1.  2000, QualityToolBox.com, LLC, all rights reserved A STRATEGY FOR PERFORMANCE EXCELLENCE

2.  2000, QualityToolBox.com, LLC, all rights reserved Executive Overview Participant manual Tools Workbook Knowledge Breakthrough Lecture notes Performance Excellence Series Training Module Elements

3.  2000, QualityToolBox.com, LLC, all rights reserved Table of Contents Knowledge Breakthrough Session 1.0Introduction…………………………3 Session 2.0Wastes Elimination…………………7 Session 3.0One-piece flow…………………….26 Session 4.0Single Minute Exchange of Dies…..65 Session 5.0Visual Control and Workplace Organization……………………… 78 Session 6.0Quality the first time, every time… 97 Session 7.0Total Productive Maintenance…...127

4.  2000, QualityToolBox.com, LLC, all rights reserved Is the continuous elimination of waste Continuous Improvement

5.  2000, QualityToolBox.com, LLC, all rights reserved What Does Kaizen Mean? KAI ZEN To modify, to changeThink, make good, make better = KAIZEN Make it easier by studying it, and making the improvement through elimination of waste. +

6.  2000, QualityToolBox.com, LLC, all rights reserved Why Kaizen Time CPI Project Time CPI Time Savings Process Improvement Project Implemented Maintenance of Process Performance Kaizen CPI (Continual Performance Improvement) Data Driven Methodology to Magnify Impact of Process Improvement Apply Control Techniques to Eliminate Erosion of Improvements Proceduralize/Standardize Improvements for Improved Maintenance of Critical Process Parameters Kaizen Use Small Teams to Optimize Process Performance by Implementing Incremental Change Apply Intellectual Capital of Team Members Intimate with Process CPI Projects Emphasize Control and Long Term Maintenance Kaizen Projects Emphasize Incremental Improvements

7.  2000, QualityToolBox.com, LLC, all rights reserved The Nine types of waste Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped resources Misused resources 9 Wastes

8.  2000, QualityToolBox.com, LLC, all rights reserved 1. Overproduction To produce more than is required * To produce before required * *Required by external and internal customers 9 Wastes

9.  2000, QualityToolBox.com, LLC, all rights reserved The Secret: Be Systematic Work with a versatile team Measure, evaluate Find the 5 Whys Follow up Standardize, make uniform Simplify Combine Prevent Make waste ugly Elimination of Wastes and Continuous Improvement

10.  2000, QualityToolBox.com, LLC, all rights reserved Exercise 1: Wastes Identification 1. List at least one example of each of the 9 categories of waste from a process within your organization. 2. Identify at least one possible cause for each of the specific wastes listed. 3. Propose one or more actions to reduce each of these wastes. 4. Identify methods of measurement to determine results of waste reduction efforts. Think Break

11.  2000, QualityToolBox.com, LLC, all rights reserved Exercise 1: Wastes Identification Think Break

12.  2000, QualityToolBox.com, LLC, all rights reserved Recognize our lead-times Identify their components Reduce them with the help of –the dedicated lines –a one piece flow Establish dedicated lines –in relation to family of parts –in relation to TAKT time Attain one piece flow We will learn to:

13.  2000, QualityToolBox.com, LLC, all rights reserved Delivery lead time This is life! If not, it’s torture… When the delivery lead-time is bigger than the manufacturing lead time: Manufacturing lead time Delivery lead time Manufacturing lead time

14.  2000, QualityToolBox.com, LLC, all rights reserved False appearance of a solution Solution… What is the solution? Generate and support stocks Delivery lead time Manufacturing lead time Delivery lead time Manufacturing lead time

15.  2000, QualityToolBox.com, LLC, all rights reserved Identify and eliminate all wastes in our manufacturing processes Example: manufacture a Total operations: 6 hours Mfg. lead-time: 40 days = 320 hours Difference:314 hours How to reduce the manufacturing lead time? Delivery lead time Manufacturing lead time ?

16.  2000, QualityToolBox.com, LLC, all rights reserved Example: manufacture a Total operations: 6 hours Mfg. lead-time: 40 days = 320 hours Difference:314 hours What are processes made of ? Delivery lead time Manufacturing lead time Storage, Transport, Waiting time 98%

17.  2000, QualityToolBox.com, LLC, all rights reserved Visual Control & the Workstation The 5 S To Sort Eliminate what’s not absolutely necessary To Sanitize Improvement of the workstation. Be organized to reduce clutter. To Straighten Ensure space for each thing, and a thing for each space. No more searching. To Sweep Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap.. To Sustain Maintain continuous effort. This is a way of life.

18.  2000, QualityToolBox.com, LLC, all rights reserved Visual Control & the Workstation Ergonomics Adapt the workstation to the employee - more security - more comfort Reduce waste - excessive fatigue - useless efforts and movement - less physical constraints

19. Kaizen for the Workplace Training and Sourcebook for Kaizen Worksheets

20. How to Use This Manual The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results. Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before “buying solutions”. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. “No Tampering” is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes. “The problems that exist in the world today cannot be solved by the same level of thinking that created them.” Leadership Improvement Identify waste Measurement Kaizen Template

23. Time Observation Form

24. 6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for measurable, repetitive task processes is calculated as follows: A. Calculate the total time available per shift, day, etc. excluding breaks and lunches. Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or 28,800 seconds. B. Determine the required product quantity. [How many units have been sold] For this example, let’s use 395 units for the required production for this operation. C. Next, divide the total time available by the required production to arrive at the TAKT Time. 28,800 / 395 = 73 seconds per unit. D. Compare this TAKT time to the average cycle time of the observation. 1.If TAKT Time is greater than average cycle time, then we can conclude that the required production can be met within the total time available. However, we need to examine adding work from another process to minimize idle time. 2. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be met within the total time available. We must eliminate work through Kaizen or transfer work to another worker. How to use it