Lean Manufacturing Mapua 2016

1
Lean Manufacturing
(Mapua)
Version 2016
Presented by: Kaizen Management Systems, Inc.
KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN
Total System Approach to Improvement


KAI = Change

ZEN = Good (For the Better)

KAIZEN = Continual Improvement

KAI = Change
ZEN = Good (For the Better)
KAIZEN = Continual Improvement

Products
Processes
People

What is the Goal of a Company?
According to Eliyahu Goldratt, the goal of
a company is to make as much money
(profit) as much as it can in the present
and in the future. And this can be best
accomplished by increasing the T or
Throughput

Throughput (T)*
defined as the rate at which the system generates money
(profit) though sales.
Operationally, maximizing throughput means ensuring the
market, not the company, is the constraint of additional
sales.
Technically,
Throughput Value = Selling Price Unit Variable Cost
*All the money generated by the system.

KAIZEN Purpose
The underlying premise for an
organization is to enable work to
occur that satisfies the customer.
Kaizen is the process that enables all

aspects of an organization to
continually improve work to satisfy
the customer.

11
Principles of Kaizen

KAIZEN
Super-Ordinate Principles
Process and results
vs. Results only
Total systems focus
vs. Functional focus
Non-blaming/Non-judgmental
vs. Critical and blaming

KAIZEN
Mental Framework I
Process & Results

Improvements in results are carried out in
the process.
If your results are bad what do you do?

Process-Oriented Thinking
Self-Discipline
Time Management
Skill Management
Participation and
involvement
Morale
Communication Process-oriented is people-oriented.

15
Results-Oriented Thinking
I dont care
how you get it
done, just
give me the
results!

16
Process P & Results R

Ignoring the process reduces chances
for improved results
Ignoring results risks unclear long-term
strategy and missing new ideas or
innovations
JIT is flow process improvement
TPM is facilities process improvement
TQC is support system process improvement

17
Process Thinking
New Old (Results Only)
Understanding how things work Demanding outcomes without
Control of process with people concern for how
Controls as tools for Control of people for outcomes
improvement Controls as means of inspection
Real time awareness of After the fact, tangible results
operation awareness
Based more on sensing, Based on numbers,
listening, looking goals,abstractions

KAIZEN
Mental Framework III
Total Systems Focus

Real improvements must find their way to the
bottom lines (profit & customer satisfaction)
Will the total system be better off as a result of efforts?

19
Total Systems Focus

Traditionally functionally focused
Stresses integration of total system
Appreciates all critical factors
Vs.
Turbulent Flow Smooth Flow

20
Work System Model

6. Culture
(Informal way we operate)
3. Work Station 2. Core Process
4. Supply Base 1. Customer
Q Q
C C
D D
Customer Requirements
Expectations
Man
Machine
Material Methods
5. Support
Systems
Measurement Mother Nature

21
System
Interdependencies
Added Value
Supplier Customer
interior or Work interior or
exterior station exterior
Flow
What happens to the flow when a breakdown in quality occurs?

Non-System View
Confusion of direction
Misalignment of
resources
Excess of conflict
De-energizing of people
Passing problems around

KAIZEN
Mental Framework II
Non-blaming/Non-judgmental
Bring out the real issues and address them
instead of blaming one another
Do you eliminate fear and encourage problem solving?

YES DOES THE DUMB NO
THING WORK?
DONT DID YOU

MESS YES FOOL NO
WITH IT WITH IT?
DOES YOU
NO
ANYONE DUMB
KNOW JERK
ARE YOU
YES YES
IN BIG
HIDE IT TROUBLE?
YOU POOR
NO
SLOB!
THROW IT
NO CAN YOU BLAME IN THE CAN
SOMEONE ELSE?
YES
NO PROBLEM
25
Traditional
Inspector View
After-the-fact critical judgment
Who is wrong overrides
What is wrong
Drives people into defensive
posture
Issues submerged for years
Creates crisis orientation

26
Problem in Japanese is Kiki

KI-KI
Kiken (Threat)
Kikay (Opportunity)
Problems are opportunities in disguise!

Welcoming Problems
Problems are a mountain of
treasures
Lower the water level
Abnormality management
Breakdown departmental barriers
Organize CFT

28
People & Problems
People are not the problem!

Blaming people does not solve your
problem
The answer is to make people
problem-solvers!

29
Where to look for

Opportunities?
Source Countermeasures Location

My workplace
I can take
Myself
initiative Others
workplace
My workplace
I cannot take
The Other Guy
initiative Others
workplace

30
KAIZEN Concepts

31
KAIZEN Concepts
SDCA - PDCA Speak with data
Next process is Variability control
the customer and recurrence
Quality first prevention (Ask
Upstream Why 5 times)
management Market - in

32
S D C A CYCLE
Standardize
Act
the Process
A S
C D
Check Do

33
A P
C D
A S
A P
C D
C D
A S
C D

34
Process Standards
Best, easiest, cheapest, fastest, safest way
you know today; should only have one
standard at a time
Documentation of know-how
Objective, simple, conspicuous
Consistent with quality, cost, and delivery
requirements
Show relationship between cause & effect

35
Process Standard Benefits

Focuses management
(maintenance & improvement)
Basis for training
Basis for audit and diagnosis
Controls variability

36
PDCA Cycle
Act Plan
A P
C D
Check Do
The Improvement Cycle

37
PLAN
Policy & Goals
Act Working Plan
Checkpoints
What
Who
When
Where
Why Check Do
How
5 Ws & 1 H:

38
The Working Plan

Target:
No. Action Steps Resp Gantt (Weeks) Output Res. Rqmt Remarks

The Working Plan
Target: New end to end production standards and Yield >70% by March 20xx
No. Activity Resp. Time Frame w1 w2 w3 w4 w5 w6 w7 w8 w9 w10 OUTPUT/DELIVERABLES
1 Kick-Off JCN Jan. 12 Start the Project
2 Process Review & Experiment on Quick Feedback System DBA Jan. 14-17 Establish the variables of Quick Feedback System
RDC/DB
3 Det. new Standards that support the Quick Feedback Sys Jan 18-28 Spinning to GM Process Standards for QFS
A
4 Design & Install Material Prep Process RRA Material Preparation Process Installed
5 Run New Feedback System ATC Kaizen of Measurement

Jan 29-Feb 9
6 Adjust End to End Process Standards DBA Straighten the shape of the logger profile
7 Eval. of Adjusted Machine Settings Vis-a-vis Logger Data RDC Feb 10-23 New standards supporting straight logger profile
8 Implementation of Refined Standards (Spinning to GM) DBA Feb 24 - Mar 5 > 70% Yield at straight logger profile
9 Maintenance of Hitting Ratio & Problem Solving RDC Problems with new settings & stds Identified and Solved
10 Confirmation of All Machine Settings & New Process Stds DBA Mar 6-Mar 28 Practice of New Standards by Operators Assured
11 Closure & End of Intervention JCN 31-Mar Project Ends

Meetings: Every Wednesday 1:30 PM to 5:00 PM
Lege
nd:
1 Visit 2 consultants
1 Visit 1 consultant

40
Reflection
Standardization
Act Plan
Recurrence Prevention
Find Root Causes
Check Do Training
First Aid
Confirm Results Execution

41
I
m
Innovation + KAIZEN
p
+ Maintenance
r
o
v
e
m
e
n
t Innovation Oriented
Time
What would JIT-style KAIZEN efforts look like without examining
the work process and standardizing improvements?

42
The Next Process is the

Customer
Types
Ultimate Customer
Immediate or Intermediate customer
Each process has its own supplier & customer. JIT

links customers and suppliers.

43
Isolated Islands (Separate Work Stations)

44
Connect, integrate with the next processes

and with the total system

45
Never Pass Problems on to the

Next Process
(Dont get it, Dont make it, Dont send it.)
Two Types of Quality Assurance

Inspection by third party
Do your own inspection
- QA process sheet
- Design review
- Information accuracy review
- Time line review

46
What is your organizations

definition of quality?

Customer Requirement: 200 units of product X @P100 each at 5:00 PM on
Wednesday next week
Supplier Order
A 100
B 100

Come Wednesday both suppliers delivered almost at the same time beating the
5:00 oclock deadline
Supplier Order Delivery
A 100 ok
B 100 ok

Now Test Your Definitions
Supplier Order Delivery Inside Info
A 100 ok 100
B 100 ok 120*
*10% defectives rate
+10% JIC

Who is a more profitable supplier?
Supplier Order Delivery Inside Info Profitable
A 100 ok 100
B 100 ok 120* X
*10% defectives rate
+10% JIC

51
Definitions of Quality
Quality R - What you can see

& measure
Quality P - What you can

improve by
eliminating waste
& variability
52
Quality First
Q C
C D Q D
KAIZEN Paradigm: Old Paradigm:

Process Improvement Cost Reduction

53
Definitions of Quality
Quality R - What you can see

& measure
Quality P - What you can

improve by
eliminating waste
& variability
54
Why Do We Say
Quality First?
Hint:
Why are most cost and delivery
problems actually quality problems?

55
Quality Not First (1)
If we are not the lowest cost

provider, we will not survive.
Result: Cost cutting, compromising quality,
customer is not satisfied.
Quality option: Reduce waste activity and cost in the process.

56

Meet the schedule first, even if
quality is not quite right
Result: Customer receives defective product on time.
Quality option: Improve process to reduce total cycle time

57

Lets postpone preventive maintenance
for one month, we need run time.
Result: Equipment breaks down unexpectedly,

or product too variable.
Quality option: Reduce PM process time

58
Upstream Management
Q Switch
Good to Customer
Find the
1. Bad
Problems
Work Flow Stream
Rework/Reject
Q Switch
2. to Customer
Solve the
Problems
Rework/Reject Rework/Reject
Q Switch
Avoid /
3. Design /
Development to Customer Prevent the
Problems

59
Upstream Management & Cost

Implications
COST
1
Planning Design Production Sales

60
What Do You Recommend?

# Defects
A B C D E
Operator

61
Decision Making -Traditional

Sixth Sense
Past Experiences
Gut Feeling

62
Speak With Data

Reduce issues to data (Check Gemba/Gembutsu)
Solve problems with data (Get & Analyze Data)
Make decisions with data (Take actions Based on
Data)
When you see data, doubt it (Ishikawa)
Data is not just numbers (It is what you see on the
shop floor)

63
Variability Control & Recurrence

Prevention
Why does that happen?
The Five Whys

64
Market-In vs. Product Out

Product Out
I know what my customer wants
We are the experts in this industry
Our customers do not know any better
We will produce to schedules
convenient to us, let our customers wait
This is what we make, this is our price,
take it or leave it

65
Market-In vs. Product Out

Market-In
Factually understanding customer needs/wants
Translating understanding into activities to achieve
customer needs in Quality
Cost
Delivery
Detecting trends ahead of competition
Customer-driven scheduling (JIT)
By far superior
By far the best

66
Lean Manufacturing

67
Lean Manufacturing is a Total

Systems Approach in Production that
allows you to:
Continuously improve your production

system
Satisfy the customers QCD
Be profitable

68
Lean Manufacturing does this

through:
Continuous application of the Market-in
concept
Continuous identification and solution
of problems
Continuous elimination of non-value
adding activities and processes
Continuous waste elimination in
production and support processes

69
Lean Manufacturing is a
Profitable Business
Focus your efforts on customer requirements & avoid the
temptation of doing other things
Your processes must be able to create the values required
by the customers
Your organization structure must be supportive
Your people (and culture) must be supportive
Your policies and standards must be supportive
Your equipment and facilities must be supportive
Your factory layout must support a smooth and wasteless
production

70
Indicators of a Successful
Lean Manufacturing
Market $hare
Good quality product
Profit$
Fast cycle time Satisfied Customers
Low product cost
Just-In-Time Delivery Clean and orderly factory
Minimal inventory
Disciplined People Smooth & uniform product flow

71
TAKT Time
German word which means beat
Simply means rate of customer demand
(time/unit product)
It is an expression of customers demand
It is the customers capacity to absorb
products from its suppliers
It is not internal to the producers plant
It is the Manufacturing Systems External
Constraint

72
Formula for TAKT Time Calculation
Based on give us today our daily bread which simply

means satisfying our customers daily:
TAKT Time = Total working time per day *
Total units ordered for the day
Note: TAKT Time is expressed in seconds per unit
*The number of seconds per day scheduled for the product . Time spent on Machine Set-up,
Changeover, Unplanned Maintenance are not deductible.

73
Goal of the Manufacturing System...
Maximize Profit

74
By delivering all the...
Quantity
that the consumers can absorb. But ...

75
Strategy of the Manufacturing System...
...you want to do it in such a way that the consumers

are satisfied, i.e. they want to do business with
nobody else but you because your...
price is lowest,
quality is best, and
delivery is timely!

76
How to keep your price lowest, quality

best, and delivery timely?

77
Make only what you will deliver; buy only what

you will make; do only what is necessary; and
deliver on time
Thus: Do not make a work-in-process that you cannot deliver. Make a

complete product and deliver it in no time at all!

78
Objective of Production
Produce the
required product
in the required quantity
at the required production rate

79
P Q C D S
Delivery Safety
Cost
Quality
Productivity
Other references - PQCDSME

80
Cycle Time
The amount of time to make one unit

81
Factors of Production Process

Amount Customer
Activity IE Symbol
Time willing to pay?
Operation Second Yes
P (Processing/Work)
R
O
D Transportation Minute No
U
C
T Inspection Second/Min No
I
O
N Storage Hour/Day/ No
(Waiting/Stop) Month

82
The 3 Mu
Muda
(Waste)
Mura
(Unevenness)
Muri
(Strain)
Mus are indicators of system inefficiency!

83
Start
Example of a Simple Process Flow Map
Batching
Cutting Forklift Wait
100 units t=
t= t = 30 sec. t = 1 hr
t=
Batching
Drill Cart Wait
t= 24 units
t= t= t = 70 sec. t = 1 hr
Batching
Milling 12 units Manual
t= Assy
t= t= t = 20 sec. t=
t= Packing End-to-End Process Time = _____

t= Total Cycle Time = _____
End

84
Example of a Simple Process Flow Map Over Factory Layout
Drill
Cutting Packing
Foot Prints of Machines
Milling
Assy

85
Types of Muda
Muda of Over-production
Muda of Inventory
Muda of Transportation
Muda of Motion
Muda of Waiting
Muda of Overprocessing
Muda of Producing failures

86
When the Inventory is Full...

Hidden Obstacles
& Defects
Water level
Amount of
INVENTORY Machine Breakdown
Poor scheduling
High Defect Rate
Long changeover
Delay in delivery Abnormal operation

87
False Efficiency & Real Efficiency

200 units by 10 persons We need 250 units by 10 persons = Muda of 50 units
250 units by 10 persons 200 units 200 units by 8 persons = KAIZEN
False Efficiency
Real Efficiency

88
Individual Efficiency & Overall Productivity

89
Exploitation of Labor vs. Better Utilization of

Labor
Waste
Exploitation Waste
&
Work &
Varia- Work Varia-
bility
bility
Work Work
Waste
&
Work Varia- Work
bility
Waste &
Better Utilization Variability
Work
Work
Step 1: Identify muda
Waste & Waste &
Step 2: Eliminate muda
Variability Variability
Step 3: Add value

90
Takt Time vs. Cycle Time Chart
45
40
S 35
E 30
Takt Time
C 25
O 20
N 15
D 10
S 5
0
A B C D E F Cycle Time
OPERATOR OR PROCESSES
If there are 3 stations/machines working in parallel and making the same product, those three
machines will share the demand. E.g. if TAKT time = 30 sec. each machine can operate at a cycle
time of 90 sec. and still be able to deliver the customer requirement.

91
Component Tasks Analysis

Time Observation Form
Observation Date: Name of Operator: Product name & No.
Process Name: Yrs. Operator worked process Name of Observer
Remarks on Waste
Component Tasks: Results of Time Observation Results of Calculation Abnormal Values &
Variability*
No. From To 1 2 3 4 5 6 7 8 9 10 Min Ave. Max. Range
0 46 31 16 6 47 33 20 8 53
1 Stand up from chair
- 7 8 7 9 6 7 7 8 8
6 7.4 9 3
10 57 41 27 16 59 44 31 18 4
2 Walk up blackboard
10 11 10 11 10 12 11 11 10 11
10 10.7 12 2
13 59 44 30 18 2 46 34 20 7
3 Pick up chalk 2 2.7 3 1
03 2 3 3 2 3 2 3 2 3
23 8 54 41 27 M 56 44 29 18
4 Write Letters 10 9 10 11 9 M 10 10 9 11
9 9.9 11 2
26 11 58 44 30 M 60 47 32 22
5 Put down chalk
03 3 4 3 3 M 4 3 3 4
3 3.3 5 2
36 20 7 54 39 23 10 57 43 31
6 Walk back to chair 10 9 9 10 9 9 10 10 11 9 9 9.6 11 2
39 23 9 57 41 26 13 60 45 33
7 Sit down in chair 03 3 2 3 2 3 3 3 2 2 2 2.6 3 1
8
9
10
Total 45 46 48 44 M 47 47 45 48 41 44.2 54 13
* Circle abnormal values arising in time observation and clearly explain reasons for these

92
Takt Time vs. Cycle Time

Step 1: Determine Takt Time and operator cycle times
Step 2: Calculate target number of operators
45
40
S 35 Takt Time = 30 seconds
E 30
C 25
O 20
N 15 Cycle Time (Time
D 10 for operators to do
S 5 their job)
0
A B C D E F
PROCESS/OPERATOR Total Process Time = 150 Seconds
Takt Time = 30 Seconds
150/30 = 5 people
Target = 5 people

93

Step 3: Identify waste (muda) & strain
45
40
E 30
C 25
O 20
N 15 Waste (muda)
D 10
S 5
0
A B C D E F
PROCESS/OPERATOR
= Muda

94

Step 4: Eliminate waste (muda) & strain
45
40
E 30
C 25
O 20
N 15
D 10
S 5
0
A B C D E F
PROCESS/OPERATOR
Total Process Time = 87 seconds

95

Step 5: Redistribute workload and eliminate strain
45
40
E 30
C 25
O 20
N 15
D 10
S 5
0
A B C D E F
PROCESS/OPERATOR

96

Step 5: Redistribute workload ... continued
45
40
E 30
C 25
O 20
N 15
D 10
S 5
0
A B C D E F
PROCESS/OPERATOR

97
Conventional IE Type KAIZEN JIT Type KAIZEN

Current status analysis Search for ideal system
(Inductive type) (Deductive type)
Analyze the current practice for Draw an ideal image of a JIT

KAIZEN, finding any muda or production and make the current
problem. practice closer to the ideal.

98
Example of Kanban
CURRENT
Process Prior Process PROCESS
Plating Plating
(PT-47) (PA-13)
Work 51341-16260-00
Name Tail Lamp Rim
No. Cards
Management No. L-2 Contained 20 Issued 6/10

99

100
Traditional JIT
Lean System GM TOYOTA
Results Framingham
Assembly
Takaoka
Assembly
Plant (1986) Plant (1986)
Gross assembly hours per car 40.7 18.0

Adjusted assembly hours per car 31.0 16.0
Assembly defects per 100 cars 130 45
Assembly space per car 8.1 4.8
Inventories of parts (average) 2 weeks 2 hours
Source: The Machine That Changed The World, Jas Womack, Daniel Jones, Daniel Ross

101
Optional
Autonomation

102
Autonomation
Automatic machines need to be attended by humans
because they can malfunction and make a lot of rejects.
If a human guard must attend the machine to ensure its
operation, why was the machine made automatic in the
first place?
Autonomation is an effort to equip the machine with
gadgets that allows itself to recognize abnormal situations
and automatically stop operation.
Autonomation is essential in a JIT production system.
Note: The principle behind autonomation (or jidohka) is to stop the

operation as soon a defect or malfunction occurs.

103
10 Steps of Autonomation
1. The operation itself - The machining or process can be
done without human attendance
2. Holding - Install a jig that holds a work piece or
introduce automatic clamping
3. Forwarding - Give the machine an automatic forwarding
or feeding function
4. Stopping - The machine automatically stops if work is
finished or a malfunction occurs
5. Returning - The tool or table returns automatically to
starting position on completion of the work

104
10 Steps of Autonomation (2)

6. Take out - The work piece will be automatically taken out
of the machine on completion of the work
7. Quality confirmation - The quality of the process (or the
work piece) is automatically checked
8. Mounting - The work piece will be mounted automatically
9. Start-up - The machine starts automatically as soon as
the machine is set-up
10. Forwarding to the next process - the finished work piece
is automatically forwarded to the next process.

105
Changeover and Setup

Reduction

106
Changeover and Setup

A multiple variety of small lot production has weak
points:
The first stages of production usually have
higher defects rates
The rate of machine efficiency or operation goes
down with many changes
This leads to the need to accomplish these
changeovers in less than 10 minutes or even the
One Touch

107
Quick Changeover Process

is Characterized in Stages
1. Intermingled Stage
2. Separated Stage
3. Converted Stage
4. Advanced Stage

108
Definitions
Work done External to the changeover are activities

that can be carried out even while the machine is
running or On Stream
Work done Internal to the changeover are activities

that can only be carried out while the machine
have already been shut down or Off Stream

109
Stage #1 - Intermingled Stage

Internal and External work is done together with no clear cut
separation between the two types of operations
Examples:
Mold is not maintained adequately
There are not enough bolts
Bolts do not fit in holes
The fixtures do not fit
The mold is found after the machine has been shut down
The tool setter is missing a tool

110
Stage #2 - Separated Stage

There is a clear distinction between Internal and External work; so
External work is carried on while the machine is running
Examples:
All necessary preparations are completed while the machine is in
motion
A checklist is available for carrying out External work
Maintenance, inspection of mold or cutting tools are thoroughly
carried out
Jigs and fixtures are checked to see if they work properly
Team work exists to make sure the work gets done properly

111
Stage #3 - Converted Stage

In this stage Internal and External processes are
thoroughly separated, but management is trying to
transfer a portion of the Internal work to External
Examples:
Standardize the die or tool height
Remove adjustment work from the machine stroke
Uniform bolt heads are adapted
Wrenches are standardized
Intermediate jigs are standardized

112
Stage #4 - Advanced Stage

In this stage both Internal and External work has been improved
upon and yet even more work is being carried out to further
shorten the setup time through more innovative means.
Examples:
Go from bolts to hydraulic fasteners
The height and width of jigs are standardized
Fastening and adjustment work are simplified and, if possible,
eliminated
The handling of molds, tools, and fixtures are standardized
The entire work setup is cassettized

113
Quick Changeover Improvement Flow

Chart
External Setup
Change Implement Jigs
from
Internal to Eliminate Adjustment
Separate
out External
Clearly Standardization
Improve Parallel Operations

Internal
Internal Setup Setup Mechanical
Improvements

114
Changeover Reduction
Technique

115
Setup Reduction Time Observation Form

No. Steps of setup process Amount Internal/ Preparation Replacing Positioning Adjusting Remarks
of time External & Centering of trial (Muda or problems)

116
XYZ Machine Changeover

Team
Rico Edward
Julius Larry
Jose Obet
Bruja Frenchen
Team Leader - Bruno

117
Target Sheet
Wt. # Current Target Accomplished Completion
Date

118
5S Activity
# Red Tape Floor space freed-up
# White Tags # Removed
# Yellow Tags # Removed
# Standards made-up
General comments:

119

120
Layout of Area
Before After

121
Dance Chart(s)

122
Changeover Reduction Time Observation Form
No. Changeover Step Amount Internal/ Preparation Replacing Positioning Adjusting Remarks
of time External & Centering of trial (Muda or problems)
Tool box unorganized & should

1. Getting tool box 532 int be done extremely
2. Bring die to work 1015 int Fork lift driver should pre
stage externally
Gauges are too far from

22. Check with plug gauge at QC 524 int workstation

123
KAIZEN Proposals
No. Problem & Muda Solution Who When Progress Impact
1 Batch Production Layout change for one piece flow VMI Done Much better flow
Precision study of new

2 Imbalance of Workload VMI 15-Jul
standard work
Welding machines too
3 Layout change SRL 15-Jul
far from process
Operator B motion not
4 Change layout & work procedure VMI Done
smooth Still needs work
Too much adjustment
5 Develop Standard Worksheet SRL 10-Jul
in process #1
Air wrench & torque Change to impact wrench
6 NMM 01-Aug
wrench used (testing on line 4)
Operator B has too
7 Train operator B JRL 01-Sept
much variability
8 Too much WIP Inventory Operate a one piece flow SRL 10-Jul
9 Lack of balance between Make layout change & VMI Still needs SMED
Done
operator A B & C reallocate work for A
Changeover & set up too
10 long - process 1 & 2 SMED KAIZEN VMI 01-Aug

124
Standard Worksheet for Changeover Reduction

Part Name Date of Issue
Part Number Issued By
TOOL TOOL NAME

MACHINE LAYOUT
STEP NO. ACTION TOOLS # OPERATORS

125
Instruction
Part Name Use common name Date of issue
Part Number Part going out to part going in Issued by Area supervisor
Machine Layout Tool Tool name

Tool # assigned
Name of tool
Step No. Action Tools # Operators

126
Sample
Date of
Part Name Cagdab Widget July 15, 1992
issue
Part Issued
Number 16-59F426 to 16-59F447 by Ron Smith
Machine Layout Tool Tool name
1 Forklift
2 Ratchet
3 T-slot Cleaner
4 Go/No-Go Rod
5 Setup Garage
Step No. Action Tools # Operators

Press y:
1 Move blanks to blank storage 1
2 Move conveyor A to east side of press 1
Press x:
3
Lower ram using two yellow bottoms. Do not strap on
4 1
bottom. Use press indicator to step at 175 or 185
5 Move run buttons to plug side of press
6 Loosen upper and lower die bolts 2 1
7 Place bolts and holders in the bolt box 1
8 Place safety block in center rear rail T-slot 2 1
Raise ram to top of stroke - stop at 0 as shown on
9 press indicator. Use 2 yellow buttons
10 Remove die from 1 press 1
11 Operator cleans press of slugs and debris 3 1
12 Install die at feed side of press 1
13 Operator guides die placement from unload side 1
Lower ram using tow yellow bottoms. Do not strap
14 on bottom. Use press indicator to step at 175 or 185 1
15 Remove bolts and holders from boltbox 1
16 Install and tighten die bolts 1 2

127
Changeover reduction measurement chart Date ____ Machine # ____
50 48
40 35
30
20
M 20
I
N
U 10
T
E
S
Trial 1 Trial 2 Trial 3 Trial 4 Trial 5 Trial 6 Trial 7 Trial 8 Trial 9 Trial 10 Trial 11 Trial 12 Trial 13 Trial 14 Trial 15
Team determines scale for each machine. Separate preparation, replacing,

positioning & Centering, and adjusting & trial from each other on bar graph

128
KAIZEN Proposals

129
KAIZEN Proposals
1 Batch Production Layout change for one piece flow VMI Done Much better flow
Precision study of new

2 Imbalance of Workload VMI 15-Jul
standard work
Welding machines too
3 Layout change SRL 15-Jul
far from process
Operator B motion not
4 Change layout & work procedure VMI Done
smooth Still needs work
Too much adjustment
5 Develop Standard Worksheet SRL 10-Jul
in process #1
Air wrench & torque Change to impact wrench
6 NMM 01-Aug
wrench used (testing on line 4)
Operator B has too
7 Train operator B JRL 01-Sept
much variability
8 Too much WIP Inventory Operate a one piece flow SRL 10-Jul
9 Lack of balance between Make layout change & VMI Still needs SMED
Done
operator A B & C reallocate work for A
Changeover & set up too
10 long - process 1 & 2 SMED KAIZEN VMI 01-Aug

130
Quick Changeover Improvement Approach

#1 Separation of External From Internal
Tool setting (changeover and setup) requires two general steps:
1. Preparations which must be made while the machine is stopped
(Internal), examples:
Attaching a mold or cutting tool to the machine
Removing a mold or cutting tool from the machine
2. Preparation which can be made while the machine is in motion or
adding value (External), examples:
Preparations of jigs and tools
Preparation of fixtures
Transportation of the mold or cutting tools
In this first approach, it is important to collect data and decide which is external and
which is internal

131

#2 Conversion From Internal to External
In this approach operations which are regarded as Internal will be
converted to external; the current tool setting work needs to be
thoroughly reviewed.
Examples:
Adjust and coordinate the dimensions of molds
Adjust machine strokes
Standardize setting work
Abolish trial runs
One of the ways to do this is to have specific marks made either on the tool holder
or the tool itself as to how it should be positioned to reduce the need for trial runs
and adjustments

132

#3 Adopting Functional Standards
The standardization of functional standards can greatly

reduce the changeover and setup time; in this approach,
standardization of molds, jigs, tools, and fixtures are
adopted.
Examples:
Standardize the height of molds
Standardize male and female jigs

133
Visual Examples (1)

134
Visual Examples (2)

135

#4 Use of Functional Fixtures and Jigs
In this approach, the way jigs and fixtures are fastened
should be looked at; they should be changed to something
that is more efficient. We like to think that there is muda in rotating
a bolt several times before it is actually tight (the last 1/4 turn is all that
adds value). Examples:
Thread screw
Wedge
Cam
T-slots
Square slots

136
Visual Examples (3)

137
Visual Examples (4)

138

#5 Application of Preset Fixtures and Jigs
Prior to the time when a mold or cutting tool is affixed to

the machine, jigs and fixtures are preset and affixed to an
intermediate jig, externally
When the machine is powered down, the whole

intermediate set is attached quickly

139

#6 Working in Parallel
When there is a large mold or tool set to be replaced, it is more

effective to have more than one worker involved
Examples:
One worker at front end and another at the back
On a very large machine, several workers work
collaboratively on various sections of the machines
In very large machines there can be considerable improvement
in the transportation and storage of molds or dies

140

#7 Elimination of Adjustments
Adjustment usually accounts for about 50% of the time used for tool
setting; further, the time required for adjustment varies greatly
depending on the particular workers skills, working conditions, and
attitudes. This in turn can greatly disrupt the pace of production
downstream
Examples:
Functional standardization
Use preset mediated jigs
Employ stoppers and gauges

141

#8 Adopting Mechanical Improvements
This approach should only be done after the other steps
are in place; it is necessary before automated tool
setting in introduced
The main idea is to make mechanical improvements
Examples:
Use of pneumatic and hydraulic methods
Cassettization
One-touch operations

142
Hints for Quick Changeover Improvement application
Color Coding Standardization

- Nuts & Bolts - Size and shape
- Tools and jigs - Bolts and nuts
- Hoses and handles - Tools and jigs
- Dies and processes - Hoses and handles
- Air hookup and wiring - Dies and processes
Number Coding - Height and stroke
- Tools and jigs - Die height
- Dies and processes - Machine stroke height
Pre-Work - Handling and storage
- Pre-setting level
- Pre-cutting - Die pressure
- Pre-adjusting
- Pre-heating

143
Value Stream Map
VALUE STREAM MAP (or Value Chain Map) A

visual picture of how material and information
flows from suppliers, through manufacturing, to
the customer. It includes calculations of total cycle
time and value-added time. Typically written for
the current state of the value chain and the future,
to indicate where the business is going.

144

145

146
Material Flow Icons

147
Information Flow Icons

148

149
The amount of time a new unit of raw

material will show up as a complete product
will be 23.6 days + 188 sec!

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1

Presented by: Kaizen Management Systems, Inc.

KAIZEN MANAGEMENT SYSTEMS, INC.

Total System Approach to Improvement

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

ZEN = Good (For the Better)

KAIZEN = Continual Improvement

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

*All the money generated by the system.

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Kaizen is the process that enables all

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

Process & Results

If your results are bad what do you do?

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KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

Process P & Results R

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KAIZEN MANAGEMENT SYSTEMS, INC.

Total Systems Focus

Will the total system be better off as a result of efforts?

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Total Systems Focus

Turbulent Flow Smooth Flow

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Work System Model

4. Supply Base 1. Customer

Measurement Mother Nature

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KAIZEN MANAGEMENT SYSTEMS, INC.

Do you eliminate fear and encourage problem solving?

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DONT DID YOU

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Problem in Japanese is Kiki

Problems are opportunities in disguise!

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KAIZEN MANAGEMENT SYSTEMS, INC.

People & Problems

People are not the problem!

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Where to look for

Source Countermeasures Location

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KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

KAIZEN MANAGEMENT SYSTEMS, INC.

Process Standard Benefits

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The Improvement Cycle

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The Working Plan