Lean Handbook

CONFIDENTIAL Document Number : GBE-KPO-2-034-00

Revision Number : 09
Effective Date : 13 May, 2013
 Document Title Document # Revision
GBE-KPO-2-034-00 09
Lean Handbook Document Owner
Gopalkrishnan Murugiah

REVISION HISTORY
Effective
Revision Description of Change Writer/Reviser
Date
04 Document formatted as per DMS policy. Gopalkrishnan Murugiah 11-Dec-08
05 Office slide added, Conveyor functions added & Converted to new Corp ppt template. Asoga Tannimalay 10-Jun-09
Standard Work, Takt Time Chart, Skill Evaluation Matrix, Supermarket checklist & kanban card checklist
06 Asoga Tannimalay 31-Mar-10
updated.
07 Mura and Muri updated. Gopalkrishnan Murugiah 15-Oct-10
Slide 4 – Add in Energy X 9/10
Slide 10 – Add a new purpose.
Slide 11 – Std WIP, label of “A”, “B”, “C”, “D” operators.
Slide 12 – Wording error. It should be “longer than” not “less than”
Slide 15 – Kaizen Requirement
Slide 19 – 7 Elements that impact manual Cycle Time
Slide 24 – Defect tracking template
08 Kwa Teik Lim 10-Apr-12
Slide 32 & 33 – Machine Maintenance
Slide 34 – What is our productivity level?
Slide 36 – 5 Steps of Training (Using 5W+1H)
Slide 44 – Add a http: link to 39 checklist of Lean Model Warehouse
Slide 47 – 7R Analysis Method
Slide 48 – The Kaizen Culture
Slide 51 – Kaizen TEAM – Just Do It
Complete of document review and update
Updated slides are:-
09 Slide 4 & 5 - Lean Manufacturing Quah Lian Kok 13-May-13
Slide 19 - Change 6S to 5S + 2S
Slide 27 - One Piece Flow

COMPANY Lean Handbook Printed copies are uncontrolled copies.

CONFIDENTIAL
2 GBE-KPO-2-034-00
Verify revision and approvals in Rev.08
the FMS Document Management System on ShareNet.
 Table of Content
Contents Slide(s) Contents Slide(s)
Lean Manufacturing 4-5 5 Steps of Training (Using 5 W + 1H) 38
Goal of Kaizen Workshop 6 Material 39 - 40
SWS & SWCS 7 Heijunka 41
3 Types of Standard Work 8 Option 42
How to start the Takt Time Calculation 9 - 10 Kanban 43
Types of WIP 11 - 15 Kanban Evaluation Checklist 44
Takt Time 16 Supermarket 45
Operations 17 - 21 Supermarket Evaluation Checklist 46
Layout 22 - 23 4 Ways In Looking At Thing 47
Zero Defect 24 - 26 Steps for Continuous Improvement 48
One Piece Flow 27 7 R Analysis Method 49
VSM 28 The Kaizen Culture 50
Moonshine Shop 29 One Point Learning 51 - 52
Golf Score 30 Kaizen TEAM – Just Do It 53
Machine 31-35
What is our productivity level? 36
Total Productivity Maintenance (Skill Matrix) 37
5 Steps of Training (Using 5 W + 1H) 38
Material

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 Lean Manufacturing

Definition of Lean Manufacturing

A systematic approach to identifying and eliminating waste also know as MUDA (Non-Value-Added
actives).

MUDA in a process or system can be detected through identifying the 7 + 1 wastes

(Please refer to Document # GBE-KPO-2-004-00).
• Transportation
• Inventory
• Motion
• Waiting
• Over Production
• Over Processing
• Defects
• Skills (Unutilized Talents)

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 Lean Manufacturing – cont’d

Recipe to improve the process

 Go to Gemba (Actual Place).

 Check the Actual Product (Genbutsu).
 Identify Actual Fact (Genjitsu).
 Classify Waste (Muda).
 Finally do Kaizen to eliminate or minimize waste / muda.

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 Goal of Kaizen Workshop

 Double the  ETE (End-to-End) Productivity  Defect : X 1/10

Good Improvement
 Inventory :X½
 ETE Zero Defect (Quality, TPM,
OEE& etc)  Productivity : X 2
 Halve the
 Inventory Reduction  Lead Time :X½
Bad
 Lead Time Reduction  Energy : X 9/10
 Scrap : X 1/10
 Triple the  Crew Size Optimization
Speed  Space Reduction  Space : X 1/2

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

No Money … No Space … No Manpower

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 Standard Work & Standard Work Combination Sheet

1) Standard work defined

a) Takt Time defined
b) Work sequence defined 3 Key Elements
c) Standard WIP defined
d) Cycle Time defined
e) Number of operators defined
f) Safety
g) Multi skill
2) Standard work combination sheet defined
a) Manual time
b) Auto time / Machine time
c) Walking time
d) Waiting time

3) Is the Quality check legend defined on each process on Standard work sheet?

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 3 Types of Standard Work

Elements
Signal
Type Machine Man Tools Examples
Standard Trigerring
Takt Time Sequence
WIP

1 Y Few Y Y Y N SWCS SMT

Standard
Work
Work Load
Hand Load
2 Few Y Y Y Y N Leveling
Assembly
Chart/SWCS

Receiving,
Work Water Spider,
3 Y Y N N Y Y Andon
HR,
Standard
Testing

Type 1 : Standard Work to support machine (90%) & man (10%) combination task.
Type 2 : Standard Work to support man (90%) & machine (10%) combination task.
Type 3 : Standard Work (also called Work Standard), to support task that carried out upon signal is triggered.

No Std Work means no Kaizen … Std Work is the Mother of all Kaizen
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8
 How to start the Takt Time Calculation
Based On Customer’s Demand

• Step 1: Calculate Takt Time Based on Customer Demand

• Example:-
Customer Demand per Month 792K. Working hour per day is 22 hours, 20 days a month.

Takt Time = Available Time

Customer Demand
= 22 Hours X 20 days X 3600 s
792,000 pcs
= 1,584,000
792,000
= 2 seconds

•Takt Time calculation shall display all the variables and units to make clarity to all.

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 How to start the Takt Time Calculation
Based On Product and Process Design

Step 2: Calculate Process Takt Time Based on Product and Process Design
Based on Step 1, Takt Time is 2 seconds to produce 1 piece.

Scenario 1:
Product design is 6 pieces per one PCB panel. The Process Takt Time will be every 12 seconds a
panel. Besides, your process design is using a pallet to place 4 panels, then your Process Takt Time
is 48 seconds per pallet. If 2 lines are running, process Takt Time will be 96 seconds.

As such the Process Takt Time Calculation as following:-

= Takt Time X Product Up x Process Up X Number of Line
= 2 seconds X 6 products per panel X 4 Panels per pallet X 2 Lines
= 96 seconds

Scenario 2:
If Top and Bottom product running on same line at the same time, Takt Time shall be half = 48
seconds

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 Types of WIP

1. Standard WIP
2. Process WIP
3. Process To Process WIP
4. Station To Station WIP

Various types of WIP in our manufacturing process

• WIP means INVENTORY. INVENTORY is basically ‘BAD’.

• Standard WIP is the Ideal or Should be conditions for WIP.

• However, before you fully achieved Standard WIP Quantity, you might need to go through various
stages to understand your process Muda and bottle neck.

Key Note from Sensei:

• To understand the above WIP definitions, go to the Gemba and perform your own work towards
establishing the right WIP quantities. This is the Only way you can understand the definition.

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 What is Standard WIP

The purpose of Standard WIP is:

1. Separation between machine job and man job.
2. Ensures quality requirements.
3. Ensures smooth flow based on Takt Time.
4. Eliminate output losses of first hour/start of production.

Example 1:
WIP in a reflow oven for curing with process time 6 minutes and Takt Time 30 sec.
Standard WIP in the curing oven = Process Time / Takt Time
= 6 min X 60 sec / 30 sec
= 12 pcs
Example 2:
WIP in a tester at backend assembly with process time 60 sec and Takt Time 30 sec.
Standard WIP in the Test station = 60 sec / 30 sec
= 2 pcs

• In other words, Standard WIP in order to fulfill the above 1), 2), 3) functions, it is the compulsory WIP
in a machine/process before establishing Standard work for the process. Note: Quantity of Standard
WIP may increase with relation to layout, length of machine, traveling distance, separation distance
of 2 stations.

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 What is Process WIP

• WIP within same process with low variation of Cycle Time.

• It is all that WIP in the same process, not categorized as Standard WIP or PTP WIP.
• Example:-
Before Kaizen, Manual Insert (MI) Line Process WIP =9 pcs. After Kaizen MI Process WIP is 3
pcs. Standard WIP for each station is 1 pc.

Time Time
51 45 58 43 T.T 60 60 60 0 T.T
60 60
sec sec
variance

Person Person
A B C D A B C D
Before After
Process WIP = 9 pcs, No Standard WIP Standard WIP@each station = 1 pc, Process WIP=3 pcs

A B C D A B C

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 What is Process To Process WIP (PTP WIP)

 WIP between 2 different processes with big gap of Cycle Time.

 PTP WIP is needed due to changeover in upstream line.

Process to Process WIP = Changeover of Previous Machine

Takt Time

 Not every line needs PTP WIP.

 If Cycle Time of Upstream Process is Less than Down stream process.
Example 1: SMT Cycle Time (30 sec) Less than Manual Insertion (60 sec)
CT (Upstream process) < CT (Downstream) => Need PTP WIP

 If Cycle Time of Upstream process is Equal or longer than Down stream process, No PTP WIP
required.

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 What is Process To Process WIP (PTP WIP) - cont’d

Example 2: Cycle Time of Process A is 15 sec. It is faster than Process B. Cycle Time of B is 25 sec.
Process A is running 2 product models as capacity requirement. In order to keep Process
line running, process to process WIP is required between Process A and B. The calculation
as below:
Process to Process WIP = Changeover of Previous Machine
Takt Time
• = PTP WIP = 5min x 60 sec
30 sec
= 10 pcs

Takt Time = 30 sec

Changeover Time = 5 min (300 sec) 30sec

Process A

Process B
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 Takt Time

It can be used to calculate

40 • Total Operators needed
• Total machines needed
30 • Standard WIP needed & Etc
Machine/Process A : St. #1

Machine/Process A : St. #2

20

10

Cycle Time Cycle Time

< Takt Time > than takt
(1 Station for single
process
Takt Time = 20s
Process )
(2 same
stations
needed)
Note: CT < TT: No additional Machine/Man needed
CT > TT: Additional Machine/Man needed (only after
wastes elimination, zero NVA)
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 Operations – Kaizen Requirement

1. Create a flow.
2. Drive Zero Defect.
3. Meeting UPH & customer requirement.
4. UPPH – H/C Optimization.

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 Operations

1. Is the Takt Time visible (with counter and triggering point)? Propose to create video to share
the correct work sequence & pace setter (e.g. Timer display that change over is using).
2. Is the Takt board defined (on the board)?
3. Are the Standard WIP defined?
4. Do you know how to separate manual (person's) from auto (the machine's) work?
5. Is the Work load leveling defined for man, machine and C/o?
6. Is the H/C calculated based on Takt Time?
7. Is the Std work (front page) SWCS (back page) posted in front of each operator?
8. Is the Std work being followed by the operator?
9. Is the Std work defined for water spider?
10. Is the operator idle at the station?
11. Does the operator search for components or tools? - Locate all tools and parts within easy
access or reach (Doctor & nurse).
12. Do you have std work for inspection station?
13. Do you have shortest Cycle Time for inspection?
14. At the hand load station, do you apply doctor and nurse concept?

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 Operations – cont’d

15. Do you meet the target of 3 sec or less per component during insertion at hand load?
16. No SIC (Standard Instruction Card) at hand load station, use template instead.
17. Hand load manual CT < Takt Time nurse not required. Are there system in place to stop work when
abnormal conditions arise?
18. Does the supervisor respond in a quick/crude manner?
19. Do you have 5S+2S implemented on your line?
20. Is the production qty for the day defined?
21. Is the Multi skill charts visible and available?
22. Do you allowed banana peeling on the line?
23. Are you able to detect bottleneck station at a glance?
24. The operator must not re-orient the part
25. Change over:
a) Internal time d) Adjustment time
b) External time e) Clean
c) Trial run time

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 Operations – cont’d

26) ETE Operations criteria:

a) The line should run based on Takt Time
b) The H/C should be load based on Takt Time
c) Material should be load based on Takt Time. WIP being defined at each station/process/PTP.
d) Installation of Equipment or test station/jig is based on Takt Time
e) The line should be configure to zero defects
f) Supermarket should meet all the 15 criteria
27) ETE kaizen consists of:
a) Productivity improvement (MLT, H/C, WIP, Space)
b) Material replenishment (Water spider, Min-Max, Supermarket)
c) Quality improvement (Zero defects)
d) C/O (if the time more than 10minutes)
e) Energy saving – reduction of electricity, water, compressed air leakage, …etc

28) 4 functions of ‘Conveyor’, Say NO to ‘Conveyor’ if below criteria not satisfy

a) Function as a Pace Setter (Takt Manufacturing)
b) Function as a Value adding work station (Value being added as it moves)
c) Function as a Jidoka (Stop at every abnormality)
d) Function as a transportation mode (5% of the function)

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 Operations – cont’d

29) 7 elements that impact manual Cycle Time:

i) Material presentation
ii) Hands free
iii) Jig & Fixture
iv) Poka-yoke
v) Ergonomic
vi) Water Spider
vii) Hanedashi

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 Layout

1. Insure short walking distance.

2. Do you have 3 TEI implemented on your line?
a) FIX place
b) Fix things
c) Fix qty
3. Is the safety aisle easily access by the operator?
4. Are there trash bins inside the cell?
5. Do you have cell concept implemented on your line?
6. The operator movement in a cell: is it counter clock wise(1) or clockwise (0).Counter clock wise is
recommended
7. The gap in a cell: is it wider(0) or narrower(1) (narrower recommended).
8. Is the station made of creform/flexi-pipe material and is it on the wheel for flexible movement?
9. The flow of a layout must be like a single stroke/continuous flow, zigzag or island is not allow.
10. Do you use 7 ways when designing tools, jigs, fixture, layout or process?
11. Do you used pugh matrix to evaluate 7ways?
.
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 Layout – cont’d

12. Hand load station should meet the below requirements:

a) Part presentation
b) Zero defect
c) Layout/Ergonomic
d) Both hands of operator have to be used during insertion
e) Parts must be presented to operator within reach
13. Are the cables, wires and network using the overhead drop point for flexibility?
14. Do you use the Spaghetti Chart to do the layout, process, movement?
15. Is the line visibility clear for the supervisor? (boarder post define for clear visibility)
16. Do you use mock-up layout?
17. Have you ensured that the Tree and Branches connect to sub assemblies and the main assembly?
18. Short Takt Time < 1minute, multiply Takt Time by (x) factor and duplicate the backend cell accordingly.
19. Do your work stations are in the same height ?
20. Do you carry out “rope test” to validate the continuous value flow ?

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 Zero Defect

1. Can normal and abnormal be visually differentiated? Is Standard Work defined to minimize process
variables?
2. Are the escalation paths well defined if abnormality occurs?
3. Are the defects allowed to escape to down stream?
a) Do not pass defect (Downstream Internal or To End Customer)
b) Do not make defect (In Own Process)
c) Do not accept defect (From Upstream)
d) Do not rework (Not Build Product Via Rework)
4. Do you have a common area to view the defect (fish market)?
5. Do you apply 3 Gen?
a) Gemba/Genchi - Actual place
b) Genbutsu - Actual product
c) Genjitsu - Actual fact
6. Do you used 5 W (who, what, where, when, why) + 1H (how)
where rules and regulations applied?
7. Do you have hand free inspection station?
8. Do you have template with navigation or pointer to guide inspection operators?

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 Zero Defect – cont’d

9. Do you apply SDCA,PDCA? and for defects do you apply PDCA?

(Problem, Display, Clear & acknowledge) SDCA (Standardize, Do, Check & Action)
10. Do you have Kaizen Newspaper display?
11. Do you have 1hr, 2hr, 4hr, 8hr tracking system on the POD? Ensure consecutive & continuous zero
defect. (lead to zero defect) – please refer item 20 (next slide).
12. Identify POO & POD to solve the problem.
13. Learn how to make the defect to understand root cause.
14. Do you have Auto Jidoka implemented in your line?
15. Talk to the defect to understand the root cause.
16. Duplicate the defect to understand the root cause.
17. Do you have mean test ? - challenge the current state (Potential Problem Analysis).
18. Do you use 5 Why analysis to understand the root cause?
19. Landscape concept – View from all angle (the mountain), Search for the truth (the forest),
Look/Focus (the tree), See and fix it (the branch/leaf )

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 Zero Defect - cont’d

20. Do you use 1 to 100 pieces template to do 100%

inspection tracking? Do kaizen once 1 defect
found (immediate actions on fall-out). Then, re-
start 1 to 100 pieces template tracking.

Rules:
1. If Defect (1 piece) detected on #5, please stop
the line, do kaizen and solve the defect. Then,
use a new tracking list, start all over again from
#1.
2. The previous tracking list can be displayed at the
POD board.

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 One Piece Flow

1. In “one piece flow” you can ensure that the line visibility is clear for the supervisor, Standard WIP,
Takt counter and line flow.
2. While using “one piece flow” you should focus one piece at a time. You should not attempt to work
on two or more in parallel.
3. By shortening the information of defect feedback, “one piece flow” can reduce our lead time
4. Whenever we set up a new layout, we must consider using “one piece flow”.
5. According to our Takt Time, the ideal layout is “one piece flow”.
6. The layout of “Y” is better than the layout “I I I” series.
7. As the quality feedback is fast, you can take quick action based on the feedback.

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 VSM

1. Do you have value stream done on your product?

a) have you visualized improvements to the overall production flow,
instead of spot improvements to single processes
b) have you created a complete material and information flow
c) current state - how the process works today
d) future state - map shows improvements towards a long term 'ideal state'
e) 3D VSM for better visualization (for office kaizen)
2. 7 types of flow must be clearly define :
a) Material - Raw
b) Material - WIP
c) Material - Finish Goods
d) Information - what info is required to move materials, what is the timing
e) People - std.work, Takt Time
f) Equipment - carts, conveyor, racks, andons, TPM
g) Engineering - quality, tooling, programs

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 Moonshine Shop

1. Do you have moonshine capability in your plant?

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 Golf Score

Are the operators having to bent down?

Are operators having to reach high?
Are operators having to twist/turn?
4)Are operators leaving work area?
5) Are operators needing 3 arms? (hand being used as fixtures)
6) Is the C/T set at 90% or less of the Takt Time?
7) Is there rework being done?

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 Machine

1) Are tools suspended above point-of-use?

2) Are proper gauges/fixtures used?
3) Are distances between stations held at minimum?
4) Are there 2 or more stations for each operator's work?
5) Is there an aisle way and cart for the water spider?
6) Is there information being sent to the water spider in "real time"?
7) Is there an andon lamp installed?
8) Is a production control board in place?
9) Can you separate internal setup from external setup and externalize internal setup?
10) Be sure that material flows in one direction.
11) Is your machine 6 Sigma Process Capability gauge R & R done?
12) Is the Layout for machine and tools by process?
13) Is there a line stop and re-start rules? Machine should not have an operator as machine babysitter.

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 Machine – cont’d

14) Are all the station on wheels?

15) Are the station load based on Takt Time?
16) Are the power cables suspended above the station for easy plug and play?
17) Do you have work standard done for tester? Are testers (whichever applicable) comply to
Hanedashi?
18) Are there systems in place to stop work when abnormal condition arise? Does the supervisor
respond in a quick/crude manner?
19) If a machine is identified as Bottleneck (no flow) create a flow by working on reducing the machine
Cycle Time, manage the machine with eagle eye or put up SM to create the flow.

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 Machine - cont’d

20) How many of your machines are built in with human intelligent (autonomation)?
21) Do you define work standard by andon for tester?
22) Do all the feeders have medical chit attached?
23) Do you have ECC (Equipment critical checklist) list defined?
24) Do TPM cover the whole line? No point TPM. It should be AREA TPM.
25) Do you train your operator to act as sensor to machine problem?
26) Is your feeder color coded base on size?
27) Do you build the fixture base on:
a) Reference points
b) X and Y axis
c) Jig - hands free

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 Machine - cont’d
Maintenance

A. Purpose of Maintenance:
1. Line does not make defect
2. No downtime
3. Minimize maintenance fee
L/T: 3days
B. Maintenance Process:
1.
Start for
maintenance

Unload Store Loading die Discover Unload

die in into m/c for defect die from hospital
from rack mass m/c
m/c production

Unload 100% Prepare die Start die

die from check & repair repair
m/c mainte
nance
L/T: 30 mins

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 Machine - cont’d
Maintenance

C. One piece flow Maintenance process:

1. Layout - 1 piece flow (proper layout)
2. Spare part push cart
3. Material - standardized spare part
D. Maintenance cost reduction:
1. A+B+C=90% reduction on maintenance cost/Lead
time/Down time/quality – defect.

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 What is our Productivity level?

Comparison:
HW : UPPH=160/14= 11.4 , Part count = 34,
Ass’y Part count/hour/person=11.4*34= 387.6 pcs,
Ass’y time per part= 3600/387.6= 9.3 sec/part;
NCMC: UPPH= 75/37 = 2, Part count = 198
Ass’y Part count/hour/person=2*198= 396,
Ass’y time per part = 3600/396= 9.1 sec/part;
Site benchmark: 5 sec/part
World wide benchmark: 2.5 sec/part
Establish benchmark within Flex, within sites, within building,
within campus and within BU,
1 SMT ops per single SMT line
2 or 3 ops per double top/bottom SMT line
Ass’y process - 5 secs per part
MI / HL - 3 secs per part
SMT changeover - 10 mins per model
- Component pick time calculation for MI station.
(3600 x # of HC) / (UPH x # of component placed) or (Takt
Time x # of HC) / (# of component placed)

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 Total Productivity Maintenance (Skill Matrix)

AHU Maintenance Skill Matrix

Radzi Nadri Gopi Khairi

1 Check running amp Zero Knowledge

2 Inspect general condition

3 Check water level Apprenticeship under training

4 Check float switch

5 Clean in fill Full Knowledge

6 Clean louvre/strainer/basin

7 Check motor amp / greasing

Full knowledge, able to lead
8 Check sprinkle head / fan condition/ belting
Full knowledge, able to lead, able to train
9 Check chemical pump/chemical level

10 Check motor/ belting /pulley

11 Dynamic balancing

Skill Matrix – Good visual management tool to evaluate current organization strength and plan TPM
development strategy.
Example: Break down machine maintenance/calibration task and cross check current manpower skill
and develop them with required skills to minimize the cost.

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 5 Steps of Training (Using 5 W + 1H):

1. Training Materials 4. Evaluation

 Paper  What is the evaluation spec.
 Video  How to do it?
 On Job
 Training 5. Follow-up
 Update  Who?
 How to do it?
2. Trainer
 Who?
 Qualification?
 Experience ……etc

3. Session
 Where?
 How long?

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38
 Materials

1. Are parts provided 1 kit at a time (or less than 10 min.'s worth)? (2-bin, etc.)?
2. Are parts provided in front of the operator?
3. Is the supermarket sized to hold 1 hr's worth of material?
4. Is the replenishment information being sent out?
5. Are there defects being sent from upstream processes?
6. Are operators selecting between or searching for parts?
7. Is banana peel allowed?
8. Do you have vertical storage, is it human reachable height?
9. Are the part located as close as possible to POU?
10. Do you allowed double and triple handling of materials?
11. Are there any materials that not required NOW stored in the shop area?
12. Are the materials arrange properly based on FIFO?
13. Are the material required placed in ways that allow them to be removed immediately?
14. Do you have material shortage escalation path?

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 Materials – cont’d

15. Is it possible to put more (material) than necessary?

16. Does the water spider have shortest walking path define?
17. Do you have one kanban card per box?
18. Are the part located with single entry? (condominium concept-only one entry point per unit)

5 Reasons for High Inventory

1) Long lead time

2) Purchasing timing too early
3) Lot size too big
4) Consumption rate less than planned
5) Customer cancelation & Demand Change

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 Heijunka

1. 3 key elements in Heijunka:

i. Heijunka Pull
ii. Supermarket
iii. Replenishment

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 Option

1. Do you implement chaku-chaku?

2. Do you implement Hanedashi?
3. Do you implement Nagare concept?
4. Do you implement TPM?
5. Do you have maintenance free machine?
6. Do you have fast turn around time for Jigs and tools?
7. Four categories of Technology:
a) a) Original Technology
b) b) Technology that is available to
i) make smaller
ii) make thinner
iii) make lighter
8. Combine existing technology
9. Use existing technology to
a) mass produce
b) reduce defect and raise yield

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 Kanban

1) When kanban card is detached from the product, it must be clear ‘where kanban card’ should GO
2) The product & kanban card must be transfer to address designated
3) Kanban card should be transported @ the scheduled time to designated location
4) Each box or product must have kanban card attached
5) Kanban card have to maintained @ all time and to ensure no damage/spoil/loss (Kanban card is
equivalent to $$$$$ or credit card)
6) Kanban card must tag with license number (serial number)
7) No kanban card = No production (Do not start any production without kanban card)
8) Quantity in the kanban card must match or equal to the physical quantity
9) No extra tray, no extra bin, no extra kanban card in the Gemba & Supermarket all times
10) All WIP/Inventory must be accompanied with kanban card
11) Kanban card should be removed just before the first part or piece when is it used in the process
12) Kanban card should be placed @ the completion point

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

When Kanban Card is detached from the Product,

1
It must be clear 'Where Kanban Card' should GO
2 The Product & Kanban must be transfer to Address Designated
Kanban Card should be transported @ the Designated Time to Designated
3
Location
4 Each Box or Product must have Kanban Card attached
Kanban Card have to be maintained @ all time and to ensure NO DAMAGE/
5 SOIL/LOSS
[Kanban Card is equivalent to $$$$$ or Credit Card]
No Kanban Card / No Production
6
[Do not start any Production without Kanban Card]
7 Quantity in the Kanban Card should match or equal to the Physical Quantity
No Extra Tray or Bin or Box or Kanban Card in the Gemba & Supermarket all
8
times.
9 All WIP/Inventory must be Accompanied with Kanban Card
Kanban Card should be removed JUST before the First Part or Piece when is
10
used in the Process
Kanban Card should be Placed @ the Completion Point
11
[Finished Goods with designated Qty that amount to a Full Tray or Bin or Box]
Kanban Bin or Pocket only used for Kanban Card
12
[Do not place any other info or noted except Kanban Card Only]
Materials & Product with Kanban Card should only placed @ the Kanban
13
Staging Location or Designated Area

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 Supermarket

1) Height requirements – Avoid monkey jumps; should be easily reachable by all humans.
2) Address – Specify the location, part #, ROP (Min, Max)
3) Gradient FIFO
4) Pull Replenishment
5) Visual Management
6) No Waiting Transaction
7) Material Return Flow
8) Water Spider
9) No fork lift
10) Standard Work & Standard Work Combination Sheet

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 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?*

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

15 Are defective/unnecessary materials not present?*

Lean Supply Chain – For Model Warehouse Checklist, please click here

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 4 Ways In Looking At Thing

眺 觀

Landscape Look

見 看

View See

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 Steps for Continuous Improvement

Identify the
problem
(MUDA/MURI/ MURA)
(Step 1)

Muda- waste
Muri- Overburdening of people & Machine
Find the root
Yokoten Mura- Unevenness of operations
cause
(STANDARDIZE)
(SWS) (3GEN,6S)
(Step 6) (5why)
(Step 2)

Sustain Take counter

(Man-ware/Hardware
/Software) 3GEN measure
(Step 5) a) Genchi - Actual place (7ways)
b) Genbutsu - Actual product (Step 3)
c) Genjitsu - Actual fact

Validate against the counter

measure
(3GEN,6S)
(Step 4)

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 7R Analysis Method

7R + 1S

i. Recycle
ii. Renegotiate
iii. Reduce
iv. Rejuvenate
v. Refill
vi. Re-engineer
vii. Remove
viii. Standardization

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 The Kaizen Culture

The Kaizen Culture = Knowledge + Will + Skill

Knowledge

Will Skill

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 One Point Learning

1) Make no excuses.
2) Exert energy to think of a way to get things done instead of exerting energy to explain why things
cannot be done.
3) Do not worry before even taking any action.
4) Do things right away.
5) Ideas are not generated unless there is a struggle.
6) Do not aim for perfection, a score of 60 is acceptable. Let’s try it.
7) Take the attitude of trying the Toyota Production System for one full year. Try to hold off complaining
until after this time.
8) Consider today’s conditions to be the worst ever.
9) Stand [and observe] in gemba areas with problems.
10) Complete all tasks the same day that they are started.
11) Do not create excessive documentation/paperwork.
12) Fix errors immediately on the spot.
13) Take away the fears of insufficient capacity (for manpower/machines).

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 One Point Learning – cont’d

14) Do not use money. Use your brain to generate ideas instead. If there you cannot generate ideas,
generate sweat.
15) Consider adjustment as evil. Having adjustments is forcing operators to cover for the lack of
engineering skills.
16) Destroy old paradigms.
17) No matter how many times money is counted, the amount will not increase.
18) Instead of giving time to think, give time to do.
19) Pursue the root cause. Ask why 5 times.
20) Kaizen is infinite.
21) Time is the shadow that is cast by motions.
22) Lot sizes are a reflection of the abilities of the management.
23) Instructions without specific due date/times can be ignored.
24) Analyze current operations with the mindset of making the next process easier.
25) Convert movement that does not earn to movement that does earn money.

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 Kaizen TEAM – JDI (Just Do It)

Brain = Open-minded / open mindset, 开放思维 Tools， 工具

TEAM = Together Everyone Achieves More!

团队合作
Speed， 速度

By Gopalkrishnan Murugiah

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 Thank you

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