Asq pitch

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Kaizen EventKaizen Event

To Change with Intent...

….For The Good of All

…..Continual Improvement

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1. Philosophy2. Preparation3. Training & the Event

Kaizen Events

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“You can know all there is to know about something except how to improve it. That requires a different

set of skills, it requires new knowledge. A system cannot improve itself. That knowledge comes

from outside the system, and only by invitation.”

W. Edwards Deming

CPI

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Kaizen EventsPhilosophy!

1

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ImproveQuality

DecreaseCost

Improve Productivity

DecreasePrices

IncreaseMarketShare

GrowThe

BusinessWith Better

Quality & LowerPrice

Quality’s Chain ReactionOur Problem is Quality!

W. Edwards Deming

How do you organize for Quality?

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1. Has anyone heard of a gentleman named W. Edwards Deming? Training, books, films, articles?

2. Has anyone heard of the “Toyota Production System?”Training, books, films, articles, visit any plants?

3. The Toyota Production System is based on a philosophy that he calls “The System of Profound Knowledge” & The Fourteen Points

4. “The System of Profound Knowledge:”Systems and ProcessesVariation reduction in the SystemsLeadership requires “New Knowledge” to improve the SystemsPsychology of change in the people that work in the Systems

5. What is a “System?”

Brief History

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What is a System?

A “System”: A network of inter-dependent

components (sub processes) that work together to try to accomplish the “Aim” of the “System.”

The OUTCOME of any “System” pre-exist in

the methods of that “System.”

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Three Methods To Improve Quality

1. Improve The System: Improve the Process that creates the product, or service. (Factory #1)

2. Distort The System: Get the demanded result, but it will only be short lived. (Brut Force)

3. Distort the Figures: Use creative accounting to hide rework and waste. (VC Shuffle)

CHOICES 2 & 3 ARE THE EASYEST BUT, THEN AGAIN, “SURVIVAL IS NOT MANDITORY”.

W. Edwards Deming

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The Organization As A System

Management’s job is to improve the System,and to improve the people working in the system!

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OwnerService

“WEST” &“Medallia”

Data

Owner

Point Of

Sale

Function 1WCF

Function 2HR

Function 3Legal

Function 4Owner Services

Function 5

Function 6

Function 7

Customer Welcome Center

Resort 1Bonnet Ck

Resort 2Grand Desert

Resort 3

Resort 4

Resort 5

Resort 6

Resort etc.

G

G

G

Survey

D D

D

Experience

The Organization Viewed as a System

Pu

rch

ase

Pro

cess

InformationData

G

G= Process Gap

D = Data Needed

InformationData

Y = f (X/CTQ)

Y

X

Key:

Suppliers

Quality Management SystemsProcess Alignment ~ Voice Of Customer ~ SOP & Control ~ Critical To Quality ~ SPC

Design For Six Sigma ~ Best Practice ~ Leading Indicator Data ~ Gaps ~ PFMEA Process Control ~ Process Capability ~ Supplier Control & Development

VOC

Business Touch Points

D

Mar

keti

ng

M

M

MY

SLT

X

X

X

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DevelopValue StreamMap

Organize AroundThe Process~Team Based~

Conduct a SIPOC Analysis & FocusOn Handoffs

Gather TheVoice of The Internal Customer*Measure KeyCharacteristicsAs Identified

Identify GapsFrom VSMConduct: Kaizens,Belt Projects

Establish ProcessMetrics

Establish Intrinsic CompetitionBased on Metric:Sigma Score / FPY

Strategy: Establish Flow

Apply Lean~Sigma Methodology

Moving to Process Management

EstablishSupplier ScoreCards & Feedback Methods

The Aim is to Attack WasteIn all Systems & AlignThe Processes

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The Process MentalityThe Process Mentality

Becoming Aware

Step 2….. Step X…..Successful or Unsuccessful

Result

Gu

est

/ F

ron

t D

esk

Mai

nte

nan

ce

Pu

rch

asin

g

Acc

ou

nti

ng

Eac

h H

OA

Business Viewpoint: Functional

Customer Viewpoint: Process Results

…For the Customer& the Business

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Ideal State

PROCESS IS PREDICTABLE 100% CONFORMING PRODUCT Control Charts: Maintain process in control

Give timely warning of any troubles

Pro

cess

Im

prov

emen

t

Ent

ropy

Threshold State

PROCESS IS PREDICTABLE SOME NONCONFORMING PRODUCT Must either…

Change process, orChange specifications

Sorting is only a temporary fixControl Charts:

Maintain process in controlEvaluate efforts at improvement

Brink of ChaosPROCESS IS NOT PREDICTABLE100% CONFORMING PRODUCTAll may seem okay, but….Assignable Causes determine what is produced by the process!Quality and conformance can change in a moment.

State of ChaosPROCESS IS NOT PREDICTABLESOME NONCONFORMING PRODUCTAssignable Causes dominate process>Random fluctuations due to Assignable Causeswill eventually frustrate efforts at processimprovement

“Four States Of A Process”

Stuck Here!

(A State of Continual Improvement)

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All processes belong to one of four states. But Processes do not always remain in one state. It is possible for a process to move from one stateto another. In fact there is a universal force acting on every process that will cause it to move in a certain direction. That force is Entropy. It continually acts upon all processes to cause breakdowns and failures. Because Entropy is relentless it causes every process to migrate toward the State of Chaos.

There is only one way to move a process up to the Threshold State or the Ideal State and that is to use Shewhart’s control charts effectively for Process Improvement.

However, whenever the information provided by the charts is not effectively used, the cycle of improvement is broken. These breaks allow Entropy to degrade the process, and as an assignable causes continue to occur, the sporadic improvements obtained from the charts will not suffice to overcome negative forces. Therefore, the process will slowly deteriorate.

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5S Kaizen Events Lean Systems Six Sigma Quality

Leadership, Creativity, Innovation

Teaming, Team Based, and Employee Involvement

Quick Strike1-6 DaysProcess MappingCause & EffectBasic “Blocking & Tackling” Tools

Value StreamOne Piece FlowCellsVisual ControlsPull SystemsKanbanSetup ProductionTPM

DMAIC ProcessStatistical ToolsValue Stream MappingPFMEACp and CpkGage R & REMSANOVA, HypothesisTest, DOE, Optimization

Closed Loop Performance

Knowledge of Tools

Focus on Improvement

SortSet in OrderShineStandardizeSustain

Simple Tactical FocusObvious Quick FixesContainmentPlug Holes in Dike

Waste, (Non-Value Added)Speed & C/TStandardizationInventory ControlLogistics Cost Variance Reduction

Complex ProblemsVariation ReductionProcess CapabilityDefect PreventionStability, PredictabilityDesign Excellence

SeparateOrganizedCleanVisual First 4 S

“Body of Knowledge Required for the Transformation”

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Conduct a Kaizen Event to Establish, Change or Improve

The System

How do you organize for Quality?

(Chaos) That becomes your System! How do you break out of that?

By organizing around your Value Stream!

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Develop A High-Performance Develop A High-Performance TeamTeam!!

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Kaizen EventKaizen EventThe Lean ~ Sigma System

S.I.P.O.C. Analysis

PROCESS MAPPING

ID GAPS

ANALYZE GAPS

ID ROOT CAUSE OF PROBLEM

HOW IS IT MEASURED?

DEVELOP PLAN TO IMPROVE

TEST PLAN

IF DESIRED RESULT

ID SUPPLIERS

ID INPUTS

SUPPLIERS &THEIR INPUTS

IF NOT DESIRED RESULT

STANDARDIZE

ID CUSTOMERS

ID OUTPUTS

CUSTOMERS &OUR OUTPUTS

Flowcharting, Value Stream, 5S, Visual Management,Lean Methods, Spaghetti Diagram, Muda Walk, 7QT,CTX, CTP, CTD, CTC, CTQ – QFD,

Scatter Plot, Needs of VOC & VOP,Discussion of Aim, PFMEA,7 MP, 7 QT, Map-It, Sigma Level, Cpk, FPY,Brainstorming, VOC, Radar Chart, Affinity Chart,Fishbone, 7 Step, Data Collection Plan

FPY, MSE / GR&R, SPC/Control Chart,Run Chart, Histogram, Cp, Cpk, Key Characterization

Should Be Map, C&E Matrix, Project Management, Brainstorming, Kaizen Event, PFMEA, 5S, Lean Methods

Communicate (Share) Results& Train to Standard ~ Deploy

Repeat Cycle

Plan

Plan

Do

Do

Study

Study

Act

Plan

Do

Study Study

Act

Check measurementsystem / repeat cycle

S.W.O.T., M.O.S.T., VOC, Alignment of Processes, TDF / Team Skills, (Pre~Kaizen Event, Kaizen Event), Feedback Loops Identified, Clear Aim of System

Process Failure Mode Effects Analysis Control & Reaction Plan

Improvement Plan

CELEBRATEIMPROVEMENT

Feed Forward Loop

“S” “C”

ID Stake Holders

Force Field Analysis, “As-Is vs. Should Be”Brainstorming, MSE / GR&R

Meet 5-S Requirements?

Feed Back Loop

Feed Forward Loop

GO TO GEMBAK

aize

n

KAIKAKU

ID PROBLEM OWNERSHIP

Generate Actions / Responsibility Poka Yoke, Cycle Time, VOP, VOC, Throughput, Cost, FPY, DOE, SPC, Cp, CpK, Stake Holder Analysis

Feed Back Loop

Define Charter VOC SIPOC

Measure Data Collection Plan / Rational Execution Plan

Analyze Voice Of the Process / Process Analysis Root Cause Analysis Analysis of Data and Process CTQ, CTX, CTY, CTB

Improve Develop Plan Deploy Plan (Test) Stake Holder Analysis of Test

Control PFMEA Control Plan Response Plan Improvement Plan VOC

Rep

eat

Th

e C

ycle

Con

tin

ual

Pro

cess

Im

pro

vem

ent!

!

Property of Frank Haas et.al.

Jidoka

Heijunka

Project Charter ~ AimPlanBusiness Case, Problem Statement,Project Scoping, Goals, Identify Team Members

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Kaizen EventKaizen EventThe S.I.P.O.C. View & Processes

Inputs

Feedback LoopFeedback Loop

Feed Forward Loop

Outputs

GapsGaps

Feed Forward Loop

Process CustomersSuppliers

Scope of Improvement EffortsDefine the Start and Stop Points of the Process

Identify the Pit Crew!

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What is A Lean / Sigma?

LeanSpeed + No Waste + Implicit Infrastructure• Goal – Reduce waste and increase process speed• Focus – Bias for action / Implementing Toyota tools• Method –Kaizen Events, Value Stream Mapping, process balancing, constraint identification, mistake proofing

Lean Speed EnablesSix Sigma Quality (Faster Cycles of Experimentation / learning)

Six Sigma Quality EnablesLean Speed(Fewer Defects Means Less Time Spent on Rework)

Six SigmaQuality, Cost + Explicit Infrastructure• Goal – Improve performance onCustomer CTQs• Focus – Use DMAIC with Quality Tools to eliminate variation• Method – Management engagement, 1% dedicated as Black Belts

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Kaizen EventPreparation

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Characteristics of a Kaizen Event?

A focused activity undertaken by a selected team of stakeholders that over a short period of time enables incremental step improvements.

It has three parts:The Event – 3-5 Days 30-Day ActionsPreparation

Is fastHas SMART (Specific, Measurable, Achievable, Realistic, and Timely) goals.Has clear boundaries and allocated resourcesIs initiated and fully supported by management (CPI Steering Team)Involves a multi-disciplinary team made up of area employees, staff and external guestsIs thoroughly planned in advanceIs structuredIncludes training in appropriate tools (Active Learning).Achieves results quickly; the spirit is “Do It” by removing waste and variation from the process.

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SPACERSPACER

SPACER

URPOSEGENDAONDUCTXPECTATIONSOLES

AFETY

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Relentless Improvement Team Primary Goal:

•Eliminate any safety issues identified,

•Implement 5S for Housekeeping supplies, Mtc P.M. tools, materials, supplies, and process steps.

•Streamline the P.M. process to reduce searching, motion, defect, and transportation waste

•Establish Kanban systems where appropriate for Housekeeping Supplies

•Enable more time for resort preventive maintenance

The Glade Kaizen CharterThe Glade Kaizen CharterTeam Name:Team Name:

Date: 4/20/09 – 4/24/09 Area: The Glade Hskg Supply Area and MtcPM Process/Vehicles/PM Kits

Relentless Improvement Team:•Team Champion - James Hawn, Maintenance Mgr.•Team Leader – Gary Karge, Maintenance Supervisor•Team Member– Ed Davis, Maintenance Engineer•Team Member – Steve Swafford, Asst Maintenance Mgr•Team Member – Ellis Gunter, Maintenance Engineer•Team Member – Doug Findley, Maintenance Engineer•Team Member -- Arnold Smith, Maintenance Engineer•Team Member – Chad Wheeler, Maintenance Engineer•Team Member – Charlotte Findley, MtcOffice Clerk•Team Member – Autumn Bolin, Housekeeping Mgr.•Team Member – Katy Kilgore, Housekeeping Supervisor•Team Member – Melissa Taylor, Housekeeper•Team Member – Marilyn Day, Housekeeper•Team Member – Harmony Brisley, Guest Services Rep•Chris May – Maintenance Manager (Plantation)•Rene Morphew– Assistant Resort Manager•Kaizen Facilitators – Frank Haas & Chris Gray, Lean ~ Sigma

Relentless Improvement Team Objectives:

• Reduce P.M. Cycle Time by 25%• Reduce weekly travel distance per Tech by 25% (mileage)• Reduce travel time of P.M. Tech in the unit by 15%• Reduce Search Time for Housekeeping Supplies by 50%• Eliminate 100% of identified safety issues• Achieve 25% improvement from baseline 5S Audit• Increase WEST Unit Maintenance Ratings by 5%-points• Reduce Guest-Generated work orders by 25%

-

Current Situation & Problems:

•Current PM Cycle Times range from 4 – 7hrs per unit

•Weekly PM travel distance averages 75mi per P.M. Tech

•Unit Maintenance WEST Scores average 58.3% for the past 12 months

•Opportunity exists to further reduce Search time for In-House Housekeeping supplies

•Post-P.M. Guest-Generated work orders indicate improvement is needed in P.M. effectiveness (quality)

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Set up the Room

AV EquipmentScreenTVPaperMarkersPost’emsFlip ChartsSnacksLunchLap Top and Speakers

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Kaizen EventKaizen EventStandard Kaizen Room LayoutProjection Screen

Laptop

Wa

ll sp

ace

Wa

ll spa

ce

Wall space

Power Strip

*Note: power strip cord must be taped down to avoid tripping hazard

Projector

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• Event Kickoff / SPACER• Kaizen Training ~ “Re-calibrating Our Eyes!”• Document Current Processes• Identify Opportunities for Improvement• Prioritize Opportunities• Root Cause Analysis (5-Why’s / Fishbone / Grouping)• Paradigm Video + Lessons Learned• Vision of a “Perfect Process!”• Brainstorm Solutions and Prioritize• Create the “Should-Be” Process (“Swim Lanes”)

• MAKE CHANGE HAPPEN!MAKE CHANGE HAPPEN!• Develop Key Performance Indicators• Develop Action Plan• Create Executive Report Out – How To Keep This In Front of Sr. Mgmt?

• Team Celebration!

Agenda for Week

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• Continental Breakfast• Event Kickoff / SPACER• Review Baseline Maintenance Data & Charter• Kaizen Overview Training• Sub Team Formation & Training: 5S & P.M. Process Mapping• Map P.M. Process, Hskg 5S Scan / 5S Audit / Sort• Lunch• Compile Findings• Sub-Team Report Outs• Sub-Team Activity: Hskg Sort Continued• Sub-Team Activity:

– Map Flash P.M. Process ~ People, Material, Information Flow • Day One Pluses & Deltas• See You at 8:00am Tomorrow!• Leadership Team Develops Day Two Agenda

Agenda for Day One

7:30 am8:00 am

Noon

12:45 pm

5:00 pm

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Code of Conduct

• Be on Time! Late?• Everyone participate!• No sidebars! (“Three Tap Rule”)• Attack process problems, not people!• Leave cell phones with a peer!• Practice active listening!• Leave Title and Position at the door.• Have Fun!• Others ?????

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Expectations

Introductions…• Name / Key Job Responsibility

• Your Expectation(s)

• What is Your Hobby aside from Family and Work?

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Lean Six Sigma Methodology

3

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Roles & Responsibilities• Facilitators

– Focus on participant expectations– Deliver effective training materials– Keep participants and Kaizen Event on track– Facilitate application of training to Kaizen Objectives– Relentless pursuit of learning from YOU!Relentless pursuit of learning from YOU!

• Participants– Ask questionsAsk questions– Challenge status quoChallenge status quo– Actively applyActively apply new knowledge/skills to MAKE CHANGE

HAPPEN!

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Gap IdentificationGap Identification

People/Process Flow

Information Flow

Material Flow

What “Pain” Interrupts Flow?

• Transportation • Inventory• Movement/Motion• Talent*• Waiting• Overproduction• Over-processing• Defects

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Kaizen Mindset!• Throw out all fixed ideas about how to do things!

• Think of how the new method will work - not how it won’t

• Don’t seek perfection. 50% on the spot is excellent!

• Correct mistakes the moment they’re found!

• Ten people’s ideas are better than one person’s!

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Improvement Pitfalls To Avoid• Let’s solve world hunger!!

• Let’s impose our ideas on others!

• But we’ve always been doing things that way!

• We’ll just push the problem upstream or downstream!

• We need to go into “analysis paralysis!”

• That’s a lousy idea! We already tried that 20 years ago!

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Kaizen Event PrinciplesKaizen Event Principles• The goal of a Kaizen Event is NOT to create a PERFECT

process. The goal is simply to create a better process.

• A Kaizen Event does not present the luxury to think of BIG, EXPENSIVE SOLUTIONS.

• Continuous Improvement means - Simplify, Combine, and Eliminate!

• Key building blocks to a Kaizen Event are - Waste Elimination, Workplace Organization (5S), and Standardized Work.

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Continual Improvement Flow DiagramContinual Improvement Flow Diagram

Define ProblemDefine

Problem

Identify Waste in Current Process

Identify Waste in Current Process

Conduct Gap & Root Cause

Analysis

Conduct Gap & Root Cause

Analysis

Measure Current Performance

Measure Current Performance

Define Should-BeProcess

Define Should-BeProcess

Improve Current Process

Improve Current Process

Develop Measurements

for Success

Develop Measurements

for Success

Standardize Operating Procedures

Standardize Operating Procedures

Develop 60 Day Action Plan

Develop 60 Day Action Plan

Expose ProblemsExpose Problems

Find theRoot CauseFind the

Root Cause

ImplementChanges

ImplementChanges

StandardizeWork

StandardizeWork

Do

It

Do

It

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Kaizen EventKaizen EventHow would you improve this process?

Who is the

customer? What is their short

term need? What is their long

term need? How can we

improve the process?

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One Potential Solution...

Short term solutions can create long term problems.

“Re-engineering can’t be accomplished in small cautious steps, it is an all or nothing proposition that produces dramatic results...

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Kaizen EventKaizen EventOperational Cycle Time

VA NVA

VA

NVA

NVAVA

Typical Company

Traditional Improvement

Waste Reduction

Original Lead Time

Minor Improvement

Major Improvement

Time

Improvement Practices

Buying bigger, faster processing equipment addresses only the small value added portion of work performed. Concentrate on eliminating non-value added work to achieve major improvements in lead time.

$$$$$$$$$$$$$

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Waste - DefinedWaste - DefinedAny activity that consumes resources but

creates no value.

Anything that the customer will not pay for - Anything that does not show up in the

finished product.

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Kaizen EventKaizen EventLearning to See MUDA

Calibrating the Eyes

Muda Definition Transactional Operations

Over-production

Generating more than

the customer needs right

now

More information than the customer needs

More information than the next process needs

Creating reports no one reads Making extra copies

Producing product to stock based on sales forecasts

Producing more to avoid set-ups

Batch processing resulting in extra output and delays

Transporting Unnecessary movement

of items that adds no value

Retrieving or storing files Carrying documents to and

from shared equipment Taking files to another person Going to get signatures

Moving parts in and out of storage

Moving material from one workstation to another

Moving product to and fro

Motion Unnecessary movement of people

that adds no value

Searching for files/information Extra clicks or key strokes Clearing away files on desk Gathering information Looking through manuals and

catalogs Handling paperwork

Searching for parts, tools, prints, etc.

Sorting through materials. Reaching for tools Lifting boxes of parts

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Waiting Idle time created when

materials, information,

people or equipment is

not ready

Waiting for….. Faxes The system to come back up Copy machine Customer response A hand-off file to come back

Waiting for parts Waiting for prints Waiting for inspection Waiting for information Waiting for machine repair

Over-Processing

Efforts that create no value

from the customers viewpoint

Creating reports Repeated manual entry of data Use of outdated standard forms Use of inappropriate/outdated

software programs

Multiple cleaning of parts Paperwork Over-tight tolerances Awkward tool or part design

Inventory More information, project, or material on

hand than the customer needs

right now

Files waiting to be worked on Open projects Office supplies E-mails waiting to be read Unused records in a database

Raw materials Work in process Finished goods Consumable supplies

Learning to See MUDA Calibrating the Eyes

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Defects Work that contains errors,

rework, mistakes or lacks

something necessary

Data entry error Pricing/billing error Missing information Misplaced mail Incorrect customer information Missed specifications Lost records

Scrap Rework Defects Correction Field Failures Variation Missing parts/information

Talent Under-utilization of human skills and knowledge. Not creating a

safe environment that promotes

employee participation

Chronic/acute injury or illness Accepting hazardous

conditions as status quo Not sharing company or

process performance information

Not working in teams with shared goals

Fostering internal competition between departments/ processes

Chronic/acute injury or illness Accepting hazardous

conditions as status quo Not sharing company or

process performance information

Not working in teams with shared goals

Fostering internal competition between departments/ processes/shifts

Learning to See MUDA Calibrating the Eyes

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Kaizen EventKaizen EventProcess Flow - Spaghetti Charting

• A Spaghetti Chart is a visual representation of how people, materials, and information flow through the workplace.

• The Spaghetti Chart reveals Wastes such as Motion, Transportation, Searching, etc & measures them.

Sample Spaghetti Diagram

-- Why do we need to travel so far?-- Why do we repeatedly go back and forth?-- What tools, materials, & info do we not have

in order to perform our job?

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Process Flow – P.M. Stream-lining!Before After

BATHROOM INITIALS COMMENTS BATHROOM INITIALS COMMENTS

Bath mat Drain cover/lever

Caulk/grout Exhaust vent/fan

Ceiling Faucets/controls

Commode angle stop Faucets/ controls

Commode bolt caps Floor/wall tile/ marble

Commode caulking Lights

Commode lever Mirror

Commode lid/seat Outlet GFI/cover plates

Commode supply line Shower head/plates

Commode rod/door/curtain Sink/faucet/stopper/panel

Door frame Soap dish

Door hinges Switches/cover plates

Door knobs/strike plate Towel rack

Door latch Tub

Door robe hook Wall vinyl

Door stop Sink cabinets

Door threshold

FRONT DOOR INITIAL COMMENTS AIR INITIALS COMMENTS

Room number Thermostat

Frame Filter

Threshold Filter vent cover

Lock lever Coils

Lock strike plate Drain pan

Lock latch Fan/compressor

Dead bolt lever Supply lines

Security night latch All room vents clean

Door viewer Clean strainers

Door stop

Batteries

Closer

Emergency evacuation plan

ENTRY WAY1. Door & Frame Condition2. Door Knobs3. Door KeyCard Reader/Deadbolt Operation4. Door Threshold5. Night/Safety Latch6. Peephole Visibility7. Rate Card & Holder8. Hydraulic Door Stop Operation

KITCHEN Checkpoints/Standards

1. Ceiling & Can Lights

2. Refrigerator Lights/Temperature Settings @ 5

3. Cabinet Doors, Drawers, & Countertops - On Track & Hardware Secure

4. Microwave - Lights/Fan/Turntable Operation

5. Stove/Oven - Operation/Door Seal Condition

6. Sink - Water Operation, Temperature, Leaks/Stopper

7. Garbage Disposal - Operation/Gasket Guard Condition

8. Fire Extinguisher - Full Pressure & Secure on Holder

9. Dishwasher - Operation & Parts (e.g. Wheels or Baskets)

10. Carpet Trim/Transition Condition

BREAKFAST BAR AREA Checkpoints/Standards

1. Wall & Baseboard Condition

2. Bar Stools Condition

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In a Visual Workplace:

• A customer entering the area will know the who, what, when, where, why, and how within 5 within 5 minutesminutes

• There is a place for everything and everything is in its place

• There is nothing extra or unneeded, and storage areas are clearly identified and organized

• The workplace is consistently clean• It is easy to identify what is normal and what is

abnormal

Visual WorkplaceVisual Workplace

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Visual Management Techniques

• Standard Work

• Tool Shadow Boards

• Color Coding

• Performance Scoreboards

• Labeling

• Footprinting

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Sort: keep only what you need currently

Set in Order: a place for everything, and everything in its place - what, how often, where, how much?

Shine: cleaning, and looking for ways to keep it clean and organized

Standardize: all employees maintain the 3 previous points

Sustain: having the self-discipline to follow standard procedures and help people do the right things naturally, all the time.

Workplace Organization - 5S’sWorkplace Organization - 5S’s

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5S Scan ~ Sort5S Scan ~ SortSafety – Parts In Floor Safety – Striking Hazard

Different Parts Stacked Together Outdated Part Information

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Set In Order - Arrangement

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Set In Order - Borders

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5S Scan ~ ShineNails & Screws on floor create

‘Puncture’ hazards“Archeological Dig”

uncovered Layers of Dust

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Standardize: Supplies/InventoryPlease Ensure That The Following List of Lightbulbs Are Included In Your Toolbox

# CODE TOOL TYPE QUANTITY 1 Lt-01 Clear Globe Bulb 4 2 Lt-02 Floodlight Bulbs 2 3 Lt-11 3-way Bulbs 6 to 8 4 Lt-12 67 Watt Bulbs 4 5 Lt-15 40 Watt Appliance Bulbs 2 6 Lt-26 Make-up Mirror Bulb 2 7 Lt-51 Microwave Bulbs 4 8 Lt-46 60 Watt Ceiling Fan Bulbs 4 9 Lt-39 Entertainment Bulb 2 10 Lt-09 3 Gang Switch Plate Cover 2

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Standard OperationsA STANDARD OPERATION IS:

The ideal arrangement of:

1. The work of operators

2. Materials used

3. Processing equipment and tools

4. Work methods to provide a safe work environment.

Should be developed by the users

Visible to everyone

Without standards, meaningful improvement is not possible

A Defined Process flow is a requirement

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Are the most efficient known way to complete a required task, with available tools, and in the time allowed.

Standard operating instructions (work instructions) use the following techniques:

Step by Step directions

Easy to follow directions

Common terms

Standard Operating Instructions (SOI’s)Standard Operating Instructions (SOI’s)

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Why Document the New Standard Work?

• Provides new work instructions for each operator

• Helps area management assure that the new process is being followed

• Helps assure that the gains achieved during the event will be sustained

• Helps assure that a quality product / service is being produced every time

• Provides Visual Management!Visual Management!

New Standards

I know exactly howto do my job now!!!

Documents

Asq pitch