Hoshin Kanri.xls

ear

2011

HOSHIN KANRI

Philosophy Philoso phy

Slogan

Vision: Mission: Date Prepared

Values:

D IR E C T IO N

Objectives (Whats)

Indicators (How many whats)

1. Increase sales

Increase domestic sales by 15% and international sales by 32%

M A N A G E M E N T P L A N N IN G S t r a t e g i e s (H o w s ) - W h a t s

In d i c a t o r s ( H o w m a n y h o w s )

1.1 Sell services that add value to our customers

Sales in $

VT, MK, DG

1.2 Increase sales with current customers

Sales in $

VT, MK, DG

1.3 Launch products in record time

Days to launch

VT, MK, IN

1.4 Enter new niche markets

Targeted segments Facility sigma level

2.1 Implement Lean 6 Sigma 2. Become a world-class world-class company (reduce expenses)

R es p o n s i b l e

Increase profitability of the operation from 25% to45%, reducing defects and improving customer satisfaction

IN, CA, DG, RH

Leve Levell of cust custom omer er sati atisfac sfacti tion on

IN, IN, CA, CA, DG, DG, RH

OEE

IN, CA, DG, RH

Delivery days

IN, CA, DG, RH

Inventory turns

IN, CA, DG, RH

Operation expenses

IN, CA, DG, RH

% scrap

IN, CA, DG, RH

2.2 Maitain ISO 9000:2000 certification

Number of noncomformities

2.3 Im pl plement lean logistics

On-time deliveries (punctuality)

CA

Todos CA, SE, DG TODOS IN, CAL

3. Convert HR into a competitive advantage

Achieve less than 1% annual rotation, suggestions implemented per person

HR 3.1 3.1 Esta Establ blis ish h a sugg sugges esti tion ons s prog progra ram m

Month onthly ly sugg sugges esti tion ons s per per pers person on

Revision Date

EXECUTION K e y a c t i v i t i e s / Im p r o v e m e n t p r o j e c t s

1.1.1 Design customer service packages 1.1.2 Analyze purchase frequency and identify trends 1.1.2 Visits to customers that stopped buying 1.3.1 Introduce concurrent engineering and DFSS 2.1.1 Train personnel on Six Sigma 2.1.2 BB and GB certification 2.1.3 Executive training 2.1.2 Pilot implementation in area A 2.1.2 Certify personnel as multiskilled operators 2.1.3 Implement 5S in facility 1 2.1.4 Implement TPM in the pilot area 2.1.5 Implement continuous flow in the pilot 2.1.6 Implement SMED in the pilot area 2.2.1 Conduct internal audits 2.2.2 Perform all corrective actions 2.3.1 Implement kanban 2.3.2 Implement heijunka 2.3.3 Implement software 3.1.1 Conduct a diagnosis of the organizational climate

L e ad e r

Revision Date

EXECUTION K e y a c t i v i t i e s / Im p r o v e m e n t p r o j e c t s

1.1.1 Design customer service packages 1.1.2 Analyze purchase frequency and identify trends 1.1.2 Visits to customers that stopped buying 1.3.1 Introduce concurrent engineering and DFSS 2.1.1 Train personnel on Six Sigma 2.1.2 BB and GB certification 2.1.3 Executive training 2.1.2 Pilot implementation in area A 2.1.2 Certify personnel as multiskilled operators 2.1.3 Implement 5S in facility 1 2.1.4 Implement TPM in the pilot area 2.1.5 Implement continuous flow in the pilot 2.1.6 Implement SMED in the pilot area 2.2.1 Conduct internal audits 2.2.2 Perform all corrective actions 2.3.1 Implement kanban 2.3.2 Implement heijunka 2.3.3 Implement software 3.1.1 Conduct a diagnosis of the organizational climate 3.1.2 Establish a suggestions program and present it 3.1.3 Launch and training to all program staff 3.1.4 Conduct follow-up audits

L e ad e r

Year

2008

HOSHIN KANRI

Philosophy

Slogan


Values:

DIRECTION

Objectives (Whats)


Revision Date

M A NA GEM ENT PL A NNING St rat eg ies (Ho w s ) - W h ats

In d ic at o r s (Ho w m an y h o w s )

EXECUTION Res p o n s ib le

Key activities/improvement projects

Year

2008

HOSHIN KANRI

Philosophy

Slogan


Values:

DIRECTION

Objectives (Whats)


Revision Date

M A NA GEM ENT PL A NNING St rat eg ies (Ho w s ) - W h ats

In d ic at o r s (Ho w m an y h o w s )

EXECUTION Res p o n s ib le

Key activities/improvement projects

www.leansixsigmainstitute.org





Leader

Leader






Lean Manufacturing Implementation Plan Week of the year

Development of Projects Activities

Responsible

1.1.1 Design customer service packages

J.P.M

1.1.2 Analyze purchase frequency and identify trends

L.S

1.1.2Visit customers that stopped buying 1.3.1 Introduce concurrent engineering and DFSS 2.1.1 Train personnel on Six Sigma 2.1.2 BB and GB certification 2.1.3 Project to reduce waste in warping 2.1.2 Reduce changeover times 2.1.2 Certify personnel in multiskills 2.1.3 Reduce defects in product D 2.1.4 Reduce energy expenses 2.1.5 Implement TPM 2.1.6 Implement TPM 2.2.1 Conduct internal audits 2.2.2 Perform all corrective actions 2.3.1 Perform diagnosis 2.3.2 Train staff on clean industry 2.3.3 Implement improvements to achieve certification 3.1.1 Conduct a diagnosis of the organizational climate 3.1.2 Establish a suggestions program and present it 3.1.3 Launch and train all program staff

Progress 100.0% 40.0%

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

Lean Manufacturing Implementation Plan Week of the year

Development of Projects Activities

Responsible

1.1.1 Design customer service packages

J.P.M

1.1.2 Analyze purchase frequency and identify trends

L.S

Progress

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

100.0% 40.0%

1.1.2Visit customers that stopped buying 1.3.1 Introduce concurrent engineering and DFSS 2.1.1 Train personnel on Six Sigma 2.1.2 BB and GB certification 2.1.3 Project to reduce waste in warping 2.1.2 Reduce changeover times 2.1.2 Certify personnel in multiskills 2.1.3 Reduce defects in product D 2.1.4 Reduce energy expenses 2.1.5 Implement TPM 2.1.6 Implement TPM 2.2.1 Conduct internal audits 2.2.2 Perform all corrective actions 2.3.1 Perform diagnosis 2.3.2 Train staff on clean industry 2.3.3 Implement improvements to achieve certification 3.1.1 Conduct a diagnosis of the organizational climate 3.1.2 Establish a suggestions program and present it 3.1.3 Launch and train all program staff 3.1.4 Conduct follow-up audits Completado

En risgo de tarde

Tarde

Planeado







37 38 39 40 41 42 43 44 45 46 47 48 49 50 51

37 38 39 40 41 42 43 44 45 46 47 48 49 50 51







1 BOX SCORE

Units per person On-time deliveries Lead time (days) Days from door to door First pass quality Sigma level Cost of no quality Average cost of product Inventory value Inventory turns Maintenance costs 5S Evaluation OEE New product launch time

Objective 21 100% 4 3 95% 5

3

14-Jan 16.00 100% 4 12 80% 4.30

4

21-Jan 18.00 100% 1 23 80% 4.11

5

28-Jan 20.00 100% 3 14 85% 4.32

6

4-Feb 19.00 100% 4 9 85% 4.70

11-Feb 23.00 100% 5 7 85% 4.34

$

250

$

2,345

$

3,112

$

645

$

345

$

1,245

$

3,124

$

300

$

343

$

337

$

362

$

338

$

337

$

325

$

545,000

$

500

$ 3,004,234

12

$ 2,334,756

4.50 $

100% 85% 25 days

Velocidad de demanda Veocidad de producción Capacidad Disponible Income Material costs Conversion costs Value Stream net profit Value Stream rate of return

2

7-Jan 14.00 100% 3 6 80% 4.10

Progress

2,820

$ 2,945,893

4.00 $

645

$ 2,564,392

6.70 $

2,323

$ 1,945,678

7.10 $

976

$ 1,234,975

8.30 $

1,733

9.00 $

756

100% 70% 42

100% 73% 42

100% 75% 42

100% 79% 42

100% 81% 37

100% 81% 37

29% 54%

29% 54%

29% 54%

28% 52%

28% 52%

28% 52%

17%

17%

17%

20%

20%

20%

$

432,050

$

384,870

$

422,456

$

389,754

$

389,455

$

456,032

$

189,000

$

125,679

$

167,453

$

133,456

$

133,234

$

197,034

$

131,200

$

130,242

$

132,000

$

132,426

$

128,034

$

$

111,850 $

25.89%

128,949 $

33.50%

123,003 $

29.12%

111,342

123,872 $

128,187 $

147,656

31.78%

32.91%

32.38%

7

8

18-Feb

25-Feb

1 BOX SCORE

Units per person On-time deliveries Lead time (days) Days from door to door First pass quality Sigma level Cost of no quality Average cost of product Inventory value Inventory turns Maintenance costs 5S Evaluation OEE New product launch time

Objective 21 100% 4 3 95% 5

3

14-Jan 16.00 100% 4 12 80% 4.30

4

21-Jan 18.00 100% 1 23 80% 4.11

5

28-Jan 20.00 100% 3 14 85% 4.32

6

4-Feb 19.00 100% 4 9 85% 4.70

11-Feb 23.00 100% 5 7 85% 4.34

$

250

$

2,345

$

3,112

$

645

$

345

$

1,245

$

3,124

$

300

$

343

$

337

$

362

$

338

$

337

$

325

$

545,000

$

500

$ 3,004,234

12

$ 2,334,756

4.50 $

100% 85% 25 days

Velocidad de demanda Veocidad de producción Capacidad Disponible Income Material costs Conversion costs Value Stream net profit Value Stream rate of return

2

7-Jan 14.00 100% 3 6 80% 4.10

Progress

2,820

$ 2,945,893

4.00 $

645

$ 2,564,392

6.70 $

2,323

$ 1,945,678

7.10 $

976

1,733

9.00 $

756

100% 70% 42

100% 73% 42

100% 75% 42

100% 79% 42

100% 81% 37

100% 81% 37

29% 54%

29% 54%

29% 54%

28% 52%

28% 52%

28% 52%

17%

17%

17%

20%

20%

20%

$

432,050

$

384,870

$

422,456

$

389,754

$

389,455

$

456,032

$

189,000

$

125,679

$

167,453

$

133,456

$

133,234

$

197,034

$

131,200

$

130,242

$

132,000

$

132,426

$

128,034

$

$

111,850 $

25.89%

128,949 $

33.50%

123,003 $

29.12%

8

25-Feb

$ 1,234,975

8.30 $

7

18-Feb

111,342

123,872 $

128,187 $

147,656

31.78%

32.91%

32.38%

De acuerdo al objetivo planeado Cerca del objetivo planeado Lejos del objetivo planeado



9

10

4-Mar

11-Mar

9

10

4-Mar

11-Mar




Periodic Review Location Description of the objective

Date Measurements of the process

Strategies

Measurements of the process

Expected Results

Actual Results

Periodic Review Location Description of the objective

Date Measurements of the process

Strategies

Measurements of the process

Expected Results

Actual Results

Deviation Analysis

Future Implications

Expected Results in the next period

Notes


Current Date

28-May-07

Week

Metric:

10

Overall Equipment Effectiveness (OEE)

Objetivo Maximize equipment productive time to ensure on-time deliveries Overall Equipment Effectiveness

90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

OEE

Goal

350 300 250 200 150 100 50 -

1

OEE Goal

2 3 4 5 6 7 8 9 10 36% 48% 49% 56% 59% 63% 65% 71% 73% 85% 85% 85% 85% 85% 85% 85% 85% 85%

Series2

Breakdown 198

Set up 78

Jams 45

Defects 35

Series1

53%

74%

87%

96%

Wk. MATERIAL

2 3 5

METHODS

M.A.

Description

Adjustm 15 100

Date

A.M Super-cleaning event A.M Implementation of preventive maintenance A.M Autonomous maintenance

1/7/2006 1/14/2006 1/28/2006

Lack of maintenance low quality

Lack of planning Lack of work instructions Breakdowns

Poorly trained

Very worn Low performance

PEOPLE

MACHINE

Notes www.leansixsigmainstitute.org


ents

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

End Date 1/9/2006 1/16/2006 1/30/2006

ents

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

End Date 1/9/2006 1/16/2006 1/30/2006



Meeting Minutes Meeting #

Scheduled Time

Date

Start Time

Location

Closing Time

Meeting Topic

Objective

Guests Name

Agenda Attended

9:00 9:00 9:00 9:00 9:00 9:02

No.

1 2 3

Topic

Time

Hoshin Kanri.xls

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