What We See
Sales
Design Engineering
MAIN GOAL: CONSISTENTLY MEET DAILY
ENGINEERING SERVICES AND APPLICATION DESIGN
LEAD TIMES.
Engineering Board:
Project backlog and lead time performance
Previous week status
Countermeasure for each late ( and X)
Problem, quantity and cause for each late ( and X)
Pareto of past problems.
Problem Solving Status sheet for permanent
countermeasure actions on top problems.
Pareto charts of Engineering performance: weekly,
monthly, quarterly, and/or Year-to-Date.
Customer Quality
Sales response time (inquiries).
Customer response time (quotes).
Customer design problems (daily)
5S
Discipline to use all visual management tools correctly.
Needed items in correct and convenient location.
Cleanliness:
1
Shipping
MAIN GOAL: SHIP GOOD QUALITY PARTS ON TIME.
Shipping Board:
5-day customer requirements (current week)
Ahead/behind: O, , X by each entry
Recovery date for each late ( and X)
Problem, quantity and cause for each late ( and X)
Confirm history of problems is being retained.
Pareto of past problems.
Problem Solving Status sheet for permanent
countermeasure actions on top problems.
Customer Quality
Open customer quality issues, containment & recovery.
5S
Discipline to use all visual management tools correctly.
Needed items in correct and convenient location.
Cleanliness:
Needed brooms, dust pan, trash can available.
Packing
MAIN GOAL: SEE AT A GLANCE WHETHER NEEDED
KITS FOR SCHEDULED DELIVERIES ARE IN STOCK.
Staging Lanes/Boards
Consistent with Shipping status.
Due days clearly defined, with attention to past-due
and due today.
Material Storageone part number per location; store by
frequency. Stock moved in Staging Lanes and short leadtime to Shipping.
5S
Part label matches parts.
Discipline to use all visual management tools correctly.
Needed items in correct and convenient location.
Cleanliness:
Needed brooms, dust pan, trash can available.
Productivity.
Help ChainWho should employees call when they cannot
follow standard process or achieve targeted result? When
should they call for help? Who are the next higher levels in
the Help Chain?
Painting
Planning Board:
Planning performance
Orders scheduled/held
Inventory Turns
Countermeasure for each late ( and X)
Problem, quantity and cause for each late ( and X)
Pareto of past problems.
Problem Solving Status sheet for permanent
countermeasure actions on top problems.
Pareto charts of historical Inventory Turns and Dollars.
Customer Quality
Proactive due-date communication (daily).
Planning constraints (material, labor shortages, etc).
Customers affected by held orders.
5S
Discipline to use all visual management tools correctly.
Needed items in correct and convenient location.
Cleanliness:
Needed brooms, dust pan, trash can available.
Help ChainWho should employees call when they
cannot follow standard process or achieve targeted
result? When should they call for help? Who are the
next higher levels in the Help Chain?
Purchasing
MAIN GOAL: CONSISTENTLY SUPPLY MATERIALS TO
MEET CUSTOMER REQUIREMENTS.
Purchasing Board:
Purchasing performance
Supplier orders late
Raw Material Inventory levels
Countermeasure for each late ( and X)
Problem, quantity and cause for each late ( and X)
Pareto of vendor performance
Problem Solving Status sheet for permanent
countermeasure actions on top problems.
Pareto charts of historical vendor performance.
Customer Quality
Proactive due-date communication (daily).
Material shortages.
Customers affected by shortages.
5S
Discipline to use all visual management tools correctly.
Needed items in correct and convenient location.
Cleanliness:
Needed brooms, dust pan, trash can available.
Help ChainWho should employees call when they
cannot follow standard process or achieve targeted
result? When should they call for help? Who are the
next higher levels in the Help Chain?