Contents

Sheets
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

5S Check List
5S Evaluation
Actin Plan & Report - Individual
Cause & Effect Diagram
Cause & Effect Diagram Example
Design Of Experiment Grid
Is-Is Not page 1
Is-Is Not page 2
Kanban Worksheet
Lean Assessment
Lean Evaluation Radar Chart
Lean Project Tracking Sheet
Meeting Agenda Blank
Metrics Sheet & Example
OEE Worksheet
PDCA Sheet
Problem Solving Worksheets
Rapid Improvement Event (REI) Agendas
Rapid Improvement Event (REI) Worksheets
Rapid Improvement Event Before & After Worksheet
Six Sigma Summary Sheet
Standardized Work Chart
Standardized Work Breakdown Sheet
Standard Work Combination Sheet
Time Observation Sheet
Value Added (VA) versus Non Value Added (NVA) Worksheet
Visual Controls Check Sheet
Value Stream Map (VSM) Action Planning Sheet & Example

5 - S Evaluation
AREA EVALUATED:
SUPERVISOR:

SHIFT:

RATING SCALE: 0-5 (POOR=0, EXCELLENT=5)

ITEM NUMBER
AND DESCRIPTION
1. REMOVING UNNECESSARY ITEMS
2. STORAGE OF CLEANING EQUIPMENT
3. FLOOR CLEANING
4. BULLETIN BOARD
5. EMERGENCY ACCESS
6. ITEMS ON THE FLOOR

7. AISLEWAYS - MARKINGS
8. AISLEWAYS - MAINTENANCE

9. STORAGE AND ARRANGEMENT

10. EQUIPMENT - PAINTING
11. EQUIPMENT - CLEANLINESS

12. EQUIPMENT - MAINTENANCE

13. EQUIPMENT STORAGE

14. DOCUMENTS - STORAGE

15. DOCUMENTS - CONTROL

16. TOOLS / GAUGES CONTROL

17. TOOLS / GAUGES CONVENIENCE

18. SHELVES, BENCHES AND DESKS

ARRANGEMENT
19. SHELVES, BENCHES AND DESKS
CONTROL
20. 5S CONTROL AND MAINTENANCE

ITEM SCORE
( 0 - 5)
ALL ITEMS NOT NECESSARY FOR PERFORMING WORK ARE
REMOVED FROM THE WORKPLACE.
ALL CLEANING EQUIPMENT IS STORED IN A NEAT MANNER.
HANDY AND EASILY AVAILABLE AS NEEDED.
ALL FLOORS ARE CLEAN AND FREE OF DEBRIS, OIL AND DIRT.
CLEANING OF FLOORS IS DONE ROUTINELY - DAILY @ MINIMUM.
NO OUTDATED, TORN OR SOILED ANNOUNCEMENTS ARE DISPLAYED.
ALL BULLETINS ARE ARRANGED IN A STRAIGHT/NEAT MANNER.
FIRE HOSES AND EXTINGUISHERS ARE UNOBSTRUCTED AND STORED
IN AN EASY-TO-LOCATE MANNER. E-STOPS ARE COLOR CODED.
WIP, TOOLS AND OTHER MATERIAL ARE NOT LEFT SITTING ON THE
FLOOR. ITEMS ARE POSITIONED ON THE FLOOR IN CLEARLY
MARKED AREAS, BOXED WITH CE's COLOR-CODED SYSTEM
AISLES AND WALKWAYS ARE CLEARLY LINED AND IDENTIFIABLE.
PAINT OR TAPE IS IN GOOD CONDITION AND NEAT.
AISLES ARE ALWAYS FREE OF MATERIAL AND OBSTRUCTIONS.
NOTHING IS PLACED ON THE LINES, AND OBJECTS ARE ALWAYS @
RIGHT ANGLES TO THE AISLEWAYS.
STORAGE OF BOXES, CONTAINERS AND MATERIAL IS ALWAYS NEAT
AND AT RIGHT ANGLES.
ALL MACHINES AND EQUIPMENT ARE NEATLY PAINTED. NO PLACES
IN THE AREA LESS THAN 2 METERS HIGH ARE UNPAINTED.
ALL MACHINES AND EQUIPMENT ARE KEPT CLEAN AND UNSOILED BY
DAILY CARE. GLASS(WINDOWS) AND WORK SURFACES ARE CLEAN
AND POLISHED. TABLE TOP SURFACES ARE CHANGED IF NEEDED.
CONTROLS OF MACHINES ARE PROPERLY LABELED AND CRITICAL
POINTS FOR DAILY MAINTENANCE CHECKS (i.e.. FLUID AND LUBE
LEVELS) ARE CLEARLY MARKED. EQUIPMENT CHECK SHEETS ARE
NEATLY DISPLAYED AND KEPT CLEAN AND UPDATED.
NOTHING IS PLACED ON TOP OF MACHINES, TOOLS OR CABINETS.
NOTHING LEANS AGAINST WALLS OR COLUMNS. GUARDS OR DEFLECTTORS ARE USED TO KEEP WASTE FROM FALLING TO THE FLOOR.
ONLY DOCUMENTS NECESSARY TO THE WORK ARE STORED AT
WORK STATIONS. DOCUMENTS ARE STORED IN A NEAT MANNER.
ALL DOCUMENTS ARE LABELED CLEARLY AS TO THE CONTENTS
AND RESPONSIBILITY FOR CONTROL AND REVISION. NO UNLABELED
BINDERS / DOCUMENTS ARE PRESENT. OBSOLETE OR UNUSED
DOCUMENTS ARE ROUTINELY PURGED.
TOOLS, JIGS AND FIXTURES ARE ARRANGED NEATLY AND STORED
IN A WAY THAT THEY ARE KEPT CLEAN AND FREE OF ANY RISK OF
DAMAGE.
TOOLS, JIGS AND FIXTURES ARE ARRANGED SO THEY CAN BE EASILY
ACCESSED WHEN CHANGE-OVERS OR SET-UPS ARE MADE, THUS
INCREASING PRODUCTIVITY. THE SAME FOR GAUGES AND MEASURING
EQUIPMENT USED FOR QUALITY.
THESE ARE ARRANGED, DIVIDED AND CLEARLY LABELED SUCH
THAT IT IS OBVIOUS WHERE THINGS ARE STORED AND WHERE
THEY SHOULD BE RETURNED.
THESE ARE KEPT FREE OF UNUSED OBJECTS, INCLUDING FILES AND
DOCUMENTS. TOOLS OR ANY PIECES OF EQUIPMENT ARE CLEANED
BEFORE BEING REPLACED TO PROPER POSITION.
THERE IS A DISCIPLINED SYSTEM OF CONTROL AND MAINTENANCE
TO ENSURE THAT ALL OF THE ABOVE MENTIONED ITEMS ARE
MAINTAINED AT THE HIGHEST POSSIBLE LEVEL. IT IS THE RESPONSIBILITY OF MANAGEMENT TO MAINTAIN THIS SYSTEM.

TOTAL =

/20 =
THIS EVALUATION IS TO BE COMPLETED EACH SHIFT BY EACH SUPERVISOR. IT IS TO EVALUATE THE
PRIOR SHIFTS PERFORMANCE ON 5S ISSUES. DROP THE EVALUATION IN THE 5S DROP BOX WHEN COMPLETED.
PLEASE PLACE COMMENTS FOR SCORES OR SUGGESTIONS FOR IMPROVEMENTS ON THE BACKSIDE OF THE SHEET.

Network Path: Fileserver1\CE\Corp\

Quality\WI\Trim\Forms\All Trim Groups

TR09-04-01a
Last Revised: 9/20/99

Action Plan & Report

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

Signature: _____________________________________________________________________________ Date: ______________

I completed _________________________training on

/ / , and my current level of confidence with this topic and material is:
High - Medium - Low (Cirle one)

Three key points from this training are:

1.
2.
3.

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

1.
2.
3.

What three things will I try to do to improve?

1.
2.
3.

How and when will I measure my improvement?

Cause & Effect Diagram: List "Effect"

Manpower

Methods

Machines

List "Effect" or outcome

Mother Nature

Materials

Measures
KEY VARIABLES

Other Concerns
>
>

>

Prepared by Rob Ptacek 11/11/2015

Page 11

Cause & Effect Diagram: EXAMPLE Schedule Attainment

Manpower
> New people
> Poor skills & slow
> Trainees to Trainer ratio
>
>
>

Machines
> Lack of good tools
> No enough tools
> Not enough assy stations
>
>

Measures
> Over capacity bookings
> Capacity planning
> order size impact on throughput
>
>
Schedule Attainment below
Goal

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

Mother Nature
> Lack of space
> Lack of assy stations
> Poor faclities layout?
>

Materials
> Missing or lost
> Late from supplier
> Taking from one oredr to use on another
>

KEY VARIABLES
> Drop in orders
> Schedule Changes
> Order size
> Lack of materials
> Trainees on site

Other Concerns
>

Prepared by Rob Ptacek 11/11/2015

Page 12

> OJT training techniques effectiveness

> No tools storage standards
> Poor connection to std work & goals
> Capacity planning
> Rush orders
> Not running one piece flow
> Big batches

Other Concerns
>

Prepared by Rob Ptacek 11/11/2015

Page 13

Design of Experiment Title:

Design of Experiment
Grid

Variable 1

High

Varable 2

Variable A Variable B Variable C Variable 3

High

Big

Medium

Low
High
High

Small

Medium

Low

High

Big

Medium

Low
Low
High

Small

Medium

Low

Big

High

Medium

Small

Low

Comments , Findings, and Conclusions:

Low

High

Medium

Big

Low

High

Medium

Small

Low

High

Meduium

Low

294408380.xls

Is/ Is Not
Date:
Symtom:
Problem Description:
Is/ Is Not Questions
What

Completed By:

Is

Is Not

Deductions about facts & other information.

Changes & dates

Differences

Direction / Priority Setting

Most Likely Causes & Proposed DOE's

Object?

Defect?

Where

On object?

Geographically?

When

First Seen?

Else seen?

In process seen?

How

Many objects have

defects?

Many defects per

object?

What

Is the trend?

Confidential

11/11/2015

Page 15

294408380.xls

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

(Determine Cause & Corrective Action for both how the failure occurred, and how it escaped your systems.)
OCCUR: How did the failure occur?
Verify Root Cause(s): Combine problem description with
changes to determine most probable root cause(s). Eliminate all
but one root cause by verification through making the failure
come & go.

ESCAPE: How did the failure escape our systems?

Ask Why to the potential causes.

Corrective Action & Decision Making: Evaluate corrective

actions against time, cost & customer satisfaction.

Verify Corrective Action selected by testing failure. (Do not

create another undesirable effect.)

Implement Corrective Action and make Permanent: Establish

an audit or other guarantee that the corrective action stays in
place.

Is-Is Not p2

Kanban Implementation Worksheet

Team:

Area:

Date:

Proposal Kanban System:

Current State:

Future State:

Effect or Watse Reduction:

Future Actions:

eet

e:

LEAN TRANSFORMATION ASSESSMENT & RECOMMENDATIONS

Facility:

Process:

Assessor:

Date:

Distribution:
Criteria

Scores
Max Area

VALUE STREAM MAP (Why?: Using data, visually drives flow production, short lead time, quality improvement, lowest cost
1 production)
(Evaluates material(s) and information flow form customer order entry through manufacturing to suppliers)

(a) A current state Value Stream Map does not exist for product or product families
(b) A current and future state Value Stream Map exists for product or product families
(c) A strategic implementation plan for future state exists and is being executed

0
5
10

2 TAKT TIME (Why?: Provides fast response to problems, drives elimination of causes of unplanned downtime, forces changeover)
(Calculates and synchronizes rate of production to rate of sales)

(a) The rate of production is not paced to Takt Time or rate of sales.
(b) Takt time has been determined for product(s) but is seldom followed.
(c) Takt time exists for product(s) and is strictly used to pace production.

0
5
10

CONTINUOUS FLOW (ONE-PIECE FLOW) (Why?: Drives process reliability, reduction of changeover time and unplanned
3 downtime)
(Creates production flow of one piece at a time passed immediately to next process step)

(a) There is no standard work defined for process. Pieces are batched between process steps.
(b) Standard is sometimes followed and supported by 5s some visual controls and materials
(c) Standard work strictly followed and supported by 5s, visual controls, materials and TPM
4 DEMAND-PULL (Why?: Drives accurate control of production between flows without MRP and the reduction of inventory)
(For non-continuous flow operations creates production on demand without routine scheduling)
(a) Non-continuous flow operations are scheduled. Production is not paced by customer demand.
(b) Kanban supermarkets for withdrawal and production exists but are not strictly maintained.
(c) Kanban supermarkets for withdrawal and production are strictly maintained.

0
5
10

0
5
10

5 SCHEDULE ONE PRODUCTION PROCESS (Why?: Drives inventory reduction and improves capacity utilization)
(Maintains demand-pull by scheduling only the process controlled by the outside customer's orders)

(a) For each product(s), separate schedules are set for major processes. No pacemaker process.
(b) For each produce(s), only the pacemaker process is scheduled at least 50% of the time.
(c) For each product(s), the pacemaker process is strictly scheduled to drive production flow.

0
5
10

6 LEVELED PRODUCTION MIX (Why?: Reduces lead time to fill fluctuating customer demand, reduction of inventory levels)
(Distributes the production of different products evenly over time at the pacemaker process)

(a) No mixed production exists for product families. Multiple lines or individual runs used.
(b) Mixed production consists of 2 or more units back-to-back for each product family on one line.
(c) Mixed production consists of only one unit back-to-back for each product family on one line.

0
5
10

LEVELED PRODUCTION VOLUME (Why?: Drive reliability by promptly highlighting problems for corrective action
7 improvements)
(Creates a "pull" by releasing and withdrawing small, consistent increments of work at pacemaker process)

(a) Production schedule is released in large inconsistent increments of 24 hours or more.

(b) Production schedule is released in small, consistent increments of 8 to 24 hours.
(c) Production schedule is released in small, consistent increments of 2 hours or less.

0
5
10

SMALL LOT PRODUCTION (Why?: Drives reliability through reduction in set-up time, lead time to respond to fluctuations in
8 customer demand)
(Establishes small daily lot sizes for high volume parts in non-continuous flow processes (Fabrication, etc)

(a) No lot sizes are defined for high volume part numbers. Maximum runtime is preferred.
(b) Large lot sizes have been defined. High volume parts are run in lost sizes of 2 or more days
(c) Small lot sizes have been defined. High volume parts are run daily lot sizes or less.

0
5
10

DEDICATED CI RESOURCES (Why?: Improves daily reliability by driving change velocity through training and application of
9 lean principles)
(Drives planning and execution of lean manufacturing transformation)

(a) Management is not trained, but supports lean effort with a dedicated workforce of 1% or less.
(b) Management is trained and supports lean effort with a dedicated workforce of 1% to 2%.
(c) Management is trained and supports lean effort with a dedicated workforce of 2% or more.
### RETURN ON INVESTMENT (Why?: Drives Economic Value Added - EVA)

0
5
10

(Ties current lean manufacturing strategy consistently with future investments)

(a) No formal process exists for a "lean" review of capital investments and new products/processes.
0
(b) "Lean" review process for capital investments, new products/processes is sometimes followed.
5
(c) "Lean" review process for capital investments, new product/processes is strictly followed.
10
Maximum Lean Transformation Points 100
Actual Lean Transformation Points

Team

Radar Chart Measures

5-S
Quality Process
Work Cells / PC's
Visual Controls
Standard Work
TPM
Continuous Flow
Pull Systems
Leveling
Quick Changeovers
Training
Supplier / Customer Alliances

Scores
1
2
2
2
3
2
1
1
2
2
3.5
3

Suppli

Radar Chart

Supplier / Customer Alliances

Training

5-S
4

Quality Process
Work Cells / PC's

2
Quick Changeovers
Leveling

0Visual Controls
Standard Work

Pull Systems
TPM
Continuous Flow

LEAN IMPROVEMENT TRACKING SHEET

Group:
Plant Manager:
Date:
Kaizen or Six Sigma Project

Complete:
On Schedule:
Over Due:
Project
Leader

Value
Stream
Map Ref:
#

Target Area

Current State
Measures

Key Objective & Results to Date

Future State
Customer
Targets
Results
Impact

Investment
Required

Due
Date

MEETING WORKSHEET
START TIME:

STOP TIME:

MEETING TOPIC:

AREA:

DATE:

ATTENDENCE:

AGENDA

ACTION ITEMS: Who, What, When

1.

1.

2.

2.

3.

3.

4.

4.

5.

5.

6.

6.

7.

7.

8.

8.

NEXT MEETING:

OTHER OUTCOMES:

Conveyance

Correction

Overproduction

Motion

Waiting

Inventory

Processes

Metrics Sheet: Key Performance Indicators

Category

KPI

Frequency

Data
Source

Data
Presentation

Mtd. Actual
Responsibility

Goal

2/1/2005

2/2/2005

2/3/2005

Customer
Satisfaction:
Complaints
Productivity, Cost Value Added
& Quality
(orders per
production
employee)

Daily

GM

GM

Weekly

Job
travelers
per week /
23

JH

1.5 ope

Jobs per Day

Daily

Job traveler

JH

35 jpd

GM

1500 /d

Pieces per day

Delivery

People

First Pass Approval Daily

%
Scrap Pieces
Daily

Job traveler

GM

100%

Product
Inquiry
Report

GM

< 40 ppd

On Time In Full
(OTIF %)
Lead-time (weeks)

Daily

Follow Up
Sheet
Back log

AM

TC

Backlog (weeks)

Weekly

Loss Time

Daily

Back log $ /
125$
Call in list

Housekeeping

Daily

TBD

Loss Time Injuries

(LTI)

Daily

Call in list

Weekly

Below Goal =
At Goal =

1.6

1.6

1.4

37

37

32

1806 1099 1238

100% 100% 100%
54

52

22

100

100

98

1 Week

TC

3 Weeks

2.4

2.4

2.4

BH

< 0.5 hrs

AM

100%

BH

0.25
70%
0

0
70%
0

0
70%
0

Mtd. Projected

Mtd. Target

Ytd. Actual

Week
Total

2005
Weekly Avg

2004
Weekly Avg

2003
Weekly Avg

2002
Weekly Avg

OEE WORKSHEET: Machine Name

DATE: <date>

AVAILABILITY
MONTH

1.

Scheduled time per shift

2.

Planned Downtime
- Breaks and Lunches
- Meetings
- Run to Run
- Planned Maintenance
- Operator not Available

Minutes

3.

Net Available Time

4.

All Other Downtime

- Failures
- Set-up and Adjustments
- Documented Minor Stoppages
- Startup losses

5.

NOVEMBER

0 Minutes

(1-2)

0 Minutes

0 Minutes

Operating Time

(3-4)

6. Availability

(5/3)

0 Minutes
#DIV/0! %

PERFORMANCE EFFICIENCY
7. Total Parts Run (Total Pieces Machined)

Parts

8. Ideal Cycle Time (Total Pieces Planned)(Planning/NcProgram)

(Min/Part)

#DIV/0! Minutes

Cycle Time

9. Performance Efficiency

((8x7)/5)

#DIV/0!

QUALITY RATE
10. Total Defects (Opps, Errors & Crash)
11. Quality Rate

0 Parts
((7-10)/7)

#DIV/0!

OVERALL EQUIPMENT EFFECTIVENESS

12. Overall Equipment Effectiveness
Reportable OEE can Not exceed availability.

((6x9x11)x100)
OEE

#DIV/0! %

PDCA PLANNING WORKSHEET

Part / Series / Subject

= Behind
= O.K.
= Completed

Date Last Modified:

Status / Legend

Team Members: (Innovation Leader)

PROBLEM STATEMENT:

Plant:

Department:

Completed by:

DO

PLAN

CHECK
Schedule Task Timing

Status

Item
No.

Initiative

Task

Responsibility
DURATION

MEASUREMENT
(CHECK)

Reviewed by:

START

FINISH

Date

Date

Projected
Base

Who

Date

ACTIONS
EFFECTIVE?
(see Note below)

Improvement
Time/$

Actual

Yes

No

Problem Solving Worksheet

Author:

Team:

Date:

1. Define the Problem (Note all symtoms & use the Is-Is Not form)

2. Describe Containment Actions (Who, What, When, Where, How, etc)

3. Describe Possible Causes (Use the Is-Is Not form)

4. Root Cause Determination Data Collection & Analysis

5. Develop & Test Possible Solutions

6. Define & Implement Corrective Action

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

8. Address the System, Prevent Recurrence & make Permanent

Rapid Improvement Event

Before and After Implementation Worksheet
Team
Area
Date
Improvement Proposal:

Current state

Future State

Effect or Watse Reduction

Future Actions

rksheet
e

Six Sigma Summary Sheet

Team Members Names:
Project Details
Company or area addressed:
Dates of project:
Include project goals, charter, business case, flow diagram, CTQ charts, etc.
DEFINE the project

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

Project
MEASURES

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

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

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

Methods of
CONTROL &
follow- up

Area:

Standardized Work Chart

Plant:

Hardware

OP

Process: Stud Assembler

Takt
Time

Product:

PG
sec.

Major Operational Steps

T
M
I
A
M
N
E

A T W T W T
U I A I A I
T M I M L M
O E T E K E

Cycle

of

sec.

Time
Date:

Approved By (G.L.):

Date:

Checked By (M.E.):

Date:

Last Updated By:

Seq. Q.C.
No. Check

of

Cindy Bos

Working Sequence
Walking
0

Return to Start

Safety
Precaution

SWIP

Critical

Safety

JOB BREAKDOWN SHEET

OPERATION: Stud assembly
PARTS: U137 Flip Qtr
TOOLS & MATERIALS: PET ring frame, stud, pal nut, stud press
SAFETY EQUIPMENT: 2 finger switches, safety glass
MAJOR STEP

KEY POINTS

REASONS

Include main steps that advance the job.

Make or break a job

Describe why the job is

done in the particular
way described in the
Key Point.

Quality
Safety
Ease of Operation

1. Inspect PET ring frame

1.1 Inspect for cracks, 1.1.1 Per customer

short shots, flash,
requirement
contamination

2. Place on stud table

2.1 Start on side of

frame with 1 stud in
middle

3. Load pal nut in press nest

3.1 Pal nut must be

3.1.1 To ensure proper
loaded with teeth down assembly
to hold stud securely

4. Inspect stud

4.1 Stud must

threaded with no
damage to threads

4.1.1 Per customer

requirement

5. Load stud into PET frame pocket

5.1 Stud must lay

completely in
rectangle pocket

5.1.1. To ensure
proper assembly

6. Align stud head

6.1 Stud must align

under press head

6.1.1 To ensure proper

assembly

7. Activate press

7.1 Hold both finger

switches at the same
time

7.1.1 To safely
activate press

8. Repeat steps for 14 more studs

8.1 There are 15 studs 8.1.1 Per customer

on each part
requirement

9. Place on staging rack

9.1 To stage for

priming operation

2.1.1 Standardization

294408380.xls

Standard Work Combnation Sheet

Part #

Date

Demand / Shift

Operation Number

Process Name

Dept.

TAKT Time

Prepared by

Step #

Time

Description of Operation
Manual

Totals

Rob Ptacek

Auto

Manual =
Walking =
Automatic =

wwwwwwwww

Operation Time (in Seconds)

Walk

Wait

5s

10 s

15 s

20 s

25 s

30 s

35 s

40 s

45 s

50 s

55 s

60 s

65 s

70 s

75 s

80 s

85 s

90 s

95 s

5s

10 s

15 s

20 s

25 s

30 s

35 s

40 s

45 s

50 s

55 s

60 s

65 s

70 s

75 s

80 s

85 s

90 s

95 s 100 s 105 s 110 s 115 s 120 s

Page 47

100s 105 s 110 s 115 s 120 s

11/11/2015

AUTODIE
INTERNATIONAL
Process:
Step

PROCESS TIMING
OBSERVATION SHEET
TIME OBSERVATION SHEET

Component Task

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
TIME FOR ONE CYCLE

VA NVA

Date:
Time:
TASK TIME

OBV:
OBV:
Notes

Process
Step

Process
Name

Type

Begin Time

Operation
time

Answer Phone

Process

0:00

0:00:25

Process

0:00

0:00:40

Process

0:01

0:00:05

Transport

0:01

0:01:15

Process

0:02

0:00:20

Process

0:02

0:03:45

Delay

0:06

0:06:05

Decision

0:12

0:00:00

Process

0:12

0:00:40

Process

0:13

0:00:05

Process

0:13

0:01:30

Process

0:14

0:00:15

Process

0:15

0:00:10

Process

0:15

0:00:05

Process

0:15

0:00:00

Process

0:15

0:07:35

Process
Process

0:22
0:22

0:00:00
0:01:45

Inspect
Process

0:24
0:25

0:00:30
0:00:10

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

Ask for Customer

Information
Does Customer
Have Account
Place on Hold
and Forward
Ask for Customer
Information
Take information
for Credit App
Wait for Credit
Approval
Approved?
Ask for Customer
Information
Does Customer
Have Account
Determine
Product Needs
Is Product On
Hand?
Check System for
Lead Time
Quote Lead Time
to Customer
Is Lead Time
Acceptable?

17
18

Contact
Manufacturing for
LT Information
Is Lead Time
Acceptable?
Place Order

19
20

Validate
Customer Ship
Info
Thank Customer

16

% Value Add

0.6710526316

0.3289473684

% Non Value Add

% Value Add

0.6710526316

0.2

0.4

0.3289473684

0.6

0.8

% Non Value Add

1.2

End Time Value add?

0:00:25

Yes

Value Add
Total
0:00:25

0:01:05

Yes

0:01:05

0:01:10

Yes

0:01:10

0:02:25

No

0:01:10

0:02:45

No

0:01:10

0:06:30

Yes

0:04:55

0:12:35

No

0:04:55

0:12:35

Yes

0:04:55

0:13:15

No

0:04:55

0:13:20

No

0:04:55

0:14:50

Yes

0:06:25

0:15:05

No

0:06:25

0:15:15

No

0:06:25

0:15:20

No

0:06:25

0:15:20

No

0:06:25

0:22:55

No

0:06:25

0:22:55
0:24:40

No
Yes

0:06:25
0:08:10

0:25:10
0:25:20

No
Yes

0:08:10
0:08:20

Summary
Value Added
Time
Total Time
% Non Value
Add
% Value Add

0:08:20
0:25:20
67%
33%

Process Type Breakdown

Process Time
Delay Time
Transport
Time
Inspection
Time

0:17:30
0:06:05
0:01:15
0:00:30

0.014

0.012

0.01

% Value Add

0.008

% Non Value Add

Proc ess T ime

Delay T ime
T ransport T ime

0.006

Inspec tion
T ime

0.012

0.01

% Value Add

0.008

% Non Value Add

Delay T ime
T ransport T ime

0.006

0.004

0.002

1.2

Proc ess T ime

Inspec tion
T ime

Max

0.002604

Min

-0.000868

Range

0.003472

Units

-20
0.00026

Proc ess T ime

Delay T ime
T ransport T ime
Inspec tion
T ime

Proc ess T ime

Delay T ime
T ransport T ime
Inspec tion
T ime

Plot Width
0.00

0.00
0.00
0.00
0.00
0.01
0.02
0.00
0.00
0.00

- At the SPEED of
SIGHT

- At the SPEED of
SIGHT

Page 1 of 2

- At the SPEED of
SIGHT

- At the SPEED of
SIGHT

Page 2 of 2

VSM Action Plan Example

Value Stream Map Action Item List Example

#

Item

Activity

Who

When

1 Attack all inventory watse

Use supermarket concepts throughout the JW &

organization. Create flw.
RP
TBD

Review & Map the planning &

2 scheduling processes

Look for waste and develop ways to use

Kanban sstems to reduce & expose the
waste.

Progress

Comments

JW &
RP
TBD

3 Investigate HIP process

JW &
RP
TBD

Attack Finishing issues with 64 Sigma approach

JW &
RP
TBD

Help the FE VSM team

5 dramatically reduce L/T

JW &
RP
TBD

Loop segments o the business to

6 create flow. See FS-VSM

JW &
RP
TBD

Begin to organize around value

7 streams or flows

JW &
RP
TBD

Work with the customer to level

flow, and to use Kanban signals to
8 reduce inventory waste.

JW &
RP
TBD

9
10

Confidential

11/11/2015

Page 59