Production System Tijuana

Objectives:
Provide an introduction / overview of the TPS & LSS

Where to find the materials and who to contact.

Gain a basic working knowledge of TPS tools / concepts via examples, exercises
and video.

Have some fun.

 TPS Tools

VSM (Value Stream Mapping)

Lean Tools
• 5S/ Visual controls
• Standard Work
• Changeover Reduction
• TPM – Total Productive Maintenance
• TMS – Teleflex Materials System
Quality Tools
• Variation reduction
• Six Sigma

TPS Tools are designed to increase profits by reducing cost and improving quality
through the Elimination of waste.
 TPS Lean Tools

Lean Tools are designed to increase profits by reducing cost, reducing lead
time by creating flow and eliminating waste.

◦ 5S/ Visual controls

◦ Standard Work
◦ Changeover Reduction
◦ TPM – total productive maintenance
◦ TMS – Teleflex Materials System
TPS Quality Tools

Variation Reduction and Six Sigma reduces costs by focusing on quality.

◦ Variation Reduction
Use of structured problem solving techniques to reduce variation in our
processes.

◦ Six Sigma
Use of statistical tools to Define, Measure, Analyze, Improve and Control
variation in our processes.
The 8 Wastes in Business
TIM WOOD U?
Transportation - Conveyance
Inventory
Motion - Excessive
Waiting
Over production
Over Processing
Defects – Rework & Scrap
Unused creativity
Where to use the TPS Tools?
 Manufacturing

 Purchasing

 Maintenance

 Administration

 Customer Service

 Design

 Marketing
How to Apply TPS Tools
Kaizen

◦ A continuous improvement mindset. Everything that we do today

can be improved. Kaizen has no end.
How to Apply TPS Tools
Kaizen Events vs. Projects

Both are team-based continuous improvement process. Utilizes TPS

tools eliminate waste, create flow and standardize operations.

◦ A typical Kaizen event will last between 3 – 5 days during which

time a full time team will focus on implementing a dramatic
improvement to the process.

◦ Project is medium to long term (may have numerous Kaizen

events) requiring project management.
 Team Launch – Kaizen Events
Implementing Immediate Improvement - ‘Quick Wins’
Team Launch Goal
The goal of the team launch is to create
a high-performing team by helping team
members quickly agree on how they can
be most effective and successful.
Team Selection:
A Critical Process Prior to the Team Launch
Teams should include representatives with a stake in the
project outcome
Team members should be selected based on skills and social
styles balance, not functional areas
◦ People have multiple skill areas
◦ Diverse skills develop in a team environment
◦ Having a balance of social styles ensures that all perspectives are
considered and one style’s weaknesses are compensated for by
another style’s strengths
Basic Tools for Team Leadership
Team
Getting Started Closing Out
Operations

 Allocation/ commitment  Project Plan  Feedback Session

of the Right Resources  Meeting Minutes/Action  Documentation of
 Team Launch
Item Log Results/Best Practices
• Mandate
 Feedback Sessions
• Ground rules
• Clear understanding
of Roles
 Deliverables-Oriented
Project Plan
Project Charters
 Project Plans
Use any project management tool to manage the project
but – have one that is detailed, measurable and
accountable!

EASK Project Action Plan

Project No: 1 EASK Leader: Marek Salaquarda Revision Date

Title: EASK project plan to supprot VSM improvement suggestions Date of next review

Team: Zdenek Kohn, John Adam, Zdenka Moravcova, Stanislav Fabik, Timeline
Andrej Baranek, Marie Trckova = Original Plan = Done = In progress = Past
Oct Nov Dec Status
Planned Dates (Past Due in Comments
Action Step / Kaizen Events Responsible 40 41 42 43 44 45 46 47 48 49 50 51 52 53 Red)

1. Inform graphic specialist - No multiples plurals)

Zdenka Moravcova 08-Oct-2010
on contents list
2. Pre translations description
2.1 Zuzana to provide translations to Daniela Zuzka Gazdikova 08-Oct-2010

2.2 Agree and introduce single database/format - exel N/A

2.3 Feed updated data to database - top 20 % Daniela Nemcova 30-Nov-2010

2.4 Feed remain data to database -rest 20 % every
Marek Salaquarda 30-Mar-2011
month
What’s in It for Me?
Kaizen is the organized use of common sense to improve cost, quality, delivery,
and responsiveness to customer needs.

Kaizen assembles cross-functional teams aimed at improving a process or

problem identified within a specific area.

Kaizen is the continuous improvement vehicle.

What’s in It for Me? (Cont.)
Kaizen is a focused, 3 - 5 day dedicated event.

Kaizen is a vehicle for driving quick hit value by implementing “do-now” solutions
through waste elimination.

Kaizen is a great project launching tool.

Kaizen is a vehicle to increased process speed and efficiency through employee

involvement.
When to Kaizen
When obvious waste sources have been identified
When the scope and boundaries of a problem are clearly defined and
understood
When implementation risk is minimal
When results are needed immediately – i.e., capacity constraints, setup
reduction, acute quality problems, safety/ergonomic issues
In the early stages of a project to gain momentum and build credibility
As a change agent when there is resistance to stimulate change
As a project launching tool leading to multiple follow-on projects
As a continuous improvement tool
Kaizen Approach – Quick Improvement
Quick improvements in the Measure Phase
◦ When waste and disorganization are adversely affecting the process of interest
◦ When removing waste and disorganization are major causes of process variation

The Procedure:
◦ Identify and plan small scope Kaizens
◦ Setup reduction on a drill
◦ Scrap reduction within a cell
◦ Rework reduction in an order entry department
◦ Implement do-now quick hits during the Kaizen event
◦ Parking lot items should be completed in 30 days after Kaizen
TPS - Implementation
How to get started with TPS
Identify a Change agent
◦ This should be a senior team member

Find an expert
◦ Needs to be qualified and experienced (this expertise should be
internalized as soon as possible).
Select starting point
◦ Scorecard results/ operational crises should offer some direction

Map the internal Value Stream

◦ Identify both value adding and non-value adding elements

Eliminate waste to compress the Value Stream

◦ Start by stabilizing and standardizing the process
TPS Implementation
Map the selected product Value Stream
Create future state map, roadmap and priority list
Stabilize the priority 1 process
◦ Using: 5s, Standard Work, Variation reduction, TPM

Create Flow between disjointed processes

◦ Using: Standard Work, Changeover Reduction

Implement Pull
◦ Using: TMS

Strive for Perfection

◦ Using 6 Sigma
 World
TPS Implementation Class
Six
m a
Sig
tion
aria
V on

Operational effectiveness
ct i
e du
R

LS
O
TO
A N
LE

Early Stages of Improvement Mature

Where to use the TPS Tools?

TPS can be implemented in any department to improve

any process. All areas of our business can be improved,
and TPS provides the tools to improve in all of these
areas.

•Value adding work happens at the process level!

•More people with ideas for change reside with the people doing the process!
•Real improvement happens fastest at the point of impact!
•Real value impacting everyone (our customers, our shareholders, ourselves)
happens first at the point of impact!
TPS – Value Stream Mapping
What is VSM?
What is a Value Stream?
◦ A value stream includes all the process steps (both value-added
and non-value added) that are required to complete a product or
service

What is a Value Stream Map?

◦ VSM is a method that visually shows the material and information
flows that help complete the product or service
What does a map look like?
How can a VSM help?

VSM does VSM does not

◦ Help to identify waste in the process ◦ Improve the Value Stream by itself
◦ Help to identify the Kaizen activities ◦ Replace Kaizen events
required to improve. ◦ Replace good daily leadership
Traditional - Process Improvement

Process Process Process

Stamping Welding Assembly

Raw Materials Finished Product

We are creating islands of excellence in a Sea of Waste!

Value Stream Improvement

Value Stream
Process Process Process
Customer

Order Entry Manufacturing Shipping

Sales Order Delivered Product

Enhance the Value and eliminate the waste to optimise the whole
Using the Value Stream Mapping Tool
product family
Voice of the customer or greatest
potential for improvement

current state Visual representation of how the

drawing process currently operates.

future state
Designing a lean flow.
drawing

plan and Strategic Development Action

implementation Plans - to achieve the annual
objectives
Leadership is the key
Organize by value stream
Communicate with all levels of the organization
Prioritize projects and manage by SD deployment
Performance measurement and follow-up
Lead by example with hands-on involvement

Implementation
 VSM Summary

~Top management is responsible for driving Continuous Improvement to the future-state

vision.

~VSM provides a common language that help visualize more than the single process level.

~VSM links material and information flows to a timeline.

~VSM answers the question, “what kaizen events should we run next?”, and ties together
TPS Tools and techniques.
TPS – 5S/Visual Control
Lean Tools
 What Are the 5S’s?
1. Simplify Clearly distinguishing between what is necessary
(Seiri) and what is unnecessary and disposing of the
unnecessary.
2. Straighten Organizing the necessary items so that they
(Seiton) can be used and returned easily.

3. Shine Cleaning floors, equipment, and furniture in all

(Seiso) areas of the workplace.

4. Stabilize Maintaining and improving the standards of

(Seiketsu) the first three S’s.
1S 4S

S implify S tabilize

5. Sustain Achieving the discipline or habit of properly 5S

(Shitsuke) maintaining the correct 5S procedures. S US TAIN

S traig hte n S hine

2S 3S
Benefits of 5S
Safety - Reduce the number of lost time accidents, and OSHA
recordable.
Quality - Eliminate the possibility of using previously rejected parts or
the wrong tools. Eliminate contamination and assure compliance to
standard procedures.
Productivity - Eliminate wasted time looking for tools. Reduce cycle
time, reduce equipment downtime.
Visual Control

Is a simple and quick way to gather relevant information.

The information is displayed close to the cell such that it can be easily
accessed.
Visual Control - Benefits

•Eliminates waste from having

to look around or search for
information
•Problems are well known and
visible. As a result, they get
quick resolution
•Communication to cell team
members
•Communication to
management
TPS – Standard Work
Lean Tools
 Standard Operations

Defines the best combination of

◦ workers
◦ machines
◦ materials
To achieve customer requirements with minimum
◦ labor
◦ space
◦ Inventory and Equipment
Standard Operations

Three Elements
◦ Takt time
◦ Standard Operation Sheets
◦ Standard Work in Progress
Calculating Takt Time

Net Operating Time

Customer Demand

1,320 mins/day
6,120 units/ day

Takt Time: .216 min. or 12.9 sec./unit

 Product flow in a traditional factoryWave Solder Dept.
PC Board Assembly Dept.
Packing
Dept.

Raw
Materials STOCKROOM
Final Assembly Dept. Testing Dept.
Product Flow in a cellular plant
Final Assembly

Testing Wave Solder

PC Board
Packing Assembly

Customer Raw Material

One Piece Flow Production in a Cellular Layout significantly reduces

transportation, inventory, and waiting time while improving quality,
delivery, and costs.
Cell Design
Re-Balance Operation Sequences

Rebalance
workload
Takt
Time

Cycle Time

Operation Sequences
Standard Quantity Of WIP

The optimum amount of acceptable standard WIP depends on

the cell operation

Manual operations = 1 pc per operator

Manual + machine = 1 pc per operation

If machine time is greater than takt time = Cycle time/ Takt time
TPS – Changeover Reduction
Lean Tools
What is Changeover time?
Changeover time…

The elapsed time between the last good part off the last
production run and the first good part off the next production
run.

The Challenge…..to reduce this time to Zero.

Benefits of Changeover Reduction
•Reduced Lead Time
•Improved Quality
•Reduced Lot Sizes
•Reduced Inventory
•Increased Productivity
•Increased Capacity
•Reduced Maintenance Problems
•Increased Customer Satisfaction
•Increased Competitiveness
Overview

STEP 1
Document the setup and separate
events into internal or external

STEP 2 STEP 3 STEP 4

Convert Internal Streamline internal events Eliminate adjustments
to External events (Simplify, Reduce, internal to the setup
Eliminate)
Understanding Changeovers
Changeovers are made up of two elements.

◦ Internal Activities
These are the activities that must take place while the machine is not
running.

◦ External Activities
These are the activities that can be performed
while the machine is running.
Changeover Reduction Methodology
1. Video/Observe the current Set-Up.
2. Record every element of the Set-Up.
3. Determine whether the action is an Internal or an
External element.
4. Identify internal elements that can be converted to
externals.
5. Identify opportunities for improvement
6. Document new procedure .
7 . Train operators in new procedure
8 . Carry out another Set-Up using new procedure
TPS – Total Productive Maintenance
Lean tools
End The Chaos!

Decrease of
Breakdowns

TPM Decrease of
In-Process
Adjustments

Equipment
in better
Optimization
of Operation
working
Speed
condition

Manufacturing
Defects
The “Total” In TPM
Total Participation: everyone has a role to make TPM
work
◦ management must set direction and lead
◦ staff areas must support
◦ maintenance must maintain and train
◦ operators must learn and apply new skills
◦ equipment manufacturers
◦ equipment engineering
◦ equipment users
Why TPM?
Equipment
conditions
6 Major Losses: neglected
◦ Breakdowns Usage
◦ Set Ups and Adjustments conditions
not observed Insufficient
skills
◦ Minor Stoppages
◦ Speed Losses
◦ Quality Defects and Poor
Reworks Deterioration equipment
overlooked design
◦ Yield Losses
TPM - Naturally
We use our 5 senses to judge the overall condition of our car.
7 Steps to TPM

◦ STEP 1 — Clean The Equipment

◦ STEP 2 — Fix The Obvious
◦ STEP 3 — Establish Standards
◦ STEP 4 — Internal/External Checkup
◦ STEP 5 — Autonomous Checkup
◦ STEP 6 — Orderliness And Tidiness
◦ STEP 7 — All Out Autonomous Management
HP Video 30 min.

Lunch
TMS – Teleflex Materials System
Lean tools
What’s a Push System
Resources are Provided (Pushed)
Based on Forecasts or Schedules

Machine Assemble Ship

Materials Requirements Planning (MRP) System
Traditional “push” system
Follows mass production model
May provide material at the points where we need it against a
forecast and schedule
Is not a visual system
What is a Pull System
System to manage and balance the flow of material.
Eliminate waste of handling, storage, expediting, obsolescence,
repair, rework, facilities, equipment, excess inventory (Work-in-
Process & Finished).
Replenish only what has been consumed.
Provides visual control of all resources.
Ownership of the system is at the cell level.
A Simple and Flexible system.
Goals of a Material Pull System
•Closer match between production plan and customer
requirements
•Right-sized inventory
•Reduce risk of error/defects
•Reduce/eliminate Stock outs
•Increases communication
Benefits of a Material Pull System
KPI Pull Push
Affected System System

Q Complicated Bill of No Yes

Materials

Extensive computer system No Yes

Q, C required to keep work order
inventory status correct

D Operations work blindly No Yes

from one another

D Provides good visual Yes No

control

Easily managed by shop Yes No

D,C associates

D Production based on Yes No

customer demand
What Should Be In Place Already?
• VSM
i ece
• 5S / Visual Management e -P
On Flow
VS
M
• Standard Work
• One Piece Flow
• Changeover Reduction
• Variation Reduction R
Ch edu
an c e
5’ s ge d
ov
er
s

Standard Variation
Work Reduction
Push V’s Pull
Push System
8 Forecast Usage
8 Large Lots
8 Hidden Problems
8 Waste
8 Poor Communication
8 Approximation
8 Poor Visual Management
8 Remote Ownership
Make All We Can Just in Case We Need It
Pull System
8 Actual Usage
8 Small Lots
8 Exposed Opportunities
8 Minimum Waste
8 Good Communication
8 Precision
8 Good Visual Management
8 Local Ownership
Make What We Need When We Need It
System Development step 1 - Assessment

•Includes Value Stream Mapping within the plant

•Purpose of Assessment is to:
◦ Baseline current material systems and measurements
◦ Identify customer demands
◦ Identify lead-times, inventory status, and business issues
A-B-C Analysis
100

90 By closely managing A and B items

80
we can control the majority of the
inventory costs
70

60
Dollars
or 50 80-20 Rule:
Volume
A 20% of the parts drive
40 (80%)
80% of the inventory dollars
30

20
C
10 B (15%) (5%)
0 10 20 30 40 50 60 70 80 90 100

Percent of Inventory Items

System Development step 2 - Demand Management
•Purpose of Demand Management:
◦ Determine the level loaded rate
◦ Develop a daily build schedule
◦ Understand how variation in demand affects inventory and cost
◦ Introduce S&OP (Sales and Operations Planning) as a Tool to
Integrate Customer Demand with Production and Inventory
System Design

•Determine the method to pull material through the system

•Includes Kanban and/or Sequencing

When should Kanban be used?
Final Assembly
When processes cannot
be physically linked
together in a cell (creating
flow) we use Kanban.
Wave
Testing Solder Standard Work should be
done first to make
processes flow as much as
PC Board possible.
Packing Assembly

Customer Raw Material

When should KanBan be used?
•With low dollar items that the business does not want to spend a
lot of resources managing
•With high dollar items that the business needs to manage closely
•When the process lead-time is longer than your firm PSI schedule
•As visual control for over-production
•To introduce inventory into the system to compensate for lack of
flow
What is Sequencing?
•A pull system driven from the daily build schedule offset by the lead-time of
the process
•Different than MRP in that it is visual and set by actual customer demand
and not a forecast Final Assembly Schedule for Motor Assembly
Product Mon Tues Wed Thurs Fri
Z3 10 15 10 15 10
Z10 5 0 5 0 5
Customer Demand Rate = 15 / day
3 Day
Offset
End Bell Assembly – 3 Day Lead Time
Supplies Final Motor Assembly
Product Mon Tues Wed Thurs Fri
ESZ3 15 ? ? ? ?
ESZ10 0 ? ? ? ?
When Should Sequencing Be Used?
•Used generally for those items
that are:
•high dollar items
•items that take up a lot of
space
•items in which the producing
cell lead-time is less than
the customer requested
lead-time
TPS –Quality Tools
TPS Quality Tools

Variation Reduction and Six Sigma reduces costs by focusing on

quality.

◦ Variation Reduction
Use of structured problem-solving techniques.

◦ Six Sigma
Use of statistical tools to identify and control variation.
TPS – Variation Reduction
Quality Tools
What is Process Variation Reduction
The Relentless elimination of Variation is all processes necessary
to Satisfy the QDC+G needs of our Customers, People and
Shareholders – following a structured sequence of events:

PF/CE/CN/SOP
Normal Distribution

Inflection point

LSL USL

145 150 155 160 165 170 175

2 sigma’s between the Ave. and the nearest Spec. limit = a

2 Sigma process
Why do we care about distribution?

145 150 155 160 165 170 175

95.45% of the balls

Will fall between 150
And 170 in a 2 sigma
process
-6  -5  -4  -3  -2  -1  0 +1  +2  +3  +4  +5  +6 

68.27%
95.45%
99.73%
99.9937%
99.999943%
99.9999998%

Standard Areas Under the Normal Curve

 First Pass Yield and the Hidden Factory
(Process) Step 1 (Process) Step 2

Output
Product

Input
Material

 Every process (step) has variation to it. We live in an imperfect

world. Variation exists.

 The question is what are the spec limits and what will our yield
be?

© AAA
First Pass Yield and the Hidden Factory
(Process) Step 1 (Process) Step 2

Output
LS US LS US Product

Input No Defect No Defect

Material

Defect Defect Defect Defect

Evaluate Evaluate

Rework
* Rework
*
Scrap Scrap

 Every time a Defect is Created during a Process (Step), it takes additional time
and resources to evaluate, rework and/or scrap
 These Non-Value Added Activities Typically Require Additional Floor Space,
Capital Equipment, Material and People

© AAA
PF/CE/CN/SOP Process
Process Flow Diagram (PF)

Customer Driven Cause and Effect (CE)

$1,400

$1,200

Variation in
$1,000

$800

Distance
$600

$400

$200

$0
J F M A M J J A S O N D

# N How NC Who When

1 Base Clamp CAH 2/16/03

C = Constants 2

SOP 3
N = Noise
4

5
Apply the VR Process
•Select process according to SD scorecard or VOC.

•Capture current state metrics

•Apply PF/CE/CN/SOP tools

•Report out improvements made and forecast SD scorecard

impact.
TPS – Six Sigma
Quality Tools
Six Sigma – What is It?
“A comprehensive and flexible system for achieving,
sustaining and maximizing business success. Six Sigma is
uniquely driven by close understanding of customer
needs, disciplined use of facts, data and statistical
analysis, and diligent attention to managing, improving
and reinventing business processes.”

-- The Six Sigma Way, by Pande, Newman and Cavanaugh

 Six Sigma – In Perspective
99% Good ( 3.8 Sigma )
• 20,000 lost articles of mail per hour
• Unsafe drinking water for almost 15
minutes each day
• 5,000 incorrect surgical operations
per week
• 2 short or too long landings at most
major airports each day
• 200,000 wrong drug prescriptions
each year
• No electricity for almost 7 hours
each month
99.99966% Good ( 6 Sigma )
• 7 articles lost per hour
• 1 unsafe minute every 7
months
• 1.7 incorrect operation per
week
• 1 short or long landing
every 2 years
• 68 wrong prescriptions per
year
• 1 hour without electricity
every 34 years
Six Sigma – The Methodology

Define
Measure
Analyze
DMAIC Improve
Control
Six Sigma – Define

To validate the project, and confirm management’s intent and

commitment via a completed Project Charter.

•Roles Worksheet •Stakeholder Analysis

•Business Case •Project Charter
•SIPOC •VOC Analysis
•Gantt Chart •SPACER
Six Sigma – Measure
• To validate the measurement system, establish
baseline capability, and begin process exploration,
data analysis and brainstorming potential root
causes.

•Affinity Analysis •Fishbone Diagram

•Process Mapping •Graphical Analysis
•Prioritization Matrix •FMEA
•2 Types of Data •Basic Statistics
•Normality Assessment •Gage R & R
•Capability Assessment
 -To –establish
Six Sigma Analyze the actual root causes from the many
suspected root causes via statistical analysis.

◦ Hypothesis Testing ◦ Logical Cause Testing

◦ Chi Square ◦ 1P & 2P
◦ 1T, 2T, & Paired T ◦ F-test, Bartlett’s, Levene’s
◦ 1sign, Mann-Whitney ◦ ANOVA
◦ Moods – Median ◦ Krustal-Wallace
◦ Multiple Regression ◦ Simple Regression
◦ DOE ◦ Binary Logistic Regression
Six Sigma – Improve
•To establish, pilot and validate the solution based on root
cause(s) identified in the Analysis Phase.
◦ Poke-Yoke
◦ Advanced Brainstorming
◦ Solution Selection Matrix
◦ Pugh Matrix
◦ Piloting and Implementing
Six Sigma – Control

To implement a rigorous control plan that will

maintain the gain.
•SPC •x-MR Chart
•I-MR Chart •C & U Chart
•nP & P Chart •Response Plan
•Control Plan •Project
•Translation Documentation & Sign-
Opportunities off
 Six Sigma – Management Philosophy
• We must turn from Reactive to Proactive by
understanding that Y = f (x) Y = Output
f = Process or Function
x = Input
• Using the basic math formula Y = f (x)
• If we measure at all, we typically study the “Y”
• However, once “Y” occurs, it is too late to prevent it, we can only
correct it.
• To truly prevent the problem, we must understand the “x” that
cause the “Y”
• If we control the “x”, then we can prevent the “Y”
Review the APICS Video
and / or
Card Game
TPS - Sustainability
Sustainability
Green Belt Certification available for:
◦ Lean Tools

TPS Black Belt certification available for:

◦ Standard work and 5S
◦ Changeover reduction
◦ Variation Reduction
◦ VSM
◦ TMS

TPS Master Black Belt certification available for:

◦ Becoming a Black belt in all of the TPS tools
Certification for sustainability

5S/ VM Black Belt Evaluation

Candidate's Name:

Candidate attended Kaizen event as a team member (Date)

Location:

Candidate lead Kaizen event (Date)

Location:

Candidate taught and facilitated Kaizen event (Date)

Location:

Trained/ Facilitated Events Evaluated by: SD/BB in this Tool (name):

Event results approved by site leader (name):

Element Scoring - see below & "Directions" sheet

Evaluation Element Score
Candidate Performance - did the candidate demonstrate ability to perform the following elements: Implemented as Taught and Sustained after 3
team leader facitlitated months

Pre -Event

Process area selected according to business needs or VOC 0 0

Current State Photogaphs taken before improvement, current state metrics recorded, space, quality etc. 0

Multidisciplined team selected and training materials issued prior to the event (including project scope) 0

Associates in the affected area informed of the project 0

5S

Class- All modules covered 0

Team utilised Red Tagging procedures during simplify stage 0 0

Simplified workplace has been effectively straightened 0 0
5S checklists created and audits planned to help sustain improvements 0 0
Action list generated for items that could not be completed during the event 0 0

Visual Management

Class- All modules covered 0

Trainer/ Facilitator demonstrated full understanding of : what a good visual system is and uses personal examples. Leader has some
understanding of these tools 0 0
The team agreed with appropriate metrics and visual indicators for their working area and implemented them 0 0
Team applied all Opportunities for improvement with process level kaizen tools names for all changes. 0 0
Team prepared Action Plan reflecting actions required in next 30 Days. 0 0

Report Out
Report out to leadership and post the 30 day action plan and any changes to SD action plans 0

Results Sustaining
Monthly audits completed and countermeasures actioned 0 0
5S / VM improvements apparent across other areas of the business 0

Sub -Total Score 0% 0% 0%

Required for Qualification: 70% Total Score (%) 0.0%

Directions and Guidelines for Black Belt Evaluations

Rating explanation
0 = The candidate either did not have the opportunity or did not demonstrate the ability to perform a key element of
performance criteria
1 = The candidate does not demonstrate a clear personal understanding of the material, leaves out or by-passes
important information during the teaching/facilitating process or fails to effectively use the material.
2 = The candidate demonstrates satisfactory personal understanding of the material and effectively teaches/ facilitates all
key information and tools in both classroom and shop floor situations.
3 = The candidate demonstrates excellent personal understanding of the material, excels in teaching/facilitating tools and
concepts. Demonstrates leadership in teaching/facilitating TPS - Lean Tools

Any evaluation element with a rating of "0" (zero) must be re-qualified at a subsequent event.

Black Belt Certification requirements are, by design, of a rigorous nature that require prospective candidates to
perform at a leadership level. Minimum acceptable scores for certification are weighted to be 70% of the total
possible cumulative score for all rating categories combined

Rating categories
Implemented as Team Leader - candidate effectively lead a team to implement all key steps of the process, resulting
in significant improvements.

Taught and facilitated - candidate taught all elements of the tool using appropriate exercises and examples and
facilitated the process through the Team Leader and local management to assure effective implementation of
sustainable processes.
Sustained for 3 months - Standard Operating Procedures and results of the event have been maintained for a
meaningful time period (three months as a guideline) in the judgment of the site leader and a BB in the Tool. Such
results should be consistent with original goals and measurements and should demonstrate continued improvement in
performance trends and/or quality of documentation reflecting scorecard improvement

On completion of the evaluation (after 3 months sustaining) the Black Belt will be given an award in
recognition of their achievements. The Black Belt will then be qualified to sign off other candidates in this tool.
 Certificates:
CERTIFICATES & AWARDS
Black Belts
Thank you for your attention