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Lean Forms _ Worksheets - shopsuey.biz

VIEWS: 29 PAGES: 51

									     Contents
     Sheets
 1    5S Check List
 2    5S Evaluation
 3    Actin Plan & Report - Individual
 4    Cause & Effect Diagram
 5    Cause & Effect Diagram Example
 6    Design Of Experiment Grid
 7    Is-Is Not page 1
 8    Is-Is Not page 2
 9    Kanban Worksheet
10    Lean Assessment
11    Lean Evaluation Radar Chart
12    Lean Project Tracking Sheet
13    Meeting Agenda Blank
14    Metrics Sheet & Example
15    OEE Worksheet
16    PDCA Sheet
17    Problem Solving Worksheets
18    Rapid Improvement Event (REI) Agendas
19    Rapid Improvement Event (REI) Worksheets
20    Rapid Improvement Event Before & After Worksheet
21    Six Sigma Summary Sheet
22    Standardized Work Chart
23    Standardized Work Breakdown Sheet
24    Standard Work Combination Sheet
25    Time Observation Sheet
26    Value Added (VA) versus Non Value Added (NVA) Worksheet
27    Visual Controls Check Sheet
28    Value Stream Map (VSM) Action Planning Sheet & Example
5 - S Evaluation
AREA EVALUATED:                                                                           SHIFT:          1 2 3
SUPERVISOR:
                                                                    RATING SCALE: 0-5 (POOR=0, EXCELLENT=5)
ITEM NUMBER                                                                                          ITEM SCORE
AND DESCRIPTION                                                                                         ( 0 - 5)
1. REMOVING UNNECESSARY ITEMS        ALL ITEMS NOT NECESSARY FOR PERFORMING WORK ARE
                                     REMOVED FROM THE WORKPLACE.
2. STORAGE OF CLEANING EQUIPMENT     ALL CLEANING EQUIPMENT IS STORED IN A NEAT MANNER.
                                     HANDY AND EASILY AVAILABLE AS NEEDED.
3. FLOOR CLEANING                    ALL FLOORS ARE CLEAN AND FREE OF DEBRIS, OIL AND DIRT.
                                     CLEANING OF FLOORS IS DONE ROUTINELY - DAILY @ MINIMUM.
4. BULLETIN BOARD                    NO OUTDATED, TORN OR SOILED ANNOUNCEMENTS ARE DISPLAYED.
                                     ALL BULLETINS ARE ARRANGED IN A STRAIGHT/NEAT MANNER.
5. EMERGENCY ACCESS                  FIRE HOSES AND EXTINGUISHERS ARE UNOBSTRUCTED AND STORED
                                     IN AN EASY-TO-LOCATE MANNER. E-STOPS ARE COLOR CODED.
6. ITEMS ON THE FLOOR                WIP, TOOLS AND OTHER MATERIAL ARE NOT LEFT SITTING ON THE
                                     FLOOR. ITEMS ARE POSITIONED ON THE FLOOR IN CLEARLY
                                     MARKED AREAS, BOXED WITH CE's COLOR-CODED SYSTEM
7. AISLEWAYS - MARKINGS              AISLES AND WALKWAYS ARE CLEARLY LINED AND IDENTIFIABLE.
                                     PAINT OR TAPE IS IN GOOD CONDITION AND NEAT.
8. AISLEWAYS - MAINTENANCE           AISLES ARE ALWAYS FREE OF MATERIAL AND OBSTRUCTIONS.
                                     NOTHING IS PLACED ON THE LINES, AND OBJECTS ARE ALWAYS @
                                     RIGHT ANGLES TO THE AISLEWAYS.
9. STORAGE AND ARRANGEMENT           STORAGE OF BOXES, CONTAINERS AND MATERIAL IS ALWAYS NEAT
                                     AND AT RIGHT ANGLES.
10. EQUIPMENT - PAINTING             ALL MACHINES AND EQUIPMENT ARE NEATLY PAINTED. NO PLACES
                                     IN THE AREA LESS THAN 2 METERS HIGH ARE UNPAINTED.
11. EQUIPMENT - CLEANLINESS          ALL MACHINES AND EQUIPMENT ARE KEPT CLEAN AND UNSOILED BY
                                     DAILY CARE. GLASS(WINDOWS) AND WORK SURFACES ARE CLEAN
                                     AND POLISHED. TABLE TOP SURFACES ARE CHANGED IF NEEDED.
12. EQUIPMENT - MAINTENANCE          CONTROLS OF MACHINES ARE PROPERLY LABELED AND CRITICAL
                                     POINTS FOR DAILY MAINTENANCE CHECKS (i.e.. FLUID AND LUBE
                                     LEVELS) ARE CLEARLY MARKED. EQUIPMENT CHECK SHEETS ARE
                                     NEATLY DISPLAYED AND KEPT CLEAN AND UPDATED.
13. EQUIPMENT STORAGE                NOTHING IS PLACED ON TOP OF MACHINES, TOOLS OR CABINETS.
                                     NOTHING LEANS AGAINST WALLS OR COLUMNS. GUARDS OR DEFLECT-
                                     TORS ARE USED TO KEEP WASTE FROM FALLING TO THE FLOOR.
14. DOCUMENTS - STORAGE              ONLY DOCUMENTS NECESSARY TO THE WORK ARE STORED AT
                                     WORK STATIONS. DOCUMENTS ARE STORED IN A NEAT MANNER.
15. DOCUMENTS - CONTROL              ALL DOCUMENTS ARE LABELED CLEARLY AS TO THE CONTENTS
                                     AND RESPONSIBILITY FOR CONTROL AND REVISION. NO UNLABELED
                                     BINDERS / DOCUMENTS ARE PRESENT. OBSOLETE OR UNUSED
                                     DOCUMENTS ARE ROUTINELY PURGED.
16. TOOLS / GAUGES CONTROL           TOOLS, JIGS AND FIXTURES ARE ARRANGED NEATLY AND STORED
                                     IN A WAY THAT THEY ARE KEPT CLEAN AND FREE OF ANY RISK OF
                                     DAMAGE.
17. TOOLS / GAUGES CONVENIENCE       TOOLS, JIGS AND FIXTURES ARE ARRANGED SO THEY CAN BE EASILY
                                     ACCESSED WHEN CHANGE-OVERS OR SET-UPS ARE MADE, THUS
                                     INCREASING PRODUCTIVITY. THE SAME FOR GAUGES AND MEASURING
                                     EQUIPMENT USED FOR QUALITY.
18. SHELVES, BENCHES AND DESKS       THESE ARE ARRANGED, DIVIDED AND CLEARLY LABELED SUCH
    ARRANGEMENT                      THAT IT IS OBVIOUS WHERE THINGS ARE STORED AND WHERE
                                     THEY SHOULD BE RETURNED.
19. SHELVES, BENCHES AND DESKS       THESE ARE KEPT FREE OF UNUSED OBJECTS, INCLUDING FILES AND
    CONTROL                          DOCUMENTS. TOOLS OR ANY PIECES OF EQUIPMENT ARE CLEANED
                                     BEFORE BEING REPLACED TO PROPER POSITION.
20. 5S CONTROL AND MAINTENANCE       THERE IS A DISCIPLINED SYSTEM OF CONTROL AND MAINTENANCE
                                     TO ENSURE THAT ALL OF THE ABOVE MENTIONED ITEMS ARE
                                     MAINTAINED AT THE HIGHEST POSSIBLE LEVEL. IT IS THE RESPON-
                                     SIBILITY OF MANAGEMENT TO MAINTAIN THIS SYSTEM.


                                                                                          TOTAL =


                                                                                                     /20 =
THIS EVALUATION IS TO BE COMPLETED EACH SHIFT BY EACH SUPERVISOR. IT IS TO EVALUATE THE
PRIOR SHIFTS PERFORMANCE ON 5S ISSUES. DROP THE EVALUATION IN THE 5S DROP BOX WHEN COMPLETED.
PLEASE PLACE COMMENTS FOR SCORES OR SUGGESTIONS FOR IMPROVEMENTS ON THE BACKSIDE OF THE SHEET.



    Network Path: Fileserver1\CE\Corp\                                                                           TR09-04-01a
    Quality\WI\Trim\Forms\All Trim Groups                                                                Last Revised: 9/20/99
                                                                    Action Plan & Report
              After completing each training section provide a completed copy of this form to your trainer and/or mentor.

    Signature: _____________________________________________________________________________ Date: ______________


    I completed _________________________training on            /   /   , and my current level of confidence with this topic and material is:
                                                                    High - Medium - Low (Cirle one)
1
              Three key points from this training are:


              1.
2
              2.

              3.


    What three things do I already do well regarding this training and topic?


              1.
3
              2.

              3.




    What three things will I try to do to improve?


              1.
4
              2.

              3.


    How and when will I measure my improvement?

5
                Cause & Effect Diagram: List "Effect"

Manpower                  Methods                          Machines




                                                                        List "Effect" or outcome




Mother Nature           Materials                        Measures

                 Other Concerns                                             KEY VARIABLES
                 >                                                          >
                 >




                                     Prepared by Rob Ptacek 7/13/2011                              Page 9
                                  Cause & Effect Diagram: EXAMPLE Schedule Attainment


    Manpower                              Machines                              Measures
    > New people                          > Lack of good tools                  > Over capacity bookings
    > Poor skills & slow                  > No enough tools                     > Capacity planning
    > Trainees to Trainer ratio           > Not enough assy stations            > order size impact on throughput
    >                                     >                                     >
    >                                     >                                     >
    >

                                                                                                                    Schedule Attainment below
                                                                                                                    Goal




                                                                                                                                KEY
                                                                                                                                VARIABLES
                                                                                                                                > Drop in orders
                                                                                                                                > Schedule
                                                   Mother Nature                    Materials
Methods                                                                                                                         Changes
                                                   > Lack of space                  > Missing or lost                           > Order size
> No clear work instructions
                                                   > Lack of assy stations          > Late from supplier                        > Lack of
> OJT training techniques effectiveness
                                                   > Poor faclities layout?         > Taking from one oredr to use on another   materials
> No tools storage standards
                                                   >                                >                                           > Trainees on
> Poor connection to std work & goals
> Capacity planning                                                                                                             site
> Rush orders
> Not running one piece flow                      Other Concerns
> Big batches                                     >




                                                       Prepared by Rob Ptacek 7/13/2011                                                 Page 10
> Not running one piece flow
> Big batches                  >




                                   Prepared by Rob Ptacek 7/13/2011   Page 11
ment below




op in orders




               Prepared by Rob Ptacek 7/13/2011   Page 12
Prepared by Rob Ptacek 7/13/2011   Page 13
Design of Experiment Title:


    Design of Experiment
    Grid                             Variable 1                         High                                               Low                          Comments , Findings, and Conclusions:


                                     Varable 2            Big                         Small                  Big                         Small



    Variable A Variable B Variable C Variable 3   High   Medium   Low          High   Medium   Low   High   Medium   Low         High   Meduium   Low



                            High



                  Big      Medium



                             Low

      High

                            High



                 Small     Medium



                             Low



                            High



                  Big      Medium



                             Low

       Low

                            High



                 Small     Medium



                             Low
                                                               8e3a5931-8d8a-44ba-84a1-a01b1382627e.xls




Is/ Is Not

Date:                            Completed By:
Symtom:
Problem Description:

                                                                                            Deductions about facts & other information.                Direction / Priority Setting
   Is/ Is Not Questions                          Is   Is Not     Differences                                                         Changes & dates   Most Likely Causes & Proposed DOE's
  What         Object?




             Defect?




 Where           On object?




              Geographically?




  When       First Seen?




             Else seen?




              In process seen?




  How        Many objects have
             defects?




             Many defects per
             object?




What         Is the trend?




Confidential                                                                   7/13/2011                                                                                                     Page 15
                                             8e3a5931-8d8a-44ba-84a1-a01b1382627e.xls




                 Is / Is Not Solution(s) Implementation & Tracking of Permanent Resolution(s):
           (Determine Cause & Corrective Action for both how the failure occurred, and how it escaped your systems.)
OCCUR: How did the failure occur?                               ESCAPE: How did the failure escape our systems?
Verify Root Cause(s): Combine problem description with          Ask “Why” to the potential causes.
changes to determine most probable root cause(s). Eliminate all
but one root cause by verification through making the “failure”
come & go.




Corrective Action & Decision Making: Evaluate corrective
actions against time, cost & customer satisfaction.




Verify Corrective Action selected by testing failure. (Do not
create another undesirable effect.)




Implement Corrective Action and make Permanent:
Establish an audit or other guarantee that the corrective action
stays in place.




                                                              Is-Is Not p2
                 Kanban Implementation Worksheet
Team:                  Area:               Date:

Proposal Kanban System:




Current State:                  Future State:




Effect or Watse Reduction:      Future Actions:
heet
e:                                       Kanban
       Withdrawal or Move Signal or Production
         STORE
                                                             Preceding Process
          Shelf No.               Item Back No.

           Item No.


           Item Name
                                                              Next Process
           Car Type

           Box Count          Box Size        Issue No.




                                         Kanban
                 Batch Size                 Part Name         Reorder Point



                  WIP Container Size         Part No.     Pallet No.


                                              Store


                                            Where Used



:                                             Tag No.
       Signal or Supplier -
       Produce Batch Signal
                                                               PULL SYSTEMS
                                 1.     Customer process goes to supermarket and withdraws what it needs w
or Production
                                 2.     Supplying process produces to replenish what was withdrawn
        Preceding Process
                                            2
                                                                                                                     1
                                                 “PRODUCTION”
                                                    Kanban                                  “WITHDRAWAL”
                                  Supplying                                                     Kanban   Cu
         Next Process              Process                                                                               Pr
                                                             New Product                    Withdraw Product



                             [An example is a production tag that         FG Supermarket              [An example is a ship
                             serves as an indicator of the pull.]                                     serves as an indicator

                                      • A way to control production between flows
                                      • Controls production at supplying process without trying to schedule




                                          SUPERMARKETS or Inventory?
         Reorder Point                                 1.    Fixed container size and quantity
                                                       2.    Always in the same location
     Pallet No.                                        3.    Controlled by Kanbans                            Examples?

                                           2
                                                                                                                    1
                                                “PRODUCTION”
                                                   Kanban                                  “WITHDRAWAL”
                                Supplying                                                      Kanban   Cus
                                 Process                                                                                Pro
                                                            New Product                    Withdraw Product



                            [An example is a production tag that     FG Supermarket                 [An example is a shipp
                            serves as an indicator of the pull.]                                    serves as an indicator o

                                       • A way to control production between flows
                                       • Controls production at supplying process without trying to schedule
ULL SYSTEMS
s to supermarket and withdraws what it needs when it needs it
duces to replenish what was withdrawn


                                                 1
 ION”
n                       “WITHDRAWAL”
                            Kanban   Customer
                                                     Process
 duct                   Withdraw Product



      FG Supermarket              [An example is a shipping label that
                                  serves as an indicator of consumption.]

tion between flows
supplying process without trying to schedule




ARKETS or Inventory?
d container size and quantity
 ys in the same location
rolled by Kanbans                         Examples?


                                               1
ON”
                       “WITHDRAWAL”
                           Kanban   Customer
                                                   Process
uct                    Withdraw Product



  FG Supermarket                [An example is a shipping label that
                                serves as an indicator of consumption.]

 ction between flows
 supplying process without trying to schedule
                         LEAN TRANSFORMATION ASSESSMENT & RECOMMENDATIONS
         Facility:                                                                        Process:
       Assessor:                                                                                              Date:
     Distribution:                                                                                                                Scores
                                                                         Criteria                                                Max Area
     VALUE STREAM MAP (Why?: Using data, visually drives flow production, short lead time, quality improvement, lowest cost
 1   production)
     (Evaluates material(s) and information flow form customer order entry through manufacturing to suppliers)
     (a) A current state Value Stream Map does not exist for product or product families                                         0
     (b) A current and future state Value Stream Map exists for product or product families                                      5
     (c) A strategic implementation plan for future state exists and is being executed                                           10

 2 TAKT TIME (Why?: Provides fast response to problems, drives elimination of causes of unplanned downtime, forces changeover)
     (Calculates and synchronizes rate of production to rate of sales)
     (a) The rate of production is not paced to Takt Time or rate of sales.                                                      0
     (b) Takt time has been determined for product(s) but is seldom followed.                                                    5
     (c) Takt time exists for product(s) and is strictly used to pace production.                                                10
     CONTINUOUS FLOW (ONE-PIECE FLOW) (Why?: Drives process reliability, reduction of changeover time and unplanned
 3   downtime)
     (Creates production flow of one piece at a time passed immediately to next process step)
     (a) There is no standard work defined for process. Pieces are batched between process steps.                                0
     (b) Standard is sometimes followed and supported by 5s some visual controls and materials                                   5
     (c) Standard work strictly followed and supported by 5s, visual controls, materials and TPM                                 10

 4 DEMAND-PULL (Why?: Drives accurate control of production between flows without MRP and the reduction of inventory)
   (For non-continuous flow operations creates production on demand without routine scheduling)
   (a) Non-continuous flow operations are scheduled. Production is not paced by customer demand.                                 0
   (b) Kanban supermarkets for withdrawal and production exists but are not strictly maintained.                                 5
   (c) Kanban supermarkets for withdrawal and production are strictly maintained.                                                10

 5 SCHEDULE ONE PRODUCTION PROCESS (Why?: Drives inventory reduction and improves capacity utilization)
     (Maintains demand-pull by scheduling only the process controlled by the outside customer's orders)
     (a) For each product(s), separate schedules are set for major processes. No pacemaker process.                              0
     (b) For each produce(s), only the pacemaker process is scheduled at least 50% of the time.                                  5
     (c) For each product(s), the pacemaker process is strictly scheduled to drive production flow.                              10

 6 LEVELED PRODUCTION MIX (Why?: Reduces lead time to fill fluctuating customer demand, reduction of inventory levels)
     (Distributes the production of different products evenly over time at the pacemaker process)
     (a) No mixed production exists for product families. Multiple lines or individual runs used.                                0
     (b) Mixed production consists of 2 or more units back-to-back for each product family on one line.                          5
     (c) Mixed production consists of only one unit back-to-back for each product family on one line.                            10
     LEVELED PRODUCTION VOLUME (Why?: Drive reliability by promptly highlighting problems for corrective action
 7   improvements)
     (Creates a "pull" by releasing and withdrawing small, consistent increments of work at pacemaker process)
     (a) Production schedule is released in large inconsistent increments of 24 hours or more.                                   0
     (b) Production schedule is released in small, consistent increments of 8 to 24 hours.                                       5
     (c) Production schedule is released in small, consistent increments of 2 hours or less.                                     10
     SMALL LOT PRODUCTION (Why?: Drives reliability through reduction in set-up time, lead time to respond to fluctuations in
 8   customer demand)
     (Establishes small daily lot sizes for high volume parts in non-continuous flow processes (Fabrication, etc)
     (a) No lot sizes are defined for high volume part numbers. Maximum runtime is preferred.                                    0
     (b) Large lot sizes have been defined. High volume parts are run in lost sizes of 2 or more days                            5
     (c) Small lot sizes have been defined. High volume parts are run daily lot sizes or less.                                   10
     DEDICATED CI RESOURCES (Why?: Improves daily reliability by driving change velocity through training and application of
 9   lean principles)
     (Drives planning and execution of lean manufacturing transformation)
   (a) Management is not trained, but supports lean effort with a dedicated workforce of 1% or less.                             0
   (b) Management is trained and supports lean effort with a dedicated workforce of 1% to 2%.                                    5
   (c) Management is trained and supports lean effort with a dedicated workforce of 2% or more.                                  10
10 RETURN ON INVESTMENT (Why?: Drives Economic Value Added - EVA)
     (Ties current lean manufacturing strategy consistently with future investments)
     (a) No formal process exists for a "lean" review of capital investments and new products/processes.          0
     (b) "Lean" review process for capital investments, new products/processes is sometimes followed.             5
     (c) "Lean" review process for capital investments, new product/processes is strictly followed.               10
                                                                            Maximum Lean Transformation Points 100
                                                                                Actual Lean Transformation Points                     0
Team   Radar Chart Measures            Scores
       5-S                                    1
       Quality Process                        2
       Work Cells / PC's                      2
       Visual Controls                        2
       Standard Work                          3
       TPM                                    2
       Continuous Flow                        1
       Pull Systems                           1
       Leveling                               2
       Quick Changeovers                      2
       Training                             3.5
       Supplier / Customer Alliances          3




                                                  Supplier / Custo




                                                  Quick Changeov
                                Radar Chart



                                        5-S
                                    4
Supplier / Customer Alliances                     Quality Process
                                    3
              Training              2                   Work Cells / PC's

                                    1

Quick Changeovers                   0                      Visual Controls



             Leveling                                   Standard Work


                Pull Systems                      TPM
                                Continuous Flow
LEAN IMPROVEMENT TRACKING SHEET



                       Group:                                             Complete:
               Plant Manager:                                          On Schedule:
                        Date:                                             Over Due:
                                  Project     Value
Kaizen or Six Sigma Project       Leader     Stream                                    Key Objective & Results to Date        Investment    Due
                                            Map Ref:                 Current State    Future State                 Customer      Required   Date
                                                #      Target Area    Measures          Targets        Results       Impact
                            MEETING WORKSHEET

START TIME:               STOP TIME:           AREA:             DATE:

MEETING TOPIC:                                 ATTENDENCE:




AGENDA                                         ACTION ITEMS: Who, What, When

1.                                             1.

2.                                             2.

3.                                             3.

4.                                             4.

5.                                             5.

6.                                             6.

7.                                             7.

8.                                             8.




NEXT MEETING:                                  OTHER OUTCOMES:




Conveyance   Correction    Overproduction   Motion   Waiting   Inventory   Processes
                                        Metrics Sheet: Key Performance Indicators                                                                                                                             Week      2005         2004         2003         2002
                                                                                                                                                   Mtd. Actual   Mtd. Projected   Mtd. Target   Ytd. Actual   Total   Weekly Avg   Weekly Avg   Weekly Avg   Weekly Avg
                                                         Data            Data                                     2/1/2005   2/2/2005   2/3/2005
    Category              KPI             Frequency                                  Responsibility       Goal
                                                        Source       Presentation
Customer
                   Satisfaction:        Daily         GM                            GM                0
                   Complaints
                                                                                                                      0          0          0
Productivity, Cost Value Added          Weekly        Job                           JH                1.5 ope        1.6        1.6        1.4
& Quality          (orders per                        travelers
                   production                         per week /
                   employee)                          23
                   Jobs per Day         Daily         Job traveler                  JH                35 jpd         37         37         32
                   Pieces per day                                                   GM                1500 /d     1806 1099 1238
                   First Pass Approval Daily          Job traveler                  GM                100%
                   %
                                                                                                                  100% 100% 100%
                   Scrap Pieces        Daily          Product                       GM                < 40 ppd
                                                      Inquiry
                                                                                                                     54         52         22
                                                      Report
Delivery           On Time In Full      Daily         Follow Up                     AM                1
                   (OTIF %)                           Sheet
                                                                                                                    100        100         98
                   Lead-time (weeks)    Weekly        Back log                      TC                1 Week
                                                                                                                      1          1          1
                   Backlog (weeks)      Weekly        Back log $ /                  TC                3 Weeks
                                                      125$
                                                                                                                     2.4        2.4        2.4
People             Loss Time            Daily         Call in list                  BH                < 0.5 hrs    0.25         0          0
                   Housekeeping         Daily         TBD                           AM                100%
                                                                                                                   70%         70%        70%
                   Loss Time Injuries   Daily         Call in list                  BH                0              0          0          0
                   (LTI)


                                                      Below Goal =

                                                      At Goal =
                                     OEE WORKSHEET: Machine Name
                                                                                       DATE: <date>
                                              AVAILABILITY
                                                             MONTH   NOVEMBER
1.   Scheduled time per shift                                                                       Minutes

2.   Planned Downtime
               - Breaks and Lunches
               - Meetings
               - Run to Run
               - Planned Maintenance
                                                             }                                    0 Minutes

               - Operator not Available

3.   Net Available Time                                                        (1-2)              0 Minutes

4.   All Other Downtime
                - Failures
                - Set-up and Adjustments
                - Documented Minor Stoppages
                - Startup losses                             }                                    0 Minutes




5.   Operating Time                                                            (3-4)              0 Minutes

6.   Availability                                                              (5/3)    #DIV/0!     %

                                        PERFORMANCE EFFICIENCY

7. Total Parts Run (Total Pieces Machined)                                                          Parts

8. Ideal Cycle Time (Total Pieces Planned)(Planning/NcProgram)           (Min/Part)     #DIV/0! Minutes
                                                Cycle Time
9. Performance Efficiency                                                  ((8x7)/5)    #DIV/0!

                                              QUALITY RATE

10. Total Defects (Opps, Errors & Crash)                                                          0 Parts

11. Quality Rate                                                          ((7-10)/7)    #DIV/0!

                                OVERALL EQUIPMENT EFFECTIVENESS

12. Overall Equipment Effectiveness                                  ((6x9x11)x100)     #DIV/0! %
Reportable OEE can Not exceed availability.                                    OEE
                                                        PDCA PLANNING WORKSHEET
    = Behind
    = O.K.
                                                          Part / Series / Subject                                          Date Last Modified:
    = Completed
Status / Legend

                                                                                    Team Members: (Innovation Leader )


PROBLEM STATEMENT:




                  Plant:                  Department:                                                                  Completed by:
                                                                                            DO                                                                      CHECK                    MEASUREMENT                  ACTIONS
                           PLAN                                                                                                                                                                                         EFFECTIVE?
                                                                                                                                                                                               (CHECK)                (see Note below)
                                                                                                                                    Schedule Task Timing               Reviewed by:             Projected

Status    Item               Initiative                           Task                                Responsibility                      START            FINISH                     Base     Improvement   Actual   Yes        No
          No.                                                                                                            DURATION          Date             Date       Who     Date              Time/$
                                         Problem Solving Worksheet

Author:                          Team:                                      Date:

1. Define the Problem (Note all symtoms & use the Is-Is Not form)




2. Describe Containment Actions (Who, What, When, Where, How, etc)




3. Describe Possible Causes (Use the Is-Is Not form)




4. Root Cause Determination Data Collection & Analysis




5. Develop & Test Possible Solutions




6. Define & Implement Corrective Action




7. Verify & Test the Corrective Action (Can the problem be turned "ON' & "OFF" )




8. Address the System, Prevent Recurrence & make Permanent
                  Rapid Improvement Event
          Before and After Implementation Worksheet
Team                 Area                 Date

Improvement Proposal:




Current state                 Future State




Effect or Watse Reduction     Future Actions
orksheet
 e
                                                                                                        Six Sigma Summary Sheet

                     Team Member’s Names:
Project Details
                     Company or area addressed:

                     Dates of project:

                     Include project goals, charter, business case, flow diagram, CTQ charts, etc.

DEFINE the project




                     Include system measures, key performance indicators, data collection plan, MSA, data display methods, etc.


Project
MEASURES




                     Include Cause & Effect diagram, and other data analysis tools used to prove cause.(DOE etc.)
Data ANALYSIS




                     Describe specific improvements implemented, cost benefits, risk analysis, pilot results, before & after sketches, implementation plan & dates, etc.
IMPROVEMENTS
Implemented




                     Include control methods, appropriate documentation & standards, follow up plan and dates, as well as reaction plan.



Methods of
CONTROL &
follow- up
                                                                                              Area:    Hardware                               OP               of
Standardized Work Chart                                                                       Process: Stud Assembler                         PG      1        of            1
                                                                                                Takt                            Cycle
Plant:                                        Product:                                                                   sec.                                 sec.
                                                                                                Time                            Time
                                                                                              Last Updated By:                  Cindy Bos             Date:              /       /
                                                                            T   A T W T W T
                                                                          M
Seq. Q.C.                                                                   I   U I A I A I   Approved By (G.L.):                                     Date:              /       /
No. Check
                                Major Operational Steps                   A
                                                                            M   T M I M L M
                                                                          N
                                                                            E   O E T E K E
                                                                                              Checked By (M.E.):                                      Date:              /       /

  1




  2


  3


  4


  5


  6


  6


  7




                                                                                                                                          Safety
                                                                                                                                                     SWIP       Critical     Safety
                                                                                                       Working Sequence                 Precaution

                                                                                                       Walking                                                       C               S
                                                                           0        0    0
                                                                                                       Return to Start




      o:Manufacturing/DPS/Forms/StandardizedWork/DPS101StdWorkChart.xls
      Rev. 10/01/01
                                          JOB BREAKDOWN SHEET

OPERATION: Stud assembly

PARTS: U137 Flip Qtr

TOOLS & MATERIALS: PET ring frame, stud, pal nut, stud press

SAFETY EQUIPMENT: 2 finger switches, safety glass

                                                    MAJOR STEP                         KEY POINTS                REASONS
                                           Include main steps that advance the job.   Make or break a job—   Describe why the job is
                                                                                                              done in the particular
                                                                                                              way described in the
                                                                                                                   Key Point.

                                                                                             Quality
                                                                                             Safety
                                                                                        Ease of Operation
1. Inspect PET ring frame                                                             1.1 Inspect for        1.1.1 Per customer
                                                                                      cracks, short shots,   requirement
                                                                                      flash, contamination


2. Place on stud table                                                                2.1 Start on side of   2.1.1 Standardization
                                                                                      frame with 1 stud in
                                                                                      middle


3. Load pal nut in press nest                                                         3.1 Pal nut must be    3.1.1 To ensure
                                                                                      loaded with teeth down proper assembly
                                                                                      to hold stud securely



4. Inspect stud                                                                       4.1 Stud must          4.1.1 Per customer
                                                                                      threaded with no       requirement
                                                                                      damage to threads


5. Load stud into PET frame pocket                                                    5.1 Stud must lay      5.1.1. To ensure
                                                                                      completely in          proper assembly
                                                                                      rectangle pocket


6. Align stud head                                                                    6.1 Stud must align    6.1.1 To ensure
                                                                                      under press head       proper assembly



7. Activate press                                                                     7.1 Hold both finger   7.1.1 To safely
                                                                                      switches at the same   activate press
                                                                                      time


8. Repeat steps for 14 more studs                                                     8.1 There are 15       8.1.1 Per customer
                                                                                      studs on each part     requirement



9. Place on staging rack                                                              9.1 To stage for
                                                                                      priming operation
                                                                                           8e3a5931-8d8a-44ba-84a1-a01b1382627e.xls




                                                                                                  Standard Work Combnation Sheet


    Part #                                 Date                                Demand / Shift                                      Operation Number                                        Manual =
                                                                                                                                                                                           Walking = wwwwwwwww
Process Name                              Dept.                                 TAKT Time                                              Prepared by                                        Automatic =


                                                          Time                                                                                       Operation Time (in Seconds)
    Step #     Description of Operation
                                          Manual   Auto          Walk   Wait   5s   10 s   15 s    20 s   25 s    30 s   35 s   40 s   45 s   50 s    55 s   60 s   65 s   70 s    75 s   80 s   85 s   90 s   95 s   100s 105 s 110 s 115 s 120 s




                                                                               5s   10 s   15 s    20 s   25 s    30 s   35 s   40 s   45 s   50 s    55 s   60 s   65 s   70 s    75 s   80 s   85 s   90 s   95 s 100 s 105 s 110 s 115 s 120 s
                        Totals




Rob Ptacek                                                                                                       Page 41                                                                                                                     7/13/2011
      AUTODIE                                                                           PROCESS TIMING
      INTERNATIONAL                                                                 OBSERVATION SHEET
                                     TIME OBSERVATION SHEET
Process:                                                          Date:               OBV:
                                                                  Time:               OBV:
Step       Component Task   VA NVA   1     2     3     4      5         TASK TIME            Notes

  1

  2

  3

  4

  5

  6

  7

  8

  9

 10

 11

 12

 13

 14

 15
       TIME FOR ONE CYCLE
Process      Process                                   Operation
                               Type       Begin Time               End Time
  Step        Name                                       time
   1       Answer Phone       Process        0:00       0:00:25     0:00:25

          Ask for Customer
   2         Information      Process        0:00       0:00:40     0:01:05
           Does Customer
   3        Have Account      Process        0:01       0:00:05     0:01:10
            Place on Hold
   4        and Forward       Transport      0:01       0:01:15     0:02:25
          Ask for Customer
   5         Information      Process        0:02       0:00:20     0:02:45
          Take information
   6       for Credit App     Process        0:02       0:03:45     0:06:30
           Wait for Credit
   7          Approval         Delay         0:06       0:06:05     0:12:35

   8           Approved?      Decision       0:12       0:00:00     0:12:35
          Ask for Customer
   9           Information    Process        0:12       0:00:40     0:13:15
           Does Customer
  10        Have Account      Process        0:13       0:00:05     0:13:20
                Determine
  11       Product Needs      Process        0:13       0:01:30     0:14:50
            Is Product On
  12              Hand?       Process        0:14       0:00:15     0:15:05
          Check System for
  13            Lead Time     Process        0:15       0:00:10     0:15:15
          Quote Lead Time
  14          to Customer     Process        0:15       0:00:05     0:15:20
             Is Lead Time
  15          Acceptable?     Process        0:15       0:00:00     0:15:20
                 Contact
          Manufacturing for
  16       LT Information     Process        0:15       0:07:35     0:22:55
             Is Lead Time
  17          Acceptable?     Process        0:22       0:00:00     0:22:55
  18          Place Order     Process        0:22       0:01:45     0:24:40
                 Validate
           Customer Ship
  19               Info       Inspect        0:24       0:00:30     0:25:10
  20      Thank Customer      Process        0:25       0:00:10     0:25:20
                                                      % Non Value Add
          0.671052632         0.328947368
                                                      % Value Add




0   0.2           0.4   0.6     0.8         1   1.2
             Value Add
Value add?
               Total
   Yes        0:00:25             Summary
                         Value Added
                             Time
   Yes        0:01:05                   0:08:20
                          Total Time
   Yes        0:01:10                   0:25:20
                         % Non Value
    No        0:01:10       Add          67%

                         % Value Add
    No        0:01:10                    33%

   Yes        0:04:55
                          Process Type Breakdown
    No        0:04:55
                         Process Time
   Yes        0:04:55                   0:17:30
                          Delay Time
    No        0:04:55                   0:06:05
                           Transport
    No        0:04:55        Time       0:01:15
                          Inspection
   Yes        0:06:25        Time       0:00:30

    No        0:06:25

    No        0:06:25

    No        0:06:25

    No        0:06:25


    No        0:06:25

   No         0:06:25
   Yes        0:08:10


   No         0:08:10
   Yes        0:08:20


                 0.014



                 0.012
                   0.01



                  0.008   Process Time
% Non Value Add
                          Delay Time
% Value Add
                          Transport Time
                  0.006   Inspection Time




                  0.004



                  0.002



                     0
                   Plot Width
Max     0.002604     0.00


 Min    -0.00087     0.00

Range   0.003472     0.00

Units     -20        0.00

        0.00026      0.00

                     0.01

                     0.02

                     0.00

                     0.00

                     0.00
- At the SPEED of SIGHT




- At the SPEED of SIGHT




                          Page 1 of 2
- At the SPEED of SIGHT




        - At the SPEED of SIGHT




                                  Page 2 of 2
                                                                                                 VSM Action Plan Example




           Value Stream Map Action Item List Example
#       Item                               Activity                                 Who   When    Progress      Comments
                                           Use supermarket concepts throughout the JW &
    1 Attack all inventory watse           organization. Create flw.               RP   TBD

                                           Look for waste and develop ways to use
      Review & Map the planning &          Kanban sstems to reduce & expose the     JW &
    2 scheduling processes                 waste.                                   RP   TBD

                                                                                    JW &
    3 Investigate HIP process                                                       RP   TBD

      Attack Finishing issues with 6-                                               JW &
    4 Sigma approach                                                                RP   TBD

      Help the FE VSM team                                                          JW &
    5 dramatically reduce L/T                                                       RP   TBD

      Loop segments o the business to                                               JW &
    6 create flow. See FS-VSM                                                       RP   TBD

      Begin to organize around value                                                JW &
    7 streams or flows                                                              RP   TBD

      Work with the customer to level
      flow, and to use Kanban signals to                                            JW &
    8 reduce inventory waste.                                                       RP   TBD

    9

10




.




Confidential                                                                                            7/13/2011          Page 51

								
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