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PERFORMANCE
EXCELLENCE
Participant manual
Is the continuous
elimination of waste
KAI + ZEN
To modify, to change Think, make good, make better
= KAIZEN
Make it easier by studying it, and making the improvement through
elimination of waste.
Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance
Savings
Use Small Teams to Optimize Process Performance
CPI
by Implementing Incremental Change
Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time
9 Overproduction
Wastes Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped resources
Misused resources
2000, QualityToolBox.com, LLC, all rights reserved
1. Overproduction
9
Wastes To produce more than is required *
To produce before required *
*Required by external and internal customers
Delays
Transportation
Process
Inventories
Motions
Defective products
Untapped
resources
Misused resources
This is life!
Delivery lead time
Generate and
support stocks
Solution
Delivery lead time
?
2000, QualityToolBox.com, LLC, all rights reserved
What are processes made of ?
Delivery lead time
Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours
Storage,
98% Transport,
Waiting time
To Sort To Straighten
Ensure space for
Eliminate whats each thing, and a
not absolutely thing for each space.
necessary No more searching.
The To Sustain
Maintain
5S continuous
effort. This is a
way of life. To Sweep
To Sanitize Maintain a clean
and orderly space to
Improvement of make problems
the workstation. easily identifiable.
Be organized to Eliminate rejects
reduce clutter. and scrap..
Ergonomics
Adapt the workstation to the
employee
- more security
- more comfort
Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints
Identify waste
Leadership
Improvement
Kaizen
Template
Measurement
Table of Contents
Section 1 Standard Work Sheet (SWS): Used to create a visual picture of a
work area. Shows crew size and location; office layout, distances
within the work area, work in process, quality checks, and safety
precautions.. 4
.
When To Use The Time Observation Form (TOF) should be used after the Standard Work
Sheet and Spaghetti Diagram have been completed.
Who Should Use It The Time Observation Form can be used by anyone involved in continuous
process improvement.
Expected Benefits The Time Observation Form will provide information about work sequence,
work content, and operation times. The TOF not only provides actual times,
but also provides best demonstrated performance, on the specific process
being analyzed.
1. Complete Sections A. B, and C. with the necessary information.
How to use it
2. Fill in the Task Component blanks with the steps of the process. List the components in as
specific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece from
basket. 3. Walking to machine. 4. Loading piece into machine. And so on.
3. Begin timing the tasks. As each task is completed, stop the watch and record the cumulative
time on the form. Continue recording task times in this manner until the end of the process
cycle
4. At the completion of 12 full cycles, calculate and enter the Assigned Component Time for
each Task Component. Then sum up the Assigned Component Time for each Task
Component and enter this into the Time For One Cycle field. Be sure to include the time
spent on closing out work orders, or moving parts to next job.
5. During the manufacturing process, be aware of the steps taken to perform the job, i.e. If a
particular task component varies from 4 second for observation #1 and 47 seconds for
observation #2, provide comments about the observed variance in the remarks column.
Remember, in our quest to remove waste from the process, we want to question every task
component of the process.
6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for
measurable, repetitive task processes is calculated as follows:
A. Calculate the total time available per shift, day, etc. excluding breaks and lunches.
Lets say that we have a full 8 hours available. 8 hours would equal 480 minutes or
28,800 seconds.
B. Determine the required product quantity. [How many units have been sold] For this
example, lets use 395 units for the required production for this operation.
C. Next, divide the total time available by the required production to arrive at the TAKT
Time. 28,800 / 395 = 73 seconds per unit.
D. Compare this TAKT time to the average cycle time of the observation.
1. If TAKT Time is greater than average cycle time, then we can conclude that
the required production can be met within the total time available. However,
we need to examine adding work from another process to minimize idle time.
2. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be
met within the total time available. We must eliminate work through Kaizen or transfer work to another
worker.