reduction Process

Collect all 1 - Collect all standards of routine activities performed around the equipment: Quality, Safety and Hygiene , CIL, ...
existing checks 2 - Develop a baseline Route Map indicating locations and path of routine inspections
3 - Set the baseline time required to conduct all inspections included in standards

1 - Eliminate any duplication of efforts (repeated activities)

Prepare a Tentative 2 - Review frequency of activities based on equipment performance
Integrated 3 - Combine activities
Standard 4- Define Tentative Integrated Standards

1- Execute Tentative Integrated Standards using the tentative check sheets

2- Verify the effectiveness of the Integrated Standard to prevent equipment losses (failures, assists, touches)
Conduct Autonomous
3 - Modify Integrated standard based on the outcome of problem analysis for failures, incidents,defects
Inspection activities 4 - Ensure all equipment related problems can be prevented by early detection of symptoms during integrated
standards routes
5 - Track time required t to perform all inspections and the number of inspections included in the integrated standard
6- Rearrange activities to minimize motion losses (few locations)
7- Simplify inspection activities through enhancing the use of visual controls

ECRS Date: 11/12/03 3

AM Step 5 Training

AM Reduction of time and number of items to check

E
E Eliminate Those Checks found to be
duplicated or obsolete. Those
Safety
checks justified by
Consequences of failures
Lubrication

Nuts & Bolts

C
C Combine/Change Those checks of different types
But on a common component
Safety
Electric
Lubrication
R
R Rearrange/Reduce Logistics time combining checks
On common components. Reduce
Nuts & Bolts Check frequency based on MTBF
Pneumatics
Electric
Hydraulics Pneumatics
Hydraulics
SS Simplify Methods of checking by
Improvements and development
Drive Units Drive Units Of checking devices, visualize, etc.

ECRS Date: 11/12/03 4

AM Step 5 Training

AM ECRS analysis
Operation X: A B C D E

Operations

The sequence indicated after the ECRS analysis

can be modified in terms of:

1. Elimination of unnecessary
inspections A B D E

2. Combination of different
inspections A B+D E

3. Rearrange the sequence of

different inspections B+D A E

4. Simplification of the
inspections B+D F

ECRS Date: 11/12/03 5

AM Step 5 Training

AM
Establishing the Inspection
Sequence and Route
Before After
Step 3 Grease
lubrication Lubrication P R
1
W
P W R oil R 13
11
W
1
R 13 W1
1
Pneumatic
9 W14
Q
Pneumatic
9 W14
13
S9,
12 W
Q S9, P2
12 W Puder Pneu 15
P

E-dosing
1 P2 A5, A1
4
3 Pude
A5, Pneu 15
P
A1
Se1 matik
rung
W
Be
W
S Waage ,2
Se1
4 W W R1, W 17 18 W
rrung mati R1 W Be
17 S Waage
18 ,2
W 3,4 16 9 3 S
S1,
S1 npult 2
2,3
k ,3, 16 9 3 npult S R S6, S t
2
,2, mixer Be
E- dosingk R9 mixer 4 S6, S
Weighing belt t
W9 7
Loading belt 5
Weighing belt o
W Loading7belt 5 o 3 Be c
10
B c Be 11
1 k
11
e1 k 10

pul en
R S6 A3, R2 A1 f R1 W
S6 A3 R2 A1 f R W Filter

di
Filter R Be 4 R5 ,2 e 0
S1

t
W6 W W 13

Be
Pelletse W6 Bedienp
ult Be ,4
W R5
W ,2 S1
e 10 13 Pellets W W
W
9 S3, Q2 W
S1, e, R7
Se 9 S3,
4
Q2 S1, e,
W
ingabe R7Se 4 36 W S1 feed A5 36 2
2,3 d
S 2W 5
A 4,5 2
2,3 S2 2
7 W
4,5 S2
10 7
AbzugshaS8 Be
d
1 Step 1 + 2 W0 S8,
R 8
3, Be 1
e
W R 8
3, e
P3 4 10 r
P
10 ube W ,10
8
4 10 r Cleaning 10 ComponentsW
10
8
3 P3 P3
9
Step 4 loading 9
Inspection

Autonomous Maintenance CIL path after steps 1,2,3,4 New frequency Daily
A lot of time spent duplicating efforts and visiting same place too often Reduction 20 inspection, 11 cleaning, 10 lubrication, 2 Weekly
Quality check points to only
20 inspection point of Autonomous Maintenance
Monthly

Integration of all checklists in one single standard

by monthly

ECRS Date: 11/12/03 6

AM Step 5 Training

Before
AM
Step 3 Grease
lubrication Lubrication
P W R oil
1
R 13 W1
1
Pneumatic
9 W14
Q S9,
12 W
1 P2
3 Pude
A5, Pneu 15
P
A1
Se1
4 W W
rrung mati R1 W Be
17 S Waage
18 ,2
W
k ,3, 16 9 3 npult S S1
2
,2,
E- R
dosingkW mixer 4 S6, S
Weighing belt t
9 Loading7belt 5 o 3
B c Be
11
e1 k 10
Filter R S6 A3 R2 A1 f R W
Be ,4
W R5 ,2 S1
e 10 13
Pelletse 6 Bedienp
W ult W9
W
Q2 W
S1,
Se S3,
4 e,
W
S ingabe R72W 5
A 36 2
2,3 S2
10 AbzugshaS8 7 3,
4,5
Be
d
1e Step 1 + 2
W R 8
P
10 ube W ,10
8
4 10 r Cleaning
3 P3
9
Step 4
Inspection

Autonomous Maintenance CIL path after steps 1,2,3,4

A lot of time spent duplicating efforts and visiting same place too often
ECRS Date: 11/12/03 7
AM Step 5 Training

AMAfter
P R
1
W
11
R 13 W
Pneumatic
9 W14
Q S9,
13 12 W
P2
E -dosing

Puder
A5, Pneu 15
P
4 A1
Se1 W W
rung matik R1, W Be
17 S
18 Waage
,2
3
W
S1,
3,4 16 9 S
npult 2
2,3
R S6, S t
9 mixer 7
Loading belt 5 Be
W
Be
Weighing belt o
c
10
11
1 k
R S6 A3, R2 A1 f R1 W
Filter Be R5 ,2 e
4 S1
Pellets W6 W
9
W W
Q2 W
S1, e,
0 13
Se S3,
S1 feed R7 5
A 4 3
6 2
2,3 W
d
2 4,5 S2
7 W 3, Be 1
e
W0 S8,
R 8 4 10 r
P3
10 ComponentsW
10
8
P3
loading 9

New frequency Daily

Reduction 20 inspection, 11 cleaning, 10 lubrication, 2 Weekly
Quality check points to only
20 inspection point of Autonomous Maintenance
Monthly

Integration of all checklists in one single standard

by monthly

ECRS Date: 11/12/03 8

AM Step 5 Training

AM The Approach
Before E
E Eliminate
Step 3 Grease Safety
lubrication Lubrication
P W R oil
1
R 13 W1
1
Lubrication
Pneumatic 14

C
9 W
Q
1
3
S9,
12
P2
Pude
W
15
P
A5, Pneu 4
Se1
rrung mati R1 W
W
Be
17
W
S Waage
18 ,2
W
A1 Nuts & Bolts C Combine/Change
k ,3, 16 9 3 npult S S1
2
,2,
E- dosingkWR9 mixer S6, S
Weighing belt Safety
R
4 t

R
Loading7belt 5 3
Rearrange/Reduce
B
11
o
c Be Electric
Filter
e1
R S6 A3 R2 A1
k
f
10
R W
Lubrication
Be ,4
W R5 ,2 S1
e
Pelletse W6 Bedienp
S ingabe R7Se2W
ult W
5
A
9 S3,
4
4,5
W
Q2
36
W
S1,
2
2,3
e,
W
S2
10 13

Pneumatics Nuts & Bolts

AbzugshaS8 7 1de Step 1 + 2
10
W
P R 8
,10
3,
4
Be
10 r Cleaning Electric
10
3 ube W 8
P3 Simplify
SS
9
Step 4 Hydraulics Pneumatics
Inspection
Hydraulics
Autonomous Maintenance CIL path after steps 1,2,3,4 Drive Units Drive Units
A lot of time spent duplicating efforts and visiting same place too often

After
P R
1
W
11
R 13 W
Pneumatic
9 W14
Q S9,
13 12 W
P2
Puder Pneu 15
P

E-dosing
A5, A1
4 W W
Se1 matik
rung ,2
R1, W Be
17 S Waage
18 W
S1,
3,4 16 9 3 S
npult 2
2,3
R S6, S t
9 mixer 7
Loading belt 5 Be
W
Be
Weighing belt o
c
10
11
1 k
A1

pul en
R S6 A3, R2 f R1 W
Filter

di
Be 4 R5 ,2 e
S1
W6

t
W W 0 13

Be
Pellets W9 S3, Q2 W
S1, e,
Se
S1 feed R7 A5 4 36 2
2,3 W
d
2 4,5 S2
7 W 3, Be e1
W0 S8,
R 8 4 10 r
P3
10 ComponentsW
10
8
P3
loading 9

New frequency Daily

Reduction 20 inspection, 11 cleaning, 10 lubrication, 2 Weekly
Quality check points to only
20 inspection point of Autonomous Maintenance
Monthly

Integration of all checklists in one single standard

by monthly

ECRS Date: 11/12/03 9

AM Step 5 Training

AM ECRS Steps
1. Draw line and unit operations and show task locations and sequence of how they are done
(“Spaghetti Chart”)

2. List current activities for each unit operation on the Analysis Work sheet.
(Fill in “Flow” and “What”)

3. Set the baseline of time required to do the inspections

4. Analyze activities with the five questions to simplify the work (aim-place-sequence-
people-modes); the “why” question is important , it is always necessary to ask it for
each of the five items. It is necessary to wonder why for each item, only one why does
not prove the need.

5. List the problems for each of the tasks

6. Critically analyze each single element and assess the possibility for operation
improvement:
Eliminate Combine/Change Rearrange/Reduce Simplify

a. Identify useless operations and find a way to eliminate them

b. Combine different elementary operations to reduce a build-up of operations
c. Find new solutions to reallocate and re-order operations
d. Find systems to simplify the remaining operations

ECRS Date: 11/12/03 10

AM Step 5 Training

2.1.9 ECRS analysis

AM No.
Operation
Flow What Why Who Where
Current Situation
When How Time Distance Problem
Improvement
E C R S Idea Target

Inspection
Unit Op Method Hassles -What is Kaizen Idea Time
Site (part)
undesirable
Activity + component Shift about the task
•Clean…. Daily
•Inspect … Weekly From an Eliminate
•Lubricate … Monthly ideal point -Why?
•Measure … to operate -What for?
•Adjust … from Combine
-Who?
-What?
-Where?
-How?
Rearrange/Reduce
-Who?
-What?
-Where?
-How?
Simplify
-How?
-Why this way?

2 3 4 5 6
ECRS Date: 11/12/03 11
AM Step 5 Training

Line
AM

Unit Operation

Sub
Assemblies

Components

Parts
ECRS Date: 11/12/03 12
AM Step 5 Training

AM The Sequence is Important

Under "Eliminate"
- The first thing to eliminate is duplicate tasks - thus you would look at
"What" tasks are duplicate, and "Why" to see if we really still need to do
them

Next is "Combine"
- Here you would want to look at combining tasks that possibly 2
different people are doing ("who") or combining tasks that are on the
same frequency ("When") -- Who and When are the next 2 columns.

Next is "Re-arrange/Reduce"
- Here you are looking at the whole sequencing of tasks and could I
move or group them to make easier - thus you would look at "Where"
which should be the next column

Finally - "Simplify"
- Obviously, here you look at making the task easier to do - thus you
would look at the "How" which is the next column.
ECRS Date: 11/12/03 13
AM Step 5 Training

AM Eliminate & Combine

Eliminate (E)
If we learn to keep asking “why” and “what for”, we may find a way to
eliminate unnecessary operations.

Elimination leads to greatest improvements.

Combine (C)

Giving an answer to questions “who”, “what”, “where” and “how” will

help find a way to combine a few basic operations together. The combination
may eliminate transport of the accumulations of basic operations.

A combined operations is usually made up of fewer basic operations than those

included in previous operations.
ECRS Date: 11/12/03 14
AM Step 5 Training

AM Rearrange/Reduce & Simplify

Rearrange / Reduce (R)
Giving an answer to questions “who”, “what”, “where” and “how” will
help find a way to reallocate and rearrange work orders.

New solutions to eliminate and combine may also be found.

Simplify (S)

After considering the methods to eliminate, combine and rearrange, attempts

may be made to simplify the remaining operations.

Also in this case a crucial question is “why this way”

ECRS Date: 11/12/03 15

AM Step 5 Training

AM Non value-added activities reduction

through ECRS concepts
Question Why ? Expected action Notes
What is the Why is this operation necessary? Eliminate 
Whenever possible, many operations are
purpose? Can it be eliminated? useless operations improved rather than eliminated.

Where is it Why must it be done in this place? Combine or Change 

performed? Where should we do it?
When is it Why are we performing this operation
performed? now, with respect to other things?
When should it be done?
Two operations carried out together
place often require such little time and
Reduce resources, as if they were just one
operation; sometimes it is possible to
combine one carriage with one
operation.
Combine or Change 
Improving the order in which operations
time or sequence are performed may allow reductions in
Reduce carriage, controls, testing, etc.

Who does it? Why does this person perform this
operation?
Who should perform it?
How is it Why do we perform this in this way?
performed? Does a simpler or a better way exist to
obtain the desired results?
How should it be performed?
Combine or Change 
A change in sequence may open up the
person way to several eliminations,
combinations, reductions.
Simplify 
After eliminating, combining, changing
or improve the method the operations and reducing the number
of elements, it is time to develop
"HOW" the job will be performed. This
is the last step in work simplification
and comes after all other steps are
completed.

ECRS Date: 11/12/03 16

AM Step 5 Training

ECRS Analysis - Guidance

AM
When meeting
Improvement Opportunity Check for Standard
standard
Equipment settings Frequency of NO
* Operation (Process Control) deviation from setting DEVIATION ELIMINATE
* Size Change Over (settings) INSPECTION
* Safety Inspections
* CIL’s
Frequency of NO ELIMINATE
failure / malfunctioning FAILURE UNNECESSARY
INSPECTIONS

Equipment Settings impacting Duplicity of activities NO

Product Quality from different checklists DUPLICATION ELIMINATE
* CIL’s REDUNDANT
* Quality Checklists ACTIVITIES

Several Inspection Items for All different locations ONE

a single equipment / area where inspections are SINGLE COMBINE
being conducted LOCATION INSPECTIONS

All inspection activities spread Sequence of inspection NO BACK

around the line activities - Motion around & FORTH REARRANGE
the line MOVES INSPECTIONS

Time needed to conduct Visual Aides in place NO TOOLS

inspection activities Accessibility Inspection NO PAPERS SIMPLIFY
points INSPECTIONS

ECRS Date: 11/12/03 17

AM Step 5 Training

INSPECTION EFFORT REDUCTION

AM Fairy Packing Line Achievements
Equipment Points Time (min)
Ultraviolet System 3 60
Fairy Cooling 7 140
Feeding Table 2 120
Filler 12 1035 Time (min) Points Equipment
Capper 3 180
Sorter 6 360 60 5 Fairy cooling
Cupping Control 2 60 140 3 Filler
Coding System 2 60 120 3 Capper
Case Former 12 640 1035’ 5 Sorter
Case Packer 9 1040 180’ 9 Case Former
Sealing
Weighting
8
1
960
60 E C R S 360
60
1
6
Case Packer
Sealing
Coding Cases 2 60 60 2 Gluing

14 69 4775
% Reduction
Min/month 92 % 380
Inspection Points
54 % 32
# Equipment 43 % 8
ECRS Date: 11/12/03 18
AM Step 5 Training

Color Coding for Inspection Routes

AM 1. Color Code
Daily Weekly
2. Labeling Inspection Points
P = Point

PX## PX## X = First letter equipment name

## = Inspection Point Number

3. Identifying Inspection Locations

4. Inspection Path

Path Width Path Width

ECRS Date: 11/12/03 19

AM Step 5 Training

Fairy Packing Line - Inspection Routes

AM (Daily / Weekly)

Inspection Location

2 Routes (daily / weekly)

Ending Starting
point point

ECRS Date: 11/12/03 20

AM Step 5 Training

AM The survey may be even more detailed

Sequence

- when is it done?
These questions, if asked systematically, - why is it done at that time?
represent the essential base to study - when could it be done?
methods (what, where, when, who, how, - when should it be done?
why).
Purpose People

- what is done? - who does it?

- why is done? - why does he/she do it?
- what else could be done? - who else could do it?
- what else should be done? - who should do it?

Place Method

- where is it done? - how is it done?

- why is it done? - why is it done so?
- where else could it be done - how else could it be done?
- where should it be done - how should it be done?
ECRS Date: 11/12/03 21
AM Step 5 Training

AM Group Exercise
• Review Team Material
– CIL Standard
– Quality, Safety, and PM Tasks
– Line event data to determine task effectiveness
• Go to the line and observe
– Do a QRP (Quick Risk Prediction)
– Observe CIL tasks done by line/equipment owners
– Review Safety, Quality and PM tasks being done
– Capture top line observations regarding inefficiency of current
inspections
– Make an equipment layout on a piece of paper
• Create separate overheads for each type of inspections (1 for CIL, 1 for Q, 1 for Safety,
etc.)
• Overlay the overheads on the layout

ECRS Date: 11/12/03 22

AM Step 5 Training

AM Group Exercise
• Discuss the following questions
– What are the next steps for our lead model?
– What are the barriers and watch outs for us to do our work?
– What are some of the other Key Pillar activities to be aware of as we
do the work?
– What will be the key differences in approach in Process vs. Packing
– What is the key difference between AM Step 5 lead model vs. AM
Step 4 model?
– What standards do we need to develop for AM Step 5?
– How much time should we plan on an average for a team to
complete AM step 5?
• Present conclusions to group

ECRS Date: 11/12/03 23