Download - Advanced Lean Forms

Contents

Sheets1 5S Check List2 5S Evaluation3 Actin Plan & Report - Individual4 Cause & Effect Diagram5 Cause & Effect Diagram Example6 Design Of Experiment Grid7 Is-Is Not page 18 Is-Is Not page 29 Kanban Worksheet

10 Lean Assessment11 Lean Evaluation Radar Chart12 Lean Project Tracking Sheet13 Meeting Agenda Blank14 Metrics Sheet & Example15 OEE Worksheet16 PDCA Sheet17 Problem Solving Worksheets18 Rapid Improvement Event (REI) Agendas19 Rapid Improvement Event (REI) Worksheets20 Rapid Improvement Event Before & After Worksheet21 Six Sigma Summary Sheet22 Standardized Work Chart23 Standardized Work Breakdown Sheet24 Standard Work Combination Sheet25 Time Observation Sheet26 Value Added (VA) versus Non Value Added (NVA) Worksheet27 Visual Controls Check Sheet28 Value Stream Map (VSM) Action Planning Sheet & Example

Network Path: Fileserver1\CE\Corp\Quality\WI\Trim\Forms\All Trim Groups

TR09-04-01aLast Revised: 9/20/99

5 - S EvaluationAREA EVALUATED: SHIFT: 1 2 3SUPERVISOR:

RATING SCALE: 0-5 (POOR=0, EXCELLENT=5)

ITEM NUMBER ITEM SCOREAND 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 BULLETIN BOARD NO OUTDATED, TORN OR SOILED ANNOUNCEMENTS ARE DISPLAYED.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.

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5

Action Plan & Report After completing each training section provide a completed copy of this form to your trainer and/or mentor.

Signature: _____________________________________________________________________________ Date: ______________

High - Medium - Low (Cirle one)

Three key points from this training are:

What three things do I already do well regarding this training and topic?

What three things will I try to do to improve?

How and when will I measure my improvement?

I completed _________________________training on / / , and my current level of confidence with this topic and material is:

1.

2.

3.

1.

2.

3.

1.

2.

3.

Prepared by Rob Ptacek 04/22/2023

Cause & Effect Diagram: List "Effect"

List "Effect" or outcome

KEY VARIABLES>

Other Concerns> >

Mother Nature MeasuresMaterials

Manpower MachinesMethods


Cause & Effect Diagram: EXAMPLE Schedule Attainment

Schedule Attainment below Goal

KEY VARIABLES> Drop in orders> Schedule Changes> Order size> Lack of materials> Trainees on site

Other Concerns>

Manpower> New people> Poor skills & slow> Trainees to Trainer ratio>>>

Machines> Lack of good tools> No enough tools> Not enough assy stations>>

Measures> Over capacity bookings> Capacity planning> order size impact on throughput>>

Mother Nature> Lack of space > Lack of assy stations> Poor faclities layout?>

Methods> No clear work instructions> OJT training techniques effectiveness> No tools storage standards> Poor connection to std work & goals> Capacity planning> Rush orders> Not running one piece flow> Big batches

Materials> Missing or lost> Late from supplier> Taking from one oredr to use on another>


KEY VARIABLES> Drop in orders> Schedule Changes> Order size> Lack of materials> Trainees on site

Other Concerns>

Methods> No clear work instructions> OJT training techniques effectiveness> No tools storage standards> Poor connection to std work & goals> Capacity planning> Rush orders> Not running one piece flow> Big batches

Design of Experiment Title:

Variable 1 High Low Comments , Findings, and Conclusions:

Varable 2 Big Small Big Small

Variable A Variable B Variable C Variable 3 High Medium Low High Medium Low High Medium Low High Meduium Low

High

Big

High

Medium

Low

Small

High

Medium

Low

Low

Big

High

Medium

Low

Small

High

Medium

Low

Design of Experiment Grid

document.xls

Confidential 04/22/2023

Is/ Is Not

Date: Completed By:

Problem Description:

Is/ Is Not Questions Is Is NotDeductions about facts & other information. Direction / Priority Setting

Differences Changes & dates Most Likely Causes & Proposed DOE'sWhat Object?

Defect?

Where On object?

Geographically?

When First Seen?

Else seen?

In process seen?

How

What Is the trend?

Symtom:

Many objects have defects?

Many defects per object?

document.xls

Is-Is Not p2

(Determine Cause & Corrective Action for both how the failure occurred, and how it escaped your systems.)

Ask “Why” to the potential causes.

Is / Is Not Solution(s) Implementation & Tracking of Permanent Resolution(s):

OCCUR: How did the failure occur? ESCAPE: How did the failure escape our systems?Verify Root Cause(s): Combine problem description with changes to determine most probable root cause(s). Eliminate all but one root cause by verification through making the “failure” come & go.

Corrective Action & Decision Making: Evaluate corrective actions against time, cost & customer satisfaction.

Verify Corrective Action selected by testing failure. (Do not create another undesirable effect.)

Implement Corrective Action and make Permanent: Establish an audit or other guarantee that the corrective action stays in place.

Kanban Implementation Worksheet

Team: Area: Date:

Proposal Kanban System:

Current State: Future State:

Effect or Watse Reduction: Future Actions:

Effect or Watse Reduction: Future Actions:

Kanban Implementation Worksheet

Date:

Proposal Kanban System:

Future State:

Future Actions:

KanbanWithdrawal or Move Signal or Production

Shelf No.

Item No.

Item Name

Car Type

Preceding Process

Next Process

Item Back No.

STORE

Box Count Box Size Issue No.

Kanban

Signal or Supplier -Produce Batch Signal

Batch Size Part Name Reorder Point

WIP Container Size Pallet No.Part No.

Where Used

Store

Tag No.

Future Actions:

KanbanWithdrawal or Move Signal or Production

Shelf No.

Item No.

Item Name

Car Type

Preceding Process

Next Process

Item Back No.

STORE

Box Count Box Size Issue No.

Kanban

Signal or Supplier -Produce Batch Signal

Batch Size Part Name Reorder Point

WIP Container Size Pallet No.Part No.

Where Used

Store

Tag No.

PULL SYSTEMS

Supplying Process

Customer Process

FG Supermarket

21

Withdraw ProductNew Product

“WITHDRAWAL” Kanban

“PRODUCTION” Kanban

1. Customer process goes to supermarket and withdraws what it needs when it needs it

2. Supplying process produces to replenish what was withdrawn

• A way to control production between flows

• Controls production at supplying process without trying to schedule

[An example is a shipping label that serves as an indicator of consumption.]

[An example is a production tag that serves as an indicator of the pull.]

SUPERMARKETS or Inventory?

Supplying Process

Customer Process

FG Supermarket

21








1. Fixed container size and quantity

2. Always in the same location

3. Controlled by Kanbans Examples?

PULL SYSTEMS

Supplying Process

Customer Process

FG Supermarket

21




1. Customer process goes to supermarket and withdraws what it needs when it needs it

2. Supplying process produces to replenish what was withdrawn





SUPERMARKETS or Inventory?

Supplying Process

Customer Process

FG Supermarket

21








1. Fixed container size and quantity

2. Always in the same location

3. Controlled by Kanbans Examples?

LEAN TRANSFORMATION ASSESSMENT & RECOMMENDATIONS

Facility: Process:

Assessor: Date:

Distribution: ScoresCriteria Max Area

1(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(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

3(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(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(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(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

7(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

8(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

9(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

###(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 100Actual Lean Transformation Points 0

VALUE STREAM MAP (Why?: Using data, visually drives flow production, short lead time, quality improvement, lowest cost production)

TAKT TIME (Why?: Provides fast response to problems, drives elimination of causes of unplanned downtime, forces changeover)

CONTINUOUS FLOW (ONE-PIECE FLOW) (Why?: Drives process reliability, reduction of changeover time and unplanned downtime)

DEMAND-PULL (Why?: Drives accurate control of production between flows without MRP and the reduction of inventory)

SCHEDULE ONE PRODUCTION PROCESS (Why?: Drives inventory reduction and improves capacity utilization)

LEVELED PRODUCTION MIX (Why?: Reduces lead time to fill fluctuating customer demand, reduction of inventory levels)

LEVELED PRODUCTION VOLUME (Why?: Drive reliability by promptly highlighting problems for corrective action improvements)

SMALL LOT PRODUCTION (Why?: Drives reliability through reduction in set-up time, lead time to respond to fluctuations in customer demand)

DEDICATED CI RESOURCES (Why?: Improves daily reliability by driving change velocity through training and application of lean principles)

RETURN ON INVESTMENT (Why?: Drives Economic Value Added - EVA)

Team Radar Chart Measures Scores5-S 1Quality Process 2Work Cells / PC's 2Visual Controls 2Standard Work 3TPM 2Continuous Flow 1Pull Systems 1Leveling 2Quick Changeovers 2Training 3.5Supplier / Customer Alliances 3

5-SQuality Process

Work Cells / PC's

Visual Controls

Standard Work

TPMContinuous Flow

Pull Systems

Leveling

Quick Changeovers

Training

Supplier / Customer Alliances

0

2

4

Radar Chart

5-SQuality Process

Work Cells / PC's

Visual Controls

Standard Work

TPMContinuous Flow

Pull Systems

Leveling

Quick Changeovers

Training

Supplier / Customer Alliances

0

2

4

Radar Chart

LEAN IMPROVEMENT TRACKING SHEET

Group: Complete:Plant Manager: On Schedule:

Date: Over Due:

Kaizen or Six Sigma Project Investment Due

Target Area ResultsRequired Date

Project Leader

Value Stream Key Objective & Results to Date

Map Ref: #

Current State Measures

Future State Targets

Customer Impact

ATTENDENCE:

Conveyance Correction Overproduction Motion Waiting Inventory Processes

AREA: DATE:

AGENDA

1.

2.

3.

4.

5.

6.

7.

8.

ACTION ITEMS: Who, What, When

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2.

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4.

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STOP TIME:START TIME:

MEETING WORKSHEET

NEXT MEETING: OTHER OUTCOMES:

MEETING TOPIC:

Metrics Sheet: Key Performance IndicatorsWeek 2005 2004 2003 2002

Mtd. Actual Mtd. Projected Mtd. Target Ytd. Actual Total Weekly Avg Weekly Avg Weekly Avg Weekly Avg

Category KPI Frequency Responsibility Goal2/1/2005 2/2/2005 2/3/2005

Customer

Daily GM GM 0 0 0 0Weekly JH 1.5 ope 1.6 1.6 1.4

Jobs per Day Daily JH 35 jpd 37 37 32Pieces per day GM 1500 /d 1806 1099 1238

Daily Job traveler GM 100% 100% 100% 100%Scrap Pieces Daily GM < 40 ppd 54 52 22

Delivery Daily AM 1 100 100 98Lead-time (weeks) Weekly Back log TC 1 Week 1 1 1Backlog (weeks) Weekly TC 3 Weeks 2.4 2.4 2.4

People Loss Time Daily Call in list BH < 0.5 hrs 0.25 0 0Housekeeping Daily TBD AM 100% 70% 70% 70%

Daily Call in list BH 0 0 0 0

Below Goal =

At Goal =

Data Source

Data Presentation

Satisfaction: Complaints Productivity, Cost

& QualityValue Added (orders per production employee)

Job travelers per week / 23

Job traveler

First Pass Approval %

Product Inquiry Report

On Time In Full (OTIF %)

Follow Up Sheet

Back log $ / 125$

Loss Time Injuries (LTI)

OEE WORKSHEET: Machine NameDATE: <date>

AVAILABILITYMONTH NOVEMBER

1. Scheduled time per shift Minutes

2. Planned Downtime- Breaks and Lunches- Meetings- Run to Run 0 Minutes- Planned Maintenance- Operator not Available

3. Net Available Time (1-2) 0 Minutes

4. All Other Downtime- Failures- Set-up and Adjustments- Documented Minor Stoppages 0 Minutes- Startup losses

5. Operating Time (3-4) 0 Minutes

6. Availability (5/3) #DIV/0! %

PERFORMANCE EFFICIENCY

7. Total Parts Run (Total Pieces Machined) Parts

8. Ideal Cycle Time (Total Pieces Planned)(Planning/NcProgram) (Min/Part) #DIV/0! Minutes

Cycle Time

9. Performance Efficiency ((8x7)/5) #DIV/0!

QUALITY RATE

10. Total Defects (Opps, Errors & Crash) 0 Parts

11. Quality Rate ((7-10)/7) #DIV/0!

OVERALL EQUIPMENT EFFECTIVENESS

12. Overall Equipment Effectiveness ((6x9x11)x100) #DIV/0! %

Reportable OEE can Not exceed availability. OEE

}

}

PDCA PLANNING WORKSHEETPart / Series / Subject Date Last Modified:

Status / Legend

PROBLEM STATEMENT:

Plant: Department: Completed by:

PLANDO CHECK MEASUREMENT

(CHECK)Schedule Task Timing Reviewed by: Projected

Yes NoStatus Item Initiative Task Responsibility START FINISH

Who Date

Base Improvement Actual

No. DURATION Date Date Time/$

Team Members: (Innovation Leader)

ACTIONS EFFECTIVE? (see Note below)

= Behind= O.K.= Completed

Problem Solving Worksheet

Author: Team: Date:

4. Root Cause Determination Data Collection & Analysis

5. Develop & Test Possible Solutions

6. Define & Implement Corrective Action

8. Address the System, Prevent Recurrence & make Permanent

1. Define the Problem (Note all symtoms & use the Is-Is Not form)

2. Describe Containment Actions (Who, What, When, Where, How, etc)

3. Describe Possible Causes (Use the Is-Is Not form)

7. Verify & Test the Corrective Action (Can the problem be turned "ON' & "OFF" )

Team Area Date

Improvement Proposal:

Current state Future State

Effect or Watse Reduction Future Actions

Rapid Improvement Event Before and After Implementation Worksheet

Effect or Watse Reduction Future Actions

Date

Improvement Proposal:

Future State

Future Actions

Rapid Improvement Event Before and After Implementation Worksheet

Future Actions

Six Sigma Summary Sheet

Team Member’s Names:Project Details

Company or area addressed:

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.

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.

Include control methods, appropriate documentation & standards, follow up plan and dates, as well as reaction plan.

DEFINE the project

Project MEASURES

IMPROVEMENTS Implemented

Methods of CONTROL & follow- up

o:Manufacturing/DPS/Forms/StandardizedWork/DPS101StdWorkChart.xlsRev. 10/01/01

Standardized Work ChartArea: Hardware OP of

Process: Stud Assembler PG 1 of 1

Plant: Product: sec.Cycle

sec.Time

Major Operational Steps

Last Updated By: Cindy Bos Date: / /

Approved By (G.L.): Date: / /

Checked By (M.E.): Date: / /

1

2

3

4

5

6

6

7

SWIP Critical SafetyWorking Sequence

Walking

0 0 0 Return to Start

Takt Time

Seq. No.

Q.C. Check

MAN

TI

ME

AUTO

TI

ME

WAIT

TI

ME

WA L K

TI

ME

Safety Precaution

C S

JOB BREAKDOWN SHEET

PARTS: U137 Flip Qtr

MAJOR STEP KEY POINTS REASONSInclude main steps that advance the job. Make or break a job—

QualitySafety

Ease of Operation

1. Inspect PET ring frame

2. Place on stud table 2.1.1 Standardization

3. Load pal nut in press nest

4. Inspect stud

5. Load stud into PET frame pocket

6. Align stud head

7. Activate press

8. Repeat steps for 14 more studs

9. Place on staging rack

OPERATION: Stud assembly

TOOLS & MATERIALS: PET ring frame, stud, pal nut, stud press

SAFETY EQUIPMENT: 2 finger switches, safety glass

Describe why the job is done in the particular way described in the

Key Point.

1.1 Inspect for cracks, short shots, flash, contamination

1.1.1 Per customer requirement

2.1 Start on side of frame with 1 stud in middle

3.1 Pal nut must be loaded with teeth down to hold stud securely

3.1.1 To ensure proper assembly

4.1 Stud must threaded with no damage to threads


5.1 Stud must lay completely in rectangle pocket

5.1.1. To ensure proper assembly

6.1 Stud must align under press head

6.1.1 To ensure proper assembly

7.1 Hold both finger switches at the same time

7.1.1 To safely activate press

8.1 There are 15 studs on each part


9.1 To stage for priming operation

document.xls

Rob Ptacek 04/22/2023

Standard Work Combnation Sheet

Part # Date Demand / Shift Operation Number

wwwwwwwww

Process Name Dept. TAKT Time Prepared by

Step # Description of OperationTime Operation Time (in Seconds)

Manual Auto Walk Wait 5 s 10 s 15 s 20 s 25 s 30 s 35 s 40 s 45 s 50 s 55 s 60 s 65 s 70 s 75 s 80 s 85 s 90 s 95 s 100s 105 s 110 s 115 s 120 s

Totals5 s 10 s 15 s 20 s 25 s 30 s 35 s 40 s 45 s 50 s 55 s 60 s 65 s 70 s 75 s 80 s 85 s 90 s 95 s 100 s 105 s 110 s 115 s 120 s

Manual = Walking =

Automatic =

AUTODIEINTERNATIONAL

PROCESS TIMINGOBSERVATION SHEET

Process:TIME OBSERVATION SHEET

Date: OBV:

Time: OBV:Step Component Task VA NVA 1 2 3 4 5 TASK TIME Notes

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

TIME FOR ONE CYCLE

Type Begin Time

1 Answer Phone Process 0:00 0:00:25

2 Process 0:00 0:00:40

3 Process 0:01 0:00:05

4 Transport 0:01 0:01:15

5 Process 0:02 0:00:20

6 Process 0:02 0:03:45

7 Delay 0:06 0:06:05

8 Approved? Decision 0:12 0:00:00

9 Process 0:12 0:00:40

10 Process 0:13 0:00:05

11 Process 0:13 0:01:30

12 Process 0:14 0:00:15

13 Process 0:15 0:00:10

14 Process 0:15 0:00:05

15 Process 0:15 0:00:00

16 Process 0:15 0:07:35

17 Process 0:22 0:00:0018 Place Order Process 0:22 0:01:45

19 Inspect 0:24 0:00:3020 Thank Customer Process 0:25 0:00:10

Process Step

Process Name

Operation time

Ask for Customer Information

Does Customer Have Account

Place on Hold and Forward


Take information for Credit App

Wait for Credit Approval


Does Customer Have Account

Determine Product Needs

Is Product On Hand?

Check System for Lead Time

Quote Lead Time to Customer

Is Lead Time Acceptable?

Contact Manufacturing for LT Information

Is Lead Time Acceptable?

Validate Customer Ship

Info

0 0.2 0.4 0.6 0.8 1 1.2

0.671052631578947 0.328947368421053% Non Value Add

% Value Add

0 0.2 0.4 0.6 0.8 1 1.2

0.671052631578947 0.328947368421053% Non Value Add

% Value Add

End Time Value add?

0:00:25 Yes 0:00:25 Summary

0:01:05 Yes 0:01:05 0:08:20

0:01:10 Yes 0:01:10 Total Time 0:25:20

0:02:25 No 0:01:10 67%

0:02:45 No 0:01:10% Value Add

33%

0:06:30 Yes 0:04:55

0:12:35 No 0:04:55 Process Type Breakdown

0:12:35 Yes 0:04:55 Process Time 0:17:30

0:13:15 No 0:04:55 Delay Time 0:06:05

0:13:20 No 0:04:55 0:01:15

0:14:50 Yes 0:06:25 0:00:30

0:15:05 No 0:06:25

0:15:15 No 0:06:25

0:15:20 No 0:06:25

0:15:20 No 0:06:25

0:22:55 No 0:06:25

0:22:55 No 0:06:250:24:40 Yes 0:08:10

0:25:10 No 0:08:100:25:20 Yes 0:08:20

Value Add Total

Value Added Time

% Non Value Add

Transport Time

Inspection Time

0 0.2 0.4 0.6 0.8 1 1.2

0.671052631578947 0.328947368421053% Non Value Add

% Value Add

0

0.002

0.004

0.006

0.008

0.01

0.012

0.014

Process Time

Delay Time

Transport Time

Inspection Time

0 0.2 0.4 0.6 0.8 1 1.2

0.671052631578947 0.328947368421053% Non Value Add

% Value Add

0

0.002

0.004

0.006

0.008

0.01

0.012

0.014

Process Time

Delay Time

Transport Time

Inspection Time

Max 0.002604

Min -0.000868

Range 0.003472

Units -20

0.00026

0

0.002

0.004

0.006

0.008

0.01

0.012

0.014

Process Time

Delay Time

Transport Time

Inspection Time

0

0.002

0.004

0.006

0.008

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0.014

Process Time

Delay Time

Transport Time

Inspection Time

Plot Width

0.00

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of 2

- At the SPEED of SIGHT

- At the SPEED of SIGHT

VSM Action Plan Example

Confidential 04/22/2023

Value Stream Map Action Item List Example

# Item Activity Who When Progress Comments

1 Attack all inventory watse TBD

2 TBD

3 Investigate HIP process TBD

4 TBD

5 TBD

6 TBD

7 TBD

8 TBD

9

10

.

Use supermarket concepts throughout the organization. Create flw.

JW & RP

Review & Map the planning & scheduling processes

Look for waste and develop ways to use Kanban sstems to reduce & expose the waste.

JW & RP

JW & RP

Attack Finishing issues with 6-Sigma approach

JW & RP

Help the FE VSM team dramatically reduce L/T

JW & RP

Loop segments o the business to create flow. See FS-VSM

JW & RP

Begin to organize around value streams or flows

JW & RP

Work with the customer to level flow, and to use Kanban signals to reduce inventory waste.

JW & RP

Download - Advanced Lean Forms

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