Contents

Sheets
1 5S Check List
2 5S Evaluation
3 Actin Plan & Report - Individual
4 Cause & Effect Diagram
5 Cause & Effect Diagram Example
6 Design Of Experiment Grid
7 Is-Is Not page 1
8 Is-Is Not page 2
9 Kanban Worksheet
10 Lean Assessment
11 Lean Evaluation Radar Chart
12 Lean Project Tracking Sheet
13 Meeting Agenda Blank
14 Metrics Sheet & Example
15 OEE Worksheet
16 PDCA Sheet
17 Problem Solving Worksheets
18 Rapid Improvement Event (REI) Agendas
19 Rapid Improvement Event (REI) Worksheets
20 Rapid Improvement Event Before & After Worksheet
21 Six Sigma Summary Sheet
22 Standardized Work Chart
23 Standardized Work Breakdown Sheet
24 Standard Work Combination Sheet
25 Time Observation Sheet
26 Value Added (VA) versus Non Value Added (NVA) Worksheet
27 Visual Controls Check Sheet
28 Value Stream Map (VSM) Action Planning Sheet & Example
5 - S Evaluation
AREA EVALUATED:
SUPERVISOR:
ITEM NUMBER
AND DESCRIPTION
1. REMOVING UNNECESSARY ITEMS
2. STORAGE OF CLEANING EQUIPMENT
3. FLOOR CLEANING
4. BULLETIN BOARD
5. EMERGENCY ACCESS
6. ITEMS ON THE FLOOR
7. AISLEWAYS - MARKINGS
8. AISLEWAYS - MAINTENANCE
9. STORAGE AND ARRANGEMENT
10. EQUIPMENT - PAINTING
11. EQUIPMENT - CLEANLINESS
12. EQUIPMENT - MAINTENANCE
13. EQUIPMENT STORAGE
14. DOCUMENTS - STORAGE
15. DOCUMENTS - CONTROL
16. TOOLS / GAUGES CONTROL
17. TOOLS / GAUGES CONVENIENCE
18. SHELVES, BENCHES AND DESKS
ARRANGEMENT
19. SHELVES, BENCHES AND DESKS
CONTROL
20. 5S CONTROL AND MAINTENANCE
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.
Network Path: Fileserver1\CE\Corp\
Quality\WI\Trim\Forms\All Trim Groups
SHIFT: 1 2 3
RATING SCALE: 0-5 (POOR=0, EXCELLENT=5)
ITEM SCORE
( 0 - 5)
ALL ITEMS NOT NECESSARY FOR PERFORMING WORK ARE
REMOVED FROM THE WORKPLACE.
ALL CLEANING EQUIPMENT IS STORED IN A NEAT MANNER.
HANDY AND EASILY AVAILABLE AS NEEDED.
ALL FLOORS ARE CLEAN AND FREE OF DEBRIS, OIL AND DIRT.
CLEANING OF FLOORS IS DONE ROUTINELY - DAILY @ MINIMUM.
NO OUTDATED, TORN OR SOILED ANNOUNCEMENTS ARE DISPLAYED.
ALL BULLETINS ARE ARRANGED IN A STRAIGHT/NEAT MANNER.
FIRE HOSES AND EXTINGUISHERS ARE UNOBSTRUCTED AND STORED
IN AN EASY-TO-LOCATE MANNER. E-STOPS ARE COLOR CODED.
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
AISLES AND WALKWAYS ARE CLEARLY LINED AND IDENTIFIABLE.
PAINT OR TAPE IS IN GOOD CONDITION AND NEAT.
AISLES ARE ALWAYS FREE OF MATERIAL AND OBSTRUCTIONS.
NOTHING IS PLACED ON THE LINES, AND OBJECTS ARE ALWAYS @
RIGHT ANGLES TO THE AISLEWAYS.
STORAGE OF BOXES, CONTAINERS AND MATERIAL IS ALWAYS NEAT
AND AT RIGHT ANGLES.
ALL MACHINES AND EQUIPMENT ARE NEATLY PAINTED. NO PLACES
IN THE AREA LESS THAN 2 METERS HIGH ARE UNPAINTED.
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.
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.
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.
ONLY DOCUMENTS NECESSARY TO THE WORK ARE STORED AT
WORK STATIONS. DOCUMENTS ARE STORED IN A NEAT MANNER.
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.
TOOLS, JIGS AND FIXTURES ARE ARRANGED NEATLY AND STORED
IN A WAY THAT THEY ARE KEPT CLEAN AND FREE OF ANY RISK OF
DAMAGE.
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.
THESE ARE ARRANGED, DIVIDED AND CLEARLY LABELED SUCH
THAT IT IS OBVIOUS WHERE THINGS ARE STORED AND WHERE
THEY SHOULD BE RETURNED.
THESE ARE KEPT FREE OF UNUSED OBJECTS, INCLUDING FILES AND
DOCUMENTS. TOOLS OR ANY PIECES OF EQUIPMENT ARE CLEANED
BEFORE BEING REPLACED TO PROPER POSITION.
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 =
TR09-04-01a
Last Revised: 9/20/99
1

5
 Action Plan & Report
After completing each training section provide a completed copy of this form to your trainer and/or mentor.

Signature: _____________________________________________________________________________ Date: ______________

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

High - Medium - Low (Cirle one)

Three key points from this training are:

1.

2.

3.

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

1.

2.

3.

What three things will I try to do to improve?

1.

2.

3.

How and when will I measure my improvement?

 Cause & Effect Diagram: List "Effect"

Manpower Methods Machines

List "Effect" or outcome

Mother Nature Materials Measures

Other Concerns KEY VARIABLES

> >
>

Prepared by Rob Ptacek 06/01/2018 Page 10

 Cause & Effect Diagram: EXAMPLE Schedule Attainment

Manpower Machines Measures

> New people > Lack of good tools > Over capacity bookings
> Poor skills & slow > No enough tools > Capacity planning
> Trainees to Trainer ratio > Not enough assy stations > order size impact on throughput
> > >
> > >
>

Schedule Attainment below

Goal

KEY VARIABLES
> Drop in orders
> Schedule Changes
> Order size
Mother Nature Materials > Lack of materials
Methods > Missing or lost
> No clear work instructions > Lack of space > Trainees on site
> Lack of assy stations > Late from supplier
> OJT training techniques effectiveness > Taking from one oredr to use on another
> No tools storage standards > Poor faclities layout?
> >
> Poor connection to std work & goals
> Capacity planning
> Rush orders
> Not running one piece flow Other Concerns
> Big batches >

Prepared by Rob Ptacek 06/01/2018 Page 11

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

Prepared by Rob Ptacek 06/01/2018 Page 12

Design of Experiment Title:

Design of Experiment
Grid 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 Medium

Low

High

High

Small Medium

Low

High

Big Medium

Low

Low

High

Small Medium

Low
 388757778.xls

Is/ Is Not

Date: Completed By:

Symtom:
Problem Description:

Deductions about facts & other information. Direction / Priority Setting

Is/ Is Not Questions Is Is Not Differences Changes & dates Most Likely Causes & Proposed DOE's
What Object?

Defect?

Where On object?

Geographically?

When First Seen?

Else seen?

In process seen?

How Many objects have

defects?

Many defects per

object?

What Is the trend?

Confidential 06/01/2018 Page 14

 388757778.xls

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

(Determine Cause & Corrective Action for both how the failure occurred, and how it escaped your systems.)
OCCUR: How did the failure occur? ESCAPE: How did the failure escape our systems?
Verify Root Cause(s): Combine problem description with Ask “Why” to the potential causes.
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.

Is-Is Not p2
 Kanban Implementation Worksheet

Team: Area: Date:

Proposal Kanban System:

Current State: Future State:

Effect or Watse Reduction: Future Actions:

eet

e:
 LEAN TRANSFORMATION ASSESSMENT & RECOMMENDATIONS
Facility: Process:
Assessor: Date:

Distribution: Scores
Criteria Max Area
VALUE STREAM MAP (Why?: Using data, visually drives flow production, short lead time, quality improvement, lowest cost
1 production)
(Evaluates material(s) and information flow form customer order entry through manufacturing to suppliers)
(a) A current state Value Stream Map does not exist for product or product families 0
(b) A current and future state Value Stream Map exists for product or product families 5
(c) A strategic implementation plan for future state exists and is being executed 10

2 TAKT TIME (Why?: Provides fast response to problems, drives elimination of causes of unplanned downtime, forces changeover)
(Calculates and synchronizes rate of production to rate of sales)
(a) The rate of production is not paced to Takt Time or rate of sales. 0
(b) Takt time has been determined for product(s) but is seldom followed. 5
(c) Takt time exists for product(s) and is strictly used to pace production. 10
CONTINUOUS FLOW (ONE-PIECE FLOW) (Why?: Drives process reliability, reduction of changeover time and unplanned
3 downtime)
(Creates production flow of one piece at a time passed immediately to next process step)
(a) There is no standard work defined for process. Pieces are batched between process steps. 0
(b) Standard is sometimes followed and supported by 5s some visual controls and materials 5
(c) Standard work strictly followed and supported by 5s, visual controls, materials and TPM 10

4 DEMAND-PULL (Why?: Drives accurate control of production between flows without MRP and the reduction of inventory)
(For non-continuous flow operations creates production on demand without routine scheduling)
(a) Non-continuous flow operations are scheduled. Production is not paced by customer demand. 0
(b) Kanban supermarkets for withdrawal and production exists but are not strictly maintained. 5
(c) Kanban supermarkets for withdrawal and production are strictly maintained. 10

5 SCHEDULE ONE PRODUCTION PROCESS (Why?: Drives inventory reduction and improves capacity utilization)
(Maintains demand-pull by scheduling only the process controlled by the outside customer's orders)
(a) For each product(s), separate schedules are set for major processes. No pacemaker process. 0
(b) For each produce(s), only the pacemaker process is scheduled at least 50% of the time. 5
(c) For each product(s), the pacemaker process is strictly scheduled to drive production flow. 10

6 LEVELED PRODUCTION MIX (Why?: Reduces lead time to fill fluctuating customer demand, reduction of inventory levels)
(Distributes the production of different products evenly over time at the pacemaker process)
(a) No mixed production exists for product families. Multiple lines or individual runs used. 0
(b) Mixed production consists of 2 or more units back-to-back for each product family on one line. 5
(c) Mixed production consists of only one unit back-to-back for each product family on one line. 10
LEVELED PRODUCTION VOLUME (Why?: Drive reliability by promptly highlighting problems for corrective action
7 improvements)
(Creates a "pull" by releasing and withdrawing small, consistent increments of work at pacemaker process)
(a) Production schedule is released in large inconsistent increments of 24 hours or more. 0
(b) Production schedule is released in small, consistent increments of 8 to 24 hours. 5
(c) Production schedule is released in small, consistent increments of 2 hours or less. 10
SMALL LOT PRODUCTION (Why?: Drives reliability through reduction in set-up time, lead time to respond to fluctuations in
8 customer demand)
(Establishes small daily lot sizes for high volume parts in non-continuous flow processes (Fabrication, etc)
(a) No lot sizes are defined for high volume part numbers. Maximum runtime is preferred. 0
(b) Large lot sizes have been defined. High volume parts are run in lost sizes of 2 or more days 5
(c) Small lot sizes have been defined. High volume parts are run daily lot sizes or less. 10
DEDICATED CI RESOURCES (Why?: Improves daily reliability by driving change velocity through training and application of
9 lean principles)
(Drives planning and execution of lean manufacturing transformation)
(a) Management is not trained, but supports lean effort with a dedicated workforce of 1% or less. 0
(b) Management is trained and supports lean effort with a dedicated workforce of 1% to 2%. 5
(c) Management is trained and supports lean effort with a dedicated workforce of 2% or more. 10
### RETURN ON INVESTMENT (Why?: Drives Economic Value Added - EVA)
(Ties current lean manufacturing strategy consistently with future investments)
(a) No formal process exists for a "lean" review of capital investments and new products/processes. 0
(b) "Lean" review process for capital investments, new products/processes is sometimes followed. 5
(c) "Lean" review process for capital investments, new product/processes is strictly followed. 10
Maximum Lean Transformation Points 100
Actual Lean Transformation Points 0
Team Radar Chart Measures Scores
5-S 1
Quality Process 2
Work Cells / PC's 2
Visual Controls 2
Standard Work 3
TPM 2
Continuous Flow 1
Pull Systems 1
Leveling 2
Quick Changeovers 2
Training 3.5
Supplier / Customer Alliances 3

Supplier /

Quic
 Radar Chart

5-S
Supplier / Customer Alliances Quality Process
Training 4 Work Cells / PC's
2
Quick Changeovers 0Visual Controls

Leveling Standard Work

Pull Systems TPM
Continuous Flow
LEAN IMPROVEMENT TRACKING SHEET

Group: Complete:
Plant Manager: On Schedule:
Date: Over Due:
Project Value
Kaizen or Six Sigma Project Leader Stream Key Objective & Results to Date Investment Due
Map Ref: Current State Future State Customer Required Date
# Target Area Measures Targets Results Impact
 MEETING WORKSHEET

START TIME: STOP TIME: AREA: DATE:

MEETING TOPIC: ATTENDENCE:

AGENDA ACTION ITEMS: Who, What, When

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

6. 6.

7. 7.

8. 8.

NEXT MEETING: OTHER OUTCOMES:

Conveyance Correction Overproduction Motion Waiting Inventory Processes

 Week 2005 2004 2003 2002
Metrics Sheet: Key Performance Indicators
Mtd. Actual Mtd. Projected Mtd. Target Ytd. Actual Total Weekly Avg Weekly Avg Weekly Avg Weekly Avg
Data Data 2/1/2005 2/2/2005 2/3/2005
Category KPI Frequency Responsibility Goal
Source Presentation
Customer
Satisfaction:
Complaints
Daily GM GM 0
0 0 0
Productivity, Cost Value Added Weekly Job JH 1.5 ope
& Quality (orders per travelers
1.6 1.6 1.4
production per week /
employee) 23
Jobs per Day Daily Job traveler JH 35 jpd
37 37 32
Pieces per day GM 1500 /d 1806 1099 1238
First Pass Approval Daily
%
Job traveler GM 100%
100% 100% 100%
Product
Scrap Pieces Daily
Inquiry
GM < 40 ppd 54 52 22
Report
Delivery On Time In Full
(OTIF %)
Daily Follow Up
Sheet
AM 1 100 100 98
Lead-time (weeks) Weekly Back log TC 1 Week
1 1 1
Backlog (weeks) Weekly Back log $ /
125$
TC 3 Weeks
2.4 2.4 2.4
People Loss Time Daily Call in list BH < 0.5 hrs 0.25 0 0
Housekeeping Daily TBD AM 100%
70% 70% 70%
Loss Time Injuries
(LTI)
Daily Call in list BH 0
0 0 0

Below Goal =

At Goal =
 OEE WORKSHEET: Machine Name
DATE: <date>
AVAILABILITY
MONTH NOVEMBER
1. Scheduled time per shift Minutes

2. Planned Downtime

}
- Breaks and Lunches
- Meetings
- Run to Run 0 Minutes
- Planned Maintenance
- Operator not Available

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

4. All Other Downtime

- Failures
- Set-up and Adjustments
- Documented Minor Stoppages
- Startup losses
} 0 Minutes

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 WORKSHEET
= Behind
= O.K.
Part / Series / Subject Date Last Modified:
= Completed
Status / Legend

Team Members: (Innovation Leader)

PROBLEM STATEMENT:

Plant: Department: Completed by:

DO CHECK MEASUREMENT ACTIONS
PLAN EFFECTIVE?
(CHECK) (see Note below)
Schedule Task Timing Reviewed by: Projected

Status Item Initiative Task Responsibility START FINISH Base Improvement Actual Yes No
No. DURATION Date Date Who Date Time/$
 Problem Solving Worksheet

Author: Team: Date:

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)

4. Root Cause Determination Data Collection & Analysis

5. Develop & Test Possible Solutions

6. Define & Implement Corrective Action

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

8. Address the System, Prevent Recurrence & make Permanent

 Rapid Improvement Event
Before and After Implementation Worksheet
Team Area Date

Improvement Proposal:

Current state Future State

Effect or Watse Reduction Future Actions

rksheet
e
 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.

DEFINE the project

Include system measures, key performance indicators, data collection plan, MSA, data display methods, etc.

Project
MEASURES

Include Cause & Effect diagram, and other data analysis tools used to prove cause.(DOE etc.)
Data ANALYSIS

Describe specific improvements implemented, cost benefits, risk analysis, pilot results, before & after sketches, implementation plan & dates, etc.
IMPROVEMENTS
Implemented

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

Methods of
CONTROL &
follow- up
 Area: Hardware OP of
Standardized Work Chart Process: Stud Assembler PG 1 of 1

Takt Cycle
Plant: Product: sec. sec.
Time Time

Last Updated By: Cindy Bos Date: / /

T A T W T W T
M
Seq. Q.C.
Major Operational Steps A
I U I A I A I Approved By (G.L.): Date: / /
No. Check N
M T M I M L M
E O E T E K E
Checked By (M.E.): Date: / /

Safety
SWIP Critical Safety
Working Sequence Precaution

Walking
C S
0 0 0 Return to Start
 JOB BREAKDOWN SHEET

OPERATION: Stud assembly

PARTS: U137 Flip Qtr

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

SAFETY EQUIPMENT: 2 finger switches, safety glass

MAJOR STEP KEY POINTS REASONS

Include main steps that advance the job. Make or break a job— Describe why the job is
done in the particular
way described in the
Key Point.

Quality
Safety
Ease of Operation
1. Inspect PET ring frame 1.1 Inspect for cracks, 1.1.1 Per customer
short shots, flash, requirement
contamination

2. Place on stud table 2.1 Start on side of 2.1.1 Standardization

frame with 1 stud in
middle

3. Load pal nut in press nest 3.1 Pal nut must be 3.1.1 To ensure proper
loaded with teeth down assembly
to hold stud securely

4. Inspect stud 4.1 Stud must 4.1.1 Per customer

threaded with no requirement
damage to threads

5. Load stud into PET frame pocket 5.1 Stud must lay 5.1.1. To ensure
completely in proper assembly
rectangle pocket

6. Align stud head 6.1 Stud must align 6.1.1 To ensure proper
under press head assembly

7. Activate press 7.1 Hold both finger 7.1.1 To safely

switches at the same activate press
time

8. Repeat steps for 14 more studs 8.1 There are 15 studs 8.1.1 Per customer
on each part requirement

9. Place on staging rack 9.1 To stage for

priming operation
 388757778.xls

Standard Work Combnation Sheet

Part # Date Demand / Shift Operation Number Manual =

Walking = wwwwwwwww
Process Name Dept. TAKT Time Prepared by Automatic =

Time Operation Time (in Seconds)

Step # Description of Operation
Manual Auto Walk Wait 5s 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

5s 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

Totals

Rob Ptacek Page 44 06/01/2018

 AUTODIE PROCESS TIMING
INTERNATIONAL OBSERVATION SHEET

Process: Date: OBV:

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

10

11

12

13

14

15

TIME FOR ONE CYCLE

Process Process Operation
Type Begin Time End Time
Step Name time
1 Answer Phone Process 0:00 0:00:25 0:00:25

Ask for Customer

2 Information Process 0:00 0:00:40 0:01:05
Does Customer
3 Have Account Process 0:01 0:00:05 0:01:10
Place on Hold
4 and Forward Transport 0:01 0:01:15 0:02:25
Ask for Customer
5 Information Process 0:02 0:00:20 0:02:45
Take information
6 for Credit App Process 0:02 0:03:45 0:06:30
Wait for Credit
7 Approval Delay 0:06 0:06:05 0:12:35

8 Approved? Decision 0:12 0:00:00 0:12:35

Ask for Customer
9 Information Process 0:12 0:00:40 0:13:15
Does Customer
10 Have Account Process 0:13 0:00:05 0:13:20
Determine
11 Product Needs Process 0:13 0:01:30 0:14:50
Is Product On
12 Hand? Process 0:14 0:00:15 0:15:05
Check System for
13 Lead Time Process 0:15 0:00:10 0:15:15
Quote Lead Time
14 to Customer Process 0:15 0:00:05 0:15:20
Is Lead Time
15 Acceptable? Process 0:15 0:00:00 0:15:20
Contact
Manufacturing for
16 LT Information Process 0:15 0:07:35 0:22:55
Is Lead Time
17 Acceptable? Process 0:22 0:00:00 0:22:55
18 Place Order Process 0:22 0:01:45 0:24:40
Validate
Customer Ship
19 Info Inspect 0:24 0:00:30 0:25:10
20 Thank Customer Process 0:25 0:00:10 0:25:20
 0.3289473684
0.6710526316 0.3289473684 0.6710526316

0 0.2 0.4 0.6 0.8 1 1.2

 Value Add
Value add?
Total
Yes 0:00:25 Summary
Value Added
Time
Yes 0:01:05 0:08:20

Total Time
Yes 0:01:10 0:25:20
% Non Value
No 0:01:10 Add 67%

% Value Add
No 0:01:10 33%

Yes 0:04:55

No 0:04:55 Process Type Breakdown

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

Delay Time
No 0:04:55 0:06:05
Transport
No 0:04:55 Time 0:01:15
Inspection
Yes 0:06:25 Time 0:00:30

No 0:06:25

No 0:06:25

No 0:06:25

No 0:06:25

No 0:06:25

No 0:06:25
Yes 0:08:10

No 0:08:10
Yes 0:08:20

0.014

0.012

0.01
 0.014

0.012

0.01

0.3289473684 0.008 0.0121527778

0.6710526316 0.004224537
0.0008680556
0.0003472222
0.006

0.004

0.002

0
 Plot Width
Max 0.002604 0.00

Min -0.000868 0.00

Range 0.003472 0.00

Units -20 0.00

0.00026 0.00

0.01

0.02

0.00

0.00

0.00
- At the SPEED of SIGHT

- At the SPEED of SIGHT

Page 1 of 2
- At the SPEED of SIGHT

- At the SPEED of SIGHT

Page 2 of 2
 VSM Action Plan Example

Value Stream Map Action Item List Example

# Item Activity Who When Progress Comments
Use supermarket concepts throughout the JW &
1 Attack all inventory watse organization. Create flw. RP TBD

Look for waste and develop ways to use

Review & Map the planning & Kanban sstems to reduce & expose the JW &
2 scheduling processes waste. RP TBD

JW &
3 Investigate HIP process RP TBD

Attack Finishing issues with 6- JW &

4 Sigma approach RP TBD

Help the FE VSM team JW &

5 dramatically reduce L/T RP TBD

Loop segments o the business to JW &

6 create flow. See FS-VSM RP TBD

Begin to organize around value JW &

7 streams or flows RP TBD

Work with the customer to level

flow, and to use Kanban signals to JW &
8 reduce inventory waste. RP TBD

10

Confidential 06/01/2018 Page 54