Machine #: Set-Up Observation Analysis Sheet Date:

Part & OP: Page: of:

Step Time Before Category

# Cum. Task Int/Ext Element / Task Description P E S T Observations

Totals

P.) Prepare E.) Exchange S.) Setting Conditions T.) Trial Runs & Adjustments

# of Steps Moved to External: # of Steps Reduced: # of Steps Eliminated:

Time Moved to External: Time Reduced: Time Eliminated:

Set-Up Analysis (2)

 Routing Analysis Name:
Area:
Date:

Part Number Annual Volume Machine A Machine B Machine C Machine D Machine E Machine F Family
AAA 2845 1 2 3
AAB 210 1 2 3
AAC 769 1 2 3
AAD 458 2 1 3 4 5

Routing analysis
 SPAGHETTI DIAGRAM Date Prepared

Process Name: or Revised:

Model Number: Scope of From: Department:

Operations:
Model Name: To: Operators:

Form SPS8 8/1/1998 53725972.xls

Machine #: Set-Up Observation Analysis Sheet Date:
Part & OP: Page: of:

Step Time Before Category Amount of time moved to: After

# Cum. Task Int/Ext Element / Task Description P E S T External Reduced Eliminated Time

Totals

P.) Prepare A.) Exchange S.) Setting Conditions T.) Trial Runs & Adjustments

# of Steps Moved to External: # of Steps Reduced: # of Steps Eliminated:

Time Moved to External: Time Reduced: Time Eliminated:

Set-Up Analysis
 Brief Task Description Place an X in the appropate category box.
See definitions below.
Machine # - 300 Ton Press Date: 7/28/98
Part & OP - Setup Class Before Amount of time Est. After
Step # Time Before Category by Activity Move to After Category by Activity
Cumulative Task Int/Ext Element / Task Description P E S T External Reduced Eliminated Time P E S T
1 :40 :40 I Clean Bottom Tray X :40 :00
2 1:21 :41 I Vibrate Parts Down Stacker X :41 X
3 2:56 1:35 I Press to Bottom & Remove Clamps X :05 1:30 X
4 4:36 1:40 I Remove Stacker Bolts X 1:40 :00

5 5:02 :26 I Adjust Stacker X :26 :00

6 6:21 1:19 I Remove Top Stacker X :40 :39 X
7 7:08 :47 I Raise Ram X :47 X
Individual
component times. 8 13:11 5:03 I Remove Die X 1:00 4:03 X
14:11 - 13:11 = 1:00
9 14:11 1:00 I Measure Tool X 1:00 :00 X
10 17:31 3:20 I Clamp Tool X 1:00 2:20 X

11 19:00 1:29 I Install Top Stacker X :40 :49 X

12 23:25 4:25 I Install Bottom Stacker Rods X 4:25 :00
13 24:08 :43 I Set Scrap Box & Set HT X :20 :23 X
14 31:31 7:23 I Load Coil 7:23
15 34:23 2:52 I Adjust for Material Thickness X 2:52 X
16 35:33 1:10 I Adjust Material X 1:10 X

17 39:26 3:53 I Adjust / Clearance Check X 3:53 X

39:26 39:26 Totals :00 3:45 8:11 27:30

Running total time on Total set-up time

Total set-up time After Changes
stop watch
I = Internal Time
# of Steps Moved to External 0 E= External Time # of Steps Reduced 6 # of Steps Eliminated 5
Time Moved to External :00 Time Reduced 3:45 Time Eliminated 8:11

Activity Categories
P. Prepare - Try to move these item to external
E. Exchange - Try to reduce or eliminate these items
S. Setting Conditions - Try to eliminate these items
T. Trial Runs & Adjustments - Try to eliminate these items

Set-Up Analysis Instr.

 Problem Record Sheet
Date: __________

Improvement Project::____________________ Team #: ____________ Completed By: __________________________

Description of Problem: Description of steps taken: Results:

Before Improvement After Improvement

Remarks:

Problem Record Sheet

 SPS ROADMAP

Item Description Level 1 Level 2 Level 3 Level 4 Level 5

All production is
TAKT time exists, but Production is Production performed within
1 TAKT Time Production No TAKT Time production regularly consistently below consistently meets TAKT time using
exceeds TAKT time TAKT time TAKT time one operator in the
cell
Production separated by isolated job
2 Flow Line Production Some Flow Separate Flow Line Open house flow line One stroke Flow line
shops
Multi process skilled Supporting process skill
Single process, single skilled Single product Multi product
3 Operator flexibility operators; standing Operators; walking
operators; sitting operations processes operators processes operators
operations operators
Product moves in
Product moves by Product moves via on Product moves in one one piece flow to
4 Production Flow Product moves by the pallet
the box / tray line chutes piece flow end customer
demand

Battle Ship & Cannon - Big Capacity Equipment is One to one

hi speed machines unrelated to selected prior to relationship between
One process one
TAKT & Demand; Using huge understanding TAKT Equipment suitable for processes &
5 Equipment Flexibility machine variable
machines for small products or doing line design. line speed machines - fixed
speed
,sophisticated computers/robots for Then line is designed speed (one process
simple products (overkill) around equipment one machine)

Daily Planning to Hourly Planning to One set planning to

6 Production Planning Monthly Planning Weekly Planning
demand customer demand demand
One touch (<59
7 Set Up Time Over ten minutes Single minute Zero minutes (<3) No set up
seconds)
Weeks worth of Days worth of Hours worth of
Month or more qty of components One Piece pull of
8 Material Presentation components stored components stored at components stored at
stored on the cell/line components
on cell/line the cell/ line the cell /line
Material Handling
9 Push Weekly pull Daily pull Hourly pull Set pull
System
Shitsuke
Seiketsu
10 5S Activities Seiri (Organization) Seiton (Order) Seisou (Cleaning) (Conduct /Discipline
(Standardize)
- Sustain)

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 SPS ROADMAP

One operator
performing multiple
Mix machine motion with hand Combine machine Operator
11 Operator Minimization Operator saving processes to make
motion (muda of watching) and hand motion minimization
a product meeting
TAKT

Continuous motion,
one operator in a
Separating work Chaku Chaku cell
Quality of Human Auto processing (creating released Chaku Nagu (creating a
12 between human & Chaku Chaku that has no wait
Motion hands) mount/dismount line)
machine time - operator
moves as if in a
dance
Quick action- minor
Major abnormalities Line will stop at first Stop at fixed
13 Quality Awareness High frequency of abnormalities abnormalities do not
do not occur defect position
occur
Low cost, long life
Automatic inspection -
quality processes
Gauge inspection at detect and throw out
14 Poke Yoke Final inspection - check & sort Automatic prevention (don't spend alot of
each process bad does not get to next
money for quality
station
devices)

Autonomous return In Chaku Chaku cell

Equipment (machine manual load/unload No manual
15 Automated feeds Hanedashi
Autonomation automatically returns on first and last mounting
to start position) operations only

"Management by
No visual management for Quick corrective Eye" - can see the
16 Visual Management Overall management Exception management
operators, machines or materials action whole plant from 1
place

Piece by piece it is
Line/Cell does not have a clear Check action hourly - known if the cell/line
Cell understand if it is
Production Management understanding of the production A production Control Every hour action is is behind/ahead of
17 behind or ahead of
Board schedule & where they are in that Board is used taken for the previous on schedule and
schedule
schedule hours production adjustments are
made

Flexed pace to
18 Pacemaker No pace Paced conveyer TAKT Time pace Fixed stop
demand

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 SPS ROADMAP

One operator in a
Chaku Chaku cell
Free work - everyone build however Follow operation Adhere to the 3 Follow Chaku Chaku
19 Standard Work who only touches
they want to sequence Elements operations
the first and last
operation
Maintain Kanbans
(up to date, clean
Kanban on each Follow 7 Rules of
20 Visual Pull No kanban cards, resized Kaizen the kanban
material Kanban
regularly, no obsolete
parts)

Sublines are used to

Manpower requirements to make Water spider absorb the large
Each model has the
21 Mixed Model Production different products has large suppliers parts by variations in manpower Heijunka
same TAKT time
variations schedule requirements (Subline-
zation to level main line)

Kaizens once a Every department

Kaizens once a week
22 Kaizen Kaizen pushed by headquarters month (without does kaizen every Spontaneous kaizen
(without consultants
consultant) day

Lines/Cell is redesigned Processes are

Jiskuken for Production New product Equipment based
23 No production preparation when there are large developed prior to
Preparation development on 7 Principals
volume changes equipment

Clearly understand Achieving flexible Extremely flexible

No clear understanding of the three Visual Management
24 Layout Skills the three kinds of manpower/TAKT layout which allows
kinds of flow of flow line
flow production kaizen every day
One operator
Keep small quantities meeting TAKT for
Pull system kanban moving large Frequent material Andon which shows
25 Mixed TAKT production on line and produce entire process; one
quantities pulls line progrss
small quantities man one line to
TAKT

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 SPS Forms Log Sheet

Form # Form Name Current Revision Comments / Information

SPS1 Area Profile Sheet 8/1/1998

SPS2 Kaizen Target Sheet 8/1/1998
SPS3 5-S Audit Sheet 2/1/1999
SPS4 Kaizen Event 5-S Audit Sheet 2/2/1999
SPS5 Safety Audit Sheet 8/1/1998
SPS6 Kaizen Event Safety Audit Sheet 8/1/1998
SPS7 Kaizen Newspaper 8/1/1998
SPS8 Standard Worksheet 8/1/1998
SPS9 Time Observation Form 8/1/1998
SPS10 Standard Work Combination Sheet 8/1/1998
SPS11 Takt Vs. Actual Bar Chart 8/1/1998
SPS12 Table of Porduction Capacity by Process 8/1/1998
SPS13 Problem Record Sheet 8/1/1998
SPS14 Kaizen Event Survey Sheet 8/1/1998
SPS15 Set-Up Reduction Observation Sheet 8/25/1998
SPS16
SPS17
SPS18
SPS19
SPS20

53725972.xls
 Kaizen Event Area Profile
Team # :

Event Description: Event Dates:

Preliminary Objectives: Team:

Production Requirements (Takt Time):

Facilitator:

Consultant:

Process Information: Current Situation and Problems

Form SPS1 8/1/1998 53725972.xls

 KAIZEN EVENT TARGET SHEET

Department Number: Team No.:

Department Name: Date:

% Increase /
Start Target 1st Day 2nd Day 3rd Day 4th Day Difference Decrease
Space (Sq. Ft.)
Inventory (pcs)
Walking Distance (ft)
Parts Transport Distance
Throughput Time
Cycletime
Volume Per Day
Full-time Equivalent Crew
Productivity
Changeover (Total)
Schedule Attainment
Safety Incidents
Quality Defects

Remarks:

Target Sheet
 THE 5-S SAFETY AUDIT CHECKLIST

Department/Area ___________________ Date_____________ Person_________________

SCORE
SAFETY ISSUES: Starting at 10, deduct 2 points for each infraction

1. Exits are not obstructed, are properly marked, are unlocked and illuminated.

2. Stacked material is stable and secure.

3. Flammable materials are labeled and are stored properly.

4. Hazardous materials are labeled and are stored properly.

5. Electrical panels or boxes are clearly marked and secured.

6. Fire equipment is clearly marked and is not obstructed.

7. Personal safety gear is worn and worn consistently.

8. Proper ergonomic equipment & techniques are in place and

practiced for lifting or handling materials.

9. Employees are well educated about safety issues or precautions.

10. Machines have proper guards, lockouts, and safety switches.

11. Aisles are marked and not infringed.

12. Process Standard Work addresses ergonomic, lifting, and safety issues.

13. Additional safety issues:

Total 5-S Safety Score

(Note: Total possible score is 10 points for each item totaling 130 points.)

Form SPS5 8/1/98 53725972.xls

 THE KAIZEN EVENT 5-S SAFETY AUDIT CHECKLIST

Department/Area ___________________ Date_____________ Person__________________________

SCORE
SAFETY ISSUES: Starting at 10, deduct 2 points for each infraction
1st Day Last Day

1. Exits are not obstructed, are properly marked, are unlocked and illuminated.

2. Stacked material is stable and secure.

3. Flammable materials are labeled and are stored properly.

4. Hazardous materials are labeled and are stored properly.

5. Electrical panels or boxes are clearly marked and secured.

6. Fire equipment is clearly marked and is not obstructed.

7. Personal safety gear is worn and worn consistently.

8. Proper ergonomic equipment & techniques are in place and

practiced for lifting or handling materials.

9. Employees are well educated about safety issues or precautions.

10. Machines have proper guards, lockouts, and safety switches.

11. Aisles are marked and not infringed.

12. Process Standard Work addresses ergonomic, lifting, and safety issues.

13. Additional safety issues:

Total 5-S Safety Score

(Note: Total possible score is 10 points for each item totaling 130 points.)

Form SPS6 8/1/98 53725972.xls

 Improvement Newspaper

Team Number:_____________ Date: Page:______ of:______

Item Person % Date

No. Description of Problem Counter Measure Responsible Due Date Complete100% Complete
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%
100%
25%
50% %
75%

Form SPS7 8/1/1998 53725972.xls

 STANDARD WORK SHEET Date Prepared

Process Name: or Revised:

Model Number: Scope of From: Department:

Operations:
Model Name: To: Operators:

Form SPS8 8/1/1998 53725972.xls

 TIME OBSERVATION FORM Date & Time:
Observer:
Process for Observation: Team #:
Analysis #:
Item Best Task
Component Task 1 2 3 4 5 6 7 8 9 10 Time
Points Observed
No.

Time for 1 Cycle:

Page:___________ of:___________

Form SPS9 8/1/1998 53725972.xls

 STANDARD WORK COMBINATION SHEET Operator Numer: J.Slow
Model No. Date Pieces per
and Name: Machining XM-35 Prepared: 3/8/2004 Shift: 700 Manual
Automatic
Work Takt
Walking
Sequence Department: Machining Time(sec): 36
Time Operation Time (in seconds)
TAKT TIME=
Step # Operation Name Man. Auto Walk
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95

1 CENTER DRILL #BC-300 16 32 6

2 CHAMFER CELL #DX-285 8 20 4

3 REAM CELL #DE-501 22 22 2

4 MILL CELL #XL-601 10 40 10

TOTALS(SEC) 56 114 22 (Note: indicate wait / idle time with the following symbol:)

Form SPS10 8/1/1998 53725972.xls

 Takt Vs. Actual Bar Chart
Number of Operators = Sum of Cycle Times / Takt Time

Model Number: Date:

Operators= _________ / _________ = _________
Model Name: Team #:
(Takt should be shown with a red line)

Time

Operator / Operation Times

Form SPS11 8/1/1998 53725972.xls

 Current Output
Supervisor: TABLE OF PRODUCTION Part Number:
Person - Day
Max. Output Workers
Date new or Rev : CAPACITY BY PROCESS per Day: Needed:

Base Time Tools Processing Time Manual

# Pieces Capacity Indicated Automatic
Step Process Description Machine Walking Manual Auto. Run Time to to Time to Time per
Remarks
Walking
# No. Time Task Time Time Complete Change Change Piece

Results:
Maximum output:
Operators needed:

Required Output:
Totals Note: Revise times each time Kaizen has shortened them Takt Time:
and write the reason for the new times in the Operators needed:
Grand
Page ________ of __________ Total "Remarks column".

Form SPS12 8/1/1998 53725972.xls

 Kaizen Event Survey Name:
Area:
Date:
Takt = 5 minutes

1.) What did you learn? 7.) What would make it better?

2.) Were the objectives clear? Yes No

3.) Were the objectives important? Yes No

4.) Were you prepared? Yes No

5.) Was your team successful? Yes No

6.) Did you have fun? Yes No

Form SPS14 8/1/1998 53725972.xls

 THE 5-S AUDIT CHECKLIST

Department / Area __________________________ Date_____________ Person______________ SCORE

SORT (SEIRI): Distinguishing between the needed and the not needed

0 No activity has occurred.

1 The criteria to determine needed vs. unneeded items has been determined. Needed items for the work area have been
identified. There are no more than 8 violations of unneeded items present in work area.
2 Initial red tagging exercise has been conducted and unneeded items have been removed. There are no more than 6 violations
of unneeded items present in work area.
3 A separate red tag holding area exists and an unneeded items log is posted in the plant. There are no more than 4 violations of
unneeded items in work area.
4 Red tagging is performed at set time intervals, and the red tag holding area is evaluated at set time intervals. All items are
reviewed regularly for need. There are no more than 2 violations of unneeded items in the work area.
5 Only needed items ever enter the work area. There are no violations of unneeded items in the work area.
SET IN ORDER (SEITON): Organizing for ease of use, straightening up and putting things away

0 No activity has occurred.

1 All needed items are present, it’s not difficult to determine items in use. There are no more than 8 set-in-order violations.
2 It is obvious where needed items (including tooling, tools, procedures, etc.) belong (using lines, labels, signs). There are no
more than 6 set-in-order violations.
3 The entire work area is visually indicated (including aisleways, workstations, equipment, storage locations, etc.) There are no
more than 4 set-in-order violations.
4 Items are put away immediately after use. It is easy to determine what items are in use. There are no more than 2 set-in-order
violations.
5 Height and quantity limits are visually obvious. There are no set-in-order violations.
SHINE (SEISO): Sweeping, scrubbing and cleaning and keeping things that way

0 No activity has occurred.

1 Area cleaning is done randomly. There are no more than 8 cleanliness violations.
2 Initial cleaning has occurred (floors, walls, stairs, surfaces). Machines and equipment have been cleaned. There are no more
than 6 cleanliness violations.
3 Cleaning/housekeeping responsibilities are documented and followed daily. Cleaning materials are easily accessible. There
are no more than 4 cleanliness violations.
4 Cleaning is used as an inspection tool for preventive maintenance. Cleanliness problems are identified and preventive action is
taken. Machines have been painted. There are no more than 2 cleanliness violation.
5 The entire work area is spotless. Surgery could be performed in the area. There are no cleanliness violations.
STANDARDIZE (SEIKETSU): Implementing standard procedures for the first 3-S’s and visual controls

0 No activity has occurred.

1 5-S standards for conditions of Sort, Set in Order and Shine have been set. Each of the first three S's is rated 1 or higher.
There are no more than 8 standardize violations.
2 5-S standards are documented and posted in work area using a workplace scan display or other visual method. Each of the
first three S's is rated 2 or higher. There are no more than 6 standardize violations.
3 Needed items, Standard Work for 5-S, and Visual Controls are in the work area. Each of the first three S's is rated 3 or higher.
There are no more than 4 standardize violations.
4 5-S is measured and posted in work area. Each of the first three S's is rated 4 or higher. There are no more than 2
standardize violations.
5 5-S documentation is routinely reevaluated and updated (including the workplace scan). Each of the first three S's is rated 5.
There are no standardize violations.

SUSTAIN (SHITSUKE): Establishing the necessary discipline to consistently sustain 5-S standards

0 No activity has occurred.

1 25% of employees in work area (on all shifts) have been trained in 5-S. Each of the first 4 S's is rated 1 or higher. There are
no more than 8 sustain violations.
2 50% of employees in work area (on all shifts) have been trained in 5-S. Each of the first 4 S's is rated 2 or higher. There are
no more than 6 sustain violations.
3 All employees in work area (on all shifts) have been trained in 5-S. Each of the first 4 S's is rated 3 or higher. There are no
more than 4 sustain violations.
4 All employees in work area perform daily and weekly 5-S activities as part of their standard work. Each of the first four S's is
rated 4 or higher. There are no more than 2 sustain violations.
5 Area employees help create a planning worksheet to sustain 5S standards and guidelines. 5-S activities are documented in
each employee's standard work instructions. Each of the first four S's is rated 5. There are no sustain violations.

5-S Total:

Form SPS3 Pg1 Revised 01/14/98

 5-S VIOLATIONS TALLY SHEET

The following are examples of violations to look for when conducting a 5-S audit. Observe
the entire work area, and note each occurrence of a violation in its corresponding row. Explain
the location of each violation and then total the number of violations for each of the 5-S's per
work cell. General guidelines for defining work cells:
1. If plant is cellular, use cells or grouping of small cells.
2. If plant is functionally organized (Lathe Dept., Press Room, etc.), group the machines
into a reasonable number (3-7 machines).
3. If plant is process organized (plating line, heat treat line, etc.), break the area into
logical sub-areas (e.g. pre-treat, treat, post-treat).
4. If plant has large flow lines or cells (Door assembly), break it into sub-sections at
logical break points. Small flow lines would fall into the cellular category.
Totals:
SORT (SEIRI): Distinguish between the needed and the not needed
Unneeded equipment, tools, furniture, etc. are present.
Unneeded items are on walls, bulletin boards, etc.
Items are present in aisleways, stairways, corners, behind machines, etc.
Unneeded inventory, supplies, parts, or materials are present.
Personal belongings are present (food, jackets, etc.)
Safety hazards (water, oil, chemicals, machines) exist.

SET IN ORDER (SEITON): Organizing for ease of use, straightening up and putting things away
Correct places for items are not obvious.
Items are not in their correct places.
Aisleways, workstations, equipment locations are not indicated.
Items are set on machines/cabinets, items are leaning against walls.
Aisleways, workstations, equipment locations are not indicated.

SHINE (SEISO): Sweeping, scrubbing and cleaning and keeping things that way
Floors, walls, stairs, and surfaces are not free of dirt, oil, and grease.
Equipment is not kept clean and free of dirt, oil, and grease.
Absorbent materials used to keep oils under control. Chips fall randomly.
Lines, labels, signs, etc. are not clean and unbroken.
Area lacks adequate lighting, ventilation or is not free of dust/odors.
Any other cleaning problems are present.

STANDARDIZE (SEIKETSU): Implementing std. procedures for the first 3-S’s and vis. controls
Necessary information/standards not known or visible.
Out of date, torn or soiled documents are displayed in area.
Machine controls or critical maintenance points (fluid and lube levels) not labelled.
Checklists not posted for all cleaning and maintenance jobs.
Documents not clearly labeled (binders, books, etc.).

SUSTAIN (SHITSUKE): Establishing the necessary discipline to consistently sustain 5-S stds.
How many times last week was prescribed 5-S standard work not performed?
How many times last week were required maintenance activities not performed?
How many times were 5-S audits not performed at the set time intervals?

Form SPS3 pg 2 1/14/1998