Beruflich Dokumente
Kultur Dokumente
Sheets
1 5S Check List
2 5S Evaluation
3 Actin Plan & Report - Individual
4 Cause & Effect Diagram
5 Cause & Effect Diagram Example
6 Design Of Experiment Grid
7 Is-Is Not page 1
8 Is-Is Not page 2
9 Kanban Worksheet
10 Lean Assessment
11 Lean Evaluation Radar Chart
12 Lean Project Tracking Sheet
13 Meeting Agenda Blank
14 Metrics Sheet & Example
15 OEE Worksheet
16 PDCA Sheet
17 Problem Solving Worksheets
18 Rapid Improvement Event (REI) Agendas
19 Rapid Improvement Event (REI) Worksheets
20 Rapid Improvement Event Before & After Worksheet
21 Six Sigma Summary Sheet
22 Standardized Work Chart
23 Standardized Work Breakdown Sheet
24 Standard Work Combination Sheet
25 Time Observation Sheet
26 Value Added (VA) versus Non Value Added (NVA) Worksheet
27 Visual Controls Check Sheet
28 Value Stream Map (VSM) Action Planning Sheet & Example
5 - S Evaluation
AREA EVALUATED: SHIFT: 1 2 3
SUPERVISOR:
RATING SCALE: 0-5 (POOR=0, EXCELLENT=5)
ITEM NUMBER ITEM SCORE
AND DESCRIPTION ( 0 - 5)
1. REMOVING UNNECESSARY ITEMS ALL ITEMS NOT NECESSARY FOR PERFORMING WORK ARE
REMOVED FROM THE WORKPLACE.
2. STORAGE OF CLEANING EQUIPMENT ALL CLEANING EQUIPMENT IS STORED IN A NEAT MANNER.
HANDY AND EASILY AVAILABLE AS NEEDED.
3. FLOOR CLEANING ALL FLOORS ARE CLEAN AND FREE OF DEBRIS, OIL AND DIRT.
CLEANING OF FLOORS IS DONE ROUTINELY - DAILY @ MINIMUM.
4. BULLETIN BOARD NO OUTDATED, TORN OR SOILED ANNOUNCEMENTS ARE DISPLAYED.
ALL BULLETINS ARE ARRANGED IN A STRAIGHT/NEAT MANNER.
5. EMERGENCY ACCESS FIRE HOSES AND EXTINGUISHERS ARE UNOBSTRUCTED AND STORED
IN AN EASY-TO-LOCATE MANNER. E-STOPS ARE COLOR CODED.
6. ITEMS ON THE FLOOR WIP, TOOLS AND OTHER MATERIAL ARE NOT LEFT SITTING ON THE
FLOOR. ITEMS ARE POSITIONED ON THE FLOOR IN CLEARLY
MARKED AREAS, BOXED WITH CE's COLOR-CODED SYSTEM
7. AISLEWAYS - MARKINGS AISLES AND WALKWAYS ARE CLEARLY LINED AND IDENTIFIABLE.
PAINT OR TAPE IS IN GOOD CONDITION AND NEAT.
8. AISLEWAYS - MAINTENANCE AISLES ARE ALWAYS FREE OF MATERIAL AND OBSTRUCTIONS.
NOTHING IS PLACED ON THE LINES, AND OBJECTS ARE ALWAYS @
RIGHT ANGLES TO THE AISLEWAYS.
9. STORAGE AND ARRANGEMENT STORAGE OF BOXES, CONTAINERS AND MATERIAL IS ALWAYS NEAT
AND AT RIGHT ANGLES.
10. EQUIPMENT - PAINTING ALL MACHINES AND EQUIPMENT ARE NEATLY PAINTED. NO PLACES
IN THE AREA LESS THAN 2 METERS HIGH ARE UNPAINTED.
11. EQUIPMENT - CLEANLINESS ALL MACHINES AND EQUIPMENT ARE KEPT CLEAN AND UNSOILED BY
DAILY CARE. GLASS(WINDOWS) AND WORK SURFACES ARE CLEAN
AND POLISHED. TABLE TOP SURFACES ARE CHANGED IF NEEDED.
12. EQUIPMENT - MAINTENANCE CONTROLS OF MACHINES ARE PROPERLY LABELED AND CRITICAL
POINTS FOR DAILY MAINTENANCE CHECKS (i.e.. FLUID AND LUBE
LEVELS) ARE CLEARLY MARKED. EQUIPMENT CHECK SHEETS ARE
NEATLY DISPLAYED AND KEPT CLEAN AND UPDATED.
13. EQUIPMENT STORAGE NOTHING IS PLACED ON TOP OF MACHINES, TOOLS OR CABINETS.
NOTHING LEANS AGAINST WALLS OR COLUMNS. GUARDS OR DEFLECT-
TORS ARE USED TO KEEP WASTE FROM FALLING TO THE FLOOR.
14. DOCUMENTS - STORAGE ONLY DOCUMENTS NECESSARY TO THE WORK ARE STORED AT
WORK STATIONS. DOCUMENTS ARE STORED IN A NEAT MANNER.
15. DOCUMENTS - CONTROL ALL DOCUMENTS ARE LABELED CLEARLY AS TO THE CONTENTS
AND RESPONSIBILITY FOR CONTROL AND REVISION. NO UNLABELED
BINDERS / DOCUMENTS ARE PRESENT. OBSOLETE OR UNUSED
DOCUMENTS ARE ROUTINELY PURGED.
16. TOOLS / GAUGES CONTROL TOOLS, JIGS AND FIXTURES ARE ARRANGED NEATLY AND STORED
IN A WAY THAT THEY ARE KEPT CLEAN AND FREE OF ANY RISK OF
DAMAGE.
17. TOOLS / GAUGES CONVENIENCE TOOLS, JIGS AND FIXTURES ARE ARRANGED SO THEY CAN BE EASILY
ACCESSED WHEN CHANGE-OVERS OR SET-UPS ARE MADE, THUS
INCREASING PRODUCTIVITY. THE SAME FOR GAUGES AND MEASURING
EQUIPMENT USED FOR QUALITY.
18. SHELVES, BENCHES AND DESKS THESE ARE ARRANGED, DIVIDED AND CLEARLY LABELED SUCH
ARRANGEMENT THAT IT IS OBVIOUS WHERE THINGS ARE STORED AND WHERE
THEY SHOULD BE RETURNED.
19. SHELVES, BENCHES AND DESKS THESE ARE KEPT FREE OF UNUSED OBJECTS, INCLUDING FILES AND
CONTROL DOCUMENTS. TOOLS OR ANY PIECES OF EQUIPMENT ARE CLEANED
BEFORE BEING REPLACED TO PROPER POSITION.
20. 5S CONTROL AND MAINTENANCE THERE IS A DISCIPLINED SYSTEM OF CONTROL AND MAINTENANCE
TO ENSURE THAT ALL OF THE ABOVE MENTIONED ITEMS ARE
MAINTAINED AT THE HIGHEST POSSIBLE LEVEL. IT IS THE RESPON-
SIBILITY OF MANAGEMENT TO MAINTAIN THIS SYSTEM.
TOTAL =
/20 =
THIS EVALUATION IS TO BE COMPLETED EACH SHIFT BY EACH SUPERVISOR. IT IS TO EVALUATE THE
PRIOR SHIFTS PERFORMANCE ON 5S ISSUES. DROP THE EVALUATION IN THE 5S DROP BOX WHEN COMPLETED.
PLEASE PLACE COMMENTS FOR SCORES OR SUGGESTIONS FOR IMPROVEMENTS ON THE BACKSIDE OF THE SHEET.
5
Action Plan & Report
After completing each training section provide a completed copy of this form to your trainer and/or mentor.
I completed _________________________training on / / , and my current level of confidence with this topic and material is:
1.
2.
3.
What three things do I already do well regarding this training and topic?
1.
2.
3.
1.
2.
3.
KEY VARIABLES
> Drop in orders
> Schedule Changes
> Order size
Mother Nature Materials > Lack of materials
Methods > Missing or lost
> No clear work instructions > Lack of space > Trainees on site
> Lack of assy stations > Late from supplier
> OJT training techniques effectiveness > Taking from one oredr to use on another
> No tools storage standards > Poor faclities layout?
> >
> Poor connection to std work & goals
> Capacity planning
> Rush orders
> Not running one piece flow Other Concerns
> Big batches >
Design of Experiment
Grid Variable 1 High Low Comments , Findings, and Conclusions:
Variable A Variable B Variable C Variable 3 High Medium Low High Medium Low High Medium Low High Meduium Low
High
Big Medium
Low
High
High
Small Medium
Low
High
Big Medium
Low
Low
High
Small Medium
Low
388757778.xls
Is/ Is Not
Defect?
Where On object?
Geographically?
Else seen?
In process seen?
Is-Is Not p2
Kanban Implementation Worksheet
e:
LEAN TRANSFORMATION ASSESSMENT & RECOMMENDATIONS
Facility: Process:
Assessor: Date:
Distribution: Scores
Criteria Max Area
VALUE STREAM MAP (Why?: Using data, visually drives flow production, short lead time, quality improvement, lowest cost
1 production)
(Evaluates material(s) and information flow form customer order entry through manufacturing to suppliers)
(a) A current state Value Stream Map does not exist for product or product families 0
(b) A current and future state Value Stream Map exists for product or product families 5
(c) A strategic implementation plan for future state exists and is being executed 10
2 TAKT TIME (Why?: Provides fast response to problems, drives elimination of causes of unplanned downtime, forces changeover)
(Calculates and synchronizes rate of production to rate of sales)
(a) The rate of production is not paced to Takt Time or rate of sales. 0
(b) Takt time has been determined for product(s) but is seldom followed. 5
(c) Takt time exists for product(s) and is strictly used to pace production. 10
CONTINUOUS FLOW (ONE-PIECE FLOW) (Why?: Drives process reliability, reduction of changeover time and unplanned
3 downtime)
(Creates production flow of one piece at a time passed immediately to next process step)
(a) There is no standard work defined for process. Pieces are batched between process steps. 0
(b) Standard is sometimes followed and supported by 5s some visual controls and materials 5
(c) Standard work strictly followed and supported by 5s, visual controls, materials and TPM 10
4 DEMAND-PULL (Why?: Drives accurate control of production between flows without MRP and the reduction of inventory)
(For non-continuous flow operations creates production on demand without routine scheduling)
(a) Non-continuous flow operations are scheduled. Production is not paced by customer demand. 0
(b) Kanban supermarkets for withdrawal and production exists but are not strictly maintained. 5
(c) Kanban supermarkets for withdrawal and production are strictly maintained. 10
5 SCHEDULE ONE PRODUCTION PROCESS (Why?: Drives inventory reduction and improves capacity utilization)
(Maintains demand-pull by scheduling only the process controlled by the outside customer's orders)
(a) For each product(s), separate schedules are set for major processes. No pacemaker process. 0
(b) For each produce(s), only the pacemaker process is scheduled at least 50% of the time. 5
(c) For each product(s), the pacemaker process is strictly scheduled to drive production flow. 10
6 LEVELED PRODUCTION MIX (Why?: Reduces lead time to fill fluctuating customer demand, reduction of inventory levels)
(Distributes the production of different products evenly over time at the pacemaker process)
(a) No mixed production exists for product families. Multiple lines or individual runs used. 0
(b) Mixed production consists of 2 or more units back-to-back for each product family on one line. 5
(c) Mixed production consists of only one unit back-to-back for each product family on one line. 10
LEVELED PRODUCTION VOLUME (Why?: Drive reliability by promptly highlighting problems for corrective action
7 improvements)
(Creates a "pull" by releasing and withdrawing small, consistent increments of work at pacemaker process)
(a) Production schedule is released in large inconsistent increments of 24 hours or more. 0
(b) Production schedule is released in small, consistent increments of 8 to 24 hours. 5
(c) Production schedule is released in small, consistent increments of 2 hours or less. 10
SMALL LOT PRODUCTION (Why?: Drives reliability through reduction in set-up time, lead time to respond to fluctuations in
8 customer demand)
(Establishes small daily lot sizes for high volume parts in non-continuous flow processes (Fabrication, etc)
(a) No lot sizes are defined for high volume part numbers. Maximum runtime is preferred. 0
(b) Large lot sizes have been defined. High volume parts are run in lost sizes of 2 or more days 5
(c) Small lot sizes have been defined. High volume parts are run daily lot sizes or less. 10
DEDICATED CI RESOURCES (Why?: Improves daily reliability by driving change velocity through training and application of
9 lean principles)
(Drives planning and execution of lean manufacturing transformation)
(a) Management is not trained, but supports lean effort with a dedicated workforce of 1% or less. 0
(b) Management is trained and supports lean effort with a dedicated workforce of 1% to 2%. 5
(c) Management is trained and supports lean effort with a dedicated workforce of 2% or more. 10
### RETURN ON INVESTMENT (Why?: Drives Economic Value Added - EVA)
(Ties current lean manufacturing strategy consistently with future investments)
(a) No formal process exists for a "lean" review of capital investments and new products/processes. 0
(b) "Lean" review process for capital investments, new products/processes is sometimes followed. 5
(c) "Lean" review process for capital investments, new product/processes is strictly followed. 10
Maximum Lean Transformation Points 100
Actual Lean Transformation Points 0
Team Radar Chart Measures Scores
5-S 1
Quality Process 2
Work Cells / PC's 2
Visual Controls 2
Standard Work 3
TPM 2
Continuous Flow 1
Pull Systems 1
Leveling 2
Quick Changeovers 2
Training 3.5
Supplier / Customer Alliances 3
Supplier /
Quic
Radar Chart
5-S
Supplier / Customer Alliances Quality Process
Training 4 Work Cells / PC's
2
Quick Changeovers 0Visual Controls
Group: Complete:
Plant Manager: On Schedule:
Date: Over Due:
Project Value
Kaizen or Six Sigma Project Leader Stream Key Objective & Results to Date Investment Due
Map Ref: Current State Future State Customer Required Date
# Target Area Measures Targets Results Impact
MEETING WORKSHEET
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
7. 7.
8. 8.
Below Goal =
At Goal =
OEE WORKSHEET: Machine Name
DATE: <date>
AVAILABILITY
MONTH NOVEMBER
1. Scheduled time per shift Minutes
2. Planned Downtime
}
- Breaks and Lunches
- Meetings
- Run to Run 0 Minutes
- Planned Maintenance
- Operator not Available
PERFORMANCE EFFICIENCY
QUALITY RATE
PROBLEM STATEMENT:
Status Item Initiative Task Responsibility START FINISH Base Improvement Actual Yes No
No. DURATION Date Date Who Date Time/$
Problem Solving Worksheet
1. Define the Problem (Note all symtoms & use the Is-Is Not form)
7. Verify & Test the Corrective Action (Can the problem be turned "ON' & "OFF" )
Improvement Proposal:
Dates of project:
Include project goals, charter, business case, flow diagram, CTQ charts, etc.
Include system measures, key performance indicators, data collection plan, MSA, data display methods, etc.
Project
MEASURES
Include Cause & Effect diagram, and other data analysis tools used to prove cause.(DOE etc.)
Data ANALYSIS
Describe specific improvements implemented, cost benefits, risk analysis, pilot results, before & after sketches, implementation plan & dates, etc.
IMPROVEMENTS
Implemented
Include control methods, appropriate documentation & standards, follow up plan and dates, as well as reaction plan.
Methods of
CONTROL &
follow- up
Area: Hardware OP of
Standardized Work Chart Process: Stud Assembler PG 1 of 1
Takt Cycle
Plant: Product: sec. sec.
Time Time
Safety
SWIP Critical Safety
Working Sequence Precaution
Walking
C S
0 0 0 Return to Start
JOB BREAKDOWN SHEET
TOOLS & MATERIALS: PET ring frame, stud, pal nut, stud press
Quality
Safety
Ease of Operation
1. Inspect PET ring frame 1.1 Inspect for cracks, 1.1.1 Per customer
short shots, flash, requirement
contamination
3. Load pal nut in press nest 3.1 Pal nut must be 3.1.1 To ensure proper
loaded with teeth down assembly
to hold stud securely
5. Load stud into PET frame pocket 5.1 Stud must lay 5.1.1. To ensure
completely in proper assembly
rectangle pocket
6. Align stud head 6.1 Stud must align 6.1.1 To ensure proper
under press head assembly
8. Repeat steps for 14 more studs 8.1 There are 15 studs 8.1.1 Per customer
on each part requirement
10
11
12
13
14
15
Total Time
Yes 0:01:10 0:25:20
% Non Value
No 0:01:10 Add 67%
% Value Add
No 0:01:10 33%
Yes 0:04:55
Process Time
Yes 0:04:55 0:17:30
Delay Time
No 0:04:55 0:06:05
Transport
No 0:04:55 Time 0:01:15
Inspection
Yes 0:06:25 Time 0:00:30
No 0:06:25
No 0:06:25
No 0:06:25
No 0:06:25
No 0:06:25
No 0:06:25
Yes 0:08:10
No 0:08:10
Yes 0:08:20
0.014
0.012
0.01
0.014
0.012
0.01
0.6710526316 0.004224537
0.0008680556
0.0003472222
0.006
0.004
0.002
0
Plot Width
Max 0.002604 0.00
0.00026 0.00
0.01
0.02
0.00
0.00
0.00
- At the SPEED of SIGHT
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- At the SPEED of SIGHT
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VSM Action Plan Example
JW &
3 Investigate HIP process RP TBD
10