Rev.

March 2008 1
 Agenda, Day 1
Learning & Observing
 Kaizen  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 2

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

Rev. March 2008 3

 Agenda, Day 2
Determining Current State

 Gemba Walk:
– Direct observation (use “post-it’s” 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 4

 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):
– 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”

Rev. March 2008 5

 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 6

 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 7

 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 8

 Evaluate and Improve

 Evaluate the  Day 5 - Graduation day.

improvements made
against the goals set.  Presentation by team to
management.
 Reward and Recognize.
 Certificates.
 Plan next level of
improvements without  Visual display developed.
losing gains.

Rev. March 2008 9

 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, you’ll
always get what you always got.”

Competitive Corollary:
“If the other guy gets better, you’re going to get
less.”

“With regard to Continuous Improvement –

The Sky’s the Limit !!”
Rev. March 2008 12
 Why “Kaizen”? (Cont’d)
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 # 9

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 Future State Increase 5% utilizaition and improve shipping quality
Members: Richard Sessler
Paul Selph
Keith Thrope
Lavern Leachma

Responsible Target Completed

What is the Problem: We have low trailer utilization in NA # Task person Date Date
1 Base line data collection and control chart Yuesheng Pan 15-Oct 13-Oct

1 Why Less loading optimization opportunities 2 Process observation Yuesheng Pan 15-Oct 13-Oct

2 Why started loading without consider all inventory 4

3 Why Inventory comes to shipping bays at different times

4 Why Picking by zone

5 Why Irregualr shape loads

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  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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 Cont’d….

 Overproduction: Producing  Waiting: Idle time when

more than what customers material, people or
require at this time equipment is not ready
Examples:- Examples:-
1. Producing product to stock 1. Waiting for parts
based on sales forecasts 2. Waiting for prints
2. Producing more because 3. Waiting for inspection
space is available. 4. Waiting for machines
3. Producing more because you 5. Waiting for information
can.
6. Waiting for machine repair

Rev. March 2008 26

Source: http://www.gemba.com
 7-Wastes Cont’d….
 Transportation: Movement  Over-processing: Effort that
of Products/Parts that does adds no value to the product
not add any value in the eyes of customers
Examples:- Examples:-
1. Moving parts back and forth 1. Extra polishing the part for
on assembly line surface-finish when it is not
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 Cont’d….

 Inventory: More material,  Defects: Work that contains

parts, or products than the errors, rework, mistakes or
customer needs right now. lacks something necessary.
Examples: Examples:
1. Raw materials 1. Scrap
2. Work in process (WIP) 2. Rework
3. Finished goods 3. Defects
4. Consumable supplies 4. Correction
5. Purchased components 5. Field failure
6. Variation
7. Missing parts
Rev. March 2008 28
 7-Wastes Cont’d….
 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 Evaluate and Standardization Build to Zero defects Ergonomics
work improve method order
content / distances /
containers

No work/full work Standardize Bring Stations Understanding Eliminate Failsafing/ Parts within
visual signals Closer customer batch Error range
requirements processing proofing

Takt time Zero Bring Proper selection of Single piece Source Work station
Vs Cycle time defects, Subassembly method and flow inspection design
TPM closer to main material
assembly line
Build to order Set-up Training JIT Quality at Subassembly
reduction, Zero defects source within range
SMED

Rev. March 2008 30

 SORRY…
Bakery 1
? Bakery 2

A short story about waste…

$1.00 So, what is your answer $5.00
to his comments? There are
reasons for this
I store the flour far from the kitchen, so I spend a WAIT!
higher price!
lot of time to going back and forth

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  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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 English Version

 Seiri  Sort
 Seiton  Straighten
 Seiso  Shine
 Seiketsu  Standardize
 Shitsuke  Self-Discipline/sustain

Rev. March 2008 37

 5S Cont’d….

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 38

Source: http://www.strategosinc.com/5s_elements.htm
 5S Cont’d….
Straighten, Stabilize or Set-in-Order
“A designated place for everything, and everything in its
place”.

Shadow boards Typical workstation

Rev. March 2008 39
 5S Cont’d….

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 Cont’d….
Standardize
 Create a consistent way of
doing it.
 Maintain cleanliness after
cleaning.
 Everyone knows exactly his
or her responsibilities.
Rev. March 2008
Sustain
 Refers to maintaining standards.
 Make it a habit and try to improve it.
 Once the previous 4S's have been
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. Don’t
slide down “the slippery slope”.
41
 5S Cont’d…..

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 Post 5S

Rev. March 2008 44

 5S Slippery Slope
22 Minutes

Rev. March 2008 45

 Agenda, Day 1
Learning & Observing
 Kaizen  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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 customer’s 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 Station3
15 sec 15 sec 15 sec

Station 1 Station 2 Station 3

10 sec 20 sec 15 sec

WIP / Inventory 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

Station 1 Station 2 Station 3 Station 4 Station 5

75 Seconds 55 Seconds 45 Seconds 65 Seconds 54 Seconds

Rev. March 2008 55

 Agenda, Day 1
Learning & Observing
 Kaizen  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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
company’s profitability
Makes lead time between
customer’s order and delivery of
product longer
Requires labor, energy, and space
to store and transport products
Increases chances of product
damage or deterioration
Rev. March 2008
One piece flow solves these
problems
Allows to deliver a flow of products
to customers with less delay
Reduces resources required for
storage and transport
Lowers risk of damage,
deterioration, or obsolescence
Exposes other problems so they
can be addressed
 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 1st Piece Done!

Process 1 Process 2 Process 3

Time to 1st unit to be finished: 00:00

11:00
10:00
09:00
08:00
07:00
06:00
05:00
03:00
01:00
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 Process 3

STOP STOP

Problem on 2 !!!

Time before defect has been identified: 03:00

05:00
01:00
00:00 min
02:00
04:00

Total Lost Inventory: 05

00 parts
04
03
02
01
Rev. March 2008 62
 One Piece Flow Example

• One piece flow (Batches of 1 piece)

• 3 processes – one piece per minute 1st Piece Done!
Process 1 Process 2 Process 3

Time to 1st unit to be finished: 00:00

03:00 min
02:00
01:00

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 Process 3

STOP STOP

Problem on 2 !!!

Time before defect has been identified: 01:00

00:00 min

Total Lost Inventory: 01

00 parts
Rev. March 2008 64
 Agenda, Day 1
Learning & Observing
 Kaizen  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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 4

 Why Visual Management ?

Use visual control so no problems are hidden

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

Rev. March 2008

 Visual-Controls

 Color Coding
 Shadow Boards
 Labeling
 Andons
 Safety Alerts
 Quality Alerts

Rev. March 2008 69

 VISUAL CONTROL
01:15 MINUTES

Rev. March 2008 70

Rev. March 2008 71
 Agenda, Day 1
Learning & Observing
 Kaizen  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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
 Murphy’s 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 can’t 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 break-

away 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 can’t 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  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow

Rev. March 2008 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 - don’t act! Video will
serve as a baseline.

Rev. March 2008 88

 Work Measurement: Time and Motion
Study
Methods of Work
measurement

Third-generation
First- generation Second- generation
“Predetermined
“Estimation” “Observing & measuring”
Time studies”

Based on Stop-Watch Software

Historical data Study “EASE”

•Outdated •Most Common •Most advanced

•Not realistic •Easy to learn •Need practice & skill
•Not preferred •Realistic •Ideal time measurements
Rev. March 2008 89
 Time Study Sheet

Rev. March 2008 90

 Standardized Work

 Establishing precise procedures for each

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

Transfer Process 1

1) Pull box from downstream conveyor

2) Load boxes on cart
3) Scan LP on box 2 3 6
4) Travel to pallet position
Pack
5) Drop box in returnable
Station
6) Scan LP into the returnable 4 5
-After tote is completed-
7) Print labels and paperwork 7
8) Verify number of boxes in tote
8
9) Close tote and apply labels

Cart 2

3
4 8

9
5

Rev. March 2008 93

 BEFORE AFTER

RAW MILL DRILL

RAW TAP
MILL
FIN PACK WASH

D B
R U
I R
L R
L
FREE SPACE
PACK

TAP
FIN

WALK DIST. 42 FT. WALK DIST. 19 FT. % IMPR. 55%

FLOOR SPACE 200 FT. SQ. FLOOR SPACE 70 FT. SQ. % IMPR. 65%

Rev. March 2008 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 Drop

41 zone
Start

Put Away – How would be expected to be…

zone zone
36 41
111 107 106 105 340 343 345 350 351

Rev. March 2008 97

21LPs - 36mins process time
Come back to drop zone
Put away

430
428 430
427 428 429 430 431

zone Drop

41 zone
Start

Put Away – Our current situation…

zone zone
36 41
343 345 350
111 107 106 105 340 351

Rev. March 2008 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 AFTER
Rev. March 2008 Cummins Kaizen, CTT 101
 Experimentation & Test

 If we’re not sure of the effect, just do it and

evaluate.

 Learn by doing!

Rev. March 2008 102

 Evaluate and Improve

 Evaluate the  Day 5 - Graduation day.

improvements made
against the goals set.  Presentation by team to
management.
 Reward and Recognize.
 Certificates.
 Plan next level of
improvements without  Visual display developed.
losing gains.

Rev. March 2008 103