KWIKAIZEN

FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

LINREAD REDDITCH
ACTIVATION

PECK DRILLING OBSERVATIONS

UPTIME PROCESS EFFICIENCY YIELD

1/16/2002

Load

Actual

Drill Chng

Drill Break

Cleaning

Wait Set

Unload

Setting

Opportunity Goal (Select the area of greatest benefit and define an outcome eg Double up-time) this Should Be: Specific, Measurable, Achievable, Relevant, Timebound
Goal or outcome Focus opportunity 1 (SMART)

To achieve our SMART outcome identify three focus opportunity areas from our observations i.e. reduce waiting time, eliminate engineering hold ups, change machine layout
Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Increase throughput by 20%

Reduce Downtime by 50%

Halve Peck Time

Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I 2 2 3 4 3 2 2 5 5 C 1 5 5 5 2 4 5 5 1 E 2 2 5 4 4 3 5 3 4 R 4 20 75 80 24 24 50 75 20 20 mins Focus opportunity 2 brainstorm I 5 3 C 3 1 E 3 1 R 45 3 Focus opportunity 3 brainstorm I C E R

RANKING PROCESS
IMPACT High Low COST FREE >$500 EASE Easy Hard MAX = 125 5 1 5 1 5 1

Use duplicate tooling Run same jobs on heads Use different chuck key Train operators to deal with drill breakage Wet & Dry vac for cleaning Smaller suds tank Angle new bench for cleaning Use different drills New Bench

Reduce drill peck height Increase peck speed

IMPACT x COST x EASE

ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.
EARLIEST POSSIBLE CLOSEOUT DATE

Load

Record in each box a summary of the data gathered from the observation process. A bar chart showing ACTIVATION, pie charts showing UPTIME PROCESS EFFICIENCY and YIELD. In the boxes below, carry out a second level PARETO.

10 mins Pecking Waiting

Cutting

ACTION

WHO

WITHIN OUR CONTROL?

HOW WILL WE MAKE SURE THIS HAPPENS?

FOR ACTIONS OUT OF OUR CONTROL, WHO WILL FOLLOW UP?

BENEFIT

PROGRESS

(ADD IN DATES)

Shorten handle on chuck key Supply 3 small screwdrivers for removing bushes Keep 1 spare bush at each bench Trial new drills Lower drill head, ensure adjustable Check height on other benches

DB DB RH DJ DB DB

YES YES YES YES YES YES

1/15/2002 1/15/2002 1/16/2002 1/20/2002 1/17/2002 1/17/2002

15 mins

WHO ELSE WILL THIS AFFECT?

BENEFIT

Quantify the business benefit of implementing the changes identified. This should state the direct cost or the hours saved

Which other processes or areas could these improvements benefit? Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

MEASURE
A graphical representation that will demonstrate convergence towards our goal

FOLLOW ON IDEAS / BIG ISSUES

DAILY REVIEW TIME

REPLACE BUSH SCREW WITH HEX

Who

1:00 PM
MANAGEMENT FOLLOW UP
5 mins Date Time

Get To The Root Cause by Asking WHY 5 Times Do It Now - No Excuses!

Challenge All Fixed Ideas Use Your Wisdom - Not Your Money

Improvement is Infinite Better is Not Good Enough!

KWIKAIZEN
FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

COMPANY NAME
ACTIVATION

CNC Turning OBSERVATIONS

UPTIME

Operator, Op Dir, A.N. Other

PROCESS EFFICIENCY YIELD

1/1/2001

Record in each box a summary of the data gathered from the observation process. A bar chart showing ACTIVATION, pie charts showing UPTIME PROCESS EFFICIENCY and YIELD. In the boxes below, carry out a second level PARETO. Opportunity Goal (Select the area of greatest benefit and define an outcome eg Double up-time) this Should Be: Specific, Measurable, Achievable, Relevant, Timebound
Goal or outcome Focus opportunity 1 (SMART)

10 mins

To achieve our SMART outcome identify three focus opportunity areas from our observations i.e. reduce waiting time, eliminate engineering hold ups, change machine layout
Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Reduce Activation by 50%

Eliminate Downtime

Double Process Efficiency

Eliminate Rework

Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I 4 3 5 C 5 5 5 E 5 4 5 R 100 60 125 Focus opportunity 2 brainstorm I 5 4 4 4 C 5 5 5 4 E 5 5 3 3 R 125 100 60 48 20 mins Focus opportunity 3 brainstorm I 3 5 C 4 5 E 3 4 R 36 100

RANKING PROCESS
IMPACT High Low COST FREE >$500 EASE Easy Hard MAX = 125 5 1 5 1 5 1

Move tools to Machine Preventative Maintenance Run all machines

Reduce Tool Travel Increase Spindle Speed Eliminate excess operations Modify Fixture

Modify Fixture Poka-Yoke

IMPACT x COST x EASE

ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.
EARLIEST POSSIBLE CLOSEOUT DATE

ACTION

WHO

WITHIN OUR CONTROL?

HOW CAN WE MAKE SURE THIS WORKS?

FOR ACTIONS OUT OF OUR CONTROL, WHO WILL FOLLOW UP?

BENEFIT

PROGRESS

(ADD IN DATES)

Move Tools to Machine Run all machines Reduce Tool Travel Increase Spindle Speed Create Poka-Yoke fixture

A.N. O.P. CNC O.P. T.R.

Yes Yes No Yes No

1/1/2001 1/1/2001 1/2/2001 1/1/2001 1/5/2001

Move storage from old cell Run long batches on 3rd machine Priority to Engineering Look up speed on chart Work with tool room

N/A N/A Op Dir N/A Op

2 Hrs / Day 30% Uptime 20% off cycle 10% off cycle 5% yield inc
15 mins

WHO ELSE WILL THIS AFFECT?

BENEFIT

Quantify the business benefit of implementing the changes identified. This should state the direct cost or the hours saved

Which other processes or areas could these improvements benefit? Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM Op Director Op Director WHEN Today Today

30% Cycle time reduction = 1-off benefit of 5 hrs 40% increase in uptime = 16 hrs / week 5% scrap reduction = $500 / month

Tool Room Engineering

MEASURE
A graphical representation that will demonstrate convergence towards our goal

FOLLOW ON IDEAS / BIG ISSUES

DAILY REVIEW TIME

Use Carbide Tooling

Who Op Dir Op Dir Op Dir Op Dir Op Dir

1:00 PM
MANAGEMENT FOLLOW UP
5 mins Date 1-Jan 2-Jan 3-Jan 4-Jan 5-Jan Time 10:20 3:40 1:00 2:00 9:30

Multi-Part Fixtures

Get To The Root Cause by Asking WHY 5 Times Do It Now - No Excuses!

Challenge All Fixed Ideas Use Your Wisdom - Not Your Money

Improvement is Infinite Better is Not Good Enough!

KWIKMAP DETAIL WORK SHEET

FACILITY/PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

Company Name

Inspection

AB, CD, EF, GH

1/1/2001

TESTING FOR VALUE ADDING TEST 1 - IS THE PROCESS IMPORTANT TO THE CUSTOMER? IS THE CUSTOMER PAYING FOR IT? TEST 2 - DOES THE ACTIVITY CHANGE THE STATE OF WHAT WE WE ARE WORKING ON? TEST 3 - IS THE ACTIVITY DUPLICATION? IS IT REPEATING AN ACTIVITY THAT HAS ALREADY BEEN COMPLETED ONCE? NOT TESTED Step No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 PASSES TEST FAILS TEST

Description Open Package Check Documents Find Drawing Calculate Dimensions Find Gauges Orientate Part Check Dim#1 Set Bore Gauge Orientate Part Check Dim#2 Set Bore Gauge Orientate Part #2 Check Dim#2 Return Gauges TOTAL V-Added N.V.Added TOTAL % V-Added % N.V.Added %

Operation

Travel

Inspect

Delay

Time 10 20 50 70 45 5 10 25 5 15 25 5 15 45

Distance

Comment

185 80 105 54% 23% 30% 46%

90 0 90 26% 0% 26% 74%

20 0 20 6% 0% 6% 94%

50 0 50 14% 0% 14% 86%

345 80 260 100% 23% 75%

KWIKMAP WORKSHEET
FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

COMPANY NAME

INSPECTION

AB, CD, EF, GH

1/1/2001

OBSERVATIONS
OPERATION
Pie chart of Value Added and Waste Overall %

TRAVEL
Pie chart of Value Added and Waste Overall %

INSPECT
Pie chart of Value Added and Waste Overall % Pie chart of Value Added and Waste

DELAY
Overall %

Bar chart of waste by category showing pareto

Calc Dims

Bar chart of waste by category showing pareto

Bar chart of waste by category showing pareto

Bar chart of waste by category showing pareto

10 Gauge
Set Bore

Gauge

Search

Drawing

Orien

Orien

Opportunity Goal (Select the area of greatest benefit and define an outcome eg eliminate all unnecessary operations or travel) this Should Be: Specific, Measurable, Achievable, Relevant, Timebound
SMART Goal or outcome Focus opportunity 1 (SMART)

To achieve our SMART outcome identify three focus opportunity areas from our observations i.e. eliminate duplicated activities, unnecessary inspection, redesign area or process
Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Reduce Non-Value-Added by 50%

Eliminate Bore-Gauge Setting

Eliminate Calculating Dimensions & Drawing Review

Eliminate Search & Travel

Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I C E R Focus opportunity 2 brainstorm I C E R Focus opportunity 3 brainstorm I C E R

RANKING PROCESS
IMPACT COST EASE High Low FREE >$500 Easy Hard MAX = 125 5 1 5 1 5 1

Pre-Set Gauges Use plug Gauge Make check fixture

4 4 4

5 4 2

2 5 3

40 80 24

Change Drawings Change Routers Create Insp. Sheets

5 5 5

5 5 5

2 3 4

50 75
100

Move Gauge Stores Pre-Kit Gauges Build Gauge Sets

3 4 4

5 5 3

3 2 4

45 40 48
20

IMPACT x COST x EASE

ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.
EARLIEST POSSIBLE CLOSEOUT DATE

ACTION

WHO

WITHIN OUR CONTROL?

HOW CAN YOU GUARANTEE TO DO THIS WITH EASE?

FOR ACTIONS OUT OF OUR CONTROL, WHO WILL FOLLOW UP?

BENEFIT

PROGRESS

Purchase plug gauges in common sizes Ccreate Inpection Sheets Build Gauges Sets

QA QA QA

Y Y Y

10-Jan On-going On-going

Analyse RRS to find common sizes Create for common parts as they are inspected Analyse RRS to find part families

N/A N/A N/A

14% 35% 26%

15

WHO ELSE WILL THIS AFFECT?

BENEFIT

Quantify the business benefit of implementing the changes identified. This should state the direct cost or the hours saved 30% Cycle time reduction = 1-off benefit of 5 hrs 40% increase in uptime = 16 hrs / week 5% scrap reduction = $500 / month

Which other processes or areas could these improvements benefit? Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

Tool Room Engineering

Op Director Op Director

Today Today

MEASURE
A graphical representation that will demonstrate convergence towards our goal

FOLLOW ON IDEAS / BIG ISSUES

DAILY REVIEW TIME

Check Fixtures
Who Op Dir Op Dir Op Dir Op Dir Op Dir

1:00 PM
MANAGEMENT FOLLOW UP
5 mins

Inspection Jobs Complete / Week

Date 1-Jan 2-Jan 3-Jan 4-Jan 5-Jan

Time 10:20 3:40 1:00 2:00 9:30

Approved Suppliers

KWIKSMED WORK SHEET

FACILITY/PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

Company Name
INTERNAL / EXTERNAL

Milling

AB, CD, EF, GH

1/1/2001

TEST - DOES THE MACHINE HAVE TO BE STOPPED?

NOT TESTED Step No. 1 2 3 4 5 6 7 8 9 10 11

PASSES TEST

FAILS TEST

Description Clean Fixture Shim Fixture Load Parts Clamp Fixture in Machine Set Origin Check Drawing Calculate Dimensions Find Tooling Assemble Tooling Load Tools Touch-Off Tools

Fixture

Tooling

Program

Time 2 45 2 3 12 1 3 4 7 0.5 3

Distance

Comment

TOTAL V-Added N.V.Added TOTAL % V-Added % N.V.Added % INT EXT

64 15 49 78% 18% 59% 22%

14.5 3.5 11 18% 4% 13% 82%

4 0 4 5% 0% 5% 95%

82.5 18.5 64 100% 22% 78%

KWIKMAP WORKSHEET
FACILITY OR PLANT PROCESS BEING OBSERVED TEAM MEMBERS DATE

COMPANY NAME

INSPECTION

AB, CD, EF, GH

1/1/2001

OBSERVATIONS
FIXTURE
Pie chart of INTERNAL and EXTERNAL Overall %

TOOLING
Pie chart of INTERNAL and EXTERNAL Overall %

PROGRAM / GEOMETRY
Pie chart of INTERNAL and EXTERNAL Overall %

Bar chart of waste by category showing pareto

Bar chart of waste by category showing pareto

Bar chart of waste by category showing pareto

10

Opportunity Goal (Select the area of greatest benefit and define an outcome eg eliminate all unnecessary operations or travel) this Should Be: Specific, Measurable, Achievable, Relevant, Timebound
SMART Goal or outcome Focus opportunity 1 (SMART)

To achieve our SMART outcome identify three focus opportunity areas from our observations i.e. eliminate duplicated activities, unnecessary inspection, redesign area or process
Focus opportunity 2 (SMART) Focus opportunity 3 (SMART)

Brainstorm ideas to improve and impact the three Focus opportunity areas
Focus opportunity 1 brainstorm I C E R Focus opportunity 2 brainstorm I C E R Focus opportunity 3 brainstorm I C E R

RANKING PROCESS
IMPACT COST EASE High Low FREE >$500 Easy Hard MAX = 125
ACTION PLAN. For each high scoring activity or idea prepare a simple action plan that identifies owners and deadlines.
EARLIEST POSSIBLE CLOSEOUT DATE

5 1 5 1 5 1
20

IMPACT x COST x EASE

ACTION

WHO

WITHIN OUR CONTROL?

HOW CAN YOU GUARANTEE TO DO THIS WITH EASE?

FOR ACTIONS OUT OF OUR CONTROL, WHO WILL FOLLOW UP?

BENEFIT

PROGRESS

15

WHO ELSE WILL THIS AFFECT?

BENEFIT

Quantify the business benefit of implementing the changes identified. This should state the direct cost or the hours saved

Which other processes or areas could these improvements benefit? Which other departments might have actions as a result of this?
WHO WHO WILL COMMUNICATE TO THEM WHEN

MEASURE
A graphical representation that will demonstrate convergence towards our goal

FOLLOW ON IDEAS / BIG ISSUES

DAILY REVIEW TIME

MANAGEMENT FOLLOW UP
Who Date Time

5 mins