GENERAL STANDARD WORK6S, SAFETY, QUALITY, ERGO

KAIZEN VISION

STANDARD PRE-WORK FORMS

APPLICABLE PRE-WORK FORMS

KAIZEN WEEK FORMS

EXTRA FORMS

30 DAY FOLLOW UP

Roles & Responsibilities

5 Weeks Before 3 Weeks Before 2 Weeks Before Kaizen Week

Monday Tuesday Wednesday Thursday

Initiate Kaizen

=>

DEFINEMEASURE

ANALYZE IMPROVE CONTROLPre-Planning Pre-Planning KaizenPlant Assessment Project Charter *Pre-work

Lean Metric Metrics Kaizen Planner Complete Planner Kick-Off Kaizen Kaizen KaizenValue Stream Map Team Structure Situation at a Glance Training Plan Tools Training Lean Tool Usage Activities Sustainement Plan

Project Pipeline Alignment Target Report Relevant Forms Data Collection Implementation Report Out PrepLean Office Current State Stakeholders

TOLLGATE TOLLGATE FINAL REVIEW TOLLGATE TOLLGATE TOLLGATE TOLLGATE

Plant Leadership Plant Leadership Plant Leadership

CANCEL OR REDIRECT

KAIZEN Stakeholders Lean Leader

Stakeholders Lean Leader

Stakeholders Lean Leader

Stakeholders Lean Leader

PHASE 1: Pre-work PHASE 2: Agenda / Structure

Week After

REPORT

FinalReport

Out

Stakeholders Lean LeaderLeadership

Kaizen Week Task PlannerHost Site and Date

TASK # TASK DESC DURATION % COMP WHO COMMENTS COST

1. PLANT & PROJECT IDENTIFICATION1 Identify Team Leaders 5 0 LSS Leader $0.00 2 Start Charter Baseline Metrics and Goals 5 0 LSS Leader $0.00 3 Confirm Projects Align with Plant and Global Metrics 5 0 Plant Manager $0.00 4 Define Team Design and Support Structure 5 0 LSS Leader $0.00 5 Conduct "Kick Off" and weekly Kaizen planning conferences 5 0 LSS Leader $0.00 6 Project Charters Validated & Signed Off 4 0 LS Leader/Plant Manager/TL $0.00 7 Project Charter Core Team Selected & Signed Off 4 0 LS Leader/Plant Manager/TL $0.00 8 Project Charter Metrics Validated & Signed Off 4 0 Finance/Plant Manager $0.00

Toll Gate Review 0Reason for cancel: $0.00

2. PRE-WORK (Part 1)9 Kaizen Week Itinerary or Agenda 3 0 TL and team (all teams) $0.00

10 Situation-at-a-Glance 3 0 TL and team (all teams) $0.00 11 Stakeholder Analysis 3 0 TL and team (all teams) $0.00 12 Prepare Target Progress Report 3 0 TL and team (all teams) $0.00

Toll Gate Review 0Reason for redirection:

2. PRE-WORK (Part 2) 13 Finalize Target Progress Report 2 0 TL and team (all teams) $0.00 14 Production Control Chart (for production projects) 2 0 TL and team (all teams) $0.00 15 Standard Work Combination Sheet 2 0 TL and team (all teams) $0.00 16 Standard Work Capacity 2 0 TL and team (all teams) $0.00 17 Standard Work Layout 2 0 TL and team (all teams) $0.00 18 Fishbone Diagram (Cause and Effect) 2 0 TL and team (all teams) $0.00 19 Spaghetti Chart - Part Travel 2 0 TL and team (all teams) $0.00 20 Spaghetti Chart - People Travel 2 0 TL and team (all teams) $0.00 21 Time Observations 2 0 TL and team (all teams) $0.00 22 Cycle Time / TAKT Time Bar Chart 2 0 TL and team (all teams) $0.00 23 5S Audit - Establish Baseline 2 0 TL and team (all teams) $0.00 24 Safety / Ergonomic Audit - Establish Baseline 2 0 TL and team (all teams) $0.00 25 Factory Layout of process 2 0 TL and team (all teams) $0.00 26 Pictures of project area 2 0 TL and team (all teams) $0.00 27 Prepare Gemba Boards, post in work area 2 0 TL and team (all teams) $0.00 28 Digitize Pre-work package and distribute to participants 1 0 TL and team (all teams) $0.00

# of Weeks Before Event

End of 4th week before

event

End of 3rd week before

event

0 $0.00 3. FACILITIES

29 Reserve # Break-out rooms (if required) 3 0 LSS Leader $0.00 30 Reserve large room for Team Kick Off 3 0 LSS Leader $0.00 31 Reserve large room for Team Presentations 3 0 LSS Leader $0.00 32 Prepare audio / video for Kick Off and Closing Meetings 3 0 LSS Leader $0.00 33 Schedule lunches for 4 days, ask about special diet restrictions 1 0 LSS Leader $0.00 34 Determine lunch rooms or area for lunch 1 0 LSS Leader $0.00 35 Confirm total headcount w/ for Lunches 1 0 LSS Leader $0.00 36 Schedule breakfast for Monday 1 0 LSS Leader $0.00

0 $0.00 4. SUPPLIES

37 Finalize Lean apprpriate lean training material 3 0 LSS Leader/Site Coordinator $0.00 38 Order Certificates 3 0 LSS Leader $0.00 39 Purchase brown paper, pens, post-its, markers 3 0 LSS Leader $0.00 40 Obtain cleaning supplies for 5S 3 0 LSS Leader $0.00 41 Obtain video camera 3 0 LSS Leader $0.00 42 Order Yellow / Orange / Green Post-it-Notes 3 0 LSS Leader $0.00 43 Obtain extra ear-plugs / safety glasses 3 0 LSS Leader $0.00 44 Purchase boards for Gemba Boards (large) for all teams 3 0 LSS Leader $0.00 45 Safety Guidelines 3 0 LSS Leader $0.00 46 Paint / Tape supply 3 0 LSS Leader $0.00 47 Obtain digital cameras 2 0 LSS Leader $0.00 48 Obtain tape measures 2 0 LSS Leader $0.00 49 Obtain Stop Watches 2 0 LSS Leader $0.00

0 $0.00 5. FORMS (partial list see tabs)

50 5-S Audit Sheet 1 0 TL (all teams) $0.00 51 7 Designs/Ideas Form 1 0 TL (all teams) $0.00 52 Standard Work Forms 1 0 TL (all teams) $0.00 53 Time Observation Forms 1 0 TL (all teams) $0.00 54 Situation at a Glance Forms 1 0 TL (all teams) $0.00 55 Target Progress Report Form 1 0 TL (all teams) $0.00 56 Plant or project specific forms 1 0 TL (all teams) $0.00 57 5S - Red-tag procedure 1 0 TL (all teams) $0.00 58 Paint and Tape Standards 1 0 TL (all teams) $0.00 59 Machine labeling standards / material 1 0 TL (all teams) $0.00

0 $0.00 6. MISC

60 Inform employees of upcoming Kaizen 3 0 LSS Leader $0.00 61 Assign "Picture" person 2 0 LSS Leader $0.00

0 $0.00

7. DEPARTMENT RESOURCES62 Maintenance Walk-through 2 0 LSS Leader $0.00 63 Safety Walk-through 2 0 LSS Leader $0.00

0 $0.00

Final Review 08. Kaizen WEEK - last day

64 Team Report Out (All Post-Work) 0 TL and team (all teams) $0.00 65 Sustainment Plan Review 0 TL and team (all teams) $0.00 66 Sustainment Plan Sign Off 0 Plant Manager $0.00 67 Kaizen Effectiveness Survey completed by participants 0 Site Coordinator $0.00 68 Kaizen Week Lessons learned final report outs 0 Site Coordinator $0.00 69 Kaizen Deployment Plan 0 Site Coordinator $0.00 70 Post Kaizen Audit (use 30 day follow up form or equivalent)

0Site Coordinator $0.00

0 $0.00

TOTAL COST $0.00

End of final week before

event

30 days after event

Kaizen Project Charter

General Info

Project Name

Project Location

Site Coordinator Team Leader / Co-Leader

Project Start Date Est Completion Date

Metrics (list top three metrics) Note: other metrics can be used for the event

METRICS BASELINE CURRENT GOAL UNITS

PRIMARY METRIC

SECONDARY METRIC

SECONDARY METRIC

Core Project Info

Business Case:

Opportunity Statement:

In / Out Scope:

TOTAL HARD SOFTTeam Members Requested

Name Role Job Title % TimeCoach / Mentor 100Team Leader 100Co-Team Leader 100Team Member 100Team Member 100Team Member 100Team Member 100Team Member 100

Approvals (prior to the define tollgate)

Name Approval Status DatePrepared by

Plant Manager

Site Coordinator

Finance

version 1 - April 16, 2012

Expected Customer Benefits

Projected Financial Savings or N/A

Project Financial Representative

Kaizen Project ProposalFinancial Worksheet

PROJECT IDENTIFICATIONProject Title : Date :Plant Manager: Project # :Financial Rep : Site Coordinator:Team Leaders:

IMPACT TO THE BUSINESS OR FUNCTIONGROSS SAVINGS COST REQUIRED NET SAVINGS

SAVING/COST CATEGORY HARD SOFT HARD SOFT HARD SOFT

- SPENDING

LABORSalaries & Wages - - Employee. Allowances - - Fringe Benefits - - Incentive Compensation - -

RAW MATERIALS & UTILITIESRaw Materials - - Fuels and Utilities - - Electricity - - Packaging Supplies - -

MAINTENANCEGeneral Maintenance and Supplies - - Rentals - Maintenance - - Purchased Services - Maintenance - - Contract Labor Maintenance - -

OUTSIDE SERVICESContract Labor - - - - Purchased Services - - - -

DEPRECIATION/LEASESDepreciation/AmortizationOperating Leases

INDIRECT MAT AND SUPPLIES 0 0 0

OTHER

ALLOCATIONS

MARGIN

TOTALS

CAPITALFixed AssetsInventoryReceivables

CASH FLOW IMPACT BEFORE TAX

BUSINESS/WORK PROCESS - AREA IMPACTEDGross Savings Cost Required Net Savings

Bus./Work Process Location Hard Soft Hard Soft Hard Soft Comments

0 00 00 00 00 00 0

0 0 0 0 0 0

KEY METRICS

NOTES AND COMMENTS

Approvals

Plant Manager: Date :

Site Coordinator: Date :

Finance Rep: Date :

Kaizen WEEK AGENDA

AREA PHASE START STOP MIN ROOM

MondayIntroductions CG 6:00 6:15 15 W. Kaizen

Plant / Projects Overview CM 6:15 6:30 15Logistics and Safety JT 6:30 6:45 15

LEA

N C

ON

CEP

TS

ACP Overview (Manual Handout) PS 6:45 7:05 20AME Kaizen Blitz Video 8:35 9:00 25Break 9:00 9:15 15Process Mapping Techniques PS 9:15 9:45 305S at Boeing Video 9:45 10:15 30Kanban System MY 10:15 10:45 30Individual Team Training 10:45 12:00 SMED Team - Quick Changeover MY Mullion Team - Creating Continuous Flow JS Stock Frame Team - Business Process VSM PS

Lunch - The Goal Video 12:00 1:00 45

AC

P

Project Teams Start Define 1:00 TEAM ROOMSReview Charters and MetricsMap your Process, Review Pre-work, Data MeasureIdentify 5S Opportunities (Audit, Sort, A/R) ACP AREASTake Before Pictures ACP AREASSteering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMS

Tuesday

Lean

Con

cept

s

7:00 7:30 30 STU - DSet up Simulation 7:30 7:45 15Lean Simulation R1, pilot build X-1 7:45 8:15 30

MY 8:15 8:45 30ACP The Dot Company 8:45 9:15 30 Break A/RLean Simulation R2, production build X-1 9:15 9:45 30R2 Results (each team 5 min. share learning's) 9:45 10:00 15

AC

P

Idea Generation Analyze 10:45 TEAM ROOMSACP ActivitiesLunch 12:00Steering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMS

INTR

O

AN

D

OVE

RVI

EW

Champion Team Updates Steering

Lean Manufacturing/Tools Cats

AC

PACP Activities

WednesdayA

CP

7:00 7:30 STU - DPrepare Simulations Analyze 7:30 ACP AREASSimulate Solutions (call Steering Committee)ACP ActivitiesLunch 12:00Steering Committee (15 minutes each team) 3:30 4:15 TEAM ROOMSACP Activities

Thursday

AC

P

7:00 7:30 ACP AREASImplement Solutions Improve 7:30 ACP AREASSteering Committee (15 minutes each team) 9:00 9:45 ACP AREASTest SolutionsLunch 12:00Final Implementation and Containment ControlPrepare Results Presentation

Friday

AC

P

Hand-in final presentation to Site Leader 9:30 john_shemenskiACP Presentations (15 min. each) 10:00 11:00 STU - DComplete Participant Surveys 11:00ACP wrap-up and celebrations 11:00 12:00Lunch (box lunch provided)Lessons Learned Leverage 12:00 Collect LL throughout

the week

Champion Team Updates SNL - HC

Champion Team Updates TT

Stakeholder Analysis:

Instructions:1. Identify key stakeholders as specifically as possible2. Identify your preception of their currnet position regarding the initiative3. Draw an arrow to where each stakeholder needs to be in order to succeed4. Identify actions required to influence critical stakeholders5. Complete actions prior to event

Stakeholder' Position on the Initiative

A Kaizen Event will require a fundamental change in the process. In an effort to mitigate the resistance to change when the improvement is implemented, it is critical to identify the stakeholders early on, and to develop a communication plan for each of them. Typical stakeholders include managers, operators, process experts, upstream and downstream departments, customers, suppliers, and finance. Early and regular communication can create more buy-in, identify better solutions, and avoid implementation and sustainment pitfalls.

The team can create a commitment scale to identify the groups involved or affected by the process change, identify the work required, to bring groups to the level of commitment needed for successful implementation of the change, and to help set priorities and develop communication plans.

Key Stakeholders

(Units, Functions, Individuals) -2 Strongly Against

-1 Moderately

Against

0 Neutral

+1 ModeratelySupportive

+2 Strongly

Supportive

Actions required to influence stakeholders to +1 and +2

Product: ______________ Situation-At-A-GlanceProcess: ______________ As of (date): ______________

Event Date: _____________________ BUM PCM PCL ForemanTeam: ______________

PROCESS DESCRIPTION1

PRODUCTION REQUIREMENT2

PARTS & INFORMATION FLOW3

PRESENT SITUATION & PROBLEMS4

DESIRABLE IMPROVEMENT ITEMS/OPPORTUNITIES5

KAIZEN TARGET PROGRESS REPORTTeam Name: Date:

Product Cell: TAKT Time: Product Center: Team Leader:

Daily Progress

Start Target Mon Tue Wed Thur % Change

Safe

ty EHS Issues (#)

5S Rating

Qua

lity Quality

Visual Controls (# Items)

Del

iver

y Lead Time

Cycle Time

Changeover

Cos

t

WIP Inventory Units

Inventory at the Cell(s)

Walking Distance

Part Travel distance

Crew Size

Future Target

Space (ft2)

KAIZEN GEMBA BOARD

Kaizen Charter

Facilitator Kaizen Newspaper

1

2

3

4

5

Team Kaizen NewspaperACTION ITEMS ACTION ITEMS

1

MONDAY ACTION ITEMS

Person Resp

Due Date

% Comp

TUESDAY ACTION ITEMS

Person Resp

Due Date

% Comp

2

3

4

5

6

7

8

9

10

11

12

13

14

15

Kaizen Daily Report OutTuesday's GoalsMonday's

Lessons/Roadblocks

Wednesday's GoalsTuesday's Lessons/Roadblocks

Thursday's GoalsWednesday's Lessons/Roadblocks

Thursday's Lessons/Roadblocks

KAIZEN GEMBA BOARD

Target Progress Report

Facilitator Kaizen Newspaper

Team Kaizen Newspaper ACTION ITEMS ACTION ITEMS

TUESDAY ACTION ITEMS

Person Resp

Due Date

% Comp

WEDNESDAY ACTION ITEMS

Person Resp

Person Resp

Due Date

% Comp

Person Resp

Kaizen Daily Report OutTuesday's Goals Other Work

Wednesday's Goals

Thursday's Goals

KAIZEN GEMBA BOARD

Target Progress Report

Facilitator Kaizen Newspaper

Team Kaizen NewspaperACTION ITEMS

Person Resp

Due Date

% Comp

THURSDAY ACTION ITEMS

Person Resp

Due Date

% Comp

Person Resp

Due Date

% Comp

Person Resp

Due Date

% Comp

Kaizen Daily Report OutOther Work

Each Team Leader should include enough pictures in the pre-work package to describe the project to the visitors. More pictures will be taken through out the event.

Host plants are encouraged to use additional forms in the pre-work package. Plants can use their own forms in the pre-work and during the kaizen event as applicable to the project.

41 of 73

SAFE WORKPLACE DESIGN CHECKLISTWorkplace Description: Date:

CONDITIONS TO OBSERVE: BEFORE or AFTER

l. Ergonomics/Material Handling: YES NO FOLLOW UP ACTION

-do repetitive motions occur?

-are worksurfaces too high or low?

-do worksurfaces need to be adjustable?

-are there bending, twisting, reaching motions?

-are clamps/fixtures/handling devices inadequate?

-is the hand/palm used as a hammer?

-does arm/wrist rest on sharp edge?

-does task require constant standing in one position?

-does task require frequent bending or stooping?

-does task require lifting while reaching out?

-is there continuous foot pedal operation?

-does operator have ergonomic complaints?

-is lifting below knuckles or above shoulders required?

-is heavy lifting required?

-are hands/wrists unable to work in neutral positions?

-are uncomfortable or awkward positions required?

-does repetition of same hand movement occur?

-do heavy objects require push/pull forces?

-are operator's arms and elbows high or outstretched?

-does task require "clothes wringing" motions?

-are loads required to be carried some distance?

-does task require difficult to grasp items, awkward lifts?

-does task involve "pinch grips" of parts or materials?

II. Tools and Equipment: -are supplied tools awkward or require pinch grips?

-do tool handles require a bent wrist?

-do tool handles improperly fit operators hands?

-are tools not supported or balanced?

-are tools inadequately maintained?

-are there exposed blades or knives?

-is tool capacity insufficient?

-is space inadequate for easy PM activities?

-does vibration exist during operation?

-is machine improperly guarded?

-is equipment unable to be locked out?

-are emergency stops inaccessible?

-do unguarded pinch points exist on work surfaces?

-do sharp, pointed or jagged edges exist on work surfaces?

-are visual controls difficult to see or read?

-does operator require additional training?

WHO RESPONS.

DATE COMPLETED

42 of 73

SAFE WORKPLACE DESIGN CHECKLISTWorkplace Description: Date:

CONDITIONS TO OBSERVE: BEFORE or AFTER

III. Environmental: YES NO FOLLOW UP ACTION RESPONS. COMPLETED

-is lighting insufficient to perform operation?

-are odors/fumes present?

-is operator adversely affected by temperature?

-does noise level exceed 85 dB?

-is airborne dust or fibers a problem?

-is area poorly ventilated?

-is operator exposed to any hazardous chemicals?

IV. Housekeeping: -are receptacles for scrap and trash inadequate?

-is space for raw materials insufficient?

-is insufficient operating space provided?

-are tools disorganized or not provided?

-is the floor too slippery (dust, water, oil.)?

-is station cluttered or disorganized?

-are pathways susceptible of being blocked?

-are cords/hoses improperly routed?

V. Emergency Situations: -are objects stored within 18" of sprinkler heads?

-are excessive flammable/combustible materials present?

-are grounding wires needed for transferring containers?

-are automatic sprinkler heads missing/painted over?

-are modifications required to evacuation plan?

-are fire extinguishers missing/blocked?

-are grounding prongs missing/broken from plugs?

-are fire doors/paths blocked or cluttered?

-are sprinkler risers blocked?

Any "Yes" answer requires further investigation and response! Until such time as a potential hazard can be eliminated, proper

administrative controls must be utilized.

Key successes:

Beginning End % Improvement Open Items

Yes Yes ______________

Completed By: Date ___ / ___ / ___

5S Compliance Audit

Areas of Focus

5S Element Safety Work Area Machines Tools & Fixtures

Sort

Y / N Y / N Y / N Y / N Y / N

Example: Equipment Tools/fixtures

Comments/Corrective Action:

Stra

ight

en

Y / N Y / N Y / N Y / N Y / N

Example: PPE & ERT supplies Equipment Tools/fixtures

Comments/Corrective Action:

Swee

p

Y / N Y / N Y / N Y / N Y / N

Example: PPE & ERT supplies Floors & workstations Equipment Tools/fixtures

Comments/Corrective Action:

Stan

dard

ize

Y / N Y / N Y / N Y / N Y / N

Example:

Comments/Corrective Action:

Sust

ain

Are the first 4S's being sustained? Y / N Y / N Y / N Y / N Y / N

Example:

Comments/Corrective Action:

Area Audited:Date:

Question Y = 4 Points

N = 0 PointsWIP Components &

Supplies

Score (20

points possible)

Are all unnecessary items removed from area?

PPE/ Safety Equipment

Debris on the floor, equipment & work stations

WIP, components or supplies

Are all necessary items clearly identified and properly stored?

Aisles, drop off & pick up locations, skids, garbage

containers, scrap, personal belongings

Storage cabinets, POU shelves & containers

Are work areas, tools/fixtures, & equipment clean & in good working

condition?

Storage cabinets, POU shelves & containers

Has a process been established for sustaining the first 3 S's (5S checksheets and/or visual

documentation)?

Safety signs properly posted with PPE

requirements

Material flow visual, rework areas marked, garbage

collection identified

Standard communication board

in place

5S standards have been developed

Replen./movement signal procedure established for

all materials

Safety requirements being followed

Labels, signs and area demarcations are

maintained

Standard communication board

is current

5S standards are being followed

Material quantities conform to posted quantities and in

proper storage location

Total Points 100 Possible

5 "S" Score = Total Points/20

Audit Team Members:

Safety Audit Form

Location Audited:______________________________ Date of Audit_______________________

Time Begun:______________________ a.m./p.m. Time Ended:_____________ No. of People Observed:______________

CATEGORY A CATEGORY B CATEGORY C CATEGORY D CATEGORY E CATEGORY FPPE POSITIONS ERGO TOOLS PROCEDURES ORDERLINESSEyes & Face Stririking Against Posture Right for Job Is standard practice Is workplace orderly? Ears Struck by Lighting Used correct Adequate for Job? Head Caught Between Type/number In Safe Condition Is Standard practice Hand & Arms Falling of Motions Established? Feet & Legs Temp. Exterems Load Handled Is Standard Practice Respiratory System Elec. Current Work Area Design being maintainedTrunks Absorbing Tools & Grip Swallowing Vibration Temperature Noise

Behavior of Employees

UNSAFE CONDITION (UC) UNSAFE ACT (UA) SAFETY RULES VIOLATION (SRV) *Safety audits are intended to focus on Behavior of employee. Items to audit include: Unsafe Acts (UA), Unsafe Conditions (UC) & Safety RulesViolations (SRV). 96 % of all accident/incidents or near misses are the result of UA,UC or SRV.Behavior Category Observation Date Started Date Completed Follow Up?

Auditors Signitures & Comments:___________________________________________________________________________________________________________________________________________________________________________________

Safety Coordinator Signiture:________________________________________________________________________________

Safety Comments:______________________________________________________________________________________________________________________________________________________________________________________________

Audit Team Members:

UNSAFE CONDITION (UC) UNSAFE ACT (UA) SAFETY RULES VIOLATION (SRV)

Process Name:Spaghetti Chart

Date:

Model Number: Scope of From: Dept. Head Supervisor

Model Name: Operations To:

Quality Check Safety Precaution Standard WIP # Pieces Std. WIP Takt Time Operator Number

Time Observation Form

Process: Observed by:

TAKT Time: Date:

No. Elemental Description Start Watch 1 2 3 4 5 Comments

0

0

0

0

0

0

0

0

0

0

0

0

Sum of Elemental Times (Overall Cycle Time): 0 0 0 0 0 0 0 0 0 0 0

1. Sum each column and circle the best REPEATABLE Time that does not include abnormal values or missed readings.

2. Enter this time in the Best Overall Cycle Time box.

3. For each element, select the lowest common time as the Component Task Time, enter in appropriate column.

4. Sum the Component Task Time column. This sum MUST equal the Best Repeatable Overall Cycle Time.

5. If not, begin by adjusting the larger Component Task Times to achieve requirements of Step #3.

6. The adjusted component task times can now be used in conjunction with the other event forms.

Part/Model Name: Operator:

Part/Model Number: Plant/Dept.:

Component Task Time

Best Repeatable Overall Cycle

Time

Cycle Time Bar Chart Before of After Kaizen

CT =0.0

TT =

TIM

E (s

econ

ds)

Members

Stations/Operators

Part/Model Name: Department: Prepared by:

Part/Model Number: Plant: Date:

=

PRODUCTION CONTROL CHART DATE DEPT.LOCATION SHIFT 1st 2nd

HOUR PLAN ACTUAL DIFF. Reason for Difference Counter Measure Implemented

1

2

3

4

5

6

7

8

9

10

Totals

THIS HOUR

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

TOTAL

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

THIS HOUR

Standard Work Capacity Sheet

Part/Model Name: Department: Prepared by: Page _____ of _____

Part/Model Number: Plant: Date:

Process Description Walk TimeBase Times Setup Times

CommentsAuto Time

Totals: Maximum Output:_____ per _____ Required Output: _____ per _____

Cycle Time:__________________ Takt Time: __________________

Operators Needed: ____________Time to Finish = Manual Time + Auto Time

Time/Piece = Time to Change/# pcs. Per chg.Process Capacity = Available Time/Shift/(Time to Finish + Time Per Piece)

Available Time/Shift:

Step No.

Machine Number

Process CapacityManual

TimeTime to Finish

Time to Change

# pcs. per chg.

Time/ Piece

Cycle Time Total:

Standard Work Layout

From: Department: Part Name: Prepared by:

To: Plant: Part No.: Date:

Safety Items

Quality Items

Pcs. Of WIP Req'd Qty per Shift TAKT Time Cycle Time

Operation Sequence

Quality Check

Safety Precaution

Standard Work-In-

Process

Standard Work Combination Sheet

Part/Model Name: Work Sequence: Department: Prepared by:

Part/Model Number: TAKT Time: Plant: Date:

OperationOperation Time (sec.)

Totals

Manual Walking

Automatic Delay

Step No.

MAN Time

AUTO Time

Walk Time

The Kaizen Week Forms are recommended but plants can use some pre-work forms and their own forms as applicable to the projects.

4

Each member of the team should work independently tobrainstorm ideas. DO NOT be afraid to document any design that you wish, after all, you are still thinking with a creative, unbiased

and curious mind.Please use pictures and enough detail to be able to explain your

ideas to other team members.Normally the first two or three designs will come easily,

however, to be able to generate the seven designs, you maywant to examine and combine the mechanisms from nature to

assist you with this.

1 5

2 6

3 7

3P The Seven Designs

7 Ways ScoringScale 1-5 MethodsWorst = 1 Best = 5

1 2 3 4 5 6 7

Criteria

Total Score 0 0 0 0 0 0 0Comments

Cause and Effect Diagram AKA Fishbone Diagram

Effect(Y)

Environment Man Method

Measurement Machine Material

Cause

Cause

Cause

Cause

Cause

Cause

Cause

Cause CauseCause

Cause

KAIZEN ARTICLETeam Name: DateProduct Cell Takt TimeProduct Center Team Leader

Operator Number # ____________________________________________PROBLEM MEASURES TAKEN RESULTS

BEFORE KAIZEN AFTER KAIZEN

(PROCESS FMEA)PROCESS: FMEA NUMBER:

REV: PROCESS RESPONSIBILITY: PREPARED BY:

CORE TEAM: DATE:

FEATURE STEP INPUT TO PROCESS

SEVE

RIT

Y

OC

CU

R.

DET

EC

R.P

.N RECOMMENDED ACTION(S)

ACTION RESULT

ACTIONS TAKEN SEV

OC

C

DET

R.P

.N.

00000000000000000000000000000000000000000000000000000000

00

POTENTIAL FAILURE MODE AND EFFECTS ANALYSIS

POTENTIAL FAILURE MODE (SPECIFIC CAUSE)

POTENTIAL EFFECT(S) OF FAILURE

POTENTIAL CAUSE(S) / MECHANISM(S) OF FAILURE

CURRENT PROCESS CONTROLS - PREVENTION & DETECTION

RESPONSIBILITY & TARGET COMP.

DATE

(WHAT IS THE PROCESS STEP AND INPUT UNDER INVESTIGATION?)

(IN WHAT WAYS DOES THE KEY INPUT GO WRONG?)

(WHAT IS THE IMPACT ON THE KEY OUTPUT VARIABLES?)

(WHAT CAUSES THE KEY INPUT TO GO WRONG?)

(WHAT ARE THE EXISTING CONTROLS AND PROCEDURES THAT PREVENT EITHER THE

CAUSE OR THE FAILURE MODE?)

(WHAT ARE THE ACTIONS FOR REDUCING THE OCCURRENCE OF THE CAUSE OR

IMPROVING DETECTION?)

(WHAT ARE THE COMPLETED ACTIONS TAKEN WITH THE

RECALCULATED RPN?)

000000000000000000000000000000000000000000000000000000000000000

Extra forms are used as required or plants can use their own.

Team Mission

SPACE IR-Southern Pines Team Plant Facilitator

5/3/2004 3Date Project Began (mm/dd/yy) Duration of Event days

ESS Standard Work EventProject Description

Goals 1- DESCRIPTION OF MEASUREMENT BEFORE AFTER %

2- Distance Traveled (50% Reduction) DESCRIPTION OF MEASUREMENT BEFORE AFTER %

3- Cycle Time Reduction (25%) DESCRIPTION OF MEASUREMENT BEFORE AFTER %

Project Type: X STD. Work 5S / 6S TPM Set-up Admin. Set-up Other

Team Role Members Name Position From Area?

Leader Lezlie Jones Manufacturing Engineer N

Co-LeadDavid Gordon Supervisor Y

MemberTony Hill Assembler Y

MemberShonda McNeill Assembler Y

MemberJames Markland Assembler Y

MemberGeorge White Assembler Y

MemberGary Bowles Assembler Y

MemberAnthony Furr Assembler/Painter Y

MemberCindy Floyd Assembler Y

MemberEugene Wilson Assembler Y

MemberSue Jackson Assembler Y

MemberPatrick Jones Temp Y

MemberArnold Crawford Temp Y

MemberRoger Coffey Planner Y

Floor Space Utilization (35% Red)

Results Worksheet

Team Plant

Facilitator Date

Item MeasurementBaseline data Daily Results (#) Final Results

Start # Target # Target % Day 1 Day 2 Day 3 Day 4 # %

Items Measurement Items MeasurementSet-up time Sec. 5S audit score NumberCrew size for set-up Number Kaizen Implements / team memb NumberOutput / member / hour Units/member Business process members involved Number

Daily clock man hours Man hrs. Process steps Number

Crew size standard work Number Sum of cycles Minutes

Daily output Units Non-value added Minutes

Floor space Sq. ft. Annual scrap savings $

WIP units Units or $$$ Search time Minutes

Parts traffic distance Feet Walking distance Feet

Throughput Minutes Number redeployed Number

Kaizen NewspaperIR-Southern Pines 5/3/2004TEAM DATE

FOLLOW-UP BY IN DAY(S)

# Problem Definition/To-Do List Kaizen Action Who Completion Date ResultsEstimated Actual

LEAN EVENT MASTER NEWSPAPER

Event Leader Co-Lead # Problem Definition Kaizen Action Who Evt Date Est Date Act Date Comments Over 30

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Days to Comp?

Under 30

Under Est

Over Est

Kaizen Newspaper HON INDUSTRIES"a Tool of the HON Production System"

IR-Southern Pines 5/3/2004Rapid Continuous Improvement

TEAM DATETHURSDAYFOLLOW-UP BY IN 30 DAY(S)

Problem Definition/To-Do List Kaizen Action Completion Date ResultsEstimated Actual

Item

No.

Assigned To

Kaizen Newspaper HON INDUSTRIES"a Tool of the HON Production System"

IR-Southern Pines 5/3/2004Rapid Continuous Improvement

TEAM DATEFRIDAYFOLLOW-UP BY IN 30 DAY(S)

Problem Definition/To-Do List Kaizen Action Completion Date ResultsEstimated Actual

Item

No.

Assigned To

30 Day Follow-Up

TEAM INFORMATION AUDIT INFORMATION

Team IR-Southern Pines Dept. 0 SupervisorEvent Date 5/3/2004 Date Audited by

Leader Lezlie Jones Open Newsletter Items Date WhoCo-Leader 0Member David GordonMember 0Member Tony HillMember 0Member Shonda McNeillMember 0Member James MarklandMember 0

Results Audit ChecklistScore

Measurement Target Event End Current0 0% 0%0 0% 0%0 0% 0% Score0 0% 0%0 0% 0% ScoreGeneral Comments:

In your opinion, was the event a success?Would the area benefit from another RCI Team?

6S improvements sustained?Ergonomic improvements sustained?Kanban/Pull System sustained?Production Control Chart used effectively?Productivity sustained?Quality improvements sustained?Safety improvements sustained?Standard Work improvements sustained?Takt Time consistently achieved?

Team Accomplishment

Team: Area: By: Date:

Problem Kaizen Action Taken Results

Time Savings: seconds

Before Sketch After Sketch

Standard Work Combination Sheet HON INDUSTRIES"a Tool of the HON Production System" Rapid Continuous Improvement

Part/Model Name: Work Sequence: Department: Prepared by:

Part/Model Number: TAKT Time: Plant: Date:

OperationOperation Time (sec.)

HON INDUSTRIES0 0 0

TotalsRapid Continous Improvement Manual Walking

Automatic Delay

Step No.

MAN Time

AUTO Time

Walk Time

Kaizen Implemented HON INDUSTRIES"a Tool of the HON Production System" Rapid Continuous Improvement

Team: IR-Southern Pines Dept.: 0 Plant: SPACE Prepared by: Date:

Problem Kaizen Action Taken Results

Time Savings: seconds

Before Kaizen Sketch After Kaizen Sketch

30 Day Follow-Up

TEAM INFORMATION AUDIT INFORMATION

Team Dept. SupervisorEvent Date Date Audited by

Leader Open Newspaper Items Date WhoCo-LeaderMemberMemberMemberMemberMemberMemberMemberMember

Results Audit ChecklistScore

Measurement Target Event End Current

Score

ScoreGeneral Comments:

In your opinion, was the event a success?Would the area benefit from another ACP Team?

5S improvements sustained?Ergonomic improvements sustained?Kanban/Pull System sustained?Production Control Chart used effectively?Productivity sustained?Quality improvements sustained?Safety improvements sustained?Standard Work improvements sustained?Takt Time consistently achieved?

CELL MONTH

Cell Output Productivity

0

0

0.00###

###

DATE

Units= Units / Member-hour

People x Hours

Prod

uctiv

ity (u

nits

/mem

ber-

hr.)