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Lean Training

Kaizen Rules

Design. Build. Ship. Service.


Business Excellence

GBE-KPO-2-033-00 Kaizen Rules Rev.07 1


Document Title: Document# Organization:
Kaizen Rules GBE-KPO-2-033-00 Global Business Excellence

Revision: Document Owner: Effective Date:


07 Asoga Tannimalay March 18, 2009

APPROVALS
NAME TITLE DEPT NAME DATE
Ganesh S Maniam Director Global Business March 18, 2009
Excellence

REVISION HISTORY
REVISION DESCRIPTION OF CHANGE ORIGINATOR RELEASE DATE
04 Document formatted as per DMS policy Ganesh December 11, 2008
S.Maniam
05 Office kaizen rule, Target setting criteria, Cost saving Asoga February 13, 2009
verification process, Kaizen readiness & Kaizen team Tannimalay
formation format enhanced.
06 a) Kaizen team formation : Kaizen Workshop Project Asoga February 25, 2009
Summary Format enhanced. Tannimalay
b) Supermarket Checklist updated
07 Added standing operations rules Asoga March 18, 2009
Tannimalay

This document is proprietary and confidential property of Flextronics.

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Table of Contents
Contents Slide(s)

• Overview , Scope & Objective 4

• Kaizen General Rules 5

• Roles & Responsibilities 34

• Meeting Guidelines 45
• Team Leader and Facilitators
Preparation toolkits & Readiness 52

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Overview & Scope
Overview
This document covers the pre-requisites and rules in planning and conducting a Kaizen
Workshop. It also defines management’s responsibilities and participants roles towards
making the workshop effective.

Scope
Kaizen Rules provides standards on Kaizen activities needed to be carried out for all
Flextronics’ organised Kaizen activities. It defines how to identify projects and defines
participants’ roles and responsibilities.

Objective
• Provide guidelines on how to conduct Kaizen activities before, during and after workshop.
• Setting standards on how Kaizen meetings shall be conducted.
• Provide guidelines on how participants efficiently contribute to the success of the workshop.

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Kaizen General
Rules

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What’s Kaizen?

改 善 改善
KAI + ZEN = KAIZEN
ƒ To break apart ƒ Think „ Change for better
ƒ To modify ƒ Make good „ Continuous
ƒ To change ƒ Make better improvement

The intent is to be better today than yesterday.


We are not looking for perfection !!

The small, gradual, incremental changes applied over a long period can
be added up for a major impact on business in the near future.

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Kaizen Workshop Goal

ƒƒ ETE
ETE(End
(EndtotoEnd)
End)Productivity
Productivity ƒƒDefect :: XX1/10
Defect 1/10
Improvement
Improvement
Double
Double ƒƒ ETE ƒƒInventory :: XX1/2
ETEZero
ZeroDefect
Defect(Quality,
(Quality,TPM,
TPM,OEE
OEE Inventory 1/2
The
TheGood
Good &&etc.)
etc.) ƒƒProductivity
Productivity: : XX22
&&Halve ƒƒ Inventory
InventoryReductions
Reductions
Halve ƒƒLead
ƒƒ Lead
LeadTime
TimeReductions
Reductions LeadTime
Time : : XX1/2
1/2
The
TheBad
Bad ƒƒ Crew
CrewSize
SizeOptimization
Optimization ƒƒScrap :: XX1/10
Scrap 1/10
ƒƒ Space
SpaceReduction
Reduction
ƒƒSpace
Space :: x1/2
x1/2

Goal : Add Value & Eliminate Waste … Relentlessly for Our Customers

No Money
No Space
No Manpower
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Kaizen Workshop Rules
Workshop General Rules
• All Kaizen should be ETE (End to End). (To maximize Benefit & Return of Investment plus learning,
ETE Kaizen Projects are to be conducted where ever possible)
• All target set should be based on “Double the Good & Halve the Bad” with full GM’s and GM’s Direct
Reports participation. Refer to workshop goal.
• Kaizen Workshop is not a competition. Hence, no selection or announcement of best teams and no
winning prizes. Sites are encouraged to organize Kaizen competition separately.
• Site Lean Leaders and RBE/WWBE will need to ensure the latest Kaizen Templates are used. Refer
to GBE Portal (GBE DMS – Lean Templates and Formats):
• GBE-KPO-4-001-00 Kaizen Template (Operations)
• GBE-KPO-4-002-00 Kaizen Template (Office)
• For site which is hosting the Shingijutsu Kaizen Workshop, they should minimally have 12 teams in
total which are allocated to each Kaizen area, based on the guidelines stated below.

LMT Score (Current Operational Score)


Kaizen Area Score <3 Score > 3 Score > 3
Total 12 teams Total >12 teams
Operations 9 6 n
Office 2 3 >6
Supply Chain 1 3 >3
Example: If total number of teams is 15, then n = 15-(6+3) = 6 teams
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Kaizen Workshop Rules
Team Forming Rules
• Teams should be formed based on the identified projects. This should be done in
collaboration between the Site GM, RBE/WWBU Lead and GBE.
• The team members are selected based on the cross functional members (depending on
the selected projects’ needs). The team normally will consists of 8 to 12 team members.
• For sites that have previously hosted Kaizen Workshops, each team should at least have
60% of its members who have previous experience in Shingijutsu Kaizen Workshop,
while the other 40% can be new members.
• 50% of the kaizen Projects should be continuity from existing SGA and Internal Kaizen
teams which should move into next levels.
• Kaizen Workshop Project Selection Summary (GBE-KPO 4-013-00) will need to be
submitted by RBE/WWBE Lead to GBE SVP and GBE KPO Lead at least 3 weeks
before the workshop together with the projected savings.

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Kaizen Workshop Rules
OPERATIONS

The rules of team forming and sub-teams guidance for each Kaizen area are as follows.
• Rules of Operations Team
1. The line should run based on Takt time.
2. The headcount should be loaded based on crew to Takt.
3. Material should be loaded based on Takt time and Just In Time concept.
4. The line should be configured to zero defects goal.
5. Supermarket should meet all the criteria for Supermarket and Pull system.
(Refer to Supermarket Evaluation Checklist )
• The team leader can divide his/her team members to form 4 sub-teams to work on different
areas/sections of the product line, depending on the needs as per below guidance.
1. Productivity Improvement (Manufacturing Lead Time (MLT), Headcount (H/C), Work In
Process (WIP), space)
2. Material Replenishment (Water Strider, min-max, Supermarket)
3. Quality Improvement (Poka-Yoke, zero defects)
4. Changeover (if the changeover time is more than 10 minutes)

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Kaizen Workshop Rules
Arm reach tools
OPERATIONS Standing Operations
A standing operations generally:
a) Create a flow line with people flow (moving from station to station) to
eliminate monotonous tasks.
b) Develop operators with flexibility to handle multi-machines and multi-
processes to explore their talent (eliminate 8th Waste, unutilized talent)
c) Improve space utilization and safety level through eliminating high
WIP (Work In progress), chairs and conveyers
Arm reach Materials
d) Optimize distance between equipment & tools for easy and safer
operation, especially dealing with heavy equipments or products
e) Design for better ergonomic whereby Materials and process is being
worked from front and above (tools are hung)

Multi process handling can boost productivity significantly by:


a) Absorbing processing time disparities between processes
b) Eliminating temporary storage between processes
c) Improving job enrichment and enlargement

Note: Refer to GBE Portal (GBE DMS ): GBE-KPO-2-040-00 ( Standing Operations )

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Kaizen Workshop Rules
OPERATIONS Standing Operations

¾ When GBE/RBE aim for improvement, we look for ways to make things easier, better,
quicker, and cheaper
¾ Initial priority is generally given to making things easier. The reason for this is simple, work is
a strain
¾ And its most obvious manifestation is FATIGUE. It is an instinctive BE desire to make
production easier.
The important elements in making Standing operation are:
¾ Operators with multi-skills
¾ Job-rotation
¾ Good parts presentation for easy access and replenishment
¾ No hand as fixture – to eliminate awkward process
¾ Kaizen the work – continuous improvement immediately even small improvement
¾ To make materials / work flow
¾ Fix the problem immediately where stationary workers emerge as a barrier to the flow
¾ Design of a station that meets Golf score or 7-ways

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Kaizen Workshop Rules
Leg Rest Enhanced Leg Rest
OPERATIONS Standing Operations

DO’s - Requirement for Standing Operations


• The operator has to be multi-tasked to a minimum of 3 stations.
• The operator has to move at least two stations (it has to be based on
TAKT time) or minimum requirement is to have job rotation (by day /
week)
Leg Rest
• The station must be equipped with
a) Bubble mat or leg rest and
b) A proper break time and
c) Bench to rest at Green area
4) The station must meet Golf score or 7-ways requirements
5) Deploy Operators Suggestion Board (Flip chart) at designated area for
operator’s feedback. Bubble Mat
6) Site’s break-time must be complied

DON’Ts - Standing Operations


• Pregnant operators are not allowed to stand – Site HR to decide
• Operators who are handling precise soldering (e.g BGA) are also not
required to stand. Bench Rest ( Green Area)

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Kaizen Workshop Rules
OFFICE

Rules of Office Team


• Identify key processes within the selected office functions (Fin, HR, IT and others in the value stream)
and map out a current Value Stream Map identifying the opportunities and waste for kaizen.
• Improving Flow is the key to success. Departments don’t flow- the outputs of those department do.
Kaizen holistically (end to end of a value stream), and know where is your Dept’s contribution in that
stream.
• Transform inputs into outputs to deliver to a customer through a Value Stream ( Process ) . An Office
is a factory that transform data (input) into information (output).
• Information processing should be based on Takt time and Just In Time concept.
• The information flow should be configured to simplified flow with zero defects goal.
• The office should run based on Takt time and the headcount should be loaded based on crew to takt.
• Remove Waste from the value Stream to shorten Lead Time to the customer, Reduce Cost and
Increase Capacity.
• The layout should be configured to break functional barriers.
• Inbox must have a trigger, min/ max.

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Kaizen Workshop Rules
OFFICE

Rules of Office Team – cont’d.


• Kaizen deliverables should be focused on “DIPLSS”
• Example:
• Defect:checking, data entry errors, regaining customers, error proofing,
• Inventory: no WIP, no extras, no batches,too many documents, duplicates, triplicates , file storage,
buying by batch for cost ;
• Productivity: Increase Capacity, reduce H/C, reinventing the wheel, taking paper for a walk, waiting for
work, waiting for approval,waiting for a process to complete,waiting for an answer when the person
should know, no visa application, death by meetings, reports nobody reads;
• Lead Time: simplify flow, improve customer satisfaction, visual & use friendly no complex software, no
“death by Power point”, no calculations by hand; too may forms to fill, queue , no “Please Hold” no
building plans approval process ;
• Scrap: zero rework, loss of existing customers, no customer inconvenience , wasted food ;
• Space: borderless departments, no bending, no stretching, double handling, no reaching, no hiding, no
climbing, no walking, no stairways.

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Kaizen Workshop Rules
OFFICE

Rules of Office Team – cont’d.


Other Wastes to pursue:
1. Untapped human potential
2. Unnecessary product feature
3. Waste of energy and water
4. Waste of material – do recycling
5. Waste of words.
On the Gemba:
1. Walk the Process.
2. Touch the Data.
3. Capture the events en route.
4. Collect all paperwork, transactions and approvals and all documents used in the process.
5. Note delays using dot matrics.
6. Plot the routes (use Circle Map) with the paperwork attach as evidence.

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Kaizen Workshop Rules
SUPPLY CHAIN

• Rules of Supply Chain Team


1. Supply Chain Kaizen team needs to identify their key processes in delivering their
services and start to map the current Value Stream Map and perform gap analysis
(opportunity/waste) from the Value Streams map. The team is then required to create
Kaizen implementation plan of the identified gaps.
2. Team from materials need to identify their key processes in delivering their services (E.g.
quotation, buying, admin work like E&O claims, getting best material quote, submitting
price reduction, etc.) and start to map out the current Value Stream Map and perform gap
analysis (opportunity/waste). The team is required to generate kaizen implementation
plan of the identified gaps.
3. Site BE needs to agree the focus theme/objective of the Kaizen project from the Value
Stream Mapping. RBE and GBE can be contacted if further assistant is required.

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Kaizen Workshop Rules
SUPPLY CHAIN

• Rules of Supermarket
1. Supermarket should meet all Supermarket and Pull system criteria. (Refer to slide 15)
Materials supplied from supplier should be based on consumption pull.
2. Supermarket supplies materials to the line based on Takt time.
3. Should comply to the 5 No's of material picking (No thinking, No searching, No
counting, No checking, No waiting).
4. Buyers own the Supermarket.
• The team leader can divide the his/her team members to form 3 sub-teams to work on
different areas/sections of the product line, depending on the needs as per below guidance.
1. Productivity Improvement (Incoming quality, receiving lead time, fixed supplier
schedule, break bulk, space optimization)
2. Material Replenishment (Water Strider, Standard Work, min-max determination,
Supermarket, material presentation based on customer requirement)
3. Logistics (Milk run, shortest route determination, flow, truck optimization)

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Kaizen Workshop Rules
TARGET SETTING
Rules of Target Setting & CTQ(Critical to Quality) selection
1. Before selecting project CTQ’s, it is important to understand the purpose/objective of the kaizen. The intend
is to achieve or bring about/ desired outcome.
Example: Objective: To reduce inventory from 16 days to 8 days.
CTQ Target: a) Raw material inventory reduction ( Qty.- by part number).
b) Material lead time improvement by part number
( Please do not capture inventory from 16 days to 8 days as CTQ/target )
2. Simplify the kaizen target sheet with with correct CTQ selection ( measurable unit)
Example: Objective: RTY Yield improvement from 78% to 89%
CTQ Target: a) Quantity defect reduction by defect category and type
b) Quantity scrap reduction (by machine/process and type)
Example:Objective: Productivity improvement from 75% to 100%
CTQ Target: a) Unit Produced/ Man Hour(UPPH) = (Qty Build per shift)/ (No.Of Operator X
Shift Hours) e.g. [ 1200 parts produced per shift / ( 6 opt. X 6.5 Hours ) = 30.76 UPPH
b) Crew Optimization (No. of Head count) measured
c) Daily output tracking (unit produced in day) improvement measured
d) Space optimization (Square Meter) measured
3. Target sheet must be easily understood with minimum calculation. This is important for sustainability.
4. Use suggested colour code ( Blue, Green, Yellow & Red ) in target sheet to visualize the achievement.
5. All CTQ must be linked to DIPLSS as mentioned below:
( Defect X 1/10, Inventory X ½, Productivity X2, Lead time X ½ , Scrap 1/10 & Space X ½ )

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Kaizen Workshop Rules
COST SAVING VERIFICATION PROCESS

1. There are 3 Main Categories of Cost Savings :


a. Hard or Real Saving
b. Soft Saving or Cost Avoidance
c. Net Working Capital Reduction

2. Definition of Cost Saving :


a. Hard or Real Saving
Any cost saving from a project that will improve the Operating Profit of the site.
Example - Headcount reduction
- External Warehouse cost reduction
- Freight cost reduction (if it is not passed back to customers)
- Inventory reduction that resulted in actual interest cost reduction or
warehouse cost reduction

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Kaizen Workshop Rules
b. Soft Saving or Cost Avoidance
Any cost saving from a project that does not improve the Operating Profit of the site.
Example:
1) Space - unless the entire building is surrendered or there is a actual rental
reduction that flows the saving to OP
Note: However, if the building is on lease/rent and the space saved is taken up by another
project, then this is a hard or real saving. The rational is that if the space is not saved, then
the site will have to create more space that will cause the company investment and additional
cost.

2) OEE or Line equipment saving


Note : If the line or equipment is partially saved and there is no taker or utilization, then it
should be classified as soft saving.

3) Inventory reduction - if there is no direct saving on interest or external warehouse cost,


then the site can only compute a theoretical (soft saving) on interest/financing or holding cost
as cost avoidance, besides new working capital reduction.

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Kaizen Workshop Rules
c. Net Working Capital Reduction
This is not a cost saving per say, but a reduction in net working capital which is also a critical
element of our financial performance to fund the Operation needs :
Example: Inventory Reduction
Account Receivable Reduction
Account Payable Increase
Note : A correction of an error or situation that initially cost the company a higher cost should
not be accredited as cost saving project.
Cost saving resulted from price negotiation with suppliers should not be considered as LEAN
saving.

3. Site Finance Support on verification of LEAN projects cost saving.


a. Site Finance is required to verify all LEAN projects' cost saving above $1,000 per month
per project. In the verification process, Site Finance needs to be realistic, fair and logical.
Finance should encourage LEAN cost saving projects and driving the site towards a cost
saving/LEAN behavior and attitude, by verifying the cost saving of the Lean projects fairly and
recognizing or giving the credit to the team for the effort on the project.

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Kaizen Workshop Rules
Example: A headcount reduction from a project should be accorded as a hard or real saving,
even if the headcounts reduced are still with the company , especially if they are redeployed to
other projects or as replacement for turnover headcounts. Similarly, applicable to saving on
equipment, if the equipment is being redeployed to other projects.
b. Site Lean Leaders and/or the Operations requiring Finance to performance verification,
must provide the assumptions and computations including all the data and facts to Finance for
verification.
c. Finance reserve the right to request for more information and clarification in order to have
the right saving computation.
d. Any saving of less than $1,000 per month per project will be verified by the Site Lean
Leader, who must performance the verification fairly and with the relevant supporting
documents, data and facts.

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Kaizen Workshop Rules
4. Verification Methodology
a. The cost saving computation must clearly shows the followings:
i. Current monthly cost
ii. Future monthly cost after the project cost saving
iii. Monthly Cost saving (i - ii)
iv. Saving percentage (%)
v. Date of implementation of the project
vi. Cost saved for the year from the date of implementation to the end of the fiscal
year end.
vii. Annualized saving (Monthly saving x 12)

Month Project Description Date Hard Saving Soft Saving Network Capital Total Fiscal Year Annualize Saving
Implemented (USD/month ) (USD/month ) Reduction Saving from (USD)
(USD/month ) Implementation
( USD)

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Kaizen Workshop Rules
b. In the verification process, Finance can use the following sources (example only) to
confirm/verify the data/facts :
Nature of Saving Source for confirmation
Yield Improvement resulted in higher output
I Defects Lesser RMA return rate Engineers and component/FG unit cost
Lower scrap
Inventory reduction in any form to improve Net Material Planners/Production Planner/
iii. Inventory
Working Capital or improve cash flow and Program Management
IE (MDL - Manpower Distribution List) or
Cycle Time/Headcount reduction incremental output and payroll for wage
rate
iii. Productivity
Energy/Utilities Kw/hr and tariff.
Packaging size/cost IE/Process Engineers/P.O
Operating Supplies (usage, alternate parts) IE/PO
Material Planners/Production Planner/
Inventory reduction
iv. Lead Time and Program Management
Cycle Time improvement/headcount reduction IE (MDL - Manpower Distribution List)
Improvement in scrap or attrition including
v. Scrap Engineers and component/FG unit cost
machine fall outs, physical count etc
In house space saving I.E
vi Space Rental Reduction I.E and contract/agreement
Elimination of building I.E and contract/agreement

Note : Above are example and not a conclusive list

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Kaizen Workshop Rules
5. Escalation Process
Any dispute on the classification and/or amount of saving will be determined by the Site
Controller and the Site General Manager and the decision will be final.

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Kaizen Team Formation

Kaizen Workshop
Project Summary

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Kaizen Team Readiness Checklist

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Kaizen Team Readiness Checklist

Kaizen Team
Readiness
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Team Leader Preparation Checklist for Kaizen Workshop

Kaizen team
preparation

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Data Required for Kaizen Workshop
1. Quality
• 2 major sources of quality
1. Quality complaints from the field/customers (RMA Return, ECN)
2. Quality issues identified from the internal operations/office/supply chain
• Basic tools requirements
• Value Stream Map
• 3 Gen’s Principle
¾ Genchi – Actual Place
¾ Genbutsu – Actual Products/Parts
¾ Genjitsu – Actual Data
• Bar/Pie chart whereby 3 top issues are identified
• Pareto chart whereby 3 top issues are identified
• 5 Why on 3 major defects
¾ Finally all data needs to be validated at the 3 Gen Principle

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Data's Required for Kaizen Workshop
2. On-Time Delivery
• Basic data requirements
• Frozen window (confirmed to make) & semi-frozen window (engaged to make)*
• Forecast*
• Gap Analysis (Ship Vs. Forecast)*
• Production Plan Vs. Actual*
• Customer demand*
• Available production time
• Manual cycle time
• Capacity analysis*
• Product & quantity analysis*
• Product matrix * Data is best shown in pie / pareto chart
• Basic tools requirements
• Value Stream Map
• 3 Gen’s Principle (Genchi, Genbutsu, Genjitsu)
• Takt time
• Workload leveling chart (Manual cycle time Vs. Takt time)

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Data's Required for Kaizen Workshop
3. Cost
• Basic data requirements
• Crew to Takt * * Data is best shown in bar chart

• Space (Cost per square feet)


• Equipments
• Raw Material
• WIP
• Finished Good
• Utilities based on Kaizen area (e.g. Energy, Water, Air)
• Basic tools requirements
• Value Stream Map
• 3 Gen’s Principle
¾ Genchi – Actual Place
¾ Genbutsu – Actual Products/Parts
¾ Genjitsu – Actual Data

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Roles &
Responsibilities

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Kaizen Workshop Dos & Don’ts

• Get your hands dirty

• Be punctual for the sessions

• Try storming - JUST DO IT!

• Try first before questioning

• Work as a TEAM (Together Everyone Achieve More)

• Take action with speed!

Process Name / Area


Model Number
Model Name
ICT
40K0276
Basilisk
STANDARD WORK SHEET
Doc. #
Doc. Date
ABC 1234
DD 1
Product Name / Area
4 MM 0
Doc. Rev #
8 YY 0 7
IBM Server
6 Orginator

Ali
Process

John
REVISION B

QA

Bala
• Open-minded
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.

• Use standard Kaizen tools, formats and templates


ICT 1 3 Start Test process.
4 Remove board from test in ICT 2.
1 2
IN 5 Pass board place in out trolley
Return to original position
3 2 1 End
ICT 2

R LR
1 L

4
LR

• Kaizen with : No Money, No Space & No Manpower


2 5
OUT LR

# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)

6 R L LR 15 40 1

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Kaizen Workshop Dos & Don’ts

• No e-mail and hand phone during active session

• Don’t seek for perfection

• Don’t accept excuses

• Don’t tamper with the data/measurement

• Don’t cover up mistake

• Don’t give up

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Roles and Responsibilities
Sponsor/Process Owner
• Represents management (Campus VP/GM)
• Provide leadership, guidance and empowerment to the team
• Challenge the status-quo and drive for improvement
• Active involvement in goal setting of the team – Double the Good & Halve
the Bad
• Attend opening, leaders and closing meetings and Gemba involvement
during pre-Kaizen and Kaizen weeks
• Provide tools required by the teams e.g. flexi pipes etc
• Ensure project selection and team leader identification are as per the
Kaizen Rules document.

Regional/Segment BE Leader
• Ensure teams are formed based on the guidelines and rules provided
• Ensure pre-Kaizen is done per plan
• Actively participate in pre-Kaizen and Kaizen activities
• Assess and provide support to the team
• Present Achievement Summary Report during the closing meeting
• Ensure team selected are from key accounts for site financial contribution
• Ensure projected savings for each team are achieved.

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Roles and Responsibilities
Site Lean Leader
• Ensure all preparations are done as per Kaizen Guide
• Facilities readiness
• Kaizen team readiness
• Follow up on action items provided during the sessions
• Ensure all pre-Kaizen templates are reviewed for completeness
• Guide the team leader to prepare detailed report and upload to BE
Online System.
• Ensure all completed reports are loaded into the BE Online System by
the defined timeline after a thorough review
• Approve and close Kaizen report accordingly
• Take full responsibility of the data accuracy of the Kaizen reports
• Prepare & submit Facilitator Report, Achievement and Kaizen
Summary
• Ensure projected savings for each team are achieved.

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Roles and Responsibilities
Facilitators
• GBE and RBE staffs
• Provide Kaizen application expertise at the Gemba
• Educate, train and align the team towards the Kaizen Workshop goals –
Double the Good & Halve the Bad
• Keep team focused on mandated goals – Target Sheet
• Challenge, encourage & drive the team and the whole organization
towards breaking the barrier & challenging the status quo
• Help the team overcome challenges
• Collaborate with Site GM on goal setting and team formation
• Ensure team selected are from key accounts for site financial
contribution
• Ensure projected savings for each team are achieved.

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Roles and Responsibilities
Co-Facilitators
• Global Lean Leaders, Site/Plant Lean Leaders
• Coach, share and ensure usage of lean tools based on KPO guidelines
• Challenge, encourage & drive the team toward achieving the goals
• Keep team focused on the Kaizen Activities
• Facilitate and prepare the team for the Team Leaders Meeting, Gemba
Walk etc
• Ensure final Kaizen Report complying to the Kaizen Guide GBE-KPO-2-
007-00 Kaizen Guide
• Guide the team leaders to prepare detailed report and upload to BE Online
System
• Prepare & submit Facilitator Report, Achievement and Kaizen Summary
• Ensure team selected are from key accounts for site financial contribution
• Ensure projected savings for each team are achieved.

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Roles and Responsibilities
Team Leaders
• Participate full time
• As a Team Leader, it’s a critical and challenging position as you
need to control & encourage team
• Team Leader must lead by example
• Must be familiar with Kaizen tools, Kaizen process and how to work
with a team to make sure the tools are used to meet the event
objectives
• Coordinate & report team activities
• Leader shall be subject matter expert of the process area or a
functional lead of the Kaizen area and are required to have
knowledge of the event area’s operation and has full authority of
the area that has been identified
• The team leader should be the GM’s or VP’s direct reports.
• The leader role is multi-faceted. The leader will direct, delegate,
facilitate, coach, coordinate, participate, educate and communicate
extensively with Kaizen team, area operators and management.
• Responsible to coordinate & report team activities for the Leaders
Meeting presentation. Only leaders are allowed to present during
Opening, Leaders & Closing Meetings during the Kaizen week.
• Ensure projected savings for each team are achieved.

GBE-KPO-2-033-00 Kaizen Rules Rev.07 41


Roles and Responsibilities
Team Co-Leaders
• Participate full time
• Co- lead of the Kaizen area should be “Process Subject Matter
Expert”.
• Assists Team Leader in meeting the Kaizen objective
• Provide continuity to future Kaizen and other improvement
initiatives
• To assist the leader and drive the sub-teams if any, follow up of
closure of action items
• To work with the team leader and the sub-teams on the problems
solution that is identified during the workshop.
• Ensure team selected are from key accounts for site financial
contribution
• Ensure projected savings for each team are achieved.

GBE-KPO-2-033-00 Kaizen Rules Rev.07 42


Roles and Responsibilities
Team Members
• Full participation throughout the Kaizen Workshop. No personal
work or computer during active session of the workshop.
• Keep a positive attitude and an open mind to change
• Think of how to do it, not why it cannot be done
• Understand Æ Do it Æ Results
• Active involvement in the discussions and hands on activities -
Get your hands dirty
• Always ready to work for extended hours depending on the
needs of the team
• 5S - Ensure the meeting place is meeting 5S general
requirements
• Being punctual for the sessions
• No questions first. JUST DO IT! Take Action with Speed!
• Use the correct standard Kaizen tools, formats and templates
• Ensure work is completed as per schedule and the team is
always ready for the next challenge
• Communication - Be precise & specific in communication during
meeting
Note : The above rules apply to Kaizen and pre-Kaizen week

GBE-KPO-2-033-00 Kaizen Rules Rev.07 43


Roles and Responsibilities
External Team Members
• Full engagement in all Kaizen activities throughout the
workshop
• Stay within the identified team throughout the Kaizen week
• Do not expect special treatment, equal to other team
members
• Positive contribution and be open minded
• Follow the directions provided by the Team Leader
• Learn as much as possible without any resistance
• Find the best practice to be Yokoten and at the respective
side
• Share the lesson learned
• Active involvement in the discussions and hands on
External activities - Get your hands dirty
Team member • Always ready to work for extended hours depending on the
needs of the team.
• JUST DO IT!
• External team members to present Lesson Learned and
items to Yokoten during Thursday Leaders Meeting

GBE-KPO-2-033-00 Kaizen Rules Rev.07 44


Meeting Guidelines

GBE-KPO-2-033-00 Kaizen Rules Rev.07 45


Kaizen Workshop Meeting Guidelines
• Invitations & confirmation of attendees must be done 6 weeks before the Kaizen week
• Opening and closing meeting attendance lists should include the following :-
• Site VP/GM
• Site Senior Mgmt (Direct Reports to VP/GM)
• Sensei & Translator
• GBE/RBE Leaders
• External Team Members (Leads Only)
• Team Leaders & Co Team Leaders
• Site Lean Leaders
• External Team Members
• Seating arrangements must be made accordingly
• Starts with welcoming speech by Side Lean Leader & end with thanking note
• Lean Sponsor or the Site GM must officiate the opening ceremony

GBE-KPO-2-033-00 Kaizen Rules Rev.07 46


Pre-Kaizen Workshop Preparations
(2-6 Weeks Before Kaizen)

GBE-KPO-2-033-00 Kaizen Rules Rev.07 47


Pre-Kaizen Workshop Preparations
(1 Week Before Kaizen)

Pre Kaizen Week


Agenda

GBE-KPO-2-033-00 Kaizen Rules Rev.07 48


Kaizen Workshop Week Meeting Guidelines
Why Kaizen Workshop Week
When Time Day 1 Day 2 Day 3 Day 4 Day 5
Monday Tuesday Wednesday Thursday Friday
07:00am - 08:00am
08.00am - 08.30am Breakfast Breakfast Breakfast Breakfast Breakfast
Welcoming and Introduction
Project Summary
08.30am - 09.00am Officiating
Team Leaders Presentation
Sensei Input
RBE Input Kaizen at Gemba Kaizen at Gemba Kaizen at Gemba Gemba Walk
SVPGBE Address
Assign team to the external
09.00am - 10.30am team members
10:30am - 11:30am
Kaizen at Gemba
11:30am - 12:30am
12.30pm - 01.30pm Lunch Lunch
01.30pm - 02:30pm Final Team Leader Presentation
Kaizen at Gemba Kaizen at Gemba Kaizen at Gemba Kaizen at Gemba
What 02.30pm - 03:45pm Sensei Input
RBE Presentation
(Kaizen Summary Report)
Break SVPGBE Address
Team Photo
03.45pm - 04.00pm

Team Leaders Meeting Team Leaders Meeting Team Leaders Meeting Team Leaders Meeting
04:00pm - 06:00pm
06.00pm - 06.30pm Sensei Input Sensei Input Sensei Input Sensei Input
External team members to
Sensei Input Sensei Input Sensei Input present lesson learnt and
06.30pm - 07.00pm items to Yokoten

07.00pm - onwards Continue Kaizen at Gemba Continue Kaizen at Gemba Continue Kaizen at Gemba Continue Kaizen at Gemba

GBE / RBE / CoE, SLL, Team GBE / RBE / CoE, SLL, Team GBE / RBE / CoE, SLL, Team
GBE / RBE / CoE, SLL, KPO GBE / RBE / CoE, SLL, KPO
Leader, Team Members, Leader, Team Members, Leader, Team Members,
Who Participation Members and Key Process Members and Key Process
External Members, External Members, External Members,
Owner Owner
Consultants, GM Consultants, GM Consultants, GM
1. Team Leaders, team members and external members will participate full-time at the gemba

2. Attend daily Leader's Meeting to share the followings:


a) Target Sheet
b) Acheivement of the DAY and with Pictorial Evidence of the BEFORE & AFTER with RESULT
c) Action for tonight & tomorrow Morning (Kaizen Newspaper)
d) Lesson Learned

3. Continue to update following Kaizen Template:


a) Golf Score (Before & After)
How b) Spaghetti Chart (After)
c) Takt / Cycle Time Graph (After)
d) Kaizen Log (Homework Moving Forward)
e) Target Sheet (ETE Moving Forward)
f) Before & After Kaizen
g) Standard Work Sheet (After)
h) Kaizen News Paper
Kaizen Week
i) Lesson & Tools Learned Agenda
j) Kaizen Log (Proposal for Yokoten)

GBE-KPO-2-033-00 Kaizen Rules Rev.07 49


Kaizen Workshop Week – Tentative Draft Agenda
• 10 min Welcoming Speech Site Lean Leader
OPEN Project Summary
• 10 min Officiating Site GM
MEETING • 05 min Project Presentation Team Leaders (each)
• 30 min Sensei Input Sensei
• 5 min RBE Inputs RBE
• 5 min GBE Address SVP GBE
9Target Sheet
• 01 min Welcome / Overview Site Lean Leader 9Achievement of the day

DAILY LEADER • 05 min Team Presentation Team Leader (each) (BEFORE & AFTER)with RESULT
9Actions for tonight & tomorrow
MEETING • 30 min Sensei Input Sensei
(Kaizen Newspaper)
• GM / BE Inputs (if any) GM / GBE / RBE /SLL 9Lesson and Tools Learned

9Role Play
• 01 min Welcome / Overview Site Lean Leader 9 Video
GEMBA WALK • 08 min Team Presentation, Team Leader (each) 9 Gemba tour
9Show the 3G
• 5 min Sensei Input Sensei
(Genchi, Genbutsu and Genjitsu)

• 02min Welcoming Speech Site Lean Leader


CLOSING
• 05 min Project Presentation Team Leaders (each)
MEETING
• 30 min Sensei Input Sensei
• 05 min GM Address Site GM
• 05 min RBE Address RBE
• 05 min GBE Address SVP GBE

GBE-KPO-2-033-00 Kaizen Rules Rev.07 50


Post-Kaizen Activities
(1-2 Weeks After Kaizen)

GBE-KPO-2-033-00 Kaizen Rules Rev.07 51


Team Leader and
Facilitators Kaizen
Preparation Toolkit &
Readiness

“Pre-Kaizen preparations
“Pre-Kaizen preparations are
are necessary
necessary to
to prepare
prepare the
the local
local team
team for
for the
the
grueling pace
grueling pace and
and Toyota
Toyota Production
Production System
System (TPS)
(TPS) methods
methods ofof the
the Kaizen
Kaizen
Workshop. In
Workshop. In addition,
addition, the
the preparation
preparation will
will provide
provide an
an excellent
excellent run
run up
up to
to the
the
aggressive targets
aggressive targets set
set i.e.
i.e. "Double
"Double the
the Good
Good and
and Halve
Halve the
the Bad”.”
Bad”.”
SM Kong
SVP, Global Business Excellence
GBE-KPO-2-033-00 Kaizen Rules Rev.07 52
Team Leader & Facilitators Checklist
End to End Material Replenishment Team Leader & Facilitator Readiness Checklist
REFERENCE
STEP DESCRIPTION YES NO NOT APPLICABLE Remarks
DOCUMENT
1 Has the Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00
Has the Improvement opportunity being identified on the Value
2 GBE-KPO-2-005-00
Stream Map ?
3 Has the Future State of the Value Stream Map developed ? GBE-KPO-2-005-00
STEP 1
4 Has the current state picture have being captured GBE-KPO-2-005-00
5 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00
All the problem identified has being documented in Kaizen
6
Newspaper
7 Is the Supermarket availability ? GBE-KPO-2-014-00
8 Is the Supermarket Guidline training material available GBE-KPO-2-014-00
9 Is the People being trained on the supermarket training material GBE-KPO-2-014-00
STEP 2
10 Is the Water Strider available GBE-KPO-2-015-00
11 Is the Water Strider route being define GBE-KPO-2-015-00
12 Material Presentation
13 Kitting Production Available
14 Kitting Relayout
15 PPS (Pack Plan Sequencing) GBE-KPO-2-018-00
STEP 3 16 Bus Terminal
17 Crew to Takt Time Chart Available
18 Multitasking / Multiskill Crew
19 Kanban System Establish GBE-KPO-2-016-00
20 Internal Kanban System Available GBE-KPO-2-016-00
21 External (supplier) Kanban System Available GBE-KPO-2-016-00
22 All the crew members has being trained on the new system
STEP 4
23 Has all the crew members walk the Gemba
24 Is the Before and After Picture available at the Work Station?
25

Please mark ( X ) for YES, NO and NOT APPLICABLE column respectively.


For any element that doesn't met the YES please explain the reason under the Remarks column ETE Material
eplenishment Checkl

GBE-KPO-2-033-00 Kaizen Rules Rev.07 53


Team Leader & Facilitators Checklist
End to End Productivity Team Leader & Facilitator Readiness Checklist
REFERENCE
STEP DESCRIPTION YES NO NOT APPLICABLE Remarks
DOCUMENT
1 Has the Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00
Has the Improvement opportunity being identified on the Value
2 GBE-KPO-2-005-00
Stream Map ?
3 Has the Future State of the Value Stream Map developed ? GBE-KPO-2-005-00
STEP 1
4 Has the current state picture have being captured GBE-KPO-2-005-00
5 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00
All the problem identified has being documented in Kaizen
6
Newspaper
Has the line Takt Time calculated?
7 GBE-KPO-2-006-00
Takt Time = Net Operation Time / Customer Demand
Is the Standard Work and Standard Work Combination Sheet
8 GBE-KPO-2-006-00
available in the work area
9 Is the Cycle Time vs Takt Time Graph Available? GBE-KPO-2-006-00
Has the line crew size calculated?
STEP 2 10 GBE-KPO-2-006-00
Crew Size = Manual Cysle Time / Takt Time
11 Crew to Takt Time Chart Available at the work area?
12 Are the Crew Multitasking / Multiskill?
13 Is the Output at the end of line being tracked?
14 Is the Quality at the end of line being tracked?
15 Is the Product Quality Analysis are being conducted?
16 Is the Escalation Procedure being Established?
17 Changeover Improvement available? GBE-KPO-2-023-00
STEP 3 18 Is the Layout are in U Cell ? GBE-KPO-2-008-00
19 Is the line is one piece flow - following the Takt Time GBE-KPO-2-011-00
20 Is the Standard Wip Established? GBE-KPO-2-006-00
21 Has all Non Value Added Tasked eliminated? GBE-KPO-2-004-00
22 Shift Change Rules establised?
23 Operator Feedback system established?
STEP 4
24 Is the crew Multitasking Diagram being display at work area?
25 Is the Before and After Picture available at the Work Station?
25

Please mark ( X ) for YES, NO and NOT APPLICABLE column respectively.


For any element that doesn't met the YES please explain the reason under the Remarks column ETE Productivity
Checklist

GBE-KPO-2-033-00 Kaizen Rules Rev.07 54


Team Leader & Facilitators Checklist
REFERENCE
STEP DESCRIPTION YES NO NOT APPLICABLE Remarks
DOCUMENT
1 Has the Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00
Has the Improvement opportunity being identified on the Value
2 GBE-KPO-2-005-00
Stream Map ?
3 Has the Future State of the Value Stream Map developed ? GBE-KPO-2-005-00
STEP 1
4 Has the current state picture have being captured GBE-KPO-2-005-00
5 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00
All the problem identified has being documented in Kaizen
6
Newspaper
7 Has the POD / POO Established?
8 Has all the crew members attended the 5 Whys training? GBE-KPO-2-032-00
9 Has all the crew members attended the 7 Ways training? GBE-KPO-2-018-00
Is the 5 Whys System being used to identified the root cause of
10 GBE-KPO-2-032-00
STEP 2 the Defect ?
11 Is the Quality at the end of line being tracked?
12 Is the Defect Analysis are being conducted?
13 Is the Defect Pareto Chart available
14 Is the 7 Ways element being used to the solution GBE-KPO-2-018-00
13 Is the POD / POO Hourly Monitoring System Establised?
14 Is the Escalation Procedure Established?
JIDOKA System estalished
15 GBE-KPO-2-012-00
STEP 3 (Defects Escalation procedure)
16 Is the Supplier Engagement system established?
17 Has the Fish Market being Setup?
18 Is the Fish Market Procedure being Established?
19 Poka Yoke Solution Available? GBE-KPO-2-025-00
20 Is the Crew Members keep working on the Poka Yoke elements? GBE-KPO-2-025-00
21 Is the Defect data being monitored after the improvement
STEP 4
22 Is the Before and After Picture available at the Work Station?
24
25

Please mark ( X ) for YES, NO and NOT APPLICABLE column respectively.


For any element that doesn't met the YES please explain the reason under the Remarks column
ETE Quality
Checklist

GBE-KPO-2-033-00 Kaizen Rules Rev.07 55


Team Leader & Facilitators Checklist

REFERENCE
STEP DESCRIPTION YES NO NOT APPLICABLE Remarks
DOCUMENT
1 Has the 3D Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00
Has the Improvement opportunity being identified on the Value
2 GBE-KPO-2-005-00
Stream Map ?
3 Has the 3D Future State of the Value Stream Map developed ? GBE-KPO-2-005-00
STEP 1 4 Has the current state picture have being captured GBE-KPO-2-005-00
5 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00
6 Has the Information Flow being identified
All the problem identified has being documented in Kaizen
7
Newspaper
8 Has all the crew members attended the 5 Whys training? GBE-KPO-2-032-00
9 Has all the crew members attended the 7 Ways training? GBE-KPO-2-018-00
STEP 2 Is the 5 Whys System being used to identified the root cause of
10 GBE-KPO-2-032-00
the problem ?
11 Is the 7 Ways element being used to the solution GBE-KPO-2-018-00
12 Is the Escalation Procedure being Established?
13 Has all Non Value Added Tasked eliminated? GBE-KPO-2-004-00
STEP 3
14 Has the team member done the role play?
15 Is there any Procedures established?
16 Lean Cook Book
17 Is the Before and After Picture available at the Work Station?
18 Has the 3D Future State of the Value Stream Map developed ?
STEP 4
19
20
21

Please mark ( X ) for YES, NO and NOT APPLICABLE column respectively.


For any element that doesn't met the YES please explain the reason under the Remarks column

Office Checklist

GBE-KPO-2-033-00 Kaizen Rules Rev.07 56


Supermarket Evaluation Checklist
Supermarket Evaluation Check-list
Tick the Appropriate
Seq. Column [Yes / No]
Items Remarks
#
Yes No

1 Is the store laid out to allow "1-way kitting"?

2 Is the re-order point / lot size made clear?

3 Is the Min / Max made clear?

4 Is the Kanban post attached?

5 Is the height limited to 5.5 feet high or less?

6 Is FIFO (first in, first out) implemented?

7 Is an appropriate picking cart being utilized?

8 Does the picking of 1 item take 3 seconds or less?

9 Does the picking list/Kanban card have the storage location on it?

10 Do materials have set “addresses”?

11 Are products and quantities (amounts) visually identifiable?

12 Are physical inventory counts performed periodically?

13 Are forklifts not utilized?*


Microsoft Excel
14 Are defects prevented from occurring during storage/loading/unloading? Worksheet

15 Are defective/unnecessary materials not present?*

57
Thank you Design. Build. Ship. Service.

58

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