Team2B GBE KPO 4 001 00 Kaizen Template (Operations) Rev 05

Document Title : Kaizen Template (Operations) FTM1
Document No : GBE-KPO-4-001-00 April, 2008

Doc. Revision : 05
Document Date : April 07, 2008
Kaizen Template
(Operations)
Design. Build. Ship. Service.

Business Excellence
Project Title : ETE Material Replenishment

Site : Flex PTP
Line/Area : Raw Materials PCA Warehouse
Team No : 2B
Date : 13th March 08 – 25th April 08
Category : Operation & Office
Type : External / Internal
GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 1
FTM1
April, 2008
Table of Contents
Contents Slide(s) Contents Slide(s)
 PDCA (Plan – Do – Check – Adjust) 3  Idea Evaluation Sheet

22-23
 Independent Study on Kaizen Needs 4
 Before & After Kaizen
 Kaizen Team Members 5 24-34
 Kaizen Team Members Photo 6  Moonshine Team
 Goals & Objectives 7 35-36
 Target Sheet 8  Standard Work Sheet (After)

37
 Process & Information Flow 9
 Spaghetti Chart
 Value Stream Map 10-15 38
 Standard Work Sheet (Before) 16  Kaizen News Paper
 Spaghetti Chart (Before) 17 39-47
 5 Why Analysis 18-20  Kaizen Log (Homework Moving Forward)

48
 7 Ways 19-21
 Lesson & Tools Learned 49-50
 Kaizen Log (Proposal for Yokoten)
51
 Attendance List
52
 Financial Performance Dashboard
53
FTM1
Lean in Operations - PDCA April, 2008
Title: ETE Material Replenishment
1. Adjust 2. Plan
UM Jan Feb Mac Man Machine Environment
Total Inventory-raw mat US$ $ 15,783,087.55 $ 16,458,854.13 $ 8,984,781.13 No Locator
Total Space-raw mat Cub Mater (M3) 5850 5850 5850 Communication No proper Dust
DOS-FG/WIP/Raw Days 25 32 22 Breakdown bin
Trolley Noise
Racking
DOS Language Barrier too high
$18,000,000.00 35
High Cycle Time
$16,000,000.00 30 Material
$14,000,000.00 Bulky part too big
$12,000,000.00
25
High DOS Replenishment
Amount
$10,000,000.00 20 Total Inventory-raw mat 6 hours
Days
$8,000,000.00 15 DOS-FG/WIP/Raw No proper storage top up
$6,000,000.00 Double system
$4,000,000.00
10 for part return
$2,000,000.00 5 Part verification
Issuing base
$-
Jan Feb Mac
0
High Qty Spaghetti on standard
Month Pull Picking box
Material Method
Grasp
The
Situation On Hand Inventory (pcs) DOS
Date : 13th March - 25th April 2008 Customer / Model : All HP
Part# 21-Apr 22-Apr 23-Apr 24-Apr 25-Apr 21-Apr 22-Apr 23-Apr 24-Apr 25-Apr
HPMHP-Q8383-80029A 75904 135364 121924 101524 8 14 12 10
Team title : ETE Material Replenishment Line / Area / Module : Warehouse HPMHD-CC564-80035A 6480 16880 11560 11072 2 5 3 3
HPMHH-C8969-80001A 14310 13710 21618 13932 4 3 5 3
HPMHR-CB053-80191B 30340 29540 26800 24000 10 10 9 8
Start HPMHP-1253-6590 4000 7000 1000 0 0 1 0 0
% HPMHD-1253-7191 62832 62496 54264 52080 7 7 6 6
CTQs Unit of (16- Target 17-Apr 18-Apr 21-Apr 22-Apr 23-Apr 24-Apr 25-Apr Status
Improved HPMHH-1253-7367 40320 41220 34560 30720 10 10 9 8
Measurement Apr) HPMHR-1253-7191 31752 31752 31752 28896 11 11 11 10
WTG DOS 6.3 7.8 7.1 6.1
Material Replenishment
Hour 6 3 3 3 3 3 3 3 3
Frequency DOS
100%
DOS (days)
160000 16
Material Pick Time Sec 60 3 30 15 7 5 4 3 3 100%

OH (pcs)
140000 14 21-Apr
120000 12 22-Apr
Reduce DOS Day 6.3 3.2 6.3 6.3 6.3 7.8 7.1 6.1 5.1 6%
100000 10 23-Apr
80000 8
24-Apr
60000 6
MRP Disconnect No of item 0 8 0 0 0 0 2 2 2 25%

25-Apr
40000 4
21-Apr
20000 2
22-Apr
Cashier Scanning Sec 12 1 12 12 12 12 12 1 1 100% 0
HPMHP- HPMHD- HPMHH- HPMHR- HPMHP- HPMHD- HPMHH- HPMHR-
0
23-Apr
Q8383- CC564- C8969- CB053- 1253- 1253- 1253- 1253- 24-Apr
80029A 80035A 80001A 80191B 6590 7191 7367 7191
0-70% 71%-90% 91%-100% Above 100% Part Number
25-Apr
4. Check
3. Do
FTM1
Independent Study on Kaizen Needs April, 2008
Present Situation and Problems : Needed Output :

No Part Visibility where part store in the black bin.
High Pick time Due To One Loc With More Then One Part Reduce Material Replenishment Frequency
in the black bin From 6 Hours to 3 Hours
Improve Material Pick Time From 220 sec to
Too high inventory online with 6 hours kanban top up 3 sec
No Gravity Pull Gradient Design For FIFO Especially on Reduce DOS material at main store from
Bulky Part 6.3days to 3.2 days
Disconnect MRP replenishment into kanban pull
Long travel distance due to in proper material type process. 8 Bulky items.
segregation
High DOS at Store
Required Kaizen needs : Potential Risk and Metrics to be Monitored :

(based on kaizen needs) :
Improve Material Replenishment Flow
Flex will lose the flexibility to customer

Setting Up Supermarket Racking System
Improve suppler replenishment cycle process.

FTM1
April, 2008
Kaizen Team Members
No of Shingijutsu
Team Members Name Job Title Department
No Workshop attended
1 Saleh Jalil ( Team Leader ) Logistic Manager Logistic 0

2 Alfred Manjit ( Co Leader ) Materials, Dir Material 0
3 Lucy Lim Materials, Mgr Material 0
4 LS Tan Warehouse Manager Warehouse 0
5 Francis Tan Material Control Asst. Manager Production 0
6 YH Teo Receiving Asst Manager Warehouse 0
7 Tan Swee Fei Lead Buyer Material 0
8 Nelson Chiew Lead Buyer Material 0
9 Chai Mong She Lead Buyer Material 0
10 Salina Binti Abdullah Planner Material 0
11 Lee Yi Ying Engineer IT 0
12 Ganes a/l Perumal Kayandan Engineer IT 0
13 Rozali bin Abd Majid Asst. Supervisor Logistics 0
14 Richard Wong Material Control Supervisor Production 0
15 Mahendran Material Control Senior Leader Production 0
16 Irwana Binti Paiman Preparation Supervisor Preparation 0
17 Khairul Afsyam Receiving Supervisor Receiving 0
No of Shingijutsu
External Team Members Name Job Title Department
No Workshop attended
1 Luke Chuah Manager GLL 3
2 Yap Sook Mee Manager BE 1
3 David Wong Manager Program 0
4 Teng Seng Hin Engineer NPI Procurement 0
5 Andy Tan Buyer Purchasing 0
6 Eric Ng Snr Supervisor Production 0
7 Norshamsul Snr Engineer IE 0

FTM1
April, 2008
Team Member 2B

FTM1
Goals & Objectives April, 2008
Objectives
 Reduce Material Pick Time
 Improve Inventory Management
 Space & Material Layout Optimization
 Improve Visual Management
 Reduce Material Pick Traveling Distance
 To Reduce DOS For the Identified 8 Parts
Goals
% of
Goal UoM Current Target
Improvement
Reduce Material Replenishment Frequency Hour 6 3 50%

Improve Material Pick Time Sec 220 3 99%
Improve the DOS for the Identified 8 Parts Day 6.3 3.2 49%
Number of
MRP Disconnect Item 0 8 #DIV/0!
Cashier Scanning Sec 12 1 92%
Note : Pls ensure that all G&O identified in this page is captured under the target sheet.

FTM1
Target Sheet April, 2008
Date : 13th March - 25th April 2008 Customer / Model : All HP
Team title : ETE Material Replenishment Line / Area / Module : Warehouse
Start
%
CTQs Unit of (16- Target 17-Apr 18-Apr 21-Apr 22-Apr 23-Apr 24-Apr 25-Apr Status
Improved
Measurement Apr)
Material Replenishment
Hour 6 3 3 3 3 3 3 3 3
Frequency
100%
Material Pick Time Sec 60 3 30 15 7 5 4 3 3 100%
Reduce DOS Day 6.3 3.2 6.3 6.3 6.3 7.8 7.1 6.1 5.1 6%
MRP Disconnect No of item 0 8 0 0 0 0 2 2 2 25%
Cashier Scanning Sec 12 1 12 12 12 12 12 1 1 100%
0-70% 71%-90% 91%-100% Above 100%
Notes :
• Use this Target Sheet if project is not tracking ETE
• Please ensure all the G&O’s identified in Page 5 is captured.
• Site lean leader is responsible in reviewing this and ensuring that a follow thru is done till the closure.

FTM1
Process and Information Flow April, 2008

FTM1
Process Map For Material Replenishment - Before April, 2008
Model : FLO Main 26 Items
Production
Production Supermarket Production
Material Control
Production Material Control
Material Control
CT : 4640 secs CT : 1280 secs CT : 2100 secs CT : 7800 secs CT : 200 secs
CT : 60secs CT : 30 secs CT : 45 secs CT : 20 secs
WT : 0 WT : 0 WT : 0 WT : 0 WT : 0
WT : 0 WT : 0 WT : 0 WT : 0
1. Receive Production 1. Received FSR order/ 1. Material receipt 1. Part need to 1. Return Accesses
schedule from Material Pick List Physical & removed standard Quantity to be
scheduler  5 secs arrange dedicated quantity packaging  900 storage in the MI
2. Open excel spread personnel to pick verification  900 secs rack  200
sheet & Print out the material  30 secs secs 2. Material fall into MI secs
Production schedule 2. Pick physical part 2. After confirm Bin  2700 secs
 20 secs from location and verification, 3. IPQC buyoff and
3. Go to the Production count qty based on physical send will inspection
Line Kanban, check FSR list  110 secs to the production physical, follow
physical inventory, 3. Update Stock Card line to top up the inspection process
record down the minus out issuing kanban  1200  2700 secs
shortages items & quantity.  60 secs secs 4. Record into the
Quantity  900 secs 4. Material complete job, loading spread
4. Login to the Baan to pull trolley to the sheet 900 secs
Print the material pick verification kanban 5. Part Top up into
list report  120 secs area  30 secs MI bin according to
5. Material Pick list send 5. MH completed verify the part number 
to Mainstore personnel to acknowledgement 600 secs Total Lead time:
to start kitting material to close the FSR 
CT : 270 min /4.49HRS
Cycle Time
 3600 secs 135 secs
WT : 0 hrs
6. Update system to kick
out the inventory 
7.
900 secs
Filing FSR list  15 Mo r e t h e n
secs
>270 min Value add
Value enabling
Non value add

FTM1
Process Map For Material Replenishment - After April, 2008
Model : FLO Main 26 Items
Production
Material Control
Total Lead time:

CT : 125 min /2.08HRS Production
Supermarket WT : 0 hrs
CT : 7485 secs CT : 2 secs

WT : 0 CT : 30 secs WT : 0
WT : 0
1. Receive Production schedule from scheduler  5 secs 1. Empty MI Bin put below conveyer  2 secs
2. Open excel spread sheet & Print out the Production schedule  20
secs
3. Collection MI empty Bin at Production line  600 secs
4. Login to the Baan to Print the material pick list report  120 secs
5. Start pick physical part from location, based on inner standard pack
by waterspider  3600 secs
6. Record into the loading spread sheet 900 secs
7. Update Stock Card minus out issuing quantity.  60 secs
8.
9.
Material complete job, pull trolley to the counter station  30 secs
Counter approve and acknowledgement  35 secs
Reduce 145 min/ 2.41Hrs
10.
11.
Physical move directly to production line, to top up on 2 Bin
conveyer System  1200 secs
Update system to kick out the inventory  900 secs
Improve 53.70%
12. Filing FSR list  15 secs
Value add
Value enabling
Non value add

FTM1
Value Stream Map (Overall) April, 2008
Delfor through EDI /

Webpro
CT = real time
88mths
mthsForcast
Forcast
EDI
EDIPO
PO Mth
MthPO
PO
MRP (Weekly)
- Buyer create 1PO for 1 CT = 15 min / project Load Order by PA
customer suffix
CT = 1 hr / project
Supplier - Dummy PO for forecast HP
CT = 1 days commit Customer
Singapore
Agility – Daily Loading
LoadingPlan
Plan
Delivery • •weekly
weekly
High Cost
Scheduler creates MO • •daily
Email
daily Top Level
ROB
CT = 15 min / project
•D/O
Customer
Daily
•D/O CT = 0.5 days
Receiving IQA
Supermarket Production FG
0.05 Km 0.005 Km 0.1 Km 0.1 Km 0.2 Km
0.05 Km
0.3 Hours 0.3 Hours

4 Hours 0.6 Hours 1.3 Hours 12 Hours Value Add
: Picking cart : Material WT : Waiting Time

: Supplier : Fork lift : Information : Process E : Elevator
Flow(Blue) V
Flow(Black) PT: Processing Time Value Enabler
: Store : Truck : Process : Receipts : PC : Inventory T: Touches Non-Value Add

Flow(Black)

FTM1
Value Stream Map (Kanban Pull) April, 2008

FTM1
April, 2008
Value Stream for Material Kitting (Before)
Print Pick Select Pick Start Record & Print Replenish

Print Picklist
List List Kitting verification Docket to line
WT: 0.37 hr 0.17 hr 0 hr 0.03 hr 0.17 hr 0 hr

CT: 543 sec 50 45 150 60 58 180
1. Part verification - 60 1. Collecting parts at

1. Print Picklist from 1. Select Picklist by 1. Record Start Kitting sec 1. Print Delivery Kanban desinated -
Atlas - 20 sec Zone - 45 sec Time - 15 sec Docket - 18 sec 60 sec
2. Record Job Ref No - 2. Getting trolley - 20 2. Send part kitted to 2. Replenishment to

15 sec sec MH area - 40 sec line kanban - 120 sec
3. Record Print Time - 3. Travel to kitting area

15 sec - 10 sec
4. Pick Time - 60 sec
5. Push the parts on

trolley to Kanban
Total Lead time:
desinated - 15 sec
CT : 543 sec
6. Record Kitting End WT : 0-37 hrs
Time - 15 sec
e
Cycle Tim e
Cycle3Tsim
7. Record Zone - 15
54 eecc
sec 543 sT e Value add
Pick im e
Pick Tsim Value enabling
60 ec
60 s ec Non value add

FTM1
April, 2008
Value Stream for Material Kitting (After)
Print Pick Start Recording Replenish

Print Picklist
List Kitting to line
WT: 0.03 hr 0 hr 0.03 hr 0 hr
CT: 275 sec 20 75 60 120
1. Print Picklist from 1. Getting trolley - 20 1. Part verification - 60 1. Replenishment to

Baan - 20 sec sec sec line kanban - 120 sec
2. Travel to kitting area

- 10 sec
Total Lead time:

3. Pick Time - 30 sec
CT : 305 sec
WT : 0-03 hrs
4. Push the parts on
im eRR edduuccee
trolley to Kanban CyccleleTT
im e e
Cy
8 sec
desinated - 15 sec
2668imseeRceduccee
2 Value add
Pick T Redu
Pick Time 50 % Value enabling
3
00sseeccoorr50 %
3 Non value add

FTM1
Standard Work Sheet (Before) April, 2008
STANDARD WORK SHEET REVISION

B
Process Name / Area MI Doc. # - Doc. Rev # 0 OrginatorProcessMaintain
Model Number HPMHD-CC564-60035A05 Doc. Date DD 0 3 MM 0 3 YY0 8
Model Name FLO MAIN Product Name / Area C28
Operation Diagram No. Operation Sequence
Start
Walk to MI Kanban Location.
Physical Count and record those
MI MI MI MI
1-4 items that need to place order at
mainstore.
Print FSR and submit to mainstore
5
personnel.
Waiting Mainstore Personnel to pick
1 6
2 3 material.
4
Physical receipt and MH do
5
verification to close Job.
MH
Skip Store Keeper Send Physical to MI line.
1-4
End
5
Store Keeper
6
MI Issuing
Rack
Mainstore
Both TAKT Cycle

Safety # of pieces Work Return to Right Hand Left Hand Operato
Quality Check Standard WIP Hand time time
Precaution of WIP Sequence Start Operation Operation r#
Operat (sec) (sec)
6 R L L 15 40 1

FTM1
April, 2008
Spaghetti Chart – Material Top Up Route (Before)
Traveling Distance By Individual A

Supermarket
Traveling Distance by Individual B
Traveling Distance by Individual C

FTM1
5 WHY Analysis April, 2008
Early Shipment MOQ for Sea Shipment

FTM1
MPS With Buffer Load MPS 2 weeks Frozen

FTM1
Prompt Reschedule

FTM1
7 Ways ( Material Racking) April, 2008
Process Sketch Quality Requirements

Requirement :
1. Fit for material • No damage
2. FIFO
• FIFO
3. Zero cost
Idea 1 Idea 2 Idea 3 Idea 4 Idea 5 Idea 6

Idea / Option
Full Length Bin at Bin at Half Length Half Length 2 Bin in

Horizontal Vertical a row with
Form Form wood base

FTM1
April, 2008
Idea Evaluation Sheet For Racks
Idea 1 Idea 2 Idea 3 Idea 4 Idea 5 Idea 6

Assessment Criteria Wtg
Score Wtd Score Score Wtd Score Score Wtd Score Score Wtd Score Score Wtd Score Score Wtd Score
FIFO system 3 4 12 4 12 4 12 4 12 4 12 3 9
2 3 6 3 6 3 6 2 4 1 2 3 6
Cost Saving
3 4 12 3 9 3 9 4 12 4 12 2 6
Stock In Process
Picking Process 3 2 6 4 12 4 12 2 6 4 12 3 9
Part Labeling 3 3 9 2 6 2 6 3 9 3 9 2 6
3 4 12 2 6 3 9 4 12 3 9 3 9
Total Number of parts
TOTAL 57 51 54 55 56 45
Note: Note:
Wtg: Score done for ideas based on assessment criteria : Wtg: Score done for Idea based on Impact
3. Mandatory 5:Excellent
2. In between 4. Above Average
1. Good to Have 3. Average
2.Below Average
1.Poor

FTM1
April, 2008
Idea Evaluation Sheet for High DOS
Note: Note:
Wtg: Score done for ideas based on Wtg: Score done for Idea based on Impact
assessment criteria : 5:Excellent
3. Mandatory 4. Above Average
2. In between 3. Average
1. Good to Have 2.Below Average
1.Poor

Source : Shingijutsu / SGA
Title : ETE Material Replenishment Site Name FTM1
Month, Year April, 2008
Sub-title: High DOS Abcd.Efg@flextronics.com
Method for
Operations: Problem Action Taken Results - Improved DOS
Sustaining
Metrics Before After % Improved $ Hard / year $ Soft
Office
Identified 2parts for DOS 6.3 5.7 19 $ 40,775

Customer: DOS for the identified 8
parts inventory is at 6.3 Kanban Pull and Kanban Pull
days 6parts weekly pull Saving
HP
Tools Used per
Lean annum
Six Sigma USD$
40,775
Before Kaizen After Kaizen

Sub-title: Redesign Material Racking Abcd.Efg@flextronics.com
Method for
Operations: Problem Action Taken Results - Improve Space and Material Layout Optimization
Sustaining
Metrics Before After % Improved $ Hard $ Soft
Office
Material storage in Re-Set up the kanban M2 697 151 21 - $ 1,601.10

Customer: black bin have no rack to have better Create the procedure
visibility, difficult in visualization, FIFO Saving and flow on
FIFO control and management and maintaining the
HP inefficient pick time improve material pick
floor area storage system
Tools Used time per
Lean
annum
Six Sigma
USD$
1601
IFO
hF
wi t
ility ible
No Vi
si b V is

Sub-title: Dismantling Boxes Type Material Abcd.Efg@flextronics.com
Method for
Operations: Problem Action Taken Results
Sustaining
Office
Customer: Material store in boxes Remove all boxes upon

have no visibility, Improved Create a procedure
at receiving process
receiving
HP
require more space Visual
and additional
Tools Used dismantling process Management
Lean
Six Sigma
No Visibility &
Require more space Visible & Reduce space

Sub-title: MI Abcd.Efg@flextronics.com
Method for
Sustaining
Office
1 ) Removed Packaging, Improved Dedicate a team

Customer: change to standard size visual leader to maintaining
1 ) Standard Boxes
MI boxes. the line audit,
with bulky packaging.
2 ) Reduce the Manageme training and briefing.
HP 2 ) High inventory
Tools Used supply.
inventory, supply with nt
the inner standard pack
Lean
Six Sigma

C) C)
A) A)
Bin Transformation`
B) D) B) D)

Sub-title: Rearrange MI Rack Abcd.Efg@flextronics.com
Method for
Sustaining
Office
Improved Create the

Customer: visual replenishment
High inventory and poor Rearrange all parts into
procedure and
visibility with bulky standard boxes and Manageme delicated person
HP items reduce the raw WIP at incharge
Tools Used line nt
Lean
Six Sigma
Carton Boxes Zero Carton Boxes

Sub-title: Remove standby inventory at Abcd.Efg@flextronics.com
production
Method for
Sustaining
Metrics Before After % Improved $ Hard / year $ Soft
Office
Appoint a team
Customer: Make Supermarket Bin leader to maintain
SMT Material with 12 and locate together with the line audit,
Hrs inventory at WIP. Feeder Cart at Reduce DOS at WIP training and briefing.
HP Production Floor.
Tools Used
Lean
Six Sigma
Remove All Rack Slot Into Line

Title :ETE MATERIAL REPLENISHMENT Site Name FTM1
Sub-title: Visual Management (SMT Part) Month, Year April, 2008
Abcd.Efg@flextronics.com
Method for
Sustaining
No part Implement 1 Metrics Before After % Improved $ Hard $ Soft Standard Work.
location location per part. Mateial 60s 3s 100%
visibility.Easily Colour code on part Pick
caused mixed location to reduce Time
Customer:
part material pick time.
Tools Used Material Pick

Time Reduce
 Lean
Six Sigma From 60s to 3s

Sub-title: Scanning Time (SMT Small Part) Month, Year April, 2008
Method for
Sustaining
Long material Apply cashier Metrics Before After % Improved $ Hard $ Soft Standard Work
pick time. concept with Scanning 12s 1s 100%
Manual barcded scanning Time
kanban pull & system.
Customer:
no Poka-Yoke. ScanningTime
reduce from
12s to 1s
Tools Used
 Lean
Six Sigma

Sub-title: Trolley Design (SMT Small Part) Month, Year April, 2008
Method for
Sustaining
Trolley not Make small trolley to Standardise
designed to ease operator Metrics Before After % Improved $ Hard $ Soft trolley size.
suit material movement Trolley Bulky Small NA
size. Too Size
Customer: Bulky, difficult Small Trolley
for water to ease
strider water strider
Tools Used movement movement
 Lean
Six Sigma

Sub-title: Kanban Post ( SMT Bulky) Abcd.Efg@flextronics.com
Method for
Sustaining
No triggering Set up Kanban post Metrics Before After % Improved $ Hard $ Soft Documented
System for kanban post
inventory order system
Customer:
Kanban post
For material
Tools Used triggering
 Lean
Six Sigma

Sub-title: Rack Height Abcd.Efg@flextronics.com
Method for
Sustaining
Bulky part with Reduce height to Metrics Before After % Improved $ Hard $ Soft Documented
rack height > lower 5.5ft to avoid Rack >5.5ft <5.5ft NA material rack
5.5ft monkey effect to Height height
reach bulky items
Customer:
No monkey
effect.
Material rack
Tools Used with height
 Lean <5.5ft
Six Sigma

FTM1
Moonshine Team – Bulky Rack April, 2008

FTM1
Moonshine Team – Material Bin Preparation April, 2008
Material Bin Material Bin

modification modification
Good Visualization
Zero Carton Boxes

FTM1
Spaghetti Chart – Material Top Up Route (After) April, 2008
Supermarket Material

FTM1
April, 2008
Standard Work Sheet (After)
STANDARD WORK SHEET REVISION B
Process Name / Area MI Doc. # - Doc. Rev # 0 Orginator Process Maintain

Model Number HPMHD-CC564-60035A05 Doc. Date DD 0 3 MM 0 3 YY 0 8
Model Name FLO MAIN Product Name / Area C28
Operation Diagram No. Operation Sequence
Start
Walk to MI Kanban Location.

MI MI MI MI
1-4 Collection Empty MI Bin every 3 Hours.
5 Physical Pick at Supermarket warehouse.
1 2 3 4 1-4 Direct replenish back to the MI Line.
End
MH
Direct Picking By MH
5
MI Issuing
Rack
Mainstore
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1

FTM1
Kaizen News Paper April, 2008
Time
Remarks
Action Item Who Due Date Planned Closed % Completed
Reduce DOS material

Form team member Lucy 3/3/2008 4pm 6pm
Identify 4 bulky parts with high

inventory Nelson 3/5/2008 4pm 6pm
Input goals & objective Swee Fei 3/12/2008 4pm 6pm
Provide warehouse + bulky part’s

pallet data Saleh 3/13/2008 4pm 6pm
Provide Inventory and DOS for the 4

parts Swee Fei 3/13/2008 4pm 6pm
Brainstorming on 5 Whys but not

relevant Team 3/20/2008 4pm 6pm
Provide Inventory and DOS for the 4

parts Swee Fei 3/20/2008 4pm 6pm
Provide data why having high Nelson &

inventory Sharon 3/23/2008 4pm 6pm
VSM brainstorming Team 3/27/2008 4pm 6pm
• No Money 25% Complete 75% Complete
• No
• No Space
50% Complete 100% Complete

FTM1
Time
% Completed Remarks
Action Item Who Due Date Planned Closed
Reduce DOS material
VSM collecting data and preparation Team 31/3/2008 4pm 6pm
5 Whys concept brainstorming and

collecting data. Team 4/1/2008 4pm 6pm
5 Whys – MOQ for sea shipment Team 4/9/2008 4pm 6pm
5 Whys – Prompt wkly reschedule Team 4/9/2008 4pm 6pm
5 Whys - MPS buffer load Team 4/10/2008 4pm 6pm
5 Whys - 2wks MPS –before not frozen Team 4/11/2008 4pm 6pm
Process Mapping brainstorming Team 4/14/2008 4pm 6pm
VSM - future brainstorming Team 4/15/2008 4pm 6pm
VSM - overall brainstorming Team 4/16/2008 4pm 6pm

• No Money
• No
• No Space 50% Complete 100% Complete

FTM1
Time
% Remarks
Action Item Who Due Date Planned Closed Completed
Reduce DOS material

Update presentation slides Swee Fei 4/18/2008 10am 2pm
VSM for future brainstorming revised Team 4/18/2008 5pm 6pm
Swee
Fei/Lucy/Alfred/
Update and review presentation slides-7pages Saleh 4/18/2008 10am 2pm
Identify 8 bulky parts with high inventory and

updating target sheet Lucy 4/21/2008 9pm 1pm
Salina,Nelson,
VSM for planner brainstorming Team 4/21/2008 2pm 6pm
Min lot size l-reduce lot size with supplier Nelson, buyers 4/21/2008 2pm ongoing
Materials in too early compared (MPS) vs

consumption (Prod Schedule) -comparison datas Swee Fei 4/22/2008 2pm 8pm

• No Money
• No

FTM1
Time
% Remarks
Reduce DOS material

Inventory - current and future status Lucy 4/22/2008 10am 2pm
Disconnect MRP Alfred Manjit 4/22/2008 11am ongoing
Update kaizen newspaper and lessons learnt Lucy 4/23/2008 5pm 6pm
Calculate the hard savings for DOS and soft savings Lucy, Saleh
for space usage for the 8parts and Krish 4/23/2008 6pm 8pm
VSM for Kanban pull from production, supermarket,

receiving to supplier with Job Description and Swee
documents used Fei/Nelson 4/24 9pm 2pm
Update tracking and target sheet Lucy 4/24 11.30am 12pm
Finish presentation slides Swee Fei 4/24 2pm 6pm

• No Money
• No

FTM1
Time
%
Remarks
Completed
ETE Materials Replenishment

Team Forming Saleh, LS Tan, Francis Tan 2/20/2008 9am 10am
Define PDCA - Identify problem and kaizan

need Saleh, LS Tan, Francis Tan 2/20/2008 9am 10am
Define Objective & Goal Saleh, LS Tan, Francis Tan 3/10/2008 9am 10am
Identify kaizen Needed & Implementation LS Tan, Francis Tan 3/10/2008 9am 10am
Data collection for pick time & space LS Tan 3/10/2008 9am 4pm
Overall VSM LS Tan, Francis Tan 3/10/2008 9am 7pm
Review the material replenishment and

implementation LS Tan, Francis Tan 3/10/2008 9am 10am
Meeting with main store to review the material

pick up flow Francis Tan 3/13/2008 9am 10am
Modify material bin & trolley for material

transfer Richard 3/13/2008 9am 7pm
• No Money
• No

FTM1
Time
%
Remarks
Completed

Relayout the MI rack & remove all excess
material Francis Tan, Richard 3/13/2008 9am 9pm
Set up the balance material terminal Francis Tan 3/13/2008 9am 7pm
Identify the high usage part and review the top

up frequency Khairul 3/17/2008 9am 7pm
Segregate the FSR by usage to speed up the

doc submission Khairul 3/17/2008 9am 7pm
Data collection for pick time & space Khairul 3/17/2008 9am 7pm
Review the pick time and identify the 7 ways

for material racking LS Tan 3/17/2008 9am 7pm
Install the sample racking and review with the

team Rozali 3/19/2008 9am 7pm
7 ways on racking system Team 3/27/2008 9am 6pm

• No Money
• No

FTM1
Time
%
Remarks
Completed

SMT Line Kanban Storage box Francis Tan and Team 3/25/2008 9am 9pm
Bulky part racking set up - Sample IE and Thakur 3/27/2008 9am 6pm
Removed Kanban Rack At Production Floor Francis Tan 4/6/2008 10am 6pm
SMT Replenishment Material from 6 hrs to 3 Hrs. Nordin Sinin 4/6/2008 10am 6pm
Delicate SMT Bin with standard Size Measurement Khairul 4/7/2008 5pm 7pm
Pre-printed Part Number for the SMT Bin. Mohd Niyaj 4/7/2008 11am 7pm
Delicate SMT trolley for material replenishment. Nasri 4/7/2008 6pm 7pm
Supermarket Kanban Pull Box Suwash 4/9/2008 11am 6pm
Delicate SMT Bin for Empty reel exchange for the

individual Line. Nordin Sinin 4/10/2008 11am 6pm
Supermarket Material Indentification At Line Richard Wong 4/12/2008 2pm 6pm

• No Money
• No

FTM1
Time
Remarks
%

Water strider process-poka-yoke for parts exchange Mahen,YY, Mong She 4/21/2008 6pm ongoing
Water router efficient routing (dimsum concept) Shamsul, Teng 4/21/2008 2pm 5pm
Trolley design (7ways) Andy & Richard 4/21/2008 5pm 7pm
Door Safety Saleh 4/22/2008 6pm ongoing
RTS parts Sook Mee & Khairul 4/22/2008 5pm ongoing
Kanban Pull – Kanban Card, Post and Kanban Pull

signal board LS, Rozali,Teo Eric 4/24/2008 2pm ongoing
Barcode enhancement to ease scanning Team 4/23/2008 2pm ongoing
Fixed scanner at scanner station Team 4/23/2008 5pm ongoing
Inserting reel boxes to supermarket rack Team 4/23/2008 5pm ongoing
One Kanban card per standard pack Team 4/23/2008 9pm 9pm

• No Money
• No

FTM1
Time
Remarks
%

Practice roll play- Kanban Pull LS & Team 4/24/2008 10am 3pm
Video shoot roll play- Kanban Pull Saleh & Team 4/24/2008 12pm 12.15pm
Practice roll play-Cashier Scanning Francis & Team 4/24/2008 11am 12.30pm
Video shoot roll play-Cashier Scanning Saleh & Team 4/24/2008 11.30am 11.45am
5S flip chart with photos-before and after Nelson & Mong She 4/24/2008 3pm 6pm

• No Money
• No

FTM1
Kaizen Log – Homework Moving Forward April, 2008
Action Item Who Due Date Time % Completed Remarks

Sea shipment parts to dock at Singapore warehouse
and pull per demand Buyer 4/30 6pm
To follow up with Supplier on contract negotiation Supply Chain 4/30 6pm
To list down target Supplier to implement

SMI/CRP/JIT Supply Chain 4/30 6pm
To set up system linkage for SMI/CRP/JIT Supply Chain /

implementation with Supplier MIS 4/30 6pm
Planners to manage MPS buffer load Planner 4/30 6pm
Buyers to send weekly reschedule promptly Buyer 4/30 6pm
Buyers to negotiate reduction of MOQ for sea Buyer / Supply

shipment Chain 4/30 6pm
Buyers to react on pre-alert notice from supplier for

every shipment Buyer 4/30 6pm
Finance to conduct weekly cycle count for PCB &

Bulky parts Finance / Store 4/30 6pm
Note : 25% Complete 75% Complete
• Please include follow up action items that needs to be continued after the workshop.
• The follow thru targets will need to be included in the long term target sheet in the next slide.
• Site lean leader is responsible in following thru the actions identified in the kaizen log.

FTM1
Lessons & Tools Learned April, 2008
Tools Learned and application in our jobs

No Lessons & Tools Learned
(Please be specific)
Understand current situation, use fish bone to analysis, identify
1 PDCA Concept objectives and use target sheet to track progress
2 Double the Good, Halve the Bad
3 5 Why 1 How To identify the actual root cause
To get the best solution or way for problem solving, base on the
7 Way's + Idea Evolution Sheet
4 constraint using idea evolution sheet
5 Target Sheet To monitor progress and effectiveness of the action taken
Frequent changes, sometimes changes happened every
Just do it - Kaizen
6 day
Have received good and bad comment during Gemba
7 Walk from the Lean Management
8 Combine ideas will result greater achievement Teamwork achieves more
9 Good team work have better result. Applying team work in our daily operation activities.
10 Learning new tools through Shingijitsu workshop Applying kaizen in our daily lives
11 Learning and understanding kaizen Kaizen is a journey continuous improvement
12 Doctor and nurse concept Efficient and minimize work error.
13 Learning more about presentation skills Power Point usag,improve listening and communicating skills
14 Do First, talk later Trystorming not brainstorming
15 Never say "no" Try, Try and Try
16 Supermarket market control inventory, reduce materials, visible stock without boxes

FTM1
Lessons & Tools Learned April, 2008
Tools Learned and application in our jobs

No Lessons & Tools Learned
(Please be specific)
17 Mutual aggressive drive are needed for better idea Teamwork Achieves More
Repeated review of achievement is important, before
18 going for the result
19 No further unstuffing (break bulk) at point of issuance
20 All level team involvement will create better
21 HOD experience and understands the ground work
22 Practice makes perfect Repeated roll plays for cashier scanning and kanban pull
23 It's a difference experience getting our hands dirty Team Building is the spirit
24 Crack your head and try it
25 Poke Yoke of process (pick process)
26 No double handling
All part location must be identified with part no and
27 location no. Apply Supermarket concept
Making operator work easier to manage with shorter
28 cycle time Apply 7habits- Seek to understand
Inventory issue - how to disconnect MRP, do Kanban
pull - do list of materials, consumption, lot size and
29 current physical inventory Kanban Pull
30 Don't think of obstacles, just do it
31 The functions of Kanban system

FTM1
Kaizen Log – Proposal for Yokoten April, 2008
Items proposed for Yokoten Who Due Date Time % Complete Remarks
Kanban Pull for commodity connectors from
supplier Molex for high volume project Lucy June 2008 HV project
Supermarket racking bulky area LS Tan May 2008 PCA main store
Note:
• Please include follow up action items that needs to be continued after the workshop. 25% Complete 75% Complete
• Site lean leader is responsible in following thru the actions identified in the kaizen log.
• Site lean leader will select the items identified here for yokoten and will be transferred to the
yokoten tracking. 50% Complete 100% Complete

FTM1
Kaizen Workshop Attendance List April, 2008
AM – Session Before Lunch

PM – After Lunch Session
PM1– Evening Session (After Leaders Meeting)

FTM1
Kaizen Project Summary : Team 2B April, 2008
Financial Performance Dashboard
Scrap Reduction
Yield Improvement
Inventory / WIP OEE People Optimization Space Reduction/sq.ft Total Financial Gain
Indirect Material (IDM)
Tick the Appropriate (X)
Validated
TEAM Saving Saving Soft and
Result Result
Total/ Hard Saving Total Agreed
Result @ @ @ Result @ Saving
Start Target Start Target Start Target Saving Start Target Savings s Savings by Site
DD/MM/YY DD/MM/ DD/MM/ DD/MM/YY Sq Meter
People USD/month USD/m USD/month Finance
DOS USD YY Unit USD YY
onth (Name &
Position)
1 6.3 3.2 24/4/2008 6.1 697 151 24/4/2008
Note :
1. To be completed and presented on Friday
2. All financials to be validated by site Finance Controller.

FTM1
April, 2008
Thank you Design. Build. Ship. Service.

Team2B GBE KPO 4 001 00 Kaizen Template (Operations) Rev 05

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Team2B GBE KPO 4 001 00 Kaizen Template (Operations) Rev 05

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Document Title : Kaizen Template (Operations) FTM1

Document No : GBE-KPO-4-001-00 April, 2008

Design. Build. Ship. Service.

Project Title : ETE Material Replenishment

Contents Slide(s) Contents Slide(s)

 PDCA (Plan – Do – Check – Adjust) 3  Idea Evaluation Sheet

 Target Sheet 8  Standard Work Sheet (After)

 5 Why Analysis 18-20  Kaizen Log (Homework Moving Forward)

$10,000,000.00 20 Total Inventory-raw mat 6 hours

Material Pick Time Sec 60 3 30 15 7 5 4 3 3 100%

MRP Disconnect No of item 0 8 0 0 0 0 2 2 2 25%

Independent Study on Kaizen Needs April, 2008

Present Situation and Problems : Needed Output :

High DOS at Store

Required Kaizen needs : Potential Risk and Metrics to be Monitored :

Improve Material Replenishment Flow

Flex will lose the flexibility to customer

Improve suppler replenishment cycle process.

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 4

1 Saleh Jalil ( Team Leader ) Logistic Manager Logistic 0

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 5

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 6

Reduce Material Replenishment Frequency Hour 6 3 50%

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 7

Date : 13th March - 25th April 2008 Customer / Model : All HP

Team title : ETE Material Replenishment Line / Area / Module : Warehouse

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

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 8

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 9

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 10

Total Lead time:

CT : 7485 secs CT : 2 secs

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 11

Delfor through EDI /

0.3 Hours 0.3 Hours

: Picking cart : Material WT : Waiting Time

: Store : Truck : Process : Receipts : PC : Inventory T: Touches Non-Value Add

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 12

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 13

Print Pick Select Pick Start Record & Print Replenish

WT: 0.37 hr 0.17 hr 0 hr 0.03 hr 0.17 hr 0 hr

1. Part verification - 60 1. Collecting parts at

2. Record Job Ref No - 2. Getting trolley - 20 2. Send part kitted to 2. Replenishment to

3. Record Print Time - 3. Travel to kitting area

4. Pick Time - 60 sec

5. Push the parts on

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 14

Print Pick Start Recording Replenish

WT: 0.03 hr 0 hr 0.03 hr 0 hr

CT: 275 sec 20 75 60 120

1. Print Picklist from 1. Getting trolley - 20 1. Part verification - 60 1. Replenishment to

2. Travel to kitting area

Total Lead time:

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 15

STANDARD WORK SHEET REVISION

Both TAKT Cycle

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 16

Traveling Distance By Individual A

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 17

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 18

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 19

GBE-KPO-4-001-00 Kaizen Template (Operations) Rev. 05 20

Process Sketch Quality Requirements

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