Kaizen
Kai + zen
(Change for the better)
6
1
© 2009 RLM & Associates LLC
4/9/2015
Kaizen Defined
• Continuous, incremental improvement of an
activity to create more value with less waste.
A process of continually making incremental,
ongoing changes and not as a single, separate
event.
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Kaizen
• Small-scale improvements are easier and
faster.
• The risks are lower because they generally
have limited effect.
• The accumulated effect is often greater than
a single large improvement
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Change Management
• The Lean journey is paved by kaizen events
• Lean concepts are simple -- sustaining is hard
• Lean as a business strategy and supported by
top mgt.
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Kaizen Teams
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Kaizen Teams
• Daily work teams
– Multi-skilled, cross-trained team working in a cell
– TPM team (mgt, engr, maint., operators)
– Do not disband
• Kaizen team
– Multi-skilled, cross-trained and cross-functional
– Led by a facilitator
– Trained in problem solving, conflict resolution, etc
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Kaizen Events
(Creativity before capitol)
•
•
•
•
•
•
Identify a problem
Brainstorm with employees
Make the improvement
Monitor results
Adjust as necessary
Apply to like processes
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Pre-Event: Planning
Meeting Task Name
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Duration
1
Team Introductions
1 hr
2
Resource Planning
2 hrs
3
4
5
6
Preparation
Kaizen event
Follow-up
Follow-up & closeout
1 hr
5 days
4 hrs
4 hrs
Kaizen event
completed
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Pre-Event: People
• Project Leader
• Lean Champion
• Team Members
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Day 1
•
•
•
•
•
•
•
Team Introductions
Project Scope
Overview with goals
Team Charter
Determine current state map
Brainstorm ideas for future state map
Set up plant walk-through
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Day 2
•
•
•
•
•
Communicate, Communicate!
Select Metrics
Select method for improvement
Build team consensus and select actual tasks
Organize tasks
– A Tasks - the team can do without permission
– B Tasks - requiring help from maint., IT, accounting
– C Tasks - requiring management approval
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Effort and Impact Matrix
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Day 3
•
•
•
•
Identify items or material you need
Discuss possible obstacles to implementation
Communicate with target area people
Start implementation of ideas
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Day 4
• Continue with improvement implementation
• Work in teams of at least two
• Identify action items to address in order to
complete kaizen event effort
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Day 5
•
•
•
•
Complete the Kaizen event
Develop a 30-day action item follow-up list
Document improvements
Calculate savings
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Closeout and Presentation
• Create a short presentation to management
and people in the area.
• Everyone participate
• Have accounting present the cost savings
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Follow-up
• Ensure that all assigned tasks have been
completed (infrastructure)
• Help build the habits and discipline of lean
and reinforces the concepts.
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Project Closeout
• Captures the total qualitative, quantitative,
and financial improvements
• Collect lessons learned
• Update your VSM
• Have official celebration to reward and
recognize the team’s efforts
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Points to Consider for Implementing
JIT and Changing Layouts
1. Study the process thoroughly first
2. Don’t under estimate the cost of changes
3. Know your people capabilities because of additional duties
4. Training is Vital
5. Identify Goals and Objectives
6. Be creative
7. Don’t be afraid to make mistakes
8. Involve everyone concerned
9. Educate your people about the goals and objectives
10.Keep it as simple as possible
11.Stress flexibility of tools and equipment
12.Keep areas open, avoiding walls and barriers
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Kanban
Order to Produce
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© 2009 RLM & Associates LLC
4/9/2015
Kanban
• Agenda
– Introduction
– Kanban video
– Benefits
– Push vs. Pull systems
– Kanban process
– Visual factory
– Tiny Tag factory activity
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Introduction to Kanban
• Kanban
– A signal to indicate when more parts are needed
– Card, empty bin, In-process Kanban on plant floor
• Kanban System - a pull system that uses colorcoded cards attached to parts or part
containers to regulate the upstream
production and delivery flow.
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Kanban Video
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Takt Time
Takt Time - customer demand rate. Takt time sets the
pace of production to match the rate of customer
demand. It is the drum or heartbeat of any lean
system.
The concept carries backward through a process
stream. Every step is synchronizes with the final
output.
Customer
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Retailer
Manufacturer
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Suppliers
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Leveling Manpower
Leveling Manpower to Meet Demand
One worker can produce a part
every 8 minutes
Two workers can produce a part
every 4 minutes
Eight workers can produce a part
every one minute
Start and finish are close together
Multiple machines can be “watched”
by one operator
This provides JUST
the quantity needed
JUST-IN-TIME
4/9/2015
Some machines can be
programmed (1,4,6) to have
intelligence and stop when broken
or stop after one Cycle (Jidoka)
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Takt Time Calculation
Calculated by taking the work time available and
dividing it by the number of units sold.
Net Operating Time
480 min.
Lunch/Breaks
- 50 min.
Maintenance/Cleanup
- 30 min.
Net time available
400 min.
400 min x 60 sec/min
1000 Units/Day
Takt Time = 24 Sec./Unit
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Pull versus Push Production Strategy
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Push System
Push System – Products are provided to the
consumer based on forecasts or schedules.
• Build product to forecast
• Create excess inventory
Extra Inventory costs
Extra floor space
Expired product
Damaged product
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Large Lot Size
Disadvantages of Large Lot Size
Inventory waste – large sums of money are
tied up in stored products
Quality loss – Good product becomes
defective as it sets in storage, from bumping,
scraping, water damage
Customer waiting – Customers must wait
until a long run is finished before getting
their portion of the run
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Push System
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Push System
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Pull System
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?
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handout
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How many pull signals
• What should be considered in establishing
maximum inventory levels?
– Long change over times
– Long lead times
– Machine downtime
– Schedule increases / decreases
– Large process or transfer or batch sizes
– Poor quality
– Long cycle times
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How will the pull system change your job?
• The pull system provides more time for
constructive activities that will make your job
and working conditions better tomorrow
because with pull you only run the parts that
are needed shut down time can be spent on:
– Preventive maintenance
– Quality improvements
– House keeping
– Team meetings
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• Implementation of a pull system is affected by
many factors:
– The process itself
– Cost and availability of transportation
– Relationship and logistics with supplier
– Level scheduling
– Containerization
– Supplier and customer floor space
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Benefits of a Pull System
• Increases employee involvement
• Allows decision making at appropriate levels
• Allows manufacture of only what is needed by
customer
• Improves communication with customer
through visual controls
• Provides a common system for moving
material through the plant
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© 2009 RLM & Associates LLC
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Benefits continued
•
•
•
•
•
•
Eliminates scheduling complexities
Reduces lead time and WIP inventory
Highlights quality issues quickly
Organizes the workplace
Leads to lower unit cost
Supports continuous improvement
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Pull System
Eliminating waste of:
•
•
•
•
•
•
•
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Handling
Storage
Expediting
Obsolescence
Shelf life, expiration
Facilities
Excess inventory (work-in-process and finished).
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Pull System Conclusion
•Pull System is a flexible and simple method of
controlling/balancing the flow of resources.
– Produce exactly what the customer wants
– Minimum inventory
– Small lots
– Simplifies production scheduling and MRP
–Management by sight/signals
–The Pull takes place throughout the supply
chain, not just inside your production facility
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Pull at your company
• Identify the opportunity for Kanbans
– In your department
– With your suppliers
– With your customers
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Pull System Scheduling
4/9/2015
Courtesy of Ingersoll-Rand Co., Southern Pines, NC
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Pull System Scheduling
• Workstation
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Kanban cards
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Kanban Cards
• Production Kanban – describes how many of
what item a particular operation needs to
produce.
• Withdrawal Kanban – is used to pull items
from a preceding operation or a supermarket.
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Supermarket System
• A stocking system in which materials are
stored by the operation that produces them
until they are retrieved by the operation that
needs them. When the store is full, production
stops
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Kanban Supermarkets
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Kanban Supermarkets
•Vendor maintained kanbans
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Kanban Limits
• Workstations
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FIFO
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Visual Factory
Visual Factory Management
Definition:
Innovative method of providing valuable
information to everyone!
Employee involvement and
management support
is CRUCIAL!!!!
4/9/2015
Be colorful with
signs, displays and
visuals
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Visual Management
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Visual Management
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Visual Controls
Benefits of Visual Controls
1. Cleaner and Safer
Workplace
2. Decreased Inventories
3. Less Wasted Time
4. Improved Morale
5. Improved Product Quality
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Tiny Tag Co. Activity
Product
Tiny Tags
Equipment
Hole punch.
Materials
Pre-cut tag blanks.
Ringed Reinforcements, p.n. 05729
Pre-tied strings
Dot sheets, ¾” diameter, p.n. 05466
Bundle rings, nickel plated
Plastic pack bags.
Operations
Punching.
Reinforcement application
Enhancement dot application.
String installation.
Bundling.
Pack-out.
Procedures
1. Punch string attachment hole.
a. Pick up hole punch.
b. Pick up blank tag.
c. Position hole punch on one end of tag, 0.50” in from narrow edge,
and centered left-to-right.
d. Punch hole.
2. Apply Ringed Reinforcement.
a. Pick up tag with punched hole.
b. Remove ringed reinforcement from package.
c. Place reinforcement ring over hole.
3. Apply enhancement dot.
a. Pick up tag assembly.
b. Remove enhancement dot from sheet.
c. Place enhancement dot in the middle of the tag.
4. Add string.
a. Pickup pre-tied string.
b. Pick up tag assembly.
c. Thread string through hole.
d. Thread end through hole through end loop.
e. Pull snug.
5. Bundling operation.
a. Pick up five (5) completed tag assemblies.
b. Thread bundling ring through the string on the tags and snap closed.
6. Packaging operation.
a. Write product identification on plastic bag(s): “TT MK IV”
b. Pick up two (2) completed tag bundles.
c. Place two completed bundles into plastic bag.
Special Notes:
· Any product design changes must be approved, in advance, by the Tiny Tag
Company marketing department.
· All components must be produced in-house. No sub-contracting is allowed.
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Tiny Tag Co. results
Push System
Card
Hole Punch
Reinforce Hole
Dot enhance
Install string
Batch
Packet
WIP Total
Unit Cost
$
4.00
$
1.25
$
1.00
$
0.75
$
0.50
$
0.25
$
0.25
Cum. Cost
$
4.00
$
5.25
$
6.25
$
7.00
$
7.50
$
7.75
$
8.00
Count
9
5
2
6
12
1
1
$
$
$
$
$
$
$
$
Total
36.00
26.25
12.50
42.00
90.00
7.75
8.00
222.50
Pull System
Count
5
1
1
1
1
1
1
$
$
$
$
$
$
$
$
Total
20.00
1.25
1.00
0.75
0.50
0.25
0.25
24.00
Costs includes raw material, labor, and overhead
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Standard Work
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Standardized Work
thru
Standard Operating Procedures (SOPs)
Without standard work there is no continuous improvement!
Everyone must know:
Cycle Time – Takt time
Work Sequence
Work-in-Process quantities
Kanban procedures
Work instructions (SOPs)
Continuous improvement
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Work Instructions
Work Instructions and SOPs
Written by Engineers AND Workers
Reviewed by Management
Operating Instructions
Operator 3
7
8
9
Operator 2
4
5
6
Operator 1
1
2
3
Tested on the line BEFORE use
Approved by QA
Standard Cycle Time
Actual time required to produce one part
Helps determine process capability
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SOPs
220 Motor Line 2
Operation 2
Procedures
1. Get (2) black screws, one in each hand
2. Get motor on pallet/fixture from previous operation with right hand
3. Place RH (Right Hand) screw in Right Rear screw hold. Immediately get screw gun
4. Place LH (Left Hand) screw in gun bit and drive screw into Left Front hole
5. Run down Rear Right screw while getting (1) black screw with left hand
6. Removing guide pin, place screw in the gun bit and drive down screw in Left rear hole
7. Return guide pin to previous operation stage area while getting silver screw with left
hand
8. Get & orient ground lead (split facing up), place silver screw in eyelet & guide to right
Front hole
9. Get screw gun & run down while pressing ground strap wire tight against right side of
bracket. (#1)
10. Move motor on pallet/fixture to next operation. (Repeat entire cycle)
Visual Aide:
Position of screws: Stainless Steel screws on Left staging shelf/Black screws on Right
Install (3) screws and rundown,
placement of grounding strap and
rundown
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Yellow Belt Training Wrap-up
 Lean & Six Sigma
 Value Stream Mapping
 Mistake Proofing
 5S
 SMED
 TPM
 Kaizen
 Kanban
81
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Takt Time
Takt Time Exercise
Availability
Four weeks/month
Five day work week
Two ten hour shifts
Lunch break 1 hour/shift
Two 15 min. breaks/shift
Turn over meeting 10 min./shift
Customer Demand
6 Month average = 20,000 units/month
Customer Demand =
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Takt Time =
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Total Productive
Maintenance
A maintenance philosophy designed to integrate
equipment maintenance into the manufacturing
process. The goal is to keep equipment producing only
good product, as fast as possible with no unplanned
downtime.
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•
Improve Productivity
•
Reduce breakdown leading to Zero
breakdown concept
•
Leads to multi-skilling of workers
•
Better safety
•
Improve quality of products
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Kaizen &
Productive Maintenance
Lean Tool
Total
Introduction
Benefits
1. Increased Space utilization
2. Increased product quality
Kaizen
Continuous Improvement
3. Better Use of capital
4. Communications
5. Production capacity
6. Employee retention
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Andon–Signaling system to stop line
Lean Tool
Introduction
Benefits
1. Bring immediate attention to
problems as they occur in the
manufacturing process.
2. Provide a simple and consistent
mechanism for communicating
information on the plant floor.
Andon –
Signaling
system to
stop line
A Japanese term refers to
3.
the warning lights on an
assembly line that light up
when a defect occurs.
When the lights go on, the 4.
assembly line©is
usually
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stopped until the problem
Encourage immediate reaction
to quality, down time, and
safety problems.
Improve accountability of
operators by increasing their
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responsibility for “good”
Jidoka
Andon
A visual management tool that highlights the status of operations in an area at a
single glance and that signals whenever an abnormality occurs.
An andon can indicate production status (for example, which machines are
operating), an abnormality (for example, machine downtime, a quality problem,
tooling faults, operator delays, and material shortages), and needed actions, such as
changeovers. An andon can also be used to display the status of production in
terms of the number of units planned versus actual output.
--- The Lean Lexicon
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Jidoka
Andon
A visual management tool that highlights the status of operations in an area at a
single glance and that signals whenever an abnormality occurs.
An andon can indicate production status (for example, which machines are
operating), an abnormality (for example, machine downtime, a quality problem,
tooling faults, operator delays, and material shortages), and needed actions, such as
changeovers. An andon can also be used to display the status of production in
terms of the number of units planned versus actual output.
--- The Lean Lexicon
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Your Lean Six Sigma & Project Management Trainers
Lean Six Sigma DMAIC Workshop
Yellow Belt Part 4
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Takt Time
Takt Time Exercise
Availability
Four weeks/month
Five day work week
Two ten hour shifts
Lunch break 1 hour/shift
Two 15 min. breaks/shift
Turn over meeting 10 min./shift
Customer Demand
6 Month average = 20,000 units/month
Customer Demand =
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Takt Time =
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Your Lean Six Sigma & Project Management Trainers
Leveling Manpower
Leveling Manpower to Meet Demand
One worker can produce a part
every 8 minutes
Two workers can produce a part
every 4 minutes
Eight workers can produce a part
every one minute
Start and finish are close together
Multiple machines can be “watched”
by one operator
This provides JUST
the quantity needed
JUST-IN-TIME
4/9/2015
Some machines can be
programmed (1,4,6) to have
intelligence and stop when broken
or stop after one Cycle (Jidoka)
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Line Balancing
68
60
Line Balancing
Exercise
Improvement Team
Reduced cycle Time
By 44 sec. or approx 18%
60 sec. Takt Time
48
Use Takt
Time/Cycle
Time Bar Chart
40
32
0
How
many
seconds
Total Cycle time =
How many people
-44 sec.
New Cycle time =
Are they working 100% of the time now? If not what portion of the time are they working?
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Improve Leveling
Improve Leveling with Small and Mobile Machines
Small machines are
Small machines can
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Easier to set up
Easier to move around
Require less space
Require less walking by operators
Produce closer to SPF
Usually are less expensive
Be easily use to re-arrange a layout
Be used to add 1 or remove 1 for
special needs
Aid in leveling workloads
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Cross Training
Improve Leveling with Cross Training
Paint booth
Dryer
Bender
John
Mary
Harry
Trainee
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Works with
assistance
Independent
worker
Individuals and
teams can be
blended to meet
changing demands
Identifies who is
certified to fulfill
which positions
Does Changeovers
and Trains
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Level Production
Level Production
Level production allows organizations to build to the varying demands
of the customer while holding minimum inventories and causing
minimum delays
Start with the final mixed requirements to schedule the raw materials
needed Just-in-time
Combine build for stock orders with customer orders to level workload
Can be used to even out peaks and valleys in production of various
types of products
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Level Production
Your Lean Six Sigma & Project Management Trainers
Example of Level Production
XYZ Units w/TUV Packaging
Operation
#
Description
Time
(seconds)
Number of Operators
1
2
3
4
1 Bottom sheet
2 hoist
19
3 Box
12
4 Rubber Guards
7
5 Escutcheon Guard
4
6 Literature
7
7 Top Sheet
10
8 1st Strapper
10
9 2nd Strapper
10
10 Unload & Palletize
31
5
6
19
19
38
19
12
59
18
28
120
31
41
20
32
61
29
29
22
22
29
29
41
11 Print & Add labels
Total Labor
120
Ideal Cycle Time (seconds)
120
60
40
30
24
20
Actual Cycle Time (seconds)
120
61
41
32
31
29
100%
98%
98%
94%
77%
69%
30
59
88
113
116
124
8.0
4.1
2.7
2.1
2.1
1.9
Performance Rate
Units/Hr
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(added to (added to (added to
8 & 9)
9)
9)
12
Time available to move and shrink wrap 2 pallets
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