JIT Implementation Manual -- The Complete Guide to Just-In-Time Manufacturing: Volume 6 -- JIT Implementation Forms and Charts

JIT Implementation Manual The Complete Guide to Just-in-Time Manufacturing Second Edition

Volume 6

JIT Implementation Manual The Complete Guide to Just-in-Time Manufacturing Second Edition

Volume 6 JIT Implementation Forms and Charts

HIROYUKI HIRANO

Originally published as Jyasuto in taimu seisan kakumei shido manyuaru copyright © 1989 by JIT Management Laboratory Company, Ltd., Tokyo, Japan. English translation copyright © 1990, 2009 Productivity Press.

CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2009 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number-13: 978-1-4200-9032-1 (Softcover) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copyright.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com

Contents Volume 1 1.

Production Management and JIT Production Management....... 1 Approach to Production Management................................................... 3 Overview of the JIT Production System................................................ 7 Introduction of the JIT Production System...........................................12

2.

Destroying Factory Myths: A Revolutionary Approach............ 35 Relations among Sales Price, Cost, and Profit......................................35 Ten Arguments against the JIT Production Revolution.........................40 Approach to Production as a Whole....................................................44

Volume 2 3.

“Wastology”: The Total Elimination of Waste..........................145 Why Does Waste Occur?....................................................................146 Types of Waste.................................................................................. 151 How to Discover Waste..................................................................... 179 How to Remove Waste......................................................................198 Secrets for Not Creating Waste...........................................................226

4.

The “5S” Approach..................................................................237 What Are the 5s’s?.............................................................................237 Red Tags and Signboards: Proper Arrangement and Orderliness Made Visible...................................................................265 The Red Tag Strategy for Visual Control............................................268 The Signboard Strategy: Visual Orderliness.......................................293 Orderliness Applied to Jigs and Tools................................................307

v

vi  ◾  Contents

Volume 3 5.

Flow Production......................................................................321 Why Inventory Is Bad........................................................................321 What Is Flow Production?..................................................................328 Flow Production within and between Factories.................................332

6.

Multi-Process Operations....................................................... 387 Multi-Process Operations: A Wellspring for Humanity on the Job......387 The Difference between Horizontal Multi-Unit Operations and Vertical Multi-Process Operations......................................................388 Questions and Key Points about Multi-Process Operations................393 Precautions and Procedures for Developing Multi-Process Operations.........................................................................................404

7.

Labor Cost Reduction..............................................................415 What Is Labor Cost Reduction?.......................................................... 415 Labor Cost Reduction Steps............................................................... 419 Points for Achieving Labor Cost Reduction........................................422 Visible Labor Cost Reduction.............................................................432

8.

Kanban.................................................................................. 435 Differences between the Kanban System and Conventional Systems....435 Functions and Rules of Kanban........................................................440 How to Determine the Variety and Quantity of Kanban...................442 Administration of Kanban.................................................................447

9.

Visual Control......................................................................... 453 What Is Visual Control?......................................................................453 Case Study: Visual Orderliness (Seiton)..............................................459 Standing Signboards..........................................................................462 Andon: Illuminating Problems in the Factory....................................464 Production Management Boards: At-a-Glance Supervision................. 470 Relationship between Visual Control and Kaizen.............................. 471

Volume 4 10. Leveling...................................................................................475

What Is Level Production?................................................................. 475 Various Ways to Create Production Schedules...................................477

Contents  ◾  vii

Differences between Shish-Kabob Production and Level Production.....482 Leveling Techniques..........................................................................485 Realizing Production Leveling............................................................492 11. Changeover............................................................................. 497

Why Is Changeover Improvement (Kaizen) Necessary?.....................497 What Is Changeover?.........................................................................498 Procedure for Changeover Improvement...........................................500 Seven Rules for Improving Changeover.............................................532 12. Quality Assurance.................................................................. 541

Quality Assurance: The Starting Point in Building Products..............541 Structures that Help Identify Defects.................................................546 Overall Plan for Achieving Zero Defects............................................561 The Poka-Yoke System.......................................................................566 Poka-Yoke Case Studies for Various Defects.......................................586 How to Use Poka-Yoke and Zero Defects Checklists.......................... 616 Volume 5 13. Standard Operations.............................................................. 623

Overview of Standard Operations.....................................................623 How to Establish Standard Operations..............................................628 How to Make Combination Charts and Standard Operations Charts.....630 Standard Operations and Operation Improvements...........................638 How to Preserve Standard Operations...............................................650 14. Jidoka: Human Automation.................................................... 655

Steps toward Jidoka...........................................................................655 The Difference between Automation and Jidoka...............................657 The Three Functions of Jidoka..........................................................658 Separating Workers: Separating Human Work from Machine Work.....660 Ways to Prevent Defects.................................................................... 672 Extension of Jidoka to the Assembly Line.......................................... 676 15. Maintenance and Safety......................................................... 683

Existing Maintenance Conditions on the Factory Floor......................683 What Is Maintenance?........................................................................684 CCO: Three Lessons in Maintenance.................................................689

viii  ◾  Contents

Preventing Breakdowns.....................................................................683 Why Do Injuries Occur?....................................................................685 What Is Safety?.................................................................................. 688 Strategies for Zero Injuries and Zero Accidents..................................689 Volume 6 16. JIT Forms................................................................................711

Overall Management......................................................................... 715 Waste-Related Forms.........................................................................730 5S-Related Forms............................................................................... 747 Engineering-Related Forms................................................................777 JIT Introduction-Related Forms..........................................................834 Index.............................................................................................. I-1 About the Author.......................................................................... I-31

Chapter 16

JIT Forms This chapter represents a comprehensive collection of JIT forms and other tools that will come in handy for promoting the JIT factory revolution. These forms are divided into five ­categories: overall management, waste-related forms, 5S-related forms, engineering-related forms, and JIT introduction-related forms. The forms are provided both as filled-in examples and as blank forms that can be removed from the binder and photo­ copied for use in the factory. The table in Figures 16.1 and 16.2 list titles and brief descriptions of the JIT forms contained in the chapter.

711

5S-related Forms

Waste-related Forms

Overall Management

712  ◾  JIT Implementation Manual: Volume 6

Title

Description

1

Diagnostic List for JIT Management

Use this form to enter diagnostic data and describe current conditions, goals, and other data relevant to management that supports the JIT factory revolution.

2

5-Level List of JIT Manufacturing Functions, with radar chart supplement

This list organizes JIT production’s 13 functions into 5 levels. We can then use a radar chart to illustrate their interrelations.

3

Arrow Diagrams

We use arrow diagrams to analyze the flow of goods in the factory and remove the major forms of waste.

4

Summary Chart of Flow Analysis

This chart lists the “before improvement” and “after improvement” status of items analyzed in arrow diagrams.

5

Operations Analysis Table

We use this table for describing and analyzing the entire series of operations in any part of the factory, from raw materials to finished products.

6

Waste-finding Checklists (workshop-specific and process-specific)

These two lists, one for workshops and the other for processes, help us discover where waste has been hidden.

7

5W1H Sheet

This analysis sheet helps us find the true causes of problems that occur in the workshops.

8

5S Checklist (for factories)

Used for checking how well the 5S’s are enforced throughout the factory. Can also be used to check on 5S conditions at outside supplier companies.

9

5S Checklist (for workshops and offices), with radar chart supplement

Data from these separate 5S checklists for manufacturing workshops and clerical or administrative offices can be used to draw radar charts showing relative strengths and weaknesses, which are useful as score-keeping tools for 5S contests.

10

5S Memos

These include 5S maps and other means of indicating 5S conditions.

11

Red Tags

These are the red tags used in the “red tag strategy.”

12

Red Tag Strategy Report Form

The results of red tag campaigns are entered on this form.

13

Unneeded Inventory Items List and Unneeded Equipment List

Working from red tag campaign results, this list is for entering the types of unneeded inventory and the disposal method for each type.

14

Cleanliness Inspection Checklist

This provides a tabular form for entering check point descriptions when inspecting cleanliness conditions.

15

5-Point Cleaned-Up Checklist

This checklist has five levels of “cleaned-up” status for each of three “S” categories.

16

Display Boards

These signboards show where certain items are to be placed temporarily.

Figure 16.1  List of JIT Forms.

JIT Forms  ◾  713

Engineering-related Forms

Title

Description

17 PQ Analysis List and Charts

Used to estimate output quantities of products and components.

18 Process Route Diagram

Clarifies the relationship between the flow of goods and the use of equipment.

19 Line Balance Analysis Charts

Table for analyzing balance in assembly line operations.

20 Cooperative Operation Confirmation Charts

Table for confirming cooperative operations on assembly lines, etc.

21 Vendor Delivery Evaluation Charts

Charts for comprehensive analysis of delivery methods used for purchases and subcontracted goods.

22 JIT Delivery Efficiency Lists

Lists for evaluating delivery efficiency of purchased and subcontracted goods.

23 Flexible Production Training Schedule

Easy-to-read report of conditions and progress in multiple skills training.

24 Flexible Production Map

Easy-to-read description of conditions and progress in multiple skills training.

25 Production Management Boards

Tool for comparing estimated production schedule with actual production on an hour-to-hour basis.

26 Model and Operating Rate Trend Charts

Chart for confirming changeover-related needs.

27 Public Changeover Timetables

Presents an overview of changeover operations.

28 Changeover Improvement Lists

For in-depth study of improvement items and confirmation of progress in making improvements.

29 Changeover Work Procedure Analysis Charts

Elucidates minor operations and points toward improvements.

30 Changeover Results Tables

Promotes better understanding of current changeover operations.

31 5S Checklist for Changeover

For use in checking on 5S maintenance as it relates to changeover.

32 Poka-Yoke/Zero Defects Checklist

For flushing out causes of defects and setting improvements into the proper sequence.

33 Parts-Production Capacity Work Table

Shows the basic times and other performance-related data for processing of each part.

34 Standard Operation Combination Charts

Helps us find the most efficient combination of human work and machine work.

35 Summary Table of Standard Operations

Summarizes key points and critical factors in standard operations.

Figure 16.2  List of JIT Forms.

714  ◾  JIT Implementation Manual: Volume 6

JIT Introduction-related Forms

Title

Description

36 Work Methods Table

Used for giving advice or training to equipment operators.

37 Standard Operation Forms

Shows correct operations, within the cycle time.

38 JIT’s Ten Commandments

Presents the ten most basic concepts and precepts of JIT production.

39 Improvement Memos

Provides a handy form for memos regarding JIT improvement activities.

40 List of JIT Improvement Items

Lists improvement items and keeps track of progress.

41 Improvement Campaign For checking on the progress of large or long-term improvement themes. Planning Sheet 42 Improvement Result Charts

Enables easy, visual “before” and “after” comparison of improvements.

43 Weekly Report on JIT Improvements

Form for weekly reports from affiliated companies or factories.

44 JIT Leader’s Report

Form for JIT leaders to use in giving advice.

Figure 16.2 (continued)

JIT Forms  ◾  715

Overall Management JIT Management Diagnostic List Application As an aide to promoting the JIT factory revolution, this list helps describe the overall company organization and provides a form for setting and listing JIT improvement goals. As such, this list (see Figures 16.3 to 16.5) can also be useful for managing outside orders. Main sections of form 1. Total value added. This is the remainder obtained by subtracting total expenditures from the total value of output. 2. Inventory assets. These assets are divided into three categories: products, in-process inventory, and materials and purchased parts. a. Products: The value of product inventory indicates the company’s overall strength in sales, manufacturing, and distribution. The lower the product inventory value, the better. b. In-process inventory: This indicates how strong the company is in terms of maintaining a streamlined flow of goods. The smaller the in-process inventory value, the better. c. Materials and purchased parts: This value figure shows how efficient the company is in purchasing. Again, the smaller the value, the better. 3. Production techniques. This section is for entering which kind of production method is being used (lot production or flow production), along with a short description and comments.

716  ◾  JIT Implementation Manual: Volume 6

JIT Management Diagnostic List Date: Company:

Capitalization:

Address:

Telephone:

Major products: Management and finance Item 1 2

Description

Value of sales (annual) Operating profit

($) (1)

($)

(2) Ratio

(%)

(3) Per employee

($)

(1) Indirect 3

No. of employees

Current condition Goals, comments, etc.

No. of men No. of women ($)

Figure 16.3  Example of a JIT Management Diagnostic List.

JIT Forms  ◾  717

JIT Management Diagnostic List Date: Company:

Capitalization:

Address:

Telephone:

Major products: Management and finance Item 1 2

3

Value of sales (annual) Operating profit

($) (1)

($)

(2) Ratio

(%)

(3) Per employee

($)

(1) Indirect

No. of men ($) No. of women

(2) Indirect

No. of men No. of women ($) If YES, does union belong to a parent organization?

No. of employees

4

Labor union?

YES

5

Value of net productivity

Per share

6

Debts

7

Current condition Goals, comments, etc.

Description

Inventory assets

NO

($) ($)

(1) Product value ($) ÷ ratio (times/month) (2) In-process inventory value ($) ÷ ratio (times/month) (3) Materials value ($) ÷ ratio (times/month) (4) Total value ($) ÷ ratio (times/month)

8

Plant investment

Investment value ÷ Depreciation ratio (1) Factory (m2)

9

Building space

(2) Warehouse (m2) (3) Office (m2) (4) Other (m2)

10 Outside contractors and vendors

(1) No. of outside contractors or vendors (2) Value of outside orders ($) or purchases ($)

Figure 16.4  JIT Management Diagnostic List (Value-Added and Inventory Assets).

718  ◾  JIT Implementation Manual: Volume 6

Factory Description

Item

Current condition Goals, comments, etc.

1

Shift system

2

Absentee rate

3

Overtime hours per month

Total overtime per person

4

Product-specific lead-time

(1) Product 1: (No. of days)

($)

(1) Product 2:

($)

(1) Purchasing lead-time (No. of days)

($)

5

Process-specific lead-time

No. of shifts (%)

(2) Subcontracting lead-time ($) (No. of days)

6

Production techniques

(3) Processing lead-time (No. of days)

($)

(4) Assembly lead-time (No. of days)

($)

(1) Job shop or flow shop? (2) Multi-machine operations or multi-process operations? (3) Lot production or one-piece flow production? (4) Sitting while working or standing while working? (5) Downstream inspection or independent inspection? (6) Single skills or multiple skills? (7) Process-specific pitch or product-specific pitch? (8) Lots of waste or not much waste? (9) Lots of inventory or not much inventory? (10) Lots of defects or not many defects?

7

5S’s (seiri, seiton, seiso, Have the 5S’s been established? seiketsu, shitsuke)

Overall evaluation

General comments

Figure 16.5  JIT Management Diagnostic List (Production Techniques).

JIT Forms  ◾  719

Five Stages of JIT Production and JIT Radar Charts Application Use this to evaluate how well the factory is doing in terms of JIT’s 13 main functions. The radar chart enables us to gain an immediate grasp of the company’s relative strengths and weaknesses in these 13 functions. Main sections of form: 1. First Level (Little League). This level is typical of the struggling, money-losing company whose survival is in doubt. 2. Second Level (Junior Varsity). Companies at this level are managing to survive, for the time being at least. 3. Third Level (Varsity). Companies at this level are doing just well enough to not be ashamed to host factory tours. 4. Fourth Level (Minor League Pro). At this level, companies are doing well enough to take pride in being able to teach other companies a thing or two. 5. Fifth Level (Major League Pro). These top-ranking companies truly have what it takes to survive into the 21st century. The structure of the JIT production system is illustrated in the following diagram (see Figures 16.6 to 16.11).

720  ◾  JIT Implementation Manual: Volume 6

Awareness Revolution

Kanban

Leveled production

Just-In-Time

Visual control

Quality assurance

Flow production

Standard operations Changeover Multi-process operations

Maintenance and safety

Jidoka

Labor cost reduction

5S

Figure 16.6  Structure of the JIT Production System.

JIT Forms  ◾  721

1. Awareness Revolution GE Almost everyone in the factory thinks we are still in the era of large-lot production and that the current way of making things is about as good as it can be. STA To almost everyone in the factory, putting customer service first is a foreign concept. Instead, the GE emphasis is on facilitating production. STA Some of the people have at least an intellectual understanding of the need to put the customer first. GE However, this new thinking is not reflected in the factory, which clings to its old ways. STA

GE Almost everyone knows how important it is to put the customer first, and the factory itself is gradually beginning to reflect this. STA GE The “customer first” concept has penetrated to every corner of the factory. Whenever a problem STA or abnormality occurs, people get to work at once to make a corrective improvement.

2. The 5S’s GE Everything in the factory is lying around in disorganized heaps. In fact, even the people who habitually STA use certain things often have no idea where the things are or how many of them are in stock. Everything appears to be a mess, but somehow the people using the things usually know where to GE STA find them.

GE White lines demarcate work areas and paths; and tools, in-process inventory, and machines appear STA to be put into some kind of logical order. GE Tools, in-process inventory, and machines are marked with location indicators, and the floor and STA machines are kept clean. The causal observer would believe that everything is clean and well-organized. GE Things are marked so that anyone can tell what goes where and in what amount, everything is kept STA clean, and devices have been developed to help prevent things from getting dirty in the first place.

3. Flow Production Equipment is laid out job-shop style, large lots accumulate near various machines and operators, and GE STA each process moves at its own pitch.

GE Operators are trying to handle smaller lots, but since the equipment layout is still in the job-shop STA style, production relies heavily on the conveyance system. GE The equipment has been rearranged for in-line layout, but production flow is limited to the STA single-process small-lot method. GE Production has switched to one-piece flow based on hand-conveyance, single-process STA operations, and in-line equipment layout. GE Operators are standing while working and carrying out multi-process operations based on one-piece STA flow production.

Figure 16.7  JIT Production’s Five Stages of Development.

722  ◾  JIT Implementation Manual: Volume 6

4. Multi-Process Operations GE Workers do not want to change. They insist that they are only able (or willing) to do the job they are currently doing. STA GE Operators are carrying out “caravan” operations, but operators at adjacent processes do help STA each other out now and then to improve the flow of goods.

Processes are lined up to facilitate the flow of goods, and adjacent operators regularly help each GE other out. STA GE All operators are standing while working. Each operator is able to handle about half of the STA processes in the cell. GE Processes are lined up to facilitate the flow of goods. Each operator is able to handle all processes STA in the cell.

5. Labor Cost Reduction GE Operators do not move efficiently and there are clearly more workers in the factory than necessary. STA GE Overstaffing is not so evident. Everyone in the production line always does the same tasks, and the STA balance of operations is poor. GE Job duties differ only from product to product and the balance of operations is basically OK. STA GE Job duties are adaptable to changes in required output. STA GE Operators are trained flexibly and can work anywhere on the line. The number of workers is kept STA to the minimum needed to produce the required output.

6. Kanban GE Workpieces are pushed downstream and processes are arranged in no apparent order. STA GE Push production still prevails, but things are generally organized into specified temporary STA storage areas. GE Things are kept in specified places and specified amounts, and ways are being found to switch from push production to pull production. STA GE Downstream processes are withdrawing kanban from upstream processes. STA GE Withdrawal of kanban from downstream processes is being combined with ongoing STA improvement activities.

Figure 16.7 (continued)

JIT Forms  ◾  723

7. Visual Control GE No one can tell when an abnormality occurs, so the production line keeps on going. STA GE No one can tell when an abnormality occurs, but they are eventually discovered and corrected. STA

The people directly involved can tell when things are normal and when they are abnormal, and they GE respond (sooner or later) to abnormalities. STA GE Everyone can tell when things are normal and when they are abnormal, and they respond (sooner STA or later) to abnormalities. GE Everyone can tell when things are normal and when they are abnormal, and they respond at STA once to abnormalities.

8. Leveled Production GE Each product model has only one run per month, and each process moves at its own pitch. STA GE Each product model has only two runs per month, and each process moves at its own pitch. STA GE Each product model has four runs per month (one per week), and some synchronization of processes STA has been achieved. GE Monthly production schedules are divided into daily production runs, and in-line production has STA been established with specific cycle times. GE Fully-leveled production has been established, and the cycle time sets the rhythm for the STA entire factory.

9. Changeover GE Only one or two changeovers per month regardless of customer needs. Changeover times STA can be as long as half a day. GE People are conscious of the need to orient changeovers toward serving customer needs. STA GE Changeover teams have been formed to improve external changeover, etc. STA GE Changeover times have been shortened significantly. STA GE No changeover operation takes more than three minutes and all are done within the cycle time. STA

Figure 16.7 (continued)

724  ◾  JIT Implementation Manual: Volume 6

10. Quality Assurance GE STA

Lots of defective products get shipped, resulting in lots of customer complaints.

GE STA

Defects occur, but a strict final inspection process keeps customer complaints low.

GE STA

Improvement teams have been formed and use inspection data in responding to defects.

GE STA

Defects are detected before being passed to the next process by operators who perform independent inspection and improvements.

GE STA

Jidoka and poka-yoke devices have been developed to build in quality at each process and to detect defects at their source to prevent occurrence or recurrence.

11. Standard Operations GE STA

Operation methods are left up to the operators, who depend on their experience and “instincts” to do the job correctly.

GE STA

Operators tend to perform their tasks in similar ways, but there is no attempt at improving standardization.

GE STA

Process-specific standards have been established and are generally followed.

GE STA

Systematic production standards are followed at each process, but there is no attempt to improve them.

GE STA

Standard operations are well-defined, followed completely, and constantly improved upon.

12. Jidoka GE STA

All operations are done either manually or by expensive large-lot processing equipment.

GE STA

Operations are done by machines but always with human assistance.

GE STA

Workers have been separated from the machines. Machines producing defective goods must be turned off manually.

GE STA

Workers have been separated from the machines that start turning out defective products.

GE STA

Separation of workers and jidoka have been successfully extended to the assembly line.

Figure 16.7 (continued)

JIT Forms  ◾  725

13. Maintenance and Safety GE STA

Machines break down frequently. Accidents are common.

GE STA

Fixing machine breakdowns is always left to the maintenance staff. Accidents occur occasionally.

GE STA

Thorough maintenance and repairs are done after breakdowns occur. Major accidents rarely occur.

GE STA

Thorough preventive maintenance is practiced. Major or minor accidents rarely occur.

GE STA

Company-wide maintenance activities are practiced. No machine breakdowns or accidents occur.

Figure 16.7 (continued)

Push production, with organized storage sites for in-process inventory Abnormalities often occur and are usually resolved in some way Twice-a-month production schedule, each process has its own rhythm

Hard for anyone to tell what goes where and when

Job-shop layout, geared for large-lot production

Unquestioned support for single-skill, single-process operations

Wasteful motion and too many workers

Push production, with retained inventory all over the place

Monthly changeover, requires half a day each time

Factory ships defective products Defective products are sorted and deals with customer out at final inspection and not complaints shipped

Operation procedures are generally left up to each operator

All processes require manual assistance, lots of large-lot equipment

Lots of breakdowns and numerous accidents per year

Flow Production

Multi-process Operations

Labor Cost Reduction

Kanban

Visual Control Abnormalities often occur and only create confusion

Once-a-month production schedule, processes have own rhythms

The 5S’s

Level Production

Changeover

Quality Assurance

Standard Operations

Human Automation

Maintenance and Safety

2

3

4

5

6

7

8

9

10

11

12

13

Market-in orientation, but not implemented in each workshop

Third Level (Varsity)

In-line layout, one-piece flow at and between processes

Standard operations and improvements fully implemented

Factory builds quality in at each process (at-the-source inspection)

Changeovers are within cycle times

Completely level production, overall line has a common rhythm

Immediate action is taken to resolve abnormalities

Kanban and improvements

Human and machine work separate, Human and machine work are sepbut machines sometimes make arate, with no defectives, and with defectives some human automation devices

Standard operations planned but not fully implemented

Processes do not send defectives downstream (independent inspection)

Daily production schedule, overall line has a common rhythm Single-operation changeovers

Anyone can tell when an abnormality occurs

Pull production, with kanban

Flexible job assignments, with wide variation in output volume

Flexible job assignements, with narrow variation in output volume

Smooth and complete multi-process operations

Full multi-process operations with one-piece flow

Clean, neatly organized with mess-prevention measures in force

Service orientation implemented at each process factory-wide

Fifth Level (Major League Pro)

Factory has follow-up maintenance Factory has preventive maintenance Factory has company-wide prevenand no major accidents and is almost accident-free tive maintenance and no accidents

Human and machine work separated; machines sometimes make defective items

Standard operations implemented for individual processes

Factory produces defective products but passes information to reduce defects

Changeover teams and improvements made in some workshops

Weekly production schedule, overall line has some kind of common rhythm

Supervisors can tell when an abnormality occurs

Pull production, with fixed locations and fixed volumes

Fixed job assignments, but different About halfway toward achieving smooth multi-process operations for each model, slightly better balance

Flow-based cooperative operations About halfway toward achieving smooth multi-process operations

In-line layout, small-lot flow at and between processes

Good indicators and clean, neatly organized factory

Service orientation, with serviceoriented workshops

Fourth Level (Minor League Pro)

Name of workshop: Ranked by: Date:

Figure 16.8  List of JIT’s Major Functions and Their Five Stages of Development (Example of its Use).

Factory uses maintenance specialists but has occasional accidents

Some automation, but operators are always present while machines work

Operation procedures are vaguely standardized in roughly the same order

People are aware of changeover needs

Fixed job assignments and poor balance

Caravan-style cooperative operations

Job-shop layout, geared for small-lot production

Hard for visitors to tell what goes Factory uses outlining and where and when, but workers know classification for visual control

Product-out orientation

Large-scale mass production for maximum output

Function

Awareness Revolution

Second Level (Junior Varsity)

1

First Level (Little League)

No.

Level (baseball rank)

List of JIT’s Major Functions and Their Five Stages of Development

726  ◾  JIT Implementation Manual: Volume 6

JIT Forms  ◾  727

JIT Production Radar Chart Workshop name: Awareness Revolution

Maintenance and Safety

Date: The 5S’s

Human Automation

Flow Production

Standard Operations

Multi-Process Operations Little League

Quality Assurance

Junior Varsity

Labor Cost Reduction

Varsity Minor League Pro Changeover Major League Pro Level Production

Kanban

Visual Control

Figure 16.9  Example of a JIT Production Radar Chart.

Push production, with organized storage sites for in-process inventory Abnormalities often occur and are usually resolved in some way Twice-a-month production schedule, each process has its own rhythm

Hard for anyone to tell what goes where and when

Job-shop layout, geared for large-lot production

Unquestioned support for single-skill, single-process operations

Wasteful motion and too many workers

Push production, with retained inventory all over the place

Monthly changeover, requires half a day each time

Factory ships defective products Defective products are sorted out at final inspection and not and deals with customer shipped complaints

Operation procedures are generally left up to each operator

All processes require manual assistance, lots of large-lot equipment

Lots of breakdowns and numerous accidents per year

Flow Production

Multi-process Operations

Labor Cost Reduction

Kanban

Visual Control Abnormalities often occur and only create confusion

Once-a-month production schedule, processes have own rhythms

The 5S’s

Level Production

Changeover

Quality Assurance

Standard Operations

Human Automation

Maintenance and Safety

2

3

4

5

6

7

8

9

10

11

12

13

Maket-in orientation, but not implemented in each workshop

Third Level (Varsity)

In-line layout, one-piece flow at and between processes

Good indicators and clean, neatly organized factory

Pull production, with kanban

Flexible job assignments, with wide variation in output volume

Standard operations and improvements fully implemented

Factory builds quality in at each process (at-the-source inspection)

Changeovers are within cycle times

Human and machine work separate, Human and machine work are separate, with no defectives, and with but machines sometimes make some human automation devices defectives

Standard operations planned, but not fully implemented

Processes do not send defectives downstream (independent inspection)

Daily production schedule, overall line has a common rhythm Single-operation changeovers

Completely level production, overall line has a common rhythm

Immediate action is taken to resolve abnormalities

Kanban and improvements

Flexible job assignments, with narrow variation in output volume

Smooth and complete multi-process operations

Full multi-process operations with one-piece flow

Clean, neatly organized with mess-prevention measures in force

Service orientation implemented at each process factorywide

Fifth Level (Major League Pro)

Factory has follow-up maintenance Factory has preventive maintenance Factory has company-wide preventive maintenance and no accidents and no major accidents and is almost accident-free

Human and machine work separated; machines sometimes make defective items

Standard operations implemented for individual processes

Factory produces defective products, but passes information to reduce defects

Changeover teams and improvements made in some workshops

Weekly production schedule, overall Anyone can tell when an abnormality occurs line has some kind of common rhythm

Supervisors can tell when an abnormality occurs

Pull production, with fixed locations and fixed volumes

Fixed job assignments, but different About halfway toward achieving smooth multi-process operations for each model, slightly better balance

Flow-based cooperative operations About halfway toward achieving smooth multi-process operations

In-line layout, small-lot flow at and between processes

Fourth Level (Minor League Pro)

Name of workshop: Ranked by: Date:

Service orientation, with serviceoriented workshops

Figure 16.10  List of JIT’s Major Functions and Their Five Stages of Development.

Factory uses maintenance specialists, but has occasional accidents

Some automation, but operators are always present while machines work

Operation procedures are vaguely standardized in roughly the same order

People are aware of changeover needs

Fixed job assignments and poor balance

Caravan-style cooperative operations

Job-shop layout, geared for small-lot production

Hard for visitors to tell what goes Factory uses outlining and where and when, but workers know classification for visual control

Product-out orientation

Large-scale mass production for maximum output

Function

Awareness Revolution

Second Level (Junior Varsity)

1

First Level (Little League)

No.

Level (baseball rank)

List of JIT’s Major Functions and Their Five Stages of Development

728  ◾  JIT Implementation Manual: Volume 6

JIT Forms  ◾  729

JIT Production Radar Chart Workshop name: Date:

Awareness Revolution

Maintenance and Safety

The 5S’s

Human Automation

Flow Production

Standard Operations

Multi-Process Operations Little League

Quality Assurance

Junior Varsity

Labor Cost Reduction

Varsity Minor League Pro Changeover Major League Pro Level Production

Visual Control

Figure 16.11  JIT Production Radar Chart.

Kanban

730  ◾  JIT Implementation Manual: Volume 6

Waste-Related Forms Arrow Diagrams Application Arrow diagrams are useful for analyzing factory conditions in terms of the flow of goods to discover major forms of waste, such as conveyance waste and retention waste (see Figures 16.12 and 16.13). We should create arrow diagrams as part of our preparation for establishing flow production. Main sections of form and procedure for filling out form: 1. First select the product model to be analyzed. Use a P-Q analysis sheet to help select the product model. 2. Draw a map of the entire factory or the workshop that manufactures the selected product. Indicate the current equipment layout. 3. Use the following process analysis symbols and indicate the sequence in which goods flow through the factory or workshop. a. Processing: large circle b. Inspection: diamond c. Conveyance: small circle d. Retention: triangle Example: An “F” inside a large circle can indicate forklift conveyance. 4. At all conveyance points, indicate the conveyance distance and the type of conveyance device used. At all retention points, indicate the usual amount of in-process inventory being retained. 5. Show totals for the number of retention points, conveyance points, processes, and inspections. Also show the total amount of retained goods and the total conveyance distance. 6. Devise and implement means of removing major forms of waste, such as conveyance waste and retention waste.

JIT Forms  ◾  731

ARROW DIAGRAM SHOP NAME: PCB Assembly

PRODUCT NO:

DIAGRAM CREATED BY: CREATION DATE:

A3-11-2010

1/31/89

PROCESS SYMBOLS RETENTION

CONVEYANCE PROCESSING INSPECTION

Nishizawa

(C) = Carts (M) = Manual operation Conveyance distance: 150 meters Staff: 49

Shelving Shelving Shelving First dip

2

Second dip

Circular con1 veyor (insert) Work table Work table

Parts bins Parts bins Parts bins Parts bins Shelving Shelving Shelving Shelving

Shelving Shelving

Repairs

Apply Apply backing backing 6

Tester

Shelving Shelving Shelving Shelving

5

Inspection

Shelving Shelving Inspection

Insertion machine

Inspection Inspection

Elevator Shelving Shelving

Figure 16.12  Example of an Arrow Diagram.

Inspection

Shelving Shelving

Inspection

Shelving Shelving

Shelving Shelving

Inspection

Shelving

3

4

Cleaning

PRODUCT NO:

Figure 16.13  Arrow Diagram.

SHOP NAME:

DIAGRAM CREATED BY: CREATION DATE: RETENTION

ARROW DIAGRAM

INSPECTION

PROCESSING

RETENTION CONVEYANCE

NO. OF POINTS

m

QUANTITY OR DISTANCE units

CONVEYANCE PROCESSING INSPECTION

PROCESS SYMBOLS

732  ◾  JIT Implementation Manual: Volume 6

JIT Forms  ◾  733

General Flow Analysis Charts Application General flow analysis charts (see Figures 16.14 and 16.15) are useful for describing and comparing the production flow for a particular product before and after improvement. Main sections of the form: 1. Before improvement. Analysis results describing retention, conveyance, processes, and inspection before improvement. 2. After improvement. Analysis results describing retention, conveyance, processes, and inspection after improvement.

Summary Chart of Flow Analysis Date:

1

No. of times Processing Lots No. of times Inspection Lots

Conveyance

Distance

No. of times

No. of units Retention Time

No. of times

Distance No. of times Processing Lots No. of times Inspection Lots

Time

No. of times

No. of times

No. Part name/No.:

After improvement

Conveyance

Before improvement No. of units Retention

Product name/No.:

PCB1 (A3-11-2010)

24 960 3 16

2

PCB2 (A6-63-1131)

20 800 3 1000 6 40 3 40 10 200 1 6 350 350 6 20 1 20

3

PCB3 (A4-21-3613)

22 880 3 1200 6 40 3 40 11 220 1 7 400 400 6 20 1 20

4

PCB4 (A3-16-2131)

24 960 3 1200 6 40 3 40 12 400 1 8 400 400 6 20 1 20

5

PCB5 (A6-23-61)

6 40 3 40 12 240 1 8 400 400 6 20 1 20

Figure 16.14  Example of a General Flow Analysis Chart.

No. Part name/No.:

Figure 16.15  General Flow Analysis Chart. Inspection

Processing

Conveyance

Lots

No. of times

Lots

No. of times

Distance

No. of times

Time

Inspection

Processing

Conveyance

Before improvement No. of units Retention

No. of times

Lots

No. of times

Lots

No. of times

Distance

No. of times

Time

Product name/No.:

No. of units Retention

No. of times

734  ◾  JIT Implementation Manual: Volume 6

Summary Chart of Flow Analysis Date:

After improvement

JIT Forms  ◾  735

Operations Analysis Charts Application Use these charts (see Figures 16.16 and 16.17) to analyze the series of operations that go into manufacturing a particular product to help clarify and remove inherent waste, such as idle time waste, transfer waste, and unnecessary movement. Main sections of form: 1. Work. Indicate each operation (processing) that directly adds value to the product, and thereby generates profit. 2. Motion. Indicate as motion anything that does not add value to the product, but supports processing that does add value. No matter how much of this type of “motion” we use, we are not generating any profit. 3. Idle time. Indicate idle time during manufacturing operations. 4. Time. Enter time measurements for operations (both work and motion), transfer, idle time, and inspection. 5. Distance. Enter all transfer distances.

Section

Operations Analysis Table

Aluminum casting Deburring

Description of operation

Author:

A11-21-301

(name)

After Improvement (date:

Time Distance Work Movement Transfer Idle Inspect

Work Movement Transfer Idle Inspect

No.

10/28/88)

Part No.

12/07/88)

Description of operation

1

Load castings onto cart 10'

Develop small shotblaster and install in U-shaped cell

2

Transfer to press

Transfer to press (via cart)

Figure 16.16  Example of an Operations Analysis Table.

Time Distance

Processes Press/drill

Before Improvement (date:

Operation

736  ◾  JIT Implementation Manual: Volume 6

)

Description of operation

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Figure 16.17  Operations Analysis Table.

Part No.

Author:

After Improvement (date: Time Distance Work

No.

Work Movement Transfer Idle Inspect

Before Improvement (date:

Processes

Movement Transfer Idle Inspect

Operations Analysis Table

Operation

)

Description of operation

Time Distance

Section

JIT Forms  ◾  737

Waste-Finding Checklist (Workshop-Specific and Process-Specific) Application This list helps us be thorough in finding how the seven major types of waste exist in each process or workshop. Making such a list is also an effective preparatory step before making improvements to establish flow production (see Figures 16.18 to 16.23). Main sections of form: 1. Waste-finding Checklist (workshop-specific) a. Process name. Name of the process where waste is being found. b. Major waste. Enter the magnitude of waste (on a scale of 0 to 4) under each column. i. 0: No waste ii. 1: A little waste iii. 2: Some obvious waste iv. 3: Considerable waste v. 4: Lots of waste c. Total waste magnitude. Add up the magnitude points for all seven major types of waste. d. Order of improvements. Begin making improvements at the processes having the greatest magnitude of waste. 2. Waste-finding Checklist (process-specific) a. Respond YES or NO to the statements in the form. Example: “No production schedule or control boards.” i. Answer YES if there are none. ii. Answer NO if there are some. b. Magnitude of waste (1–3). i. 1: A little waste ii. 2: Moderate waste iii. 3: A lot of waste

738  ◾  JIT Implementation Manual: Volume 6

Workshop name:

Waste-finding Checklist (workshop-specific) 5

6

7

Defect-production waste

Processing-related waste

Operation-related waste

Idle time waste

Improvement ranking

4

Waste magnitude total

3

Conveyance waste

Process name

2

Inventory waste

No.

1 Overproduction waste

Date:

Improvement ideas and comments

Figure 16.18  Example of a Workshop-Specific Waste-Finding Checklist.

JIT Forms  ◾  739

Waste-finding Checklist (process-specific)

4. Pile-up during conveyance 5. Change of conveyance devices in mid-transfer 6. Previous and/ or next process is an another floor 7. Conveyance requires manual assistance 8. Conveyance distance too long Process name

4. Defective due to mis

8. No human automoti 9. No poka-yoke 10. No inspection with 11. Defects not address 12. 1. Process is not require

3. Production not in sync with production schedule Type 1. Overproduction

7. Defect in processing

2. Turning around 3. Leaning sideways 4. Leaning over 5. Wide-arm movemen

4. Items missing 5. Defective goods produc

Process 6. Equipment breakdowns Name 7. Too much manual assist 8. Too much capacity 9. Lots grouped into batch 10. Using push production 11. Caravan-style operatio

2. Process includes unn 3. Process can be repl less wasteful 4. Part of process can detracting from prod 5. 1. Walking

Description of waste 2. No leveling of production schedule

5. Defective due to wro 6. Omission in process

Date:

Confirmation MagCauses and YES NO nitude improvement plans

1. No production schedule or control boards

Major waste

3. Human errors

12. Not balanced with nex 1. Lots of inventory on she 2. Shelves and floor storag Type 2. Inventory waste

Type 4. Defect-production waste

2. Defect within process

Waste-finding Checklist (process-specific)

3. Inventory stacks block v 4. In-process inventory acc operations 5. In-process inventory is s operators 6. In-process inventory is s processes 7. Impossible to visually d in-process inventory 8. 9. 10. 11.

Waste-finding Checklist (process-specific) Description of waste

Confirmation

YES

Date:

Causes and MagNO nitude improvement plans

6. Wrist movements Type 6. Operation-related waste

10.

7. Left or right hand is idle 8. Idle time used for observation 9. Workpiece setup/removal 10. No standardized repetition of operations 11. Worker operates using different motions each time 12. Operations divided up into little segments 13. 14. 15. 1. Idle time due to workpiece delay from previous piece

Type 7. Idle time waste

9. 1. Complaints from nex

Type 6. Motion- Type 5. Processingrelated waste related waste

Date:

Confirmation MagCauses and YES NO nitude improvement plans

Description of waste

Major waste

Major Type 3. Conveyance waste waste

Process Name

2. Idle time due to machine busy status 3. Idle time due to missing item(s) 4. Idle time due to lack of balance with previous process 5. Idle time due to lack of planning 6. Idle time due to lack of standard operations 7. Idle time due to worker absence 8. Idle time due to too many workers (more than two) 9. 10. Total

Overall improvement points:

Figure 16.19  Examples of Process-Specific Waste-Finding Checklists.

740  ◾  JIT Implementation Manual: Volume 6

Waste-finding Checklist (workshop-specific)

Workshop name:

6

Processing-related waste

Operation-related waste

7 Improvement ranking

5

Waste magnitude total

4

Idle time waste

3

Defect-production waste

Process name

2

Conveyance waste

No.

Overproduction waste

1

Inventory waste

Date:

Figure 16.20  Waste-Finding Checklist (Workshop-Specific).

Improvement ideas and comments

JIT Forms  ◾  741

Major waste

Process name

Waste-finding Checklist (process-specific) Description of waste

Confirmation MagCauses and YES NO nitude improvement plans

1. No production schedule or control boards 2. No leveling of production schedule Type 1. Overproduction

3. Production not in sync with production schedule 4. Items missing 5. Defective goods produced 6. Equipment breakdowns 7. Too much manual assistance 8. Too much capacity 9. Lots grouped into batches 10. Using ”push production“ 11. Caravan-style operations 12. Not balanced with next process 1. Lots of inventory on shelves and floors 2. Shelves and floor storage take up lots of space Type 2. Inventory waste

Date:

3. Inventory stacks block walkways 4. In-process inventory accumulates within individual operations 5. In-process inventory is stacked up between operators 6. In-process inventory is stacked up between processes 7. Impossible to visually determine quantities of in-process inventory 8. 9. 10. 11.

Figure 16.21  Waste-Finding Checklist (Process-Specific) (1).

Waste-finding Checklist (process-specific) Description of waste

Type 3. Conveyance waste

Process Name Major waste

742  ◾  JIT Implementation Manual: Volume 6

Confirmation MagCauses and YES NO nitude improvement plans

4. Pile-up during conveyance 5. Change of conveyance devices in mid-transfer 6. Previous and/or next process is on another floor 7. Conveyance requires manual assistance 8. Conveyance distance too long 9. 10. 1. Complaints from next process

Type 4. Defect-production waste

2. Defect within process

Type 6. Motion- Type 5. Processingrelated waste related waste

Date:

3. Human errors 4. Defective due to missing part(s) 5. Defective due to wrong part(s) 6. Omission in processing 7. Defect in processing 8. No human automotion 9. No poka-yoke 10. No inspection with process 11. Defects not addressed by improvement activities 12. 1. Process is not required for product function 2. Process includes unnecessary operations 3. Process can be replaced by something less wasteful 4. Part of process can be eliminated without detracting from product 5. 1. Walking 2. Turning around 3. Leaning sideways 4. Leaning over 5. Wide-arm movements

Figure 16.22  Waste-Finding Checklist (Process-Specific) (2).

JIT Forms  ◾  743

Major waste

Process Name

Waste-finding Checklist (process-specific) Description of waste

Confirmation YES

NO

Causes and Magimprovement plans nitude

Type 6. Operation-related waste

6. Wrist movements 7. Left or right hand is idle 8. Idle time used for observation 9. Workpiece set-up/removal 10. No standardized repetition of operations 11. Worker operates using different motions each time 12. Operations divided up into little segments 13. 14. 15. 1. Idle time due to workpiece delay from previous piece 2. Idle time due to machine busy status Type 7. Idle time waste

Date:

3. Idle time due to missing item(s) 4. Idle time due to lack of balance with previous process 5. Idle time due to lack of planning 6. Idle time due to lack of standard operations 7. Idle time due to worker absence 8. Idle time due to too many workers (more than two) 9. 10. Total

Overall improvement points:

Figure 16.23  Waste-Finding Checklist (Process-Specific) (3).

744  ◾  JIT Implementation Manual: Volume 6

5W1H Sheet Application The 5W1H sheet (see Figures 16.24 and 16.25) is designed to guide our inquiry into the primary causes of problems and/or abnormalities. Main sections of form and procedure for filling out form: 1. Take what appears to be the problem, and write it down in order to indicate a possible needed improvement. (Example: The factory has a stockpile of part A.) 2. Ask “why” regarding the problem just described. (Example: Why has the factory stockpiled part A?) 3. Follow the arrow down to the next row of boxes and describe the current conditions as an answer to the above question. (Example: The people who receive part A from the subcontractor store those parts here.) 4. Ask “why” again regarding the conditions just described. (Example: “Why do those people store those parts here?”) Repeat this pattern until you have asked “why” at least five times. 5. When you reach the final “why,” start thinking about “how,” that is, how to make an improvement that will correct the root cause uncovered by the series of “why” questions.

JIT Forms  ◾  745

5W1H SHEET Improvement target: Line stops Why No. 1: (analysis) Why did the line stop occur? Current status:

Why No. 2 or improvement proposal (HOW): Current status:

Why No. 3:

Current status:

Current status: Line stopped when dimensional defect was found in processed item Why No. 2: Why did the dimensional defect occur? Current status: Two workpieces got processed at once. Why No. 3: Why did two workpieces get processed at once? Current status:

Figure 16.24  Example of a 5W1H Sheet.

Current status:

Why No. 2 or improvement proposal (HOW): Current status:

Why No. 3:

Current status:

746  ◾  JIT Implementation Manual: Volume 6

5W1H SHEET Improvement target:

Why No. 1: (analysis)

Current status:

Current status:

Current status:

Why No. 2 or improvement proposal (HOW):

Why No. 2:

Why No. 2 or improvement proposal (HOW):

Current status:

Current status:

Current status:

Why No. 3:

Why No. 3:

Why No. 3:

Current status:

Current status:

Current status:

Improvement proposal:

Why No. 4:

Why No. 4:

Current status:

Current status:

Current status:

Improvement proposal:

Improvement proposal:

Improvement proposal:

Figure 16.25  5W1H Sheet.

JIT Forms  ◾  747

5S-Related Forms 5S Checklist (for Factories) Application We use this checklist (see Figures 16.26 and 16.27) to note how well the 5S’s are being maintained in factories. We can also use this same checklist for checking 5S conditions at other factories, such as subcontractor factories. Main sections of form: 1. Location. Distinguish between three types of general locations: outdoors, clerical, and factory. 2. Year and month. Enter which year and month during which the check-up is being done. If there are weekly checks, enter them in the columns below and add up a total figure under the “T” column.

748  ◾  JIT Implementation Manual: Volume 6

Factory: Takai plant Checked by: Nishiro Kaibe

Outdoors (overall)

Location

Offices

Scoring: 3 = Very good 2 = Good 1 = OK 0 = Not good Year and month:

1

2

3

4

5

T

Outdoors (overall)

0

1

0

1

0

2

Areas for: parking, pallets, temporary materials storage, delivered goods reception, trash processing, and boxes

0

2

0

2

0

4

Have white and yellow lines been laid down?

0

2

0

2

0

4

Check item Are there any unneeded items? Are storage areas clearly determined? Have paths been clearly defined?

Are outdoor areas kept clean? Are there any unneeded items? Have temporary storage areas been clearly defined? Are office areas being kept clean?

Clerical (overall)

5S Checklist (for factories) Check description

Are traffic signs being used?

0

3

0

3

0

6

Are there any exposed wires or pipes?

1

3

1

3

1

9

Are ashtrays, trash cans, gardens, entrance areas, windows, and paths kept clean? Are signboards, copy machines, and pathways arranged properly?

1

3

1

3

1

9

1

1

1

1

1

5

Have fire-extinguishing equipment and emergency exits been established?

2

3

2

3

2 12

Are the walls dirty?

2

3

2

3

2 12

Is the area dusty?

2

3

2

3

2 12

Is the area decorated with fresh flowers?

2

2

2

2

2 10

Are there unneeded work utensils or other items on desks?

2

2

2

2

2 10

Are there unnecessary piles of paper on or in the desks? Is anything being kept under the desk?

1 1

2 3

1 1

2 3

1 1

7 9

Is there a clearly defined area to store supplies?

1

1

1

1

1

5

Does the phone ring more than three times before being picked up?

1

1

1

1

1

5

Do people sit with straight backs?

0

1

0

1

0

2

0

1

in the lockers?

Figure 16.26  Example of 5S Checklist.

0

1

0

2

2

1

2

8

JIT Forms  ◾  749

5S Checklist (for factories)

Factory: Checked by:

Outdoors (overall)

Location

Check item Are there any unneeded items? Are storage areas clearly determined? Have paths been clearly defined?

Scoring: 3 = Very good 2 = Good 1 = OK 0 = Not good Year and month:

Check description Outdoors (overall) Areas for: parking, pallets, temporary materials storage, delivered goods reception, trash processing, and boxes Have white and yellow lines been laid down? Are traffic signs being used? Are there any exposed wires or pipes?

Are outdoor areas kept clean? Are there any unneeded items? Have temporary storage areas been clearly defined? Are office areas being kept clean?

Are ashtrays, trash cans, gardens, entrance areas, windows, and paths kept clean? Are signboards, copy machines, and pathways arranged properly? Have fire-extinguishing equipment and emergency exits been established? Are the walls dirty? Is the area dusty? Is the area decorated with fresh flowers?

Offices

Are there unneeded work utensils or other items on desks? Are there unnecessary piles of paper on or in the desks? Is anything being kept under the desk? Is there a clearly defined area to store supplies?

Clerical (overall)

Does the phone ring more than three times before being picked up? Do people sit with straight backs? Are there unneeded articles in the lockers? Do the lockers have designated compartments for necessary items? Do trash cans or chairs block the walkways? Do desks have ashtrays or are there ashes on the floor? Meeting rooms

Are there any unnecessary items? Do tables, desks, and chairs have designated locations? Do desks have ashtrays or are there ashes on the floor? Are there any unneeded signs on the wall? Are the names of meeting participants displayed somewhere?

Restrooms

Are there any unneeded items? Are soap and paper towel dispensers kept stocked? Are the floor and sink areas kept clean? Is there any graffiti in the stalls?

Figure 16.27  5S Checklist (for Factories).

750  ◾  JIT Implementation Manual: Volume 6

5S Checklist (for Workshops) and 5S Radar Chart Application This is the workshop-specific version of the 5S checklist, which can be used to gather data and scores for “5S ­contests” among the workshops or different clerical sections (see Figures 16.28 to 16.31). Main sections of form: 1. The 5S’s. Questions are asked specifically about each of the 5S’s: seiri (proper arrangement), seiton (orderliness), seiso (cleanliness), seiketsu (cleaned up), and shitsuke (discipline). 2. Scoring. Workshop conditions are scored on a scale of 0 to 5 as follows: a. 0: Very bad b. l: Bad c. 2: OK d. 3: Good e. 4: Very good

JIT Forms  ◾  751

No. 1

Office name:

Scored by:

Score:

Previous score:

Check item

Date:

Description

0

Score

1 2 3 4

Are there unneeded items such as books and charts cluttering up the lockers? Unneeded items on or in individual Are individual’s desktops and desk drawers cluttered up with unneeded papers, etc. desks? Are unneeded items clearly Are unneeded documents, office indicated? supplies, etc. easy to spot? Have regulations been established Have regulations for disposal of unneeded Workshop name: regarding unnedded items?

Scored by:

5

Are display boards well organized?

Previous score:

6

Are lockers and office supplies 5S No. Check item marked Do documents and office supplies have 1 Unneeded materials or parts? their owner’s names on them?

2 3 4

7

Unneeded items in lockers?

5S Checklist (for workshops)

Score:

nt)

Seiton (orderliness)

5S Seiri (proper arrangment)

5S Checklist (for offices)

Description Does the inventory or in-process inventory include any unneeded materials or parts?

5S Radar Chart

8

Machines or other Workshop name:

9

1S (seiri or proper arrangement)

tools, dies, or

Date: ve been marked left behind any Large areas marked and addresses? boards showing

5S (shitsuke or discipline)

2S (seiton or minimum allowable orderliness)

markers used to and storage areas? d more rationally returning them?

Graph

4S (seiketsu or cleaned up)

100 80 60 40 20

Score Month

Figure 16.28  Sample 5S Chart.

3S (seiso or cleanliness)

Date:

0 1

Score

2 3 4

752  ◾  JIT Implementation Manual: Volume 6

Workshop name:

Scored by:

Score:

Previous score:

No. 1

Unneeded materials or parts?

2

Unneeded machines or other equipment? Are there any unused machines or other equipment around?

3

Unneeded jigs, tools, or dies?

Are there any unused jigs, tools, dies, or similar items around?

4

Have unneeded items been marked?

Is it obvious which items have been marked as unnecessary?

5

Unneeded standards?

Has establishing the 5S’s left behind any useless standards?

6

Are there location indicators?

Are shelves and other storage areas marked with location indicators and addresses?

7

Are there item indicators?

Do the shelves have signboards showing which items go where?

8

Are there quantity indicators?

Are the maximum and minimum allowable quantities indicated?

9

Demarcation of walkways and in-process inventory areas?

Are white lines or other markers used to clearly indicate walkways and storage areas?

10

Have improvements been made to facilitate jig and tool handling?

Are jigs and tools arranged more rationally to facilitate picking them up and returning them?

11

Trash, water, or oil on floors?

Are floors kept shiny and clean?

12

Are machines covered with shavings and oil?

Are the machines wiped clean often?

13

Is equipment inspection combined with Do operators clean their machines while checking them? equipment maintenance?

14

Have specific cleaning tasks been assigned?

Is there a person responsible for overseeing cleaning operations?

15

Has cleanliness become a habit?

Do operators habitually sweep floors and wipe equipment without being told?

16

Is there proper ventilation?

Is the room ventilated well enough to be clear of heavy dust and odors?

17

Is there proper lighting?

Is the angle and intensity of the lighting adequate for the work being done?

18

Are work clothes clean?

Are workers wearing dirty or oil-stained work clothes?

19

Have improvements been made to prevent things from getting dirty?

Instead of cleaning up messes, have people found ways to avoid making messes?

20

Have rules been established for maintaining the first three S’s?

Are the first three S’s (seiri, seiton, and seiso) being maintained?

21

Do workers have uniforms?

Do workers wear whatever they want?

22

Do people greet each other in the morn- Do people verbally acknowledge each ing and say goodbye in the evening? other when they happen to meet?

23

Are people punctual about their break times and meeting times?

24

Do people casually review rules and Do people check with each other to confirm regulations when they happen to meet? rules and correct procedures?

25

Do people obey rules and regulations?

Shitsuke (discipline)

Seiketsu (cleaned up)

Seiso (cleanliness)

Seiton (orderliness)

5S

Seiri (proper arrangement)

5S Checklist (for workshops)

Overall

Check item

Description Does the inventory or in-process inventory include any unneeded materials or parts?

Do people keep their appointments and take their breaks on time?

Does each worker take rules and regulations seriously?

Check for variation in scoring (note how many times)

Figure 16.29  5S Checklist (for Workshops).

Date: Score

0 1 2 3 4

JIT Forms  ◾  753

Offices name:

Scored by:

Score:

Previous score:

No. 1

Unneeded items in lockers?

2

Unneeded items on or in individual desks? Are individual’s desktops and desk drawers cluttered up with unneeded papers, etc.

3

Are unneeded items clearly indicated?

Are unneeded documents, office supplies, etc. easy to spot?

4

Have regulations been established regarding unneeded items?

Have regulations for disposal of unneeded items been set?

5

Are display boards well organized?

Are notices (concerning recreational activities, etc.) kept clean and displayed neatly?

6

Are lockers and office supplies marked?

Are lockers and office supplies marked with location indicators?

7

Do documents and office supplies have their owner’s names on them?

Are such items marked with names to make identification easy?

8

Are documents and office supplies easy to use?

Are documents and office supplies arranged so they are easy to pick up and put back?

9

Are documents and office supplies kept where they are supposed to be kept?

Do documents and utensils have specified storage places and are they kept there?

10

Are walkways and wall notices shown clearly?

Shitsuke (discipline)

Seiketsu (cleaned up)

Seiso (cleanliness)

Seiton (orderliness)

5S Seiri (proper arrangement)

5S Checklist (for offices) Check item

Description Are there unneeded items such as books and charts cluttering up the lockers?

11

Trash or paper scraps on floors?

Are floors kept clean?

12

Are windows and shelves dusty?

Are windows and shelves dusted and cleaned regularly?

13

Have specific cleaning tasks been assigned?

Is there a person responsible for overseeing cleaning operations?

14

Are trash cans allowed to overflow?

Do trash cans always get emptied before they overflow?

15

Has cleanliness become a habit?

Do workers habitually sweep floors and wipe up dirt without being told?

16

Is there proper ventilation?

Is the room ventilated well enough to be clear of duct and cigarette smoke?

17

Is there proper lighting?

Is the angle and intensity of the lighting adequate for the work being done?

18

Are work clothes clean?

Are workers wearing dirty work clothes?

19

Does the office give the impression of shining cleanliness at first sight?

Do the lighting, color design, and ventilation give a fresh atmosphere to the office?

20

Have rules been established for maintaining the first three S’s?

Are the first threes S’s (seiri, seiton, and seiso) being maintained?

21

Do workers have uniforms?

Do workers wear whatever they want?

22

Do people verbally acknowledge each Do people greet each other in the morning and say goodbye in the evening? other when they happen to meet?

23

Are people punctual about their break and meeting times?

Do people keep their appointments and take their breaks on time?

24

Are people courteous and concise on the telephone?

Do they get to the point and make themselves understood?

25

Do people obey rules and regulations?

Does each worker take rules and regulations seriously?

Overall

Check for variation in scoring (note how many times)

Figure 16.30  5S Checklist (for Offices).

Date: Score

0 1 2 3 4

754  ◾  JIT Implementation Manual: Volume 6

5S Radar Chart Workshop name: 1S (seiri or proper arrangement)

Date:

5S (shitsuke or discipline)

Graph

4S (seiketsu or cleaned up)

100 80 60 40 20

Score Month

Figure 16.31  5S Radar Chart.

2S (seiton or orderliness)

3S (seiso or cleanliness)

JIT Forms  ◾  755

5S Memos Application 5S memos are filled out by 5S patrols that tour the workshops and look for violations of 5S standards (see Figures 16.32 and 16.33). The patrols should take a photograph of the situation and attach a copy to the 5S memo describing the problem. After an improvement has been made to rectify the situation, an “after improvement” photo should also be taken for comparison and attached to the memo. Main sections of form: 1. Description of problem. Point out the nature of the 5S violation. 2. Implementation of improvement. Describe the point of the improvement.

756  ◾  JIT Implementation Manual: Volume 6

Attach photo here

Description of problem

Implementation of improvement

Implemented by:

Implementation date:

Confirmation of improvement

Confirmed by:

Confirmation date:

Figure 16.32  Example of 5S Memo.

JIT Forms  ◾  757

Attach photo here

Attach photo here

Description of problem

Description of problem

Implementation of improvement

Implementation of improvement

Implemented by: Implementation date: Confirmation of improvement

Implementation date: Implemented by: Confirmation of improvement

Confirmed by:

Confirmed by:

Confirmation date:

Figure 16.33  5S Memo.

Confirmation date:

758  ◾  JIT Implementation Manual: Volume 6

Red Tags Application Red tags (Afakuda), such as the one shown in Figures 16.34 and 16.35, are used in the 5S program’s “red tag strategy.” The point is to clearly mark unneeded items among the inventory, machines, and other tools and equipment. Main sections of form: 1. Category. This is the category of the item marked with the red tag. 2. Manufacturing number. This number should be shown conspicuously and can be the lot number, manufacturing number, or other identifying number. 3. Reason. All red tags should identify a reason why the item was red-tagged. 4. Disposal method. The disposal method (or person to ask regarding disposal) should also be noted on each red tag.

JIT Forms  ◾  759

Category

1. 2. 3. 4.

Raw material In-process inventory Semifinished product Product

5. Manufacturing equipment 6. Die or jig 7. Tool or fixture 8. Other

Item name Manufacturing No. Quantity Reason

Units 1. 2. 3. 4. 5.

Value

$

6. Other Not needed Defective Not needed soon Scrap material Use known

Disposal by:

Department/Division/Section

Disposal method:

1. 2. 3. 4. 5.

Today’s date:

Posting date:

Discard Return Move to red tag storage site Move to separate storage site Other

Red tag file number

Figure 16.34  Example of Red Tag.

Disposal completed (signature)

Disposal date:

760  ◾  JIT Implementation Manual: Volume 6

Category

1. 2. 3. 4. 5. 6.

Equipment Jigs and tools Measuring instruments Materials Parts In-process inventory

7. 8. 9. 10. 11.

Quasi products Finished products Quasi materials Office products Paper, pens, etc.

Item name Manufacturing No. Quantity Reason

Units

1. 2. 3. 4. 5.

Value

6. Other Not needed Defective Not needed soon Scrap material Use known

Disposal by:

Department/Division/Section

Disposal method:

1. 2. 3. 4. 5.

Today’s date:

Posting date:

Red tag file number

Figure 16.35  Red Tag.

$

Discard Return Move to red tag storage site Move to separate storage site Other

Disposal completed (signature)

Disposal date:

JIT Forms  ◾  761

Red Tag Campaign Reports Application List the results of the red tag (Afakuda) campaign on this report under the categories of inventory, equipment dies/jigs/tools, and space considerations (see Figures 16.36 and 16.37). Main sections of form: 1. Target. The type of item to which red tags were attached. 2. Main items. The main specific items to which red tags were attached. 3. Number of red tags. Indicate the total number of red tags used. 4. Number of disposed items. Indicate the number of items that have been disposed of so far. 5. Value. Indicate the cash value of the disposed items.

762  ◾  JIT Implementation Manual: Volume 6

To:

Date:

Red Tag Campaign Report Department: (signature of person responsible)

Inventory

Target

Main items

No. of red tags

No. of disposed items

(Factory name)

(Space name)

(Person in charge) (m2)

Value

Products Parts Materials

Equipment

Tools, jigs & dies Space File locker

Other

Figure 16.36  Example of Red Tag Campaign Report.

JIT Forms  ◾  763

To:

Date:

Red Tag Campaign Report Department: (signature of person responsible)

Inventory

Target

Main items

No. of red tags

No. of disposed items

(Factory name)

(Space name)

(Person in charge) (m2)

Value

Products Parts Materials

Equipment

Tools, jigs & dies Space File locker

Other

Figure 16.37  Red Tag Campaign Report.

764  ◾  JIT Implementation Manual: Volume 6

Lists of Unneeded Inventory and Equipment Application All red-tagged inventory items should be listed on the “Unneeded Inventory List” and all red-tagged equipment units on the “Unneeded Equipment List.” Note the disposal category and cash value for each item on either list (see Figures 16.38 to 16.40). Main sections of form: 1. Unneeded Inventory List. a. Code. Item code. b. Disposal category. Indicate whether the item has been disposed of and, if so, by which method. c. Supply category. Indicate whether the item was supplied and, if so, whether it was paid for. 2. Unneeded Equipment List. a. Asset Number. Give the asset number from the listed equipment unit’s procurement order. b. Transaction date. The date when the listed equipment unit was purchased. c. Depreciation to date. Indicate the total depreciation value to date.

JIT Forms  ◾  765

Unneeded Inventory List Division Item

Date: Code Quantity Unit Value Disposal Supply Comments value category category

To:

Date:

Red Tag Campaign Report Department: (signature of person responsible) Target

Measures and improvement points:

Inventory

Total value of unneeded items

Main items

No. of red tags

No. of disposed items

(Factory name)

(Space name)

(Person in charge) (m2)

Value

Products Parts Materials

Equipment Tools, jigs & dies Space File locker

Other

Figure 16.38  Example of Unneeded Inventory List and Red Tag Campaign Report.

766  ◾  JIT Implementation Manual: Volume 6

Unneeded Inventory List Division Item

Date: Code Quantity Unit Value Disposal Supply Comments value category category

Total value of unneeded items Measures and improvement points:

Figure 16.39  Unneeded Inventory List.

Depreciation value Other

JIT Forms  ◾  767

Unneeded Equipment List

Date

Division: Item

DepreAsset Unit Transaction Transaction Book Quantity ciation Location Comments No. value price date value to date

Total value of unneeded items Response and improvement points

Figure 16.40  Unneeded Equipment List.

768  ◾  JIT Implementation Manual: Volume 6

Cleaning Checklist Application Workshop supervisors or cleanup inspection patrols can use this checklist to check how well cleaning tasks are being integrated with the daily maintenance tasks performed by equipment operators. As such, this checklist is a tool for ­company-wide maintenance activities (see Figures 16.41 and 16.42). Main sections of form: 1. Month. Enter the current month (the year also, if necessary). 2. Cleaning check points. Draw a diagram of each workshop showing the equipment to be cleaned; have all important cleaning points marked with circled numbers. These will be the cleaning check points for cleaning inspectors. 3. Date and day of week. Note the date and the day of the week in which each inspection is done. 4. Inspector. Whoever is conducting the inspection should sign or initial this column. 5. (1), (2), (3), etc. The cleaning inspector checks off the box under each check point number as he or she inspects that check point and finds it clean.

JIT Forms  ◾  769

Workshop name

Cleanliness Inspection Points

Machine name

Month

Drilling line

November

Inspect

1

2

1(T)

MB01 (1) Daily cleaning

Mfg. Dept. 2, Shop No. 1

Date

CLEANLINESS INSPECTION CHECKLIST

(2) Drill section: Clean dripping oil and add more oil if needed.

2(W) 3(Th) 4(F) 5(Sa) 6(Su) 7(M) 8(T) 9(W)

(3) Check pneumatic cylinder section: 10(Th) If needed, pour one-half cup of turbine oil (ISOVG 32) into the oiler section. 11(F) Check daily, oil once a month.

MB02

Figure 16.41  Example of Cleaning Checklist.

3

4

5

6

7

770  ◾  JIT Implementation Manual: Volume 6

Workshop name

Cleaning Inspection Points

Machine name Date

CLEANING CHECKLIST

1() 2() 3() 4() 5() 6() 7() 8() 9() 10 ( ) 11 ( ) 12 ( ) 13 ( ) 14 ( ) 15 ( ) 16 ( ) 17 ( ) 18 ( ) 19 ( ) 20 ( ) 21 ( ) 22 ( ) 23 ( ) 24 ( ) 25 ( ) 26 ( ) 27 ( ) Figure 16.42  Cleaning Checklist.

Inspect

Month

JIT Forms  ◾  771

Five-Point Checklist to Assess Cleaned-Up Status Application To help maintain cleaned-up conditions, we can use this fivepoint checklist to rate the level of thoroughness in maintaining the first three “S’s” (seiri or proper arrangement, seiton or orderliness, and seiso or cleanliness) for each workshop or process (see Figures 16.43 to 16.46).

772  ◾  JIT Implementation Manual: Volume 6

(1) 5-point check for proper arrangement Description

Points

1

2

3

4

5

Needed and unneeded items are mixed together in the workshop. Needed and unneeded items are basically separated. It is easy to see what is not needed. All unneeded items are kept somewhere away from the workshop. All completely unnecessary items have been disposed of.

(2) 5-point check for orderliness (warehouse and in-process inventory) Description

Points

1

2

3

4

5

2

3

4

5

4

5

Can’t tell what things belong where and in what amount. Can basically tell what things belong where and in what amount. Workshop is using only place indicators and item indicators. Workshop is using place and item indicators and outlining to make item organization visible. Input and output from workshop are clearly indicated and amount indicators are also being used.

(3) 5-point check for orderliness (for jigs and tools) Points Description Can’t tell what things belong where and in what amount. Can basically tell what things belong where and in what amount. Workshop is using only place indicators and jig/tool indicators. Measures have been taken to make item placement more visible (color coding, outlining, etc.) Jigs and tools have been streamlined by combining functions, etc.

1

Figure 16.43  5-Point Checks for Proper Arrangement.

(4) 5-point check for cleanliness Description

Points

Workshop is left dirty for a long time. Workers clean up the workshop occasionally. Workers clean up the workshop daily. Daily cleaning tasks and maintenance have been integrated. Workers have devised ways to prevent messes.

Figure 16.44  5-Point Check for Cleanliness.

1

2

3

JIT Forms  ◾  773

5-point “Cleaned-Up Checklist” No.

Process and check point

Factory name: Date:

Division: First assembly div. Entered by: Page: Yamaguchi 1 of 1

Proper Orderliness Cleanliness Arrangement

Total

Previous total

1

Line A: operation at process 1

12345

12345

12345

7

6

2

Line A: operation at process 2

12345

12345

12345

8

6

3

Line A: operation at process 3

12345

12345

12345

6

5

4

Line A: operation at process 4

12345

12345

12345

7

7

5

Line A: operation at process 5

12345

12345

12345

10

6

6

Line A: operation at process 6

12345

12345

12345

12

8

Line A: overall (average total)

2.8 12345

2.8 12345

2.8 12345

54

38

Figure 16.45  Example of 5-Point Cleaned-Up Checklist.

774  ◾  JIT Implementation Manual: Volume 6

5-Point “Cleaned-Up Checklist” No.

Process and check point

Factory name:

Division:

Date:

Entered by:

Proper Orderliness Cleanliness Arrangement 12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

12345

Figure 16.46  5-Point Cleaned-Up Checklist.

Page: Total

Previous total

JIT Forms  ◾  775

Display Boards Application Display boards provide clear indications of where things, such as in-process inventory and parts supplies, should be kept (see Figures 16.47 and 16.48). Main sections of form: 1. Temporary storage area. The display board should indicate the location of the temporary storage site. 2. Amount of stock. Indicate both the maximum and the minimum amount to be stored at this site. 3. Capacity. Enter the capacity per container (bag, box, or whatever). 4. Previous process and next process. Write the names of the previous process (or company) and the next process (or company). 5. Address. If the storage site includes location indicators and addresses, such as is done for storage shelves, enter the address information here.

Temporary storage area

A3-01-05 Capacity

Amount of stock Maximum Minimum

300 500

Bag Box Pallet

Previous process

Next process

Person in charge

D. Lennon

Bag Box Pallet

50

Address Row

Figure 16.47  Example of Display Board.

Column

Number

776  ◾  JIT Implementation Manual: Volume 6

Temporary storage area

Capacity

Amount of stock Maximum Minimum

Bag

Bag

Box

Box

Pallet

Pallet

Previous process

Next process

Person in charge

Address Row

Figure 16.48  Display Board.

Column

Number

JIT Forms  ◾  777

Engineering-Related Forms P-Q Analysis Lists and P-Q Analysis Charts Application We use product-quantity (P-Q) analysis lists and charts (see Figures 16.49 to 16.52) to estimate the output quantities of each type of product or ­finished component. This information can be useful when redesigning the equipment layout to facilitate flow production. Main sections of form: 1. P-Q analysis list a. Analysis period. Enter the start and end dates of the analysis. b. Item name (or number). Enter the name or number of the item being analyzed. Start with items being output in the largest quantities. c. Total. Enter totals starting with the largest figures. d. Percentage. Give the percentage of that item within the total for all items. e. Total percentage. Give the percentage of that item and all previously listed items within the overall total quantity. f. Management category. Show which product category each item falls under. 2. P-Q analysis chart a. Leftmost column. Enter quantities in this column. b. Part name. Enter each part’s quantity, with largest at left, to make a bar graph. c. Percentage. Enter the cumulative percentage points and connect the points to make a line graph.

778  ◾  JIT Implementation Manual: Volume 6

P-Q Analysis List No.

Item (part number) Quantity

Analysis by: J. Smith Analysis period: Total

%

Total %

1

RA1103

15,900

15,900

17.5

17.5

2

RB0121

12,500

28,400

13.7

31.2

3

RC1631

11,700

40,100

12.9

44.1

4

RD1911

9,450

49,550

10.4

54.5

5

RE0314

9,400

58,950

10.3

64.8

6

RF1213

9,000

67,950

9.9

79.7

Figure 16.49  Example of P-Q Analysis List.

Date:

11/16/89

10/1/89 to10/31/89 Management category A

B

C

JIT Forms  ◾  779

P-Q Analysis Chart

R-x related items

Creation date: 11/16/89 Creation by:

J. Smith 100%

90

82.4% (75,000) Total: 90,940 units

80

74.7% (67,950) 70

20,000 60 54.5% (49,550) 15,000

50

40 10,000 30

20 5,000

RA RB RC RD RE RF RG RH RI RJ RK RL RM

Figure 16.50  Example of P-Q Analysis Chart.

RM & others

Empty

Part (P)

85 0 1,1 40

Quantity (Q)

15 ,90 0 12 ,50 0 11 ,70 0 9,4 50 9,4 00 9,0 00 7,0 50 6,8 50 3,2 00 1,5 50 1,4 50 90 0

10

Total

780  ◾  JIT Implementation Manual: Volume 6

P-Q Analysis List No.

Item (part number) Quantity

Figure 16.51  P-Q Analysis List.

Analysis by:

Date:

Analysis period: Total

%

Total %

Management category A

B

C

JIT Forms  ◾  781

P-Q Analysis Chart

Creation date: Creation by: 100%

90

80

70

60

50

40

30

20

Quantity (Q) Part (P) Figure 16.52  P-Q Analysis Chart.

Empty

10

Total

782  ◾  JIT Implementation Manual: Volume 6

Process Route Diagrams Application Process route diagrams illustrate the production flow for each type of workpiece and clarify the relationship between workpieces and machines (see Figures 16.53 and 16.54). They can therefore be used to get ideas for in-line equipment layout conducive to flow production. They are especially effective for processes that handle various types of workpieces and for designing G-T production lines. Main sections of form and procedure for filling out form: 1. Enter the names of all of the processes and the numbers of the machines across the top of the columns. 2. Enter the names of the parts. 3. Enter circled numbers to indicate the machine numbers used for each part and draw lines to connect the circled numbers. 4. Find out if any of the parts use the same sequence of machines, and use those matching process routes when designing an in-line equipment layout.

JIT Forms  ◾  783

Factory: Tokai Plant

Process Route Diagram

Entered by: Shin’ichi Yamagawa

Process name Cutting Drilling Punching Punching Press Machine no. M1 M2 M3 M4 M5

No. Item 1 110931 (side board)

1

2

3

1

2

3

2

130106 (side board)

3

161137 (side board)

1

3

4

1316171 (top board)

1

2

5

1315021 (top board)

1

2

Press

Press

M6

M7

4

M8

M9

5

6 6

4 3

M10

5

5

3 2

Bending Bending Bending

4 4

Date: January 10, 1989

4

Figure 16.53  Example of Process Route Diagram.

784  ◾  JIT Implementation Manual: Volume 6

Process Route Diagram Item

Factory:

Process name Machine no.

No.

Figure 16.54  Process Route Diagram.

Entered by:

Date:

JIT Forms  ◾  785

Line Balance Analysis Charts Application These charts help clarify the balance of work on the assembly line so that the balance can be improved to enable a smoother flow of goods with less line balance loss (see Figures 16.55 and 16.56). Main sections of form: 1. Top section. Enter such factors as conveyor speed (COV. S), standard time (ST), and pitch time (PT). 2. Process name. Enter the process names in order from the left. 3. Operation time analysis. Clock the net operation time for each process and enter the figure in the “Time” column. 4. Process time. Plot the time for each process in the bar graph section. 5. Line balance efficiency ratio and loss ratio. Calculate and enter the line balance efficiency ratio and loss ratio. 6. Identify bottleneck processes and improve line balance. Use the chart to find out which processes have bottlenecks, analyze the operations at those processes, then move some of the work to the previous and/or next process to improve the line balance. 7. After the line balancing improvement has been made and tried out, conduct another line balance analysis to confirm the results.

786  ◾  JIT Implementation Manual: Volume 6

Line Balance Analysis Chart Product name: PCB-01-03 Lot size: 300

Line name: Line A Units per day:

Operating time: 480 seconds

Conveyor No.:

Line balance loss

Process times

= 32%

Item processing interval:

By: Yamagawa Pitch time: Pitch time =

Date: November 16, 1988 Total processing time = Number of workers Conveyance workers: 8 Relief workers:

Pitch = 96 seconds Total pitch = 768 seconds

Net time: 523 seconds

Process name

Insert 2

Insert 3

Insert 4

Inspection

Soldering

Inspection

Assembly

60’’ 72 56 75 82 57 69 52 Insert 1

Time

300

ST (m)/unit

Line Total of worker operations times × 100 balance = Pitch time × number of workers efficiency 68%

= 100 – line balance efficiency

110 100 90 80 70 60 50 40 30 20 10

COV.S s/m

NO

1

2

3

4

5

6

7

8

9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

Figure 16.55  Example of Line Balance Analysis Chart.

JIT Forms  ◾  787

Line Balance Analysis Chart Product name:

Line name:

COV.S s/m

By:

Lot size:

Units per day:

ST (m)/unit

Pitch time:

Operating time:

Conveyor No.:

Item processing interval:

Line balance loss =

Line Total of worker operations times balance = × 100 = Pitch time × number of workers efficiency

Process times

100 – line balance efficiency =

Pitch time =

Time Process name NO

Figure 16.56  Line Balance Analysis Chart.

Date:

Total processing time = Number of workers Conveyance workers: Relief workers:

788  ◾  JIT Implementation Manual: Volume 6

Cooperative Operation Confirmation Chart Application This chart is used to confirm the passing of work on assembly lines in order to establish a baton touch zone for cooperative operations. As such, the chart helps eliminate omission of operations (see Figures 16.57 and 16.58) and other causes of defects. Main sections of form: 1. Process number. The operators call out these numbers as they pass work along. 2. Operation name. Write the name of the operation being passed. Be sure to make detailed divisions of work in the cooperative operations zones. 3. Operator name. Write the names of the assembly line workers in the vertical rows at the left of the chart. 4. Cooperative operation columns. Enter a circle by each operator for each operation he or she handles. If the operation overlaps between two operators, fill in the circle. Make sure that operators practice the overlapped operations to become proficient.

JIT Forms  ◾  789

Cooperative Operation Confirmation Chart

Factory: Chiba

Product: PCB 1013

Section: 1st Assembly Dpt., By: Yamagawa Date: 1/4/1989 Line A Process No. 1 2 3 4 5 6 7 8 Opera tor nam e Tucker Engle North Brown Meyer Kline Jones Black No. Parts input 1

11-1640-20

2

16-1311-31

3

19-2931-16

4

20-2131-16

5

14-1923-61

6

36-3111-21

7

63-1416-41

8

27-2131-51

9

32-8136-24

Figure 16.57  Example of Cooperative Operation Confirmation Chart.

790  ◾  JIT Implementation Manual: Volume 6

Cooperative Operation Confirmation Chart

Factory:

Product:

Section:

By:

Process No. Opera tor nam e No. Parts input

Figure 16.58  Cooperative Operation Confirmation Chart.

Date:

JIT Forms  ◾  791

Delivery Company Evaluation Charts Application We use this chart to evaluate the delivery methods (loading method, frequency of deliveries, transportation method, and so forth) used by parts suppliers and other subcontractors. As such, these charts (see Figures 16.59 and 16.60) provide valuable information that can be used in planning improvements. Main sections of form: 1. Main product. Enter the main product that is being deliver­ed by the company. 2. Loading method. Evaluate whether the current loading method is conducive to product diversification. a. 1 point: Lots containing identical items b. 2 points: Mixed lots (various items mixed together as a lot) c. 3 points: Sequential mixed lots (mixed lots loaded in the order the items will be used) 3. Frequency of deliveries. Evaluate whether their deliveries are frequent enough to keep inventory levels down and lead-times short. a. 1 point: Once a month or less b. 2 points: About once a week c. 3 points: About once every three days d. 4 points: Daily e. 5 points: About twice a day f. 6 points: About four times a day g. 7 points: At least eight times a day 4. Transport routes. Evaluate whether their transport routes are efficient enough to help hold down costs. a. 1 point: Point-to-point deliveries b. 2 points: Circuit deliveries c. 3 points: Compound deliveries 5. Total points. Add up and enter the points given in 2, 3, and 4 above.

792  ◾  JIT Implementation Manual: Volume 6

Factory:

No.

Company

Main product

Tohoku Plant Name/Dept. of evaluator: Anderson, Purchasing dept.

Date: November 16, 1988

Frequency of Transport Manager Loading Manager deliveries route (delivery method (in-house) company) 1 2 3 1 2 3 4 5 6 7 1 2 3

Total

Delivery Company Evaluation Chart

1

M Company Resistors

Off

Jones

3

2

Y Company

A1 units

Lennon

Sandler

6

3

K Company

C materials

Lennon

McTighe

5

4

F Company

Packaging

Off

Rosen

8

5

T Company

Coils

Smith

Amick

4

Figure 16.59  Example of Delivery Company Evaluation Chart.

016x059.eps on Monday, March 23, 2009 11:52:20 AM From Ryan s:Correx:March2009_Correx:PP9032:016x059.eps

JIT Forms  ◾  793

No.

Company

Main product

Factory: Name/Dept. of evaluator:

Date:

Frequency of Transport Manager Loading Manager deliveries method route (delivery (in-house) company) 1 2 3 1 2 3 4 5 6 7 1 2 3

Figure 16.60  Delivery Company Evaluation Chart.

Total

Delivery Company Evaluation Chart

794  ◾  JIT Implementation Manual: Volume 6

JIT Delivery Efficiency List Application We can use these lists (see Figures 16.61 and 16.62) to rank parts suppliers and subcontractors on how well their deliveries live up to the Just-In-Time concept. Main sections of form: 1. Month. Enter the month during which the evaluation is being made. 2. Main product. Enter the main product delivered by the company. 3. Ranking. List the companies in order of highest to lowest point-receivers. 4. Volume of orders. Enter the total amount of orders during the month under evaluation. 5. Evaluation points. Use the following formula to calculate the evaluation points for each company based on the points calculated for the JIT delivery efficiency column.

Evaluation points = J + (a + b + c + d)

6. JIT delivery efficiency. Calculate the percentage and the evaluation points as follows, based on the delivered amounts prior to JIT delivery time J (a & b) and after JIT delivery time J (c & d). a. After obtaining the values for a, b, c, and d, enter them in the header columns, as shown in Figure 16.61. b

a

J

c

d

2 At least two days late 1 One day late JIT delivery time (delivery time specified on order) 1 One day early 2 At least two days early

a: –1 day b: –2 or more days c: +1 day d: +2 or more days

JIT Forms  ◾  795

No. Company

1 2 3

Main product

Department Month: Rank

JIT Delivery Efficiency List

By:

JIT delivery Order efficiency volume Evaluation b (–2) a (–1) points

Date: a: b: J

c: d: c (–3)

Comments d (–4)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

Figure 16.61  Example of JIT Delivery Efficiency List.





b. Enter the amounts for J and a, b, c, and d, then calculate the percentage shares of each. c. Assign “weight” values to a, b, c, and d based on their percentage shares, and enter these as evaluation points. J = 1  a = −1  b = −2  c = −3  d = −4

796  ◾  JIT Implementation Manual: Volume 6

No. Company

Main product

Department Month: Rank

JIT Delivery Efficiency List

By:

JIT delivery Order efficiency volume Evaluation b (–2) a (–1) points

Figure 16.62  JIT Delivery Efficiency List.

Date: a: b: J

c: d: c (–3)

Comments d (–4)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

(

%) (

%) (

%) (

%) (

%)

JIT Forms  ◾  797

Multiple Skills Training Schedule Application This schedule is a tool for training workers in the multiple skills needed for multi-process operations. It is the same as that of the “Multiple Skills Map.” This training schedule is also known as the “Multiple Skills Score Sheet” and can be used in competitive games among trainees (see Figures 16.63 and 16.64). Main sections of form: 1. Operator’s name. Enter the names of the operators being trained in multiple skills. 2. Process name. Enter the name of the target process for skills training. 3. Form completion method. Fill in the circles as shown below to indicate skill level. Enter the target dates for skill achievement as shown in Figure 16.63. For example, “8/20” means that the trainee should be able to handle the target process by August 20. Multiple Skills Training Schedule

Unable to do operation (LOSS) Can generally do operation (TIE) Can do operation well (WIN)

Factory name: HIC

Foreman: Yamasaki

By:

Date: 11/20/88

Yamasaki

1

Worker A

2

Worker B

3

Worker C

4

Worker D

5

Worker E

6

Worker F

12/30 12/30 1/31 1/31 1/31 1/31 12/31

2/28 1/31

12/30

2/28 3/31

Packaging

Electrical char.

Tie bar card

External view insp.

Sealing

Curing

Powder coating

Soldering

Corrections

Visual inspection

Cleaning

Operator name

Reflow

No.

Printing

Process name

Mounting

Process no. Current date

Target date

(11/30/88) (3/31/89) 5 wins 7 losses 2 ties 6 wins 7 losses 1 ties 4 wins 7 losses 3 ties 7 wins 5 losses 2 ties 3 wins 11 losses

12 wins 2 losses

3 wins 10 losses 1 ties

6 wins 8 losses

Figure 16.63  Example of Multiple Skills Training Schedule.

12 wins 2 losses 9 wins 5 losses 11 wins 3 losses 7 wins 7 losses

798  ◾  JIT Implementation Manual: Volume 6

Multiple Skills Training Schedule

Unable to do operation (LOSS) Can generally do operation (TIE) Can do operation well (WIN)

Factory name:

Foreman:

By:

Date:

Process no. Process name

No.

Current date

Target date

Operator name

Figure 16.64  Multiple Skills Training Schedule.



a. Empty circle: No experience b. Half-filled circle: Can handle about 80 percent of tasks c. Filled-in circle: Can handle all tasks within the cycle time

JIT Forms  ◾  799

Multiple Skills Achievement Chart Application This chart is another tool for promoting multiple skills training (see Figures 16.65 and 16.66). It helps us gain a grasp of each trainee’s current level of skills achievement and can be used to gauge trainees’ progress during skills training programs. Main sections of form: 1. Operator’s name. Enter the name of the multiple skills trainee. 2. Operation. Enter the name of the operation being taught to the trainee. 3. Progress. Indicate the degree of progress toward the current skill achievement goal. 4. OK. The chart should be OK’d by the workshop leader once a month. 5. Form completion method. Indicate the progress in the quarter-marked circles shown. a. Empty circle: Completely unable to do operation b. Quarter-filled circle: Able to do the operation if someone else does the set-up c. Half-filled circle: Can generally do the operation, but needs minor guidance d. Three-quarters filled circle: Can do the operation well except under unusual conditions e. Filled circle: Can do the entire operation well We can also use different colors to distinguish between actual results and predictions, as shown:

f. White: Not a target g. Black: Last year’s results h. Shading: This year’s predicted results i. Red: This year’s actual results

800  ◾  JIT Implementation Manual: Volume 6

Multiple Skills Score Sheet Period: Dec.–Jan. 1988 Process Coater Coater Operator name 1 2 name

Manufacturing Dept. 1, Section 2 DB

PL

MJ

BP

CD

Section chief’s check 1 2 3 4 5 6 7

8

9

10 11 12

Progress 50% 100%

Worker A Worker B Worker C Worker D Worker E Worker F Evaluation criteria Unable to do operation Able to do the operation if someone else does the set-up Can generally do operation, needs minor guidance

Color coding Can do the operation well, except under unusual circumstances

Black..................................1987 results Red shading....................... Estimated 1988 results Red.....................................1988 results

Can do entire operation well

Figure 16.65  Example of Multiple Skills Score Sheet.

JIT Forms  ◾  801

Evaluation criteria

Multiple Skills Achievement Chart

Unable to do operation Able to do operation if someone else does the set-up Can generally do operation, needs minor guidance

Operation No. Operator

Figure 16.66  Multiple Skills Achievement Chart.

By:

Can do operation well, Date: except under unusual circumstances Can do entire operation well

OK

1 2 3 4 5 6 7 8 9 10 11 12

Progress 50%

Progress 100%

802  ◾  JIT Implementation Manual: Volume 6

Production Management Boards Application Production management boards enable us to compare actual production results with the daily production schedule on an hourly basis, so that we can have early warning of scheduling problems (see Figures 16.67 and 16.68). Main sections of form: 1. Time. Usually the time unit is one hour. Some factories may work better under a different time unit. Write the hours as start and finish times, such as “9:00 to 10:00.” 2. Standard output/total. Enter the standard production output and total for the standard model. 3. Date or model. Usually, the horizontal boxes are for entering dates or the days of the week. Sometimes, the model name and model-specific pitch time are entered instead. [Example of date: 2/27 (Monday); Example of model: A113 (63 seconds)] 4. Actual output/total. Enter the actual output results and totals here. 5. Reason. If production lags behind schedule, enter the reason, such as “missing part” or whatever.

l tua Ac tput u o tal To

l tua Ac tput u o tal To

l tua Ac tput u o tal To

Previous process:

Figure 16.67  Example of Production Management Board.

Response to abnormalities

Actual Differ. total in totals

Results

2–3 60 365 60 365 3–4 60 395 4–5 60 495

8–9 60 60 58 58 9–10 60 120 60 118

l tua Ac tput u o tal To

Reason

Operation:

Reason

rd da an put t Time S ut o l ta To Reason

Process:

Reason

Production Management Board

l tua Ac tput u o tal To l tua Ac tput u o tal To

Next process:

Reason

l tua Ac tput u o tal To

By:

l tua Ac tput u o tal To

Standard no. operators:

Cycle time:

Reason

Line:

Reason

Period:

JIT Forms  ◾  803

Reason

Results

l tua Ac tput ou tal To

l tua Ac tput ou tal To l tua Ac tput ou tal To

Previous process:

Figure 16.68  Production Management Board.

Response to abnormalities

Actual Differ. total in totals

l tua Ac tput ou tal To Reason

Operation:

Reason

rd da t n a u Time St utp o l ta To Reason

Process:

Reason

Production Management Board

l tua Ac tput ou tal To l tua Ac tput ou tal To

Next process:

Reason

l tua Ac tput ou tal To

By:

l tua Ac tput ou tal To

Standard no. operators:

Cycle time:

Reason

Line:

Reason

Period:

804  ◾  JIT Implementation Manual: Volume 6

Reason

JIT Forms  ◾  805

Model and Operating Rate Trend Charts Application These charts (see Figures 16.69 and 16.70) help us understand what needs to be done during changeover operations. The model and operating rate trend chart shows how changing models affects changes in the operating rate. It can also be used to show the relationship between frequency of changeovers and operating rates. Main sections of form: 1. Model (or changeover frequency). Set monthly averages for annual results and then select a month’s figure as a sample. Enter the model changes (or changes in changeover frequency) here. 2. Operating rate. Enter how the operating rate changes when the model is changed or when the changeover frequency is changed. 3. Chart area. Make a bar graph based on the data for changes in model (or changeover frequency) and changes in the operating rate.

806  ◾  JIT Implementation Manual: Volume 6

Process Process manager Boring (No. 2 Mfg.) Yamagawa Machine code Operator Date M11 Fujiyoshi 1/10/89 Types 2.6 Times Dec 88 52

Model and Operating Rate Trend Chart Model

Types Jan 88 20 Capacity utilization rate Jan 88

%

Dec 88

% 100%

70 87%

90 52 (2.6)

50

80 70 60

40

49% (56.3%)

30

50

Capacity utilization

60

Model

56.3

40 20 30 10

20

Capacity Year/ utilization Model month

10 1

2

3

4

5

6

7

8

9

10

11

12

20

23

23

26

27

30

31

35

45

44

50

52

87

86

85

80

80

75

72

68

57

57

72

49

Figure 16.69 

Example of Model and Operating Rate Trend Chart.

JIT Forms  ◾  807

Model and Operating Rate Trend Chart Model Operating rate

Year/month Year/month

Model %

Process

Process manager

Machine code

Operator

Year/month Year/month

Date

Model

Times %

% 100% 90 80

Model

60 50 40 30 20

Capacity Year/ utilization Model month

10

Figure 16.70  Model and Operating Rate Trend Chart.

Operating rate

70

808  ◾  JIT Implementation Manual: Volume 6

Public Changeover Timetables Application Once an improved pattern is devised for a certain product model, the improvement team should perform a public changeover. This table (see Figures 16.71 and 16.72) helps make the improved operations and methods more explicit. Main sections of form: 1. Model. Enter the name of the model being switched from and the one being switched to. 2. Operator (timer). Enter the name of the changeover operator and the name of the person who is timing the operator. 3. Time. Enter the time measurements in minutes and seconds. 4. Operations. For each operator, write on the form which operations were done at which point along the vertical time axis.

Public Changeover Timetable (1)

Process (code) Description of changeover No. 2 Mfg, No. 2 Print Change colors on two rolls Model AV1N400 Entered by Date (600”)>MAGDP (400”) Sandler 11/3/88

Operator Operator (timer) Lennon (David) Time

McTlghe (Naill)

Rosen (Cheryl)

Figure 16.71  Example of Public Changeover Timetable.

JIT Forms  ◾  809

Public Changeover Timetable ( )

Process (code)

Description of changeover

Model

Entered by

Operator Operator (timer) Time

Figure 16.72  Public Changeover Timetable.

Date

810  ◾  JIT Implementation Manual: Volume 6

Changeover Improvement Lists Application These lists are for writing down more detailed improvement ideas that develop from further study of results from changeover work procedure analysis charts and other improvementrelated data (see Figures 16.73 and 16.74). Main sections of form: 1. Description of changeover. Briefly describe the type of changeover. 2. Model. Enter the name of the model being switched from and the one being switched to. 3. Improvement items. Enter which items are in need of improvement. 4. Improvement topic. Use tables or diagrams to specifically describe the improvement being studied. 5. Person in charge. Enter the name of the improvement team leader. 6. Deadline. Enter the improvement deadline date. 7. Confirmation. Have the section chief or changeover team leader confirm the improvement results. Description of changeover Change colors on two rolls Entered by Date Sandler 11/3/88 Person Items in need Target ConfirmNo. Proposed improvement in of improvement date ation charge 1 Line up plate cylinder carts Make carts easier to move Jones 1/10 in U-shaped formation, around and make this a rule

Changeover Improvement List ( )

2

Make wrapping paper tube placement a onetouch operation

3

4

Process (code) No. 2 Mfg, No. 2 Print Model AV1N400 (600”)>MAGDP (400”)

Use velcro tape to enable one-touch operation

Jones

1/10

Make plate cylinder Develop specialized carts, use replacement a one-worker stoppers and other jigs or tools job (currently two workers) to change internal changeover into external changeover

Jones

1/10

Disable backward motion of plate cylinder carts

Jones

1/10

Place carts below pull-out rolls

Figure 16.73  Example of Changeover Improvement List.

JIT Forms  ◾  811

Changeover Improvement List ( ) No.

Items in need of improvement

Process (code)

Description of changeover

Model

Entered by

Proposed improvement

Figure 16.74  Changeover Improvement List.

Person in charge

Date Target Confirmdate ation

812  ◾  JIT Implementation Manual: Volume 6

Changeover Work Procedure Analysis Charts Application These charts (see Figures 16.75 and 16.76) are tools for changeover improvements. We use them to analyze and elucidate the contents of changeover operations and to gain a detailed understanding of each specific task in those operations so that we can more accurately eliminate the inherent waste. Main sections of form: 1. Description of changeover. Briefly describe the type of changeover. 2. Model. Enter the name of the model being switched from and the one being switched to. 3. Operator (timer). Enter the name of the changeover operator and the name of the person who is timing the operator. 4. Changeover operation. Describe a specific task in the changeover operation. Example: tighten fastening bolts (4 bolts). 5. Read time. This is the time measurement that begins at the start of the changeover operations. 6. Operation time. The operation times are taken from the read time after the changeover operations are performed. 7. Changeover categories. Note whether each changeover task falls under the category of external changeover or internal changeover. 8. Improvement plan. Describe the improvement plans regarding specific changeover tasks.

JIT Forms  ◾  813

Changeover Operations Analysis Chart No.

Process (code) Minutes No. 3 Mfg, Press M13 39.7 Model MC377-01>CB211.02

Changeover operation

Description of changeover Mold change and width adjustment Operator (timer) Yamashima

Changeover categories Read Operation time time Internal External Waste

Date 12/15/88 Improvement plan

1

Go to pick up tools

1‘ 05”

1‘ 05”

Make specialized cart for picking up tools

2

Go to pick up lift set

3‘ 15”

2‘ 15”

Make specialized cart for picking up lift sets

3

Remove cover bolts (4)

5‘ 55”

2‘ 40”

Remodel for boltless design

4

Remove side bolts (6)

8‘ 59”

3‘ 04”

Figure 16.75  Example of Changeover Operations Analysis Chart (1).

814  ◾  JIT Implementation Manual: Volume 6

Changeover Operations Analysis Chart No.

Minutes

Changeover operation

Process (code)

Description of changeover

Model

Operator (timer)

Changeover categories Read Operation time time Internal External Waste

Figure 16.76  Changeover Operations Analysis Charts.

Date Improvement plan

JIT Forms  ◾  815

Changeover Results Table Application This table looks at actual changeover operations minute by minute to help us get a better idea of how those operations proceed (see Figures 16.77 and 16.78). Main sections of form: 1. Period. Enter the period during which the changeover measurements were made. 2. Model. Enter the name of the model being switched from and the one being switched to. 3. Operator. Enter the name of the changeover operator. 4. Changeover time. Enter measured changeover times as a bar graph along the form’s horizontal time axis.

816  ◾  JIT Implementation Manual: Volume 6

Changeover Results Table (1) Item Before

After

CV311 –05 CA231 –06

CA231 –06 VA921 –04

VAR21 –04

Date

Process name No. 3 Mfg, Press Machine code M13-123 ChangeOperator over time

10/1

Jones

15’ 30”

10/1

,,

20’ 10”

MC379 –01

10/1

,,

14’ 13”

MC377 –01

CB211 –02

10/1

,,

25’ 54”

CB211 –02

NA366 –03

10/2

,,

14’ 01”

M366 –03

2N11 –01

10/3

,,

18’ 24”

Measurements by Period

Jones

10/1/88 to 12/1/88 Time (minutes)

10

20

30

Figure 16.77  Example of Changeover Results Table.

40

JIT Forms  ◾  817

Changeover Results Table ( ) Item Before

After

Date

Process name

Measurements by

Machine code

Period

ChangeOperator over time

Figure 16.78  Changeover Results Table.

Time (minutes) 10

20

30

40

818  ◾  JIT Implementation Manual: Volume 6

5S Checklist for Changeover Application We use this list to check up on how well the 5S’s are being maintained as a basic requirement for efficient changeover. Main sections of form (see Figures 16.79 and 16.80): 1. Checker. Enter the name of the person checking the changeover operation. 2. 5S check point. Enter the 5S check points for each machine involved in the changeover operation. 3. Check column. Enter the month and date of the check, the checker’s initials, and the check symbols. This can be simply a check mark or, as the Japanese do, a circle for “good,” a triangle for “OK,” and an “X” for “not good.”

No.

Process No. 2 Mfg, boring line Workshop leader Rivera

5S checklist item

1

Are different sets of jigs and tools used for changeover kept by each machine?

2

Are the jigs and tools within easy reach during changeovers?

3

Are the jigs and tools laid out according to the order of use during changeover?

4

Are the jigs and tools laid out in an orderly manner?

5

Are there some carts reserved expressly for use in changeover and do they have a prescribed storage site?

6

Are the items in the carts arranged in an orderly manner?

7

Does each machine carry instructions from the changeover operations manual?

8

Are the operators performing the changeover as instructed in the manual?

9

Have quality standards been set for each model?

10

Are the standards posted on each machine?

11

Are defect-free samples of each model on display for reference?

Date and Operator

Changeover 5S Checklist

Machine code

MD001

Checked by Rivera

Date 1/15/89 1/9 1/10 1/11 1/12 1/13 1/14 1/15 Improvement plan

Figure 16.79  Example of Changeover 5S Checklist.

JIT Forms  ◾  819

No.

5S checklist item

Process

Machine code

Workshop leader

Checked by

Date and Operator

Changeover 5S Checklist

Figure 16.80  Changeover 5S Checklist.

Date Improvement plan

820  ◾  JIT Implementation Manual: Volume 6

Poka-Yoke/Zero Defects Checklist Application This checklist (see Figures 16.81 and 16.82) helps us find defect causes that arise from human error and helps elucidate the types, sequence, and progress of responses made to eliminate those causes. Main sections of form and procedure for filling out form:

Process Door process Machine model

1 Remove workpiece

Manual operation

3 Store workpiece

None None

Manual 2 S101 small groove process operation

2×600

S101 lifter

No.

Entered by Hirada

Damaged

Workpieces 2 rubbed

2 2 8 1 2 2 4 so they don’t rub

Store workpieces

Dented

Workpieces 1 collided

2 2 4 1 2 2 4

Defective Error in groove width cutting

1 2 2 4 1 2 2 4

Bent groove

Wrong jig

2 2 2 8 2 2 2 8 to check length

Damaged

Workpieces 2 rubbed

2 2 8 1 2 2 4 so they don’t rub

Dented

Workpieces 1 collided

2 2 4 1 2 2 4

Use limit switch Store workpieces

Figure 16.81  Example of Poka-Yoke/Zero Defects Checklist.

Person in charge

Description of response (evaluation)

Deadline

Total points

3-point response

Countermeasure

Total points

Impact on company

Defect cause

Impact on processes

Defect description

Occurrence frequency

Operation (machine)

Standard

Operation

None

#

Inspection

3-point evaluation

Date 4/7/89

Difficulty

Division Manufacturing Department Prep.

Urgency

Poka-Yoke/Zero Defects Checklist

5/20 Ozaki

5/20 Ozaki 5/20 Ozaki

JIT Forms  ◾  821

Division

Process

Date

Department

Machine model

Entered by

Figure 16.82  Poka-Yoke/Zero Defects Checklist.

No.

Person in charge

Description of response (evaluation)

Deadline

Total points

Countermeasure

3-point response

Difficulty

Total points

Defect cause

Impact on company

Defect description

Impact on processes

Operation (machine)

Occurrence frequency

Operation

Inspection

#

Standard

3-point evaluation

Urgency

Poka-Yoke/Zero Defects Checklist

822  ◾  JIT Implementation Manual: Volume 6

Parts-Production Capacity Work Table Application This is a tool for promoting standard operations. It clarifies the basic time and processing capacity for each part that is processed (see Figures 16.83 and 16.84). Main sections of form: 1. Serial number. Enter the serial number of processing machine being used. 2. Manual operation time. Enter the amount of manual operation time in minutes and seconds. 3. Auto feed time. Enter the amount of machine processing time (after starting the machine) in minutes and seconds. 4. Completion time. This is the sum of the manual operation time and the auto feed time. If doing parallel operations, show the parallel times rather than the total. Example: If the manual operation time is five seconds and the auto feed time is 25 seconds, but the two are done in parallel, show them as overlapping graph times. 5. Per-unit changeover time. To get this figure, divide the total changeover time by the number of units exchanged. 6. Graph time indications. Show graph times as serial or overlapping.

JIT Forms  ◾  823

Process

Approval stamps

Parts-Production Capacity Work Table

Process name

Part No.

Type

Part name

Quantity

6" pinion

Entered by

RY

Sato

Creation date

1

1/17/89

Basic times Blades and bits Graph time Serial Manual Auto feed Complet- Retooling Retooling Per unit Total Production retooling time No. operation time (B) ion time amount capacity Manual work time time per unit time (A) I/G C = A+B (D) (E) Auto feed F = E+D G = C+F Min. Sec. Min. Sec. Min. Sec. 1

1 Pick up raw materials

1

1

2 Gear teeth cutting

A01

4

35

39

400

2'10"

0.3"

39.3

717

4"

3 Gear teeth surface fin.

A02

6

15

21

1,000

2'00"

0.1"

21.1

1,336

6"

4 Foward gear surface fin. A03

7

38

45

400

3'00"

0.5"

45.5

619

5 Reverse gear surface fin. A04

5

28

33

400

2'30"

0.4"

33.4

844

5"

6 Pin width measurement B01

8 1

5

13

13 1

259

8" 5"

7 Store finished workpiece

1

35" 15"

7"

38" 28"

Figure 16.83  Example of Parts-Production Capacity Work Table.

824  ◾  JIT Implementation Manual: Volume 6

Process

Approval stamps

Parts-Production Capacity Work Table

Process name

Part No.

Type

Entered by

Part name

Quantity

Creation date

Basic times Blades and bits Per unit Total Graph time Production Serial Manual Auto feed Complet- Retooling Retooling retooling time capacity Manual work time per unit No. operation time (B) ion time amount time I/G Auto feed F = E/D G = C+F time (A) C = A+B (D) (E) Min. Sec. Min. Sec. Min. Sec.

Figure 16.84  Parts-Production Capacity Work Table.

JIT Forms  ◾  825

Standard Operations Combination Chart Application This chart is an analytical tool that helps us find out just how people and machines combine their labor during operations so that we can find a more efficient combination. Main sections of form (see Figures 16.85 and 16.86): 1. Required output. Enter the required output per day. 2. Cycle time. Enter the per-unit cycle time, calculated as the total operating time divided by the required output. 3. Manual labor. Enter the amount of manual labor time. 4. Auto feed. Enter the amount of automated labor (auto feed) time. 5. Walking. Enter the amount of walking time between processes. 6. Form completion method. Indicate manual labor as solid lines, auto feed as broken lines, and walking as wavy lines, as shown in Figure 16.85. Standard Operations Combination Chart No. required: 303 (600)

Process No.: 391-3637

Time

1

Pull out workpiece

2

Process S101 gain (small) at circular saw bench Process S102 gain (large) at circular saw bench Finish B101 hinge fastening at multi-spindle drilling Insert edge (using cutter) at work table Cut edge (using cutter) at work table

3 4 5 6 7

Set up new workpiece

3 15 10 23 18 12 13 7 2

7

Analysis No.: 1of 1

Walking

Description

Manual Auto feed

Sequence

Item name: Door jamb (lintel) Cycle time: 89” (54” needed)

Manual operations Entered by: Kawano Auto feed Walking Date: 1/31/89

Operation times (in seconds) 5 10 15 20 25 30 35 40 45 50 55 65 70 75 80 85 90

2 2 2 2 2 2 2

Figure 16.85  Example of Standard Operations Combination Chart.

826  ◾  JIT Implementation Manual: Volume 6

Standard Operations Combination Chart No. required:

Item name:

Cycle time:

Description

Walking

Time Manual Auto feed

Sequence

Process No.:

Manual operations Entered by: Auto feed Walking Date: Analysis No.:

Operation times (in seconds) 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85

Figure 16.86  Standard Operations Combination Charts.

JIT Forms  ◾  827

Summary Table of Standard Operations Application This table should include descriptions of all the essential components of production operations, such as operating equipment, exchanging jigs, changeover, processing procedures, and so on. When completed, it can be a useful tool for training new workers (see Figures 16.87 and 16.88). Main sections of form: 1. Processing sequence. Enter the processes in the order of their execution. 2. Machine number. Enter the number (serial number, etc.) of the machine being used. 3. Description of operation. Describe what happens in the operation and include the key procedural points. 4. Critical factors. Describe all critical factors in areas such as correct methods, incorrect methods, safety, quality, and so on. 5. Diagram. Draw a simple diagram of the operation.

Summary Table of Standard Operations No.

Description of operation

Process name

Department Date

Confirmation

Processing sequence Machine number Critical factors (correct/incorrect, safety, facilitation, etc.)

Diagram of operation

Figure 16.87  Example of Summary Table of Standard Operations.

828  ◾  JIT Implementation Manual: Volume 6

Summary Table of Standard Operations No.

Description of operation

Process name

Department Date

Confirmation

Processing sequence Machine number Critical factors (correct/incorrect, safety, facilitation, etc.)

Figure 16.88  Summary Table of Standard Operations.

Diagram of operation

JIT Forms  ◾  829

Work Methods Table Application This table instructs workers in the standard operations for each process (see Figures 16.89 and 16.90). It can serve as a useful guide for workers being trained in multiple skills. Main sections of form: 1. Description of operation. Give a specific description of the methods used in the operation. 2. Quality. Describe the quality checking procedures, measurement methods, and so on. 3. Critical factors. Describe all critical factors in areas such as correct methods, incorrect methods, safety, quality, and so on. 4. Net time. Enter the net time for the operation (exclusive of quality checks, changeover, and other peripheral tasks). 5. Diagram. Draw a simple diagram of the operation, as in the summary table of standard operations.

Dept.

Critical factors (correct/incorrect, safety, facilitation, etc.)

Net time (min. and sec.) Cycle time

Description of operation

Measure.

No.

Check

Quality

Name

Figure 16.89  Example of Work Methods Table.

Confirmation

Date

Safety point

Breakdown no.

Quality check point

Required output

Stand. in-process inv.

Part no. Part name

Stand. in-process inv.

Work Methods Table

830  ◾  JIT Implementation Manual: Volume 6

Breakdown no. Critical factors (correct/incorrect, safety, facilitation, etc.)

Figure 16.90  Work Methods Table.

Confirmation

Date Net time (min. and sec.) Cycle time

Description of operation

Measure.

No.

Check

Quality

Name

Quality check point

Part name

Dept.

Safety point

Required output

Stand. in-process inv.

Part no.

Stand. in-process inv.

Work Methods Table

JIT Forms  ◾  831

Standard Operations Form Application Use this form to provide a visual description of the equipment layout, cycle time, work sequence, standard in-process inventory, and other critical factors in the correct execution of standard operations (see Figures 16.91 and 16.92). Main sections of form: 1. Cycle time. Enter the cycle time indicated in the standard operations combination chart. The (per-unit) cycle time is obtained by dividing the total operating time in a day by the required output for that day. 2. Net time. This is the minimum time required to execute the operation, exclusive of all quality checks, changeover, and other peripheral tasks. 3. Number of standard in-process inventory points. Use shaded circles to indicate each instance of standard in-process inventory. Enter one shaded circle for each auto-feed machine and another one for each reverseorder operation. 4. Safety points. Use solid crosses to indicate safety points, such as for tasks involving the blade or bit exchanges, and so on.

832  ◾  JIT Implementation Manual: Volume 6

Standard Operations Chart Line name PG U-shaped cell Process name Gear cutting process Description of operation Gear cutting of 6" pinion Previous process

A01

3

2

Assembly

5

6

Net time

46 seconds

46 seconds

1

Raw materials

4

Next process

Blank Cycle time

A03

A02

A04

7

Finished goods

B01

Symbols

Amt. of standard Breakdown no. in-process inv. 1 of 1 5 units Stand. Quality in-process check inventory point

Date 1/17/89

Safety check point

By Sato

Revision date Revision

Figure 16.91  Example of Standard Operations Form.

JIT Forms  ◾  833

Standard Operations Chart Line name

Process name

Description of operation

Next process

Cycle time

Net time

Amt. of stand. in-process inv.

Breakdown no.

Symbols

Previous process

Stand. Quality process check inventory point

Date

Safety check point

By Revision date Revision

Figure 16.92  Standard Operations Form.

834  ◾  JIT Implementation Manual: Volume 6

JIT Introduction-Related Forms JIT’s Ten Commandments Application The JIT factory revolution is a battle that companies wage against themselves (at least, against their “old” selves). To grow and change with the times, companies must break down the edifices of their old habits and wholeheartedly undertake improvements. This revolutionary spirit must permeate every part of the company, from the top managers’ offices to the JIT promotional headquarters, clerical centers, and every workshop in the factory (see Figure 16.93). It might be a good idea to have the following list of “JIT’s Ten Commandments” on display at every improvement meeting.

Improvement Memos Application This memo is a simple form to be used for passing along pointers, improvement ideas, and whatever else might further the cause of improvement. The bottom part includes category boxes to aid in filing and managing the memos. Main sections of form (see Figure 16.94): 1. Person in charge. Enter the name of the person in charge of making the improvement. 2. Deadline. Enter the improvement deadline date. 3. Pointer. Enter whatever pointers have been given by an improvement leader or JIT consultant. 4. Description of improvement. Briefly describe the improvement pertaining to the pointer. 5. JIT function categories. Check off the box for the JIT function that the memo relates to, such as the 5S’s, flow production, and so on.

JIT Forms  ◾  835

JITs “Ten Commandments” 1. Throw out traditional concepts of manufacturing methods. 2. Think of how the new method will work—not how it won’t. 3. Don’t accept excuses. Totally deny the status quo. 4. Don’t seek perfection. A 50-percent implementation rate is fine as long as it’s done on the spot. 5. Correct mistakes the moment they’re found. 6. Don’t spend money on improvements. 7. Problems give you a chance to use your brain. 8. Ask “Why?” five times. 9. Ten person’s ideas are better than one person’s. 10. Improvement knows no limits. Figure 16.93  JIT’s Ten Commandments.

836  ◾  JIT Implementation Manual: Volume 6

Improvement memo Person in charge

Deadline

K. Jones, 4th floor

3/6/90

Pointer Talk to 3rd floor office supply person. Description of improvement

Figure 16.94  Example of Improvement Memo.

Other

Jidoka

Leveled production

Visual control

Labor cost reduction

Multi-process operations

Flow production

5S

Label shelves in office supply cabinet.

JIT Forms  ◾  837

List of JIT Improvement Items Application Use this form to list improvement ideas presented on improvement memos to help gauge the progress of improvement activities (see Figures 16.95 to 16.97). Main sections of form: 1. Improvement item. Enter the name of the item undergoing improvement. 2. Person in charge. Enter the name of the person in charge of the above improvement item. 3. Start date. Enter the date when this improvement campaign began. 4. Deadline. Enter the improvement deadline date. 5. Confirmation. Have the section chief or JIT office representative confirm the progress or completion of the improvement campaign by the deadline date.

Figure 16.95  Improvement Memo. Deadline

Pointer Pointer

Description of improvement Description of improvement Other

Improvement memo

Other

Description of improvement

Jidoka

Description of improvement

Jidoka

Pointer

Leveled production

Pointer

Leveled production

Person in charge Visual control

Labor cost reduction

Person in charge

Visual control

Labor cost reduction

Improvement memo Multi-process operations

Flow production

Improvement memo

Multi-process operations

Flow production

Deadline 5S

Other

Jidoka

Leveled production

Deadline

5S

Other

Jidoka

Leveled production

Person in charge Visual control

Labor cost reduction

Multi-process operations

Flow production

5S

Person in charge

Visual control

Labor cost reduction

Multi-process operations

Flow production

5S

838  ◾  JIT Implementation Manual: Volume 6

Improvement memo Deadline

JIT Forms  ◾  839

List of JIT Improvement Items No.

Improvement item

Section or group: By:

Date: Person in charge

Start date

Deadline Confirmation

Figure 16.96  Example of List of JIT Improvement Items.

840  ◾  JIT Implementation Manual: Volume 6

List of JIT Improvement Items No.

Improvement item

Section or group: By:

Date: Person in charge

Figure 16.97  List of JIT Improvement Items.

Start date

Deadline Confirmation

JIT Forms  ◾  841

Improvement Campaign Planning Sheet Application During large or long-term improvement campaigns, we sometimes need to stop in the middle to gauge our progress to date and estimate whether we will be able to complete the improvement by the deadline. This planning sheet provides a handy form for gathering the information required for such mid-point evaluations (see Figures 16.98 and 16.99). Main sections of form: 1. Theme. Enter the improvement theme and improvement item(s). 2. Before and after diagrams. Describe in text and/or diagrams the situation before improvement and the intended situation when the improvement is completed. 3. Implementation items. Describe in detail the specific improvements being made as part of the improvement theme. 4. Time scale. Enter the schedule area’s time scale as a fourmonth period. Indicate ten-day intervals. 5. Schedule area. Fill out the schedule area with broken lines in the upper part of each row to indicate the estimated scheduling, and solid lines in the lower part to indicate the actual schedule. 6. Problems and future considerations. Jot down brief descriptions of any problems that have arisen, as well as topics for future study. 7. Impact. Enter the estimated impact if the actual impact is not yet known.

842  ◾  JIT Implementation Manual: Volume 6

Improvement Campaign Planning Sheet

Department Person in charge S. Ott

Date 4/1/90

Theme Before Improvement

After Improvement

1. 2. 3.

No.

Implementation items

Person Time scale in charge 10 20 10 20

1.

KJ

2.

DL

3.

MA

Problems and future considerations

10 20

10 20

Comments

Impact

Figure 16.98  Example of Improvement Campaign Planning Sheet.

JIT Forms  ◾  843

Improvement Campaign Planning Sheet

Department Person in charge

Date

Theme Before Improvement

No.

Implementation items

After Improvement

Person Time scale in charge 10 20 10 20

Problems and future considerations

Impact

Figure 16.99  Improvement Campaign Planning Sheet.

10 20

10 20

Comments

844  ◾  JIT Implementation Manual: Volume 6

Improvement Results Charts Application After an improvement is completed, it is a good idea to use these forms to create a display that shows before and after photographs of the improvement site and basic data, such as the costs incurred by the improvement, the impact of the improvement, and the like (see Figures 16.100 and 16.101). Main sections of form: 1. Before improvement. Attach a photograph of the improvement site before improvement. 2. After improvement. Also attach a photo of the improvement site after improvement. 3. Problem points. Briefly describe the problem points addressed by the improvement. 4. Improvement points. Briefly describe the main improvement points. 5. Costs. Summarize the costs incurred by the improvement. 6. Impact. Describe the actual impact of the improvement. Improvement Results Chart Before improvement

After improvement

T EN M E S OV T PR OIN M P I

M LE OB NTS R P OI P

TS

CT PA

S CO

IM

Date Person in charge

Figure 16.100  Example of Improvement Results Chart.

Person in charge

Date

Figure 16.101  Improvement Results Chart.

TS S CO

M LE S B O T PR OIN P

Before improvement

Improvement Results Chart

I

IM

CT A P

EN M VE TS O PR IN M PO

T

After improvement

JIT Forms  ◾  845

846  ◾  JIT Implementation Manual: Volume 6

Weekly Report on JIT Improvements Application When subcontractors, subsidiaries, or factories carry out their own JIT improvement activities, they should be encouraged to fill out one of these report forms every week to keep the JIT promotional headquarters informed of their progress and of the types of improvement measures being undertaken (see Figures 16.102 and 16.103). Main sections of form: 1. Name of company or factory. Enter the name of the subcontractor, subsidiary, or factory. 2. Month/date. Enter the current month and date. 3. Improvement items. Describe the improvement items that were pointed out to the company or factory, or that were established by the company or factory themselves. 4. Description of improvement. Briefly describe the improve­ ment(s) being made. 5. Problems and countermeasures. Describe what problems have arisen and what is being done about them. 6. Impressions. The relevant supervisor should enter his or her impression of the improvement activity The JIT promotion office may later add its own impressions, using a different color ink.

JIT Forms  ◾  847

Company or factory:

Weekly Report on JIT Improvement Date (Day of week) 3

Improvement items

By:

Description of improvement

Problems/ countermeasures

1. 6

(MON) 3

2. 7

(TUE) 3. 3

8

(WED) 3

9

(THU) 3

10

(FRI) Impressions

Figure 16.102  Example of Weekly Report on JIT Improvements.

848  ◾  JIT Implementation Manual: Volume 6

Company or factory:

Weekly Report on JIT Improvement

By:

Date (Day of week)

Improvement items

Description of improvement

(MON)

(TUE)

(WED)

(THU)

(FRI) Impressions

Figure 16.103  Weekly Report on JIT Improvements.

Problems/ countermeasures

JIT Forms  ◾  849

JIT Leader’s Report Application Intended mainly for use by head-office industrial engineers and outside consultants, JIT leaders may find this form useful when providing guidance to factories, subsidiaries, or subcontractors (see Figures 16.104 and 16.105). Main sections of form: 1. JIT leader’s name. Enter the name of the industrial engineer or JIT consultant. 2. To: Enter the company or factory name and the department or division. 3. Person in charge. Enter the name of the person in charge at the company or factory. 4. Advice. Explain the point of the report, including methodology 5. Conditions. Describe any obstacles or other adverse conditions at the company or factory relevant to the advice given. 6. Outlook. Describe the outlook for the company or factory. 7. Problems and solutions. Point out the existing problems and suggest solutions.

Date:

JIT Leader’s Report To:

4/4/90

JIT leader’s name:

D. Lennon

Consultation date: 4/2/90

Person in charge: S. Ott Advice: 1.

Figure 16.104  Example of JIT Leaders’ Report.

850  ◾  JIT Implementation Manual: Volume 6

Date:

JIT Leader’s Report To: Person in charge: Advice:

Conditions

Outlook

Problems and solutions

Figure 16.105  JIT Leaders’ Report.

JIT leader’s name: Consultation date:

Index 1973 oil crisis, 8 3 Mu’s, 643 eliminating, 151 5 Whys and 1 How, 24, 128, 129, 130–134 waste discovery by, 208–210 5MQS waste, 152–153 conveyor waste, 155–156 disaster prevention measures waste, 159 large machines waste, 154–155 materials waste, 157 parts waste, 157 searching waste, 154 shish-kabob production waste, 158 walking waste, 153–154 waste in air-processing machines, 156–157 waste in defective goods production, 159 waste in meetings, 158 watching waste, 154 workpiece motion waste, 158–159 5S approach, xii, 230, 237–238, 455, 689, 721 as bridge to other improvements, 264 as prerequisite for flow production, 344 benefits, 238–243 changeover 5S checklist, 512 for factory improvement, 15–17 in changeover procedure improvement, 502 keys to success, 262–264 meaning, 243–249, 250 orderliness applied to jigs and tools, 307–319 red tag strategy for visual control, 268–293 red tags and signboards, 265–268 role in changeover improvement, 533 seiketsu (cleaned up), 246–247 seiri (proper arrangement), 243–245 seiso (cleanliness), 246 seiton (orderliness), 245–246 shitsuke (discipline), 247–249 signboard strategy for visual orderliness, 293–306 visible 5Ss, 249–262 5S badges, 255, 257

5S checklists, 258, 259 for changeover, 818–819 5S contests, 258 5S implementation memo, case study, 286 5S maps, 261–262 5S memos, 755–757 5S mini motto boards, 255, 257 5S patrol score sheet, 258–259, 260 5S photo exhibit, 260 5S radar chart, 754 5S stickers, 257, 258 5S-related forms, 747 5S checklists for factories, 747–749 5S checklists for offices, 753 5S checklists for workshops, 750–752 5S memos, 755–757 5S radar chart, 764 cleaning checklist, 768–770 display boards, 775–776 five-point checklist to assess cleaned-up status, 771–774 lists of unneeded inventory and equipment, 764–767 red tag campaign reports, 761–763 red tags, 758–760 5W1H Sheet, 131, 744–746 and on-site experience, 233, 235 first Why guidelines, 233 follow-up after line stops, 234 three 5W1H essentials, 233 waste prevention with, 232–233 7 Ms plus E&I, 551, 552

A A-B control, 676, 677 Acceptable Quality Level (AQL), 121, 122 I-1

I-2  ◾  Index

Accident-prevention devices, 698 poka-yoke, 699–709 Accidents plywood gluing process, 696 reasons for, 685–687 Actual work environment. See On-site experience Added-value work, 75 Address signboards, 299 Adjustment errors, 560 Adjustment waste, 510 Administrative waste, 173 and clerical standardization, 229 disposal case study, 291 After-sales service part requests, 162 Air-processing machines, waste in, 156–157 Airplane andon, 466 Alerts, 672 Aluminum casting deburring operation, operations analysis table, 192 Amplifier-equipped proximity switches, 578 Andon systems, xiii, 11, 129, 231, 676, 679, 680, 682 hire method for using, 465–466 illuminating factory problems with, 464 operation andon, 468–469 paging andon, 465–466 progress andon, 469–470 types of, 465 warning andon, 466–468 waste prevention using, 232 Anticipatory buying, 162 Anticipatory large lot production, 286–287 Anticipatory manufacturing, 162 Apparent minor defects, 680 Appropriate inventory, 96 Arm motions, 220–221 Arrow diagrams, 187–188, 211, 347, 730 applications, 730 examples, 731–732 printed circuit board assembly shop, 189 tutorial, 187–190 ASEAN countries, xi Assembly line applying jidoka to, 660 extending jidoka to, 676–682 jidoka o prevent oversights in parts assembly, 680–681 stopping at preset position, 69, 678–680 Assembly method error, 678 Assembly parts, exchange of, 499

Assembly processes changeover example, 495 changing to meet client needs, 20 establishing specialized lines for, 371–373 kanban in, 447–448, 448 management of, 81 manpower reduction example, 428 multi-process operations in, 363 standing while working in, 355–359 warning andon for long, 468 warning andon for short, 467 Assembly step omission, 592 Attitude adjustment, 143–144 Auditory control, 120, 231 waste prevention with, 230–232 Auto feed time, 635 Auto parts machining line, 400 Auto-extract devices, 657 Auto-input devices, 657 Automatic shut-off, 672 Automation, 102–103, 111 limitations of, 79 reinforcement of waste by, 111 vs. Jidoka (human automation), 656, 657–658 Automobile assembly plant, parts shelves, 460, 461 Awareness revolution, 103, 104, 105, 159, 176, 199, 344, 641, 721 as premise for JIT production, 46, 344 as prerequisite for factory improvement, 13–15

B Back-door approach, to waste discovery, 181–183 Back-to-the-source inspection, 168, 170–172 Backsliding, 229 Basic Spirit principles, 203, 204 Baton touch zone method, 359, 368, 491, 492 Bills of materials, 81, 83 Blade exchange, 498 Board insertion errors, 594 Body movement principles, 220–221, 220–223 Body, as main perceptive instrument, 134 Bolt removal, eliminating need for, 521, 536 Bolt tightening reductions, 520 Boltless approach, 535

Index  ◾  I-3

Boltless die exchange, 523 Bolts as enemies, 509, 535 making shorter, 535 Bottlenecked processes, 364 Bottom-up improvements, 134–139 Bracket attachment errors, 603 Brainstorming, 208 factory problems as opportunities for, 208 Breakdowns for standard operations charts, 638 reducing through 5Ss, 241 Bridge defects, 598 Brush omission errors, 609 Buyer’s market, 18 Bypass method, as leveling technique, 491–492

C Capacity imbalances, 161–162 between processes, 214–215 overcoming through 5Ss, 239 retention and, 161–162 Capacity leveling, 21 Capacity requirements planning (CRP), 442 Capacity utilization rates, 68, 331, 341, 684 and variety of product models, 504 Capacity-load imbalances, 151 Capital procurement, 93 Caravan style operations, 407, 423 Case studies drilling machine worker separation, 669–672 factory revolution, 287–289 red tag strategy at Company S, 285–289 Cash-convertible assets, 93 Caster strategy, 349–350, 420. See also Movable machines Chair-free operations, 19 Change, resistance to, 40, 201 Changeover 5S checklist, 512 Changeover costs, 73 component costs, 73, 74 variation in, 597 Changeover improvement list, 505, 810–811 time graph analysis, 513

Changeover improvement procedures, 500–502 applying 5Ss to eliminate waste, 502 changeover improvement list, 505 changeover kaizen teams for, 503–506 changeover operations analysis, 501–502, 506–508 changeover operations analysis charge, 508 changeover results table, 507 eliminating waste with 5Ss, 508–511 external changeover procedures, 501 identifying wasteful operations, 508–511 improving external changeover, 502 improving internal changeover, 502 injection molding process case study, 515–517 internal changeover procedures, 500 kaizen team, 501 public changeover timetable, 505 transforming internal changeover to external changeover, 502 waste, 501 Changeover improvement rules, 532–533 role of 5Ss, 533–534 Changeover kaizen teams, 501, 503–506 Changeover operations, 71, 347, 723 adjustment waste in, 510 and introduction of synchronization, 373 approach to changeover times, 499–500 assembly line improvement example, 495 avoidance of, and retention, 162 balancing costs with inventory maintenance costs, 72 changing standard parameters, 499 exchange of dies and blades, 498 exchanging assembly parts, 499 external changeover time, 500 general set-up, 499 in JIT production system, 11 internal changeover time, 500 minimizing number, 216 procedures for improvement, 500–532 production leveling strategies for, 494–495 rationale for improvement, 497–498 reducing through 5Ss, 242 replacement waste in, 509–510 seven rules for improving, 532–539 shortening time for, 494 standardizing, 538–539 time-consuming nature of, 216, 219

I-4  ◾  Index

types of, 498–499 within cycle time, 514 Changeover operations analysis, 501–502, 506–508, 535 chart, 508 Changeover results table, 507, 815–817 Changeover standards, standardizing, 537 Changeover times, 499–500 Changeover work procedure analysis charts, 812–814 Checking, 691 Cleaned up checklist, detail, 256 Cleaned up, visibly, 253 Cleaning checklist, 768–770 Cleanliness, 16, 246, 690–691 five-point checklist, 772 of machinery, 119 visible, 253 Cleanliness check cards, 692 Cleanliness control board, 691 Cleanliness inspection checklist, 254, 690, 692 Cleanliness, Checking, and Oiling (CCO), 689–693 training in, 708 Cleanup, 16, 246–247 Cleanup waste, in external changeover procedures, 511 Clerical standardization, 229 Client needs, as determinant of capacity, 22 Client orders, as basis for cycle time/pitch, 70 Color coding, 253 for maintenance, 693 for oil containers, 319 in changeover improvements, 534 in kaizen boards, 462 Color mark sensors, 574, 580 applications, 582 Combination charts, 224 clarifying human work vs. machine work with, 664 for standard operations, 223–226 steps in creating, 630–632 wood products manufacturer example, 226, 227 Communication about 5S approach, 263 errors in, and defects, 555–556, 558 Compact equipment, 19, 117–118, 340–341, 427, 484 as condition for flow production, 340–341, 342



building flexibility through, 419 compact shotblaster, 354 compact washing unit, 356 cost savings from, 354 diecast factory case study, 375–376, 377 for multi-process operations, 398–399 separating human and machine work with, 431 Company cop-out, 107, 108 Company-wide efficiency, 68 Company-wide involvement, with 5S approach, 262 Complexity and waste, 648 in moving parts, 694 Component efficiency, 66 Computer-based management, 81 Computerization and waste, 83 expendable material created by, 157 waste-making, 81 Computers failure to shorten physical lead-time, 5 red tagging, 278–281 Confirmed production schedule, 439 Constant demand, products vs. parts, 475–476 Contact devices, 570 differential transformers, 572 limit switches, 570 microswitches, 570 Container organization, for deliveries, 385 Continuous flow production time, 19 Continuous improvement, 211 Control devices, 567 Control standardization, 228 Control/management waste, 149 Conveyance liveliness index, 304 Conveyance waste, 69, 149, 163–166, 173, 176, 180, 187, 336, 355–356, 392 links to retention, 164 Conveyor systems appropriate use of, 70–71 improving equipment layout to eliminate, 79 waste hidden in, 67 Conveyor use index, 137 Conveyor waste, 155–156 Cooperative operation confirmation chart, 788–790 Cooperative operations, 367–371, 419 improvement steps for, 369 labor cost reduction through, 427–430

Index  ◾  I-5

placing parts in front of workers for, 370 VCR assembly line example, 429 Cooperative operations zones, 370–371 Coordinated work, waste in, 67 Corporate balance sheet, inventory in, 94 Corporate culture, 15 Corporate survival, xii Corrective maintenance, 688 Cost reduction, 69–71 and effort invested, 71–74 and profit, 36 resistance arguments, 200–201 through 5Ss, 239 through jidoka, 659 Cost, in PQCDS approach, 3 Cost-up method, 35 Countable products, 119 Craft unions, vs. enterprise unions, 393–394 Crane operations, safety poka-yoke, 706 Cube improvements, 27 Current assets, 93 Current conditions, analysis to discover waste, 185–198 Current liabilities, 94 Current operating conditions, 24 Customer complaints, vs. defects, 547–548 Customer lead-time, 99 Customer needs, loss of concern for, 113–114 Customers, role in efficiency improvement, 62–65 Cutting tools layout, 317 orderliness applied to, 316–319 placement, 317 storage, 318 types of, 317 Cycle list method, 487–489 reserved seats and, 489–490 Cycle tables, 485 Cycle time, 19, 22, 332, 337, 363, 433, 630, 634, 637, 647. See also Pitch and production leveling, 421–422 and standard operations, 625 as leveling technique, 485–487 calculating, 487 completing operations within, 636 factors determining, 70 for standard operations charts, 637 overproduction and, 677 smaller equipment for maintaining, 398 vs. speed, 116

D Deburring omissions, 589 Defect identification, 546 and causes of defects, 558–561 and factors behind defects, 550–558 defects as people-made catastrophes, 546–547 inspection misunderstandings, 547–550 Defect prevention, 168, 177 assembly step omission, 592 board insertion errors, 594 bracket attachment errors, 603 bridge defects, 598 brush omission errors, 609 deburring omissions, 589 defective-nondefective part mixing errors, 613 drilling defects, 600, 675–676 E-ring omission errors, 611 equipment improvements for, 640 gear assembly errors, 614 grinding process omission, 591 hole count errors, 588 hole drilling omission, 593 hose cut length variations, 597 incorrect drill position, 601 left-right attachment errors, 615 mold burr defects, 674–675 nameplate omission errors, 608 packing omission errors, 610 part omission errors, 607 pin dimension errors, 595 press die alignment errors, 596 product set-up errors, 602 spindle hole punch process omission, 590 tap processing errors, 606 tapping operations, 673–674 through 5Ss, 241 through automatic machine detection, 403 through jidoka through simplified production operations, 549 torque tightening errors, 599 with kanban, 441–442 with multi-process operations, 392 workpiece direction errors, 605 workpiece positioning errors, 605 wrong part assembly errors, 612 Defect production waste, 176–177, 180

I-6  ◾  Index

Defect reduction, 168, 544 with compact machinery, 399 Defect signals, 567 Defect-prevention devices, 659, 669, 673 Defective assembly parts, 678 Defective item display, 457, 458 Defective products and inventory, 92 counting, 119 ending downstream processing of, 544–545 factories shipping, 542 increases with shish-kabob production, 158 increasing inspectors to avoid, 542–544 inventory and, 90–91 noncreation of, 545–546 waste in making, 159 Defective/nondefective part mixing errors, 613 Defects and communication errors, 555–556, 557, 558 and inspection, 548 and production method errors, 555, 557 and surplus products, 549 as human-caused catastrophes, 546–547 causes, 558–561 due to human errors, 551, 553, 557, 558 due to machine errors, 554–555, 557 factors behind, 550–558 in materials, 553–554, 557 relationship with errors and inspection, 543 stoppages for, 567 ten worst causes, 561 vs. customer complaints, 547–548 Delays, reducing through 5Ss, 242 Delivery and loading methods, 379 and transport routes, 380–382 and visible organization of containers, 385 applying flow concept to, 378–382 color coding strategy, 384 FIFO strategy, 384–385 frequency of, 380 in PQCDS approach, 3 self-management by delivery companies, 383 Delivery company evaluation table, 382, 791–793 Delivery schedules, shortening of, 2

Delivery sites applying flow concepts to, 382–385 establishment of, 383 product-specific, 384 Detach movement, automation of, 671–672, 673 Deterioration, 686 and accidents, 685 preventive measures, 688 reversing, 688 Die exchange, 498 improvement for boltless, 523 minimizing, 497 Die height standardization, 526–527 Die storage sites, proper arrangement and orderliness applied to, 530–531 Diecast deburring line, 351 Diecast factory, flow production case study, 373–378 Differential transformers, 572 Dimensional tolerances, 686 Dimensions, enlarging, 311 Disaster prevention measures, waste in, 159 Discipline, 16, 247–249 JIT Improvements as, 130 visible, 254–255 Displacement sensors, 574 applications, 579–580 Display boards, 775–776 Distribution, applying JIT to, 47 Diversification, 2, 117, 415, 416 of consumer needs, 62 through 5Ss, 242 Do it now attitude, 236 Doing, as heart of JIT improvement, 133 Dot it now attitude, 236 Double-feed sensors, 576 applications, 584 Downstream process control inspection method, 169, 170 Drill bit replacement, external changeover improvement, 532, 533 Drill bit storage method, improvements, 235 Drill operation, before improvement, 670 Drill position errors, 601 Drilling defects, 600 avoiding downstream passing of, 675–676 Drilling machine, 662 detach movement, 671–672 hold motion automation, 671 jidoka case study, 669–672

Index  ◾  I-7

safety plate for, 703, 704 separating human from machine work on, 402

E E-ring omission errors, 611 Economical lot sizes, 72 Economy of motion, 642 Economy of scale, 45 Efficiency and production leveling, 69 approaches to, 59–61 customer as driver of, 62 estimated vs. true, 59–61 individual and overall, 66–69 maximizing at specific processes, 484 overall, 484, 492 raising in individual processes, 68 shish-kabob vs. level production approaches, 484, 486 Electric screwdrivers, combining, 315 Emergency andon, 464 Employees, as basic asset, 108 End-of-month rush, 162 Energy waste due to inventory, 325 through inventory, 91 Engineering technologies, applying JIT improvement to, 334 Engineering-related forms, 777 5S checklist for changeover, 818–819 changeover improvement lists, 810–811 changeover results tables, 815–817 changeover work procedure analysis charts, 812–814 cooperative operation confirmation chart, 788–790 delivery company evaluation charts, 791–793 JIT delivery efficiency list, 794–796 line balance analysis charts, 785–787 model and operating rate trend charts, 805–807 multiple skills evaluation chart, 799–801 multiple skills training schedule, 797–798 P-Q analysis lists/charts, 777–781 parts-production capacity work table, 822–824

poka-yoke/zero defects checklist, 820–821 process route diagrams, 782 production management boards, 802–804 public changeover timetables, 808–809 standard operations combination chart, 825–826 standard operations form, 831–833 summary table of standard operations, 827–828 work methods table, 829–830 Enterprise unions, vs. craft unionis, 393–394 Enthusiasm, as prerequisite for innovation, 143, 144 Equal-sign manufacturing cells, 362 Equipment applying jidoka to, 660 automation and human automation, 102–103 compact, 19, 117–118 ease of maintenance, 119 ease of operation, 118 ergonomics recommendations, 222 for flow production, 389 improvements facilitating standard operations, 640 modification for multi-process operations, 406 movability, 64–65, 117–118 obtaining information from, 119–120 shish-kabob vs. flow production approaches, 331 standardization in Japanese factories, 395 versatility and specialization, 116–117 vs. work operations improvements, 103–108 Equipment breakdown, 708 acceptance of, 683 apparent minor defects, 680 below-expectation performance, 686 breakdown stage, 686 intermittent stoppage stage, 686 latent minor defects stage, 680 preventing, 693–695 stages, 685, 687 Equipment constitution, 694 Equipment costs and jidoka, 666 vs. labor costs, 658 Equipment improvement, 103, 104, 106 and company cop-out, 108 based on manufacturing flow, 114–120

I-8  ◾  Index

cost of, 104, 109–111 irreversibility of, 112, 113–114 not spending money on, 207–208 reinforcement of waste by, 111–112 twelve conditions for, 114–120 typical problems, 108–114 Equipment improvement problems, 110 Equipment layout applying jidoka to, 662 as condition for flow production, 336–337, 342 for flow production, 389 in order of processing, 353–355 shish-kabob vs. flow production approaches, 330 Equipment signboards, 295 Equipment simplification, 400 Equipment waste, 149 Error control, 567 Error prevention boards, 457, 458 Errors, relationships with defects and inspection, 543 Estimate-based leveling, 23 Estimated efficiency, 59–61 Estimated lead-time, 98–99 Estimated production schedule, 439 Estimated quality, 122 Excess capacity, 174 Excuses, 202, 205 Expensive improvements, failure of, 206 Experiential wisdom, 210–211 External changeover improvements, 529–532 carts reserved for changeover, 531–532 drill bit replacement example, 532 proper arrangement and orderliness in die storage sites, 530–531 External changeover procedures, 501 cleanup waste in, 511 improving, 502 preparation waste in, 510 waste in, 510–511 External changeover time, 500

F Factory as best teacher of improvements, 134–139 as living organism, 230 Factory bath, 270

Factory graveyards, 73 Factory improvement 5Ss for, 15–17 awareness revolution prerequisite, 13–15 shortening physical lead-times through, 6 vs. JIT improvements, 13 Factory layout diagram, 188 Factory myths anti-JIT production arguments, 40–44 fixed ideas and JIT production approach, 44–47 sales price/cost/profit relations, 35–40 Factory problems, 326 as brainstorming opportunity, 208 illuminating with andon, 464 stopgap responses to, 150 ubiquitousness of, 251 Factory revolution, 287–289 Factory-based innovation, xiii, 133 Factory-wide efficiency, 68 Feed motion, 664 applying jidoka to, 665 jidoka, 670, 671 Feet, effective use of, 221–222, 223 Fiber optic switches, 575, 579 Finance, inventory and, 92–95 Fine-tuning waste, 537 removal, 523–527 Fingernail clipping debris, device preventing, 247 First-in/First-Out (FIFO), 302–303, 461, 462 as delivery strategy, 384–385 Five levels of quality assurance achievement, 542–546 Five whys, 24, 130–134, 183, 184, 210, 236 applying to changeover improvements, 535 waste discovery through, 208–210 Five-point checklist, 771 for cleanliness, 772 for proper arrangement, 772 Five-point cleaned up checklist, 255, 257–258, 773, 774 Fixed ideas, 235 about conveyors, 156 avoiding for waste prevention, 235–236 direct challenge to, 43 eliminating for waste removal, 204 kanban, 447 large lot production, 417 wall of, 210 Fixed liabilities, 94

Index  ◾  I-9

Flexibility in baton touch zone method, 491 mental origins of, 420 Flexible production, 419 Flexible staff assignment system, 63, 65, 417, 419 Flow analysis, 188 summary chart, 189, 190 Flow components, 56 Flow control, 567 Flow devices, 108, 109 Flow manufacturing, xii, 9–10, 49, 64, 70, 79–84. See also One-piece flow and line improvements, 25 making waste visible by, 17 role in JIT introduction, 17–19 seven requirements, 19 Flow of goods, 159–160, 641, 646 device improvements facilitating, 638–640 Flow production, 50, 321, 564–565 and evils of inventory, 324–328 and inventory accumulation, 321–324 applying to delivery sites, 382–385 approach to processing, 329–330 at diecast factory, 374, 376 between factories, 332–333, 378–385 caster strategy, 349–350 defect prevention with, 721 diecast factory case study, 373–378 eight conditions for, 333–341 equipment approach, 331 equipment layout in, 330 for production leveling, 492–494 in medical equipment industry, 423 in multi-process operations, 388 in-process inventory approach, 331 interrelationship of factors, 343 lead time approach, 331 operator approaches, 330–331 preparation for, 344–350 procedure for, 350–373 rational production approach in, 330 reducing labor cost through, 422–424 sink cabinet factory example, 493 steps in introducing, 343–373 straight-line method, 340 U-shaped manufacturing cell method, 340 vs. shish-kabob production, 328–332 waste elimination techniques, 341–342 within-factory, 332–333, 333–341 Flow shop layout, 395 Flow unit improvement, 639

Forms, 711–714 5S-related, 747–776 engineering-related, 777–833 for standard operations, 626–628 JIT introduction-related, 834–850 overall management, 716–729 waste-related, 730–746 Free-floating assembly line, 356, 357 Full lot inspection, 120–122 Full parallel operations, 225 Full work system, 175, 365, 676–677 A-B control, 677 devices enabling, 368 pull production using, 367 Function-specific inventory management, 305

G Gear assembly errors, 614 General flow analysis charts, 733–734 General purpose machines, 331, 340 Golf ball kanban systems, 450–451 Graph time, 633 Gravity, vs. muscle power, 221 Grinding process omission, 591 Groove processing lifter, separating human/machine work, 649 Group Technology (GT) lines, 347 for line balancing, 491

H Hand delivery, 365 Hand-transferred one-piece flow, 337, 338 pull production using, 366 Handles/knobs, 223 Hands-on improvements, 9, 140 Height adjustments, avoiding, 538 Hirano, Hiroyuki, xiii Hold motion, automation of, 671 Hole count errors, 588 Hole drilling omission, 593 Horizontal development, 24–25, 391 Hose cut length variations, 597 Household electronics assembly, labor cost reduction example, 428

I-10  ◾  Index

Human automation, 12, 62, 102–103, 159, 554, 655. See also Jidoka (human automation) and removal of processed workpieces, 668 and setup of unprocessed workpieces/startup, 669 applying to feeding workpieces, 665 applying to return to starting positions, 667 for multi-process operations, 402 Human error waste, 173, 674 and defect prevention, 551–553 basic training to prevent, 562–563 defects and, 546–547 eliminating by multiple skills training, 563 minimizing, 177 Human movement body movement principles, 220–223 removing wasteful, 217–223 Human work, 658 clarifying with combination charts, 664 compact PCB washer example, 431 procedure for separating from machines, 682–689 separating from machine work, 64, 118, 400–402, 406, 430–432, 640, 649–650, 660–662, 702, 703 Humanity, coexistence with productivity, 387–388

I Idle time waste, 66, 67, 69, 156, 173, 178–179, 180, 682 cooperative operations as solution to, 367–371 Impact wrench, 680, 681 Implementation, 139–144 of multi-process operations, 405 Implementation rate, for waste removal, 205–206 Improvement and enthusiasm, 143, 144 intensive, 266–268 making immediate, 538 poor man’s approach, 106 spending on, 284

spirit of, 43 with visual control systems, 453–454 Improvement days, weekly, 32 Improvement goals, 191 Improvement lists, 33–34 Improvement meetings, 32–33, 33 Improvement promotion office, 31–32 Improvement results chart, 462, 844–845 Improvement teams, 31, 32 Improvements bottom-up vs. top-down, 134–139 factory as best teacher, 134–139 implementing, 24 mental vs. physical, 130–134 passion for, 143–144 promoting, 126–130 pseudo, 126–130 Improving actions, 220 In Time concept, 48 In-factory kanban, 443, 444–445 In-line layout, 364, 376 compact shotblaster for, 377 washing units, 365 In-process inventory, 101, 102, 161, 175, 447, 484 and standard operations, 625–626 for standard operations charts, 637 production kanban for, 445 reduction of, 647, 649 relationship to kanban, 435 shish-kabob vs. flow production approaches, 331 symbols for standard operations charts, 637 Inconsistency, 152, 643 eliminating, 151 Independent improvement, 688–689 Independent maintenance, 688–689 Independent process production, 53 inflexibility in, 54 Independent quality control inspection method, 169, 170 Individual efficiency, 66–69 Industrial engineering (IE), xii and conveyor use index, 137 motion study in, 642 vs. JIT method, 136 Industrial fundamentalism, 105, 106 Industrial robots, 668 Inexpensive machines, versatility of, 117 Information inspection, 168, 169 Inherent waste, 79–84

Index  ◾  I-11

Injection molding process burr defect prevention, 674 internal changeover improvement case study, 515–517 Injuries reasons for, 695–697 reducing through 5Ss, 241 Innovation, 13, 37 and JIT production, 47–49 enthusiasm as prerequisite for, 143 factory-based, xiii in JIT production, 47–49 JIT production as, 27 Inspection, 56, 160, 187 back-to-the-source inspection, 170–172 eliminating need through jidoka, 674 failure to add value, 168 failure to eliminate defects, 120 increasing to avoid defective products, 542–544 information inspection, 169 preventive, 564 relationship to defects, 543, 547–550 sorting inspection, 169 Inspection buzzers, waste prevention with, 232 Inspection functions building into JIT system, 119 full lot inspection, 120–122 sampling inspection, 120–122 Inspection waste, 149 Inspection-related waste, 167–168 Integrated tool functions, 223 Intensive improvement, 266–268 timing, 268 Interest payment burden, 324, 326 inventory and, 90 Intermittent stoppage stage, in equipment breakdown, 686 Internal changeover improvements, 518, 534–535 bolt tightening reductions, 520 boltless die exchange, 523 die height standardization, 526–527 eliminating need to remove bolts, 521 eliminating nuts and washers, 521 eliminating replacement waste, 518–523 eliminating serial operations, 527–529 establishing parallel operations, 528 one-touch tool bit exchange, 522 protruding jigs vs. manual position setting, 524

removing fine-tuning waste, 523–527 spacer blocks and need for manual dial positioning, 526 spacer blocks and need for manual positioning, 524–525 tool elimination, 519–520 Internal changeover procedures changing to external changeover, 511–518, 534 improving, 500, 502 PCB assembly plant case study, 513–514 transforming to external, 502 turning into external changeover, 511–518 waste in, 509–510 wire harness molding process case study, 517–518 Internal changeover time, 500 Inventory advance procurement requirements, 325 and conveyance needs, 90 and defects, 90–91, 92 and energy waste, 91 and finance, 92–95 and interest-payment burden, 90 and lead-time, 87–89, 88 and losses due to hoarded surpluses, 325 and materials/parts stocks, 91 and price cutting losses, 325 and ROI, 95 and unnecessary management costs, 91 and waste, 48 as cause of wasteful operations, 325 as evasion of problems, 176 as false buffer, 95, 101 as JIT consultant’s best teacher, 89 as opium of factory, 92–95 as poor investment, 95–98 breakdown by type, 161 concealment of factory problems by, 91, 92, 326, 327 evasion of problems with, 163 evils of, 90–92, 324–328 FIFO storage method, 303 in corporate balance sheet, 94 incursion of maintenance costs by, 325 interest payment burden due to, 324 management requirements, 325 product, in-process, materials, 101, 102 red tagging, 281–282 reducing with once-a-day production scheduling, 480–481

I-12  ◾  Index

shish-kabob vs. level production approaches, 484–485 space waste through, 90, 325 unbalanced, 161 wasteful energy consumption due to, 325 with shish-kabob production, 158 zero-based, 98–102 Inventory accumulation and caravan operations, 322 and changeover resistance, 322 and distribution waits, 322 and end-of-month rushes, 323 and faulty production scheduling, 323 and just-in-case inventory, 323 and obsolete inventory flow, 321 and operator delays, 322 and resistance to change, 322 and seasonal adjustments, 323–324 and standards revision, 323 and unbalanced capacity, 322 multiple-process sources of, 322 reasons for, 321 Inventory assets, 715 Inventory control, 126 Inventory flow, obsolete, 321 Inventory graveyard, 324 Inventory liveliness index, 303–304 Inventory maintenance costs, 72 Inventory management function-specific method, 305 product-specific method, 305 with kanban, 436 Inventory reduction, 87, 89, 125 case study, 288, 289, 377 Inventory stacks, 303 Inventory waste, 175–176, 180 Irrationality, 152, 643 eliminating, 151 Item characteristics method, 568, 569 Item names, for signboards, 299–300 Ivory tower syndrome, 22

J Japanese industrial structure, 1980s transformation of, xi Jidoka (human automation), 12, 62, 102–103, 103–108, 655, 724 applying to feeding workpieces, 665

automation vs., 656, 657–658 cost considerations, 667, 669 defect prevention through, 672–676 detach movement, 671–672 drilling machine case study, 669–672 extension to assembly line, 676–682 feed motion, 670 full work system, 676–677 manual labor vs., 655, 656 mechanization vs., 656 preventing oversights in nameplate attachments, 681–682 steps toward, 655–657 three functions, 658–660 Jigs 5-point check for orderliness, 256 applying orderliness to, 307 color-coded orderliness, 368–369 combining, 314 easy-to-maintain orderliness for, 307 eliminating through orderliness strategies, 313–316 indicators for, 308 outlined orderliness, 309 JIT delivery efficiency list, 794–796 JIT improvement cycle, 144 roles of visual control tools in, 473 JIT improvement items, 837–840 JIT improvement memo, 836 JIT improvements, 12, 13 “doing” as heart of, 133 and changeover costs, 74 and parts list depth, 82 as discipline, 130 as religion, 138 as top-down improvement method, 135 basis in ideals, 12 case study, 288 cube improvements, 27 factory as true location of, 34 from within, 139–143 hostile environment in U.S. and Europe, 107 improvement lists, 33–34 improvement meetings, 32–33 improvement promotion office, 31–32 lack of faith in, 41 line improvements, 25–26 plane improvements, 26–27 point improvements, 25 promoting and carrying out, 30–34 requirement of faith, 139

Index  ◾  I-13

sequence for introducing, 21 seven stages in acceptance of, 140–144 ten arguments against, 299 vs. JIT production management, 7 vs. labor intensification, 86 weekly improvement days for, 32 JIT innovation, 13 JIT introduction steps, 12–13 5Ss for factory improvement, 15–17 awareness revolution step, 13–15 department chiefs’ duties, 28–29, 30 division chiefs’ duties, 28 equipment operators’’ duties, 30 factory superintendents’ duties, 28–29 flow manufacturing, 17–19 foremens’ duties, 30 leveling, 20–22 president’s duties, 28 section chiefs’ duties, 30 standard operations, 23–24 JIT introduction-related forms, 834 improvement memo, 836 improvement results chart, 844–845 JIT leader’s report, 849–850 JIT Ten Commandments, 834–835 list of JIT improvement items, 837–840 weekly report on JIT improvements, 846–848 JIT leader’s report, 849–850 JIT Management Diagnostic List, 715–718 JIT production adopting external trappings of, 472 as new field of industrial engineering, xii company-wide promotion, 28, 29 elimination of waste through, xi five stages of, 719, 721, 726, 728 guidance, education and training in, 30 hands-on experience, 30 in-house seminar, 343 innovation in, 47–49 linked technologies in, 334 promotional organization, 31 radar chart, 727 setting goals for, 28 structure, 720 JIT production management distinguishing from JIT improvements, 7 vs. conventional production management, 1–3 JIT production system as total elimination of waste, 145 changeover, 11

flow manufacturing, 9–10 from vertical to horizontal development, 24–27 human automation, 12 introduction procedure, 12–14 jidoka, 12 kanban system, 10 leveling, 11 maintenance and safety, 12 manpower reduction, 10 multi-process handling, 10 organizing for introduction of, 27–30 overview, 7–9 quality assurance, 11 standard operations, 11–12 steps in establishing, 14 view of waste, 152 visual control, 10–11 JIT radar charts, 719, 727, 729 JIT study groups, 15 JIT Ten Commandments, 834–835 Job shop layout, 395 Just-in-case inventory, 323 Just-In-Time anatomy of, 8–9 and cost reduction, 69–71 as consciousness improvement, 139–143 functions and five stages of development, 728 innovation and, 47–49 view of inspection work, 168

K Kaizen boards, 462 visual control and, 471–473 with improvement results displays, 463 Kanban systems, xii, xiii, 7, 8, 10, 11, 52, 54, 174, 231, 365, 692, 722 administration, 447–451 and defect prevention, 441–442 and downstream process flow, 441 and in-process inventory, 435 applying to oiling, 693 appropriate use of, 70–71 as autonomic nervous system for JIT production, 440 as tool for promoting improvements, 441 as workshop indicators, 442

I-14  ◾  Index

differences from conventional systems, 435–437 factory improvements through, 440–441 fixed ideas about, 447 functions, 440–441 in processing and assembly lines, 447–448 in-factory kanban, 444–445 novel types, 450–451 production kanban, 445 production leveling through, 442 purchasing-related, 449–450 quantity required, 445–447 rules, 441–442 signal kanban, 445 supplier kanban, 443 types of, 442–447 visual control with, 457 vs. conventional production work orders, 437–439 vs. reordering point method, 435–437 waste prevention with, 232

L L-shaped line production, 360 Labor cost reduction, 415, 418, 722 and elimination of processing islands, 421 and mental flexibility, 420 and movable equipment, 420–421 and multi-process operations, 421 and production leveling, 421–422 and standardized equipment and operations, 421 approach to, 415–418 display board for, 433–434 flow production for, 422–424 multi-process operations for, 424–426 multiple skills training schedule for, 432–433 steps, 419–422 strategies for achieving, 422–432 through cooperative operations, 427–430 through group work, 426–427 through separating human and machine work, 430–432 visible, 432–434 vs. labor reduction, 417–418 Labor cost reduction display board, 433–434

Labor intensity/density, 84–86 vs. production output, 86 Labor per unit, 649 Labor reduction, 63, 418, 647 vs. labor cost reduction, 417–418 vs. worker hour minimization, 66–69 Labor savings, 418 Labor unions, 107. See also Craft unions; Enterprise unions and multi-process operations, 393–394 Labor-intensive assembly processes, 217 Large lot sizes, 18, 62, 73, 278, 321, 398, 483, 598 and changeover times, 216 and machine waste, 155 as basis of production schedules, 476 case study, 286–287 fixed ideas about, 417 switching to small-lot flow from, 639 Large machines waste, 154–155, 331 Large-scale container deliveries, 381 Latent minor defects, 680 Latent waste, 198 Lateral development, 27, 378, 505, 506 Lateral improvement makers, 167 Lathes, 682 three kinds of motion, 663 worker separation from, 702 Layout improvement, 638 Lead-time and inventory, 88 and lot sizes, 498 and production lot size, 72 and work stoppage, 59–61 estimated vs. real, 98–99 inventory and, 87–89 lengthened with shish-kabob production, 158 paper, 4, 5 physical, 5 product, 4 reduction with multi-process operations, 393 shish-kabob vs. flow production approaches, 331, 486 shish-kabob vs. level production approaches, 484–485 shortening by reducing processing time, 55 Leadership, for multi-process operations, 404–405 Left-right attachment errors, 615

Index  ◾  I-15

Leg motion, minimizing, 221 Level production, 475, 723. See also Leveling as market-in approach, 482 vs. once-a-day production, 481 vs. shish-kabob production, 482–485, 486 Leveling, 50, 476. See also Level production; Production leveling and production schedule strategies, 477–482 approach to, 476–477 capacity and load, 21 estimate-based, 23 reality-based, 23 role in JIT introduction, 20–22 role in JIT production system, 11 techniques, 482–492 Leveling techniques, 485 baton touch zone method, 491 bypass method, 491–492 cycle list method, 487–489 cycle tables, 485 cycle time, 485–487 nonreserved seat method, 487–489 reserved seat method, 489–490 Limit switches, 403, 470, 570, 676, 677, 706, 708 Line balance analysis charts, 785–787 Line balancing at PCB assembly plant, 514 SOS system for, 217 strategies for, 491 Line balancing analysis tables, 358 Line design, based on P-Q analysis, 346, 347 Line efficiency, 68 Line improvements, 25–26 Line stops, 470 5W1H follow-up after, 234 at preset positions, 678–680 with poka-yoke devices, 675 Lined up inventory placement, 304–306 Linked technologies, in JIT production, 334 Litter-preventive device, for drill press, 248 Load leveling, 21 Loading methods, 379 Long-term storage, case study, 291 Lot sizes, 45, 87 and lead time, 72 large vs. small, 71–74 Lot waiting waste, 215–216, 219 waste removal, 219 Low morale, 16

M Machine errors and defect prevention, 554–555 poka-yoke to prevent, 564 Machine operating status, andon notification of, 466 Machine placement, waste and, 185 Machine signboards, 295 Machine standardization, 228 Machine start-up, applying jidoka to, 663, 668 Machine work clarifying with combination charts, 664 compact PCB washer example, 431 separating from human work, 64, 118, 400–402, 406, 430–432, 640, 649–650, 660–662 Machine/people waiting, 214 Machines as living things, 120–122 shish-kabob vs. level production approaches, 484, 486 with strong constitution, 708 Machining line, full work system, 677 Maintenance, 683, 725 and accidents, 685–687 and possible utilization rate, 684–685 breakdown prevention, 693–695 Cleanliness, Checking, and Oiling (CCO) approach, 689–693 defined, 684–689 existing conditions, 683–684 full-fledged, 708–709 improving through 5Ss, 241 in JIT production system, 12 of equipment, 119 Maintenance campaigns, 687–689 Maintenance errors, 560 Maintenance prevention, 688 Maintenance technicians, 689 Make-believe automation, 79 Man, material, machine, method, and management (5Ms), 152, 153 Management-related forms, 715 five stages of JIT production, 719, 721–725 JIT Management Diagnostic List, 715–718 JIT radar charts, 719 Manpower flexibility, 338 Manpower needs, based on cycle time, 22

I-16  ◾  Index

Manpower reduction, 10, 62–65, 63, 337, 392 household electronics assembly line example, 428 improving efficiency through, 61 through flow production, 422–424 Manual dial positioning, eliminating with spacer blocks, 526 Manual labor, 655, 656 Manual operations, two-handed start/stop, 220 Manual position setting, eliminating need for, 524 Manual work time, 635 Manual-conveyance assembly lines, progress andon in, 469 Manufacturing as service industry, 1 five essential elements, 553 nine basic elements (7Ms plus E&I), 552 purpose of, 1 Manufacturing flow, as basis for equipment improvements, 114–120 Manufacturing process, components, 56 Manufacturing waste, 149 Market demand fluctuations, unsuitability of kanban for, 436 Market price, as basis of sales price, 35 Market-in production, xii, 416, 555 level production as, 482 Marshaling, 306 Mass production equipment, 216, 219 Material handling building flexibility into, 419 minimizing, 176 vs. conveyance, 164 Material handling costs, 159, 163 Material requirements planning (MRP), 52 Materials flow device improvements facilitating, 638–640 standard operations improvements, 641 Materials inventory, 101, 102 Materials waiting, 215, 218 Materials waste, 157 Materials, and defect prevention, 553–554 Measuring tools orderliness for, 318 types, 319 Mechanization, 656 Medical equipment manufacturing, manpower reduction example, 423 Meetings, waste in, 158

Mental improvements vs. implementation, 140 vs. real improvements, 130–134 Metal passage sensors, 574 applications, 581 Microswitch actuators, 571 Microswitches, 570, 674 Milling machine, safety poka-yoke for, 705–706 Minimum labor cost, 62 Missing item errors, 587, 607–611, 678 Mistake-proofing, 119 Mistakes, correcting immediately, 207 Mixed loads, 379 Mixed-model flow production, 492 Mizusumashi (whirligig beetle), 465 Model and operating rate trend charts, 805–807 Model lines, analyzing for flow production, 348 Mold burr defects, prevention, 674–675 Monitoring, vs. managing, 123–126, 126–130 Motion and work, 74–79 as waste, 76, 78, 79, 84 costs incurred through, 77 economy of, 642 lathes and, 663 vs. work, 657, 659 Motion study, 642 Motion waste, 639 improvements with standard operations, 639 Motor-driven chain, 694 Movable machines, 64–65, 65, 117–118, 165, 354, 420 and caster strategy, 349–350 building flexibility through, 419 Movement as waste, 178 improving operational efficiency, 642–649 non-added value in, 190 Muda (waste), 643 Multi-process operations, 10, 19, 64, 330, 359, 362–363, 387–388, 417, 722 abolishing processing islands for, 396–398 and labor unions, 393–394 as condition for flow production, 337–338 basis for pay raises in, 394 compact equipment for, 398–399 effective leadership for, 404–405 equipment layout for, 389

Index  ◾  I-17



equipment modification for, 406 factory-wide implementation, 405 human assets, 389 human automation for, 402–403 human work vs. machine work in, 400–402 in wood products factory, 425 key points, 395–404 labor cost reduction through, 424–426 multiple skills training for, 400 one-piece flow using, 338 operational procedures for, 389 poka-yoke for, 402–403 precautions, 404–406 promoting perseverance with, 406 questions from western workers, 393–395 safety priorities, 403–404, 406 simplified work procedures for, 404 standard operations improvements, 639 standing while working for, 399–400 training costs for, 394–395 training for, 421 training procedures, 407–413 transparent operations in, 405 U-shaped manufacturing cells for, 395–396 vs. horizontal multi-unit operations, 388–393 Multi-process workers, 331 as condition for flow production, 339 at diecast factory, 377 Multi-skilled workers, 19, 390 and standard operations, 650–651 building flexibility through, 419 Multi-unit operations, 338, 391 vs. multi-process operations, 388–393 Multi-unit process stations, 390 Multiple skills contests, 405 Multiple skills evaluation chart, 799–801 Multiple skills maps, 432 Multiple skills score sheet, 410, 432 Multiple skills training, 425, 651 defect prevention with, 563 for multi-process operations, 400 schedule for, 432–434 Multiple skills training schedule, 797–798 Multiple-skills training, 407 demonstration by workshop leaders, 412 during overtime hours, 409 five-level skills evaluation for, 408 hands-on practice, 412 importance of praise, 413 in U-shaped manufacturing cells, 410 schedule, 409

team building for, 408 trainer roles, 413 workshop leader roles, 411 Mura (inconsistency), 643 Muri (irrationality), 643 Mutual aid system, 65

N Nameplate omission errors, 608 preventing with jidoka, 681–682 Needed items, separating from unneeded items, 266 Net time, for standard operations charts, 637 Newly Industrialized Economic Societies (NIES), xi Next process is your customer, 51, 54, 132 Non-value-added steps as waste, 147, 171 in inspection, 170 in retention, 163 Noncontact switches, 572 color mark sensors, 574 displacement sensors, 574 double-feed sensors, 576 metal passage sensors, 574 outer diameter/width sensors, 574 photoelectric switches, 572, 574 positioning sensors, 574 proximity switches, 574 vibration switches, 574 Nondefective products, counting, 119 Nonreserved seat method, 487–489 Nonunion labor, 394 Nuts and washers, eliminating as internal changeover improvement, 521

O Oil containers, color-coded orderliness, 319 Oil, orderliness for, 318–319 Oiling, 691–693 kanban for, 693 On-site experience, 190 and 5W1H method, 233, 235 by supervisors, 230, 233, 235

I-18  ◾  Index

Once-a-day production scheduling, 480–482 Once-a-month production scheduling, 478–479 Once-a-week production scheduling, 479–480 One how, 24, 128, 130–134, 183 One-piece flow, 19, 64, 115–116, 165, 185, 419, 639. See also Flow manufacturing as condition for flow production, 335–336 discovering waste with, 183–185 hand-transferred, 338 in multi-process operations, 388 maintaining to avoid creating waste, 351–353, 353 revealing waste with, 350–351, 352 switching to, under current conditions, 184 using current equipment layout and procedures, 336 One-touch tool bit exchange, 522 Operation andon, 464, 468–469 Operation errors, 560 Operation management, 81 Operation method waiting, 215, 218 Operation methods, conditions for flow production, 342 Operation step method, 568, 569 Operation-related waste, 173, 178, 180 Operational combinations, 193 Operational device improvements, 640 Operational rules, standard operations improvements, 639–640 Operations analysis charts, 735–736 Operations analysis table, 190–192, 735, 736 aluminum casting deburring operation example, 192 Operations balancing, 219 Operations improvements, 103, 104, 105, 217 Operations manuals, 405 Operations standardization, 228 Operations, improving point of, 220 Operators conditions for flow production, 342 diecast factory case study, 377 maintenance routines, 691 reducing gaps between, 370 shish-kabob vs. flow production approaches, 330–331 Opportunistic buying, 162 Optical displacement sensors, 578 Oral instructions, avoiding, 556 Order management, 81

Orderliness, 16, 157, 245–246, 510 applied ti die storage sites, 530–531 applying to jigs and tools, 307 beyond signboards, 302–306 color-coded, 319, 384 conveyance liveliness index, 304 easy-to-maintain, 307, 310–313 eliminating tools and jigs with, 313–316 for cutting tools, 316–319 for measuring tools, 318 for oil, 318–319 four stages in evolution, 312 habitual, 302 inventory liveliness index, 303–304 just-let-go principle, 313, 314 lined up inventory placement, 304–306 made visible through red tags and signboards, 265–268 obstacles to, 17 visible, 252–253 Outer diameter/width sensors, 574 applications, 578 Outlined orderliness, for jigs and tools, 309–310 Outlining technique, waste prevention with, 231 Overall efficiency, 66 Overkill waste, 173 Overload prevention devices, 706 Overproduction waste, 69, 174–175, 180 beyond cycle time, 677 preventing with A-B control, 676–677 Overseas production shifts, xi

P P-Q analysis, 188, 345–346 P-Q analysis lists/charts, 777–781 Packing omission errors, 610 Paging andon, 464, 465–466 hire method for using, 466 Painting process, reserved seat method example, 490 Paper lead-time, 4, 5 Parallel operations, 224–225, 536 calculations for parts-production capacity work tables, 634

Index  ◾  I-19

establishing in transfer machine blade replacement, 528 full vs. partial, 225 Pareto chart, 132, 457 Parking lots, well- and poorly-managed, 300 Parkinson’s Law, 126 Part omission errors, 607 Partial parallel operations, 225 calculations for parts-production capacity work tables, 633–634 Parts assembly preventing omission of parts tightening, 681 preventing oversights with jidoka, 680–681 Parts development, 52 Parts inventories demand trends, 475 strategies for reducing, 475–476 Parts list, depth and production method, 82 Parts placement in cooperative operations, 370 standard operations improvements, 643 Parts tray/box, visible organization, 385 Parts waste, 157 Parts, improvements in picking up, 643–644 Parts-production capacity work table, 626, 629, 822–824 serial operations calculations, 633 steps in creating, 632–634 Pay raises, basis of, 394 PCB assembly plant, internal-external changeover improvements, 513–514 People as root of production, 104, 107, 108 training for multi-process operations, 389 Per-day production total, 487 Per-unit time, 633 Performance below expectations, 686 Personnel costs, and manpower strategies, 63 Photoelectric switches, 572, 574, 682 applications, 572 object, detection method, and function, 573 Physical lead-time, 5 Pickup kanban, 444 Piecemeal approach, failure of, xiii Pin dimension errors, 595 Pinch hitters, 407 Pitch, 66, 67, 337, 433, 469. See also Cycle time adjusting to worker pace, 358–359 approaches to calculating, 485

factors determining, 70 failure to maintain, 678 hourly, 482 individual differences in, 67 myth of conveyor contribution to, 156 Pitch buzzers, waste prevention with, 232 Pitch per unit, 649 Plane improvements, 26–27 Plywood gluing process, accidents, 696 Pneumatic cylinders safety improvement from, 694 workpiece removal with, 667 Pneumatic switches, 680–681 Point improvements, 25 line improvements as accumulation of, 26 Poka-yoke, 119, 159, 177, 675, 680, 682. See also Safety and defect prevention, 566 approaches, 568–570 concept and methodology, 565–568 control devices, 567 defect prevention with, 564 detection devices, 570–585 drilling machine case study, 703 for crane operations, 706 for multi-process operations, 402–403 milling machine example, 705–706 safety applications, 703–709, 709 safety cage on press, 704 safety plate case, 703 stop devices, 566–567 warning devices, 567 Poka-yoke case studies, by defect type, 586–587 Poka-yoke checklists three-point evaluation, 619–620 three-point response, 620–622 using, 616–622 Poka-yoke detection devices, 570 applications, 585 contact devices, 570–572 noncontact switches, 572–575 Poka-yoke/zero defects checklist, 820–821 Policy-based buying, 162 Position adjustments, avoiding, 537–538 Positioning sensors, 574 applications, 577 Positive attitude, 204–205 Possible utilization rate, 684–685, 708 Postural ease, 221 Power, inexpensive types, 222 PQCDS approach, 2, 3

I-20  ◾  Index

Practical line balancing, 357, 358 Preassembly processes, scheduling, 477 Preparation waste, in external changeover procedures, 510 Preset stop positions, 680 Press die alignment errors, 596 Press operator, waste example, 77–78 Presses safety problems, 702 worker separation, 703 Preventive inspection, 564 Preventive maintenance, 688, 708 Previous process-dependent production, 54 Price cutting, due to inventory, 325 Printed circuit board assembly shop, 211 arrow diagrams, 189, 212 Proactive improvement attitude, 54 Problem-solving, vs. evasive responses, 150 Process display standing signboards, 462–463 Process improvement models, 166, 167 Process route diagrams, 782–784 Process route tables, 347, 348 Process separation, 216, 219 Process waiting waste, 214, 218 Process, transfer, process, transfer system, 59 Process-and-go production, 55–59, 57, 59 Process-related waste, 177–178 Processing, 56, 160, 187 lack of time spent in, 58 shish-kabob vs. flow production approaches, 329–330 Processing errors, 586 Processing islands abolishment of, 396–398 eliminating, 421, 426–427 Processing omissions, 586, 588–600 Processing sequence at diecast factory, 374, 376 equipment layout by, 336–337, 353–355 Processing time, reducing to shorten lead-time, 55 Processing waste, 166–167, 180 Procrastination, 205, 207 Procurement applying JIT to, 47 standardization, 229 Product inventory, 101, 102 demand trends, 475 strategies for reducing, 475–476 Product lead-time, 4 Product model changes and capacity utilization rates, 504

avoidance of, 162 Product set-up errors, 602 Product-out approach, 36, 416, 483, 555 once-a-month production scheduling in, 479 Product-specific delivery sites, 384 Product-specific inventory management, 305 Production equipment- vs. people-oriented, 112–113 roots in people, 104, 108 waste-free, 49 Production analysis, 345–348 Production as music, 29–50, 51–54 three essential elements, 50 Production factor waste, 159–160 conveyance and, 163–166 inspection and, 167–172 processing and, 166–167 retention and, 160–163 Production input, 59, 60 Production kanban, 443, 445 Production leveling, 21, 421–422, 482. See also Leveling as prerequisite for efficiency, 71 flow production development for, 492–494 importance to efficiency, 69 kaizen retooling for, 494–495 strategies for realizing, 492–494 with kanban systems, 442, 445 Production management conventional approach, 3–7 defined, 6 management system, 6 physical system, 6 vs. JIT production management, 1–3 Production management boards, 457, 470–471, 802–804 Production method and defect prevention, 555 shish-kabob vs. level production, 484, 486 Production output, 59, 60 and in-process inventory, 89 and volume of orders, 61 increasing without intensifying labor, 86 Production philosophy, shish-kabob vs. level production, 483–484, 486 Production planning, 52 Production schedules, 4 leveling production, 482 once-a-day production, 480–482 once-a-month production, 478–479

Index  ◾  I-21

once-a-week production, 479–480 strategies for creating, 477 Production standards, 623. See also Standard operations Production techniques, 715 JIT Management Diagnostic List, 718 Production work orders, vs. kanban systems, 437–439 Productivity, 59–61 and volume of orders, 61 boosting with safety measures, 701 coexisting with humanity, 387–388 volume-oriented approach to, 415 Productivity equation, 415, 416 Products, in PQCDS approach, 3 Profit and cost reduction, 36 losses through motion, 77 Profitable factories, 40 anatomy of, 39 Progress andon, 464, 469–470 Proper arrangement, 16, 157, 243–245, 510 applied to die storage sites, 530–531 five-point checklist, 772 made visible through red tags and signboards, 265–268 obstacles to, 17 visible, 251–252 Proximity switches, 574 applications, 576 Pseudo improvements, 126–130 Public changeover timetable, 505, 808–809 Pull production, 10, 26, 51, 52, 54, 70, 438 flow of information and materials in, 53 relationship to goods, 439 using full work system, 367 using hand delivery, 366 vocal, 371, 372 Punching lathe, worker separation, 702 Purchasing-related kanban, 449–450 Push production, 10, 26, 51, 419, 438, 439 as obstacle to synchronization, 364–365 flow of information and materials in, 53

Q QCD (quality, cost, delivery) approach, 2 Quality estimated, 122

improving through 5Ss, 241 in PQCDS approach, 3 process-by-process, 123–126 Quality assurance, 724 and defect identification, 546–561 and poka-yoke system, 565–585 as starting point in building products, 541–542 in JIT production system, 11 JIT five levels of QA achievement, 542–546 poka-yoke defect case studies, 586–615 use of poka-yoke and zero defects checklists, 616–622 zero defects plan, 561–565 Quality check points, for standard operations charts, 636–638 Quality control inspection method, 169

R Radar chart, 727 Rational production, 120–121, 122 shish-kabob vs. flow production approaches, 330 Reality-based leveling, 23 Recession-resistant production system, 8 Red tag campaign reports, 761–763 Red tag criteria, setting, 273–274 Red tag episodes, 281 employee involvement, 284 excess pallets, 283 red tag stickers, 283–284 red tagging people, 282 showing no mercy, 284–285 twenty years of inventory, 281–282 twice red tagged, 282 yellow tag flop, 283 Red tag forms, 271 Red tag items list, 765 Red tag list, computer-operated, 280 Red tag strategy, xii, 17, 265–268, 269–270, 455 campaign timing, 268 case study at Company S, 285–289 criteria setting, 273–274 for visual control, 268–269 implementation case study, 290–293 indicating where, what type, how many, 268

I-22  ◾  Index

main tasks in, 291 making tags, 274–275 overall procedure, 267 project launch, 271, 273 red tag episodes, 281–285 red tagging computers, 278–281 steps, 270–278, 272 tag attachment, 276 target evaluation, 276–278 target identification, 273 understanding, 282 waste prevention with, 231 Red tag strategy checklist, 292 Red tag strategy report form, 293 Red tag targets evaluating, 276–278 identifying, 273 Red tags, 758, 759, 760 attaching, 276 example, 275 making, 274–275 Reliability, increasing in equipment, 688 Reordering point method, 435–437, 475 Replacement waste, 509–510 eliminating in internal changeover, 518–523 Required volume planning, 52 Research and development, 37 Reserved carts, for changeover, 531–532 Reserved seat method, 489–490 painting process example, 490 Resistance, 42, 43, 199, 201–202 and arguments against JIT improvement, 200 and inventory accumulation, 322 by foremen and equipment operators, 30 from senior management, 15 to change, 41, 84 to multiple-skills training, 407 Responsiveness, 453 Retention, 56, 57, 160, 186, 187 and anticipatory buying, 162 and anticipatory manufacturing, 162 and capacity imbalances, 161–162 in shish-kabob production, 484 process, retention, transfer system, 59 reducing, 59 waste in, 160–163 Retention waste eliminating, 213–214 lot waiting waste, 215–216 process waiting waste, 214

Retooling time, 633 Retooling volume, 633 Return on investment (ROI), inventory and, 95 Return to start position, 663 applying jidoka to, 666, 667 Returning waste, 511 Rhythmic motions, 221 Rules, for safety, 696, 697, 699

S S-shaped manufacturing cells, 362 Safety, 152, 406, 725 basic training for, 698–699 defined, 698–699 for multi-process operations, 403–404 full-fledged, 70–709 in JIT production system, 12 in PQCDS approach, 3 in standard operations chart, 701 poka-yoke applications, 703–703 standard operations goals, 624 through 5Ss, 241 visual assurance, 707–708 Safety cage, 704 Safety check points, for standard operations charts, 637 Safety improvement, pneumatic cylinders to springs, 694 Safety plate, 703 Safety strategies for zero injuries/accidents, 699–709 Salad oil example, 312 Sales figures and equipment improvements, 115 impact of seasons and climatic changes on, 97 Sales price, 36 basis in market price, 35 Sampling inspection, 120–122 Screw-fastening operation, waste in, 148 Searching waste, 154 Seasonal adjustments, 323–324 Seiketsu (cleanup), 16, 239, 246–247 Seiri (proper arrangement), 16, 238, 243–245 photo exhibit, 260 Seiso (cleanliness), 16, 239, 246

Index  ◾  I-23

Seiton (orderliness), 16, 245–246, 328 photo exhibit, 260 Self-inspection, 392 Senior management approval for 5S approach, 262 ignorance of production principles, 88 need to believe in JIT, 139 on-site inspection by, 264 responsibility for 5S strategy, 263 role in awareness revolution, 14–15 role in production system change, 3 Seniority, as basis of pay raises, 394 Sensor assembly line, multi-process operations on, 363 Sequential mixed loads, 379 Serial operations, 224 calculations for parts-production capacity work tables, 633 eliminating, 527–529 Set-up applying human automation to, 669 pre-manufacturing, 499 unprocessed workpieces, 663, 667 Set-up errors, 560, 586, 601–606 Seven QC tools, 132, 133 Seven types of waste, 172–174 conveyance waste, 176 defect production waste, 176–177 idle time waste, 178–179 inventory waste, 175–176 operation-related waste, 178 overproduction waste, 174–175 process-related waste, 177–178 Shared specifications, 419 Shish-kabob production, 10, 17, 18, 20, 46, 70, 104, 166, 207 approach to processing, 329–330 as large-lot production, 423 as obstacle to synchronization, 371–373 disadvantages, 158 equipment approach, 331 equipment layout in, 330 in-process inventory approach, 331 lead time approach, 331 operator approaches, 330–331 production scheduling for, 476 rational production approach in, 330 vs. flow production, 328–332 vs. level production, 482–485, 486 waste in, 158 Shitsuke (discipline), 16, 239, 247–249 Short-delivery scheduling, 379, 497

Shotblaster at diecast factory, 375 compact, 354, 377, 398–399 Shukan (custom), 689 Signal kanban, 443, 445, 446 Signboard strategy, 442, 455, 464 amount indicators, 301–302 and FIFO, 302–303 defined, 294–296 determining locations, 296 die storage site using, 530 for delivery site management, 383 for visual orderliness, 293–294 habitual orderliness, 302 indicating item names, 299–300 indicating locations, 298 item indicators, 301 location indicators, 299 parking lot item indicator examples, 300 preparing locations, 296–298 procedure, 297 signboard examples, 295 steps, 296–302 Signboards, 43, 44, 265–268 overall procedure, 267 waste prevention with, 231 Simplified work procedures, 404 and defect prevention, 549 Single-process workers, 339, 375, 419 Single-product factories, 71 Single-product load, 379 Sink cabinet factory, flow production example, 493 Skin-deep automation, 79 Slow-but-safe approach, 102–103 Small-volume production, xi, 2, 62, 278, 321, 497 Social waste, 159 Solder printing process, flow of goods improvement, 641 Sorting inspection, 168, 169 Spacer blocks and manual positioning, 524–525 eliminating need for manual dial positioning with, 526 Speaker cabinet processing operations, improvements, 646–647 Special-order production, 2 Specialization in Western vs. Japanese unions, 393–394 vs. multi-process operations, 639

I-24  ◾  Index

Specialized carts, for changeover operations, 532 Specialized lines, 371–373 Specialized machines, cost advantages, 332 Speed, vs. cycle time, 116 Spindle hole punch processing omission, 590 Spirit of improvement, 43, 44 Staff reduction, 62, 418 Standard operating processes (SOPs), 23 Standard operation forms, 626 parts-production capacity work table, 626 standard operations chart, 627–628, 628 standard operations combination chart, 626, 627 standard operations pointers chart, 626–627, 627 steps in creating, 630–638 work methods chart, 627 Standard operations, 24, 50, 65, 193–194, 224, 623, 708–709, 724 and multi-skilled workers, 650–651 and operation improvements, 638–649 as endless process, 624 combination charts for, 223–226 communicating meaning of, 652 cost goals, 624 cycle time and, 625 defined, 623 delivery goals, 624 eliminating walking waste, 645–649 equipment improvements facilitating, 640 equipment improvements to prevent defects, 640 establishing, 628–630, 629–630, 654 factory-wide establishment, 652 forms, 626–628 goals, 624 implementing for zero injuries/accidents, 699–703 improvement study groups for, 653 improvements to flow of goods/materials, 638–640 in JIT production system, 11–12 materials flow improvements, 641 motion waste elimination through, 639 movement efficiency improvements, 642–643 multi-process-operations improvements, 639 need for, 623–624 obtaining third-party help, 653

one-handed to two-handed task improvements, 644–645 operational rules improvements, 639–640 parts placement improvements, 643 picking up parts improvements, 643–644 preserving, 650–654 quality goals, 624 rejection of status quo in, 653 reminder postings, 652 role in JIT introduction, 23–24 safety goals, 624, 697 separating human work from machine work for, 640, 649–650 sign postings, 652 spiral of improvement, 629 standard in-process inventory and, 625–626 ten commandments for, 651–654 three basic elements, 625–626 transparent operations and, 628 waste prevention through, 226 wood products manufacturer’s combination charts, 227 work sequence and, 625 workshop leader skills, 652, 653 Standard operations chart, 627, 628, 629, 631, 637 safety points, 700, 701 steps in creating, 630–632, 636–638 Standard operations combination chart, 193, 457, 626, 627, 629, 631, 825–826 steps in creating, 634–636 Standard operations form, 831–833 Standard operations pointers chart, 626–627, 627 Standard operations summary table, 827–828 Standard parameters, changeover of, 499 Standardization of equipment, 421 waste prevention by, 228–230 Standby-for-lot inventory, 161 Standby-for-processing inventory, 161 Standing signboards, 462–463 Standing while working, 19, 118, 355, 424, 425, 429 and cooperative operations, 368 as condition for flow production, 339 in assembly lines, 355–359 in multi-process operations, 399–400 in processing lines, 359–360 work table adjustments for, 360 Statistical inventory control methods, 475

Index  ◾  I-25

Statistical method, 570 poka-yoke, 659 Status quo denying, 205 failure to ensure corporate survival, 15 reluctance to change, 42 Steady-demand inventories, 476 Stockpiling, 160 Stop devices, 566–567 Stop-and-go production, 55–59, 57 Stopgap measures, 150 Storage, cutting tools, 318 Straight-line flow production, 340, 360 Subcontracting, applying JIT to, 47 Subcontractors, bullying of, 378 Sudden-demand inventories, 476 Suggestion systems, 36 Supplier kanban, 443, 444 Supplies management, 81 Surplus production, 323 and defects, 549 Sweat workers, 74, 75 Symmetrical arm motions, 220–221 Synchronization, 363–364 as condition for flow production, 337 bottlenecked process obstacle, 364 changeover difficulties, 373 obstacles to, 364–368 PCB assembly line, 366, 367 push method as obstacle to, 364–365 work procedure variations as obstacle to, 367–371

T Taboo phrases, 202 Japanese watch manufacturer, 203 Takt time, 368, 469, 482 Tap processing errors, 606 Tapping operations, defect prevention, 673–674 Temporary storage, 160 Three Ms, in standard operations, 623 Three Ps, 432 Three-station arrangements, 165 Time graph analysis, changeover improvements, 513 Time workers, 75 Tool bit exchange, one-touch, 522

Tool elimination as internal changeover improvement, 519–520 by transferring tool functions, 316 Tool preparation errors, 560, 587, 615 Tools 5-point check for orderliness, 256 applying orderliness to, 307 close storage site, 311 color-coded orderliness, 308–309 combining, 314, 315 easy-to-maintain orderliness for, 307 eliminating through orderliness, 313–316 indicators, 308, 309 machine-specific, 311 outlined orderliness, 309 Tools placement, 222 order of use, 222 Top-down improvements, 134–139 Torque tightening errors, 599 Torso motion, minimizing, 221 Total quality control (TQC), 36, 132 Total value added, 715 Training for basic safety, 698–699 for multi-process operations, 407–413 for multiple skills, 400 in CCO, 708 in Japanese vs. Western factories, 395 Training costs, for multi-process operations, 394–395 Transfer, 56, 57, 58 Transfer machine blade replacement, 528 Transparency, in multi-process operations, 405 Transparent operations, and standard operations, 628 Transport kanban, 443 Transport routes, 380–382 Transportation lead-time, 99 Two-handed task improvements, 644–645 and safety, 704 Two-process flow production lines, 360

U U-shaped manufacturing cells, 340, 360–362 as condition for flow production, 341 for multi-process operations, 395–396

I-26  ◾  Index

Unbalanced capacity, 322 Unbalanced inventory, 161, 322 Union leadership, 84 Unmanned processes, 668 Unneeded equipment list, 767 Unneeded inventory list, 765, 766 Unneeded items moving out, 266 separating from needed items, 266 throwing out, 266 types and disposal treatments, 277 unneeded equipment list, 278 unneeded inventory items list, 277 Unprocessed workpieces, set-up, 663, 668 Unprofitable factories, anatomy of, 38 Usability testing, and defect prevention, 549–550 Use points, maximum proximity, 222 Usefulness, and value-added, 147

V Value analysis (VA), 157 Value engineering (VE), 157 Value-added work, 85, 166 JIT Management Diagnostic List, 717 vs. wasteful motion, 86, 147 VCR assembly line, cooperative operations example, 429 Vertical development, 20, 24–27, 26, 378, 391 Vertical improvement makers, 167 Vibration switches, 574 applications, 583 Visible 5Ss, 249–251, 252 visible cleanliness, 253 visible discipline, 254–255 visible orderliness, 252–253 visible proper arrangement, 251–252 visibly cleaned up, 253 Visible cleanliness, 253 Visible discipline, 254–255 Visible orderliness, 252–253 with signboard strategy, 295 Visible proper arrangement, 251–252 Visibly cleaned up, 253 Visual control, 26, 120, 231, 251, 723 and kaizen, 471–473 andon for, 456, 464–470

as non-guarantee of improvements, 453–454, 472–473 defect prevention with, 563 defective item displays for, 456, 457, 458 error prevention through, 456, 458 for safety, 700 in JIT production, 10–11 in kanban systems, 437 kaizen boards for, 462 kanban for, 456, 457 management flexibility through, 419 preventing communication errors with, 556 process display standing signboards, 462–463 production management boards for, 456, 457, 470–471 red demarcators, 455, 456 red tag strategy for, 268–269, 455, 456 signboard strategy, 455, 456 standard operation charts for, 456, 457 standing signboards for, 462–463 through kanban, 440 types of, 455–459 visual orderliness case study, 459–462 waste prevention with, 230–232 white demarcators, 455, 456 Visual control tools, roles in improvement cycle, 473 Visual orderliness case study, 459–462 in electronics parts storage area, 460 signboard strategy for, 293–306 Visual proper arrangement, 17 Visual safety assurance, 707–708 Vocal pull production, 371, 372 Volume of orders, and production output, 61

W Walking time, 635 Walking waste, 153–154, 173, 536 eliminating for standard operations, 645–649 Wall of fixed ideas, 210 Warehouse inventories, 161, 175 as factory graveyards, 73 reduction to zero, 20 Warehouse maintenance costs, 73

Index  ◾  I-27

Warehouse waste, 69 Warning andon, 466–468 Warning devices, 567 Warning signals, 567 Washing unit, 364 compact, 356 in-line layout, 365 Waste, xii, 15, 643 5MQS waste, 152–159 and corresponding responses, 180 and inventory, 48 and motion, 75 and red tag strategy, 269 as everything but work, 182, 184, 191 avoiding creation of, 226–236 concealment by shish-kabob production, 17, 158 conveyance due to inventory, 90 deeply embedded, 18, 150, 151 defined, 146–150 developing intuition for, 198 eliminating with 5Ss, 508–511 elimination by kanban, 440 elimination through JIT production, xi, 8, 341–342 embedding and hiding, 84 examples of motion as, 76 hidden, 179 hiding in conveyor flows, 67 how to discover, 179–181, 179–198 how to remove, 198–226 identifying in changeover procedures, 508–511 in changeover procedures, 501 in external changeover operations, 510–511 in internal changeover operations, 509–510 in screw-fastening operation, 148 inherited vs. inherent, 79–84 invisible, 111 JIT and cost reduction approach to, 69–71 JIT Production System perspective, 152 JIT seven types of, 172–179 JITs seven types of, 172–179 latent, 198 making visible, 147 minimizing through kanban systems, 437 production factor waste, 159–172 reasons behind, 146–150 reinforcing by equipment improvements, 111–112

related to single large cleaning chamber, 155 removing, 84–86, 198–226 severity levels, 171–172 through computerization, 83 total elimination of, 145, 152 types of, 151–179 Waste checklists, 194–198 five levels of magnitude, 195 how to use, 195 negative/positive statements, 197 process-specific, 195, 196, 197, 198 three magnitude levels, 197 workshop-specific, 195 Waste concealment, 454 by inventory, 326, 327 revealing with one-piece flow, 350–351, 352 Waste discovery, 179–181 back-door approach to, 181–183 through current conditions analysis, 185–198 with arrow diagrams, 186–190 with one-piece flow under current conditions, 183–185 with operations analysis tables, 190–192 with standard operations, 193–194 with waste-finding checklists, 194–198 Waste prevention, 226, 228 and do it now attitude, 236 by avoiding fixed thinking, 235–236 by outlining technique, 231 by thorough standardization, 228–230 with 5W1H sheet, 232–236 with andon, 232 with kanban system, 232 with one-piece flow, 353 with pitch and inspection buzzers, 232 with red tagging, 231 with signboards, 231 with visual and auditory control, 230–232 Waste proliferation, 198, 199 Waste removal, 198–199 50% implementation rate, 205–206 and Basic Spirit principles for improvement, 204 and denial of status quo, 205 and eliminating fixed ideas, 204 basic attitude for, 199–211 by correcting mistakes, 207 by cutting spending on improvements, 207 by experiential wisdom, 210–211 by Five Whys approach, 208–210

I-28  ◾  Index



by using the brain, 208 in wasteful movement, 211–217 lot waiting waste, 219 positive attitude towards, 204–205 process waiting waste, 218 through combination charts for standard operations, 223–226 wasteful human movement, 217–223 Waste transformation, 198 Waste-finding checklists, 737–743 process-specific, 739, 741, 742, 743 workshop-specific, 738, 740 Waste-free production, 49 Waste-related forms, 730 5W1H checklists, 744–746 arrow diagrams, 730–732 general flow analysis charts, 733–734 operations analysis charts, 735–736 waste-finding checklists, 737–743 Wasteful movement and eliminating retention waste, 213–217 by people, 217–223 eliminating, 211, 213 Wastology, 145 Watch stem processes, 397, 398 Watching waste, 154 Weekly JIT improvement report, 846–848 Whirligig beetle (mizusumashi), 465 Wire harness molding process, internal changeover improvement case study, 517–518 Withdrawal kanban, 444 Wood products factory, multi-process operations in, 425 Work as value-added functions, 182 meaning of, 74–75 motion and, 74–79 vs. motion, 657, 659 Work environment, comfort of, 223 Work methods chart, 627, 629, 829–830 Work operations, primacy over equipment improvements, 103–108 Work sequence, 636 and standard operations, 625 arranging equipment according to, 638 for standard operations charts, 636 Work tables, ergonomics, 222 Work-in-process, 8 management, 81, 83 Work-to-motion ratio, 86 Work/material accumulation waste, 173

Worker hour minimization, 62, 66–69 Worker mobility, 19 Worker variations, 367–371 Workerless automation, 106 Workpiece directional errors, 605 Workpiece extraction, 663 Workpiece feeding, applying automation to, 665 Workpiece motion, waste in, 158–159 Workpiece pile-ups, 25, 118 Workpiece positioning errors, 605 Workpiece processing, applying jidoka to, 664 Workpiece removal applying human automation to, 668 motor-driven chain for, 695 with processed cylinders, 667 Wrong part errors, 587, 612, 613 Wrong workpiece, 560, 587, 614

Y Yen appreciation, xi

Z Zero accidents, 699 Zero breakdowns, 684, 685 production maintenance cycle for, 687 with 5S approach, 241 Zero changeovers, with 5S approach, 242 Zero complaints, with 5S approach, 242 Zero defects, 545 5S strategy for, 565 human errors and, 562–563 information strategies, 563 machine cause strategies, 564 material cause strategies, 564 overall plan for achieving, 561–565 production maintenance cycle for, 687 production method causes and strategies, 564–565 with 5S approach, 241 Zero defects checklists three-point evaluation, 619–620

Index  ◾  I-29

three-point response, 620–622 using, 616–622 Zero delays, with 5S approach, 242 Zero injuries strategies for, 699–709

with 5S approach, 241 Zero inventory, 20, 98–102 importance of faith in, 176 Zero red ink, with 5S approach, 242 Zigzag motions, avoiding, 221

About the Author Hiroyuki Hirano believes Just-In-Time (JIT) is a theory and technique to thoroughly eliminate waste. He also calls the manufacturing process the equivalent of making music. In Japan, South Korea, and Europe, Mr. Hirano has led the on-site rationalization improvement movement using JIT production methods. The companies Mr. Hirano has worked with include: Polar Synthetic Chemical Kogyo Corporation Matsushita Denko Corporation Sunwave Kogyo Corporation Olympic Corporation Ube Kyosan Corporation Fujitsu Corporation Yasuda Kogyo Corporation Sharp Corporation and associated industries Nihon Denki Corporation and associated industries Kimura Denki Manufacturing Corporation and associated industries Fukuda ME Kogyo Corporation Akazashina Manufacturing Corporation Runeau Public Corporation (France) Kumho (South Korea) Samsung Electronics (South Korea) Samsung Watch (South Korea) Sani Electric (South Korea) Mr. Hirano was born in Tokyo, Japan, in 1946. After graduating from Senshu University’s School of Economics, Mr. Hirano worked with Japan’s largest computer manufacturer in laying the conceptual groundwork for the country’s first full-fledged production management system. Using his own I-31

I-32  ◾  About the Author

interpretation of the JIT philosophy, which emphasizes “ideas and techniques for the complete elimination of waste,” Mr. Hirano went on to help bring the JIT Production Revolution to dozens of companies, including Japanese companies as well as major firms abroad, such as a French automobile manufacturer and a Korean consumer electronics company. The author’s many publications in Japanese include: Seeing Is Understanding: Just-In-Time Production (Me de mite wakaru jasuto in taimu seisanh hoshiki), Encyclopedia of Factory Rationalization (Kojo o gorika suru jiten), 5S Comics (Manga 5S), Graffiti Guide to the JIT Factory Revolution (Gurafiti JIT kojo kakumei), and a six-part video tape series entitled JIT Production Revolution, Stages I and II. All of these titles are available in Japanese from the publisher, Nikkan Kogyo Shimbun, Ltd. (Tokyo). In 1989, Productivity Press made Mr. Hirano’s JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future available in English.