GBE-KPO-2-007-00 Kaizen Guide
GBE-KPO-2-007-00 Kaizen Guide
REVISION HISTORY
12 NWC reduction replaced with Inventory/AR/AP Improvement, Asoga Tannimalay Mar 24, 2010
13 Kaizen Goals Enhanced with Energy Category (DIPLESS) Asoga Tannimalay Jan 7, 2011
Objective 5
Kaizen Introduction 6
Kaizen References 59
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Overview & Scope
Overview
The aim of Gemba Kaizen Workshops is to build a company culture of daily
improvement. Kaizen does this through:
•Ongoing organizational learning
•Emphasis on action
•Team-based activities
•Focused, rapid improvement
•Employee empowerment
Gemba Kaizen Workshops changes not only the systems and processes but the approach on
how we look at the work area. The goal of Gemba Kaizen is not to change things, but to
change peoples’ mindsets.
An organization is truly on the Lean path when there are employees are truly empowered to
identify and eliminate waste.
Scope
Kaizen Guide provides guidelines on kaizen activities need to be carried out for all Flextronics
organized Kaizen activities. It defines how to identify projects, analyze, kaizen and report out.
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Objective
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Kaizen Introduction
What’s Kaizen?
改 善 改善
KAI + ZEN = KAIZEN
To break apart Think Change for better
To modify Make good Continuous improvement
To change Make better
The small, gradual, incremental changes applied over a long period can be
added up for a major impact on business in the near future.
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Kaizen Workshop Goal
Goal : Add Value & Eliminate Waste … Relentlessly for Our Customers
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Kaizen Principles
Try-storm
Understand Just Do It Results
Do not seek perfection. Today is better than yesterday
Always ask WHY ??
Only give the customer the quantity, they want it and when they want it.
3 GEN: Actual Place (Genchi), Actual Thing/Product (Genbutsu) & Real
Facts/Data (Genjitsu)
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8 ~ 6 Weeks
Prior To Kaizen Week
Project Scoping
Purpose:
1. Engage and prepare the Sites for IKW or EKW in meeting the GBE Guideline & Requirement
2. Getting the Site Leadership plus Management Team support upfront
3. Provide the best options to improve or solve Site Business Challenges in meeting Customers
Requirement & Corporate KOI
4. Project selection based on 80/20 Rule
Scope:
All IKW & EKW
Method:
1. Based on financial indicators and Site KOI GAPs
2. Review with Site VP/GM or Site Leadership to understand and agree on immediate & interim
priorities to support the Site Business Challenges in meeting Customers Requirement &
Corporate KOI thru improving the overall performance
3. Project scope to focus in establishing/improving the followings:
i. Model Lines
ii. Lines which have below 50s Takt Time
iii. Lean Supply Chain – 10 Must Do
iv. Lean Office – 5 Must Do
4. Provide the Training on Kaizen Tools; Guidelines and also elaborate on Checklist &
Requirements
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Project Scoping
Approach:
1. All Kaizen should be ETE (End to End, to maximize benefit and return of investment)
2. Targets set should be based on “Double the Good, Halve the Bad with Triple the Speed”
3. Team leaders must be VPs/GMs/Functional leads and/or their Direct Reports
4. External Kaizen Workshop must meet the minimum projected hard savings of USD150K per
month
5. Site Lean Leaders and RBE/GBE will have to ensure the latest Kaizen Templates are being
used. Refer to GBE Portal (GBE DMS – Lean Templates and Formats):
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4 ~ 5 Weeks
Prior To Kaizen Week
4 ~ 5 Weeks Prior To Kaizen Week
OBJECTIVES
Pre Kaizen template will be prepared:
• Slide 15 - PDCA & Independence study on kaizen needs
• Slide 18 - Team Members
• Slide 19 - Goals & Objectives
• Slide 20 - Target Sheet (if applicable)
Once the above is completed the RBE/GM will review and agree on the
Problem Statement, G&O's & etc. Amendments are made if necessary.
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Lean Operations - PDCA Site
Month, Year
Title:
1. Adjust Identify the Gap All issues highlighted here should 2. Plan
Revenue US$K
Act Qtr 1'08
509,780
Act Qtr2'08
523,634
Act Qtr3'08
174,545
Fcst Oct'08
174,545
Fcst Nov'08
174,545
Fcst Dec'08
578,448
be captured under A3.
Material Overhead US$K 5,688 4,563 4,550 6,740 5,432 3,450
Material Overhead % of revenue % 1.1% 0.9% 2.6% 3.9% 3.1% 0.6%
Labor Overhead US$K 3,450 2,345 4,536 4,567 2,847 4,538
Labor Overhead % of revenue
Manufacturing Overhead
%
US$K
0.7%
3,450
0.5%
6,568
0.9%
6,758
0.9%
4,567
0.6%
5,674
0.9%
4,563
Man Machine
Manufacturing Overhead% of revenue % 0.7% 1.3% 1.3% 0.9% 1.1% 0.9%
700,000 4.5%
4.0%
600,000
3.5%
Costs % of revenue
500,000
Revenue (US$K)
3.0%
400,000 2.5%
Labor HC
300,000 2.0%
200,000
1.5% Improvement
1.0%
100,000
0.5%
0 0.0%
Act Qtr 1'08 Act Qtr2'08 Act Qtr3'08 Fcst Oct'08 Fcst Nov'08 Fcst Dec'08
Material Method
Revenue
Labor Overhead % of revenue
Material Overhead % of revenue
Manufacturing Overhead% of revenue
Grasp
The
Situation Show a breakdown of the subject matter and
Target Sheet Progress identify area that is being focused.
Breakdown of XXX
Team Name: A B C
Need to be reviewed based on KOI Act Qtr 1'08 460 300 200
Act Qtr 2'08 400 450 150
Act Qtr 3'08 450 245 278
Base-line Target Fcst Oct'08 440 200 235
Kaizen Progress Fcst Nov'08 350 345 200
Seq. (Start QXFY'07) (By QXFY'07)
CTQs UOM Fcst Dec'08 300 348 175
# Improved 500
Unit % US$ Unit % US$ Mth 1 Mth 2 Mth 3 QX'07 Mth 4 Mth 5 Mth 6 QX'07 450
Unit % US$ Status 400
1 Plan 350
Lable A
Actual 300
2 Plan 250
200
Actual
150
3 Plan 100
Actual 50
0
4 Plan A B C
Lable B
0-70% 71%-90% 91%-100% Above 100%
4. Check Act Qtr 1'08 Act Qtr 2'08 Act Qtr 3'08 Fcst Oct'08 Fcst Nov'08 Fcst Dec'08 3. Do
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Lean Operations - PDCA Site
Month, Year
Title: Saginaw EPS Productivity improvement
1. Adjust Delphi Cost Trend 2. Plan
8.00%
7.00%
6.00%
5.00%
% Rev
4.00% Target
3.00%
2.00% Gap
1.00%
0.00%
Actual
Oct Nov Dec Jan Feb Mar Apr May
DL% IDL % Dep & Amo. EDM & Op sup. Freight In Target Grasp
The
Situation Line Output Constrains
Date: June 16 2008 Customer/Model : Delphi/Saginaw
Team Title : Automotive Productivity improve Line/Area/ Module : Delphi/Building 6 100
Unit Of Start Date: Date: 80
CTQs Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
Measurement Week 1 Week 2
UPH
60
Changeover /
Day
Minutes 192 96 192 192 192 192 100 90 90 106% 40
20
Headcount Operator 22 18 22 21 21 20 19 17 17 125% 0
headcount
(based on
66 36 66 63 63 60 57
Operator 51 34 113% Direct Labor Wastes
used shifts)
It is on next slide
Waste (seconds)
PTH / BE WIP 60
(pull System)
Units 200 100 - - - - - 106 100 100% 50
40
30
20
10
0
Insp. (Over
Conformal
(Transportati
operator due
(Rework)
Duplicate
Process)
pattern
to layout
Material
(Wait)
Extra
on)
0-70% 71%-90% 91%-100% Above 100%
4. Check Constrains 3. Do
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Site
Independent Study on Kaizen Needs Month, Year
1.- Number of daily changes equal to 48 = (top side to 1.- Reduce numbers of change overs per line.
bottom side) for one SMT line 2.- Improve line sequence to increase productivity.
3.- Define inventory between process.
2.-Time used for change overs equals to 192 minutes
4.- Improve line layout to reduce materials
per day (4 minutes per change) movements
3.- Extra labor is used to movement of materials 5.- Reduce direct labor.
4.- Duplicate operations are being performed 6.- Improve handling defects due to continuos flow
5.- Current Line output is 62 UPH. process.
7.- Gain extra capacity hours per line.
8.- Review Conformal Coating Specs to reduce
unnecessary reworks
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Kaizen Team Members
Functional No of Shingijutsu
External Team Members Name Job Title
No Department Workshop attended
1 (Facilitator)
2
3
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Goals & Objectives
Objectives
1. To work with customer to have an effective demand management through level loading to meet
CRD (Customer Request Date) and reduce excess inventory for XXXXXX Account.
2. Enhance the Customer Order Fulfillment with ‘Pull’ approach from the point of Customer Order
Triggering thru Operations and with the Internal & External Supply Chain Partners Involvement.
3. Develop and Improve the ETE Yield to reduce Manufacturing Lead Time ‘MTL’ and Aging Work
Orders to enable Reduction in Work In Progress ‘WIP’.
Goals
% of
Goal UoM Current Target
Improvement
Note: Please ensure that all G&O identified in this page is captured under the target sheet.
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Target Sheet
Date: Customer/Model :
Team Title : XXX Line/Area/ Module :
Unit Of
Start Date: Date:
CTQs Measur Target Day 1 Day 2 Day 3 Day 4 Day 5 % Improved Status
Week 1 Week 2
ement
Notes:
• Use this Target Sheet if project is not tracking ETE
• Please ensure all the G&O’s identified in Page 5 is captured.
• Site lean leader is responsible in reviewing this and ensuring that a follow thru is done till the closure.
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3 ~ 4 Weeks
Prior To Kaizen Week
2
3 ~ 4 Weeks Prior To Kaizen Week
OBJECTIVES
Establish the Target Sheet, Value Stream Map (Current) and 5 Whys (Slide 20,
25 & 26).
For new teams, request can be made to the RBE/SBE Lead who can appoint a
lean resource to support the team.
Goal Setting is normally done based on "Double the Good and Halve the Bad"
• Slide 23 – Target Sheet – Excluding ETE Yield
• Slide 24 – VSM (Current)
• Slide 29 – 5 Whys
• Slide 30 – Standard Work Sheet (Before)
• Slide 31 – Standard Work Combination Sheet (Before)
• Slide 32 – TAKT/Cycle Time Graph (Before)
• Slide 33 – Spaghetti Chart (Before)
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Site
Target Sheet Month, Year
Date: Customer/Model:
Team Title : XXX Line/Area/Module:
Notes :
• Use this Target Sheet if project is not tracking ETE
• Please ensure all the G&O’s identified in Page 5 is captured.
• Site lean leader is responsible in reviewing this and ensuring that a follow thru is done till the closure.
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Process and Information Flow
PM Demand Loading
MRP report
ITSS processing
MRP Run
and printout
Review Verify/identify
Verify with other Compare the MRP load against
DNSWH Update details unique/common
MPS MPS unique/common part for CTB
Review in/out rpt, in shared file parts
CTB commit with
Send CTB to PP to
customer
prepare schedule
Prepare CTB rpt
Review
Schedule with Release Send schedule Send packing
PP Prepare commit Prepare Prod Yes Prepare packing
Prod schedule? to MPS,Kit,PM schedule to Prod
file SMT Schedule schedule
No
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Source External / Internal / SGA
Site Name:
VSM Template Month, Year:
E-mail ID: [email protected]
Refer to Doc GBE-KPO-2-005-00
Step #1
Step #6 Step #5 Step #3 Step #2
1
Step #7
Information Flows
Step
Step #4 #26
2
Step #8
Step
#25
Materials Flows
Data Box 5
6
Revision Tracker
VSM Revision: 01 (After VSM refer as Rev 1)
VSM Originated Date: (Date Rev 01 drawn)
VSM Last Updated Date: MM / DD / YYYY(Current VSM
Drawn Date for the first time)
VSM Leader: (Process / Business Owner)
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VSM Example – Operation (Current)
Refer to Doc GBE-KPO-2-005-00
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VSM Example – Operation (Future)
Refer to Doc GBE-KPO-2-005-00
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VSM Example – Finance (Future)
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5 Why Analysis Refer to Doc GBE-KPO-2-032-00
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3 ~ 4 Weeks Prior To Kaizen Week Refer to Doc GBE-KPO-2-006-00
Standard Work Sheet (Before)
STANDARD WORK SHEET REVISION B
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator Process QA
Model Number 40K0276 Doc. Date DD 1 4 MM 0 8 YY 0 7
Ali John Bala
Model Name Basilisk Product Name / Area IBM Server
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.
ICT 1 3 Start Test process.
4 Remove board from test in ICT 2.
1 2
IN 5 Pass board place in out trolley
6 Back to Supermarket trolley
3 2 1 7 7 Pick up board from 4-layer Supermarket trolley.
ICT 2 8 Place on ICT 2.
L R LR 9 Start Test process.
1 10 Return to original position
8 11 End
4
LR
9
2 6
OUT
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
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3 ~ 4 Weeks Prior To Kaizen Week
Standard Work Combination Sheet (Before) Refer to Doc GBE-KPO-2-006-00
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3 ~ 4 Weeks Prior To Kaizen Week
TAKT/Cycle Time Graph (Before)
Man
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3 ~ 4 Weeks Prior To Kaizen Week
Spaghetti Chart (Before)
Note:
Traveling Distance
By Individual A
Travelling Distance
By Individual B
Travelling Distance
By Individual C
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2 ~ 3 Weeks
Prior To Kaizen Week
2 ~ 3 Weeks Prior To Kaizen Week
OBJECTIVE
Team establishes the Future Value Stream Mapping
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2 ~ 3 Weeks Prior To Kaizen Week Refer to Doc GBE-KPO-2-005-00
Value Stream Map (Future)
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1 ~ 2 Weeks
Prior To Kaizen Week
1 ~ 2 Weeks Prior To Kaizen Week
OBJECTIVES
The team will be fully engaged with genba kaizen.
The team will be working to meet the targets.
This will normally be facilitated by the RBE/SBE
Slide 39 – 7 Ways
Slide 41 – Spaghetti Chart (After)
Slide 42 – Kaizen Improvements (Before vs. After)
Slide 45 – TAKT/Cycle Time Graph (After)
Slide 46 – Standard Work Sheet (After)
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1 ~ 2 Weeks Prior To Kaizen Week Refer to Doc GBE-KPO-2-018-00
7 Ways
Process Sketch Quality Requirements
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1 ~ 2 Weeks Prior To Kaizen Week
Idea Evaluation Sheet
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1 ~ 2 Weeks Prior To Kaizen Week
Spaghetti Chart (After)
Portable Tools
& Equipment Note:
Travelling Distance
By Individual A
Travelling Distance
By Individual B
Portable Cart Travelling Distance
By Individual C
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Lean Operations – Source: External Kaizen/ Internal Kaizen/ SGA
Site Name:
Title: Month, Year:
Please indicate the source [email protected]
Add/delete as deemed appropriate
Operations/
Problem Action Taken Results Method for Sustaining
Station
Savings
% Improved
Font type: Arial (Bold) Font type: Arial (Bold)
Before
Font type: Arial (Bold)
After
Metrics Hard Soft Inventory
Font size: 18 Font size: 20 (UOM) (USD/ (USD/ /AR/AP Font size: 10
Font color: Black Font color: Black month) month) (USD) Font color: Black
Customer
New Format Note:
Implementation Start Date
MM/YY
For Inventory/AR/AP Savings, 100% Implementation Plan
• Inventory Reduction MM/YY
Tools Used Goals Lead-Time x 1/2
• AR: Account Receivable (Reduction) Potential Savings/Month
Lean Defect x1/10 Energy x 9/10 after 100% Implementation
X • AP: Account Payable (Increase)
Inventory /
Inventory x1/2 Scrap x1/10 Hard Soft
AR/AP
Six
Sigma Productivity x2 Space x1/2 US$XXK US$XXK US$XXK
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Lean Supply Chain – Source: External Kaizen/ Internal Kaizen/ SGA
Site Name:
Title: Month, Year:
Please indicate the source [email protected]
Add/delete as deemed appropriate
Operations/
Problem Action Taken Results Method for Sustaining
Station
Savings
% Improved
Font type: Arial (Bold) Font type: Arial (Bold)
Before
Font type: Arial (Bold)
After
Metrics Hard Soft Inventory
Font size: 18 Font size: 20 (UOM) (USD/ (USD/ /AR/AP Font size: 10
Font color: Black Font color: Black month) month) (USD) Font color: Black
Customer
Implementation Start Date
Note: MM/YY
For Inventory/AR/AP Savings, 100% Implementation Plan
• Inventory Reduction MM/YY
Tools Used Goals Lead-Time x 1/2
• AR: Account Receivable (Reduction) Potential Savings/Month
Lean Defect x1/10 Energy x 9/10 after 100% Implementation
X • AP: Account Payable (Increase)
Inventory /
Inventory x1/2 Scrap x1/10 Hard Soft
AR/AP
Six
Sigma Productivity x2 Space x1/2 US$XXK US$XXK US$XXK
Yokoten status to be
placed in this location
Site Yokoten Site Yokoten Site Yokoten
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Lean Office – Source: External Kaizen/ Internal Kaizen/ SGA
Site Name:
Title: Month, Year:
Please indicate the source [email protected]
Add/delete as deemed appropriate
Operations/
Problem Action Taken Results Method for Sustaining
Station
Savings
% Improved
Font type: Arial (Bold) Font type: Arial (Bold)
Before
Font type: Arial (Bold)
After
Metrics Hard Soft Inventory
Font size: 18 Font size: 20 (UOM) (USD/ (USD/ /AR/AP Font size: 10
Font color: Black Font color: Black month) month) (USD) Font color: Black
Customer
Implementation Start Date
Note: MM/YY
For Inventory/AR/AP Savings, 100% Implementation Plan
• Inventory Reduction MM/YY
Tools Used Goals Lead-Time x 1/2
• AR: Account Receivable (Reduction) Potential Savings/Month
Lean Defect x1/10 Energy x 9/10 after 100% Implementation
X • AP: Account Payable (Increase)
Inventory /
Inventory x1/2 Scrap x1/10 Hard Soft
AR/AP
Six
Sigma Productivity x2 Space x1/2 US$XXK US$XXK US$XXK
Yokoten status to be
placed in this location
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1 ~ 2 Weeks Prior To Kaizen Week
Takt /Cycle Time Graph (After)
Man
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1 ~ 2 Weeks Prior To Kaizen Week Refer to Doc GBE-KPO-2-006-00
Standard Work Sheet (After)
STANDARD WORK SHEET REVISION B
Process Name / Area ICT Doc. # ABC 1234 Doc. Rev # 6 Orginator Process QA
Model Number 40K0276 Doc. Date DD 1 4 MM 0 8 YY 0 7
Ali John Bala
Model Name Basilisk Product Name / Area IBM Server
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.
ICT 1 3 Start Test process.
4 Remove board from test in ICT 2.
1 2
IN 5 Pass board place in out trolley
6 Back to Supermarket trolley
3 2 1 7 7 Pick up board from 4-layer Supermarket trolley.
ICT 2 8 Place on ICT 2.
L R LR 9 Start Test process.
1 10 Return to original position
8 11 End
4
LR
9
2 6
OUT
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
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Kaizen Week
4
Kaizen Week
OBJECTIVES
This will be a 5 days workshop facilitated by the External Kaizen Sensei.
Please note that 90% of the time will be at the gemba.
The team will need to fill up the following slides during gemba.
Slide 49 – Kaizen News paper
Slide 50 – Kaizen Log – Homework Moving Forward
Slide 51 – Target Sheet – ETE Scorecard
Slide 52 – Target Sheet – ETE Yield Tracking
Slide 55 – Kaizen Log – Proposal for Yokoten
Slide 56 – Lessons & Tools Learned
Slide 57 – Kaizen Workshop Attendance List
Slide 58 – Financial Performance Dashboard
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Kaizen Week
Kaizen News Paper
• No People
• No Space 50% Complete 100% Complete
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Kaizen Week
Kaizen Log – Homework Moving Forward
Due Expected %
Action Item Who Time Remarks
Date Results Completed
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Target Sheet
Date: Customer/Model :
Team Title : XXX Line/Area/Module:
% Improvement Calculation
= (Actual - Start )/(Target - Start) or
(Start - Actual)/(Start - Target)
Notes :
• Use this Target Sheet if project is not tracking ETE
• Please ensure all the G&O’s identified in Page 5 is captured.
• Site lean leader is responsible in reviewing this and ensuring that a follow thru is done till the closure.
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Kaizen Week
Target Sheet – ETE Scorecard
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Kaizen Week
Step to Yokoten
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Kaizen and Standardize Work
Kaizen
Improvement Level
Time
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Kaizen Week
Kaizen Log – Proposal for Yokoten
Due %
Items proposed for Yokoten Who Time Remarks
Date Complete
Note:
25% Complete 75% Complete
• Please include follow up action items that needs to be continued after the workshop.
• Site lean leader is responsible in following thru the actions identified in the kaizen log.
• Site lean leader will select the items identified here for Yokoten and will be transferred to the
50% Complete 100% Complete
Yokoten tracking.
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Kaizen Week
Lessons & Tools Learned And Application In Our Job
Application in our jobs
No Lessons & Tools Learned
(Please be specific)
1
2
3
4
5
6
7
8
9
10
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Kaizen Workshop Attendance List
Day (dd/mm/yy) Day (dd/mm/yy) Day (dd/mm/yy) Day (dd/mm/yy) Day (dd/mm/
No Name AM PM PM1 AM PM PM1 AM PM PM1 AM PM PM1 AM PM
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
AM – Session Before Lunch
PM – After Lunch Session
PM1– Evening Session (After Leaders Meeting)
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Kaizen Project Summary: Team #
Financial Performance Dashboard
I Must fill in
P Finance
L PIC info
1
E
Note :
1. To be completed and presented on Friday
2. All financials to be validated by site Finance Controller
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Kaizen References
5
Glossary
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Glossary
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Glossary
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Glossary
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Glossary
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Glossary
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VSM Icon / Symbol – Primary
Personal
Transportation Decision Document Computer Process Supplier Customer
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VSM Icon / Symbol – Secondary
Process Box
P/T
Iterations Tel MRP
W/T
Quality
Shipment In / Out Telecom Receipts Technology Used Data Box
FIFO
ABCD
Leveling Mix
&/or Volume Withdrawal
Sea Freight Fork lift (Pull)
Air Freight
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VSM – Dotting Process and Keynotes
Value Add (VA) • A step in an Industrial or Business Process that customer pay for.
• Change or Add Form or Fit or Function
Green What Customer Pay
• Includes those activities that are required by contract or law
for
• Things that would impact Customer
Non Value Add • Any activity does not directly impact the customer and not paid by
customer
(NVA)
Red • Things that would not impact the Product or Service
What Customer
DON’T Pay for
• Statutory or Company Policy Requirement or process Enabler
Essential Non • Any activity does not directly impact the customer.
Value Add • Customer may not pay but A process that enable due Contract
Yellow Obligation or Company Policy or Statutory Requirement
(ENVA)
• These steps may be necessary to support value added steps
Process Enabler
• Any activity required by the business
[Process Time + Waiting Time] = Cycle Time PT : Process Time CT : Cycle Time
(PT) + (WT) = (CT) WT : Waiting Time TC : Touch Points
Kaizen Guide
68 GBE-KPO-2-007-00 Rev.15 68
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