Rev.

March 2008

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

Agenda, Day 1
Learning & Observing
A3 Discussion
Standard Work Discussion
Process Observation: Current Condition
Video
Gemba Walk

Rev. March 2008

Agenda, Day 2

Determining Current State

Gemba Walk:
Direct observation (use post-its so each
person can write down observed issues and
possible improvement ideas)
Focus on our objectives (5S, Quality,
Productivity, Layout, Safety, Ergo)
Take pictures of the current process
Review some process data after Gemba
(Schedule Attainment)

Determine Current Process:

Discuss w/ everyone how the current process
is actually taking place (post-it the process)

Rev. March 2008

Agenda, Day 2

Determining Current State

Determine Current Issues:
Gather sticky notes and post current issues on
the wall separated by type (5S, Quality,
Productivity, Layout, Safety & Ergo)
Identify issues on the process map on the wall
Prioritize Issues from Schedule Attainments
Brainstorm ideas and determine Quick Kills:
solutions that can be instantly implemented

Divide Team (4 sub teams of 3 people):

Rev. March 2008

Quality
Productivity (Parts per hour; Set-up Time)
Layout & Floor Area
5S and Safety
Assign Quick Kills to sub-groups w/
Deliverables or Future State and Deadline

Agenda, Day 3
Refining, Finalizing & Implementing

Trystorm Improvement Ideas:

Attack Quick Kills , layout changes and objectives:
send sub-teams to address their respective issues
Write down (30+ day plan) to be addressed through A3
Follow up throughout the day the development of each
sub-group
Determine final layout and process

Validate improvements towards our goals

Update/Create standard operating procedures

Rev. March 2008

Agenda, Day 4
Implementing & Documenting/Standardizing
Improvements

Complete improvement
proposals.
Continue to install and
refine Kaizen
improvements.
Document and standardize
Kaizen improvements.
Review Day 4 and plan
Day 5.

Rev. March 2008

Agenda, Day 5
Presenting, Graduating & Maintaining
Design and delivery of improvement
presentation.
Development of presentation material.
Demonstration of work completed.
Emphasis on next steps.

Improvement team graduation.

Management review/reinforcement of
Kaizen.
Participant recognition.

Warehouse Operations management

take on ownership for continued
project development (Kaizen never
stops).
Rev. March 2008

Evaluate and Improve

Evaluate the
improvements made
against the goals set.

Reward and Recognize.

Plan next level of
improvements without
losing gains.

Rev. March 2008

Day 5 - Graduation day.

Presentation by team to
management.

Certificates.

Visual display developed.

What is Kaizen?
A Japanese word that means:
Continuous Improvement
(small incremental steps for big success)

And is defined as The aggressive and immediate upgrade

of workplace methods (the people elements of performing
work) on a real time DO IT NOW basis.

Other definitions:
Kaizen: Change to become better or School of
Wisdom.
Rev. March 2008

10

Why Kaizen?
Best process-focused tool
to improve the operating Method- the People
elements of doing work that results in
Waste elimination.
Increased productivity.
Safer and better work environment.
Highly satisfied team members - full involvement
and opportunity to improve their workplace.
High quality and on-time delivery.
Immediate results.
Rev. March 2008

11

Why Kaizen?
Old Adage:
If you always do what you always did, youll
always get what you always got.
Competitive Corollary:
If the other guy gets better, youre going to get
less.
With regard to Continuous Improvement
The Skys the Limit !!
Rev. March 2008

12

Why Kaizen? (Contd)

Traditional Approach
Casts blame. Is critical.

Judgmental.
Attacks the person instead of
the problem.
Makes people feel defensive.
Keeps real issues hidden.
Promotes crisis management.
Encourages taking shortcuts
to get results.
Problems not solved but
merely put off.
Paralysis through analysis.

Rev. March 2008

Kaizen Thinking
Allows real issues to emerge.
Reduces blaming.
Increases trust and
commitment.
Improves the quality of
communication.
Increases capacity through
improved methods.
Tackles problems head on addresses root causes.
Dependent on those directly
involved.
Do It Now urgency

13

Where Kaizen ?
The technique works irrespective of the product or work
routines Universal and Flexible.

- All work can be improved.

Just a few examples:

Engine, turbo, automobile parts.
manufacture/assembly/sub-assembly, office buildings,
cafeterias, suppliers end, warehouse, tool room and in
our homes as well.

Rev. March 2008

14

COS

PRACTICE

A3
C O S P R A C T IC E # 9
PROJECT NAME

Dept GLIG

Increase trailer utilization by loading optimization

Date 10/13/10
Submitted By Yuesheng Pan

Team Leader:

Yuesheng Pan

Members:

Richard Sessler

Future State Increase 5% utilizaition and improve shipping quality

Paul Selph
Keith Thrope
Lavern Leachma

What is the Problem:

We have low trailer utilization in NA

1 Why

Less loading optimization opportunities

2 Why

started loading without consider all inventory

3 Why

Inventory comes to shipping bays at different times

4 Why

Picking by zone

5 Why

Irregualr shape loads

Task

Responsible
person

Base line data collection and control chart

Yuesheng Pan

15-Oct

13-Oct

Process observation

Yuesheng Pan

15-Oct

13-Oct

Target
Date

Completed
Date

3
4

Followup/ Unresolved Issues

Problem Description:

Rev. March 2008

15

The Kaizen Team Structure

Shared Responsibility

Team

Rev. March 2008

16

In addition ....
Participants possessing the necessary
prerequisites and applicable experience will be
able to lead Kaizen projects, after
demonstration of team leadership skills and
effective application of the tools on a minimum
of 3 projects.

Rev. March 2008

17

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

18

10 Basic Rules of Kaizen

Discard conventional fixed ideas for production.
Think of how to do it, not why it cannot be done.

Do not make excuses ... question current practices.

Do not wait for perfection ... do it right away.

Correct mistakes at once ... DO NOT HURT THE CUSTOMER.

Rev. March 2008

19

10 Basic Rules of Kaizen

Optimize current equipment and resources. Do not plan
on spending big money.

Wisdom is brought about when faced with hardship, and

when all can see and feel the waste.

Ask why five times and seek root causes.

Seek the wisdom of 10 rather than the knowledge of 1.
Kaizen never stops.

Rev. March 2008

20

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

21

Understanding and learning

7 Wastes

also supports

Rev. March 2008

&

22

Waste

Waste elimination is one of the most effective ways

to increase the profitability of any business.
Processes either add value or waste to the
production of a good or service.

Rev. March 2008

23

Waste
Definition: Using the resources over and above what is
actually required to produce the product.
Japanese word for Waste is MUDA
It is very important to understand what waste is,
where it exists & how can it be identified?

Rev. March 2008

24

7-Wastes :- A tool to categorize and

identify various wastes
Overproduction
Waiting
Transportation
Over-Processing (Unnecessary Operations)
Inventory
Defects
Unnecessary Motion
Untapped Human Potential (8th Waste)
Rev. March 2008

25

7-Wastes Contd.
Overproduction: Producing
more than what customers
require at this time
Examples:1. Producing product to stock
based on sales forecasts
2. Producing more because
space is available.
3. Producing more because you
can.

Rev. March 2008

Waiting: Idle time when

1.
2.
3.
4.
5.
6.

material, people or
equipment is not ready
Examples:Waiting for parts
Waiting for prints
Waiting for inspection
Waiting for machines
Waiting for information
Waiting for machine repair
Source: http://www.gemba.com

26

7-Wastes Contd.
Transportation: Movement

Over-processing: Effort that

of Products/Parts that does

adds no value to the product
in the eyes of customers
not add any value
Examples:Examples:1. Moving parts back and forth 1. Extra polishing the part for
surface-finish when it is not
on assembly line
required.
2. Moving defective parts back 2. Over-tight tolerances when
to suppliers and ordering
not required
again
3. Multiple coats of paint if not
3. Moving parts from one station
desired
to another

Rev. March 2008

27

7-Wastes Contd.
Inventory: More material,

Defects: Work that contains

parts, or products than the

customer needs right now.
Examples:
1. Raw materials
2. Work in process (WIP)
3. Finished goods
4. Consumable supplies
5. Purchased components

errors, rework, mistakes or

lacks something necessary.
Examples:
Scrap
Rework
Defects
Correction
Field failure
Variation
Missing parts

Rev. March 2008

1.
2.
3.
4.
5.
6.
7.

28

7-Wastes Contd.
Unnecessary Motion:
Movement that does not
add value.
Examples: Searching for parts, tools,
prints, etc.
Sorting through materials.
Reaching for tools.
Lifting boxes of parts.

Rev. March 2008

8th Waste: Untapped Human

Potential:
All ideas from each individual
must be given proper attention.
Underestimating Human
Potential is a big waste.

Always remember that

Small ideas lead to Big
Improvements.

29

Countermeasures to Wastes
Overproduction

Waiting

Transportation

Over processing

Inventory

Defects

Unnecessary
motion

Scheduling rules

Balancing
work
content

Evaluate and
improve method
/ distances /
containers

Standardization

Build to
order

Zero defects

Ergonomics

No work/full work
visual signals

Standardize

Bring Stations
Closer

Understanding
customer
requirements

Eliminate
batch
processing

Failsafing/
Error
proofing

Parts within
range

Takt time
Vs Cycle time

Zero
defects,
TPM

Bring
Subassembly
closer to main
assembly line

Proper selection of
method and
material

Single piece
flow

Source
inspection

Work station
design

Build to order

Set-up
reduction,
SMED

Training

JIT

Quality at
source

Subassembly
within range

Rev. March 2008

Zero defects

30

SORRY
Bakery 1

Bakery 2

A short story about waste

$1.00 So, what is your answer
to his comments?
I store the flour far from the kitchen, so I spend a
lot of time to going back and forth

$5.00
There are
reasons for this
WAIT!
higher
price!

My suppliers are located far from my bakery, so I

spend a lot of money on transportation
My process is inconsistent, so many times I get low
quality bread and I have to throw it away
Sometimes I produce too many loafs of bread,
and again I have to throw it away

Rev. March 2008

31

KAIZEN TOAST VIDEO

25 MINUTES

Rev. March 2008

32

Rev. March 2008

33

Rev. March 2008

34

Rev. March 2008

35

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

36

5S The first step to do Kaizen

5S is a process for work place organization and
leads to the adoptions of good manufacturing
practices
Japanese Version
Seiri
Seiton
Seiso
Seiketsu
Shitsuke

Rev. March 2008

English Version

Sort
Straighten
Shine
Standardize
Self-Discipline/sustain
37

5S Contd.

Sort
Separate Required from Not Required
First S indicates the necessity of sorting
Necessary from Unnecessary.

TAGGING

1. Stuff that we use very frequently almost everyday

(GREEN TAG) (keep it in close proximity).

2. Stuff that we use occasionally once a week

(YELLOW TAG) (keep it little bit away).

3. Stuff that is junk and not in use any more (RED

TAG) (discard it).

Rev. March 2008

Source: http://www.strategosinc.com/5s_elements.htm

38

5S Contd.
Straighten, Stabilize or Set-in-Order
A designated place for everything, and everything in its
place.

Shadow boards
Rev. March 2008

Typical workstation
39

5S Contd.
Shine or Cleanliness- A process
for eliminating dirt and grime
Keep your area or work-station clean
Eliminate the causes of dirt and grime
Store cleaning supplies at accessible
locations
Try to find the source of dirt, dust, etc.
Design workplace to make cleanup easy

Rev. March 2008

40

5S Contd.
Standardize

Sustain

Create a consistent way of

Refers to maintaining standards.

Make it a habit and try to improve it.
Once the previous 4S's have been

doing it.
Maintain cleanliness after
cleaning.
Everyone knows exactly his
or her responsibilities.

Rev. March 2008

established they become the new

way to operate.
Maintain the focus on this new way
of operating.
Do not allow a gradual decline back
to the old ways of operating. Dont
slide down the slippery slope.

41

5S Contd..

Rev. March 2008

42

Instead of 5S, We at Cummins focus on 6S.

The 6th S is very important:

Safety

COS 7.
Establish the
right
environment
Rev. March 2008

43

Examples:
Pre 5S

Rev. March 2008

Post 5S

44

5S Slippery Slope
22 Minutes

Rev. March 2008

45

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

46

Understanding Takt Time & Cycle

Time

Also supports

Rev. March 2008

47

Understanding Takt Time and Cycle Time

A German word for the baton used by orchestra conductors to regulate
the beat/cadence
Matches the pace of the work to the pace of customer demand.
Takt time = Time available
Demand
Cannot be measured with a stop watch
Must be calculated
Goal: To work at the same pace as customer demand
Not too fast
Not too slow

Takt Time
02:40 MINUTES

Rev. March 2008

Rev. March 2008

49

Understanding Takt Time & Cycle Time

Cycle Time - the rate at which we can produce the product
- (Time Available / Output)
Example :
We can produce 75 P&L kits per shift. Each shift has 440 minutes
available to work
Cycle Time is: Time Available / Output
= 440 minutes / 75 P&L kits
= 5.87 minutes
= 352 seconds

Rev. March 2008

50

Understanding Takt Time & Cycle Time

However, customers demand 100 P&L kits per shift. Each shift
has 440 minutes available to work.
So, the Takt Time is: Time Available / Demand
= 440 minutes /100 P&L kits
= 4.40 minutes each
= 264 seconds
We will meet demand only if we produce 1 P&L kit every 264
seconds.

Takt Time is the required drum beat..!

Rev. March 2008

51

Understanding Takt Time & Cycle Time

In this case, are we able to meet the demand?
---- No

Why?
---- Because Cycle time (352 seconds) is greater than
Takt time (264 seconds)

What should we do to meet customers demand?

----Make Cycle time less than or equal to Takt time
Cycle Time Takt Time
Cycle Time vs Takt Time Bar
Chart
5:42 Minutes
Rev. March 2008

52

Rev. March 2008

53

Bottleneck
A point of congestion in a system
or
Process step with the longest cycle time
C/T = 15 sec
Station 1

Station2

15 sec

15 sec

15 sec

Station 2

Station 3

Station 1
10 sec

WIP / Inventory

20 sec

Station3

15 sec

Waiting

An operation can not perform better than the bottleneck

Rev. March 2008

54

What is the cycle time of the following lines?

Case A
Station 1

Station2

Station3

Station 4

Station 5

60 Seconds

60 Seconds

65 Seconds

55 Seconds

65 Seconds

Case B
Station 1

Station 2

Station 3

Station 4

Station 5

65 Seconds

55 Seconds

85 Seconds

65 Seconds

54 Seconds

Case C

Rev. March 2008

Station 1

Station 2

Station 3

Station 4

Station 5

75 Seconds

55 Seconds

45 Seconds

65 Seconds

54 Seconds

55

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

56

Understanding One-Piece Flow

Also supports

Rev. March 2008

57

One Piece Flow

One-piece flow is the state that exists when products move through a
manufacturing process one unit at a time, at a rate determined by the needs of
the customer
The opposite of one-piece flow is batch production
Goods produced in large lots build delays into the process
No items can move on to the next process until all items in the lot have
been processed
The larger the lot, the longer the items sit and wait between steps
One-piece flow is an ideal state
In daily operation, it is not always possible or desirable to process items
just one at a time
The important thing is to promote continuous flow of products, with the
least amount of delay and waiting

Rev. March 2008

One-Piece Flow Vs. Batch Production

Batch production can lower a
companys profitability

One piece flow solves these

problems

Makes lead time between

customers order and delivery of
product longer

Allows to deliver a flow of products

to customers with less delay

Requires labor, energy, and space

to store and transport products

Reduces resources required for

storage and transport

Increases chances of product

damage or deterioration

Lowers risk of damage,

deterioration, or obsolescence
Exposes other problems so they
can be addressed

Rev. March 2008

Why Focus on One Piece Flow?

If some problem occurs in one-piece-flow
manufacturing then the whole production
line stops. In this sense it is a very bad
system of manufacturing. But when
production stops everyone is forced to
solve the problem immediately. So team
members have to think, and through
thinking team members grow and become
better team members and people.
-Teruyuki Minoura, former President,
Toyota Motor Manufacturing, North America

Rev. March 2008

Batch Processing Example

Batches of 5 pieces
3 processes one piece per minute
Process 1

Process 2

1st Piece Done!

Process 3

11:00
10:00
09:00
08:00
07:00
06:00
05:00
03:00
01:00
Time to 1st unit to be finished: 00:00
04:00 min
02:00
Total Inventory:

07
06
05
04
03
02
01
15
14
13
12
11
10
09
08
00 parts

Takt Time: 1:00 min

Rev. March 2008

61

Batch Processing Example

What if a problem occurs???

Process 1

Process 2

STOP

Process 3

STOP

Problem on 2 !!!

05:00
01:00
Time before defect has been identified: 03:00
00:00 min
02:00
04:00
Total Lost Inventory:
Rev. March 2008

05
00 parts
04
03
02
01
62

One Piece Flow Example

One piece flow (Batches of 1 piece)
3 processes one piece per minute
Process 1

Process 2

1st Piece Done!

Process 3

03:00 min
02:00
01:00
Time to 1st unit to be finished: 00:00
Total Inventory:

03 parts
02
01
00

Takt Time: 1:00 min

Rev. March 2008

63

One Piece Flow Example

What if a problem happens???

Process 1

Process 2

STOP

Process 3

STOP

Problem on 2 !!!
Time before defect has been identified: 01:00
00:00 min
Total Lost Inventory:
Rev. March 2008

01
00 parts
64

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

65

Understanding Visual-Controls

Also supports

Rev. March 2008

&

66

What is a Visual Workplace?

When anyone can walk into a
workplace and visually
understand the current
situation.
Pictures Speak Louder Than Words

Rev. March 2008

Why Visual Management ?

Use visual control so no problems are hidden

Rev. March 2008

Increase Safety
Enhance Quality
Reduce searching time
Increase job satisfaction
Eliminates many
frustrations
Improve communication

Visual-Controls
Color Coding
Shadow Boards
Labeling
Andons
Safety Alerts
Quality Alerts

Rev. March 2008

69

VISUAL CONTROL
01:15 MINUTES

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70

Rev. March 2008

71

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

72

Understanding Poka Yoke

Also supports

Rev. March 2008

73

Introduction
Poka yoke is Japanese slang for avoiding inadvertent errors which
was formalized by Shigeo Shingo.
Another term, Fail safing (mistake proofing) is the use of process or
design features to prevent errors or their negative impact.
A good Poka yoke satisfies that following requirements:
Simple, with long life and low maintenance.
High reliability
Low cost.
Designed for workplace conditions.

An effective Poka yoke device:

Inspect 100% of items.
Provides immediate feedback so as to compel countermeasures

Rev. March 2008

2007 Superfactory. All Rights Reserved.

74

Background

The real world

People make mistakes
People are human
Mistakes are inevitable

Murphys Law: If something can go wrong, it

will

Rev. March 2008

Background

The old way to prevent mistakes

Reprimand worker
Retrain worker
Motivational talks
Tell them to be more careful
Tell them to pay attention

A better way to prevent mistakes

Remove the opportunity for error
Improve the process
Make wrong actions more difficult

If you cant remove the opportunity for error

Make it easier to discover the errors that do occur

Rev. March 2008

Categories of Poka-Yoke

Poka-yoke devices fall into two major

categories:
Prevention
Detection

A prevention device engineers the process so

that it is impossible to make a mistake at all

Rev. March 2008

Poka Yoke Examples

Examples of Poka yoke:
Home
Tether and gas cap
Safety bar on a lawn mower.

Rev. March 2008

Other Poka-Yoke Examples

Gas pumps are equipped with hose couplings that breakaway and quickly shut-off the flow of gasoline
Rev. March 2008

Categories of Poka-Yoke

A detection device signals the user when a

mistake has been made, so that the user can
quickly correct the problem

My car beeps if I leave

the key in the ignition

Rev. March 2008

Other Poka-Yoke Examples

Failsafing Racks
Lights will turn red on picking wrong parts.
Rev. March 2008

81

Summary

Poka-Yoke means to mistake proof the process

Remove the opportunity for error
Improve the process

Make wrong actions more difficult

If you cant remove the opportunity for error

Make it easier to discover the errors that do occur

Rev. March 2008

Understanding Poka-Yoke
3 Minutes

Rev. March 2008

83

Rev. March 2008

84

Agenda, Day 1
Learning & Observing
Kaizen
Definition
Why and Where
Kaizen Team Structure

Learning objectives
10 Rules of Kaizen
7 Wastes
Toast Kaizen (28 min)
5S
5S Video (22 min)
Takt Time Vs Cycle Time (3 min)
One-Piece Flow

Rev. March 2008

Visual controls (2 min)

Failsafing
Poka-Yoke Video (3 min)
Data collection and analysis
tools
Standardizing/documenting
improvements
Project evaluation/
improvement
Safety & Ergonomics
Summary

85

Data Collection and Analysis Tools:

An Overview

The success of the Kaizen team depends on

their ability to make change using good DATA.
Data driven change is an objective way to
institutionalize improvement.
Information must be collected swiftly and
thoroughly.
Data collection tools are an intricate component
for the lasting success of improvement.
Good decisions are made using good data.
Rev. March 2008

86

Data Collection, Analysis &

Improvement Tools
KAIZEN TOOLS
Video Capture
Work Combination Chart
Work Flow Analysis
Standardized Work Charts
Process Capacity Charts
Work Measurement
5S

Before/After Photographs
Housekeeping Audit
Set-up and Changeover Improvement
Workplace Layout
Ergonomic Engineering
Quality Problems Pareto
Pareto Analysis

Rev. March 2008

KAIZEN TOOLS
Brainstorming
Combined Process flow Chart
Checklists
Cause and effect Analysis
Lift/Bend/Carry Analysis
Process Audits
Experimentation and test
Lineside/cell inventory
calculation
Safety incidence Pareto
Materials Analysis
Walk/Distance Analysis
Headcount requirement

87

Video Capture/Analysis

Sees the entire picture - very objective.

Used in conjunction with other analysis
tools to formalize information.
Film it the way it is - dont act! Video will
serve as a baseline.

Rev. March 2008

88

Work Measurement: Time and Motion

Study
Methods of Work
measurement

First- generation
Estimation

Second- generation
Observing & measuring

Third-generation
Predetermined
Time studies

Based on
Historical data

Stop-Watch
Study

Software
EASE

Outdated
Not realistic
Not preferred
Rev. March 2008

Most Common
Easy to learn
Realistic

Most advanced
Need practice & skill
Ideal time measurements
89

Time Study Sheet

Rev. March 2008

90

Standardized Work

Establishing precise procedures for each

operators work in a production process,
based on three elements:

Takt time, which is the rate at which products

must be made in a process to meet customer
demand.
The precise work sequence in which an operator
performs tasks within takt time.
The standard inventory, including units in
machines, required to keep the process operating
smoothly.

Rev. March 2008

91

Standard Work

Rev. March 2008

92

Walk Pattern
Walk Pattern or Work Sequence Diagram is a Visual Control tool to help
minimize movement and excessive walking within a department or work
cell
Walk Patterns show the sequential flow of associate movement
within a department or work cell
Pallet Build Walk Pattern

Operator Process
1) Pull box from upstream conveyor
2) Place on scale, scan LP
3) Start print process at computer
4) Fill box with dunnage
5) Seal box with tape
6) Retrieve paper work
7) Apply packing slip
8) Push box down conveyor

GUI Desk
7

Transfer Process
1) Pull box from downstream conveyor
2) Load boxes on cart
3) Scan LP on box
4) Travel to pallet position
5) Drop box in returnable
6) Scan LP into the returnable
-After tote is completed7) Print labels and paperwork
8) Verify number of boxes in tote
9) Close tote and apply labels

Pack
Station
4

5
7
8

Cart

3
4

Rev. March 2008

93

BEFORE

AFTER
RAW

MILL

DRILL
TAP

RAW
MILL
FIN
D
R
I
L
L

PACK

WASH

B
U
R
R

PACK

FREE SPACE

TAP
FIN

Rev. March 2008

WALK DIST. 42 FT.

WALK DIST. 19 FT.

% IMPR. 55%

FLOOR SPACE 200 FT. SQ.

FLOOR SPACE 70 FT. SQ.

% IMPR. 65%

94

Brainstorming & Try Storming

Group technique that uses divergent thinking to generate
new useful ideas.
Encourages creativity.
Gets ideas from everyone.
Generates excitement and energy.
Separates people from the ideas they suggest.
The whole is greater than the sum of its parts.
Ideas are produced quickly.
Each idea stimulates other ideas.
Helps people get out of the paradigm and look for better
ways.
Rev. March 2008

95

Think Out-of-the-Box
Try to touch all 9 points with just four lines without
picking the pen/pencil.

Rev. March 2008

96

Come back to drop zone

Put away

430
428
430
427 428 429 430 431

zone

41

Drop
zone
Start

Put Away How would be expected to be

zone

zone

41

36
111

Rev. March 2008

107 106 105

340 343 345

350 351

97

21LPs - 36mins process time

Come back to drop zone
Put away

430
428
430
427 428 429 430 431

zone

Drop
zone
Start

41

Put Away Our current situation

zone

zone

41

36
343 345
111

Rev. March 2008

107 106 105

340

350
351
98

Before/After Photographs

Visual impact of improvement.

Serves as documentation so the process or
method improvement is less likely to return
to the old method.
Can be used by other teams to convey
common approach ideas plant-wide.
Can be used as recognition to the team to
show what was accomplished.

Rev. March 2008

99

Traditional Racking Vs
Flow-Thru Racking

Rev. March 2008

Cummins Kaizen, CDC, Rocky Mount, NC100

Before & After Photos

BEFORE
Rev. March 2008

AFTER
Cummins Kaizen, CTT

101

Experimentation & Test

If were not sure of the effect, just do it and

evaluate.

Learn by doing!

Rev. March 2008

102

Evaluate and Improve

Evaluate the
improvements made
against the goals set.

Reward and Recognize.

Plan next level of
improvements without
losing gains.

Rev. March 2008

Day 5 - Graduation day.

Presentation by team to
management.

Certificates.

Visual display developed.

103