Continuous Improvement Methodology

(Kaizen Blue Book)

Courtesy of Pratt and Whitney

P&W/OCI

Table of Contents
Lean Manufacturing. 4
Toyota Production System. 5
Continuous Improvement Methodology.... 6

Mission.7
Goals....8
Takt Time. 9
Product Quantity Analysis. 10
Product Quantity Analysis (example)..11
Product Quantity Analysis Chart (explanation)..12
Product Quantity Analysis Sheet (template).. 13
Product Quantity Analysis Chart (template).. 14
Process Matrix...15
Process Matrix Sheet (template). 16
Process-at-a-glance and example..... 17
Process-at-a-glance (template)... 18
Part Spaghetti Chart and example... 19
Part Spaghetti Sheet (template).. 20
Time Observations.. 21
Time Observation Form (example). 22

Time Observation Form (template). 23

Capacity Analysis..... 24
Table of Production Capacity by Process (template)... 25

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Table of Contents
Standard Work Combination Sheet.....26
Standard Work Combination Sheet (example).27
Standard Work Combination Sheet (template).28
Standard Work Sheet...29
Standard Work Sheet (example). 30
Standard Work Sheet (template). 31
Percent Loading....32
Operations Bar Chart...38
Operations Bar Chart with SWIP... 39
Visual Controls and Measures.. 40
Visual Control Examples...... 41
5S Evaluation..... 42
5S Evaluation (example).. 43
Red Tag (example).... 44

Set-up Reduction.. 45
Set-up Bar Chart (example). 46
Set-up Observation Analysis Worksheet (example). 47
Set-up Observation Analysis Worksheet (template). 48
Mistake Proofing... 49
Mistake Proofing Worksheet (example). 50
Mistake Proofing Worksheet (template). 51
Total Productive Maintenance.. 52
Pull Systems.. 53
Glossary of Terms 54
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Lean Manufacturing
Lean manufacturing is a process that seeks to deliver product to the
customer just-in-time .
To deliver just-in-time is to deliver:
what is required
when it is required
in the quantity that is required.
Implementing a lean production system both demands and drives
reductions in lead-time and inventory as well as improves delivery
performance, providing a direct path to impact bottom-line business metrics.
Lean manufacturing is built upon the foundation of The Toyota Production
System and the disciplined application of the seven elements of the ACE
initiative. The three progressive tiers of a lean production system are:
Takt
Flow
Pull

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Toyota Production System

Cost reduction through

the elimination of waste (Muda)
The two pillars of the Toyota Production System

Takt time

Kanban
1:1:1 relationship

Mistake proofing
Visual controls
SWIP
Andon

Reduced set-up time

Jidoka

One-piece flow

Human vs machine work

(Autonomation)

Just-in-Time

Multiple skilling

Leveled Production
Right Products Delivered at the Right Time in the Right Quantities

What is needed

In the amount needed

When it is needed
Relentless Pursuit of Waste to Reduce Costs

Through Standardization

Minimize Inventory

Reduce Lead times

Create Flow

Material for one piece flow

Tools and equipment

Staff for multiple process handling

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Continuous Improvement
Methodology
Definition: To become and continually remain cost competitive, by focusing on
the elimination of the 7 - types of waste from the manufacturing and
support processes.
1. Inventory
2. Over Production
3. Transportation
4. Over Processing
5. Unnecessary Motion (Walking, Searching, Reaching)
6. Waiting
7. Rework/Correction
How: By using the following problem solving tools to accomplish the task of
waste elimination.
Mission & goals
Takt Time Calculation
P-Q Analysis
Cell formation / redesign
Process Matrix
Process-at-a-glance
Part Spaghetti Chart
Time Observations
Capacity Analysis
Standard Work
Standard Work Combination Sheet
(Toyota Production System)
Standard Work Sheet
Percent loading Chart
Standard Work in Process
Visual Controls
5S Evaluation
Red tag
Other
Continuous
Improvement
Setup Reduction
tools
Mistake proofing
Total Production Maintenance
Pull system
Not all tools are applicable to all events and some may be available from previous events.
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Mission
Purpose: To set direction and boundaries for the teams workshop.
Management reviews and approves the mission.
How: Use one or two sentences to describe the teams task.
Examples:

Create a level flow of work in the PW4000 horizontal engine assembly

line to reduce lead time while creating a safe work environment and
maintain flow to takt time.
Identify and implement changes in the PW2000/F117 high compressor
build process in order to reduce cycle time, standard work in process and
maintain flow to takt time.
Observe and standardize processes in cells 14 & 15 to eliminate
obstacles that would prevent the implementation of a pull system.
Implement standard work in cells 14 & 15 to identify standard work
sequence and standard work in process. Take necessary steps to
prepare for implementation of a pull system.
Evaluate all activities centered around manufacturing processes in cell
#4 for opportunities to improve lead times, set-up times, and orderliness.
Provide an x-ray department which is the most responsive to customers
needs in a manner which is organized, comfortable and efficient.
Evaluate VTL operations in cell #4. The VTL load is over capacity, and
results in late deliveries, compromised quality and excessive costs.
Re-define standard work on the final build line to accommodate new
product. Identify material flow, staffing, and tooling requirements to
support decrease in takt time.

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Goals
Purpose: To provide measurable milestones for the team to accomplish within
a specific time frame.
How: Determine specific items your team needs to work on to accomplish your
Mission. Determine start values (time, square footage, staffing, etc.).
Then decide where your team needs to be at the end of the workshop by
setting target values.
Examples:
Reduce set-up on G&L 54890 from 4 hours 20 minutes to 2 hours.
Reduce cell 14 from 23,500 sq. ft to 8,000 sq. ft.
Improve quality on P/N 123456 from 92% to 100%
Reduce lead time from 8 days to 6 days.
Reduce standard work in process from 6 fan cases to 3 fan cases, by
removing waste from the assembly process.

Goals should be translated into targets on the Target Progress Report.

Other improvements,which may not be easily measured, can also
be goals.

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Takt Time
Purpose: To identify the maximum time allowed to produce a part that meets
customer demand.
How: Only two factors are used to figure takt time,
Time available & Customer requirements (schedule)

Takt
=
Time

total daily available time

total daily customer demand

Takt Time Calculation Example

Total daily operating time = hours/minutes schedule to work - lunch - personal time
2 shifts, 5 days a week
Note: Use as a guide to figure out your total daily operating time.
1st shift

Schedule to work, 7:00 - 3:30 = 8 1/2 hours =

Lunch
Personal time
Daily operating time, shift 1

510 min.
- 30 min.
- 30 min.
450 min

2nd shift

Schedule to work, 3:30 -12:00 = 8 1/2 hours =

Lunch
Personal time
Daily operating time, shift 2

510 min.
- 30 min.
- 30 min.
450 min.

Total daily available time = 450 minutes + 450 minutes =

900 minutes

3 months schedule plus overdue = 378 parts

Parts per month = 378 parts / 3 months = 126 parts per month

Total daily
customer
demand

Takt time

126 parts per month

= 6.3 parts per day
20 working days per month
900 minutes = 142 minutes
6.3 parts/day

Every 142 minutes (2.4 hours) a part has to be delivered!

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Product Quantity Analysis

P-Q Analysis
Purpose: To analyze the relationship between products and quantity
(production output). A distinction between flow of quantity and how
flow of product models can be made. This will help evaluate the mix of
products being produced.
How:
1. Obtain three to six months data on product (or parts) and production
output for all parts, which will be produced by the cell.
2.

Calculate the total production output required for each part number and
list them in descending order on the P-Q Analysis List (see example on
the next side).

Running total is the summation of that part plus all previous rows of
part quantities.
% is the quantity for that part number divided by the total quantity.
Total % is the running total divided by the total quantity.
% part number is the number divided by the total number of part
numbers
1 / 27 = 3.7 %
2 / 27 = 7.4 %

3. Convert this list into a chart as shown with the quantity on the vertical axis
and part numbers on the horizontal axis.
4. Use a line graph to plot the running total % on the same chart.

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ProductQuantity Analysis

A High Volume

Medium

Low

Spares

The P-Q Analysis chart can be broken up into group A, group B and
group C type parts. Check to see if the Pareto principle applies, that is,
20% of the parts make up 80% of the volume. If that is the case, dedicated
lines are appropriate. Group A parts can be put into specialized lines for
building quantity. Group B and C parts are ordinary lines building product
models. The key contributing factors in ordinary lines and Group Technology
(GT) lines are changeover. GT lines are lines that turn out different products
(or parts) that have similar process paths and can therefore use the same
line configuration. We can improve GT lines by combining tool functions
and establishing simple changeover procedures.
NOTE: This tool MUST be used in conjunction with the Process Matrix to
determine part families. Part configuration and material also need to be
considered.

Family A

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Family B

Family C

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ProductQuantity Analysis Example

Product - Quantity Analysis
Analysis Period:
Item

Part
Number
222
124
276
455
275
900
217
65
333
28
22
112
90
990
356A
12
128
531
34
84B
21C
345
67
234
92A
21C
42N

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Total Quanitiy =
Number of P/N's =

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Analysis By:

6/99 - 9/99
Part Name
TUBE
BRACKET
TUBE
WIDGET
WIDGET
SHIM
TUBE
SHIM
TUBE
BRACKET
BRACKET
BRACKET
TUBE
TUBE
WIDGET
WIDGET
TUBE
TUBE
BRACKET
TUBE
TUBE
WIDGET
TUBE
BRACKET
SHIM
SHIM
SHIM

Quantity
120
115
110
98
65
64
61
48
44
33
32
30
30
28
28
26
24
23
12
9
8
5
5
4
4
4
1

Running
Total
120
235
345
443
508
572
633
681
725
758
790
820
850
878
906
932
956
979
991
1000
1008
1013
1018
1022
1026
1030
1031

MDL
% Total
Quantity
11.64
11.15
10.67
9.51
6.30
6.21
5.92
4.66
4.27
3.20
3.10
2.91
2.91
2.72
2.72
2.52
2.33
2.23
1.16
0.87
0.78
0.48
0.48
0.39
0.39
0.39
0.10

Date:
Cum Total
%
11.64
22.79
33.46
42.97
49.27
55.48
61.40
66.05
70.32
73.52
76.62
79.53
82.44
85.16
87.88
90.40
92.73
94.96
96.12
96.99
97.77
98.25
98.74
99.13
99.52
99.90
100.00

10/12/99
% Total
P/N's
3.70
7.41
11.11
14.81
18.52
22.22
25.93
29.63
33.33
37.04
40.74
44.44
48.15
51.85
55.56
59.26
62.96
66.67
70.37
74.07
77.78
81.48
85.19
88.89
92.59
96.30
100.00

1031
27

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Product Quantity Analysis Sheet

Product - Quantity Analysis
Analysis Period:
Item

Part
Number

Analysis By:
Part Name

Quantity

Running
Total

Date:
% Total
Quantity

Cum Total
%

% Total
P/N's

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
Total Quanitiy =
Number of P/N's =
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Part No.

P-Q Analysis Chart

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% Total

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Quantity

Process Matrix
Purpose: To establish the types of machines and other equipment that are
needed for processing each part number and what path these processes
take. A Process Matrix will highlight which parts should be processed
together in a cell and which parts should be reprocessed in order to match
the flow of other parts.
Star Part (Definition): Part with the largest schedule that goes through the
most processes in its part family. The star part shall be taken from the
highest volume part family identified in the PQ Analysis. Make sure the
part selected for the process order is that requiring the most processes.
How:
1. List part numbers and part type vertically. Use primary part loads (80% of
volume) from the P-Q. analysis. List the star part first, then in descending
order of load.
2. List machine and other equipment as well as process name horizontally.
3. Show sequence of operations for each part using a number inside a circle.
4. Show reversals with a dashed line in order to make them stand out.
5. Identify key reprocessing sequences to eliminate reversals. (------)

Machine

Star Part

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Process
Part
Type
Part #

M1

M2

M3

M4

M5

M6

M7

M8

Cut

Drill

Punch

Press

Press

Bend

Bend

Weld

1B3486

Bracket

50H386

Cover

51H964

Bracket

859048

Shield

4070219

Bracket

4073525

Shield

5
15

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Part #

Part
Matl.
Type

Process

Machine

Process Matrix

Process-at-a-glance
Purpose: To illustrate the processes and the components of operations
within the processes for given parts. Easily identifies waste, duplications,
and areas for improvement.
How: List operation numbers across the top. Illustrate in each column
the following items as they pertain to that particular process.
1. sketch of what the part looks like at this process
2. work method
3. measuring or gauging method
4. cutting tools
5. fixtures or jigs
6. machine
3-8-00
25 min

Box

Box

Box

Scan

..

..

Box

Packing
Station

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Part Spaghetti Chart

Purpose: To graphically illustrate the flow of product through the factory while
identifying value and non-value added steps in an effort to highlight
waste.
How:
1. Walk the process and follow a star part. Use one of the following
techniques to document the current process:
make a sketch as you go to each point throughout the shop

2.

mark up a copy of the factory layout

document the closest column number at each point

**Measure the travel distance in feet between each station.

3. Count the number of pieces of work in process and inventory at each

location.
Part Number:

Part Spaghetti Chart

Broach
Mill 1

3
6

XYZ

Date:

4/4/99

Total Travel Distance:

4261'

10

11

Inspection

12

Wash
Station

13

9
5

7
VTL

Work
Bench

1
Incoming
Rack

14

Outgoing Rack

**Please mark with another color, any travel distance where the operator is

NOT traveling with the part. Do not include this in the part travel distance.
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Time Observations
Purpose: To observe and record task and time of person's actual work.
To establish a standard method for the work.
How:
1. Keep a running clock to track time and record in the top of the
divided box. This way, a glance of the watch is all that is required.
2. After timing is complete, subtract the component task time from the
previous time and record in the lower half of each box.
3. When repetitious tasks are recorded the lowest repeatable observed
time is the task time.
4. Keep notes of any abnormal happenings.
5. Make a sketch of area being observed.

Time Observation Form

No.

Component
Task

Component
Task time

Observation
Date:

Operation
Number:

Observation
Time:

Observer:

notes:

Why should we focus on the most experienced operator when doing time observations?
The most experienced operator will be the most efficient. They probably have removed a
lot of wasted steps already. This person does not have to be the fastest because does not
always mean the best quality.

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Capacity Analysis
Purpose: To identify bottlenecks, areas of excess capacity and possible target
areas for improvement. Demonstrate the maximum capacity of each
machine and determine the number of workers needed.
How: Collect data to complete the Production Capacity by Process Form.

1.
2.
3.
4.
5.
6.
7.

8.
9.

Enter component tasks under the process description.

Record the auto (machine) run times and manual task times.
Add the manual and auto run times to obtain time to complete.
Enter the average number of parts processed before a tool change is
required as # pieces to change.
Enter the average time required to change the machine tool as time to
change.
Divide time to change by # pieces to change and record as time per
piece.
Processing capacity =
operating time per shift
time to complete + time per piece
Note: Processing capacity is only calculated for automatic operations.
Maximum Output per day = the minimum value in the processing capacity
column.
Workers needed = total human work time
takt time
total human time = sum of manual and walking time for entire process.

Capacity Analysis
Table of Production Part # :
Capacity by Process Part name:

Line name:
Max output/day:
Base Time

Step #

P ro cess Descriptio n

M achine #

Walking

Current output
/person/day:
Tools

M anual A uto Run

To
Co mplete

# o f pcs
to change

Time to
Time/P c
Change

P ro cessing
Capacity

Date:
New or Rev
Remarks/Time Indicated

Totals
Grand Total

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Standard Work Combination Sheet

Purpose:

To provide a guide for the operator in the manufacturing of a part.

It highlights wait, waste, and areas for improvements.

How:

1.

Transfer the component tasks from the time observation sheet. Combine
steps that have manual, automatic and walking in sequence. Put the
respective times in their respective columns.

2.

Using a solid line

for manual time, a dashed line - - - - - for
automatic time and a wavy line for /\/\/\/\/\/\/\ for walking time, plot the time.
The scale may be adjusted to suit the relative time.

3.

Draw a double solid line with arrows at both ends to show waiting time
(i.e. waiting for an inspector).

4.

Sum up all totals and fill in all other information.

5.

Draw the takt time line in red.

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Standard Work Sheet

Purpose: To outline the path of work for each operator.
How: Record and highlight quality checks, safety warnings, plus the three
essential elements: takt time, work sequence and standard work in
process. Display this at each work station.

Definition of Standard Work

Standard work focuses on the product.
A method of carrying out work consistently using current best practices from both
process and product knowledge.

Goals of Standard Work

Simplify work to ensure sustained quality, consistency and repeatability
Identify/eliminate waste
Eliminate non-value added activity
Ensure that changes incorporating new best practices are documented and
shared.

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Operator

Incoming

Operator
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Percent Loading
Purpose: To compare operators actual task cycle time to takt time.
How: Plot each operators standard work combination sheet totals for manual,
walking and waiting time and compare to takt time.

Percent Loading Chart

Time (minutes)

T ime (minutes)
T akt time

40
30
T/T=100 min

20
10
0
Tom

Pam

Lisa

Jeff

Art

Operators

Specify time in seconds, minutes or hours

Units of time are to be the same as on the Standard Work

Combination Sheet

Takt Time (T/T) needs to be shown as a red line

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Standard Work in Process

Purpose:

To maintain the optimal supply of material to satisfy customer

demand.

How:

Calculate the quantity required or Standard Work in Process

(SWIP) at each operation. Balance the SWIP with the cycle time
to remain within takt time.

SWIP Definition: Minimum inventory required at each workstation to

support continuous flow and meet customer
demand.

SWIP = Total Cycle Time / Takt Time

Example:
If your total cycle time is 112 hours and the takt time is 4 hours
SWIP = 112 / 4 = 28 pieces
i.e. your SWIP should be 28 for the total process.

Use a buffer to establish a curtain when automatic time, load and unload time
exceed takt time or delivery time from supplier, or out of area operations.

SWIP in a batch = automatic time + load time + unload time

takt time

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Standard Work in Process Example

The inventory required at each workstation to support continuos flow.

Batch operation
in cell

Manual

(Process < T/T)

(Process < T/T)

Auto

Auto

Machine type A

Incoming
area

Machine type B

External
support
Manual

= material required

Auto

Auto

(Process < T/T)

(Process < T/T)

Outgoing area

to support daily releases and deliveries

= material being worked on the machine (SWIP)

= material in batch process (SWIP)

= material required to support flow at batch operation (SWIP)

= material at external support (SWIP)

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Standard Work in Process Example

There are four types of SWIP.

1. Single piece machine

3. Manual operation

2. Batch operation

4. External support

Calculation

Example, see previous side

Single piece machine

SWIP = 1 pieces in machine

SWIP = 4 piece

Batch operation
SWIP = Minimum required for batch loads

SWIP = 4 + 4 = 8 pieces

Batch size = (Auto time + unload time + load time)/TT

Manual operation
SWIP = 1 piece, operator full time
SWIP = 0 piece, manual work between machines

SWIP = 0

External support
LT = External support demonstrated lead time

LT = 2 pieces (given)

DFRS = Daily flow rate to external support

DFRS = 8 pieces (given)

SWIP = LT DFRS
SWIP = 2 8 = 16 pieces

TOTAL SWIP = 4 + 8 + 0 + 16 = 28 pieces

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SWIP & Operators Calculations Example

Given: T/T = 100 minutes per piece

Operation Machine time

number (auto & manual)

SWIP

A.

50

50

40

"The curtain"
pieces waiting
Operator
Manual time
per shift
before or after
collectively

100
min.

10
20
C

90
min.

20

D.

20

30

20

300

30

90

30

30

40

20

10

80

30

11

70

30

70
min.

90
min.

20

95
min.

15

60
min.

To maintain flow:
Standard Work in Process = 12 pieces

For explanation of example, see next page.

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SWIP & Operators Calculations Example

Explanation of SWIP and Operators Calculations:
A.

Auto and manual operations may be combined as long as their total time
(auto + manual) does not exceed takt time.
Therefore operation X + Y + Z takt time
(i.e. operations 1+ 2 = 50 + 50 = 100 minutes takt time)

B.

Manual time = total time - auto time

(i.e. manual time = total time - automatic time = 50 - 40 = 10 minutes)

C.

In this particular operation, there should always be one part in the work process.
(i.e. one part will always be on the grinding machine during operation number two.)

D.

Multiple manual time operations may be delegated to one operator as long as their
combined time is less than or equal to takt time.
(i.e. operations # 1-5 may be delegated to one operator because the combined time
is under takt time)

E.

In this particular curtain cell there are three SWIP and a total cycle time of 300
minutes. This operation meets takt time because although the cycle time is more
than 100 minutes, there will be three parts finished after 300 minutes.
( i.e. 300 minutes / 3 parts = 100 minutes / part takt time )

F.

There must be three pieces delivered to the curtain cell every 300 minutes. When a
part is delivered to the curtain cell before cycling through operation # 6, a part must
likewise be pulled from the part(s) that have already been cycled through operation
#6. Consequently, the number of parts waiting batch cycling before operation #6
plus the number of parts waiting after batch cycling in operation #6 must equal three,
in any combination.

Ex.

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2 parts waiting to be cycled through operation #6

+ 1 part waiting after batch cycling in operation #6
3 curtain pieces

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Operations Bar Chart

Purpose: To identify the capacity of operations and placement of standard
work in process to maintain part flow.
How: Plot the manual, automatic, walking, and set-up time for each operation
as it pertains to the flow of material.

Operations Bar Chart

350

Time (minutes)

300
250
200
150
T/T=100 min

100
50
Op 11

Op 10

Op 9

Op 8

Op 7

Op 6

Op 5

Op 4

Op 3

Op 2

Op 1

Operations
Manual

Auto

Walk

Setup

Remember: The takt time line is always to be shown in red.

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Operations Bar Chart with SWIP

Operations Bar Chart with SWIP

350

335

250
200
T/T= 105 min

150

52

58

50

51
25

32

35

78

70

Op 11

100

100

Op 10

Time (minutes)

300

40

Op 9

Op 8

Op 7

Op 6

Op 5

Op 4

Op 3

Op 2

Op 1

Operations
Manual

Auto

Walk

Setup

= one standard work in process

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Visual Controls & Measures

Purpose: To let everyone know the status, performance, organization and
standards. Saves time by giving an accurate view of the present situation.

How: Expose the hidden factory.

Determine information and controls necessary for equipment, tooling,

people and product.

Implement simple user-friendly visuals that are meaningful. Make sure

the visuals are easy to update and maintain.

Use total employee involvement

Organization is needed for visual controls to be effective

Four Components of the Visual Factory

Equipment

Tooling

People

Product

Apply Four Key Elements to Each Component

Performance - How is the equipment performing?

Status - What is the current status of the equipment?

Organization - Who is responsible for the equipment?

Standards - What are the equipment standards?

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Visual Control Examples

Identification Lines

Shadowboards/Point of Use Storage

12HJF

13

Visual Locations

Determine Location for

Needed Items

PW2000 FIXTURES

CUTTER
INSERTS

2A4397
3A9674

124GF

2HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

2B4659

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5S Evaluation
Purpose: To rate the area in organization and visual controls.
How: Use the 5S evaluation form to determine the rating of the work area.
Using the following scale, rate each of the 20 items from 0 to 5. 0=poor,
5=excellent. Try to answer the questions in each column starting at the
bottom of the form and working up as high as you can honestly go. Score
your assessment using the counter in the lower right habd corner of every
section (0-1). Partical scoring is permissible. Add up total score of each
column and divide by 5 to get the average 5S rating for the Target Progress
Report.

What are the 5S?

1. Sort: Eliminate items which are not needed.

2. Straighten: Arrange and label everything so that it is very convenient and
easy to locate. Place daily items where used, weekly items nearby,
monthly items out of the way but close, and remove those not needed at
all. A place for evryting, and everything in its place.
3. Shine: Clean the area to set a standard and make it easy to notice
abnormalities.
4. Standardize: Standardize processes to eliminate redundant items.
Maintain and monitor the first 3 Ss.
5. Sustain: Stick to the rules. Self Discipline.

Work to improve those items that are rated the lowest.

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P&W/OCI

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5S

Sum of Totals
Divided by 5 =

Initial Effort

Level
1

Awareness
Of Need

Level
2

Organization
Understanding

Level
3

Commitment

Level
4

Habit

Level
5

Evaluation Form

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

Total =

..25

.75

1.0

Team has identified items for

the work area.

..25

Needed and unneeded items

have been identified and
unneeded items have been
removed for the area. Nothing is
placed on top of machines,
cabinets, etc.

..25

Only documents and tools

necessary to the work area are
stored at the work stations and
are stored in an orderly manner.

..25

All material has been sorted

according to what will be worked
today, this week. Materials,
tooling, files and reports are
routinely reviewed for necessity.

..50

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

Total =

..25

.75

1.0

All needed items are present in

the work area. It is not difficult to
determine items currently in-use
or their priority. Aisles and
walkways are clearly marked
and unobstructed.

..25

Needed items have been

organized according to use,
including production tooling,
work
and
tools
hand
and
Incoming
procedures.
outgoing areas are clearly
designated and utilized.

..25

A priority system has been

established to highlight the order
in which jibs will be performed.
All tooling, gages, hand tools
have designated locations.

..25

Team members can easily

determine what items are
currently in-use and their
priority. Visual controls are in
place to indicate normal /
abnormal conditions.

..25

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

Total =

..25

.75

1.0

Area cleaning is performed on

a random basis.

..25

Initial cleaning has been

performed. All machines and
equipment are neatly painted.
Workbenches and desks are
free of unnecessary objects.

..25

Cleanliness problems have

and
identified
been
preventative measures are
documented and in place.

..25

housekeeping
area
Work
responsibilities are established
and being followed on a daily
basis. Cleaning materials are
stored and readily available.

..25

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

Total =

..25

.75

1.0

Work methods are documented in

some cases.

..25

Team has agreed on needed

items, work methods, and work
area controls. Hard for visitors to
tell what type of work is
but
where,
and
performed
employees generally know.

..25

Team has documented needed

items, work methods, and work
area controls and has made them
available in the work area.
Possible for visitors to tell what
work is performed and where in
some cases.

..25

Team is utilizing standard work

methods and work area controls
on a daily basis. Possible for
visitors to tell what work is being
performed and where in most
cases.

..25

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

.75

1.0

..50

Total =

..25

.75

1.0

Some 5S awareness exists

among team members in the
area.

..25

have
members
Team
are
and
of
knowledge
employing some aspects of
5S.

..25

5S presentation has been

made to all team members
and a general understanding
for the need and direction
exists. Area information board
and
visible
present,
is
maintained.

..25

Team routinely checks are to

maintain the 5Ss. Information
on the area information board
is meaningful to the work area.
Source and frequency of
problems are documented and
taken.
action
corrective
Planning occurs to reach next
level.

..25

Information on the area

is
board
information
meaningful and influences the
daily decisions of the work
area. Root causes of problems
are eliminated and actions
preventative
on
focus
methods.

Team is adhering to standard

work methods, and work area
controls. A system of improving
work methods and work area
controls is clearly being utilized.
Possible for visitors to tell what
work is performed and where in
all cases.

Work area housekeeping is a

routine way of life. Corrective
action measures are in place
to address cleanliness issues.

Anyone can walk into the work

area and easily locate work by
priority. Corrective action
measures are in place to
address abnormal conditions.

Needed items can be retrieved

in 30 seconds or less. Obsolete
materials are routinely removed
Preventative
from the area.
measures are in place to keep
unnecessary items, reports etc.
from entering the work place.

..25

Sustain

Standardize

Shine

Straighten

Sort

Red Tag
RED TAG
1.
2.
3.

Category

4.
5.

Raw material
In-process stock
Semi-finished
goods
Finished goods
Equipment

6.
7.
8.
9.
10.

Dies & jigs

Tools & supplies
Measuring devices
Documents
Other ______

Item name
& number
Units

$ Value

Quantity
Reason

1.
2.
3.
4.
5.

Disposal
by:
Disposal
method

Not needed
Defective
Not needed soon
Scrap material
Use unknown

Department/Business Unit/Module Center

1.
2.
3.
4.
5.

Discard
Return
Move to RED TAG storage
site
Move to separate storage site
Other __________

Disposal complete
(signature)

Posting
date
Disposal
date

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Setup Reduction
Purpose: To increase capacity by reducing set-up; therefore, more parts can
be produced.
How: Use FAST-TRAC
FAST - 4 Categories of Set-up:

Foresight - the up front planning and preparation

Attachment - how things attach - improve by making quick and simple standardize
Setting Conditions - positioning of fixture and tools - improve by making
quick, simple and mistake proof
Trial Runs & Adjustments - establishing a starting point - improve by
removing any variation
TRAC - 4 Steps to Improve Set-up

Training and Awareness - make set-up reduction techniques known to

everyone
Record & Recommend - observe and document complete changeovers
and come up with improvements
Application - implement improvements and observe and record
Continuous Improvement - Repeat the 4 improvement steps again &
again to find better methods

Identify Internal activities and External activities

Internal time is the time when set-up activities are performed while the
machine is stopped.

External time is the time when set-up activities are performed while the
machine is running.

Move internal to external and reduce both.

Create combination worksheets for the current jobs automatic times and
the next jobs external work.

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P&W/OCI

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SECONDS

100

200

300

400

500

ORIGINAL
TIME
7/10

493 SEC

NEW
TIME
7/11

148 SEC

FORM PRESS

NEW
TIME
7/12

129 SEC

SETUP BAR CHART

NEW
TIME
7/13

121 SEC

100 SEC

TARGET

INSTALL SENSORS
PIN AND CLAMP
LOAD DIE INTO PRESS & WITHDRAW TABLE
WALK TO PRESS
LOAD NEW DIE IN TABLE
WALK TO DIE RACK
LOAD INTO RACK & ADJUST HEIGHT
WALK TO DIE RACK
ADJUST GRIPPER
UNLOAD DIE & ADJUST HEIGHT
CATEGORY
HEIGHT ADJUST
INSTALL TABLE
F
UNDO SENSORS
A
UNCLAMP
S
REMOVE PINS
T

TASK

P&W/OCI

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P&W/OCI

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Mistake Proofing
Purpose: To improve Quality with Mistake-proofing for defect prevention
instead of detection. In this way the root cause of defects are identified and
eliminated so that the defect can not occur again.
How: By preventing or correcting a mistake before it becomes a defect.

Use wisdom and ingenuity to create simple and inexpensive deices that allow
the operation to be performed defect free 100% of the time. A device should
allow us to produce our product without making any defects. Ideally it would
not even allow us to make a mistake.
The three levels of mistake proofing:

Detects a defect (lowest level)

Detects a mistake (allowing correction)

Prevents a mistake from happening (highest level)

Focus on the Mistake Stage!!

Use charts at each operation to capture defect type and expose the root cause of the problem.

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Mistake Proofing Worksheet

1) What is the process name? LASER DRILL

2) Date: 3-3-00

3) What is the problem? Holes drilled into the wrong position on turbine blade

4) Where is the problem occuring? On

the YAG Laser Drilling Machine

4a) Where is it found? Mispositioned holes found on leading

edge of PW4000 HPT blade

5) Observe the process, and state the facts. 1.) Operator puts blade on fixture in YAG laser machine.
2.) Operator then checks to ensure part is properly placed in the fixture. 3.) Machine then cycled
and holes are drilled into the turbine blade. 4.) The part is then unloaded from the machine.
6) If there are procedures or instructions for this process, note the differences from the actual observation.
Machine TPM not up-to-date.
7) Why is this problem happening? Machine's axis positioner off location.

Why? Electric cables too short for the laser machine causing them to be pulled out of their socket
when the positioner moved to its outermost extremities.
Why? During a machine TPM overhaul, the location of the cables were moved in the machine so
they would not be in the way of the operator.
Why? There is no standard cable length in the TPM maintenance book to ensure that the cables will
not become pulled from their socket.
Why?
Why?
8) What is the before and after condition? Use pictures whenever possible.
Before

Machine connection cables

installed during TPM too short
causing them to loose their
connection with the axis
positioner. As a result, bad parts
produced.

After

Cables lengthened and fasteners

placed at the ends of the cable so
they will not be disconnected from
the axis positioner. Standard
cable length added to TPM
maintenance manual.

Cable length = 11ft

Fasteners
Cable length = 7ft

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Mistake Proofing Worksheet

1) What is the process name?

2) Date:

3) What is the problem?

4) Where is the problem occuring?

4a) Where is it found?

5) Observe the process, and state the facts.

6) If there are procedures or instructions for this process, note the differences from the actual observation.

7) Why is this problem happening?

Why?
Why?
Why?
Why?
Why?
8) What is the before and after condition? Use pictures whenever possible.
Before

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52

Total Productive Maintenance

Total Productive Maintenance (TPM) is a system designed to maximize
the total time machines are up and running while minimizing the number of
shutdowns requiring emergency maintenance.
Components:

Initial cleaning
Daily walk-around
Machine capability
Scheduled maintenance
Critical spare parts
Culture changes to improve Overall Equipment Effectiveness

Getting Started with TPM

1. 5s

5S the area

2. Operator checklist

Mount list on equipment for operators to utilize.

3. Visual controls

Acquire or create applicable visual controls and

have equipment owners apply them.

4. Modifications

Apply to existing similar equipment and future

purchases.

5. Update

Update your Preventive Maintenance Plan with

improved list of activities and hours.

6. Spare part/tool list

Verify parts/tools are in stock, add to Preventive

Maintenance database to be purchased.

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Pull Systems

The basic 3 principles of a pull system.

1. What is needed
2. In the amount needed
3. When it is needed

Definition: The production of items only as demanded for use or to

replace those taken for use.

Reverse transfer
Putting the pull system into practice means a reversal of the normal
thinking process. Normally, units are transported to the next production
stage as soon as they are ready. In a pull system this is reversed so
that each stage must required to go back to the previous stage to pick
up the exact number of units needed.

From the next process to the preceding process.

The preceding process will have a minimum stock of finished work
in its shop. When some of the stock is sold, this process will
manufacture just enough work-in-process to replenish what was sold.

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Glossary of Terms
Batch production - The production control methods whereby product is built in lots determined by
present and anticipated needs, or as determined by the economic lot size formula, and in all cases
determined by what is needed to overcome hidden and/or visible problems.
Capacity Analysis Sheet - Continuous Improvement tool that identifies production bottlenecks, areas of
excess capacity and possible target areas for improvement. This tool also demonstrates the maximum
capacity of each machine and determines the number of workers needed.
Continuous improvement - Involves small improvements in work processes as a result of ongoing
improvement efforts by everyone. In time, these small improvements add up to a large improvement: the
systematic and continuous elimination of waste of capital, material, and peoples time. Continuous
improvement is accomplished by identifying and solving problems and by ongoing reduction of variation.
Cumulative Percentage = number required for a given product
total number required of all parts
- used for Product Quantity Analysis
Cycle time (for operator) - the total amount of time required for a worker to complete one cycle of his/her
entire job process, including manual working time, walking and waiting time.
Cycle time (for part) - physical time to process a part through a given workstation.
Curtain - a queuing of parts for a batch process (i.e. heat treat, oven, coating, vendor, etc...).
External set-up - Activities performed while machine is running.
FAST-TRAC - methodology used for set-up reduction. Foresight, Attachment, Setting Conditions, Trial
runs & adjustments, Training & awareness, Record & recommend, Application, Continuous improvement.
Five S - "Housekeeping" characteristics to improve the work place and the product (Sort, Straighten,
Sweep, Sanitize, Sustain).
Internal set-up - activities performed while machine is stopped.
Just-in-time - what is needed, when it is needed, in the amount needed, where it is needed.
Kaizen - take apart and study, then put back together better.
Kanban (Calm-bon) - signal system used in a pull system.
Lead-time - total elapsed time from release of raw material to completion of finished good.
Lean Manufacturing Production - approach based on using multi-skilled workers, highly flexible
machines and very adaptable organizations and procedures to manufacture an increasing variety of
products while continuously decreasing costs.
Leveled
production - the overall leveling of production schedule. This is a pre-requisite for Just-In -Time
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production.

Glossary of Terms
Mistake Proofing - process by which possible problems in a process are identified and systems are put
in place to ensure the problems do not occur.
Newspaper - A visible to do list that charts problems, actions needed to resolve problems, and assigns
people and dates to get the items completed.
OCI - Office of Continuous Improvement.
One Piece Flow - the optimal supply of material maintained to satisfy customer demand
Part Flow Diagram - A graphical illustration depicting the flow of product through the factory while
identifying value and non-value added steps in an effort to highlight waste.
Percent Loading Chart - Compares operators actual task cycle time to takt time.
Poka-Yoke (POH-ka Yo-kay) - Mistake Proofing.
Point of Use Storage (POUS) - Tools, gauges, fixtures, etc., stored at the workstation.
Process - A series of activities that takes an input, adds value to it, and produces an output and is
definable, predictable, and repeatable.
Process-at-a-glance - Continuous Improvement tool that illustrates the processes and the components
of operations within the processes for given parts. Easily identifies waste, duplications,
and areas for improvement.
Process capability - Can be determined only after a process is in statistical control. It is the common
cause variation of a process, the short-term variation under controlled conditions. This variation will
always be present in a process, and the capability measured is the best process will ever produce
unless changed. This is sometimes called short-term capability. Measurement of process capability is
designated as a spread in the process at plus-or-minus three standard deviations.
Process Matrix - Establishes the types of machines and other equipment that are needed for
processing each part number and what path these processes take. This tool highlights which parts
should be processed together in a cell and which parts should be reprocessed in order to match the flow
of other parts.
Product Quantity Analysis - A system that displays the relationship between products and quantity
(production output). This shows a distinction between flow of quantity and flow of product models
that will help evaluate the mix of products being produced.

Pull System - The process of pulling material from the previous operation or supplier.
Set-up - Elapsed time from the completion of the last part of one run to the completion of the first good
part of the next part run.
Star Part - Part with the largest schedule and is processed on all machines/benches.

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Glossary of Terms
Standard Work - A data collection and analysis system that reduces variations in the process,
targets opportunities and tracks improvements in quality, productivity and responsiveness.
The three components of standard work are takt time, work sequence, and standard work in
process.
Standard-work -in- process (SWIP) - number of pieces and their placement at workstations
to maintain optimal flow.

Takt Time (T/T) =

total daily available time

total daily customer demand

Target Progress Report - Continuous Improvement tool outlining the current production
situation of a facility, goals for improvement in the facility, and the steps taken to reach the
desired improvement margin.
Team leader - A person trained in identifying, analyzing and solving chronic system problems
and identifying improvement opportunities. Also discusses schedule requirements and
expectations with team members, provides work area for the team, ensures adequate workflow
in the area to facilitate process flow analysis, and makes sure front line supervision is kept
informed.
Time Observation Sheet - A standard work tool that details and times the steps involved by
an operator in a process.
TPM = Total Productive Maintenance.
TPQ = Total Predictive Quality.
Value-added work 1. Some kind of processing; changing the shape or character of a product or
assembly.
2. Work that really counts, productive work, work that directly contributed to
the purpose and improvement of the organization.
Visual control - A Japanese production method in which work is managed by data display and
visible indicators of procedures, processes, and results.
Waste 1. Anything using resources without adding value to the final product.
2. Anything that does not add value to the product or service, whether material,
equipment, space, time, energy, systems, or human activity of any sort.
3. Inefficiencies, variation, mistakes and defects, breakdowns and delays,
overproduction, waiting, transport, over-processing, excessive inventories;
needless repetitious movement.
4. Anything that makes a process more complicated without adding value to the
product.

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