10 Days Nos Training

Version 3.
NOS Stability Academy

Ten Day Class
NOS Learning Center
1 NOS Learning Center

Stability Academy
Objectives
By the end of the workshop you should be able to:
1) Identify 7 types of waste
2) Implement 5S/ Visual Factory system
3) Establish and use NOS Measures to drive improvement
4) Construct Current State Map of a value stream
5) Mindsets required for NOS
6) Understand and demonstrate the use of the TPM concept of “Cleaning is Inspecting” in the
workplace.
7) Fully understand and be able to demonstrate use of Problem Solving through an application
assignment
8) Teach the concept of standardized work to others and apply at the process
9) Apply changeover reduction
10) Teach the benefits and concepts of improved material flow
11) Construct a Future State Map of a value stream

Ground Rules
 Be courteous of one another

 No “sideline” conversations
 Respect other’s ideas
 The great marvels of today were once only someone’s idea.
 Turn off cell phones
 Return on time from breaks and lunch
 Keep the class interactive
 Participate
 Ask questions
(some questions may be put on the parking lot depending on time)

Stability Academy
Expectations
What do you hope to gain from attending this class?

What type of information are you hoping to gather?
What do you expect to do after you complete the class?
What do others expect of you?

Stability Academy
Introductions - 6-Box Exercise
Name:
PAST PRESENT FUTURE
Personal
Professional

Stability Academy Introduction
 Benefits of NOS:
 Higher Quality
 Lower Cost
 Shorter Lead Time
 Greater Flexibility
 Mutual Trust & Respect

Stability Academy
The NOS Process
INPUTS PROCESS
OUTPUTS
•Mind changes •Implementation of work
plan •Higher quality
•Vision, passion, commitment
•NOS/ lean tools •Lower cost
•Measurables
•Problem solving • Shorter lead time
•Roles & responsibilities
•Worker involvement •Greater flexibility
•Implementation strategy
•Continuous improvement •Mutual trust and respect
•Resources

History of NOS

Stability Academy
Learning Objective
•Understand the basic history and transition of the
Toyota Production System, Lean, and NOS, and be
able to explain to others.

What is NOS ?
‘Nike’s Lean System based on
Toyota Production System’
NOS is an acronym for

NOVUS
ORDO
SECLORUM
Which in Latin means
‘ A New Order has Begun ’

History of NOS
FPS

The Evolution of NOS:
Craft  Mass Production  NOS
Henry Ford Devised Non-Craft Method of Production to Meet

Market’s Needs
 In the 1920’s, the Ford Rouge Complex became the

benchmark for best-in-the-world manufacturing
techniques.
 These included just-in-time delivery and manufacturing.
 It was duplicated in other Ford factories in Europe, and

later, used as the model for Toyota City in Japan.

Greatness of Henry Ford
Broke craft tradition by devising a production
method to fill the needs of early 1900’s society
American
Mass
Market
MASS PRODUCTION Fantastic

Goal: Success!
“Economies of Scale ”
Precision
Division - Limited Product Variety
Machine
of Labor
Tools
- Flow Production
Weaving Toyota Motor Poor Vehicles

Looms Corporation Little Success
1900 1915 1935 WWII

Henry Ford’s Original
Manufacturing Philosophy (1926)
 Eliminate Waste
 “The point is the saving of human labor so that it may be made more
effective and more valuable.”
 Use Continuous Flow Manufacturing
 Synchronization of main & subassembly lines
 Practice Quality at the Source
 Zero-defect production
 Eliminate the need for end-of-line quality checks
 Standardization & Continuous Improvement
 “We take it as our duty to use the public’s money to the advantage
of the public by pressing always for a better and cheaper product.”
 Standards are necessary, but “Standardization means nothing
unless it means standardizing upwards.”

Complex Vehicles & Diverse Customers
Mass Production spreads and tries to adapt to changes.
Lean Manufacturing emerges as the alternative.
Increasingly Complex
Vehicles and Diverse
Market
Large -Lot Production U.S. Consumers look for

Postwar Boom Emphasis on
smaller cars. Big 3
(Mass ideas Finance and
Automation Market share decline
cemented in) Accounting
begins.
Goals:
• Small Market 1st Oil
(oil/ gas crisis)
Quality,
• Few Resources Cost, Lead
• Need Cash Time, Shock
• Lousy Quality Flexibility
“Catch up
TOYOTA Japanese industry, Fantastic
PRODUCTION recognizes TPS &
with U.S.A!” SYSTEM dissemination begins.
Success!
U.S. Quality & Supermarket
Productivity Seminars System
1945 1973 1980

The “House of Toyota”
Goal: Highest Quality, Lowest Cost, Shortest Lead Time
Just-in-Time Jidoka
Continuous Flow Stop & notify

of abnormalities
Takt Time
Separate man’s work
Pull System & machine’s work
Heijunka Standardized Work Kaizen
Stability and Safety
TPS Pillars = Just-In-Time + Jidoka

TPS maintained and improved through iterations of standardized work and
kaizen, following PDCA.

The House of Toyota
Definitions of the House

1.Heijunka- Balanced, level,and sequenced production
2. Standardized Work-agreed upon best method and

sequence to perform manufacturing or assembly operations
3.Kaizen-Continuous improvement
4. Stability-Production that is consistent and predictable
5. Just-in-Time – the receiving of the correct amount, with

the right mix at the correct time
6. Jidoka-”autonomation” (machine with brain) Machine

shutdown when error or defect is made

What the NOS system will look like:
Close your eyes…

 Continuous material flow – uninterrupted

by non-value added steps
 Low inventories – reduced capital tied up

and less space used
 Empowered workers – workers involved

in making decisions and making
improvements
 Frequent replenishment – small batch sizes
 Flexible equipment – right sized and QCO

capable to meet daily demand
 Rapid response to problems – systematic

problem solving method

What We Need to Realize Our Vision
 Lean systems:
 Systems that create a more value-added
production flow
 Systems that make the most of their human
resources
 Systems that continually improve

NOS System
 The result:
 Higher Quality
 Lower Cost
 Shorter Lead Time
 Greater Flexibility
 Mutual Trust & Respect

History Quiz

Measurables

NOS Measurables
 Quality – First Time Through (FTT)
 Delivery – Build to Schedule (BTS)
 Flexibility – Lead Time
 Labor Productivity
 Downtime

Measurables
Objectives:
• Understand NOS measurables.
• Understand how to use it in a footwear factory.
• Review the NOS measurables templates.

Importance of new measures
 “Tell me how I will be measured, and I’ll

tell you how I’ll perform”
 People will perform to how they are measured
 Traditional methods cause resistance to change-there is comfort
in methods by which people have been measured
 Are we managing problems or “shooting

the messenger”?

What is our purpose in measuring?
 Everyone can understand if they are supporting the goals. This is known as
“alignment”.
 Measurement drives performance improvements.
 No value is added by just collecting data or reporting trends (don’t report for
the sake of reporting – use the data to drive improvement).
 Focus on using data to provide feedback and control problems—share

information.
 Allow for easy collection of information—are we meeting our customer

demand (cost, quality, safety, efficiency)?
 Comparing our current situation to our goals.
 Use measured information to develop plans for improvement!

“Data is of course important in manufacturing
but I place the greatest emphasis on facts”
Taiichi Ohno

The importance of “Gemba”
 Go see the actual place
 Make first hand observation
 Talk to the people
 Know the real situation-don’t rely on old data or reports.
 Insist problems are defined from facts.
 Look for current measurement tools and methods

NOS Measurables
 Quality – First Time Through (FTT)
 Delivery – Build to Schedule (BTS)
 Flexibility – Lead Time
 Labor Productivity
 Downtime

First Time Through (FTT)
 Definition:
Measure ability to produce defect free products
the first time without repair.
 Key Requirements:
 Implementation of well-defined standards
 Stable/ capable processes
 Sound maintenance of equipment
 Empowered and skillful workforce

First Time Through (cont.)
1. Defect: Loss or something cannot be repaired

For example: B or C grade components/shoes
2. Rework: Any part produced out of standard, that

must be repaired offline or online with/without
stoppage is considered rework.

 Core Value Stream FTT:

= Quality Rate (Cutting) x Quality Rate (Prefit) x Quality rate (stitching) x
Quality rate (Stockfit) x Quality rate (Final Assembly)
 Quality rate of Cutting : Measuring in pieces
Total # pieces produced – (Defect+ Rework)

Quality Rate =
Total # pieces produced
Total # pieces = Daily target x # of components per pair
 Quality rate of Stitching , Stock fit & Final Assembly: Measuring in half pairs produced
Total # half pairs produced – (Defect + Rework)

Quality Rate =
Total # half pairs produced

 Quality rate of Prefit:

For embroidery, HF, Upper Molding and the like, include in Prefit…and for
those that come from a “supplier” or a brown-field part of the factory – just
measure the bad parts received as defects.
Total # components produced/received – defects

Quality Rate =
Total # components produced/received

 Bottom Process FTT: Measuring in half pairs

= Quality Rate (Outsole) x Quality Rate (PU) x Quality rate (PH)
Total # shoes produced – (defects + Rework)

Quality Rate =
Total # shoes produced

Daily Customer demand: 500prs/day
Cutting: Outsole:
Total # pieces produced: 10,000 Total # half pairs produced: 1,000
Defect: 10 Defect : 22
Rework: 0 Rework: 0
=9990 =978
Prefit: PU:
Total # pieces produced: 8,000 Total # half pairs produced: 1,000
Defect : 5 Defect : 48
Rework: 42 Rework: 60
=7953 =892
Stitching: Phylon:
Total # half pairs produced: 998 Total # half pairs produced: 1,000
Defect : 2 Defect : 98
Rework: 120 Rework: 0
=876 =902
Stockfit: Final Assembly:

Total # half pairs produced: 978 Total # half pairs produced: 973
Defect 5 Defect 10
Rework 140 Rework 150
=833 =813

Daily Customer demand: 500prs/day
Core Value Stream FTT:

= Quality Rate (Cutting) x Quality Rate (Prefit) x Quality rate (stitching)
x Quality rate (Stockfit) x Quality rate (Final Assembly)
= 0.99 x 0.99 x 0.88 x 0.85 x 0.84

= 0.62
= 62%
BOTTOM FTT:
= Quality Rate (Outsole) x Quality Rate (PU) x Quality rate (PH)
= 0.98 x 0.89 x 0.90
= 0.78
= 78%

First Time Through
Exercise

Build To Schedule (BTS)
 Definition:
Measure the ability to produce products to a plan
which considers volume, mix and sequence.
 Key Requirements
 No overproduction
 Process capability
 Reliable material delivery
 Empowered and skillful workforce

Build To Schedule (cont.)
 Build to Schedule:
BTS = (volume performance) x (mix performance) x (Sequence performance)
Volume Performance = actual # of units produced

scheduled # of units
Mix Performance = actual # of units build to mix

actual # of units produced
Sequence Performance = actual # of units build to sequence

actual # of units produced

Volume Performance = Production A.CL BW Xcellerator A.Trblnc 9

actual # of units produced Plan
scheduled # of units Schedule 20 30 50
Actual # of units produced = 95

Scheduled # of units = 100
Volume performance = 95/100 Actual Xcellerator A. Trblnc 9 A. Cl BW

Production
= 0.95
Actual 30 60 5

Mix Performance = Production A.CL BW Xcellerator A.Trblnc 9

Plan
actual # of units build to mix
actual # of units produced Schedule 20 30 50
Actual # of units build to mix = 5+30+50

= 85
Actual # of units produced = 95
Actual Xcellerator A. Trblnc 9 A. Cl BW

Mix performance = 85/95 Production
= 0.89
Actual 30 60 5

BTS = (volume performance) x (mix performance)
Volume performance =0.95

Mix performance = 0.89
BTS = 0.95 x 0.89 = 0.85

= 85%

Build to Schedule Exercise

Lead time
 Definition:
Measure the time required for material and
products to flow through the plant from raw
material warehouse to finished goods
warehouse.
 Key Requirements:
 Continuous material and information flow
 A focus on plant/operation constraint areas
 Work groups focused on waste
 Level /sequenced production
 Reduction in inventory levels
 Small batch size
 More frequent material delivery/withdrawals

Lead time
Raw Mat’l Storage Manufacturing Lead Time FG Storage
Assemble
Raw Material W W W W W Finished
I I I I I
Warehouse
P
Cut P
Stitch P P
Pack P
Goods

Lead time
 Upper Value Stream L/T: Lead time of (Cut +Prefit + Stitching + Final Assembly)
 Outsole L/T: Lead time of (O/S + S/F + F/A)
 PU L/T: Lead time of (PU + S/F + F/A)
 PHYLON L/T:Lead time of ( PHYLON + S/F + F/A)
 Lead Time is the longest of the 4 measures above.
Upper Value Stream L/T:

LT of ( Raw Mtrl Storage W/H + Cut + Prefit + Stitching + F/A + F/G W/H)
Cutting Prefit Stitching F/A
F/G
Raw Mtrl WIP WIP WIP WIP
I I I I W/H
Storage area

Outsole L/T: LT of (Outsole + Stockfit + F/A + F/G W/H)
O/S S/F F/A
WIP WIP WIP F/G

I I I W/H
PU L/T: LT of (PU + Stockfit + F/A + F/G W/H)
P/U S/F F/A
I WIP WIP WIP

F/G
I I W/H
Phylon L/T:LT of ( Phylon+ Stockfit + F/A + F/G W/H)
P/H S/F F/A
I WIP WIP WIP F/G

I I W/H

Lead time
* Daily customer demand is 3,000 pairs / 8 hours working day
Lead time of Cutting : 4 hours ( 0.5 day )
Lead time of Prefit: 2 hours (0.25 day)
Lead time of Stitching : 6 hours ( 0.75 day )
Lead time of Stockfit: 2 hours (0.25 day)
Lead time of Outsole: 5 hours ( 0.62 day)
Lead time of PU: 4.5 hours (0.56 day)
Lead time of Phylon: 4.5 hours (0.56 day)
Lead time of Assembly : 2 hours ( 0.25 day )
Lead time of F/G W/H : 1.5days
Upper Value Stream Lead Time: PU Lead Time:

0.5 + 0.25 + 0.75 +0.25 + 1.5 = 3.25 days 0.56 + 0.25 + 0.25 + 1.5 = 1.06 days
Outsole Lead Time: Phylon Lead Time:
0.62 + 0.25 + 0.25 + 1.5 = 2.62 days 0.56 + 0.25 + 0.25 + 1.5 = 2.56 days
Total Lead Time is the longest of the 4 measures: 3.25days

Lead Time Exercise

Total Cost
 Definition:
Measure the actual cost to produce a unit of
production.
 Notes : Toyota focuses on the process of waste elimination. Cost
reduction is an outcome.
 Key Requirements:
 All production system tools(physical and cultural)
 Activity based focus

Total Cost (cont.)
 Total Cost per Unit:

{material + Labor + overhead + B grades + customer returns }
# of good units produced in a given period
Notes:
Material Cost :all material actually used (not the specification or FOB calculation) including
additional issued material.
Non-material cost : Labor + Overhead + B grades + Customer returns


LABOR PRODUCTIVITY
 Pairs per operator per hour.
 This includes all direct labor including Group & Team

Leaders, material handlers, maintenance & QC.
 Outside vendors are not included.

DOWN TIME
 Downtime is defined as any unscheduled line or process stoppage. Causes of

downtime include: Material shortage, Line Full, Machine Breakdowns, Quality
issues.
 Core Value Stream downtime for a line is the sum of daily downtime in Cutting
+ daily downtime in Prefit + daily downtime in Stitching + daily downtime in S/F +
daily downtime in F/A.
 Bottom Value Stream is the sum of daily downtime in O/S, PU and PH.
 Downtime for the month is the average downtime per day.
Notes : Downtime should be counted in minutes



MEASURABLES QUIZ

NOS Mindset

Stability Academy
Mindset
Objectives
•Understand why a change in Mindset may be
necessary in a NOS environment
•Explain basic concepts of each Mindset

NOS Mindsets
Core Values of NOS
 Job Security: people are our greatest asset
 Problems are Good: They bring out opportunities
 Floor Level Involvement: Ask the “experts”
 Value Add / Support Value Add:

there are those who add value, and those of us who support those who add value!
 Accountability & Responsibility:

who, will do what, by when?

NOS Mindsets
Traditional Factory NOS Factory

Fearful environment Fear free environment
Job uncertainty is Job security is believed
common
Problems are hidden Problems are opportunities
Managers are problem All workers are problem
resolvers and fire fighters. solvers.
Maximize labor usage Maximize value add through

support of the worker.
NOS Mindsets
Lean Principles - Basis for Manufacturing
 Customer defines value

 Customer establishes pull
 Involve and empower value add workers
 Focus on elimination of waste in the value
stream
 Use Total System Cost as the ultimate
performance metric
NOS Mindsets
Customer Defines Value

 Total customer focus is the only option
 Value add is defined by the customer
 Anything that is not value add is defined
as waste - Waste is defined as anything
that adds cost but not value to the product

NOS Mindsets
Customer Establishes Pull for Production

Schedule
 Rate of production for each product is

equal to the rate of customer consumption
 Making what is needed, when needed,
and in the amount needed
 Production is leveled over time

NOS Mindsets
Involve and Empower the People Adding

Value to the Product
 There are only two types of people in the manufacturing
organization, those that add value to the product and those
that support people who add value to the product.
 The best ideas come from the people who are closest to the
work
 The more people know about the goals, objectives, and
performance of the organization, the better the performance
 People want to do a good job
 Implementation of lean CAN NOT result in elimination of jobs

NOS Mindsets
Focus on Elimination of Waste in the

Value Stream
 Use the tools of lean manufacturing to find,
minimize and finally eliminate waste: from
the beginning of our process all the way
through until the end!

NOS Mindsets
Use Total System Cost As the Ultimate

Performance Metric to Drive Performance
 The mission of manufacturing is to minimize total “per

unit” cost while maximizing quality / safety and
minimizing response time
 The lowest total system cost is achievable only if safety
and quality are maximized and response time is
minimized.
 Focus on the optimization of total system cost rather
than optimization of components of the system. Look at
the “big picture”.

NOS Mindsets
Exercise

NOS Mindset QUIZ

Simulation

Stability Academy
Objectives
•Understand mass  lean transformation concepts
•List the benefits of a lean transformation
•See why measurables are necessary
•Communicate the concepts and benefits of this

transformation to others.

Welcome
Charlie’s Coil Factory

Background Information:
 $100 Million in Annual Sales
 1,000 Employees
 Fabrication and Assembly of Electronic Coils
Goals and Objectives of the Company:

 High Quality
 Customer Service
 JIT Delivery
 Low Cost Operations

Coil Bill of Materials
Spindle
Winding
Mount
Upper Core
Lower Core
Contacts

Coil Manufacturing Process
Completed
Coil
Mount Core
Assembly Assembly
Contact
Commutator Assembly Mount Lower Core Upper Core
Coil Spindle
Process Flow - Charlie’s Coil Factory
Cut & Form

Coil 10
10
Assemble
Weld Coil to Core 40
20
Commutator
1 20
Assemble
Commutator 30
to Mount
10
Final
Assembly 50
10
Inspect 60
Pack 70
5L + 5S
Ship 80
Our Current Situation:

• Previous quality problems means we’re behind 2 days in
shipments to our most important customer, and the
customer is upset!
• We have just returned from a shutdown – so there is no

product in the pipeline.
• We need to satisfy our customer as quickly as possible to

salvage our relationship and maintain prospects for any
future business.
Ground Rules
• Treat marked parts as any other; do not expedite, and

do not scrap.
• First in, first out for all materials.
• Colors of blocks are not significant
• Do not rework unless the assemblies fall apart.
• 1 Minute = 1 Day
Constraints - Round 1
• Cannot change layout

• Cannot change job descriptions
• Cannot change process
• Cannot expedite materials
• Cannot change lot sizes
• Cannot add or eliminate people

Round 1

Round 1
Reactions?
What is your “one word” description of
this round?
Any problems?
What kept us from meeting our
customer demand?

Learning Points - Round 1
• Large batch sizes drive long cycle times and high inventory levels
• High inventory levels hide problems and magnify the impact of

quality problems
• Most of the time product is in the plant is non-value added time
• Chaotic process makes effective problem solving difficult, if not

impossible

7 Wastes

Module Objectives
Understand and be able to explain the 7 forms of waste

(symptoms, causes, effects) to others.
Identify examples of each and solutions to eliminate

How should we determine what “Waste” is?
Waste is:
- anything that takes time,
resources or space but
does not add to the value of
the product or service delivered to
the customer.

Toyota’s Famous Pursuit of Waste
 Muda- (Waste) The seven forms of

Waste, and the scope of this module.
 Muri- (Overburden) Overworking or
stressing of an operator or machine.
 Mura- (Unevenness) The imbalance of
workload amongst workers.

How should we determine what
“Value Add” is?
 Value Add: Any activity that changes
the shape, form, or function of material
to meet customer requirements
 Non-value Add: Activities that add cost
but not value to the product (WASTE),

as defined by the customer.
 Incidental: Work that needs to be done
but does not add direct value to the part

“Customer demand” is the universal driver in
change.
Conditions that were satisfactory yesterday are not acceptable

today. Tomorrow’s demands will be even greater.
X
Customer Product
Waste
Order Shipment
Time
X Lean Manufacturing helps

Customer Product to shorten the timeline
WASTE
Order Shipment between the customer
order and the product
shipment.
Time

While products made in each factory may be different,
the typical wastes found in factories are similar:
 Over-production
 Correction(Rework,Reject)
 Transportation
 Motion WASTE
 Over-processing
 Waiting
 Inventory
Waste of Over-production
Definition
Creating more than, or ahead of, customer requirement.
Effects: poor use of time, excess transportation, extra

space, effort, $$$, potential quality issues.
Overproduction leads to all other forms of waste.
Causes (examples): unstable work environment

(downtime, quality issues, “JIC”, etc.)
Examples …………..?
Example
Waste of Over-production
JIT W/H
In 5500prs
Out 1500prs
More parts = More money
• extra defects
• extra handling
• extra space
Results • extra machining
• extra paperwork
• extra people
• extra overhead
Waste of Correction
Definition:
Producing a product that must be touched up,
reworked, or scrapped ---any Rework or Reject
Effects: loss of productive time, duplicated effort,

$$$ lost,potential defect to customer
Causes (examples): unclear or no standard,

incorrect machine settings, poor in station quality,
poor training, poor or no error proofing,etc.
Correction Waste of Correction
Example
(Rework / Rejects)
Bond
Gap
Paint
Touch-up

Waste of Waiting
Definition
people, machinery, material or product “sleeping”,
or sitting idle
Effects: idle time, space required for material ,

effort, $$$ tied up in inventory, etc.
Causes: unclear or no standard, layouts, lack of

instructions, workload imbalance of operator,etc.

Example
Waste of Waiting
People
Machinery
Material

Waste of Transportation
Definition: Movement of product or materials from one

place to another (by hand carry, by cart, by conveyor,
by truck, etc.) without adding value.
Effects: time, cost, equipment, effort, potential for

quality issues MOVE IT OVER
THERE UNTIL
WE NEED IT
Causes: Poor factory layout,

or poor cell design

Example
Waste of Transportation
Cut parts being stored away from the place of use.

( Distance JIT W/H to Stitching line 19 is 100 m )
JIT
W/H
Result:
We must inform tracking personnel where to pick up material
We will need additional storage location other than point of use
We need additional material movement personnel and equipment

Waste of Over-processing
Definition
Performing any operation that is not required to
manufacture or assemble the product to the
customer’s quality expectations.
Effects: wasted time, added cost, extra effort, $$$
Causes: unclear or no standard

Poor communication

Example
Counting
Cutting at Cutting
Inspecting
Packing
Counting
at JIT W/H
Counting
at Stitching Stitching
 Do all of these steps add value to the customer?

Example
Install Tongue Cover Remove Cover Guard
 Do all of these steps add value to the customer?

Waste of Motion
Definition
Ergonomic stress or extra movement by people or
machines not required to add value.
Effects: wasted or lost time, ergonomic problems,

effort, injuries,$$$ used for non production
Causes: cell layout, machine set-up, poor designs
Examples……………………?
Waste of Motion
• Whatever time not spent in adding value to the

product should be eliminated as much as
possible.
• Movement does not necessarily indicate value-
added work
• This is also called ”necessary, but non-value
added’ or incidental work.
• Examples?
Categories of Work
•Value Added - something the customer will pay for Motion
•Incidental - something which has to be done
•Waste - provides no value or service
“Eliminate Waste:
Reduce Incidental Work”
Example
Waste of Motion
Pick up the below box to make FIFO
WASTE
( Stand up , Bend down
Lift boxes, Put down boxes …….. )
Twist and pick up parts from flow rack

Waste of Inventory
Definition
Excess material (raw, WIP, finished)
beyond what is necessary to meet
demand
Effects: lengthens lead time, ties up working capital, effort,

transportation, $$$, potential quality issues, covers up
problems
Causes: unclear or no standard, incorrect machine settings,

fear of running out (Just In Case), etc.
Examples……………….?

Example
Waste of Inventory
In process Inventory
Component W/H
Waste of Inventory
Sea of
Poor
Inventory Line
Lack of
Quality House-
Scheduling
Problems Imbalance Keeping
Commun-
Machine Long Set-
Vendor ication
Breakdown Up Time Problem
Long Delivery Absenteeism
Transportation
Lots of inventory means smooth sailing because

inventory HIDES problems

Waste of Inventory
Lack of
Poor Line
Quality House-
Scheduling
Problems Imbalance Keeping
Commun-
Machine Long Set-
Vendor ication
Breakdown Up Time Problem
Long Delivery Absenteeism
Transportation
 Reducing inventory exposes hidden

problems
Waste of Inventory
Sea of
Inventory
Poor Line
Quality
Scheduling Long Set- Lack of
Problems Imbalance House-
Machine Up Time
Long Keeping
Breakdown Vendor Absenteeism
Transportation Delivery
 Problem Solving can then permit smooth

sailing once again, but with LESS
INVENTORY!
Waste Exercise
Type of WASTE Factory Example(s) Cause Effect
(why happening?) (why bad?)
1) Overproduction
2) Inventory
3) Correction
(Defects)
4) Transportation
(Handling)
5) Motion
6) Over-
processing
7) Waiting

Waste Quiz

5S / Visual Factory

5S Game: round one
Circle the numbers 1—49 in order

5S Game: round two
Circle the numbers 1-49 in order
 Let’s remove what we do not need to do our job.

5S Game: round three
 With organization, the pattern becomes clear.

5S Game: round four
 Standardization: “A place for everything, and everything

in it’s place”. Any Difference in time or quality??
5S Game Part Two:
Can you find the Two Missing Numbers!!
 Remember our “old way”?

Can you find the missing numbers?

5S and Visual Factory
Module Objectives
Explain the benefits of 5S and visual control: the

Visual Factory concept
Explain 5S (each ‘S’)
Give examples of 5S, Visual Displays, and Visual
Controls

Visual Factory
Visual Factory is the use of controls that will

enable an individual to immediately recognize
the standard and any deviation from it.

Some Examples of Visual Factory
Material ID Indicator Light Andon Board
M/C Checklist Job Aids Marked Floor Areas

Visual Control Examples
Gage Parameters NOS Board
Safety Information Standardized Work

The Visual Factory Can Help You:
 Reduce searching time.
 Eliminate many frustrations.
 Increase safety.
 Improve communication.
 Increase job satisfaction.

Elements of the Visual Factory: 5S

The Visual Factory Vision
In a Visual Factory:
 There is nothing extra.
 The environment is immaculate (very clean),

safe, and self-cleaning.
 Standards are easy to recognize and
abnormal conditions are easier to correct.
 Performance and progress are readily
apparent
 “Zero Defects” is a reality!

The Foundation of the Visual Factory: 5S
 1: Sort (Organization)
 2: Stabilize (Orderliness)
 3: Shine (Cleanliness)
 4: Standardize (Adherence)
 5: Sustain (Self-Discipline)

1S : Sort (Organization)
Distinguish Between What Is and Is Not Needed

After
Before

2S: Stabilize (Orderliness)
A Place For Everything

and
Everything In Its Place

2S: Stabilize - Location maps ,Indicators

2S: Stabilize
Guidelines For Location Indicators

To Indicate Locations Address Signboards
Limit Lines
Location Lines
Labels
To Set Limits Height Lines (Red)

Standard Container Sizes
Red Coloring
To Indicate Danger “Danger” Signs
2S: Stabilize - Marking Standards for Safety
Aisles and Walkways Yellow
Fire Lane or Access Fire Lane or Access Red with White Letters
NonSmoking
- Area Red and Black Stripe with
No-Smoking Area White Letters
Rework Bin or Area Rework Orange with White Letters
Scrap Bin or Area Scrap Red with White Letters
Safety Apparatus or Area Green
Material Storage Area P/N 26063681 Blue with White Letters
Quality Hold or MRB Area Blue and Yellow Stripe
Caution or Danger Area Caution Yellow with Black Stripe and

Letters
2S: Stabilize – Color coding for identification
Containers
Upper Finish Sole Outsole Phylon

2S: Stabilize – Color coding for identification
uniform Operator Team

leader
Group Maintenance
leader
Team Maintenance?
Leader? Operator?
Group
leader?
VS

1S and 2S: Sort & Stabilize
 Summary
 Removing unneeded items makes it easier to find what you need.
 Relocating items can improve workflow.
 Identifying item locations can help you find things and put them back.
 Together the first and second keys increase work efficiency.
 They also make your workplace a more pleasant place.

3S: Shine (Cleanliness)
 Eliminate all forms of dirt.
 Find ways to keep the workplace clean.
 Adopt cleaning as a form of inspection.
 Make cleaning part of everyday work.

3S Example
Spare M/C Storage Area

4: Standardize(Adhere)
• Check
• Standardize
• Maintain
• Monitor
• Improve
Maintain and monitor first 3S ( Sort, Stabilize, Shine )

5S: Sustain
•Continuously improving the 5S system
•Everyone in the organization (not just

manufacturing) is involved
•Requires self discipline and commitment from

everyone at all levels of the organization

5S Audit Sheet
SCO RE
5S Items SCO RE NO TES
0 1 2 3 4 5
TOTAL SECTION SCORE =

Unused equipment or excess furniture and un-
>4 4 3 2 1 0
necessary items on w ork station
LOWEST SCOREX4
Unidentified parts >4 4 3 2 1 0
Excess materials >4 4 3 2 1 0
SORT No Notices are up to date >4 4 3 2 1 0

No notices and graphs indicate w hen
>4 4 3 2 1 0
updated/removed
TOTAL
No rubbish in defined bin >4 4 3 2 1 0 SCORE:
No gauge or indicator for standard of machine is
>4 4 3 2 1 0
available
No aislew ays are defined & clear >4 4 3 2 1 0
No cables off floor
TOTAL SECTION SCORE = LOWEST

>4 4 3 2 1 0
No sample parts labelled and in defined location >4 4 3 2 1 0
No production parts in defined location >4 4 3 2 1 0
Rejects in defined location
SCOREX4
>4 4 3 2 1 0
No packaging in defined /standardized location >4 4 3 2 1 0
STABILISE No notices in defined location >4 4 3 2 1 0

No cupboards, draw ers, furniture labelled >4 4 3 2 1 0
No machines and w orkstations labelled >4 4 3 2 1 0
Broken or damaged labels >4 4 3 2 1 0
No production parts are in defined coding for TOTAL
>4 4 3 2 1 0 SCORE:
identification
No containers, baskets, or boxes have size, quantity,
>4 4 3 2 1 0
and acceptable inventory level
No "Danger" marked w ith red coloring >4 4 3 2 1 0
Damaged tools or equipment w ithout repair tag >4 4 3 2 1 0
SECTION
SCORE =
LOWEST
TOTAL
No Walls, Floor &Window s clear and clean >4 4 3 2 1 0
Shine
No cleaning material and equipements available and TOTAL

>4 4 3 2 1 0 SCORE:
in place & desiginated area
Excess dirt / oil /dust on machines >4 4 3 2 1 0
>4 >3 >2 >1
SCORE = LOWEST
Not 4 days
TOTAL SECTION
No housekeeping schedule available and updated Visible
days
old
days days days
old old old old
SCOREX4
No standard of housekeeping displayed in area >4 4 3 2 1 0
STANDARDISE
No cupboard standard displayed on outside TOTAL

>4 4 3 2 1 0 SCORE:
(except if "Personal")
No Plan
Only
None of 5S Training percentage of people or
Planned
>20% >50% >80% 100%
Record
No previous audit items displayed & corrected
SCORE = LOWEST
0 1 2 3 4 >4
TOTAL SECTION
No 5S improvement activities documented 0 1 2 3 4 >4
SCOREX4
SUSTAIN
TOTAL
SCORE:

Elements of the Visual Factory:
Displays and Controls

Definition: Visual Displays & Controls
Visual Display……
 Is a system of visual devices that distinguish and
communicate promptly between normal and

abnormal conditions.
Visual Control……
 Is a system of visual devices that identify
abnormal conditions, and modify human

behavior to help all conditions to be in normality.

Levels Of The Visual Factory
6 Prevent
abnormalities
5 Stop abnormalities Visual
Controls
4 Warn about abnormalities
Build standards into

3
the workplace
2 Share standards at the worksite Visual

Displays
1 Share information
SORT STABILIZE SHINE STANDARDIZE SUSTAIN 5S

0
5S  Visual Display  Visual Control
5S Event Visual Display
NOS Board
Visual Display
Levels Of Visual Factory:
Example
Item to be controlled The oven temperature must be 50  2C

when operator attaches upper and bottom
Level 1- Instructions to check oven temperature are located someplace,

Share information but not at the workstation. Standard is unclear to worker.
Level 2- Post Standards on the conveyer so they can easily be

Share standards at the site seen by operators. “Oven setting temperature is 50  2C
”
Level 3- “Oven Setting temp 50  2C ” comes up automatically on the
Build standards into the workplace control panel while the conveyer is running.
Level 4-
Warn about abnormalities Bell or buzzer sounds when the temperature goes out of spec.
Level 5-
Stop abnormalities Trays are not moving-line stops when temperature goes out of
spec.
Level 6- Temperature is automatically adjusted before going out of spec.

Prevent abnormalities

Visual Displays
 Red tagging
 White or yellow lines
 Red lines

About Visual Displays
Communicate important
information, but do not
VISUAL control or modify what
DISPLAYS people or machines do.
Fall into the first two levels

of the Visual Factory
pyramid.

Integrating Standards Into The
Workplace
30 30
 Level 1: 30
20 40 20 40 20 40
– Standards are indicated
10 50 10 50 10 50
separately. Meters read
according to a check sheet. Month/Date
Check Sheet
30 30 30
 Level 2: 20 40 20 40 20 40
– Standards on labels. Meter 10 50 10 50 10 50
readings can be compared to

labels. 20 +/- 3 35 +/- 3 10 +/- 3

Definition Of Visual Control
Communicate important
information and standards in a
VISUAL way that controls conformance
CONTROLS to those standards. Visual
controls modify behavior.
Fall into the top four levels of

the Visual Factory pyramid.

Levels Of The Visual Factory
6 Prevent
abnormalities
5 Stop abnormalities Visual
Controls
4 Warn about abnormalities
Build standards into

3
the workplace
2 Share standards at the worksite Visual

Displays
1 Share information
SORT STABILIZE SHINE STANDARDIZE SUSTAIN 5S

0
Integrating Standards Into The Workplace
 Level 3:
20 35 10
 Visual indicator of standards 10 30 25 45 50 20
are built into meters. All 50 40 15 55 40 30
conditions can be seen Month/Date
checked at a glance,
standard is at 12 o’clock.
Check Sheet
20 35 10
 Level 4:
25 45 50 20
10 30
 A warning signal will activate 15 55 40 30
50 40
in a non-standard conditions.
20 +/- 3 35 +/- 3 10 +/- 3

Error-Proofing & The Visual Factory
 Error-proofing expands the Visual Factory tool kit to

include methods that
 Broadcast information to problem solvers,

 Prevent defects and abnormalities from causing
further problems, and
 Eliminate the possibility of certain problems altogether.

Error Proofing & The
Visual Factory

Visual Controls Summary
 Visual Controls, like Visual Displays, can

resolve many information and communication
problems in the workplace.
 Again, the result is improved work efficiency
and effectiveness.
 Another important result is fewer work
frustrations and a more satisfying work
experience.

5S/ Visual Factory QUIZ

PDCA
Problem Solving

Stability Academy
Problem Solving
Objectives
Understand and explain steps in PDCA
problem solving
Identify, investigate, solve, track simple

problem

PDCA FOUR-PHASE PROBLEM
SOLVING PROCESS
The PDCA Problem Solving

Process involves four
phases:
 Plan
ACTION PLAN
 Do
 Check
 Action
CHECK DO

Module Objectives
 Provide a (Plan-Do-Check-Action) user

friendly problem solving process to establish
a systematic approach of working through
problems.
 Introduce the Problem Solving Process and
the Problem Solving Format.
 Provide practice using the Problem Solving
Process and preparing Problem Solving
Reports.

Module Objectives
 Write a clear problem statement based on

known facts.
 Set attainable problem solving targets/goals.
 Identify the facts needed to determine the root
cause(s) of a problem.
 Generate and select countermeasure(s) to
deal with the root cause(s).
 Write/develop a plan to implement the
countermeasure(s).
 Use Progress Management Charts to check
the progress of implementation and the results.
PDCA FOUR-PHASE PROBLEM
SOLVING PROCESS
The PDCA Problem Solving Process involves four
phases:
Plan-Do-Check-Action
STEPS: STEPS:
I. Evaluate Results I. Identify Problem
II. Standardize effective II. Analyze Cause
ACTION PLAN III. Formulate Countermeasures
Countermeasure(s) OR
III. Start PDCA again PURPOSE: PURPOSE:
Do II. & III. if Results Take action based on Gain thorough
are uneven results of check understanding of
problem so it can be
systematically addressed
CHECK DO
PURPOSE: PURPOSE:
STEPS: Check progress of Take action to ensure
I. Monitor Progress of STEPS:
implementation and countermeasures are
Implementation Plan I. Develop Implementation Plan
check effectiveness effectively and
II. Modify Plan if Necessary II. Communicate Plan
of results efficiently
III. Monitor Results III. Execute Plan
implemented
(Effectiveness)
PDCA REPORT FORMAT
Theme
Present Situation Countermeasure(s)

Short Term
Standard Long Term
Current Situation Recurrence Prevention
Discrepancy Why Recommended
Extent
Rationale
Implementation
Target What Where Who When
Do What
To What
How Much
By When
Follow-Up
Analysis What Where Who When
Target
Potential Causes/ Investigation Actual
5-Why Root Cause Analysis

PDCA REPORT FORMAT
ADVANTAGES of the PDCA Format:

•Systematic, standardized approach (recognizable to all)
•Format is designed to present FACTS and DATA, not feelings
•History - leaves a paper trail so others can understand your effort
•Simple - anyone can do it, with a little practice.

PDCA REPORT FORMAT
Theme PLAN
Problem Situation PLAN Countermeasure(s) PLAN

Standard Short Term
Current Situation Long Term
Extent
Rationale
Implementation DO
Target PLAN What Where Who When
Do What
To What
How Much
By When
Follow-Up CHECK
Cause Analysis What Where Who When
PLAN Target

PDCA FOUR-PHASE PROBLEM SOLVING
PROCESS (EFFORT)
ACTION
CHECK
PLAN
DO

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
PLAN - PRESENT SITUATION
(Should be DETAILED and FACT-FILLED)
•Standard (What should be happening/ what is the standard or
standard way)
•Current Situation (What is actually happening)
•Discrepancy (What is difference between standard and actual?)
•Extent (What is trend/ when did it start/ who is affected/ how
often does it occur/ where does it happen/ etc...?)
•Rationale (Why should this problem be addressed/ what would
happen if it weren’t addressed?)

Evaluate the Problem
 The criteria you use to guide this evaluation include:
 Importance: how serious is the problem in light of cost,
safety, or quality, etc.?
 Urgency: how soon should it be solved to avoid more
serious problems
 Tendency: is the problem getting worse, staying the
same, or getting better?
 Problems may have high, medium, or low importance,
urgency, or tendency. All of these factors need to be
considered when several problems arise at the same time
and priorities must be set

Evaluating the Problem
Problems Important Urgency Tendency

1.
2.
3.
4.

Obtain Relevant
Facts Relating to the Standard
Extent:
 Seek facts relating to when the standard is
achieved and when it is not
 Define important details about the current
situation vs. the standard situation
Where is the problem located
What’s different?
(not located)? Find the POC
How often? (point of cause)
When is the problem What’s changed?
occurring (not occurring)?
When did it start?
What is the trend?
PDCA REPORT FORMAT
(Should be DETAILED and FACT-FILLED)
•Standard PU shift changeover time target is 15 minutes
•Current Situation Changeover time has averaged 25 minutes
•Discrepancy Changeover is 10 minutes longer than the target
•Extent Both shifts for at least 45 days (Oct. 15 – Nov. 30),
different operators, different machines
45days3shifts  3machines = 68 hrs  3days lost production
•Rationale Productivity, Delivery, Cost– can not meet needs of
Stockfit (internal customer)

Time (minutes)
172
10
/1
0
10
20
30
40
5/
20
10 02
/1
7/
20
10 02
/1
9/
20
10 02
/2
1/
20
10 02
/2
3/
20
10 02
/2
5/
20
10 02
/2
7/
20
10 02
/2
9/
20
10 02
/3
1/
20
11 02
/0
2/
Week of
20
11 02
/0
NOS Learning Center

4/
20
11 02
/0
6/
20
11 02
/0
PU Shift Changeover Time
8/
20
11 02
/1
0/
20
11 02
/1
2/
20
02
PDCA REPORT FORMAT
Actual
Target
PDCA REPORT FORMAT
PRESENT SITUATION
ACTIVITY

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
PLAN - TARGET
(Should be QUANTIFIABLE, MEASUREABLE,
ACHIEVEABLE, TIME-BOUND )
•Do What: (Action word - Increase, Reduce, Decrease)
•To What: (Object of the action - Focus Area)
•How Much: (Quantifiable measurement - relates to STANDARD)
•By When: (Specific date - month, day, year)

PDCA REPORT FORMAT
PLAN - TARGET
(Should be QUANTIFIABLE, MEASUREABLE,

ACHIEVEABLE, TIME-BOUND )
•Do What: Reduce
•To What: PU shift changeover time
•How Much: To 15 minutes (per changeover)
•By When: 12/15/2003

PDCA REPORT FORMAT
TARGET
ACTIVITY

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
PLAN - THEME
(General “Grasp the Situation” - One Sentence/ Phrase )
•Theme: (What do you REALLY want to accomplish -
Do What - To What)

PDCA REPORT FORMAT
PLAN - THEME
(General “Grasp the Situation” - One Sentence/ Phrase )
•Theme: Reduce PU shift changeover time to 15 minutes

PDCA REPORT FORMAT
THEME
ACTIVITY

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
PLAN - ANALYSIS
(Based on FACTS)
•Potential Causes: (List of all possible causes/ source of problem
- fishbone diagram is useful tool)
•How Checked? (Method to confirm reasonableness of potential
cause(s) )
•Result? (Result of check - Go and See!)
•Most Likely Cause: (Based on FACT, investigation results,
reasonable assumptions)

PDCA REPORT FORMAT
FISHBONE DIAGRAM (Cause & Effect)
•Describes relationship between variables
•Used in brainstorming sessions to identify possible causes
of a problem or condition
•Focuses on causes, not symptoms
EFFECT
(Undesirable
Outcome)

PDCA REPORT FORMAT
Major Major
CAUSE CAUSE
category category
EFFECT
(Undesirable
Outcome)
Major Major Major

CAUSE CAUSE CAUSE
category category category

PDCA REPORT FORMAT
Major CAUSE Categories can generally be classified as:
MAN METHOD MACHINE

-Skill Level -Work Sequence -Function
-Individual Morale -Takt Time Properly
-Training -Posture -Capable
-Ability
MATERIAL ENVIRONMENT
-Available as Needed -Group/Team Morale
-Meets Standard -Area Lighting
-Climate
-Work Area Arrangement

PDCA REPORT FORMAT
Man Method
Skill Level Work Sequence
Training Posture
Individual Morale Cycle Time Long
Ability Inconsistent Long shift
Method changeover
Malfunction Not Capable Area time
Lighting
Not
Machine available Work Area
Arrangement
Environment
Material

PDCA REPORT FORMAT
PLAN - ANALYSIS
(Based on FACTS)
Potential Causes How Checked Result?

Operator cycle time longer Observe (check cycle time) Operator skill OK
than standard cycle time
Inconsistent method Check operator method to Missing some standardized

SWS (standardized work work at some operations
sheet)
Equipment not working Check equipment check Equipment operating
properly sheet to actual operating conditions consistent with
conditions check sheet
•Most Likely Cause: Inconsistent method

PDCA REPORT FORMAT
PLAN - ANALYSIS
•Problem: Problem Statement (direct cause)
•5-Whys?: Method to confirm potential cause - go and see/ first
hand investigation is a MUST
•Problem Statement – one phrase stating problem
•Why? (investigate - get facts)
•ROOT CAUSE
PDCA REPORT FORMAT
PLAN - ANALYSIS
•Root cause: Root cause has been found when:
•It can be dealt with directly
•An effective countermeasure can be applied directly to
prevent recurrence
•If the analysis is taken further, another problem will be
encountered
•When addressed, the discrepancy returns to standard
•Confirm using the “therefore” test

PDCA REPORT FORMAT
PLAN - ANALYSIS
Therefore test:
•ROOT CAUSE…
-Therefore Why5 –
-Therefore… Why 4-
Therefore…Problem Statement.

PDCA REPORT FORMAT
PLAN - ANALYSIS
•Problem: Problem Statement (direct cause)
•5-Whys?: Method to confirm potential cause - go and see/ first
hand investigation is a MUST
•Problem Statement - Changeover time has averaged 25 minutes
•Why? Inconsistent method
•Why? Operator doesn’t follow work instruction
•Why? Work instruction not communicated with operators
•Why? Standardized work not completed for operation
•Why? No system for approving and posting STW
•ROOT CAUSE No system for approving and posting STW

PDCA REPORT FORMAT
PLAN - ANALYSIS
Therefore test:
No system for approving and posting STW
-Therefore… Standardized work not completed for operation
-Therefore… Work instruction not communicated with operators
-Therefore… Operator doesn’t follow work instruction
-Therefore… Inconsistent method
-Therefore… Changeover time has
averaged 25 minutes .

PDCA REPORT FORMAT
ANALYSIS
ACTIVITY

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
PLAN - COUNTERMEASURE
•Short term: Contains the problem/ stops the bleeding
•Long term: Addresses root cause
•Recurrence prevention: Prevents problem from ever happening
again for same root cause
•Why recommended: Evaluate based on cost, timeliness,
feasibility, effectiveness, impact

Impact
 Consider the impact on others

 Ask what effects the countermeasure
will have on:
 My job?
 My team?
 Other operations?
 Other departments?
 The company as a whole?

Impact
 Try to consider the extent (positive OR negative) to

which others will be affected as you use the High-
Medium-Low rating:
 High = It will likely have a great impact on others
 Medium = It will likely have a moderate impact on others
 Low = It will likely have a small impact on others

Extent
 Then you consider the probable magnitude

of the impact – how many people,
departments, operations will the
countermeasure affect?

Extent
 Try to consider the extent to which others will be

affected as you use the High-Medium-Low rating:
 High = It will likely impact many other people, operations, departments
 Medium = It will likely affect some other people, operations, departments
 Low = It will likely impact very few or no other people, operations,

departments

PDCA REPORT FORMAT
PLAN - COUNTERMEASURE
•Short term: Team leader for all shifts prepare and present work instruction
(standardized work) to all team members
•Long term: Develop and post new standardized work with input from team members
•Recurrence prevention: Set up system to approve and post standardized work
•Why recommended: Positive impact on all areas (clarifies standard for how, when
to implement and post standardized work); prevents problem from happening for same
root cause; low cost

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
DO - IMPLEMENTATION
•Action Plan: What, Where, Who, When, Status
•Communication: All affected people understand (and support) plan
•Execution: Do it!

PDCA REPORT FORMAT
DO - IMPLEMENTATION
•Action Plan
WHAT WHERE WHO WHEN STATUS

Team Leader for PU work station Team Leader 11/18/2002
operations determine STW (S. Nguyen)

Team Leader share STW PU work stations Team Leader 11/19/2002
with all operators (S. Nguyen)

Determine procedure for Factory Manager – ABC 12/31/2002
creating, updating STW Dept.

Follow procedure for PU work station Team Leader 1/31/2003
updating STW (S. Nguyen)

PDCA REPORT FORMAT
Theme

Short Term
Standard Long Term
Extent
Rationale
Implementation
Do What
To What
How Much
By When
Follow-Up
Target

PDCA REPORT FORMAT
CHECK - FOLLOW-UP
•How check: Method (visual, with tool, etc.)
•When check: When/how often
•Who check: Responsible person
•Graph: Quick visual: Target vs. actual - relates back to standard
•Implementation progress: On schedule?
•Countermeasure effectiveness: Has problem recurred? Is situation
brought back to standard?

PDCA REPORT FORMAT
CHECK - FOLLOW-UP
•How check: Stopwatch – last good part shift 1 to first good part shift 2
•When check: Daily at shift change
•Who check: Team leader (S. Nguyen)
PU Shift Changeover Time 40
•Graph: Target
Actual 30
Time (minutes)
20
10
0
12-Nov 19-Nov 26-Nov 03-Dec 10-Dec 17-Dec 24-Dec 31-Dec 07-Jan 14-Jan 21-Jan 28-Jan 05-Feb
Week of
PDCA REPORT FORMAT
CHECK - FOLLOW-UP
•Implementation progress:
WHAT WHERE WHO WHEN STATUS
Team Leader for PU work station Team Leader 11/18/2002
operations determine STW (S. Nguyen)

Team Leader share STW PU work stations Team Leader 11/19/2002
with all operators (S. Nguyen)

Determine procedure for Factory Manager – ABC 12/31/2002
creating, updating STW Dept.

Follow procedure for PU work station Team Leader 1/31/2003
updating STW (S. Nguyen)

PDCA REPORT FORMAT
CHECK - FOLLOW-UP
•Countermeasure effectiveness: Meeting target? Yes!
PU Shift Changeover Time 40

Target
Actual 30
Time (minutes)
20
10
0
12-Nov 19-Nov 26-Nov 03-Dec 10-Dec 17-Dec 24-Dec 31-Dec 07-Jan 14-Jan 21-Jan 28-Jan 05-Feb
Week of

PDCA REPORT FORMAT
ACTION - FOLLOW-UP
•Based on results of CHECK phase
•Meet target: Standardize countermeasure(s)
•Meet target (but problem could recur): Repeat PDCA
•Not meeting target: Repeat PDCA
•Mixed results: Standardize effective countermeasure(s) and
repeat PDCA

Problem Solving Summary

Problem Consciousness: Triggers
Where can I find a Problem?
 Quality:  Safety:
 Review data on defects  Review injury data reports
 Check process/product at  Check safety wear
startup/breaks  Observe whether
 Observe complete process or standardized work is being
product followed
 Review standardized work charts
 Cost:
 Overtime
 Operating supply cost

Problem Consciousness: Triggers (cont.)
 Personnel:  Production (Quantity):

 Attendance chart  Number of pairs of shoes off
 Job rotation chart line
 Training and development  Andon
chart  Productivity rate
 Review suggestions from  Regrouping tasks for even
team members distribution
 Review scrap reports
 Other:
 Maintenance check sheet

Problem Solving Application
Questions
 What do you think is a problem?
 What is actually happening?

 What do you actually know?
 Do you know enough to decide what it makes sense to do?
 Can you see what is happening?
 What should be happening?
 Can you break the problem down into smaller problems?

Questions
 Can you see the point/area of cause?

 Do you need to track back to the point/area of cause?
 What is the pattern/tendency of the problem?
 Where and when is it happening?
 Who and what is involved?
 How much, how long, and how often is it happening?
 Why is this problem occurring? What is its root cause?

 Can you find and confirm the direct cause of the problem?
 Can you find and confirm the next level of cause?
 Can you prevent recurrence of the problem by addressing
the next level of cause

Questions
 What action(s) should you take to address the problem?

 What temporary measures will eliminate the problem until you can
address the root cause?
 What countermeasures are needed to address root cause and
prevent recurrence of the problem
 How will you check when you follow up to confirm results?

Problem Solving Quiz

Simulation Round Two

Round 2
Address problems from Round 1
What improvements can we make?

• Because of our performance in Round One, we:
• Cannot change layout
• Cannot change job descriptions
• Cannot expedite materials

Round 2

Round 2
Any changes from Round 1?
What is your “one word” description?

• Reducing batch size also reduces cycle time and inventory

levels.
• Early detection of quality problems smoothes the process flow

and enables easier batch size reduction.
• “Push” production allows inventory to build, hiding problems

and creating additional work.
• What types of waste are still obvious?

Material Flow

Stability Academy

Stability Academy
Material Flow
Objective
•Define synchronous material flow
•Explain Push versus Pull Systems
•Explain benefits compared to current practices

Synchronous Material Flow
 Traditional – stop and go through the entire

value stream
Lamination Cutting Stitching Assembly

I I
1Shift I 1Shift I C/T= 9sec I
1Shift
33 204 1Shift

 Lean – flow through the factory with minimum interruption
1Shift
1Shift
FIFO 1Shift FIFO C/T= 9sec I
I
33 204 1Shift

What is Synchronous Material Flow?
 A flexible system that enables

continuous flow of material and
products driven by a fixed, sequenced,
leveled production schedule using lean
manufacturing concepts
Flexible = the ability to rapidly adjust

to customer demand

Continuous flow = smooth movement of

material through the value stream with few or
no interruptions or stoppages


Fixed, sequenced, leveled production schedule =

consistent, stable schedule (needed to build
product to customer demand)


Lean manufacturing concepts

center around the identification
and elimination of waste
1Shift
1Shift
FIFO 1Shift FIFO C/ T= 9sec I
I
33 204 1Shift
Flow where you can, Pull where you can’t

The Two Steps toward SMF
1. Determine where is the interruption in flow
2. Determine how to make it flow

Step1: Determine where is the
interruption in flow

I I
1Shift I 1Shift I C/T= 9sec I
1Shift
33 204 1Shift

1Shift
1Shift
FIFO 1Shift FIFO C/ T= 9sec I
I
33 204 1Shift
Flow where you can, Pull where you can’t

1. Pull Systems Material
Movement
 In traditional manufacturing, all process

departments receive schedules and
produce to it.
 Each process produces their parts and
forwards them to the next process.
 This is commonly referred to as the Push
System.

Material Movement (cont..)
 The Push System makes adapting to

change very difficult.
 The result is extra inventories of parts not

needed accumulating in the producing
departments….
 And shortages of parts that are needed in

the downstream processes.
Material Movement (cont...)
 In contrast, a “Pull System” provides that

only the downstream process receives the
schedule.
 Each upstream process maintains a
standard “in-process” stock level that the
subsequent process withdraws from.
 This “pull” triggers the department to
produce parts to replenish the stock level.
 The department withdraws stock from its
supplying operations’ stock level, thereby
initiating an additional “pull”...
Example of a Schedule
Pull System
Schedule is
provided to final
production
department
Each process upstream

maintains standard stock levels.
Process Process Process Process

A B C D
Customer
Pull System The final production

department withdraws
needed materials from
its supplier operation
Process Process Process Pull Process

A B C D
Customer
Pull System
The supplying department now produces
to fill up its stock level. It withdraws the
supplies it needs from the upstream
process.
Process Process Pull Process Process

A B C D
The units are produced

and shipped to the
customer.
Customer
Pull System
The customer’s needs are filled long
before the initial department even knows
about the request.
Process Pull Process Process

A B C D
Customer
Step 2 – Determine how to make it flow
Central Market Area
 Set up central market areas

 Create a detailed delivery
strategy plan
 Establish standard material
handling routes and times
 Use a packaging plan:
disposable, returnable
Min/Max Level
Stability Academy
Develop a replenishment plan for parts and materials

 Questions to ask at the Line.
1.How will the part or component
be packaged?
2. How will the component be
presented to the operator?
3. What is the maximum quantity that

can be stored beside the line?
4. Can component be delivered
directly to “point of use?”
Min/Max
Stability Academy
Use of Flow Racks

Stability Academy
Flow racks promote FIFO and can limit the

amount of inventory at a station

 Factory Level Questions
 Where will returnable containers be stored?

 Do current racks or equipment need to be modified?
 Are new racks or equipment needed?
 Capital expenses required

Stability Academy
 How will the operator inform material handler of need for more parts?

Stability Academy
Where will the components be stored?

How much storage area does it need?



Stability Academy
Finished Goods Inventory. Should

include posted Min/Max levels
 Schedule component production to match the

main assembly line.
A disciplined process is used to ensure:

 production in the factory is coordinated to support
customer requirements
 inventory is maintained at minimum required
levels
 material is ordered to support production

 Use Visual Factory techniques

 Involve both production workers and
material handlers in replenishment
 Monitor the process for continuous
improvement

Standardized Work

Stability Academy
Standardized Work
Objective
•Explain benefits of standardized work
•Understand elements and documents of standardized
work
•Develop standardized work

Stability Academy
Standardized Work
Classroom Simulation

Standardized Work
A P
C D
Standardize Improve
A P
C D
Standardize Improve
A P
C D
STW Definition
 Standardized Work…
 is a method of STANDARDIZING and
IMPROVING process steps
 is a method for the work team to organize their

tasks in a manner that will provide for Continuous
Improvement through the elimination of waste
 documents current best method to safely make a

quality product, efficiently.
Benefits of Using STW
 Assures safety-we don’t standardize unsafe operations

 Avoids unnecessary motion and wasted effort
 Maintains quality
 Prevents equipment damage
 Foundation or baseline for improvement
 Reduces cost
 Provides workers a means to define their jobs
 Maintains consistency between operators/shifts

What Is Standardized Work (STW)?
 Breakdown of work into it’s elements

 Work Steps
 Safety points
 Visual Representation
 Timing
 Takt Time
 Tool for making quality products
 Visual control for waste identification
 Document of current best method (standard) for completing
work
 Owned by the Work Group
 Training tool
 Basis for Continuous Improvement
STW Is NOT . . .
 A document created by a supervisor or

engineering group.
 Static; it changes as workers continually improve
the operation
 Buried in some desk, never to be seen again!
 Just worksheets or job descriptions.
It is a system for closely checking the actual

performance of the production operations

Pre-Requisites for STW
 Work sequence consistency: good work practices

 Stable and consistent quality: repeatability
 Efficient equipment/resources: dependability
 Overall stability/ predictability in the
process. Some place to start!

Standardized Work
Points of view
 Work point of view

 Centered around human movements
 Work done the same way each time
 Equipment point of view
 Minimal trouble with machinery or equipment
 Minimal fluctuation in the operation of
equipment or production time
 Quality point of view
 Minimal trouble in processing quality
Three Components of
Standardized Work
3 - Standard In-
Process Stock
Quality Work
Standardized
Work
1 - Work Equipment 2 - Takt

Sequence Time

Three Documents
of Standardized Work
Our Focus
Standardized
Work
Standard In-
Sheet
Process Stock
Production
Capacity Quality Work
Sheet Standardized
Work Standardized
Work
Combination
Work Equipment Takt Table
Sequence Time

Production Capacity Sheet Date Group
Part No. Line name Name

Manager Supervisor Produciton
Capacity Sheet Part Name Max Daily Current Output
Output Person / Day Pcs
Step Base Time Tools
Processing
No. Process Name Machine No. Manual Machine Time To Change Time to Remarks
Time Time Complete frequency change
Capacity
Used in processes that incorporate machines
Lists the production capacity of each process
Shows the bottleneck process
Provides the focus for continuous improvement activities
Becomes the basis for Standardized Work Combination Tables
Totals

Work Combination Table
Part No. Required Manual
& Name Work Date Per Shift Automatic
Process Analysis Sheet Takt Walking
Name Dept. Time
Time
No. Operation Man. Auto Walk 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Used in processes that incorporate workers
Indicates the range of work for which a worker is responsible
Shows the work sequence
Shows the times for each work step
Shows the bottleneck process
Provides the focus for continuous improvement activities

Totals

Version 3.0
The Steps to Implementing STW
1. Determine the takt time!

2. Analyze the job steps and times.
(use job analysis data sheet)
3. Fill out the production capacity sheet.
4. Fill out the standardized work combination
table.
5. Fill out the standardized work sheet.

Step1: Determine Takt Time
“Takt Time”
Is Defined as:
The pace (how often) you should produce a
part to meet customer demand.

1. Determine Takt Time
Divide the available time to produce by the actual customer demand
Your available work time
Takt time =
Daily customer demand
27,000 seconds/day
Example: = 59 seconds/piece
455 pieces/day
Results:
•The customer is buying this product at a rate of one
piece every 59 seconds.
•This is out Target rate for producing a product and its
components. This is called “Takt Time”

Cycle Time
Cycle Time
The time it actually takes to process 1 unit.
This includes human & machine work and

walking & waiting time.
Measured by taking the average time measured

over a representative sample size.

Takt & Cycle Time Relationship
 If Takt Time and Cycle Time are not equivalent, an

imbalance exists in the operating system.
 When Takt Time and Cycle Time are equivalent,
overproduction is prevented by maintaining the cycle.
60 seconds Takt Time (60 seconds)
Cycle
Time
A B C D E
Operators

Step2: Analyze the Job Steps
• A “work element” is a small step toward

completing an entire job.
• It should have a defined start and stop point
• It should always be performed the same way
• Work elements make up a worker’s “cycle”

Step2: Analyze Job Steps
Work Sequence refers to the series of steps in a

single process that are the safest, most efficient,
quickest, and produce acceptable quality.
When the work sequence is carefully followed, the

cycle time will be constant, no steps will be
forgotten, and the chance of equipment damage,
injury, or other major problems will be minimized.

2. Analyze Job Steps
Job Analysis Data Sheet Y our N a me :
Job D e scription: D a te :
W orke r N a me : S hift:
R e p e ti ti o n : Time in Seconds
W ork E le me nt 1 2 3 4 5 6 7 8 9 10
10
11
Total for One Cycle

2. Analyze Job Steps
Job Analysis Data Sheet Y our N a me : S. Kim
Job D e scription: Pre-bonding process D a te : 2/22/2002

W orke r N a me : S. Nguyen S hift: First
W ork E le me nt 1 2 3 4 5 6 7 8 9 10
1 Pick up upper 3 1. Fill in cumulative

2 Place in fixture 5 8 running time
first.
3 Add adhesive to front 6 14
4 Rotate fixture 3 17
5 Add adhesive to back 6 23 2. Then calculate the

element time by
Remove part from Fixture 3 subtraction.
6 26
Inspect & set aside 5
7 31
8
10
11
Total for One Cycle 31

Standardized Work
Job Analysis
Demonstration
and
Exercise

Standardized Worksheet Template
Version 3.0
Standardized Worksheet Example
Department/
Standardized Work Sheet Section
Process
Takt Time
Part Name
Cycle Time Part #
Version 3.0
Step
#
KEY DELTA QUALITY QUICK Total

KEY:
IN- SAFETY/ CRITICAL CHECK CHANGE
Q Prod.
ERROR
PROOFI D
OTHER
PROCESSERGO C OVER C Maint. NG
STOCK TPM
Version 3.0
Date:
Worksheet #
Opr WGL Sup Maint Eng Safety
Version 3.0
Date:
Worksheet #
Version 3.0
Move Your Information to the Standardized
Worksheet
Job Analysis Standardized

Data Sheet Worksheet
Date: Work Sequence Layout
Process
Job Analysis Data Sheet Your Na me :

Standardized Worksheet
Department/
Worksheet #
Plant Name Section Page____ of____
Takt Time Part Name T/M 1st T/M 2nd T/L 1st T/L 2nd Sup. 1st Sup. 2nd
Job De scription: Da te : Cycle Time Part #
IN-PROCESS
Worke r Na me : Shift: KEY: STOCK SAFETY QUALITY
Time Elements “Key Points”

Step Safety, Quality, Cost,
Work Steps
# Technique
Manual Auto Walk Wait
Work Ele me nt 1 2 3 4 5 6 7 8 9 10
10
11
Total for One Cycle Totals
Safety Safety
Lock(s) Gloves Earplugs Other
Glasses Shoes
 Work elements
 Best repeatable time
STW Is A Baseline
 STW serves as a foundation for Continuous

Improvements
 Supervisors promote Continuous Improvement
whenever a problem is discovered
 All workers use STW once it is implemented
 Post at the line, naming the best method for
Visual Factory
 We cannot improve unless we have a defined
starting place!
Step # Work Steps
Version 3.0
Department/ Work Sequence Layout
Date:
Standardized Work Sheet Section
Time Elements
Process Worksheet #
Takt Time Part Name Manual Auto Walk

Cycle Time Part #
KEY:
IN-PROCESS
KEY
DELTA
C QUALITY
QUICK Q VISUAL
FACTORY
Total Prod.Maint.
ERROR
PROOFING
D
OTHER
SAFETY/ CHANGE
STOCK
ERGO
CRITICAL CHECK
OVER C TPM
Time Elements Possible Recommended
Step Safe Job
Work Steps Hazards
# Procedures
Manual Auto Walk
TOTALS
Totals
Version 3.0
Safety Safety
Lock(s) Glasses Shoes Gloves Earplugs Other
Possible Recommended
Hazards Safe Job
Procedures
Version 3.0
Work Sequence Layout
Version 3.0
Safety Safety
Lock(s) Glasses Shoes Gloves Earplugs Other
Version 3.0
STW Sheets
STW should also be used to:

 Show the steps necessary in line processes:
 Operator performed Periodic Quality Checks
 Operator performed Preventive Maintenance

Activities such as Cleaning/Lubrication.
 Operator performed Start-Up and Shut-Down
Procedures
 Operator performed Tool Change Procedures
 List necessary tools and equipment at the

workstation; and
 Visibly post standards at the workstation.

Roles and Responsibilities
 As with any NOS tool, roles and

responsibilities are necessary to insure
successful implementation.

Role of Work Team Members
 Define “best way”, and complete STW forms.

 Update STW forms following any Continuous
Improvement activities.
 Maintain STW forms in the workplace.
 Own the STW forms: Use them; they are here for
you.

Role of Production
Team/Group leaders
 Coordinate between work team members.

 Provide guidance and support to the
operators.
 Resolve questions and concerns.
 Provide coaching and training.

Role of Plant Management
 Supports work teams in their quest to achieve

targets.
 Accepts responsibility to improve productivity
by supporting the “best way”.
 Acknowledges the importance of, and supports
the needs of work teams developing and
maintaining their STW forms.

STW is a Living Document
 Standardized work can change…
 When supervisor/worker finds problems or room for

improvements.
 If equipment is moved.
 If the process is modified.
 If the product changes
 If TAKT time changes

Standardized Work
Exercise

Standardized Work QUIZ

Quick Change Over
(QCO)

Quick Change Over
(QCO)
Objective:
•Explain benefits of quick change over
•Perform a quick change over activity

QUICK CHANGE OVER (QCO)
Flexibility
Flexibility

What is “CHANGE OVER TIME”?
 Changeover is the process of setting up production line for a different
process or product.
 Change Over time is the net time from the last good part to the first
good part is produced, after the Change Over.
A A B B B
CHANGE OVER TIME !

What is Quick Change Over (QCO)?
 QCO is a systematic process used to

continually reduce set up and change
over time within a plant.
 QCO is a key enabler in reducing batch
size which in turn shortens lead time.

Quick Change Over
QCO can be applied to ….
1. Product : Models, Sizes, Genders, Musical Size Run, Line
2. Material: Leather, Mesh, Synthetics, Bobbins, Needles….
3. Tooling : Molds, Press pads, Gauges, Toner, Painting gun….
4. Machines/Equipment : Change Sandpaper in buffing machine,

change Stitching machines when changing models.

The Benefits of Quick Change Over
 Enables smaller batch production

 Less Inventory
 Reduce Lead Time
 Greater flexibility (Supports Sequential
Production)

Steps to Reduce Change Over Time
1. Select a Team
2. Observe and Record the Current Change
over Process
3. Reduce the current Change over Time
4. Develop new process and standardize

Step 1 - Select a TEAM
 Identify the necessary members

 Include key contact personnel
 Divide into full-time or support personnel
Examples of Who To Include

Dept. manager
Team / Group leaders
Operators
Set-up Personnel
Maintenance people
Engineering
Step 2 – Document current process
Observe and Record

Current Change-over Process.
 Introduce Change-over Chart

 Record Current Change-over Process
 Videotaping
 Divide into steps
 Time the steps
 Gather facts

Step 2 – Document current process (Cont.)
Change-over Study Observation Worksheet

SEQUENC CHANGEOVER Elapsed Element INDIVIDUAL ELEMENT TIME
E NO. ELEMENT Time Time 20 40 60 80 100 120 140 160 180 200 220
1 Collect tools 50
2 Remove nuts 285

and washers
3 330
Remove platen
4 Store platen 445

Install new
5 535
platen
Replace nuts
6 765
and washers
7 795
Plug in heater
8 Get new cards 845
9 Adjust 1050
10 Return tools 1100
11 Heat up 1285
Make first 1320

12
good piece
13
TOTAL TIME

Change-over STUDY OBSERVATION WORKSHEET Example
Changeover Study Observation Worksheet

SEQUENCE CHANGEOVER ELAPSED ELEMENT INDIVIDUAL ELEMENT TIME
NO. ELEMENT TIME TIME 20 40 60 80 100 120 140 160 180 200 220
1 Collect tools 50 50
Remove nuts
2 and washers 285 235
3 Remove platen 330 45
4 Store platen 445 115
Install new
5 platen 535 90
Replace nuts
6 765
and washers 230
7 Plug in heater 30
795
8 Get new cards 845 50
9 Adjust 1050 205
10 Return tools 1100 50
11 Heat up 1285 185
Make first good 1320 35

12 piece
13
TOTAL TIME 1320

Step 2 – Document current process (Cont.)
The FIVE STAGES of Change-over
1. Pre-stage/Preset (preparation)
2. Remove the old set-up
3. Insert the new set-up
4. Perform any necessary adjustments
5. Clean- up and replace the outgoing equipment

Step 3 - Reduce Change Over Time
A. Distinguish Internal From External Time
B. Shift Internal Activities to External Activities
C. Make more efficient Internal and External

Activities
D. Prioritize and Select Improvement Ideas

Step 3 - Reduce Change Over Time (Cont.)
A. INTERNAL & EXTERNAL Set Up Activities
 Internal:
 Activities that must be performed while the
machine is shut-down.
 External:
 Activities that can be performed while the
machine is producing.

B. Shifting From Internal To External
 Prepare in advance any operational conditions currently

performed in Internal set-up.
 Do as much as possible before the machine stops:
 Have everything organized
 Kit Tools together- check their operation
 Kit Necessary Parts together
 Develop checklists:
 List up necessary tools, specs, special checking requirements
etc.
 Identify the number of workers needed
 Verify set-up conditions such as pressures, times and volumes
 Clarify Measurement dimensions
C. Streamlining Internal Activities
Identify what needs to be controlled.

How can all necessary items for Change-over best be
organized?
Where can tools, parts, people best be located?
How can we control change-over process? ( Who, How…. )
How will tools be maintained in perfect condition?
How many tools and parts need to be kept in stock?
 Can we run Parallel Operations:
 Use Functional Clamps:
 Eliminate of simplify Adjustment:
 Use Mechanization and Automation

C. Streamlining Internal Activities (Cont.)
 Can we improve the time?
 Can any part of the process be error- proofed?

 Pins, slots, jigs, one-way installation
 Where can visual factory be applied?

D. Prioritize and Select Improvement Ideas
 Use Priority Table to evaluate Improvement

Ideas.
 Brainstorm and organize your thoughts
 Create New Change-over Procedure beginning

with Quadrant One Ideas from table.
 Use the ideas that are easiest to implement, but offer
the greatest benefit.
 Always consider lowest cost improving the ideas.

D. Prioritize and Select Improvement Ideas (Cont.)
BENEFIT
PRIORITY TABLE SMALL LARGE
2 1
IMPLEMENTATION
EASY
EASE OF
(Medium Priority) (High Priority)
4 3
HARD
(Low Priority) (Medium Priority)

Check (test the improved method)
 Obtain Approval for New Procedure

 Select Time and Date of Test
 Notify Key Personnel
 Acquire Needed Tools, Jigs, Fixtures, Etc.
 Review New Procedure with Operators and Train
 Decide Roles for Change-over Test and Test
PREPARE FOR TEST

4. Document new process (Develop new STW)
Department/ Date: Work Sequence

Section Layout
Standardised
Takt
Process
Part
Worksheet
# WGL Sup Maint EngSafety
Opr
Work
Cycle
Time Sheet Part #
Name
QC ChangeoverTimes
Times ----Actual Vs. Vs.
Target
Time
KE IN-
Y: PROC
KEY DEL C
SAFE TA
QU
ALI
QUI
CK
VISU
AL
Total
TPM R
Prod.Maint
ERROD OTHER Changeover Actual Target
StepESS Time . Possible Recommend
TY/ Work
CRI StepsTY CHA FAC PROO
# STOC ERG NGE
Manua
TORAuto
Walk
Elements HazardsFING ed
TIC CHE
K O AL CK OVE Yl Safe Job
R Procedures
Time
Time
(seconds)
Date
Date
Totals
Lock(s Safety Safety Gloves Earplug Other
) Glasse Shoes s
s
PLAN
Continuous
Improvement
ACT DO
CHECK

QCO Example
Mold Change

 
 


QCO Example
Mold Change
 

PU Spray Color change
20 minutes 0 minutes

Press pad change
16 seconds 3 seconds

H/F weld mold change
100 – 140 seconds 30 – 50 seconds

SET-UP HINTS
 Avoid studying a set-up reduction project to death.
 Don’t be satisfied with early successes (easy reductions in set-

up time).
 Don’t get tangled up in techniques; get started now.
 Strive for continuous improvements; 50% improvement at a time.
 Post problems, goals, accomplishments, and measurements

where they are visible to all.
 Document all steps of you current set-up process (videotape)
 Seek simplicity in solutions-no cost/low cost.

Quick Change Over Quiz

Simulation Round Three
 Improvement Ideas for round three.

You will be allowed:
• Limited budget to make minor changes
• Can move one operation (but not cut & form winding)

Pull System - Implementation Guidelines
• As operators use up the parts in a basket they should PULL

the next basket into the “Working Stock” location, exposing
the “FEED ME” signal
• Material handler and truck driver should deliver the required

parts as the “FEED ME” visual signals are exposed.
• If “FEED ME” signal is not visible, parts are not needed:

therefore no parts should be delivered, even if they are ready
• If “MAKE MORE” signal is not visible, production should

stop.

Round 3

• Low levels of inventory make bottlenecks and other problems

easy to spot
• Set up reduction enables batch size reduction
• Lower inventory levels simplify workplace organization which
reduces non-value added work
• “Pull” production system enables greater control over inventory
levels
• “Pull” production simplifies workplace organization which
reduces non-value added work
• Dramatic improvements are possible without major capital
investment

TPM

Stability Academy
TPM-Cleaning is Inspecting
Objective:
Understand the benefits of TPM and be able
to implement the first steps of an autonomous
maintenance program.

Cleaning is Inspecting!
Module Agenda
 Overview of TPM
 Introduction to OEE
 Steps 1—3 of Autonomous Maintenance
 Steps 4—7 of Autonomous Maintenance
 Team Exercises and Presentations
 Review and Summary

Attention Exercise
“Just Imagine…..”
 Yourself……
 Your workplace……
 Your product………
The Concept of Zero
What’s in it for me…..?

Just Imagine…..
Here is Your Opportunity To Experience Excellence
Those of us who work are often defined by what we do.
How many times have you been asked by a new acquaintance,

“…and what do you do?”
It is the intent of this course to introduce you to TOTAL

PRODUCTIVE MAINTENANCE. The key concept, “Cleaning
is Inspecting,” when properly implemented, can make “what
you do” an experience in excellence!

Concept of Zero
Current Year - Goal Setting

Defect Rate Goal
Company A 1% 0%
Company B .5% 50% reduction
Results After One Year

Defect Rate Goal New Defect Rate
Company A 1% 0% .01%
Company B .5% 50% reduction .25%
How would achieving this goal make you feel?

Cleaning is Inspecting!
Expectations—WIIFM
(What’s In It For Me?)!!
 What am I going to get out of this from a
business perspective?
 What am I going to get out of this
personally?

An Overview of TPM
 Definition of TPM
 Key Attributes of TPM
 The Concept of Zero
 The History of TPM
 The 12 Steps of TPM

Form the Team
 Form the teams that will be together for the

remainder of the class.
 Your team should:
 Determine Team Name
 Who is spokesperson?
 Team CHEER (rah rah rah)

Definition of TPM
TPM is a plant improvement

methodology which enables continuous
and rapid improvement of the
manufacturing process through use of
employee involvement, employee
empowerment, and closed-loop
measurement of results.

Key Attributes of TPM
 Plant improvement methodology

 Enables continuous and rapid improvement
 Companies must improve faster than their competition
 Employee involvement
 Employee empowerment
 Closed-loop measurement of results
 Production-driven (NOT maintenance-driven)
 Strategic focus
 Concept of zero
Why are these so critical?

The Concept of Zero
Can you envision your plant with:

 zero breakdowns
 zero accidents
 zero defects
For one hour?
For five or six hours?
For one week?

The History of TPM
 Japan’s Experience
 Competitive Market Pressure

_________________________________
 How are we going to be different?
 Why do we need to be different?

The 12 Steps of TPM
The Preparatory Stage

1: Launch an educational campaign to introduce TPM to
the organization
2: Create an organizational structure to promote TPM
3: Announce upper management’s decision to introduce
TPM
4: Establish basic TPM policies and goals
5: Form a master plan for implementing TPM
6: Kick off TPM

The 12 Steps of TPM
The Implementation Stage
7: Improve the effectiveness of each critical piece of
equipment
8: Set up and implement autonomous maintenance
9: Establish a planned maintenance system in the
maintenance department
10: Provide training to improve operator and
maintenance skills
11: Develop an early equipment management program
12: Perfect TPM implementation and raise TPM levels

Floor Exercise
 Go to the floor in your teams to begin equipment

inspection (use Initial Performance Check Sheet)
 You will be introduced to the equipment we’ll use
during this class.
 Experience an empowered, learning environment.
 Teams return with an overall rating
 Make notes of any questions, concerns, or
problems you find.

TPM Initial Performance Check
Sheet Exercise

Initial Check Sheet
NOS Machine Cleaning Assessment Check Sheet
Plant: ____ Line: ____ Equipment Description: ___________________________________________
Date: ____________________ Checked By: ___________________________________________
___________________________________________
Activity Items to Check Possible Actual Notes or Remarks

Points Points
Cleaning 1. Any process excess or external contamination?
of a) Moving parts, rotating parts
Machine b) Guides, fixtures
Exterior c) Frame, surfaces 10
2. Any nuts, bolts, etc., loose, wobbly, missing? 5
3. Any play in moving parts, mounting sections? 10
4. Any unneeded objects on body of machine? 3
5. Is the machine firmly seated to the floor? 3
Cleaning 1. Any dirt, dust, excess oil, damage, foreign objects?
of a) Cylinders, solenoid valves, air
Machine b) Limit switches
Interior c) Motors, gears, shafts, belts
d) Hoses 10
2. Any nuts, bolts, etc., loose, wobbly, missing? 5
3. Any leaks of oil, water, air, steam, product? 5
4. Any indicator lamps or switches damaged or not 3
working?
Lubricat 1. Does oil and/or grease reach all appropriate moving
10
ion parts?
2. Is there the right amount of oil in reservoirs, etc.? 5
3. Do oil reservoirs have covers with gaskets? 3
4. Are oil supply lines clean, no leaks or seepage? 5
The 5 1. SEIRI-orderliness (discard what you don't need) 3
S's
Around 2. SEITON-neatness (needed items are accessible) 3
the 3. SEIKETU-cleanliness (well-organized, clean) 3
Machine 3
4. SEISOU-cleaning (and inspection)
5. SITUKE-discipline (following proper procedures) 3
Status of 1. Are the cleaning and lubrication procedures posted? 3
Cleaning 2. Are cleaning tools adequate and available for the
Process 3
operators
3. Are daily checks properly performed? 2
Total Points Possible 100 Actual Points Earned
Safety
yes*/no
Items 1. Any damage to safety devices, enclosures, shields?
2. Any other unsafe conditions? yes*/no
*A "yes" answer to any Safety Item requires immediate repair.
Scoring Guidelines: Better than new condition – full points

Opportunity, but not currently effecting performance – mid-range
Potentially effecting performance or quality – low range
Currently effecting performance or quality – no points
OEE
( Overall Equipment Effectiveness )

Overall Equipment Effectiveness
 A composite measure of the availability,

performance efficiency, and quality rate of a
given piece of equipment
 Key Requirements
 Stable processes - maximize OEE on
constraints
 Balance OEE levels on other equipment

OEE
Overall
Performance
Equipment = Availability x Efficiency
x Quality
Effectiveness
Identifiable Minor
Stoppages
Equipment Breakdowns Reduced speed losses Quality defects in
process losses
Setup and Adjustment Idling and minor stoppage

Losses losses
Tooling Losses
Startup Losses
OEE
Overall equipment effectiveness (OEE) is the primary measure of performance
in TPM. OEE views losses from the eyes of the operator, from the eyes of the
machine, and from the eyes of the material.
It measures the effective utilization of capital assets by expressing the impact
of equipment-related losses. Seven types of equipment loss are tracked:
 OEE Element  Major Losses

 Availability  Equipment Breakdowns
 Set up and adjustment losses
 Start-up losses
 Minor Stoppages
 Tooling losses
 Performance Efficiency
 Reduced Speed losses
 Quality  Defective Parts

Equipment Losses
Quality
Defects in
Tooling
Process
Losses
Startup
Losses
Equipment
Reduced Breakdowns
Speed
Idling Setup
& Minor & Adjustments
Stoppage
OEE Definitions Tables
Refer to OEE DEFINITIONS TABLE for

detailed explanations of each
element of OEE
These are for your reference ONLY.

OEE Definitions Tables
Lean Term Traditional Term Formula Definition
Overall Availability,
Equipm Performan
ce OEE = Availability x
ent
Efficiency, Performance
Efficien Quality Efficiency x Quality
cy Rate Machine Efficiency Rate Equipment performance measurement
Availability = Operating Time/ Percent of time equipment should be making

Availability Machine Utilization Net Available Time product
Net Available Time = Total

Net Available Available Time -
Time Planned Downtime Time equipment is planned (scheduled) to operate
Total Available Total Available Time = Shift Time equipment could run during a shift (or other
Time operating hours time period)
Planned Downtime = Breaks +

Lunch + Planned
Meetings + Planned
Planned Training + Preventive Planned activities during which time equipment is
Downtime Maintenance not scheduled to make product
Operating Time = Total

Available Time -
Operating Time Unplanned Downtime Actual time equipment operates (uptime)
Unplanned Downtime =
Machine stoppages +
Unplanned Machine breakdown + Unplanned time equipment is not operating
Downtime Setups + Adjustments (downtime)

OEE Definitions Tables (cont)
Speed Ratio or
Equipment Performance Efficiency =
Performance Performance (Ideal Cycle Time x Total
Efficiency Efficiency Parts Run)/ Operating Time
Optimal operating speed to produce best quality

product. Could be determined by best cycle time
achieved by machine, manual work standard, or
Ideal Cycle Time = Best estimation based on experience with similar
Ideal Cycle Time Design Speed machine cycle time machines.
Total Parts Run = Good parts

Total Parts Run + Rework parts + Reject parts
First Run Capability; Quality Rate = (Total Parts

Quality Throughput; Run - Total Defects)/Total
Rate Process Throughput Parts Run
Total Defects = Total Rework

Total Defects + Total Scrap
Touch-up; re- Total rework is number of parts processed more

Total Rework process; finesse than once - touched up, re-processed, fixed, etc.
Total scrap is the number of parts processed but

Total Scrap not able to be used - thrown away

When to Use OEE
 In a production limiting situation (you can sell

everything you make), OEE is an excellent
Productivity Measure. WHY?
 In a market limiting situation (you have capacity to

make more than you can sell), OEE is not a good
measure of productivity. WHY?

Calculation Example
OEE = (Availability) x (Performance Efficiency) x (Quality Rate)
Availability = operating time

net available time
Performance [(ideal cycle time) x (total parts run)]

Efficiency = operating time
Quality [total parts run - (total scrap + total rework)]

Rate = total parts run

Availability = operating time

net available time
Net available time:
Working hours 7:30 – 4:30 9 hrs
Lunch 12-1 - 1 hr
Net available time = 8 hrs x 60 min/hr
= 480 minutes
Operating time:
Available time 480 minutes
Downtime (total) -57 minutes
Operating time = 423 minutes
Availability: = operating time / net available time

= 423 minutes/480 minutes
= 0.88

Performance efficiency = [(ideal cycle time) x (total parts run)]

operating time
Ideal cycle time (Best machine performance): (52 sec/part x min/60 sec)
Total parts run (good + rework + scrap) x 470 parts
= 0.867 x 470
= 407
Operating time:
Available time 480 minutes
Downtime -57 minutes
Operating time = 423 minutes
Performance efficiency: = 407 / 423
= 0.96

OEE = (Availability) x (Performance Efficiency) x (Quality Rate)
Availability: 0.88
Performance efficiency: 0.96
Quality rate: 0.91
OEE = Availability x Performance efficiency x Quality rate

= 0.88 x 0.96 x 0.91
= 0.77
= 77%

OEE
Exercise

OEE Quiz

Session Objectives
 You will use job aids, performance checklists,

sample tags, and the handouts
 Working in your teams, you’ll perform the first

three steps of autonomous maintenance as they
relate to the Total Productive Maintenance (TPM)
methodology.
 Your team performance will be measured against

performance checklists.

Definition of Autonomous Maintenance
Autonomous maintenance (AM) is more than the

simple transfer of maintenance responsibilities to
production operators. It is a teaming of production
operators and maintenance personnel. AM relies on
production operators to take on increased
responsibility for the day-to-day maintenance of their
equipment, relying on maintenance personnel for
non-routine work. The overall intent is to increase
production operators’ awareness of their equipment
and physical environment.

Key Elements of Autonomous Maintenance
 Cleaning is inspecting!
 Improving equipment cleanliness
 Developing cleaning and lubrication standards
 Developing inspection procedures
 Organizing work areas
 Continuously improving the work process
 Can you explain why these concepts are so

critical?

The Seven Steps of Autonomous Maintenance
1: Initial cleaning
2: Preventive cleaning measures
3: Development of cleaning and lubrication standards
4: General inspection
5: Autonomous inspection
6: Process discipline
7: Independent autonomous maintenance

1:Initial cleaning

Step One-Initial Cleaning
Purpose:
 Small work groups are able to join together in
accomplishing a common goal.
 Promotes a better understanding of, and familiarity
with, the machine or process area.
 The actual machine cleaning regularly uncovers
hidden defects that, when corrected, have a positive
effect on equipment performance. Cleaning is
inspecting!

Initial Cleaning Guidelines
 Initial Cleaning Checklist

 Machine/ Equipment Problem List
 Problem Tags

Initial Cleaning Checklist
Initials Activity
 Perform all activities necessary to shut down, isolate, and make the equipment or process area totally safe.
 Obtain copies of equipment drawings, documentation, histories, and other relevant information. (This documentation is used in successive
levels of autonomous maintenance to develop standards for lubrication and autonomous inspections.)
 Document initial condition of the equipment through photographs. Prepare forms for documenting equipment problems and tags for marking
items needing further inspection.
 Segment portions of the machine or process area, and plan how to clean the machine or area with maximum efficiency and effectiveness.
 Obtain hand tools, rags, brushes, solvents, mops, brooms, scrapers, and any other tools required to perform the cleaning tasks.
 Clean each machine segment in a methodical manner. Return the equipment to an “as new” condition.
 Remove all dirt, grime, dust, grease, oil, sludge, chips, trash, and excess materials. Note any equipment abnormalities. Cleaning is inspecting!
 Tag and document all equipment abnormalities.
 Re-torque all bolts including hold-down, fastener, adjustment, and structural bolts. Mark all bolts by painting a stripe across both the stud head
and the bolt to indicate the relative positions of both when properly torqued.
 Repaint areas if necessary according to predetermined repaint specifications. Color-code piping, utilities, and guards for ease of observation.
 Note and mark all lubrication points. Again, use color coding.
 Photograph the clean machine or process area and compare with a “before” photograph to verify progress.
 Formally turn the equipment or process area back to production for startup and operation.

Problem Tag
Tag No.: Date:
Machine:
Problem:
Correction requested by:

Due by:
Tag No.: Date:
Machine:
Problem:
Correction requested by:

Due by:

Machine Problem/ Problem Tag/ Leak
Tag Log
Item Description Repair Completed Defect Tagged Initials Date

(Tag #)

1: Initial cleaning
2:Preventive cleaning measures


Step Two-Preventive Cleaning Measures
 Overview
 Definition
 Purpose
 Process Leaks
 Floor Exercise
 Controlling Process Excess
 External Environmental Factors
 Floor Exercise

Step Two Overview
Basic elements of this step

 Process Leaks
 Process Excess
 External Environmental Factors

Definition
Preventive cleaning measures are designed to
“engineer” a solution for maintaining
cleanliness. This is similar to preventive
maintenance activities that are designed to
prevent equipment failures and ensure
reliability.
How does preventive cleaning differ from

initial cleaning?

Purpose
Sources of contamination are identified,
isolated, and controlled. Basic types of
contaminants are process leaks, process
excess, and external environmental
contaminants. These include leaking process
fluids, leaking lubricants, dust, corrosion,
process scrap, material handling scrap,
worker-generated trash, and other external
pollutants.

Process Leaks Checklist
Initials Activity
Locate the leak and identify its source, the type of fluid leaking, and the severity of the leak
 Fill out leak tag form noting this information as well as your name and date
 Detach the two-part form and, affix one portion to the leak or in near proximity of the leak
 Send or hand the other part of the form to the group responsible for backlogging work orders
 Document the abnormality of the Machine/Equipment Problem Listing, and record the tag information
on the Tag Log

Sample Leak Tag
LEAK TAG Tag No.:
Name: Date:
Fluid: Priority:
Area: Equip No:
Description:
LEAK TAG Tag No.:
Name: Date:
Fluid: Priority:
Area: Equip No:
Description:

Machine Problem/ Problem Tag/ Leak
Tag Log
Item Description Repair Completed Defect Tagged Initials Date

(Tag #)

Floor Exercise
 Experience “ Cleaning is Inspecting”

 Experience Process Leak Checking
Deliverables
-Initial Cleaning Checklist
-Process Leak Checklist
-Tag Log - Use Machine Problem Tags and
Process Leak Tags for all abnormalities and
record on tag log
Step Two-Controlling Process Excess
Description: Process excess is that

production material that is scrapped or
recycled. This includes shavings, chips, dust,
scraps, or any other material that may be
harmful to machinery parts.
Firm preventive cleaning measures are the

most economical way to control process
excess.

Controlling Process Excess
 Identify the source of the process excess

 Measure the amount of process excess
generated
 Measure the direction of movement of the
process excess as it is separated from the
end product
 Design a controlling mechanism that absorbs
the process excess or redirects it to an
appropriate removal method.

Step Two-External Environmental Factors
What type of external factors are

contributing?
 Dust
 Trash, pollution
 Moisture,corrosion

Step Two-External Environmental Factors
How might these contaminants be

controlled?
 Attack the source
 Control the results

Controlling Process Excess and External
Environment Checklist
Controlling Process Excess

Initials Activity
 Identify the source of the process excess.
 Measure the amount of process excess that is generated.
 Measure the direction of movement of the process excess as it is separated from the end product.
 Design a controlling mechanism that absorbs the process excess or redirects it to an appropriate
removal vehicle.
Controlling External Environment Factors

Initials Activity
 Attack the source.
 Control the results.

Preventive Cleaning Measures Worksheet
PROBLEM DESCRIPTION POSSIBLE SOLUTIONS

Floor Exercise
 Experience “ Preventive Cleaning Measures”
Deliverables
-Controlling Process Excess and External
Environment Checklist
-Preventive Cleaning Measures Worksheet

1: Initial cleaning
3: Development of cleaning and

lubrication standards

Step Three Overview
Picture the equipment in a “better than new”

condition
Capture this vision by documenting a
thorough description of the “new” equipment
Identify and document steps to achieve this
vision

Step Three --Purpose
The goal is to combine inspections for cleanliness

with lubrication checks, so that both activities can
be performed together as efficiently as possible.
This should be accomplished by small groups,
keeping in mind that both of these activities are
forms of inspection.
Let’s remember how the concept of “cleaning is

inspecting” supports preventive maintenance
goals.

Step Three Guidelines
We will discuss:
 Cleaning and Lubrication Standards Checklist
 Lubrication Standards Diagram
 “Better than New” Standards
 Frequency of Cleaning/Inspection Requirements
 Lubrication Standards Worksheet

Development of Cleaning & Lubrication Standards
Checklist
Initials Activity
Convene small groups under the guidance of a facilitator, and create a vision of the equipment’s condition as
“better than new.” Gather and review all relevant materials such as manufacturers’ manuals, drawings, existing
PM check sheets, or historical operational data.
Describe what each component of the equipment would look like if it were in a “better than new” condition
Use existing drawings or develop new ones that visually show the equipment. Label each component of the
equipment, and identify each lubrication point on the picture.
For each component, document the “better than new” condition, using terms such as: free of all oil; painted;
free of all dust buildup; and free of process excess.
Establish and document the frequency of cleaning or inspection required to maintain this “better than new”
condition.
 For each lubrication point, document the following:
 Lubricant required
 Reservoir capacity
 Filter requirements
 Frequency of checks
 Frequency of sampling
 Frequency of change
 Safety considerations
 All machine lubrication points should be physically marked, using color codes corresponding to the type
lubricant to be used at that lubrication point.

Lubrication Standards Diagram
 Department Name______________
 Machine Name and Number______
 Drawing of machine
 Label components
 Identify/Number Lubrication Points

Lubrication Standards Diagram
Department___________________________
Machine/Equipment____________________
(Drawing of machine or piece of equipment with components labeled and lubrication points numbered.)

Frequency of Cleaning/Inspection
Requirements
# On Diagram Frequency of Cleaning Time Required Frequency of Inspection Time Required

Lubrication Standards Worksheet
# on Lubricant Color Reservoir Filter Frequency of Frequency of Frequency of Safety
Diagra Required Code Capacity Requirement Checks Sampling Change Consideratio
m ns

“Better Than New” Standards
# on Diagram Description

Floor Exercise
 Experience “Cleaning and Lubrication

Standards”
Deliverables
-Cleaning and Lubrication Standards Checklist
-Lubrication Standards Diagram (Pictorial)
-Frequency of Cleaning/ Inspection Requirements
-Lubrication Standards Worksheet
1: Initial cleaning

Team Exercise #4-Preparing for Steps 4
through 7
Study steps four through seven of the

autonomous maintenance process.
As a team, prepare a short single point lesson.
 Provide an overview of the topic
 Reasons why the material is important.
 A definition of the topic.
 Performance guidelines/checklists that should
be followed when conducting each step.
 A brief summary of lessons learned.
1: Initial cleaning

Step 4-General Inspection
 Overview of General Inspection

 Definition
 Purpose
 “Who”
 Guidelines

Definition of General
Inspection
Although cleaning and lubrication comprise the bulk of

routine inspections, additional inspections and
adjustments may be necessary. General inspection
activities include:
 Bolt torque down or tightening

 Minor calibrations
 Adjustments
 Replacement of worn parts
 Other process-related visual, temperature, pressure, or
flow checks

Purpose of General Inspection
 Raise the level of operator

understanding of the equipment and its
maintenance requirements.
 Provide a sense of “ownership” in the
process and the equipment.

Who?
Small groups should develop the

standards for general inspections, with
the inspections being carried out by the
equipment operators.
Who is in our groups? Why?

Guidelines-General Inspection Checklist
Initials Activity
 Collect all available equipment data including preventive and predictive maintenance procedures, historical operational data,
historical failure data, vendor/manufacturers’ recommendations, and all design drawings/specifications.
 Review existing preventive maintenance, predictive maintenance, and inspection procedures for accuracy and
completeness.
 Review all equipment failures and isolate their root causes.
 Review manufacturers’ and vendors’ recommended checks and maintenance procedures.
 Document the general inspection standards in a format similar to that used for the lubrication and cleaning standards.
 Categorize all inspection procedures into those that can be performed presently by production operators, those that can be performed by
production operators with training, and those that should be performed by craftspeople.
 Categorize inspections by:

 The function or craftsperson performing the inspection
 Whether the equipment must be operational or shut down while the inspection is being performed
 Whether disassembly is required
 Ease of performance
 Develop check sheets for the above inspections.
 Identify all training required to educate production operators in the safe performance of designated tasks.
1: Initial cleaning

Step Five-Autonomous Inspection
 Definition of Autonomous Inspection

 Purpose
 Who
 Guidelines

Definition of Autonomous
Inspection
Autonomous inspection involves the actual transfer of

responsibility for equipment inspection. It relies on two
specific activities:
1. The previously-developed lubrication, cleaning, and

general inspection standards must be institutionalized into
a system.
2. Production operators must be trained in that system and in

the technical aspects of the inspections and maintenance.
On-the-job training and/or single-point lessons can be used
to train operators.
Purpose of Autonomous Inspection
The production operator takes on greater

responsibility for the operation of his or her
equipment. He or she is in an excellent position to
understand to relationship of inspection data with
the performance of the machine. This will open up
new opportunities for improving operating
procedures and maintenance practices.

Who?
Small groups develop the standards and
guidelines and conduct the single-point
lessons. Trained production operators
perform on-going autonomous inspections.

Guidelines-Autonomous Inspection Checklist
Initials Activity
 Develop checklists for each operator position; and organize them by performance interval,
e.g., daily, weekly, monthly.
 Distribute to various personnel and/or shifts so that the workload is spread evenly across
workers and variances in operating conditions.
 Use pictorials to illustrate the tasks to be performed.
 The maintenance management system should be used to schedule checks that occur at
intervals of one week or greater. This will provide an electronic record of the check and
related performance.

1: Initial cleaning

Step Six-Process Discipline
 Definition of Process Discipline

 Purpose
 Who
 Guidelines

Definition of Process
Discipline
Process discipline is the establishment or improvement of methods and
procedures that enable efficiency and repeatability. It involves the detailed
examination and documentation of existing procedures and methods used by the
group to collectively contribute to the manufacturing process.
The following procedures or work methods should be examined:
 Manufacturing setup procedures
 Shutdown procedures
 Startup procedures
 Material handling procedures
 Defective product handling
 Workplace layout and organization
 Tool, die, and jig layout and organization
 Data gathering and reporting procedures
Process discipline is designed to take TPM beyond equipment management to the

entire plant function, looking for and addressing improvement potential.
Requires interfaces with other plant areas, organizations, processes and
procedures. Expands the concept of zero waste to mean zero waste in business as
well as in production.

Purpose of Process Discipline
The goal of process discipline is to reduce variations in the

manufacturing process so that consistency, efficiency, and
quality are improved. This includes:
 Reducing setup times

 Decreasing manufacturing cycle times
 Standardizing procedures for handling raw materials
 Reducing work-in-progress
 Instituting visual control and inspection methods

Who?
The institutionalization of process

discipline is a small group activity.

Process Discipline Checklist
Initials Activity
 List potential work processes that are perceived to be less than optimal in terms of effort
or resource.
 Map the present method of performing work in terms of activities, decisions, and
interactions with equipment, people, and other systems.
 Examine the work flow diagram to identify multiple ways of accomplishing the same task.
 Develop the most effective procedure by eliminating redundant, non-value-added steps,

and reducing time and resource requirements.
 Modify current, documented, work flow diagrams to reflect upgraded methods of

performing the work.
 Verify that the upgraded method is superior to historical methods by testing it on the plant
floor.
 Train all appropriate workers in the new methods.
 Repeat the entire process as required until all work procedures in the plant have been
evaluated.
1: Initial cleaning

Step Seven—Independent Autonomous
Maintenance
 Definition
 Purpose
 Who

Definition of Independent
Autonomous Maintenance
This is the point at which the autonomous

maintenance process become self-
sustaining. Outside forces are no longer
necessary to maintain the concept of zero.

Purpose of Independent Autonomous
Maintenance
 The result of autonomous maintenance,

and sustaining force behind TPM should
be…………..
SUSTAINMENT!!

Who?
Empowered small groups are capable

of managing their respective teams and
working toward the strategic goals of
the organization.

TPM Activity
Single Point Lesson
 All Teams should pick out one key

learning point that the team feels is
important, and prepare a five minute
lesson to explain this point to the class.
 Remember your “Cheer”!

TPM Wrap-up
 What are some of the benefits of

implementing TPM?
 What are some of the key motivators for TPM
implementation?
 Where do we go from here?
 Next steps?
 What support mechanisms need to be in place to
insure success of implementation?
 What additional support do we need?

TPM Quiz

Simulation Round Four
 Improvement ideas for round four.

• Everyone must have a meaningful job
• If production is made on multiple lines, each line must make

both longs and shorts

• Continuous flow enables batch of 1 capability
• Inventory levels can be dramatically reduced with batch of

1 production
• Problems are easiest to spot and act on when internal

customers and suppliers have little or no inventory between
their operations
• Time to respond to changes in demand is driven by

inventory, and is at its minimum with batch of 1

Current State Mapping

Module Objectives
Understand basic concept
Draw current state map

Introduction
Value Stream Analysis is an effective tool in initiating

process improvements. The tool provides an
overview of the current manufacturing operation,
noting constraints and areas of concern. It provides
for a system-wide approach to identifying areas that
need attention and developing plans for that effort.

Current State Mapping
Production Control
Suppliers Purchasing Scheduling Customer
? Materials
? Manpower
? Priority
Need
Parts
Make
Material Manpower
Parts
Available Available
Paint
Dept

Process Mapping Benefits
 Obtain current plant operating information

 Obtain current metrics information
 Identifies inventory and where it is stored
 Shows material flow
 Gives you a baseline on where the factory is and a tool
to chart progress after implementing improvements
within the plant

Example of a Current State Map
Production Control Weekly
Daily Production Plan Customer
R.M
Cutting Stitching
W/H
Lead Time Lead Time
Quality R Quality R Stockfit F.G

Lamination Down Time Down Time Assembly W/H
Lead Time
Quality R
Mixing Down Time
Airbag Airbag
Pouring PU Spray
washing Spray
Lead Time Lead Time Lead Time Lead Time
Quality R Quality R Quality R Quality R
Down Time Down Time Down Time Down Time
Material
Roll Pressing
Mixing
Lead Time Lead Time Lead Time
Quality R Quality R Quality R
Down Time Down Time Down Time
6 sec VAT 1500 sec VAT 900 sec VAT

3.5 days 3 day 1 day 3 days
25 sec 25 sec 480 sec 22 sec 920 sec
4.5 days 1 day 0.5 day 0.5 day 0.5 day 3 days
480 sec 300 sec 300 sec 1020 sec
5 days 0.8 day 0.5 day 0.5 day 3 days
Definition
A Value Stream is the collection of all activities

required to produce a product. This includes all
activities, including those that add value and those
that do not.

The BIG Picture
Using the value stream analysis means working on the
big picture, not just the individual processes;
improving the whole, not just optimizing the parts.

Our Scope
For this lesson, we will be focusing on the “door-

to-door” production flow inside our factory,
including Receiving and Shipping.
Our Focus
Suppliers Our Factory Customer
Total Value Stream

Our Scope (cont’d)
As your experience grows, you can expand outward

to include the flow from suppliers to customers.
Likewise, our efforts will not get into the details of

each departments’ specifics of operation.

This is not a computer process
Value Stream Mapping is a pencil and paper tool that

helps you to see and understand the flows of material
and information as a product makes its way through
the value stream.

Material and Information Flow
information
Production Flow
material
The movement of material is usually what comes to mind

when we discuss “production flow”.
But there is another flow - of information - which tells each
process what to make or do next.
You must map both of them.

Using the Mapping Tool
Product Family
First, we draw the current
Current State
state map by gathering Drawing
information directly from

Future State
Drawing
the shop floor.
Work
Plan

Product Family
Current State
From this, we begin to Drawing
draw our ideal, or Future State

Drawing
improved, operation; our
Work
Future State Map. Plan

Product Family
Current State
Drawing
The final step is to

Future State
implement a plan to Drawing
transition the plant from Work

Plan
the current state to the
future state.

Focus on one Product Family
Drawing all your product flows on one map will too

complicated.
Value Stream Mapping means walking and drawing

the process steps (material and information) for one
product family from door to door in the plant.

Drawing a Current State Map
Mapping begins at the level of door-to-door flow in

your factory.
Processing categories are identified rather than

recording each and every step.
“Cutting,” “Stitching,” “Stock Fit,” “Assembly”

The Icons Used
We use symbols, or icons, to represent processes and flow.
Process Box Movement of finished goods to

Movement of Production Materials the Customer
Assembly
Material Queue (sequenced) Inventory tombstone
FIFO
ABC Corp.
__pcs
__day
Data Box
Pull of Material from one Truck Shipment
process to next
__/wk
_ hour

The Icons Used (cont’d)
Manual Information Flow
Marketplace
A Signal Production Card
B
Electronic Information Flow C
Production Instruction Flow
Production Schedule
Production Instruction Card
weekly Indicates path of Production Instruction Card
Material Withdraw Card
Sequential Production Schedule Indicates path of Material with withdraw card

Data Box Description
Shift
O/P’s Operators
L/T Lead time or Dock to Dock
D/T Downtime
C/T Cycle Time

Quality R Quality Rate
C/O Changeover Time

Mapping Tips
Value Added Time- the amount of time to physically change

the form, fit or function of a part
Takt Time- The available working time divided by the
customer requirement
Cycle Time- The actual time for an operator to complete a
process
Note: We will calculate Cycle Time in our Data box and will
calculate Value Added Time for the Value Added Timeline.

How to collect Value Added time?
Cutting H/F Welding Embroidery

Mapping Tips
Collect data from the actual floor.
Walk the entire door-to-door value stream.
Do not rely on information that you do not obtain yourself.
Even if several people are involved, map the whole value

stream yourself.
Resist the temptation to use a computer.

Drawing the Current State Map
An Example:
VJ line 8 produces shoes. The shoes are
produced in two styles: “Atom” and “Babel”.
The A style is woman’s and the B style is man’s.

Begin with the customer’s requirements.
WH 65
3,000 prs/day
The customer’s warehouse is - 2,000 “A”
represented with a factory icon - 1,000 “B”
placed in the upper right-hand Box = 12 prs

2 shifts
portion of the map. Underneath,
draw a data box recording the
requirements of the customer.
WH65 on two shifts and requires

daily shipments. Typically 2,000 A
and 1,000 B are needed every day.
WH65 requests 12prs in each carton
box

Show Processes in our plant
The next step is to draw the basic production WH 65

processes. To indicate a process we use a
process box. Under each processing step, we 3,000 prs/day
write within the data box key information: the - 2,000 “A”
- 1,000 “B”
cycle time, the changeover time, and the uptime.
Box = 12 prs
2 shifts
As you walk the material flow you will find places
where inventory accumulates. These points are
where the flow is stopping. We indicate this with
tombstones to indicate “dead” flow.
R.M
W/H
I
Cutting Stitching Assembly
I
7500 C/T= 10sec I C/T= 2100secc I C/T= 1320sec
Lamination 1Shift 1Shift 8114
4000 2032 2448 1Shift
33 204
VAT= 45sec
1Shift

Include the suppliers
CSI WH 65
3,000 prs/day
At the other end, we represent the - 2,000 “A”
material supplier with another factory - 1,000 “B”
icon. We use the truck icon and Box = 12 prs
Tues &
broad arrow to show movement of 2 shifts
Thurs material from the supplier to our plant.
1x
Daily
R.M
W/H
I
I
7500
C/T= 10sec
I C/T= 2100sec
I C/T= 1320sec
Lamination
4000 1Shift 2032 1Shift 2448 1Shift 8114
33 204
VAT= 45sec
1Shift

But how does the in-plant processes know
what to make?
What to make?
How much to make?
How much to purchase?
We need to add the second aspect of our

value stream map: the information flow.

The Information Flow
•The Production Control Department is drawn with a

process box.
•Production Control collects information from its customers

and sends specific instructions to each manufacturing
process about what it should produce.

The Information Flow
WH 65
Forecast Production Control
Forecast
CSI 3,000 prs/day
Weekly Weekly - 2,000 “A”
- 1,000 “B”
Box = 12 prs
2 shifts
Weekly Schedule
Tues &
Thurs
1x
Daily Ship Daily
Schedule
I
I
R.M
W/H C/T= 10sec
I C/T= 2100sec I C/T= 1320sec
4000 1Shift 2032 1Shift
2448 1Shift 8114
33 204

Value Add & Non Value Add Time
WH 65
Forecast Production Control
Forecast
CSI 3,000 prs/day
Weekly Weekly - 2,000 “A”
- 1,000 “B”
Box = 12 prs
2 shifts
Weekly Schedule
Tues &
Thurs
1x
Daily Ship Daily
Schedule
I
I
R.M
W/H C/T= 10sec
I C/T= 2100sec I C/T= 1320sec
1Shift 1Shift 1Shift 8114
4000 33
2032 204 2448
6 Sec VAT 1500 Sec VAT 900 Sec VAT

3.5 days 0.7 day 0.75 day 2.7 days

How to collect Lead Time
* Customer Daily demand : 5 pairs / day
Cutting Stitching
10 pairs 15 pairs 45 pairs
11 10 9 8 7 6 5 4 3 2 1
1 day 1 day

How to collect Lead time?
* Customer Daily demand : 5 pairs / day
Stitching
10 pairs 15 pairs
5 pairs = 1 day
Lead Time 1 day

Quality R
Down Time

Production Control
R.M
Cutting Stitching
W/H
Lead Time Lead Time

Lead Time
Quality R
Mixing Down Time
Airbag Airbag
Pouring PU Spray
washing Spray
Material
Roll Pressing
Mixing

4.5 days 1 day 1 day 0.5 day 0.5 day 0.5 day 3 days
480 sec 300 sec 300 sec 1020 sec
5 days 1 day 0.5 day 0.5 day
0.8 day 3 days

Example of a
Production Control
Current State Map Daily Production Plan
Cust
omer
R.M
Cutting Stitching
W/H
Lead Lead
Stockfit F.G VA= %VA=
Lamination Time
Qualit
y R
Down
Time
Qualit
yR
Down Assembly W/H
Time Time Lead
Mixing
Time
Qualit
y R
Down
L/T or NVA
Airbag Airbag Time
Pouring PU Spray
washing Spray
Lead Lead Lead Lead
Time
Qualit Time
Qualit Time
Qualit Time
Qualit
yR
Down yR
Down yR
Down yR
Down
Time Time Time Time
Material
Mixing
Roll Pressing VA= 2406 Sec %VA=
Lead
Time
Qualit
Lead
Time
Qualit
Lead
Time
Qualit
L/T = 10.5 Days 0.80%
yR
Down yR
Down yR
Down
Time Time Time
6 1500 sec 900 sec

3.5 3 day 1 day 3 days
25
days sec
25 480 sec 22 920 sec
4.5 sec sec 1 day 0.5 sec 0.5 0.5 3 days VA= 1472 Sec %VA=
days 480 sec 300 300 day day day 1020
5 days sec 0.8 day sec 0.5 0.5 sec 3 days L/T = 11 Days 0.46%
day day
VA= 2100 Sec %VA=0.68

L/T = 10.8 Days %
VA= 7002 Sec %VA=

Total Plant L/T = 11 Days 1.89%
What have we accomplished?
Hopefully, you can now see the Value Stream and begin
to recognize areas of opportunity. However, a
“current state map” and the effort required to create it
are wasted unless it is used to quickly create and
implement a “future state map” and work plan.

Current State Map
Exercise

Current State Map QUIZ

Future State Mapping

Stability Academy
Future State Mapping

Objective
•Explain benefits of future state mapping
•Construct a future state map

Process Mapping Benefits
 Obtain current plant operating information

 Obtain current metrics information
 Identifies inventory and where it is stored
 Shows material flow
 Gives you a baseline on where you are
 Incentive to reach a better state (future state)
 Clearly identifies where improvements can be made Used as
a tool to chart your progress after implementing
improvements within the factory
Definition
A Value Stream is the collection of all activities

required to produce a product. This includes all
activities, including those that add value and those
that do not.

The BIG Picture
Using the value stream analysis means working on the
big picture, not just the individual processes;
improving the whole, not just optimizing the parts.

Product Family
First, we drew the current
Current State
state map by gathering Drawing
information directly from

Future State
Drawing
the shop floor.
Work
Plan

Production Control
R.M
Cutting Stitching
W/H
Lead Time Lead Time

Lead Time
Quality R
Mixing Down Time
Airbag Airbag
Pouring PU Spray
washing Spray
Material
Roll Pressing
Mixing
6 sec VAT 1500 sec VAT 900sec VAT

480 sec 300 sec 300 sec 1020 sec

Product Family
Current State
From this, we begin to Drawing
draw our ideal, or Future State

Drawing
improved, operation; our
Work
Future State Map. Plan

Product Family
Current State
Drawing
The final step is to

Future State
implement a plan to Drawing
transition the plant from Work

Plan
the current state to the
future state.

Some of the waste in the value stream
cannot be eliminated right away:
 Product design
 Processing machinery
 Remote locations of some activities.
Take these as given and seek to remove all

sources of waste not caused by these features.

Begin developing the future state by
asking key questions:
1. What is takt time?

2. Where can we use continuous flow?
3. What is the pacemaker process?
4. Where will a Market Pull System be used?
5. What process improvements will be necessary to
achieve the future state?

Production Control
R.M
Cutting Stitching
W/H
Lead Time Lead Time

Lead Time
Quality R
Mixing Down Time
Airbag Airbag
Pouring PU Spray
washing Spray
Material
Roll Pressing
Mixing

480 sec 300 sec 300 sec 1020 sec

Drawing the Future State Map
 When we look our value stream, what problems

do we see?
 Large amounts of inventory
 Unconnected processes pushing their output forward

 Long lead times compared to short value-added time

Production Control

Inventory
R.M
Cutting Stitching
W/H
Lead Time Lead Time

Lamination Down Time Down Time Lack of Flow Assembly W/H
Lead Time
Quality R
Mixing Down Time
Airbag Airbag
Pouring PU Spray
washing Spray
Lead Time
Quality R
Lead Time
Quality R
Lead Time
Quality R
Lead Time
Quality R
Down time
Quality rate
Material
Roll Pressing
Mixing
Down Time Down Time Inventory Down Time

480 sec 300 sec 300 sec 1020 sec

1. What is takt time?
 Begin with available working time for one shift which is
28,800 seconds (8 hours).
 Subtract any non-work time, which is two 15 minute breaks.
 The customer demand of 460 units per shift is then divided
into the available working time.
Available working time: 28,800 - 1800 = 27,000 seconds per shift

Available working time: 27,000 sec.
Customer Demand: 460 units
Takt Time = 58.6 seconds (= 58 seconds)

2. Where can we introduce Continuous Flow?
The stack chart summarizes the current

total cycle time for each process.
Takt Time
55 s 58 seconds
30 s
Stitching
20 s
H/F welding
Cutting

Let’s see Current State Map
Production Control
Daily Production Plan
Cutting H/F Welding Stitching
C/T=20 sec C/T=30 sec C/T=55 sec

C/T=61
C/O = 0.5 hr C/O = 0 hr C/O=10 min
Uptime: 65% Uptime: 95% Uptime: 100%

Continuous Flow
Examining Cutting and H/F Welding, work can

pass directly from one to the other.
Takt Time
50 s 55 s 58.6 seconds
H/F welding
Stitching
Cutting

3. Where is the pacemaker process?
•Remember, all process steps downstream of the

pacemaker process need to occur in a flow.
•The scheduling point would clearly be the cutting/

HF Welding process.
•All process downstream would work on the product

as it arrives and move it downstream.

View with Cutting/HF Welding as
Pacemaker
Production Control
Cutting & H/F Stitching
FIFO
C/T=50 sec C/T=55 sec
C/T=61
C/O = 0.5 hr C/O=10 min
Uptime: 80% Uptime: 100%

However….
 The cutting/HF welding process have to produce

parts for one of assembly line at our sister factory.
( 3 hours far from here )
 Another strategy must be found.

4. Introduce Market-based Pull Systems.
 Because the cutting/HF welding process must be a

batch process, we can use a signal pull system to
control that process.
 A market will be set up between Stitching and
Assembly.
 Stitching will no longer receive a schedule.

Pull System
Production Control
Cutting & H/F Assembly

A (Sister Factory)
B
C/T=50 sec C C/T=55
C/T=61 sec
C/O = 0.5 hr D C/O=10 min
Uptime: 80% Uptime: 100%

Lastly, what improvements are
needed to reach the Future State?
 Reduction in changeover time and batch size at the

cutting process to allow faster response time.
 Improvements in uptime at the cutting and HF
welding process
 Improvement in quality rate

The Icons Used
We use symbols, or icons, to represent processes and flow.
Process Box Movement of finished goods to

Movement of Production Materials the Customer
Assembly
Material Queue (sequenced) Inventory tombstone
FIFO
ABC Corp.
__pcs
__day
Data Box
Pull of Material from one Truck Shipment
process to next
__/wk
_ hour

The Icons Used (cont’d)
Manual Information Flow

Marketplace
A
B Signal Production Card
C
Electronic Information Flow Buffer or Emergency Stock

A
B
Production Instruction Flow
C
Production Schedule
weekly Indicates path of Production Instruction Card

Production Instruction Card
Sequential Production Schedule Material Withdraw Card Indicates path of Material with withdraw card

Future State Map
Production Control
Supplier
Customer
W
X FIFO
1Shift 1Shift 1Shift FIFO C/T= 1320sec I
I Y 33 204 1Shift

Future State Map
Mapping Exercise

Create the Value Stream Plan
 Your future state map shows where you

want to go.
 Now you need to create a plan to get there.

(cont.)
The plan should show:

 what you plan to do by when, step by step
 measurable goals
 clear checkpoints with real deadlines.

(cont.)
Pick a starting point:

 where the process is well understood by
the people.
 where success is likely
 you can predict a high return on cost and
effort

Future State Map - Do
IMPLEMENTATION
What Where Who When Status

Future State Map
Planning Exercise

Conclusions
Lean value streams must be developed

with respect for people. But respect for
people should not be confused with
“respect for old habits.”
Developing lean value streams can be
hard work, often with one step back for
every two forward.

Conclusions (continued)
Everyone should feel the benefits of the

work done by value stream analysis.
These benefits can come in many forms:
 increased competitiveness for the company

 better working environment
 greater trust between management and
employees
 a sense of accomplishment in serving your
customer
Current/ Future State Map QUIZ

Stability Academy
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Version 3.

NOS Stability Academy

NOS Learning Center

1 NOS Learning Center

2 NOS Learning Center

 Be courteous of one another

3 NOS Learning Center

What do you hope to gain from attending this class?

4 NOS Learning Center

5 NOS Learning Center

 Shorter Lead Time

 Mutual Trust & Respect

6 NOS Learning Center

7 NOS Learning Center

8 NOS Learning Center

9 NOS Learning Center

NOS is an acronym for

‘ A New Order has Begun ’

11 NOS Learning Center

Henry Ford Devised Non-Craft Method of Production to Meet

 In the 1920’s, the Ford Rouge Complex became the

 These included just-in-time delivery and manufacturing.

 It was duplicated in other Ford factories in Europe, and

12 NOS Learning Center

MASS PRODUCTION Fantastic

Weaving Toyota Motor Poor Vehicles

1900 1915 1935 WWII

13 NOS Learning Center

14 NOS Learning Center

Large -Lot Production U.S. Consumers look for

1945 1973 1980

15 NOS Learning Center

Goal: Highest Quality, Lowest Cost, Shortest Lead Time

Continuous Flow Stop & notify

Heijunka Standardized Work Kaizen

Stability and Safety

TPS Pillars = Just-In-Time + Jidoka

16 NOS Learning Center

Definitions of the House

2. Standardized Work-agreed upon best method and

4. Stability-Production that is consistent and predictable

5. Just-in-Time – the receiving of the correct amount, with

6. Jidoka-”autonomation” (machine with brain) Machine

17 NOS Learning Center

Close your eyes…

18 NOS Learning Center

 Continuous material flow – uninterrupted

 Low inventories – reduced capital tied up

 Empowered workers – workers involved

 Frequent replenishment – small batch sizes

 Flexible equipment – right sized and QCO

 Rapid response to problems – systematic

20 NOS Learning Center

21 NOS Learning Center

22 NOS Learning Center

23 NOS Learning Center

24 NOS Learning Center

 Quality – First Time Through (FTT)

 Delivery – Build to Schedule (BTS)

 Flexibility – Lead Time

25 NOS Learning Center

• Understand how to use it in a footwear factory.

• Review the NOS measurables templates.