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Kaizen – Forms & Checklists

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Forms to support Kaizen and other quality improvement programs

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Kaizen – Forms & Checklists

  1. 1. Kaizen – Forms & Checklists<br />Forms to support Kaizen and other quality improvement programs<br />Anand Subramaniam<br />
  2. 2. 2<br />“Make everything as simple as possible, but not simpler." <br />- Albert Einstein <br />
  3. 3. 3<br />Highlights<br />Kaizen – Overview<br />Kaizen – Forms, Checklists<br />
  4. 4. Kaizen – Overview <br />
  5. 5. 5<br />Why Kaizen Events?<br />Kaizen drives the improvements which lead to a leaner business operating system<br />Future State (Lean)<br />(To~Be)<br />Current State<br />(As~Is)<br />Kaizen<br />
  6. 6. 6<br />Do It Again<br />Start Here<br />Celebrate<br />Document Reality<br />Make this the Standard <br />Identify Waste<br />Kaizen<br />Measure Results<br />Plan Counter Measures<br />Verify Change<br />Reality Check<br />Make Changes<br />6<br />Kaizen Cycle<br />
  7. 7. Kaizen Event - Implementation<br />Successful implementation of Kaizen Event, include –<br />5-S<br />8-W <br />The 5 Whys<br />Value Stream Mapping<br />PDCA (Plan, Do, Check, Act)<br />7<br />
  8. 8. 8<br />Lean - Tools<br />5S<br />7 W (Waste)<br />Jidoka / Andon / PokaYoke / Mistake Proofing<br />Single minute exchange of die (SMED)<br />Standard Operating Proced-ures<br />Kaizen Tools<br />Kanban<br />Total Preventa-tiveMainten-ance<br />Takt time<br />Through-put time<br />Spaghetti diagram<br />Value Stream Mapping<br />Kaizen blitz or event<br />
  9. 9. Kaizen Umbrella<br />Quality Improvement<br />Customer Orientation<br />Total Quality Control<br />Discipline in Work Place<br />Productivity Improvement<br />Total Productive Maintenance<br />New Product Development<br />Co-operative Labour Management Relations<br />Kanban<br />Robotics<br />Zero Defect<br />Q.C. Circle<br />Automation<br />Just-in–Time<br />Suggestion System<br />Small Group Activity<br />9<br />
  10. 10. Kaizen – Checklist / Forms<br />
  11. 11. Kaizen Tools – When, Where, What..<br />11<br /><ul><li>Calculate TaktTime
  12. 12. Identify problems
  13. 13. Set targets and enter on Target Progress Report
  14. 14. Plan & initiate Kaizen Workshop
  15. 15. Pair up 2 for each process
  16. 16. One times w/ stopwatch, other jots down times
  17. 17. Verify if Cycle Time meets TaktTime
  18. 18. Observe site
  19. 19. Identify Process
  20. 20. Prepare StandardisedWork Sheet
  21. 21. If equipment seems to lack in capacity, use Capacity Sheet to define problems
  22. 22. Fill out StandardisedWork Combination Sheet with best times
  23. 23. Note long times on Combination Sheet, there are opportunities for Kaizen
  24. 24. Continue to observe site, note problems on Kaizen Newspaper
  25. 25. Try out ideas for kaizen immediately, verify results
  26. 26. Prepare Kaizen Proposal Sheets for effective kaizen ideas
  27. 27. Update Kaizen newspaper
  28. 28. Update Target Progress Report
  29. 29. Kaizen Every Day !!.</li></li></ul><li>Kaizen Event Profile<br />12<br />
  30. 30. Kaizen Workshop Target Sheet<br />13<br />
  31. 31. Kaizen – Work Sheet<br />14<br />DATE: _____/____/____<br />Approvals:<br />Process: __________________________<br />Part # ____________________________<br />Part Name: ________________________<br />Scope of Operation<br />FROM:<br />TO:<br />SYMBOLS<br />Takt<br /> Time<br />Cycle <br />Time<br />Operators<br />this op/line total<br />Total Pcs of Std <br />Work in Process<br />Standard Work <br />In Process<br />Safety<br /> Precaution<br />Quality<br /> Check<br />BASIC<br />DATA<br />NOTE: Takt Time, Work Sequence (same as numbers in “Step” column on Combination Sheet), and numbers of Standard Work in Process must be known to define StandardisedWork. Identify all safety concerns, points where quality must be verified (go/no-go) and numbers of pieces of standard work in process using the symbols to the right.<br />sec.<br />1 /<br />
  32. 32. Kaizen - Time Observation<br />15<br />Date / Time: ___/____/____/_________________:________<br />Observed by: _____________________________________<br />Line / Process: __________________________________________________<br />#<br />Step<br />1<br />2<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />11<br />12<br />13<br />14<br />15<br />Best Time<br />Observations (changeover time)<br />0<br />1<br />2<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />11<br />12<br />13<br />14<br />15<br />Complete Cycle Time<br />
  33. 33. Task / Process -Time Observation<br />16<br />
  34. 34. Waste Identification<br />17<br />
  35. 35. Progress Report – Current vs. Target<br />18<br />Department / Section / Site<br />Date: ___/____/____/____/__________<br />Takt Time: _______________________<br /> CATEGORY<br />CURRENT<br />TARGET<br />DAY 1<br />DAY 2<br />DAY 3<br />DAY 4<br />FINAL RESULT<br />% CHANGE<br />SPACE (sq. ft.)<br />INVENTORY<br />WALKING DISTANCE<br />MATERIAL TRAVEL DISTANCE<br />LEAD TIME (sec.)<br />CYCLE TIME (sec.)<br />OUTPUT (units / day)<br />CREW SIZE<br />PRODUCTIVITY<br />CHANGEOVER TIME (sec.)<br />REMARKS:<br />
  36. 36. Standardised Work Sheet<br />19<br />Date: ______/______/_______<br />Quota / Shift: ____________<br />MANUAL:<br />AUTO:<br />WALKING:<br />Process: _________________________<br />Section: __________________<br />Takt Time: ______________ sec.<br />Step<br />Description<br />Time<br />TIME (unit: 1 sec.)<br />Line #_________________________<br />Man<br />Auto<br />Walk<br />65<br />70<br />75<br />80<br />85<br />90<br />5<br />10<br />15<br />20<br />25<br />30<br />35<br />40<br />45<br />50<br />55<br />60<br />1<br />Waiting<br />Totals<br />
  37. 37. Kaizen - Capacity / Load Planning<br />20<br />Part No.<br />Line<br />Current Output<br />Per Day<br />pieces<br />Authorisations:<br />Part Name<br />Max Output<br />per Day<br />pieces<br />Workers<br />Needed<br />Times: Manual<br />Automatic<br />Walking<br />Step<br />Description<br />Machine<br />ID<br />Tools<br />Capacity<br />Remarks<br />Base Times<br />Walking Time<br />Manual Time<br />Auto Run Time<br />Completion Time<br />Pieces/Run<br />Change Time<br />Time/Piece<br />1<br />Subtotal<br />NOTE<br />Update times when improvements are achieved through kaizen, and detail reasons for improvement in “Remarks” column.<br />Total<br />
  38. 38. Kaizen – Proposal Sheet<br />21<br />Location<br />Objective<br />Date<br />Operator<br />Before<br />After<br />Problem<br />Effects (cycle time / inventory / changeover time reduction,poka yoke etc.)<br />
  39. 39. Kaizen Newspaper<br />22<br />DATE: _______/_______/_______/___________<br />TEAM: __________________________________<br />No.<br />PROBLEM<br />WHO<br />BY WHEN<br />CHECK<br />
  40. 40. Standard Work Instruction Sheet<br />23<br />Revision Date Signature<br />Standard Work Instruction Sheet<br />Work Sequence<br />Operation Name Operation Number<br />Element<br />1 <br />2<br />3<br />4<br />5<br />6<br />7<br /> Critical Safety Char.<br />Critical Quality<br />Check<br />Critical Quality Check<br />Job Assists<br />Tools Required<br />Parts Required<br />Job Assists<br />Notes<br />
  41. 41. Forms – Stakeholders & Change<br />
  42. 42. Key Performance Measures<br />25<br />
  43. 43. Inventory / Facility Audit<br />26<br />
  44. 44. Outside Support Required<br />27<br />
  45. 45. Communication Plan<br />28<br />
  46. 46. Visual Management <br />Checklists<br />Skills Matrix<br />Color coding<br />Colored Lines<br />Address Grids <br />Kanban Cards<br />Pictures / Graphics<br />Signage—Directions / Instructions<br />Labeling<br />Scoreboards<br />Signals (lights, horns)<br />Defect Boards / Tables<br />Sample Boards / Tables<br />Area Information Boards<br />Production Control Boards<br />Suggestion Program<br />29<br />
  47. 47. 30<br />“A mathematician is a device for turning coffee into theorems.”<br />- Paul Erdos<br />
  48. 48. 31<br />Good Luck<br />http://www.linkedin.com/in/anandsubramaniam<br />