8/10/2019 5S Kaizen Charter Template.pptx

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Team

Scope

Scope In Out

Business Case /Strategic Alignment Opportunity

Deliverables

Standard Work Kaizen Event - Breakdowns

Target

Schedule

Breakdowns represent some of the largest volume structuresfor the organization. This cell has installed some of the basictools. We want to implement standard work and identify thenext level of the cells performance.

Improve cell throughput by xx% from yy to zz by 7/1/08

Reduce cell WIP by xxx% from yy ocs to zz pcs

Standard work training Standard work documentation

Feb 19 - 22

Throughput chart

Breakdown cell

Material delivery to cell Material stored in the

area

Supplier delivery

Schedule methodology Raw Material inventory

Operator Operator MFG Supervisor Purdue trained certified lean member Purdue trained certified lean member Engineer

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Team

Scope

Scope In Out

Business Case /Strategic Alignment Opportunity

Deliverables

Standard Work Kaizen EventABC Analysis

Target

Schedule

Inventory is an identified opportunity for the Plymouthoperation to reduce cost and improve delivery. The ABCanalysis will be conducted to establish the baseline forimprovement.

Improve inventory turns from 2.x to 3.y

Identify $1.0M in inventory savings

ABC Analysis chart Targeted inventory reduction plan

ABCAnalysis chart

WIP

Raw Material Kanban material

Component inventory

Procurement Materials Planning

InventoryTrend Chart

Feb 19 - 20

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Team

Scope

Scope In Out

Business Case /Strategic Alignment Opportunity

Deliverables

Valmont Netherlands BV 5S Kaizen Event Team Charter- EXAMPLE

Target

Schedule

Key TeamRoel BruijnaersTeam LeaderBarend de GraafCrane OperatorWladimir MakowskiCrane OperatorJan KoningsMaintenanceDarek MarchewkaConical Team

All internal product movement(in factory) and productmovements between MHZ andGalva / Powder stations andend customer. (off premises)

2/06/12 to 2/09/12Kaizen Event2/10/12Report Out to Management

Create incoming stock location systemCreate 5S Levels of Excellence program

Reduce total operator handling time by 25% (4,5hrs / wk)

and walking distance by 5 km/wk, based on time studyReduce use of m2by 25% (from 7000m2to 5250m2)Reduce forklift truck cost by12k / yrStandardize and make man independent (location system)Decrease safety risk by making risk analysis before & afterof a situation to change

The way our stock yards layout is set up we currently donot have a stock location system defined. This means thatproducts are not stored in a logical order but more basedon space. The layout creates lots of product handling.

Also time is wasted finding the correct product(s). Thiscan lead to picking mistakes, product damage and delays.In addition the stockyard also needs to be looked at froma safety point of view.

Suppor t TeamFlip De GoeySponsorMike HermesOperationsMarc BeijBS / ESHMark ImmersLean ExpertMonique VerheesHR / Lean CoachJesse Canas- Corp LeanAmy NachmanCorp LeanEmmanuel VallartEMEAStephane DevulderEMEA

The total process for inboundraw material needed forproduction in a safe, costefficient and time boundmanner

Targeted Area

External Suppo rt

Chloe ContrerasRive de GierHicham NassiBerrechid