【正文】 tion of current process Current situation and problems Kaizen team objectives ? Distribute 12 weeks before event ?Copy the team member’s supervisors 29 STARTING KAIZEN TEAM OBSERVATIONS Look for variation and understand its cause Where are the parts? ? Does the operator have to: ? Turn? ? Reach? ? Wait? ? Unpack? ? Move? ? Are the parts arranged in the order used? ? Are parts moved twice? ? Is the box too large? Is the work cycle consistent ? ? Why is there variation? ? Is it logical? ? Do employees help each other? ? Is there wait time? ? Are two hands used or one? ? Do people build ahead? Tooling ? What is its purpose? ? Does it serve this purpose? ? Can it be bined with others? ? How can it be better? ? Can tools be reached without having to look? ? Do parts auto eject from machines? Movement ? Is there excessive travel? ? Is the flow smooth or erratic? Visual management ? Is the area cluttered? ? Are areas/ locations of items marked? ? Are shelves labeled? ? Are all the items required in the area? 30 STARTING KAIZEN TEAM OBSERVATIONS (CONTINUED) Defects ? Do they occur? ? What is the problem? ? Is there feedback? ? Is the line disrupted to fix the issue? ? How often do they occur? ? Is the specification present and clear? ? Are limit samples displayed “good/ bad”? Work cycle ? What is the work content? ? What are the lowest repeatable times (measure 1015 cycles to establish)? ? What is the takt time? ? Is the line balanced? ? Which tasks can be moved around to balance the line? Material handling ? Is there a material handler? ? Is there a routine cycle? ? How much wait time is in it? ? How much is value added? ? How large are box quantities? ? Can parts be easily picked up? ? What can the handler do to reduce the work content? ? What is the standardized work for the material handler? ? How much time per hour or shift is used, what time is available for other lines? 31 WORK KAIZEN VS. MACHINE KAIZEN 15 sec. manual loading time 40 sec. machine time 15 sec. manual unloading time EXAMPLE Work kaizen focuses on the total manual work elements (30 sec.) Machine kaizen focuses on the total machine work elements (40 sec.) Total work cycle = 70 sec. Improve manual work elements first ? Manual work, unlike machine work, can be immediately controlled by supervisors and employees ? Manual work improvements do not require large capital investments ? Goals often can be achieved solely through manual work improvements 32 UPDATING MANAGEMENT DAILY Team leader presents to the area manager and plant manager and possibly management team Agenda (20 minutes) ? Restate event objectives ? Discuss what was acplished today ? Discuss next steps for tomorrow ? Discuss what support is needed or roadblocks removed The presentation should provide an understanding of the progress, with enough depth so people also appreciate the methods used (video, props, flip charts, drawings, etc., are appropriate) The team leaders should expect to be supported, but also challenged by the facilitator and the management team 33 EVENT OUPUTS Quick results Skill building in problem solving Momentum/actionable items for implementation teams Buyin/awareness of the workforce Results and actionable items should be summarized into a 20minute presentation that addresses 3 main areas: ? Baseline –Kaizen activity worksheet –Current performance –Current cost –Goals ? Actions –Actions taken by the team –Followup actions required ? Value –At performance level after event –Potential performance going forward –Quantified results 34 No PROBLEM CAUSE ACTION Who Date Status MAINTAINING PROBLEM FOLLOWUP SHEETS ? The team leaders need to take ownership for the outstanding actions and to maintain the gains for the Kaizen area. If the performance is slipping this has to be municated to the senior managers and the kaizen facilitator ? Weekly follow up is required to track the status of the problems and actions from the event ? A daily followup on area performance until the stabilized period。 then weekly to ensure gains are maintained PROBLEM FOLLOW UP SHEET SHEET____________ 35 DOCUMENTING FOLLOWUP ITEMS – 30DAY LIST Action ? Knowledge transfer of findings –Shifts/plant management –Spray team ? Implementation to other lines –16 oz. beverage –12 oz. beverage ? Change puter parameters (green/red/ yellow) ? Organize project for fine tuning and attaining camera ? Submit QCII screen changes to Mike D for cause codes Owner ? Sam J ? Kenny S ? Sam J ? Brian D ? Larry H Target date December 5 December 5 December 12 November 21 January 1 EXAMPLE 36 LEARNING FROM KAIZEN EVENT – POST IMPLEMENTATION REVIEW Key measures ? Baseline performance: ? Current performance: Successes to date: Shortings to date: Action items to overe shortings: Event name and location