Operator Training Slides

HIGH-PERFORMANCE
OPERATIONS
ChitaHPO 2015
Introduction to CHITA
CHITA combines operator Knowledge of the
processes with simple Process Improvement Tools
to create a powerful process improvement program.
Working +
Knowledge
Tools
Change
or
Add Value
Input
+ Resources =
Better
Processes
Output
Injury Pareto Chart

Injuries by Type
(Year)
7
Number of Injuries
Strain
Contusion
5
4
3
2
0
Laceration
Eye
Burn
Management doesnt
require box cutter training
Gloves are not provided
for employees
Employees not using
box cutters properly
Wood components
have sharp edges
Employee
Lacerations
Protective shields are
sometimes missing
Employees not using

equipment properly
Management does not
train employees to use
equipment properly
ChitaHPO 2015
The CHITA Program

Why Improve processes?
Reduce operator frustration.

Better quality outputs.
Increase customer satisfaction.
More sales.
Opportunity to earn more.
The Goals of the CHITA program:

Operators learn how to use basic process improvement tools.
Operators and managers work together to improve the processes.
Customers, operators, managers and owners all benefit from
better processes.
ChitaHPO 2015
Page 8 - What is a Process?

Process = Input, Transformation, Output.
Input
Bottle,
Cap,
Water.
Change
or
Add Value
Fill bottle,
with water,
Put on cap.
Output
Bottle of
Water.
ChitaHPO 2015
Page 10 Flowchart Symbols

Using Flowcharts to Document Processes
Parallelogram = Input or Output
Triangle = Queue (Materials Waiting)
Rectangle = Process Step
Diamond = Decision
Circle = Connector
Input
Queue
Process
Step
Decision
Yes
Output
Connector
No
ChitaHPO 2015
Page 11 Process Flowcharts

Various levels of detail can be used depending on
information needed.
Summary for an overall perspective.
Detailed to trouble shoot or improve a process.
Paint Chair Process - Summary

From
Assembly
Input
Un-finished
Chair
Paint Chair
Output
Painted
Chair
To
Packaging
ChitaHPO 2015
Page 11 Process Flowcharts

Paint Chair Process - Detailed
From
Assembly
Pass
Input
Un-finished
Chair
Inspect
Paint Coverage
Wait
Remove Chair
From Conveyor
Wipe Chair
With Tack Cloth
Air Dry Paint
Set Chair On
Conveyor
Spray Paint
On Chair
Fail
Touch Up
Paint
Date Stamp
Under Seat
Input
Paint From
Drum
Input
Plastic
Bag
Cover Chair
With Plastic Bag
Output
Painted
Chair
To
Packaging
ChitaHPO 2015
Page 14 - Seven Process Measurements

Injuries Reduce.
On-Time Performance Increase.
Cycle Time Reduce.
Input
Change
or
Add Value
Output
Cycle Time
Throughput
Time
Throughput Increase.
Variability Reduce.
Inventory Reduce.
Cost Reduce.
Achieving any of the above will improve the process.

ChitaHPO 2015
Page 18 Bar Run Chart

Use run charts to visually track the seven
measurements.
Injury - Bar Run Chart
Employee Injuries
(Year)
Number of Injuries
2
1
0
2
1
3
2
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Bar run charts for few measurements.

ChitaHPO 2015
Page 20 Line Run Chart

Injury - Line Run Chart
Employee Injuries
(Year)
Number of Injuries
5
4
3
2
1
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Line run charts for many measurements.

ChitaHPO 2015
Page 22 Pareto Chart

Use Pareto charts to rank undesirable events
and prioritize efforts to remove the events.
Injury Pareto Chart
Injuries by Type
(Year)
8
Number of Injuries
7
6
5
4
3
2
1
0
Laceration
Strain
Contusion
Eye
Burn
ChitaHPO 2015
Page 25 Fishbone Diagram

To eliminate a problem, the root-causes need to
be identified and removed.
Circled items are the root causes
of Employee Lacerations.
Management doesnt
for employees
Employees not using
Wood components
have sharp edges
Employee
Lacerations
sometimes missing
Why are employees lacerated?

Because of box cutter use, handling wood
components or equipment use.
Employees not using

equipment properly
Management does not
equipment properly
Why are employees lacerated when using box cutters?

Because they are not using box cutters in proper manner.
Why are employees not using box cutters properly?
Because they have not been trained how to properly use box cutters.
Why havent the employees been trained to properly use box cutters?
Because management has not included box cutter use in the training.
Corrective action:
Management set up box cutter training and require that employees are trained to use box cutters properly, before being allowed to use a box cutter.
ChitaHPO 2015

Fishbone diagrams are used for:
Identifying all the root-causes of complex problems.
Communicating to others the root-causes of a problem.
Brainstorming on a problem as a group.
Determining the corrective actions needed to remove the

problem.
ChitaHPO 2015

Assigning Action Items:
What needs to be done as determined by the fishbone
diagram?
Who #1 has the greatest knowledge needed to
complete the item?

What resources will be needed, including employee
time?
Who #2 in management will ensure that the resources
are made available?

When will the action item be complete?
ChitaHPO 2015
Page 28 On-Time Performance

To keep our customers pleased and buying from
us, they need to receive their orders:
On-time & Correctly!
or
ChitaHPO 2015
Page 28 On-Time Performance

To improve On-Time Performance:
Monthly On-Time Performance - Run Chart
Percent of Orders Shipped Correctly, On Time
100%
Goal 97%
Start tracking with a run chart.
Orders Shipped Correctly On Time
95%
90%
85%
80%
75%
70%
65%
60%
55%
50%
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Causes of Late or Incorrect Customer Orders

Pareto Chart
140
Number of Incorrect or Late Orders
Prepare a Pareto chart of On-Time

Performance failures.
120
120
100
75
80
60
40
30
25
20
17
0
Missing Materials
Root-cause analysis of On-Time

Performance failures.
Unacceptable
Quality
Incorrect
Paperwork
Machinery
Breakdown
Other

Management doesnt
for employees
Employees not using
Wood components
have sharp edges
Employee
Lacerations

sometimes missing
Assign action items to correct each

root-cause.
Employees not using

equipment properly
Management does not
equipment properly
To truly solve the problem of Employee Lacerations, all

of the root causes need to be corrected and removed.
ChitaHPO 2015
Page 34 Cycle Time

The time it takes for inputs to become outputs.
Input
Change
or
Add Value
Output
Cycle Time
Why reduce cycle time?

Customers get their orders faster, leading to more sales.
Increases Throughput, leading to more sales.
Reduces Inventory freeing up space and cash flow.
Reduces Costs, leading to more profits.
ChitaHPO 2015
Page 34 Cycle Time

Four components of Cycle Time:
Change
or
Add Value
Processing time
Queue time
Setup time
Down time
Wait
STOP
STOP
ChitaHPO 2015
Page 35 Process Formula

Cycle Time = In-Process Inventory / Throughput
In-Process Inventory 40 chairs
Cycle Time 4 hours
Input
Unfinished
Chair
Wait
Clean
Chair
Wait
Paint
Chair
Wait
Dry
Chairs
Throughput
10 chairs/hr.
40 Chairs / 10 Chairs per hour = 4 Hours
ChitaHPO 2015
Page 37 Value-Adding
Creating features or services that our customers
want and will pay for.
Value-Adding processes:
Filling a clean bottle with clean water.
Delivering a case of bottled water to customer.
Non-Value-Adding activities:
Filling a defective bottle with unclean water.

Moving empty bottles from dock to filling machine.
Setting up the machine to begin production.
Searching for tool needed to set up the machine.
Repairing the machine.
ChitaHPO 2015
Page 40 Reducing Processing Time

Cleanliness & immaculate organization.
Only necessary tools or material should be in the

work area.
An assigned place for everything needed.
A shadow for anything that can move.
Tools should be easy to find and in reach.
Clean work areas often.
Keep personal belongings in a clean secure area out

of the work space.
ChitaHPO 2015
Page 40 Non-Value-Adding Activities

Identify value-adding activities. Eliminate
or minimize the other activities.
Minimize operator motion.
Stage materials next to operators.
ChitaHPO 2015
Page 40 Value-Adding Activites

Empower operators to make
common decisions.
Combine process steps.
Decision
Yes
No
Install
Right
Handle
Wait
Install
Left
Handle
Install Left
& Right
Handles
The right tools or automation.
ChitaHPO 2015
Page 40 Reducing Queue Time

Reduce transfer batch size.
Balance process steps.
5 Min
5 Min
5 Min
5 Min
Eliminate bottlenecks.
Conveyors to move inventory.
ChitaHPO 2015
Page 41 Reducing Setup Time

Specialized tooling or jigs.
Reduce the cycle time of setup processes.
Pit stop mindset.
ChitaHPO 2015
Page 41 Reducing Down Time

Rapid response when equipment
goes down.
Preventative maintenance.
Causes of Late or Incorrect Customer Orders
Pareto Chart
Pareto chart of down time events.
Number of Incorrect or Late Orders
140
120
120
100
75
80
60
40
30
25
17
20
0
Missing Materials
Unacceptable
Quality
Incorrect
Paperwork
Machinery
Breakdown
Other

Management doesnt
Root cause analysis of down time

events.

for employees
Employees not using
Wood components
have sharp edges
Employee
Lacerations

sometimes missing
Employees not using

equipment properly
Management does not
equipment properly
Empower operators to make

common decisions.
Decision
To truly solve the problem of Employee Lacerations, all

of the root causes need to be corrected and removed.
Yes
No
ChitaHPO 2015
Page 44 Throughput
The outputs generated per period of time.
Input
Change
or
Add Value
Output
Time
Throughput
10 chairs per minute.

100 chairs per hour.
10,000 bottles of water per shift.
ChitaHPO 2015
Page 44 Throughput
Can process Throughput keep up with customer
demand without overtime?
YES We do not need to increase throughput.
Focus resources on increasing sales by:
Increasing On-Time Performance.
Reducing Variability.
Reducing Cycle Time.
Reducing Costs.
NO We need to increase throughput.
ChitaHPO 2015
Page 46 Process Bottlenecks

Improving bottleneck process steps is often the
quickest and easiest way to increase throughput.
A bottleneck process step:
Is the process step with the lowest throughput.
Determines the throughput of the process.
To remove a bottleneck process step:
1. Identify the bottleneck process step.
2. Remove the bottleneck by increasing the
throughput of the process step.
ChitaHPO 2015
Page 46 Process Bottlenecks

Locating bottleneck process steps:
Inventory may pile up in front of bottleneck.
Process steps downstream may sit idle.
May require overtime to keep up.
Bottleneck
Process Step
Input
Unfinished
Chair
Wait
Clean
Chair
Wait
Paint
Chair
Dry Chairs
Process Step
Queue Inventory
Backed Up 10 chairs/hr. Sometimes Idle
Throughput
10 chairs/hr.
ChitaHPO 2015

Throughput = In-Process Inventory / Cycle Time
10 Chairs per hour = 40 Chairs / 4 hours

The process formula tells us:
Reducing Processing time will increase Throughput.
Reducing Down Time will increase Throughput.
Reducing Setup Time will increase Throughput.
ChitaHPO 2015
Page 50 Increasing Throughput

After identifying the bottleneck process step:
1. Prepare a Task Sheet:
Task Sheet: Paint Chair Process Step
Task
#
Task Description
Cycle Time
How to
Minimize
New
Cycle Time
Set dolly on turntable
5 Seconds Conveyor
Set chair on dolly
5 Seconds Conveyor
Switch on turntable
2 Seconds Footswitch
1 Second
Pick up spray gun from table
3 Seconds No longer needed
Wipe nozzle with cloth
4 Seconds
4 Seconds
Spray paint on chair back (VA)
9 Seconds
9 Seconds
Spray paint on seat (VA)
7 Seconds
7 Seconds
Spray paint on legs (VA)
8 Seconds
8 Seconds
Set paint gun on table
3 Seconds No longer needed
10 Switch off turntable
2 Seconds Foot switch
1 Second
11 Roll chair to paint dry staging area
8 Seconds Conveyor
Value-Add
Non-Value-Add
Total Cycle Time 56 Seconds
30 Seconds
24 Seconds
32 Seconds
24 Seconds
6 Seconds
2. Suggest ways to reduce the cycle time of tasks.

(Review pages 40 & 41.)
ChitaHPO 2015
Page 52 Increasing Throughput

After identifying the bottleneck process step:
3. Prepare a Setup & Down Time Sheet:
Setup & Down Time Sheet: Paint Chair Process Step
Setup or Down Time Description
Minutes
Cycle Time Frequency Per Day
How to Minimize
New
New
Minutes
Cycle Time Frequency Per Day
Operator goes to cage to get clean rags
5 Minutes 3/Day
15 Helper brings rags 1x day
0 Minutes 0/Day
Clean paint gun nozzle.
5 Minutes 2/Day
10 Have clean nozzle ready
1 Minute
2/Day
Clean paint lines.
30 Minutes 3/Week
18 Have clean paint lines ready
5 Minutes 3/Week
Change paint containers
10 Minutes 2/Week
4 Have new container staged
2 Minutes 2/Week
Total Downtime Minutes Per Day
47
Seconds
2820
540
4. Suggest ways to reduce the Cycle Time or

frequency of Setup tasks or Down Time events.
ChitaHPO 2015
Page 53 Down Time Event Log

To reduce Down Time:
1. Collect data using a Down Time Event Log:
Down Time Event Log: Paint Chair Process Step
Date
Down Time Event Description
2/20/2013 Clogged paint lines
Time Process Time Process

Down
Up
Down Time
3:27 PM
4:00 PM
0:33
2/20/2013 Clogged nozzle
10:08 AM
10:13 AM
0:05
2/20/2013 Clogged nozzle
2:33 PM
2:39 PM
0:06
2/21/2013 Turntable motor shorted
9:15 AM
11:25 AM
2:10
2. Can you remember what to do next?

See page 41 for answer.
ChitaHPO 2015
Page 54 Variability
Process Consistency
Three types of Variability:
Input variability.
Process variability
Output variability
If the process and inputs are consistent,
the outputs should be consistent.
Why is it important that outputs be consistent?
ChitaHPO 2015
Page 56 Reducing Process Variability

Identify problems caused by process
variability:
Late customer orders.
Customer complaints & returns.
Scrapped or reworked outputs.
Operator complaints about equipment,
inputs or other operators.
Prioritize and correct variability problems.
Prepare a Pareto chart of the problems.

Do root-cause analyses of the problems.
Develop action items to remove each root-cause.
ChitaHPO 2015
Page 58 Critical Measurements

To determine if outputs are satisfactory, critical
measurements are needed:
Identify the critical attributes.
Set measurement standards for the attributes.
Document the standards with a Critical Measurement grid.
Critical Measurements: Bottle Fill Process Step
Target
Minimum Maximum
Product Description Critical Attribute Measurement Tolerance Acceptable Acceptable
How to
Measure
How Often
16 oz bottle of water
Volume of water
16.1 oz
+/- 0.1
16.0 oz
16.2 oz
Grad Cylinder After setup & every 3000
Volume of water
32.1 oz
+/- 0.1
32.0 oz
32.2 oz
Volume of water
16.1 oz
+/- 0.1
16.0 oz
16.2 oz
Volume of water
16.1 oz
+/- 0.1
16.0 oz
16.2 oz
Post the standards for quick reference.

Tools and methods for rapid measurement.
ChitaHPO 2015
Page 60 Critical Measurement Rejects

To reduce rejects, data needs to be collected:
Track rejects with a Reject Log.
Reject Log: Bottle Fill Process Step
Date
Time
Product
Attribute
Measured
Actual
Quantity
Measurement Rejected
Cause of
Rejects
Corrective Action Taken
Downtime
Minutes
4/18/2013
10:03 AM 16 oz bottle of water Volume of water
15.9 oz
50
Filler calibration Stop line, Recalibrate filler. 3 Mins
4/18/2013
2:23 PM 32 oz bottle of water Volume of water
32.3 oz
110
Plunger leak
4/18/2013
3:01 PM 32 oz bottle of water Volume of water
31.9 oz
27
Filler calibration Stop line, Recalibrate filler. 5 Mins
Stop line, Replace plunger. 11 Mins
Prepare a Pareto analysis of reject types.

Do a root-cause analysis for each reject type.
Assign action items to remove each root-cause.
ChitaHPO 2015
Page 61 Control Charts

Control charts are used to reduce the variability of a
measurement:
Variability - Control Chart
Diameter of Finished Knob
Diameter in Inches
1.015
1.010
UCL
1.005
1.000
Target
0.995
0.990
LCL
0.985
0.980
1
9 10 11 12 13 14 15 16 17 18 19 20
Like a run chart but with a Target, an Upper Control Limit (UCL)
and a Lower Control Limit (LCL).
Measurements within the UCL and LCL are acceptable.
Measurements outside the UCL and LCL are not acceptable.
Improve the process to bring the measurements consistently
closer to the target.
ChitaHPO 2015
Page 62 Standard Operating Procedures

To ensure process are performed consistently, a
Standard Operating Procedure (SOP) should be
developed and documented.
Standard Operating Procedure: Paint Chair Process Step
Effective Date: 3/18/2013
Task
#
Task Description
Instructions
Set dolly on turntable
Set dolly on turntable with beveled edge

adjacent to the raised turntable lip. Fig. 1.
Set chair on dolly
Set chair on dolly with all legs resting in

indentations. Front legs fit in indentations
closest to the beveled edge of the dolly. Fig 2.
Switch on turntable
Pick up spray gun from table
Wipe nozzle with cloth
Wipe clean the front of the spray gun nozzle

with a clean rag.
Detailed instructions of the best practice.

Use diagrams and pictures as needed.
Create a format that works best for the situation.
All operators should follow the same SOP.
ChitaHPO 2015
Page 63 Input Variability

To reduce input variability:
Inspect raw materials using critical measurements.
Track On-Time Performance of suppliers.
Late or incorrect deliveries.

Work with suppliers to improve their On-Time
Performance
Provide supplier with a Pareto chart of failures.

Discuss possible root-causes of failures.
ChitaHPO 2015
Page 63 Variability Recap

Reducing variability is critical for increasing profits:
There is much opportunity to reduce variability.
Where do we begin?
Take it one step at a time.

Identify and remove variability problems.
Where do Critical Measurements need to be
documented?
Reject Logs are the first step to reducing rejects.
Initially create SOPs where needed most.
Employ Control Charts and SPC when variability needs
to be reduced to very small amounts.
ChitaHPO 2015
Page 64 Inventory
Four types of Inventory:
In-process inventory:
Having Value-Added
or
Waiting in a Queue.
Raw materials.
Finished goods.
Why reduce inventory?

Reduces the effort of managing processes.
Inventory can be damaged or become obsolete.
Inventory hinders process flow.
Increases cash flow.
ChitaHPO 2015
Page 65 In-Process Inventory

Why we have in-process inventory:
Processes take time to add value.
Splitting a process into multiple process steps

can increase throughput.
Queue inventory is created when:
Process steps have different cycle times.

Process
Step 1
Queue
Processes are done in batches.

Queue
Queue
There are bottleneck process steps.

Queue
ChitaHPO 2015
Bottleneck
Process
Step
Process
Step 2

In-Process Inventory = Cycle Time X Throughput
40 Chairs = 4 hours X 10 Chairs per hour
The process formula tells us:
Reducing Queue Time will reduce queue inventory.
Reducing Processing Time by combining process steps
will reduce in-process inventory.
Reducing the Cycle Time of bottleneck process steps will
reduce queue inventory.
ChitaHPO 2015
Page 67 Reducing In-Process Inventory

Reducing transfer batch size.
Balancing a process.
5 Min
5 Min
5 Min
5 Min
Removing bottlenecks.
Issuing inventory to the process to match
the throughput of the bottleneck.
Combining process steps.
Install
Right
Handle
Wait
Install
Left
Handle
Install Left
& Right
Handles
ChitaHPO 2015
Page 69 Raw Material Inventory

Why we have Raw Material inventory:
Difficult to exactly predict when we will need
materials to be input into a process.

Suppliers may not be able to deliver materials at
the exact time they will be needed.

Shipping materials in batches usually reduces the
cost of shipping.
ChitaHPO 2015
Page 69 Raw Material Inventory

Reducing Raw Material inventory:
Improved internal inventory controls.
Kanban (visual reorder point) system.
Reduce order quantities.

Reduce cycle time by suppliers.
Improve supplier On-Time Performance.
ChitaHPO 2015
Page 70 Finished Goods Inventory

Why we have Finished Goods inventory:
Difficult to exactly predict when customers will want to
buy our product.

Shipping materials in batches usually reduces the cost
of shipping.
Reducing Finished Goods inventory:

Reduce process batch size.
Reduce setup cycle times.
Shorter and more consistent cycle times.
Increased communication with customers.
ChitaHPO 2015
Page 72 Costs
Two types of Process Costs :
Variable or Direct Vary with output:
Direct labor
Raw materials
Supplies
Services
Overhead Costs Fixed in the short term:
Rent
Insurance
Maintenance
Depreciation
Some may be partly fixed and partly variable.
ChitaHPO 2015
Page 73 Cost Reporting

Variable cost per unit of output :
Fine Furniture Company
Variable Costs - January
Cost/
Unit
Units Produced
Cost
27,106
Labor
Materials
Hardware
Electricity
Solvents
Packaging
Freight
Hand Tools
Abrasives
Gloves
Brushes
$43,070
$32,026
$4,599
$4,205
$3,845
$3,706
$3,624
$3,281
$2,468
$1,407
$1,207
$1.59
$1.18
$0.17
$0.16
$0.14
$0.14
$0.13
$0.12
$0.09
$0.05
$0.04
$103,438
$3.82
Total Variable Costs
ChitaHPO 2015
Page 74 Cost Reporting

Overhead costs by month:
Fine Furniture Company
Overhead Costs
Jan
Rent
Depreciation
Liability Insurance
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
18,532 18,532 18,532 18,532 18,532 18,532 18,532 18,532 18,532 18,532 20,287 20,287
6,235
6,235
6,235
6,235
6,235
6,308
6,308
6,964
6,964
7,185
7,185
7,258
14,026 14,026 14,026 14,587 14,545 14,026 14,026 14,026 14,026 14,026 14,026 14,026
Worker's Comp Ins. 20,599 29,691 20,599 20,599 20,599 20,599 20,599 20,599 20,599 26,473 26,473 26,473
Outside Serv ices
175
270
937
1,611
918
1,667
Repairs & Maint.
2,637
351
1,277
561
Supplies
3,706
3,894
1,158
4,789
Utilities-Gas
1,006
984
1,043
Utilities-Electricity
6,335
6,248
Utilities-Water
174
Telephone
675
Total Ov erhead
169
277
324
1,227
440
2,455
165
1,181
3,873
356
3,185
2,924
2,734
2,740
3,799
1,023
4,508
2,867
863
694
534
463
408
576
765
894
972
6,354
6,446
6,844
7,088
7,459
7,807
8,784
7,201
6,104
5,901
190
201
171
176
215
226
231
217
173
169
160
675
550
550
550
575
575
575
575
700
700
700
74,100 80,745 69,986 75,660 72,839 72,908 73,377 72,216 74,349 77,583 84,219 80,227
ChitaHPO 2015
Page 74 Reducing Costs

Improving processes should reduce both
variable and overhead costs.
Reducing waste of supplies:
Ear plugs
Safety glasses
Paper towels
Rags
Collaborating with suppliers.
Changing suppliers.
ChitaHPO 2015
CHITA Getting Started

Start a list of process problems:
List as many as you can think of.
Do not try to resolve each problem as it is listed.
Many of the problems will be resolved as you work
through the program.
Clean and immaculately organize work areas:
See page 40 of workbook.
This will improve ALL seven measurements.
Makes it easier to improve processes.
Look out for Low-Hanging fruit:
Easy improvements that will have a big impact.
What are pressing issues or needs?
Get Started and Push On!

ChitaHPO 2015

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HIGH-PERFORMANCE

Injury Pareto Chart

Employees not using

The CHITA Program

Reduce operator frustration.

The Goals of the CHITA program:

Page 8 - What is a Process?

Page 10 Flowchart Symbols

Page 11 Process Flowcharts

Paint Chair Process - Summary

Page 11 Process Flowcharts

Air Dry Paint

Page 14 - Seven Process Measurements

Achieving any of the above will improve the process.

Page 18 Bar Run Chart

Bar run charts for few measurements.

Page 20 Line Run Chart

Line run charts for many measurements.

Page 22 Pareto Chart

Page 25 Fishbone Diagram

Why are employees lacerated?

Employees not using

Why are employees lacerated when using box cutters?

Page 24 Fishbone Diagram

Identifying all the root-causes of complex problems.

Communicating to others the root-causes of a problem.

Brainstorming on a problem as a group.

Determining the corrective actions needed to remove the

Page 24 Fishbone Diagram

complete the item?

are made available?

Page 28 On-Time Performance

Page 28 On-Time Performance

Start tracking with a run chart.

Orders Shipped Correctly On Time

Causes of Late or Incorrect Customer Orders

Number of Incorrect or Late Orders

Prepare a Pareto chart of On-Time

Root-cause analysis of On-Time

Circled items are the root causes

Protective shields are

Assign action items to correct each

Employees not using

To truly solve the problem of Employee Lacerations, all

Page 34 Cycle Time

Why reduce cycle time?

Page 34 Cycle Time

Page 35 Process Formula

40 Chairs / 10 Chairs per hour = 4 Hours

Filling a defective bottle with unclean water.

Page 40 Reducing Processing Time

Only necessary tools or material should be in the

An assigned place for everything needed.

A shadow for anything that can move.

Tools should be easy to find and in reach.

Clean work areas often.

Keep personal belongings in a clean secure area out

Page 40 Non-Value-Adding Activities

Page 40 Value-Adding Activites

Combine process steps.

The right tools or automation.

Page 40 Reducing Queue Time

Page 41 Reducing Setup Time

Page 41 Reducing Down Time