Summary

Copyrighted © 2005 by Fuss & O’Neill, Inc.Copyrighted © 2005 by Fuss & O’Neill, Inc.

Lean SummaryLean Summary

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The Waste Spotter’s GuideThe Waste Spotter’s GuideThe Lean Production SystemThe Lean Production SystemSupports of the Lean Production Supports of the Lean Production SystemSystemFocused Assessments Focused Assessments Manufacturing AssessmentManufacturing Assessment– Lean Production System Road MapLean Production System Road Map

AgendaAgenda

33

The Waste Spotter’s GuideThe Waste Spotter’s Guide

Tool used to highlight wasteTool used to highlight waste– Use to check your progressUse to check your progress

Have others use this in your areaHave others use this in your area

– Great tool when starting in a new areaGreat tool when starting in a new area– Helps us develop eyes for wasteHelps us develop eyes for waste

AGHHHH!!!!!!

44

TransportationTransportation

SymptomsSymptoms– Many conveyorsMany conveyors– Many busy hand trucks, forklifts, etc…Many busy hand trucks, forklifts, etc…– Widely spaced equipmentWidely spaced equipment– Precise stacking and un-stackingPrecise stacking and un-stacking

CountermeasuresCountermeasures– Analyze process flow:Analyze process flow:

Can processes be linked or combined?Can processes be linked or combined?

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InventoryInventory

SymptomsSymptoms– Prescribed storage Prescribed storage

volume exceededvolume exceeded– Material condition Material condition

deteriorateddeteriorated– Old dates on material Old dates on material

labels (DUST)labels (DUST)– Stacks of containers Stacks of containers

for WIPfor WIP– Sophisticated stores Sophisticated stores

systemsystem

CountermeasuresCountermeasures– Investigate standards Investigate standards

and procedures for:and procedures for:Stock identificationStock identificationStock locationStock locationReplenishment, Replenishment, withdrawalwithdrawalReview basis for batch Review basis for batch sizesizeReview setup processReview setup process

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MotionMotion

SymptomsSymptoms– Components, controls, etc. outside easy reachComponents, controls, etc. outside easy reach– Double handlingDouble handling– Layout not standardizedLayout not standardized– Equipment widely spacedEquipment widely spaced– Operators bendingOperators bending

CountermeasuresCountermeasures– Implement new layoutImplement new layout– Pay close attention to material presentationPay close attention to material presentation

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WaitingWaiting

SymptomsSymptoms– Operators idle or at slow paceOperators idle or at slow pace– Operators watching equipmentOperators watching equipmentCountermeasuresCountermeasures– Chart standard workChart standard work– Construct allocation, complete man / machine Construct allocation, complete man / machine

chartchart– Re-balance workRe-balance work– Bring in more work or shed work if requiredBring in more work or shed work if required

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OverOver ProductionProduction

SymptomsSymptoms– Piles of WIPPiles of WIP– Target and achievement Target and achievement

unclearunclear– Standard number of parts Standard number of parts

unclearunclear– Precision stacking on Precision stacking on

available surfacesavailable surfaces

CountermeasuresCountermeasures– Query underlying reasons Query underlying reasons

(e.g. payment schemes, (e.g. payment schemes, material supply, equipment material supply, equipment reliability, working pattern, reliability, working pattern, etc…)etc…)

– WIP and Mark Out locationWIP and Mark Out location– Condense layout, consider Condense layout, consider

one-piece conveyanceone-piece conveyance– Standard expectations – Standard expectations –

how much, where, whenhow much, where, when

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Over ProcessingOver Processing

SymptomsSymptoms– Variation between different operatorsVariation between different operators– Variation between standard and actual operationVariation between standard and actual operation– Activity adds no value from customer perspectiveActivity adds no value from customer perspective

CountermeasuresCountermeasures– Determine quality standard and how to define and Determine quality standard and how to define and

achieve standard operationachieve standard operation– Train operatorsTrain operators– Consider why process is being carried outConsider why process is being carried out

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DefectsDefects

SymptomsSymptoms– Poor material yieldPoor material yield– Work pieces in scrap Work pieces in scrap

binbin– High inspection effortHigh inspection effort– Difficulty in assemblyDifficulty in assembly– Rework facilityRework facility– Customer complaintsCustomer complaints– Irregularity of workIrregularity of work

CountermeasuresCountermeasures– Clearly identify Clearly identify

problems, causes, problems, causes, countermeasurescountermeasures

– Chart progressChart progress– If supplier involved, If supplier involved,

give feedback and give feedback and refuse to accept non-refuse to accept non-conforming partsconforming parts

– Enforce clear objective Enforce clear objective standardsstandards

WHAT How Much (use data)

WHY Possible Paradigms

Transportation

Inventory

Motion

Waiting

Over Production

Over Processing

Defects

OpportunitiesWaste Spotter's Checksheet

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Lean Production SystemLean Production System

ProvideProvide– Greatest ValueGreatest Value– Lowest Cost PossibleLowest Cost Possible

It how you run your businessIt how you run your business– Not a programNot a program

If it is it failsIf it is it fails– Needs to be part of your cultureNeeds to be part of your culture

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Garlock - TCV

Continuous Improvement

SpeedTo

marketJIT

Value Stream Mapping

Jidoka TPM

Hanedashi

6 Sigma

Poka-Yoke SMEDPull

Andon

Super-markets

Make itUgly5-S’s

5-Why’s VisualControl

StandardWorkTAKT

Flow Right Sizing

EmployeesInvolvement

Lean Principles

House of LeanHouse of Lean

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Just-In-Time Production (J-I-T)Just-In-Time Production (J-I-T) — J-I-T is a — J-I-T is a program that embraces single-piece program that embraces single-piece production based on actual customer demand production based on actual customer demand rather than forecast, producing only what’s rather than forecast, producing only what’s needed — when it is needed. needed — when it is needed.

The PillarsThe Pillars

Time-Based CompetitionTime-Based Competition — — Compress Compress the time to move product through the plant. the time to move product through the plant. The competitive reality is that the business The competitive reality is that the business producing the highest quality product at the producing the highest quality product at the greatest value in the shortest time sells the greatest value in the shortest time sells the most product.most product.

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Employee InvolvementEmployee Involvement — Harnessing the — Harnessing the energy and knowledge of everyone who energy and knowledge of everyone who works at your company by:works at your company by:– Focusing on the situation, not the individualFocusing on the situation, not the individual– Establishing clear goalsEstablishing clear goals– Maintaining self confidence and esteemMaintaining self confidence and esteem– Providing clear feedbackProviding clear feedback– Taking initiative to make things betterTaking initiative to make things better– Leading by exampleLeading by example– Monitoring & recognizing contributionsMonitoring & recognizing contributions– Training people to do their jobs wellTraining people to do their jobs well

The PillarsThe Pillars

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PricePrice

“ “ Do not mistake the difference between Do not mistake the difference between Value and Price. When the consumer Value and Price. When the consumer acquires a product, it is because it has a acquires a product, it is because it has a special value. If the production cost special value. If the production cost increases; We increase the price! Don’t increases; We increase the price! Don’t take this road, it doesn’t work. If your take this road, it doesn’t work. If your price increases without adding value, you price increases without adding value, you loose your Customer. Reduce your costs; loose your Customer. Reduce your costs; in the Profit Equation, it is the only area to in the Profit Equation, it is the only area to maneuver.”maneuver.”

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5S is absolutely fundamental when it 5S is absolutely fundamental when it comes to leancomes to lean– Ensures that the workplace is capable of:Ensures that the workplace is capable of:

visual control, standard work, and Lean visual control, standard work, and Lean ProductionProduction

– It is performed to improve Safety, Quality, It is performed to improve Safety, Quality, and Productivityand Productivity

a clean workplace is just a fortunate byproducta clean workplace is just a fortunate byproduct

5S Workplace Organization5S Workplace Organization

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Sort Sort - Determine what is needed to support standard - Determine what is needed to support standard work - remove everything else. work - remove everything else.

Set in OrderSet in Order - Label and make tools & parts easy to - Label and make tools & parts easy to find find – arrange them in the sequence of use. arrange them in the sequence of use.

ShineShine - Clean, paint, and inspect the workplace - Clean, paint, and inspect the workplace

StandardizeStandardize - Standardize the 1st 3 “S’s” - Standardize the 1st 3 “S’s”– Write standard work for performing 5-SWrite standard work for performing 5-S

SustainSustain - Make it a habit and make it visual - Make it a habit and make it visual


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5S is about eliminating waste – The fundamental premise of Lean

Implement 5S throughout the facility– Office & shop floor– Red tagged items should have a decision

dateUse a 5S audit– Measuring is the only way to keep it

going


2020

5 Whys5 Whys - Asking the question why “many” times to ensure that the root cause problem is accurately identified so that it can be corrected.

The 5 WhysThe 5 Whys

Process MeasuresProcess Measures - - Process measurements Process measurements are those that portray achievement in terms of are those that portray achievement in terms of the continuous improvement of process the continuous improvement of process parameters, not just in terms of process parameters, not just in terms of process results.results.

Well-made processes yield good resultsWell-made processes yield good results..

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Visual ControlsVisual Controls are used to clearly define normal or are used to clearly define normal or desired conditions and to expose abnormal and desired conditions and to expose abnormal and undesired activities.undesired activities.Visual controls can consist of charts, measurements, Visual controls can consist of charts, measurements, diagrams, lights and signs.diagrams, lights and signs.The LPS goal is to have visual controls on all processes.The LPS goal is to have visual controls on all processes.

Supports of the Lean Production SystemSupports of the Lean Production System

Standard WorkStandard Work provides a consistent routine that ensures quality & safety and is the basis of all continuous improvement activities. Standard work is best written by the people who do the work.

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Takt TimeTakt TimeTakt time is the rate at which the customer buys our Takt time is the rate at which the customer buys our product, expressed in minutes or seconds. It is used to product, expressed in minutes or seconds. It is used to determine the proper pace and staffing of a cell and the determine the proper pace and staffing of a cell and the required output.required output.TaktTakt = Available Production Time / Rate of Customer = Available Production Time / Rate of Customer

DemandDemandExample:Example: Customer wants to buy 240 hammers each dayCustomer wants to buy 240 hammers each day

Factory operates 480 minutes a day (actual minutes Factory operates 480 minutes a day (actual minutes not adjusted for anything other than breaks)not adjusted for anything other than breaks)480 minutes / 240 hammers = 2 minute 480 minutes / 240 hammers = 2 minute TaktTakt


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Single Piece FlowSingle Piece Flow - Create processes to build one - Create processes to build one piece at a time. piece at a time. LPS goal is to have one piece flow on every processLPS goal is to have one piece flow on every process. .

Standard WIPStandard WIP - Standard Work in Process. The - Standard Work in Process. The minimum number of units required in the process to minimum number of units required in the process to make it flow and support standard work. It should be make it flow and support standard work. It should be clearly & visually marked. clearly & visually marked. Right SizingRight Sizing - Using only the minimum required size - Using only the minimum required size to support standard work for work areas, equipment to support standard work for work areas, equipment and containers - prevents waste from entering an area.and containers - prevents waste from entering an area.


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Poka-YokePoka-Yoke -- Mistake Proofing. Processes Mistake Proofing. Processes designed so that it’s impossible to make an designed so that it’s impossible to make an error. Use devices such as gauges, gates, error. Use devices such as gauges, gates, deflectors and sensors to prevent deflectors and sensors to prevent processing bad parts or materials.processing bad parts or materials.

Visual RefillVisual Refill - Using lights, meters, flags or - Using lights, meters, flags or other visual means to signal the need for other visual means to signal the need for replenishment of materials, parts or replenishment of materials, parts or supplies.supplies.


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Setup ReductionSetup Reduction - significantly reducing - significantly reducing setup times, permitting more frequent setup times, permitting more frequent setups, which in turn results in smaller setups, which in turn results in smaller batches and increased machine batches and increased machine availabilityavailability. . – Rejects the concept that setups should be Rejects the concept that setups should be

amortized over large lots of partsamortized over large lots of parts– Will generate capacity without capitalWill generate capacity without capital– Average kaizen setup reduction event should Average kaizen setup reduction event should

reduce setup time 50% onreduce setup time 50% on the first event.the first event.


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Pull ProductionPull Production – Produce only when next – Produce only when next operation needs product (IPK) and only in the operation needs product (IPK) and only in the quantity to be shipped.quantity to be shipped.

AndonAndon - Japanese term for lamp. A bell, light - Japanese term for lamp. A bell, light or signal used to draw attention to a non-or signal used to draw attention to a non-standard condition.standard condition.


IPKIPK – In Process Kanban. Designed to – In Process Kanban. Designed to facilitate flow by making sure area has correct facilitate flow by making sure area has correct amount of work ready to go.amount of work ready to go.

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SupermarketsSupermarkets - A pull production technique. - A pull production technique. Materials in a supermarket are pulled off the Materials in a supermarket are pulled off the “shelves” by the “customer”.“shelves” by the “customer”.This concept allows for a minimum quantity of This concept allows for a minimum quantity of parts to be stored at the cell and as these parts parts to be stored at the cell and as these parts are consumed, they are replenished from a are consumed, they are replenished from a supermarket.supermarket.


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Make it UglyMake it Ugly - - Make waste visible, then fix it Make waste visible, then fix it nownow!!Wastes are the elements of a process that do Wastes are the elements of a process that do not add value for the customer, but increase not add value for the customer, but increase cost.cost.


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Multi-Skilled WorkersMulti-Skilled Workers - Workers that are skilled - Workers that are skilled in a variety of tasks. Rigid job descriptions & in a variety of tasks. Rigid job descriptions & excessive classifications hinder teamwork & excessive classifications hinder teamwork & reduce flexibility.reduce flexibility.DFM/ADFM/A - Design for Manufacturability & Assembly. - Design for Manufacturability & Assembly. Designing products with manufacturing & Designing products with manufacturing & assembly processes, tools, quality control assembly processes, tools, quality control measures and related equipment in mind.measures and related equipment in mind.

Goal = Minimum components which are easily Goal = Minimum components which are easily manufactured & assembled with no waste.manufactured & assembled with no waste.


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JidokaJidoka - - Equipment designed to sense & prevent Equipment designed to sense & prevent the production of faulty parts. When machinery the production of faulty parts. When machinery identifies a bad part it automatically stops the identifies a bad part it automatically stops the process until the problem is fixed.process until the problem is fixed.“Automation with the human touch.”“Automation with the human touch.”

Line StopLine Stop - Stopping production to expose waste - Stopping production to expose waste or process failure. Done to focus immediate or process failure. Done to focus immediate attention on the problem so that it is corrected attention on the problem so that it is corrected now!now!


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TPMTPM - Total Productive Maintenance. A process - Total Productive Maintenance. A process to maximize the productivity of equipment for its to maximize the productivity of equipment for its entire life.entire life.

QFDQFD - Quality Function Deployment. A multi-- Quality Function Deployment. A multi-skilled team listens carefully to the customer’s skilled team listens carefully to the customer’s unvarnished expression of their needs and unvarnished expression of their needs and translates those needs into engineering translates those needs into engineering characteristics, competitive assessments, characteristics, competitive assessments, selection of critical / key characteristics, selection of critical / key characteristics, product / process design & follow-up.product / process design & follow-up.


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Mixed ModelingMixed Modeling -- Making several different parts or Making several different parts or products in varying lot sizes so that the plant produces close products in varying lot sizes so that the plant produces close to the same mix of products that will be sold that day.to the same mix of products that will be sold that day.

Build every model every day!Build every model every day!


3333

Supplier CertificationSupplier Certification - A tool that improves - A tool that improves supplier performance by creating partner supplier performance by creating partner relationships.relationships.

Continuous ImprovementContinuous Improvement - This philosophy - This philosophy is founded in the belief that something can is founded in the belief that something can always be made better. Implementing the always be made better. Implementing the tools of LPS is never ending.tools of LPS is never ending.


3434

KaizenKaizen - Kaizen is a Japanese - Kaizen is a Japanese philosophy of actionphilosophy of action signifying change for the better. Specifically, Kaizen signifying change for the better. Specifically, Kaizen means to take something apart, think about it, and means to take something apart, think about it, and then to “make it new” by reconstructing it in a different then to “make it new” by reconstructing it in a different way.way.

KaizenKaizen = Thoughtful Acts of Continuous Improvement! = Thoughtful Acts of Continuous Improvement!

The Lean Production System uses the Kaizen The Lean Production System uses the Kaizen principles to continuously improve. Therefore:principles to continuously improve. Therefore:

Kaizen = Kaizen = KaiKai [to take apart and make new][to take apart and make new] ++ Zen Zen [to think about so as to help others][to think about so as to help others]


3535

Intranet (protected)Intranet (protected)– Key word searchKey word search– Book of Single Point Lessons or Book of Single Point Lessons or

Improvement IdeasImprovement Ideas

Don’t reinvent the wheelDon’t reinvent the wheel

K.I.S.S.K.I.S.S.

Employee recognitionEmployee recognition

Best Practice Sharing Across FacilitiesBest Practice Sharing Across Facilities

Single Point Single Point LessonLesson

Title:

x Basic Skillo CounterMeasureo Accessibilityo Safetyo Mistake Proofingx Producti vity

Written by: Marc HaugenPlant Shown:Helleby, England

Drawn Date: 5/17/00SPS Manager: Da ve Broadhead

Quick Change Tooling

Two widths of material required two different set-ups. Tooling was modified for quick change. The fixture for the wider material stays in the press. When it is time for the more narrow material, a second fixture is dropped in on top of the other fixture and attached with a one touch pin.

Wide material fixture

Narrow material fixture

Single Point Single Point LessonLesson

Title: Production Boards

x Basic Skillo CounterMeasureo Accessibilityo Safetyo Mistake Proofingo Producti vity

Written by: Kirt TassmerPlant Shown: Puebla

Drawn Date: 10-25-99SPS Manager: Jorge Anaya

Production boards shows each value added step of the process. Production boards are great visual controls, which show how products are manufactured. They can be used to train new employees about how products are produced and to help educate everyone in the plant about the product. These visuals can also be used to point out quality issues.

Raw Material

Finished Product

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Lean SummaryLean Summary

What Questions do you have What Questions do you have about what you’ve heard?about what you’ve heard?

Manufacturing AssessmentManufacturing Assessment

Plant Location ________________Plant Location ________________Assessment Date _____________Assessment Date _____________Lean Consultant _______________Lean Consultant _______________Contact ______________________Contact ______________________

Shop observations Visible signs of who customers are?

Focused Assessment Questions Focused Assessment Questions and Observationsand Observations

Quality levels & production levels posted? Takt time clocks? Visual work instructions? 5-S Rating? Do they post it? Regular cleaning

schedule? Aisles clean? People pick up litter? Point of use tooling? Only necessary items present? Set up times posted? Operation sequences posted? Inventory scattered around? Lot sizes? Equipment cleanliness? Chips? Grit? Air Filters?

1. Employees have a skills matrix, visible, for training purposes? How much training does each employee receive per year?

Questions

Focused Assessment Focused Assessment Questions and ObservationsQuestions and Observations

2. Production supervisors know where their bottlenecks are? Do they know their quality levels? Do they believe in continuous improvement?

3. Do they know what their OEE is? Is there a PM system?Is it being done? Visible? What is the % of planned vs. unplanned maintenance? MTBF?

4. Do they know what their set-up times are?5. Do they know their customer delivery schedule? Takt time?

Are operations below Takt time?6. Do they know their lot sizes? How do they schedule

inventory? Inventory # of turns?7. What is their on-time delivery? What is the % of suppliers

certified? Is incoming material inspected 100%?

LEVEL Workforce Supervisors / ManagersA Customer focus on Cost, Quality, & Delivery. Employees empowered to make changes. Skills matrix 100% complete, visible & maintained. Training >100 hours /year. Active cross training program.

Skills matrix complete and visible. Cross training as needed. Training >75 hours / year / employee. Teaming skills training. Active teams for continuous Improvement.

Semi-formal education and training program.Critical skills identified. Training >50 hours/year/employee. Plan for covering vacation and sick leave. Employee involvement awareness training.

Basic skills identified. No cross training program. Training >25 hours / year / employee. Little employee involvement.

No employee empowerment visible. No skillsidentified. No cross training. Training <10 hours / year / employee. No sense of urgency to improve operations. Employee turnover very high.

Knows & understands bottlenecks (people, parts,equipment, process). Ongoing continuous improvement in those targeted areas. Visibly empowers his / her people. Understands and can teach Continuous Improvement tools.

Knows bottlenecks & performs continuous improvement sporadically. Knows and can teach some C.I. Tools. Knows employee skills and provides training.

Knows of Continuous Improvement. Has C.I. Teams run by outside consultants. Beginning to believe in C.I. . Knows skills of employees, but not written down.

Does not visibly believe in C.I.. Knows little ofemployee skills. Continually playing catch up with parts schedule.

Makes all decisions for employees. Does not believe in C.I.. Continually delivering parts late to customer.

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Notes:Notes:

ManufacturingManufacturing - - AssessmentAssessment

LEVEL 5-S Visual Controls

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Notes:Notes:

All levels of 5-S implemented. Systems in place to maintain >20.0 rating. 5-S practiced daily. Full Visual Controls. Excellent safety rating. Standardization of all tools and gauges.

Point of use for all daily tools and gages. Improving to >15.0 rating. Organization andLabeling. Some standardization of tools andgauges.

Work areas and machine are clean and neat. Improving to >10.0 rating. There is minimumorganization and storage. Only necessary items are present.

Removal of unnecessary items has been completed. There is a daily cleaning of workarea. < 10.0 rating.

No system to attack dirt and clutter. No 5-Sprogram. Infrequent cleaning. No organization or standardization. <5.0 5-S rating.

Production / Quality & Performance metrics arecommunicated daily on boards. Information is updated daily. Easily interpreted visuals. Full visual work instructions. Visual controls for abnormalities.

Central communication is established and updated weekly. Explanation required. Some visual controls for abnormalities. Work instructions assisted by drawings.

Process improvement and some production info is visual and maintained. Explanation is required to interpret visuals. Work instructions are limited in use of visuals.

Some boards used for communication & processimprovements. Production info is updated, but not shared.

No visual boards for production metrics or general communications. Info not updated or maintained.Work instructions require frequent interpretation.


LEVEL TPM Set-up / Changeover

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Notes:Notes:

TPM process implemented. OEE >85%. Planned Maintenance >90%. Predictive Toolsused. Visual boards used for PM schedule.PM schedule on time within 5%. Operator PM’s completed 100%. Equipment 100% leakfree.

OEE >75%. Planned Maintenance >80%. PMschedule on time within 10%. Operator PM’scompleted >90%. Equipment calibrated 100%. Coolant enhancement program. 50% leak free.

OEE being performed routinely & >50%. PMschedule established. Operators clean equipment and perform daily checks. PM’s comprise 50% of total maintenance work.

TPM training sessions held on routine basis. OEE observations started. Downtime historyestablished. Initial cleaning of equipment.

No PM’s performed. 90% of maintenance work is on emergency basis. Equipment is run to failure. Operators/Cell leaders have no ownership of equipment. No downtime history.

“Zero” setup (< 3 min.). All setups are external. Tools / gages in kits and standardized. Practiced and documented setups. Formal reduction program in place. Quick remove / install / align features. Mistake proofing in place.

Single minute setup (< 9 min.). Setups done external. Tools / gauges in kits. Documented setups. Formal reduction program. Some standardization.

Setups between 10 & 60 minutes. Some setups done externally. Some tools / gauges in kits. Reduce setups only when a problem. Few standardized tools.

Setups between 60 & 120 minutes. Setups doneinternally. Some tools / gauges in kits. No formal program for setup reduction. Operator variation exists.

Setup > 120 minutes or do not know. All setup isinternal. No tool/gauge kits. No setup reduction program or awareness.


LEVEL Standard Work Inventory

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Notes:Notes:

All workstations have posted SWCS displaying TAKT, operation sequence and manual / auto time. All operations below TAKT time. Cycle times are within 20% of each other. Zero O.T. Flexible resources for spontaneous bottlenecks.

Standard work sheet elements are shown on boards for work area. Forms are understood and used by cell members. Achieve daily schedule with minimal O.T. Majority of operations are within TAKT time. Attacking C/T >T/T.Posted boards showing operation sequence. Not all personnel understand standard work. Bottlenecks are apparent. Alleviate by using buffer. Expedite when critical. Strategic O.T. Identified C/T > T/T operations.Work instructions developed by team.

Improvements implemented quickly. Bottlenecks are apparent. C/T > T/T. WIP is excessive. O.T used for maintaining throughput. Expediting.

Methods determined by individuals. No con-sistency. No bottleneck I.D. Expediting is significant. TAKT time not understood.

“One piece” flow. Fully implemented “Pull” system. Zero buffer stock. < 2 days WIP. 40 turns/year. < 5% square foot inventory space.

Lot size < 3. “Pull” system within selected cells. Strategic buffer stock held at bottlenecks. MRP used for Long Term planning. Schedules adjusted daily. < 1 week WIP. 30 turns / year. 5-10% square foot of inventory space.

Lot size < 10. Pull at incoming & outgoing areas. Significant buffer stock at bottlenecks. > 2 weeks WIP. 20 turns / year. 10-15% square foot of inventory space.

Lot size > 10. No “Pull” system. MRP used forscheduling. > 3 weeks WIP. 10 turns / year.20-30% square foot of inventory space.

Batch or large lot sizes (30-50). “Push” manufacturing. Extra inventory scattered through shop. > 4 weeks WIP. < 5 turns / year. 50-60% inventory space.


LEVEL Quality Material Management

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Notes:Notes:

DPM < 10. CPK = 1.47. All processes arecertified. Real time process control. $0 MRB.Mistake proofing devices at all operations. Op Cert. fully implemented.

DPM < 63. CPK = 1.33. 100% of processes arecertified. Real time process data collected atcertain operations. $0 MRB. Mistake proofing devices at some operations. Op Cert. training.

DPM < 254. CPK = 1.22. Process studies to identify KIV, KOV, KPV. Basic SPC toolsapplied to process variables. Minimum $$ MRB. Root cause analysis used to identify defect drivers.

DPM < 652. CPK = 1.14. SPC used on product dimensions not process variables. MRB $$ are significant. Mistake proofing awareness.

DPM < 2,700. CPK = 1.0. There is significantscrap & rework. No SPC awareness tools. Nomistake proofing awareness.

100% on time delivery. 100% certified suppliers.Dedicated supply management team to work process. Minimum number of material handlers.On time release of material. Sub tier partnerships.

95% on time delivery. 80% of suppliers certified. Some process improvement teams to work supplierissues. On time release of material.

90% on time delivery. Select suppliers certified. Some teams to work supplier process issues. Material release sometimes is late.

< 90% on time delivery. 100% of incoming materialinspected. No process team to work with suppliers.Lots of material handlers & expediters.

< 80% on time delivery. 100% of incoming materialinspected. Fire fighting of material managementissues. No supplier consolidation.


Plant Location ________

5 4 3 2 1

WorkforceWorkforce

55--SS

Visu

al C

ontro

ls

Visu

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ontro

ls

SetSet--UpUp

Qua

lity

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1 2 3 4 55 4 3 2 1

WorkforceWorkforce

55--SS

Visu

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ontro

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Visu

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SetSet--UpUp

Qua

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Qua

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1 2 3 4 5

Here, Global

Flow Manufacturing

People

QualityMachines

Production

Planning

Poke Yoke

Quality Awareness

TPM

OEE

Standard Work

Set-UpTimes

Inventory

Supplier Management

Work Force FlexibilityEquipment

Flexibility

TAKTTime

ProductionQuality

of Human Motion

Mfg.Flow

MaterialPresentation& Handling

Visual Pull -

Kanban

5-S

ValueStream

Mapping

Visual Controls

Kaizen

OperatorFlexibility

Training

Perfect Plant

Lean Production System Road MapLean Production System Road Map

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LEVEL 1. Value Stream Mapping 2. 5-S LEVEL

Notes:Notes:

All current and future value stream maps are complete, and value stream implementation plans are being followed for all product families.

Current and Future state maps and implementation plans are complete for top 90% of SKU’s.



Current State and Future State maps and an implementation plan are complete for one manufacturing family. Manufacturing families are defined for the plant using process mapping or other similar techniques.

No value stream mapping has occurred.

All levels of 5-S implemented. Systems in place to maintain >20.0 rating. 5-S practiced daily. Full Visual Controls. Excellent safety rating. Standardization of all tools and gauges.

Point of use for all daily tools and gages. Improving to >16.0 5-S rating. Organization andLabeling. Some standardization of tools andgauges.

Work areas and machine are clean and neat. Improving to >12.0 5-S rating. There is minimumorganization and storage. Only necessary items are present.

Removal of unnecessary items has been completed. There is a daily cleaning of workarea. < 8.0 5-Srating.

Beginning stage of 5-S implementation. >3.0 5-S rating.

No system to attack dirt and clutter. No 5-Sprogram. Infrequent cleaning. No organization or standardization. <3.0 5-S rating.


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LEVEL 3. Visual Controls 4. Workforce Flexibility

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LEVEL

Notes:Notes:

Production / quality & performance metrics are communicated daily on boards. Information is updated hourly. Easy to understand visuals. Management reviews take place at the cell.

Visual controls for abnormalities (Andons) are used. Visual work instructions are in all major production cells.

Boards are up at all major production cells and production information is updated.

Some boards used for communication and process improvements. Information is up to date.

Some visual boards for production metrics and general communications are on plant floor.

No visual boards for production metrics or general communications.

A Customer focus on cost, quality, and delivery. Employees empowered to make changes. Skills matrix 100% complete, visible & maintained. Training >100 hours /year. 100% of employees cross trained.

Skills matrix complete and visible. Team skills training. Active teams for continuous Improvement.>75% employees cross trained in cells.

Semi-formal education and training program.Critical skills identified. Employee involvement awareness training. >50% cross trained in cells.

Informal training program. >25% cross trained in cells

Basic skills identified. No cross training program. Little employee involvement.

No employee empowerment visible. No skillsidentified. No cross training. No sense of urgency to improve operations. Employee turnover high.

Manufacturing - AssessmentManufacturing - Assessment

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LEVEL 5. Training 6. Production Planning LEVEL

Notes:Notes:

>80 hours/year training per employee





<10 hours/year training per employee

One piece or set planning to demand

Hourly Planning to demand

Daily Planning to demand

Weekly Planning to demand

Bi-weekly Planning

Monthly Planning


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LEVEL 7. Supplier Management 8. Operator Flexibility LEVEL

Notes:Notes:

100% supplier on time delivery. 100% certified suppliers. Dedicated supply-mgmt. team to work process. Minimum material handlers. JIT release of material. Sub tier partnerships in place. >95% supplier on time delivery. 80% of suppliers certified. Some process improvement teams to work supplier issues. JIT release of material beginning.

> 90% supplier on time delivery. Select suppliers certified. Some teams to work supplier process issues. > 80% supplier on time delivery. Specific incoming material inspected based on supplier performance. Supplier measurement system in place.

> 70% supplier on time delivery. Random incoming material inspected. No process team to work with suppliers. No measurement system.< 70% supplier on time delivery. Random incoming material inspection. No supplier consolidation.

Only one operator performing multiple processes to complete a product running at TT.

Minimize the number of operators in all cells to maximize productivity in the cell at TT.

Advanced operator saving. > 50% of processes have one man running multiple operations.

Operator saving begins as operators start to run more than one machine. >25% of processes have one man running multiple operations.

Combine machine and hand motions (operators perform tasks while the machine is running) but still have one man to one operation.

Mix machine and hand motion. Operators watch the machine run. All operations have one man to one operation.


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LEVEL 9. Quality of Human Motion 10. Kaizen LEVEL

Notes:Notes:

Continuous motion, one operator in a Chaku Chaku cell that has no wait time - operator moves as if in a dance (Tai Chi like movements). All plant employees perform jobs with no wasted movement.

Chaku Chaku (loading/loading line). > 80% of all processes with automatic unload. Operators perform jobs with no wasted movement.

Mix of Chaku Nagu (line where operators do load / unload) and Chaku Chaku (loading / loading line). > 60% of all processes with automatic unload. Operators perform jobs with little wasted movement.

Chaku Nagu (line where operators do load / unload). > 40% of all processes with automatic unload. Majority of equipment automatically returns to starting position. Operators perform jobs with some wasted movement.Separating work between human & machine. > 20% of all processes with automatic unload. Beginning to reduce wasted movements of operators.

Auto processing (creating released hands). < 20% of all processes with automatic unload. No work done to reduce wasted movements of operators.

Spontaneous kaizen.

Every department does kaizen every day.

Kaizens once a week (without consultants).

Kaizens once a month (with or without consultants).

Kaizen pushed by corporate or only with consultants or had >1 kaizen event within past 6 months.

No kaizen event within past 6 months.


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LEVEL 11. Takt Time Production 12. Standard Work LEVEL

Notes:Notes:

All production is performed within TAKT timeusing one operator in the cell. TT known and posted in all production areas.

Production consistently meets TAKT time. TT known and posted in > 90% of production areas.

Production is consistently below TAKT time. TT known and posted in > 75% of production areas.

TAKT time known, but production Cycle times regularly exceed TAKT time. TT known and posted in > 50% of production areas.

TAKT time known, but production Cycle times regularly exceed TAKT time. TT known and posted in > 25% of production areas.

TT known and posted in < 25% of production areas.

All workstations have posted SWS and SWCS displaying TAKT, operation sequence and manual / auto time and std WIP.

Standard work sheet elements are shown on boards in all major production areas. Forms are understood & used by cell members.

Posted boards showing operation sequence in all major production areas. Improvements are implemented quickly in all major production areas. Not all personnel understand standard work.

Work instructions developed by work team in all major production areas.

Some work instructions exist, but they may not be located at actual operation.

Methods determined by individuals. No documented work instructions.


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LEVEL 13. Manufacturing Flow 14. Visual Pull - Kanban LEVEL

Notes:Notes:

One stroke / open room flow line.

Production Flow Line (cells) completing work for all product lines.

Some production flow lines (cells) completing work (for > 50% of product lines).

Some production flow lines (cells) completing work (for > 25% of product lines).

“Isolated Islands” - Some flow randomly distributed in the shop.

No flow. Production separated by isolated job shops.

Kaizen the Kanban. All items that can not be flowed are on kanban.

Kanbans up to date, cards legible (if applicable), audited (and resized if needed) regularly, no obsolete parts and there is a clear signal method. > 75% of items on kanban.

7 rules of Kanban followed. > 50% of items on kanban.

Kanban on each container of product. > 25% of items on kanban.

In early stages of Kanban. < 25% of items (by unit volume) on kanban.

No Kanban. No Pull.


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LEVEL 15. Material Presentation LEVEL

Notes:Notes:

One piece (set or kit) pull of components.

One Hour or less of components stored at the cell/line. Replenish what is used within the hour.

One Day or less of components stored at the cell/line. Replenish what is used each day. Std work for material handling in place

One Week or less of components stored at the cell/line. Transportation initiated by downstream process in weekly pulls

Two Weeks or less of components stored at the cell/line. Transportation initiated by downstream process in bi-weekly pulls.

Two Weeks or more of components stored on the cell/line, pushed by upstream process.

Days Supply of Inventory (DSI) < 5

Days Supply of Inventory (DSI) < 15

Days Supply of Inventory (DSI) <25



Days Supply of Inventory (DSI) >75


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and Handling 16. Inventory

LEVEL 17. TPM 18. Up Time Measurement LEVEL

Notes:Notes:

Predictive Tools used. Visual boards used for PM schedule. PM schedule on time within 5%. Operator PM’s completed 100%. Equipment 100% leak free.

PM schedule on time within 10%. Operator PM’s completed > 90%. Equipment calibrated 100%. Equipment 75% leak free.

PM schedule established and on time within 20%. Operator PM’s completed > 75%. Equipment 50% leak free.

Operators clean equipment & perform daily checks at all major equipment. PM’s comprise > 50% of total maintenance work.

TPM training sessions held on routine basis. Down time history established. Initial cleaning of equipment at selected equipment.

Equipment is run to failure. Operators / Cell leaders have no ownership of equipment. No downtime history.

OEE > 85%.

OEE > 75%.

OEE > 60%.

OEE measurements being performed regularly. OEE > 50%.

OEE observations started. OEE < 50%.

No OEE measures.


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LEVEL 19. Equipment Flexibility 20. Set-Up LEVEL

Notes:Notes:

One process - one machine, variable speed. Machine speed can be adjusted to meet TT. One line / cell per product family with excellent flow.One to one relationship between processes & machines - fixed speed (one process - one machine). All lines / cells enable good flow.

Equipment enables process flow. Ideally, design the line speed first, then select the suitable equipment. A majority of lines / cells enable good flow.

The BS&C equipment is modified - within reason - to create as flexible a line as possible. Some lines / cells allow for increased flow.

Using BS&C equipment, but line is created around equipment. Lines / cells allow for minimal flow.

Battle Ship & Cannon (BS&C) - big capacity high-speed machines unrelated to TAKT & Demand; Using large machine for small products, sophisticated computers / robots for simple products (overkill).

“Zero” setup (< 100 sec. average). Practiced & documented setups. Quick remove / install / align features. Mistake proofing in place.

SMED (< 9min. average). Set-ups done external. Tools / gauges in kits and standardized. Documented set-ups. Formal reduction program active. Some standardization.

Set-ups < 30 minute average. Mixture of internal and external. Some tools / gauges in kits. In the process of implementing set-up reduction program with set-up times posted by each machine (where applicable).

Set-ups < 60 minute average. Some set-ups done externally. Some tools / gauges in kits. In early stage of developing a setup reduction program. Documenting setup times.

Set-up < 120 minute average. Majority of set-up is internal. Little tool / gauge kitting. No set-up reduction program. Some set-up awareness.

Set-up > 120 minute average or do not know. All set-up is internal. No tool / gauge kitting. No set-up reduction program or awareness.


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LEVEL 21. Quality Awareness 22. Poka Yoke LEVEL

Notes:Notes:

Quality is built into the organization at all levels. Quality levels are understood, documented, posted, and meet six-sigma levels.

Quality requirements are clearly understood and posted in all appropriate work areas. Inspection, sorting, and correction are replaced by a high amount of prevention and/ or design for manufacturability.

Quality requirements are clear, and some operators are performing inspection activities. Quality requirements are posted in most work areas.

Quality requirements are clear and understood. Quality or Inspection Department is responsible for checking product. Quality is inspected in; sorting is evident.Quality awareness efforts started. Some quality requirements are known, but are not used nor maintained.

No quality focus. Quality levels and requirements are not known.

Automatic prevention of defects in all major processes. Line stop at fixed position (where applicable).

Automatic detection of defects within processes and stopping those processes at all major operations.

Automatic inspection - detect and throw out bad parts - at all major processes. Bad parts do not get to next station.

Gauge inspection at critical processes. Beginning to use mistake proofing devices.

Final inspection required and performed at critical processes - check & sort.

No in-process or final quality inspection, no preventive action, no mistake proofing devices.


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VisualVisual ControlsControls

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Plant Location: HerePlant Location: Here

Value StreamValue StreamMappingMapping

KaizenKaizen

5-S5-S

Set-UpSet-UpTimesTimes

EquipmentEquipmentFlexibilityFlexibility

TPMTPM

ProductionProductionPlanningPlanning

Takt Time Takt Time ProductionProduction

Quality of Quality of Human MotionHuman Motion

Mfg. FlowMfg. FlowMaterial Presentation & HandlingMaterial Presentation & Handling Visual Pull KanbanVisual Pull Kanban

OperatorOperatorFlexibilityFlexibility

StandardStandardWorkWork

Poke YokePoke Yoke

QualityQualityAwarenessAwareness

People

People

Machines

Machines

QualityQuality

Flow Mfg.

Flow Mfg.

Date: WheneverDate: Whenever

Supplier MgtSupplier Mgt

InventoryInventory

Work ForceWork ForceFlexibilityFlexibility

OEEOEE

TrainingTraining

PerfectPerfectPlantPlant

Score = 33

Summary

Documents

kill countermeasure

standard workall

perform daily

5s workplace

load unload

work instructions

focused assessment

total maintenance