Kobayashi 20 Keys Table
Key No Key Description
1
Cleaning & Organising
2
Rationalising (Hoshin)
3
Improvement Team Activities
4
Reducing Inventory & Lead Times
5
Changeover
6
Value Analysis & Methods Improvement
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Stage Score
Stage1
Untidy. Paper,
Tools, Parts
scattered
Stage4
Stage5
Organise and
Eliminate
mark all
causes of dirt
sections.
and disorder
Organise
storage
No clear
Clear
Instructions
Levels work co- Work together
management
Responsibility
from top broken operatively to co- to create
system
ordinate efforts common goals,
down at each
individual skills
level
No desire to get Suggestion
Alignment of
After work team
Autonomous
Scheme. Team Teams begin.
teams &
activities.
involved in
Groups: 2
company.
Groups: 6
activities start
teams
projects pa
projects pa
Groups: 4
Individual: 1
projects pa
Individual: 5
suggestions /
suggestion /
Individual: 2
month
suggestions /
month
month
WIP is a
Inventory
Start a
Integrating
Make only what
necessary evil reduction
handbookproduction lines customers want
launched.
based inventory results in lower
Inventory
reduction
inventory. 75%
reduced in at
program
inventory
least one area
reduction
Nothing done
10% of
SMED on all
Single operators
Some
employees learn changeovers
machines.
can do SMED
SMED
are SMED
on all machines
Single files in
office
Shotgun
Systematic
People have
Pokayoke and Improvement
learned how to low cost
making is
approach to
improvement
do system
automation
systematic and
improvement
has begun
improve at all
result in
continual
processes
doubling
productivity
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Stage 2
Dispose of
unneeded
items. Keep
floor clean
Stage3
Clean up
equipment,
clear out
corners
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Kobayashi 20 Keys Template
7
Zero Monitoring Manufacturing
Low recognition
that monitoring
(watching
machines) is
waste
8
Coupled/Synchronised Manufacturing
Each workplace Emphasis on
functions
connections
independently between
processes
Factory
employees set
up kanban
stores
9
Maintenance
10
Time Control & Commitment
Work & break
times left to
operators
discretion
Morning
meetings are
held. Safety
equipment is
worn at all times
11
Quality
Quality left to
inspectors
Operators
inspect their
own products
Supervisors
meet to
establish time
control issues.
Work starts
promptly. Tools
returned
Defect info
passed along
immediately.
Prevention
takes place
immediately
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Everyone
recognises that
monitoring is
waste
10% process
have unmanned
operation during
breaks
All machines
can operate
during breaks;
operators
handle > 1
machine
Clearly visible
kanban
established
throughout.
Fishbowl offices
All machines
are running on
one-cycle
automation zero
monitoring
Workers are
conscientious
about time. No
early stops.
Next day
assignments
known
Pokayoke's are
being built
Rhythm is
established.
Value adding
work performed
for full shift
All interdepartment
walls are
demolished.
Goods and info
flow freely
Run machines Everyone
Operator
Full commitment A focused
into the ground understands the responsible for to focused
improvement
need for TPM. elimination of 3 improvement.
programme is in
OEE is
evils
Zero breakdown place OEE is
measured.
(contamination, goal. Downtime 95%
inadequate
reduced by 75%
lubrication,
disoperation)
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Full pokayoke.
Zero customer
complaints
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Kobayashi 20 Keys Template
12
Supplier Development
Manufacturer /
Supplier
relationship
limited to
purchasing,
acceptance,
price negotiation
13
Waste Elimination
Little
understanding
of waste
14
Worker Empowerment
15
Skill Versatility
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Suppliers and
manufacturers
work together
on implementing
all 20 keys
Suppliers have
reached a score
of at least 70 on
the 20 keys
Everyone knows Waste
what waste
elimination
really is
begins by
operators
Improvement is Improvement
Workers
someone else's corners set up. participate in
Teams make
making their
job
their own
own tools.
shelves, tables, SMED has
etc
begun
Actual work
ratio is 85%
(Value Add v
Waste)
Low cost
automation
devices are
designed and
made in house
Actual work
ratio is at least
95%
No one is
intersested in
skill versatility
Everyone
embraced the
goal of the
adaptable
factory. Cross
training across
classifications
The factory is
fully able to
adapt to change
by re-assigning
trained
employees.
Most on 'Master'
level
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Technical
assistance is
given in
response to
supplier queries.
Support for
upstream
process
Cross training
begins.
Willingness to
learn
Send technical
assistance to
suppliers.
Provide QC and
IE support
Complete cross
training being
implemented.
Everyone's core
skills have
doubled
Factory makes
and uses its
own automation
devices such as
detectors,
sensors, sorters
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Kobayashi 20 Keys Template
16
Scheduling
Deliveries rarely Some late
on schedule
delivery. Non
uniform
production still
exists
Work operations
levelled
throughout the
month. Clear
visible
schedules
100% on time
delivery, level
schedules, plus
level 3 on all
keys
Level
schedules, with
pull, plus level 4
on all other keys
17
Efficiency Control
Indirect
efficiency
control reporting
used
Standard and
actual times set
and reviewed.
Graph's kept
Efficiency
control
monitored and
graphed daily
Everyone
motivated to
achieve suitably
challenging
goals
18
Shop Floor Information Systems
Low awareness Used in limited
of CIM, OA,
areas
POP information
A factory wide
automation
policy
developed
CIM system fine- CIM and POP
tuned after level systems fully
3 in other keys. implemented
POP system
implement
19
Energy & Materials
Conservation
not considered
Company wide
conservation
policy begun
Comprehensive Full pursuit of
programme in
conservation
place
20
Leading Technology & Benchmarking
No monitoring
of competitors
Position with
respect to
competitors
established
savings on
existing
equipment
begun
Keeping pace
with average for
the industry
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Labour content
reported by
family.
Efficiency charts
established
One step ahead
of industry
average. Easy
incorporation of
new
technologies
Site technology
amongst the
best in the
industry.
Monitors leading
edge technology
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