Continuous Improvement Methodology
(Kaizen Blue Book)
Courtesy of Pratt and Whitney
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Table of Contents Lean Manufacturing………………………………………………….… 4 Toyota Production System……………………………………………. 5 Continuous Improvement Methodology………………………..….. 6
Mission……………………………………………………………….7 Goals………………………………………………………………....8 Takt Time…………………………………………………………………. 9 Product Quantity Analysis………………………………………….… 10 Product Quantity Analysis (example)……………………………..11 Product Quantity Analysis Chart (explanation)….……………….12 Product Quantity Analysis Sheet (template)..…………………… 13 Product Quantity Analysis Chart (template)…………………….. 14 Process Matrix…………………………………………………………...15 Process Matrix Sheet (template)…………………………….…… 16 Process-at-a-glance and example…………………………………..... 17 Process-at-a-glance (template)…………………………………... 18 Part Spaghetti Chart and example…………………………………... 19 Part Spaghetti Sheet (template)……….…………………………. 20 Time Observations…………………………………………………….. 21 Time Observation Form (example)………………………………. 22
Time Observation Form (template)………………………………. 23 Capacity Analysis……………………………………………………..... 24 Table of Production Capacity by Process (template)…...……… 25
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Table of Contents Standard Work Combination Sheet……………………...…………..26 Standard Work Combination Sheet (example).…………………27 Standard Work Combination Sheet (template)………………….28 Standard Work Sheet…………………………………………………...29 Standard Work Sheet (example)…………………………………. 30 Standard Work Sheet (template)…………………………………. 31 Percent Loading………………..………………………………………..32 Operations Bar Chart…….………………………………………..……38 Operations Bar Chart with SWIP………………………………... 39 Visual Controls and Measures…………….…………………………. 40 Visual Control Examples.…...………………………….…………. 41 5S Evaluation...………….…………………………………………. 42 5S Evaluation (example)………………………………………….. 43 Red Tag (example)……………………..………………………….. 44
Set-up Reduction……………………………………………………….. 45 Set-up Bar Chart (example)…………………………………….… 46 Set-up Observation Analysis Worksheet (example)……………. 47 Set-up Observation Analysis Worksheet (template)……………. 48 Mistake Proofing……...………………………………………………… 49 Mistake Proofing Worksheet (example)…………………………. 50 Mistake Proofing Worksheet (template)……………….………… 51 Total Productive Maintenance……………………………………….. 52 Pull Systems…………………………………………………………….. 53 Glossary of Terms……………………………………………………… 54 P&W/OCI
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Lean Manufacturing Lean manufacturing is a process that seeks to deliver product to the customer “just-in-time” . To deliver just-in-time is to deliver: • what is required • when it is required • in the quantity that is required. Implementing a “lean” production system both demands and drives reductions in lead-time and inventory as well as improves delivery performance, providing a direct path to impact bottom-line business metrics. Lean manufacturing is built upon the foundation of The Toyota Production System and the disciplined application of the seven elements of the ACE initiative. The three progressive tiers of a lean production system are: Takt Flow Pull
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Toyota Production System
Cost reduction through the elimination of waste (Muda) The two pillars of the Toyota Production System
Takt time
Kanban 1:1:1 relationship
Mistake proofing Visual controls SWIP Andon
Reduced set-up time
Jidoka
One-piece flow
Human vs machine work
(Autonomation)
Just-in-Time
Multiple skilling
Leveled Production Right Products Delivered at the Right Time in the Right Quantities • What is needed • In the amount needed • When it is needed Relentless Pursuit of Waste to Reduce Costs • Through Standardization • Minimize Inventory • Reduce Lead times Create Flow • Material for one piece flow • Tools and equipment • Staff for multiple process handling P&W/OCI
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Continuous Improvement Methodology Definition: To become and continually remain cost competitive, by focusing on the elimination of the 7 - types of waste from the manufacturing and support processes. 1. Inventory 2. Over Production 3. Transportation 4. Over Processing 5. Unnecessary Motion (Walking, Searching, Reaching) 6. Waiting 7. Rework/Correction How: By using the following problem solving tools to accomplish the task of waste elimination. Mission & goals Takt Time Calculation P-Q Analysis Cell formation / redesign Process Matrix Process-at-a-glance Part Spaghetti Chart Time Observations Capacity Analysis Standard Work Standard Work Combination Sheet (Toyota Production System) Standard Work Sheet Percent loading Chart Standard Work in Process Visual Controls 5S Evaluation Red tag Other Continuous Improvement Setup Reduction tools Mistake proofing Total Production Maintenance Pull system Not all tools are applicable to all events and some may be available from previous events. P&W/OCI
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Mission Purpose: To set direction and boundaries for the team’s workshop. Management reviews and approves the mission. How: Use one or two sentences to describe the team’s task. Examples:
“Create a level flow of work in the PW4000 horizontal engine assembly line to reduce lead time while creating a safe work environment and maintain flow to takt time.” “Identify and implement changes in the PW2000/F117 high compressor build process in order to reduce cycle time, standard work in process and maintain flow to takt time.” “Observe and standardize processes in cells 14 & 15 to eliminate obstacles that would prevent the implementation of a pull system.” “Implement standard work in cells 14 & 15 to identify standard work sequence and standard work in process. Take necessary steps to prepare for implementation of a pull system.” “Evaluate all activities centered around manufacturing processes in cell #4 for opportunities to improve lead times, set-up times, and orderliness.” “Provide an x-ray department which is the most responsive to customers needs in a manner which is organized, comfortable and efficient.” “Evaluate VTL operations in cell #4. The VTL load is over capacity, and results in late deliveries, compromised quality and excessive costs.” “Re-define standard work on the final build line to accommodate new product. Identify material flow, staffing, and tooling requirements to support decrease in takt time.”
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Goals Purpose: To provide measurable milestones for the team to accomplish within a specific time frame. How: Determine specific items your team needs to work on to accomplish your Mission. Determine start values (time, square footage, staffing, etc.). Then decide where your team needs to be at the end of the workshop by setting target values. Examples: “Reduce set-up on G&L 54890 from 4 hours 20 minutes to 2 hours.” “Reduce cell 14 from 23,500 sq. ft to 8,000 sq. ft.” “Improve quality on P/N 123456 from 92% to 100%” “Reduce lead time from 8 days to 6 days.” “Reduce standard work in process from 6 fan cases to 3 fan cases, by removing waste from the assembly process.”
Goals should be translated into targets on the Target Progress Report. Other improvements,which may not be easily measured, can also be goals.
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Takt Time Purpose: To identify the maximum time allowed to produce a part that meets customer demand. How: Only two factors are used to figure takt time, Time available & Customer requirements (schedule)
Takt = Time
total daily available time total daily customer demand
Takt Time Calculation Example • Total daily operating time = hours/minutes schedule to work - lunch - personal time • 2 shifts, 5 days a week • Note: Use as a guide to figure out your total daily operating time. 1st shift
Schedule to work, 7:00 - 3:30 = 8 1/2 hours = Lunch Personal time Daily operating time, shift 1
510 min. - 30 min. - 30 min. 450 min
2nd shift
Schedule to work, 3:30 -12:00 = 8 1/2 hours = Lunch Personal time Daily operating time, shift 2
510 min. - 30 min. - 30 min. 450 min.
Total daily available time = 450 minutes + 450 minutes =
900 minutes
• 3 months schedule plus overdue = 378 parts Parts per month = 378 parts / 3 months = 126 parts per month
Total daily customer demand
=
Takt time
=
126 parts per month = 6.3 parts per day 20 working days per month 900 minutes = 142 minutes 6.3 parts/day
Every 142 minutes (2.4 hours) a part has to be delivered! P&W/OCI
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Product– Quantity Analysis P-Q Analysis Purpose: To analyze the relationship between products and quantity (production output). A distinction between “flow of quantity” and how “flow of product models” can be made. This will help evaluate the mix of products being produced. How: 1. Obtain three to six months data on product (or parts) and production output for all parts, which will be produced by the cell. 2.
Calculate the total production output required for each part number and list them in descending order on the P-Q Analysis List (see example on the next side). • • • •
Running total is the summation of that part plus all previous rows of part quantities. % is the quantity for that part number divided by the total quantity. Total % is the running total divided by the total quantity. % part number is the number divided by the total number of part numbers 1 / 27 = 3.7 % 2 / 27 = 7.4 %
3. Convert this list into a chart as shown with the quantity on the vertical axis and part numbers on the horizontal axis. 4. Use a line graph to plot the running total % on the same chart.
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Product–Quantity Analysis
A High Volume
B
Medium
C
Low
Spares
The P-Q Analysis chart can be broken up into group “A”, group “B” and group “C” type parts. Check to see if the Pareto principle applies, that is, 20% of the parts make up 80% of the volume. If that is the case, dedicated lines are appropriate. Group “A” parts can be put into specialized lines for building quantity. Group “B” and “C” parts are ordinary lines building product models. The key contributing factors in ordinary lines and Group Technology (GT) lines are changeover. GT lines are lines that turn out different products (or parts) that have similar process paths and can therefore use the same line configuration. We can improve GT lines by combining tool functions and establishing simple changeover procedures. NOTE: This tool MUST be used in conjunction with the Process Matrix to determine part families. Part configuration and material also need to be considered.
Family “A”
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Family “B”
Family “C”
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Product–Quantity Analysis Example Product - Quantity Analysis Analysis Period: Item
Part Number 222 124 276 455 275 900 217 65 333 28 22 112 90 990 356A 12 128 531 34 84B 21C 345 67 234 92A 21C 42N
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total Quanitiy = Number of P/N's =
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Analysis By:
6/99 - 9/99 Part Name TUBE BRACKET TUBE WIDGET WIDGET SHIM TUBE SHIM TUBE BRACKET BRACKET BRACKET TUBE TUBE WIDGET WIDGET TUBE TUBE BRACKET TUBE TUBE WIDGET TUBE BRACKET SHIM SHIM SHIM
Quantity 120 115 110 98 65 64 61 48 44 33 32 30 30 28 28 26 24 23 12 9 8 5 5 4 4 4 1
Running Total 120 235 345 443 508 572 633 681 725 758 790 820 850 878 906 932 956 979 991 1000 1008 1013 1018 1022 1026 1030 1031
MDL % Total Quantity 11.64 11.15 10.67 9.51 6.30 6.21 5.92 4.66 4.27 3.20 3.10 2.91 2.91 2.72 2.72 2.52 2.33 2.23 1.16 0.87 0.78 0.48 0.48 0.39 0.39 0.39 0.10
Date: Cum Total % 11.64 22.79 33.46 42.97 49.27 55.48 61.40 66.05 70.32 73.52 76.62 79.53 82.44 85.16 87.88 90.40 92.73 94.96 96.12 96.99 97.77 98.25 98.74 99.13 99.52 99.90 100.00
10/12/99 % Total P/N's 3.70 7.41 11.11 14.81 18.52 22.22 25.93 29.63 33.33 37.04 40.74 44.44 48.15 51.85 55.56 59.26 62.96 66.67 70.37 74.07 77.78 81.48 85.19 88.89 92.59 96.30 100.00
1031 27
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Product Quantity Analysis Sheet Product - Quantity Analysis Analysis Period: Item
Part Number
Analysis By: Part Name
Quantity
Running Total
Date: % Total Quantity
Cum Total %
% Total P/N's
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 Total Quanitiy = Number of P/N's = P&W/OCI
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Part No.
P-Q Analysis Chart
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% Total
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Quantity
Process Matrix Purpose: To establish the types of machines and other equipment that are needed for processing each part number and what path these processes take. A Process Matrix will highlight which parts should be processed together in a cell and which parts should be reprocessed in order to match the flow of other parts. Star Part (Definition): Part with the largest schedule that goes through the most processes in its part family. The star part shall be taken from the highest volume part family identified in the PQ Analysis. Make sure the part selected for the process order is that requiring the most processes. How: 1. List part numbers and part type vertically. Use primary part loads (80% of volume) from the P-Q. analysis. List the star part first, then in descending order of load. 2. List machine and other equipment as well as process name horizontally. 3. Show sequence of operations for each part using a number inside a circle. 4. Show reversals with a dashed line in order to make them stand out. 5. Identify key reprocessing sequences to eliminate reversals. (------)
Machine
Star Part
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Process Part Type Part #
M1
M2
M3
M4
M5
M6
M7
M8
Cut
Drill
Punch
Press
Press
Bend
Bend
Weld
3
4
5
6
7
3
4
4
5
1B3486
Bracket
1
2
50H386
Cover
1
2
51H964
Bracket
1
859048
Shield
1
4070219
Bracket
1
4
4073525
Shield
4
1
3
2
2
3
2
4
3
2
3
5 15
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Part #
Part Matl. Type
Process
Machine
Process Matrix
Process-at-a-glance Purpose: To illustrate the processes and the components of operations within the processes for given parts. Easily identifies waste, duplications, and areas for improvement. How: List operation numbers across the top. Illustrate in each column the following items as they pertain to that particular process. 1. sketch of what the part looks like at this process 2. work method 3. measuring or gauging method 4. cutting tools 5. fixtures or jigs 6. machine 3-8-00 25 min
Box
Box
Box
Scan
..
..
Box
Packing Station
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Part Spaghetti Chart Purpose: To graphically illustrate the flow of product through the factory while identifying value and non-value added steps in an effort to highlight waste. How: 1. Walk the process and follow a “star part”. Use one of the following techniques to document the current process: make a sketch as you go to each point throughout the shop
2.
mark up a copy of the factory layout
document the closest column number at each point
**Measure the travel distance in feet between each station.
3. Count the number of pieces of work in process and inventory at each location. Part Number:
Part Spaghetti Chart Broach Mill 1
4
3 6
XYZ
Date:
4/4/99
Total Travel Distance:
4261'
10
11
Inspection
8
12
2
Wash Station
13
9 5
7 VTL
Work Bench
1 Incoming Rack
14
Outgoing Rack
**Please mark with another color, any travel distance where the operator is
NOT traveling with the part. Do not include this in the part travel distance. P&W/OCI
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Time Observations Purpose: To observe and record task and time of person's actual work. To establish a standard method for the work. How: 1. Keep a running clock to track time and record in the top of the divided box. This way, a glance of the watch is all that is required. 2. After timing is complete, subtract the component task time from the previous time and record in the lower half of each box. 3. When repetitious tasks are recorded the lowest repeatable observed time is the task time. 4. Keep notes of any abnormal happenings. 5. Make a sketch of area being observed.
2
Time Observation Form No.
4
3
1
Component Task
1
2
3
Component Task time
5
Observation Date:
Operation Number:
Observation Time:
Observer:
notes:
1
2
3
4
Why should we focus on the most experienced operator when doing time observations? The “most experienced” operator will be the most efficient. They probably have removed a lot of wasted steps already. This person does not have to be the fastest because does not always mean the best quality.
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Capacity Analysis Purpose: To identify bottlenecks, areas of excess capacity and possible target areas for improvement. Demonstrate the maximum capacity of each machine and determine the number of workers needed. How: Collect data to complete the “Production Capacity by Process Form”.
1. 2. 3. 4. 5. 6. 7.
8. 9.
Enter component tasks under the “process description”. Record the auto (machine) run times and manual task times. Add the manual and auto run times to obtain time “to complete”. Enter the average number of parts processed before a tool change is required as “# pieces to change”. Enter the average time required to change the machine tool as “time to change”. Divide “time to change” by “# pieces to change” and record as “time per piece”. Processing capacity = operating time per shift time to complete + time per piece Note: Processing capacity is only calculated for automatic operations. Maximum Output per day = the minimum value in the processing capacity column. Workers needed = total human work time takt time total human time = sum of manual and walking time for entire process.
Capacity Analysis Table of Production Part # : Capacity by Process Part name:
Line name: Max output/day: Base Time
Step #
P ro cess Descriptio n
M achine #
Walking
Current output /person/day: Tools
M anual A uto Run
To Co mplete
# o f pcs to change
Time to Time/P c Change
P ro cessing Capacity
Date: New or Rev Remarks/Time Indicated
Totals Grand Total
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Standard Work Combination Sheet Purpose:
To provide a guide for the operator in the manufacturing of a part. It highlights wait, waste, and areas for improvements.
How:
1.
Transfer the “component tasks” from the time observation sheet. Combine steps that have manual, automatic and walking in sequence. Put the respective times in their respective columns.
2.
Using a solid line for manual time, a dashed line - - - - - for automatic time and a wavy line for /\/\/\/\/\/\/\ for walking time, plot the time. The scale may be adjusted to suit the relative time.
3.
Draw a double solid line with arrows at both ends to show waiting time (i.e. waiting for an inspector).
4.
Sum up all totals and fill in all other information.
5.
Draw the takt time line in red.
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Standard Work Sheet Purpose: To outline the path of work for each operator. How: Record and highlight quality checks, safety warnings, plus the three essential elements: takt time, work sequence and standard work in process. Display this at each work station.
Definition of Standard Work • Standard work focuses on the product. • A method of carrying out work consistently using current best practices from both process and product knowledge.
Goals of Standard Work • Simplify work to ensure sustained quality, consistency and repeatability • Identify/eliminate waste • Eliminate non-value added activity • Ensure that changes incorporating new best practices are documented and shared.
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Operator
Incoming
7
Operator P&W/OCI
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Percent Loading Purpose: To compare operator’s actual task cycle time to takt time. How: Plot each operators standard work combination sheet totals for manual, walking and waiting time and compare to takt time.
Percent Loading Chart
Time (minutes)
T ime (minutes) T akt time
40 30 T/T=100 min
20 10 0 Tom
Pam
Lisa
Jeff
Art
Operators
•
Specify time in seconds, minutes or hours
•
Units of time are to be the same as on the Standard Work Combination Sheet
•
Takt Time (T/T) needs to be shown as a red line
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Standard Work in Process Purpose:
To maintain the optimal supply of material to satisfy customer demand.
How:
Calculate the quantity required or Standard Work in Process (SWIP) at each operation. Balance the SWIP with the cycle time to remain within takt time.
SWIP Definition: Minimum inventory required at each workstation to support continuous flow and meet customer demand.
SWIP = Total Cycle Time / Takt Time Example: If your total cycle time is 112 hours and the takt time is 4 hours SWIP = 112 / 4 = 28 pieces i.e. your SWIP should be 28 for the total process.
Use a buffer to establish a curtain when automatic time, load and unload time exceed takt time or delivery time from supplier, or out of area operations.
SWIP in a batch = automatic time + load time + unload time takt time
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Standard Work in Process Example The inventory required at each workstation to support continuos flow.
Batch operation in cell
Manual
(Process < T/T)
(Process < T/T)
Auto
Auto
Machine type A
Incoming area
Machine type B
External support Manual
= material required
Auto
Auto
(Process < T/T)
(Process < T/T)
Outgoing area
to support daily releases and deliveries
= material being worked on the machine (SWIP) = material in batch process (SWIP)
= material required to support flow at batch operation (SWIP) = material at external support (SWIP)
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Standard Work in Process Example There are four types of SWIP.
1. Single piece machine
3. Manual operation
2. Batch operation
4. External support
Calculation
Example, see previous side
Single piece machine SWIP = 1 pieces in machine
SWIP = 4 piece
Batch operation SWIP = Minimum required for batch loads
SWIP = 4 + 4 = 8 pieces
Batch size = (Auto time + unload time + load time)/TT
Manual operation SWIP = 1 piece, operator full time SWIP = 0 piece, manual work between machines
SWIP = 0
External support LT = External support demonstrated lead time
LT = 2 pieces (given)
DFRS = Daily flow rate to external support
DFRS = 8 pieces (given) SWIP = LT · DFRS SWIP = 2 · 8 = 16 pieces
TOTAL SWIP = 4 + 8 + 0 + 16 = 28 pieces P&W/OCI
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SWIP & Operators Calculations Example
Given: T/T = 100 minutes per piece
Operation Machine time number (auto & manual)
SWIP
A.
E
1
50
2
50
3
40
"The curtain" pieces waiting Operator Manual time per shift before or after collectively
100 min.
B
10 20 C
90 min.
G
20
D.
4
20
5
30
20
6
300
30
7
90
30
8
30
9
40
20
10
80
30
11
70
30
70 min.
90 min.
20
95 min.
15
60 min.
To maintain flow: Standard Work in Process = 12 pieces
For explanation of example, see next page.
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SWIP & Operators Calculations Example Explanation of SWIP and Operators Calculations: A.
Auto and manual operations may be combined as long as their total time (auto + manual) does not exceed takt time. Therefore operation X + Y + Z… takt time (i.e. operations 1+ 2 = 50 + 50 = 100 minutes takt time)
B.
Manual time = total time - auto time (i.e. manual time = total time - automatic time = 50 - 40 = 10 minutes)
C.
In this particular operation, there should always be one part in the work process. (i.e. one part will always be on the grinding machine during operation number two.)
D.
Multiple manual time operations may be delegated to one operator as long as their combined time is less than or equal to takt time. (i.e. operations # 1-5 may be delegated to one operator because the combined time is under takt time)
E.
In this particular curtain cell there are three SWIP and a total cycle time of 300 minutes. This operation meets takt time because although the cycle time is more than 100 minutes, there will be three parts finished after 300 minutes. ( i.e. 300 minutes / 3 parts = 100 minutes / part takt time )
F.
There must be three pieces delivered to the curtain cell every 300 minutes. When a part is delivered to the curtain cell before cycling through operation # 6, a part must likewise be pulled from the part(s) that have already been cycled through operation #6. Consequently, the number of parts waiting batch cycling before operation #6 plus the number of parts waiting after batch cycling in operation #6 must equal three, in any combination.
Ex.
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2 parts waiting to be cycled through operation #6 + 1 part waiting after batch cycling in operation #6 3 curtain pieces
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Operations Bar Chart Purpose: To identify the capacity of operations and placement of standard work in process to maintain part flow. How: Plot the manual, automatic, walking, and set-up time for each operation as it pertains to the flow of material.
Operations Bar Chart 350
Time (minutes)
300 250 200 150 T/T=100 min
100 50 Op 11
Op 10
Op 9
Op 8
Op 7
Op 6
Op 5
Op 4
Op 3
Op 2
Op 1
0
Operations Manual
Auto
Walk
Setup
Remember: The takt time line is always to be shown in red.
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Operations Bar Chart with SWIP
Operations Bar Chart with SWIP 350
335
250 200 T/T= 105 min
150
52
58
50
51 25
32
35
78
70
Op 11
100
100
Op 10
Time (minutes)
300
40
Op 9
Op 8
Op 7
Op 6
Op 5
Op 4
Op 3
Op 2
Op 1
0
Operations Manual
Auto
Walk
Setup
= one standard work in process
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Visual Controls & Measures Purpose: To let everyone know the status, performance, organization and standards. Saves time by giving an accurate view of the present situation.
How: Expose the hidden factory. • Determine information and controls necessary for equipment, tooling, people and product. • Implement simple user-friendly visuals that are meaningful. Make sure the visuals are easy to update and maintain. • Use total employee involvement • Organization is needed for visual controls to be effective
Four Components of the Visual Factory • Equipment • Tooling • People • Product
Apply Four Key Elements to Each Component • Performance - How is the equipment performing? • Status - What is the current status of the equipment? • Organization - Who is responsible for the equipment? • Standards - What are the equipment standards?
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Visual Control Examples Identification Lines
Shadowboards/Point of Use Storage
12HJF
13
Visual Locations
Determine Location for Needed Items
PW2000 FIXTURES
CUTTER INSERTS
2A4397 3A9674
124GF
2HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
2B4659
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5S Evaluation Purpose: To rate the area in organization and visual controls. How: Use the 5S evaluation form to determine the rating of the work area. Using the following scale, rate each of the 20 items from 0 to 5. 0=poor, 5=excellent. Try to answer the questions in each column starting at the bottom of the form and working up as high as you can honestly go. Score your assessment using the counter in the lower right habd corner of every section (0-1). Partical scoring is permissible. Add up total score of each column and divide by 5 to get the average 5S rating for the Target Progress Report.
What are the 5S’?
1. Sort: Eliminate item’s which are not needed. 2. Straighten: Arrange and label everything so that it is very convenient and easy to locate. Place daily items where used, weekly items nearby, monthly items out of the way but close, and remove those not needed at all. A place for evryting, and everything in it’s place. 3. Shine: Clean the area to set a standard and make it easy to notice abnormalities. 4. Standardize: Standardize processes to eliminate redundant items. Maintain and monitor the first 3 S’s. 5. Sustain: Stick to the rules. Self Discipline.
Work to improve those items that are rated the lowest.
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5S
Sum of Totals Divided by 5 =
Initial Effort
Level 1
Awareness Of Need
Level 2
Organization Understanding
Level 3
Commitment
Level 4
Habit
Level 5
Evaluation Form
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
Total =
..25
.75
1.0
Team has identified items for the work area.
..25
Needed and unneeded items have been identified and unneeded items have been removed for the area. Nothing is placed on top of machines, cabinets, etc.
..25
Only documents and tools necessary to the work area are stored at the work stations and are stored in an orderly manner.
..25
All material has been sorted according to what will be worked today, this week. Materials, tooling, files and reports are routinely reviewed for necessity.
..50
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
Total =
..25
.75
1.0
All needed items are present in the work area. It is not difficult to determine items currently in-use or their priority. Aisles and walkways are clearly marked and unobstructed.
..25
Needed items have been organized according to use, including production tooling, work and tools hand and Incoming procedures. outgoing areas are clearly designated and utilized.
..25
A priority system has been established to highlight the order in which jibs will be performed. All tooling, gages, hand tools have designated locations.
..25
Team members can easily determine what items are currently in-use and their priority. Visual controls are in place to indicate normal / abnormal conditions.
..25
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
Total =
..25
.75
1.0
Area cleaning is performed on a random basis.
..25
Initial cleaning has been performed. All machines and equipment are neatly painted. Workbenches and desks are free of unnecessary objects.
..25
Cleanliness problems have and identified been preventative measures are documented and in place.
..25
housekeeping area Work responsibilities are established and being followed on a daily basis. Cleaning materials are stored and readily available.
..25
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
Total =
..25
.75
1.0
Work methods are documented in some cases.
..25
Team has agreed on needed items, work methods, and work area controls. Hard for visitors to tell what type of work is but where, and performed employees generally know.
..25
Team has documented needed items, work methods, and work area controls and has made them available in the work area. Possible for visitors to tell what work is performed and where in some cases.
..25
Team is utilizing standard work methods and work area controls on a daily basis. Possible for visitors to tell what work is being performed and where in most cases.
..25
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
.75
1.0
..50
Total =
..25
.75
1.0
Some 5S awareness exists among team members in the area.
..25
have members Team are and of knowledge employing some aspects of 5S.
..25
5S presentation has been made to all team members and a general understanding for the need and direction exists. Area information board and visible present, is maintained.
..25
Team routinely checks are to maintain the 5S’s. Information on the area information board is meaningful to the work area. Source and frequency of problems are documented and taken. action corrective Planning occurs to reach next level.
..25
Information on the area is board information meaningful and influences the daily decisions of the work area. Root causes of problems are eliminated and actions preventative on focus methods.
Team is adhering to standard work methods, and work area controls. A system of improving work methods and work area controls is clearly being utilized. Possible for visitors to tell what work is performed and where in all cases.
Work area housekeeping is a routine way of life. Corrective action measures are in place to address cleanliness issues.
Anyone can walk into the work area and easily locate work by priority. Corrective action measures are in place to address abnormal conditions.
Needed items can be retrieved in 30 seconds or less. Obsolete materials are routinely removed Preventative from the area. measures are in place to keep unnecessary items, reports etc. from entering the work place.
..25
Sustain
Standardize
Shine
Straighten
Sort
Red Tag RED TAG 1. 2. 3.
Category
4. 5.
Raw material In-process stock Semi-finished goods Finished goods Equipment
6. 7. 8. 9. 10.
Dies & jigs Tools & supplies Measuring devices Documents Other ______
Item name & number Units
$ Value
Quantity Reason
1. 2. 3. 4. 5.
Disposal by: Disposal method
Not needed Defective Not needed soon Scrap material Use unknown
Department/Business Unit/Module Center
1. 2. 3. 4. 5.
Discard Return Move to RED TAG storage site Move to separate storage site Other __________
Disposal complete (signature)
Posting date Disposal date
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Setup Reduction Purpose: To increase capacity by reducing set-up; therefore, more parts can be produced. How: Use FAST-TRAC FAST - 4 Categories of Set-up: • • • •
Foresight - the up front planning and preparation Attachment - how things attach - improve by making quick and simple standardize Setting Conditions - positioning of fixture and tools - improve by making quick, simple and mistake proof Trial Runs & Adjustments - establishing a starting point - improve by removing any variation TRAC - 4 Steps to Improve Set-up
• • • •
Training and Awareness - make set-up reduction techniques known to everyone Record & Recommend - observe and document complete changeovers and come up with improvements Application - implement improvements and observe and record Continuous Improvement - Repeat the 4 improvement steps again & again to find better methods
Identify Internal activities and External activities • Internal time is the time when set-up activities are performed while the machine is stopped. • External time is the time when set-up activities are performed while the machine is running. • Move internal to external and reduce both. • Create combination worksheets for the current job’s automatic times and the next job’s external work.
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SECONDS
0
100
200
300
400
500
ORIGINAL TIME 7/10
493 SEC
NEW TIME 7/11
148 SEC
FORM PRESS
NEW TIME 7/12
129 SEC
SETUP BAR CHART
NEW TIME 7/13
121 SEC
100 SEC
TARGET
INSTALL SENSORS PIN AND CLAMP LOAD DIE INTO PRESS & WITHDRAW TABLE WALK TO PRESS LOAD NEW DIE IN TABLE WALK TO DIE RACK LOAD INTO RACK & ADJUST HEIGHT WALK TO DIE RACK ADJUST GRIPPER UNLOAD DIE & ADJUST HEIGHT CATEGORY HEIGHT ADJUST INSTALL TABLE F UNDO SENSORS A UNCLAMP S REMOVE PINS T
TASK
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Mistake Proofing Purpose: To improve Quality with Mistake-proofing for defect prevention instead of detection. In this way the root cause of defects are identified and eliminated so that the defect can not occur again. How: By preventing or correcting a mistake before it becomes a defect.
Use wisdom and ingenuity to create simple and inexpensive deices that allow the operation to be performed defect free 100% of the time. A device should allow us to produce our product without making any defects. Ideally it would not even allow us to make a mistake. The three levels of mistake proofing: • Detects a defect (lowest level) • Detects a mistake (allowing correction) • Prevents a mistake from happening (highest level)
Focus on the Mistake Stage!! Use charts at each operation to capture defect type and expose the root cause of the problem.
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Mistake Proofing Worksheet 1) What is the process name? LASER DRILL
2) Date: 3-3-00
3) What is the problem? Holes drilled into the wrong position on turbine blade
4) Where is the problem occuring? On the YAG Laser Drilling Machine
4a) Where is it found? Mispositioned holes found on leading edge of PW4000 HPT blade
5) Observe the process, and state the facts. 1.) Operator puts blade on fixture in YAG laser machine. 2.) Operator then checks to ensure part is properly placed in the fixture. 3.) Machine then cycled and holes are drilled into the turbine blade. 4.) The part is then unloaded from the machine. 6) If there are procedures or instructions for this process, note the differences from the actual observation. Machine TPM not up-to-date. 7) Why is this problem happening? Machine's axis positioner off location.
Why? Electric cables too short for the laser machine causing them to be pulled out of their socket when the positioner moved to its outermost extremities. Why? During a machine TPM overhaul, the location of the cables were moved in the machine so they would not be in the way of the operator. Why? There is no standard cable length in the TPM maintenance book to ensure that the cables will not become pulled from their socket. Why? Why? 8) What is the before and after condition? Use pictures whenever possible. Before
Machine connection cables installed during TPM too short causing them to loose their connection with the axis positioner. As a result, bad parts produced.
After
Cables lengthened and fasteners placed at the ends of the cable so they will not be disconnected from the axis positioner. Standard cable length added to TPM maintenance manual.
Cable length = 11ft Fasteners Cable length = 7ft
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Mistake Proofing Worksheet 1) What is the process name?
2) Date:
3) What is the problem?
4) Where is the problem occuring?
4a) Where is it found?
5) Observe the process, and state the facts.
6) If there are procedures or instructions for this process, note the differences from the actual observation.
7) Why is this problem happening?
Why? Why? Why? Why? Why? 8) What is the before and after condition? Use pictures whenever possible. Before
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Total Productive Maintenance Total Productive Maintenance (TPM) is a system designed to maximize the total time machines are up and running while minimizing the number of shutdowns requiring emergency maintenance. Components:
• Initial cleaning • Daily walk-around • Machine capability • Scheduled maintenance • Critical spare parts • Culture changes to improve Overall Equipment Effectiveness
Getting Started with TPM 1. 5s
5S the area
2. Operator checklist
Mount list on equipment for operators to utilize.
3. Visual controls
Acquire or create applicable visual controls and have equipment owners apply them.
4. Modifications
Apply to existing “similar” equipment and future purchases.
5. Update
Update your Preventive Maintenance Plan with improved list of activities and hours.
6. Spare part/tool list
Verify parts/tools are in stock, add to Preventive Maintenance database to be purchased.
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Pull Systems
The basic 3 principles of a pull system. 1. What is needed 2. In the amount needed 3. When it is needed
Definition: The production of items only as demanded for use or to replace those taken for use.
Reverse transfer Putting the pull system into practice means a reversal of the normal thinking process. Normally, units are transported to the next production stage as soon as they are ready. In a pull system this is reversed so that each stage must required to go back to the previous stage to pick up the exact number of units needed.
From the next process to the preceding process. The preceding process will have a minimum stock of finished work in it’s “shop.” When some of the stock is sold, this process will manufacture just enough work-in-process to replenish what was sold.
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Glossary of Terms Batch production - The production control methods whereby product is built in lots determined by present and anticipated needs, or as determined by the economic lot size formula, and in all cases determined by what is needed to overcome hidden and/or visible problems. Capacity Analysis Sheet - Continuous Improvement tool that identifies production bottlenecks, areas of excess capacity and possible target areas for improvement. This tool also demonstrates the maximum capacity of each machine and determines the number of workers needed. Continuous improvement - Involves small improvements in work processes as a result of ongoing improvement efforts by everyone. In time, these small improvements add up to a large improvement: the systematic and continuous elimination of waste of capital, material, and people’s time. Continuous improvement is accomplished by identifying and solving problems and by ongoing reduction of variation. Cumulative Percentage = number required for a given product total number required of all parts - used for Product Quantity Analysis Cycle time (for operator) - the total amount of time required for a worker to complete one cycle of his/her entire job process, including manual working time, walking and waiting time. Cycle time (for part) - physical time to process a part through a given workstation. Curtain - a queuing of parts for a batch process (i.e. heat treat, oven, coating, vendor, etc...). External set-up - Activities performed while machine is running. FAST-TRAC - methodology used for set-up reduction. Foresight, Attachment, Setting Conditions, Trial runs & adjustments, Training & awareness, Record & recommend, Application, Continuous improvement. Five S - "Housekeeping" characteristics to improve the work place and the product (Sort, Straighten, Sweep, Sanitize, Sustain). Internal set-up - activities performed while machine is stopped. Just-in-time - what is needed, when it is needed, in the amount needed, where it is needed. Kaizen - take apart and study, then put back together better. Kanban (Calm-bon) - signal system used in a pull system. Lead-time - total elapsed time from release of raw material to completion of finished good. Lean Manufacturing Production - approach based on using multi-skilled workers, highly flexible machines and very adaptable organizations and procedures to manufacture an increasing variety of products while continuously decreasing costs. Leveled production - the overall leveling of production schedule. This is a pre-requisite for Just-In -Time P&W/OCI 55 production.
Glossary of Terms Mistake Proofing - process by which possible problems in a process are identified and systems are put in place to ensure the problems do not occur. Newspaper - A visible “to do list” that charts problems, actions needed to resolve problems, and assigns people and dates to get the items completed. OCI - Office of Continuous Improvement. One Piece Flow - the optimal supply of material maintained to satisfy customer demand Part Flow Diagram - A graphical illustration depicting the flow of product through the factory while identifying value and non-value added steps in an effort to highlight waste. Percent Loading Chart - Compares operator’s actual task cycle time to takt time. Poka-Yoke (POH-ka Yo-kay) - Mistake Proofing. Point of Use Storage (POUS) - Tools, gauges, fixtures, etc., stored at the workstation. Process - A series of activities that takes an input, adds value to it, and produces an output and is definable, predictable, and repeatable. Process-at-a-glance - Continuous Improvement tool that illustrates the processes and the components of operations within the processes for given parts. Easily identifies waste, duplications, and areas for improvement. Process capability - Can be determined only after a process is in statistical control. It is the common cause variation of a process, the short-term variation under controlled conditions. This variation will always be present in a process, and the capability measured is the best process will ever produce unless changed. This is sometimes called short-term capability. Measurement of process capability is designated as a spread in the process at plus-or-minus three standard deviations. Process Matrix - Establishes the types of machines and other equipment that are needed for processing each part number and what path these processes take. This tool highlights which parts should be processed together in a cell and which parts should be reprocessed in order to match the flow of other parts. Product Quantity Analysis - A system that displays the relationship between products and quantity (production output). This shows a distinction between “flow of quantity” and “flow of product models” that will help evaluate the mix of products being produced.
Pull System - The process of pulling material from the previous operation or supplier. Set-up - Elapsed time from the completion of the last part of one run to the completion of the first good part of the next part run. Star Part - Part with the largest schedule and is processed on all machines/benches.
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Glossary of Terms Standard Work - A data collection and analysis system that reduces variations in the process, targets opportunities and tracks improvements in quality, productivity and responsiveness. The three components of standard work are takt time, work sequence, and standard work in process. Standard-work -in- process (SWIP) - number of pieces and their placement at workstations to maintain optimal flow.
Takt Time (T/T) =
total daily available time total daily customer demand
Target Progress Report - Continuous Improvement tool outlining the current production situation of a facility, goals for improvement in the facility, and the steps taken to reach the desired improvement margin. Team leader - A person trained in identifying, analyzing and solving chronic system problems and identifying improvement opportunities. Also discusses schedule requirements and expectations with team members, provides work area for the team, ensures adequate workflow in the area to facilitate process flow analysis, and makes sure front line supervision is kept informed. Time Observation Sheet - A standard work tool that details and times the steps involved by an operator in a process. TPM = Total Productive Maintenance. TPQ = Total Predictive Quality. Value-added work 1. Some kind of processing; changing the shape or character of a product or assembly. 2. Work that really counts, productive work, work that directly contributed to the purpose and improvement of the organization. Visual control - A Japanese production method in which work is managed by data display and visible indicators of procedures, processes, and results. Waste 1. Anything using resources without adding value to the final product. 2. Anything that does not add value to the product or service, whether material, equipment, space, time, energy, systems, or human activity of any sort. 3. Inefficiencies, variation, mistakes and defects, breakdowns and delays, overproduction, waiting, transport, over-processing, excessive inventories; needless repetitious movement. 4. Anything that makes a process more complicated without adding value to the product.
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