GBE KPO 2 033 00 Kaizen Rules

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

Design. Build. Ship. Service.

Lean Training

Kaizen RulesKaizen Rules

Business Excellence


APPROVALS NAME TITLE DEPT NAME DATE

Ganesh S Maniam Director Global Business Excellence

March 18, 2009

REVISION HISTORY

REVISION DESCRIPTION OF CHANGE ORIGINATOR RELEASE DATE 04 Document formatted as per DMS policy Ganesh

S.Maniam December 11, 2008

05 Office kaizen rule, Target setting criteria, Cost saving verification process, Kaizen readiness & Kaizen team formation format enhanced.

Asoga Tannimalay

February 13, 2009

06 a) Kaizen team formation : Kaizen Workshop Project Summary Format enhanced.

b) Supermarket Checklist updated

Asoga Tannimalay

February 25, 2009

07 Added standing operations rules Asoga Tannimalay

March 18, 2009

This document is proprietary and confidential property of Flextronics.

Document Title: Kaizen Rules

Document# GBE-KPO-2-033-00

Organization: Global Business Excellence

Revision: 07

Document Owner: Asoga Tannimalay

Effective Date: March 18, 2009


• Overview , Scope & Objective 4

• Kaizen General Rules 5

• Roles & Responsibilities 34

• Meeting Guidelines 45

• Team Leader and FacilitatorsPreparation toolkits & Readiness 52

Contents Slide(s)

Table of ContentsTable of Contents


Overview & ScopeOverview & Scope

OverviewOverview

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.

ObjectiveObjective

• 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.


Kaizen General Kaizen General RulesRules


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

+ =改善改善

KAITo break apartTo modifyTo change

ZENThinkMake goodMake better

KAIZENChange for betterContinuous improvement

The intent is to be better today than yesterday. We are not looking for perfection !!

The intent is to be better today than yesterday. We are not looking for perfection !!

WhatWhat’’s Kaizen?s Kaizen?


Defect : X 1/10

Inventory : X 1/2

Productivity : X 2

Lead Time : X 1/2

Scrap : X 1/10

Space : x1/2

Defect : X 1/10

Inventory : X 1/2

Productivity : X 2

Lead Time : X 1/2

Scrap : X 1/10

Space : x1/2

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

ETE (End to End) Productivity Improvement ETE Zero Defect (Quality, TPM, OEE & etc.)Inventory Reductions Lead Time ReductionsCrew Size OptimizationSpace Reduction

ETE (End to End) Productivity Improvement ETE Zero Defect (Quality, TPM, OEE & etc.)Inventory Reductions Lead Time ReductionsCrew Size OptimizationSpace Reduction

DoubleThe Good

& HalveThe Bad

DoubleDoubleThe Good The Good

& Halve& HalveThe BadThe Bad

Kaizen Workshop GoalKaizen Workshop Goal

No MoneyNo Space

No Manpower


Kaizen Workshop RulesKaizen Workshop RulesWorkshop 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.

Example: If total number of teams is 15, then n = 15-(6+3) = 6 teams

Score 3 Score 3Score <3Kaizen Area

331Supply Chain632Office

n69OperationsTotal >12 teamsTotal 12 teams

LMT Score (Current Operational Score)> >

>>


Kaizen Workshop RulesKaizen Workshop RulesTeam Forming Rules

• Teams should be formed based on the identified projects. This should be done incollaboration 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.


Kaizen Workshop RulesKaizen Workshop Rules

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)

OPERATIONS



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 conveyersd) Optimize distance between equipment & tools for easy and safer

operation, especially dealing with heavy equipments or productse) 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 processesb) Eliminating temporary storage between processesc) Improving job enrichment and enlargement

Arm reach Materials

Arm reach tools

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


Kaizen Workshop RulesKaizen Workshop RulesOPERATIONS Standing Operations

When GBE/RBE aim for improvement, we look for ways to make things easier, better, quicker, and cheaperInitial priority is generally given to making things easier. The reason for this is simple, work is a strainAnd its most obvious manifestation is FATIGUE. It is an instinctive BE desire to make production easier.

The important elements in making Standing operation are:Operators with multi-skillsJob-rotationGood parts presentation for easy access and replenishmentNo hand as fixture – to eliminate awkward processKaizen the work – continuous improvement immediately even small improvementTo make materials / work flowFix the problem immediately where stationary workers emerge as a barrier to the flowDesign of a station that meets Golf score or 7-ways


Kaizen Workshop RulesKaizen Workshop RulesOPERATIONS 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)

• The station must be equipped witha) Bubble mat or leg rest andb) A proper break time andc) Bench to rest at Green area

4) The station must meet Golf score or 7-ways requirements5) Deploy Operators Suggestion Board (Flip chart) at designated area for

operator’s feedback.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.

Bubble Mat

Leg Rest

Leg Rest Enhanced Leg Rest

Bench Rest ( Green Area)



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.

OFFICE


Kaizen Workshop RulesKaizen Workshop RulesOFFICE

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.


Kaizen Workshop RulesKaizen Workshop RulesOFFICE

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.



• 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.

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)

SUPPLY CHAIN



TARGET SETTINGRules 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 UPPHb) Crew Optimization (No. of Head count) measuredc) Daily output tracking (unit produced in day) improvement measuredd) 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 )



COST SAVING VERIFICATION PROCESS

1. There are 3 Main Categories of Cost Savings :a. Hard or Real Savingb. Soft Saving or Cost Avoidancec. 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


Kaizen Workshop RulesKaizen Workshop Rulesb. 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, thenthe site will have to create more space that will cause the company investment and additional cost.

2) OEE or Line equipment savingNote : 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.


Kaizen Workshop RulesKaizen Workshop Rulesc. 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 ReductionAccount 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.


Kaizen Workshop RulesKaizen Workshop RulesExample: 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.


Kaizen Workshop RulesKaizen Workshop Rules4. Verification Methodology

a. The cost saving computation must clearly shows the followings:i. Current monthly cost ii. Future monthly cost after the project cost savingiii. Monthly Cost saving (i - ii)iv. Saving percentage (%)v. Date of implementation of the projectvi. 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 Implemented

Hard Saving (USD/month )

Soft Saving(USD/month )

Network Capital Reduction

(USD/month )

Total Fiscal Year Saving from

Implementation ( USD)

Annualize Saving(USD)


Kaizen Workshop RulesKaizen Workshop Rulesb. In the verification process, Finance can use the following sources (example only) to

confirm/verify the data/facts :Source for confirmation

Yield Improvement resulted in higher output Lesser RMA return rate Lower scrap

iii. Inventory Inventory reduction in any form to improve Net Working Capital or improve cash flow

Material Planners/Production Planner/ and Program Management

Cycle Time/Headcount reductionIE (MDL - Manpower Distribution List) or incremental output and payroll for wage rate

Energy/Utilities Kw/hr and tariff.Packaging size/cost IE/Process Engineers/P.OOperating Supplies (usage, alternate parts) IE/PO

Inventory reduction Material Planners/Production Planner/ and Program Management

Cycle Time improvement/headcount reduction IE (MDL - Manpower Distribution List)

v. Scrap Improvement in scrap or attrition including machine fall outs, physical count etc

Engineers and component/FG unit cost

In house space saving I.ERental Reduction I.E and contract/agreementElimination of building I.E and contract/agreement

Engineers and component/FG unit costDefects

Productivity

I

iii.

iv.

vi

Nature of Saving

Lead Time

Space

Note : Above are example and not a conclusive list


Kaizen Workshop RulesKaizen Workshop Rules5. 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.


Kaizen Team FormationKaizen Team Formation

Kaizen Workshop Project Summary


Kaizen Team Readiness ChecklistKaizen Team Readiness Checklist


Kaizen Team Readiness ChecklistKaizen Team Readiness Checklist

Kaizen Team Readiness


Team Leader Preparation Checklist for Kaizen WorkshopTeam Leader Preparation Checklist for Kaizen Workshop

Kaizen team preparation


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

Genchi – Actual PlaceGenbutsu – Actual Products/PartsGenjitsu – 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

Finally all data needs to be validated at the 3 Gen Principle

Data 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

• Basic tools requirements• Value Stream Map• 3 Gen’s Principle (Genchi, Genbutsu, Genjitsu)• Takt time• Workload leveling chart (Manual cycle time Vs. Takt time)

* Data is best shown in pie / pareto chart

Data's Required for Kaizen Workshop


3. Cost• Basic data requirements

• Crew to Takt *• 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

Genchi – Actual PlaceGenbutsu – Actual Products/PartsGenjitsu – Actual Data

* Data is best shown in bar chart

Data's Required for Kaizen Workshop


Roles & Roles & ResponsibilitiesResponsibilities


Kaizen Workshop Dos & DonKaizen Workshop Dos & Don’’ts 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!

• Open-minded

• Use standard Kaizen tools, formats and templates

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

DD 1 4 MM 0 8 YY 0 7

No.

12345

Walk to supermarket trolley

Place on ICT 1.Start Test process.Remove board from test in ICT 2.

Return to original position

Process Name / Area ICT Doc. #

Product Name / AreaDoc. DateModel Number 40K0276

AliModel Name Basilisk

Operation Diagram

Pass board place in out trolley

End

Orginator Process

Operation Sequence

QA

John BalaIBM Server

Doc. Rev # ABC 1234 6

Start

Pick up board from 4-layer Supermarket trolley.

Cycle time (sec)

Operator #

40 16

Work Sequence

Return to Start

Quality Check Safety Precaution Standard WIP

STANDARD WORK SHEET

15

Right Hand Operation

Left Hand Operation

Both Hand Operation

TAKT time (sec)

# of pieces of WIP

ICT 1

ICT 2

IN

123

4

OUT

LRR

LR

LR5

L1

1

2

2

LRR L

REVISION B


• 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

Kaizen Workshop Dos & DonKaizen Workshop Dos & Don’’ts ts


Roles and ResponsibilitiesSponsor/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.


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.

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.



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.



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.



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.



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 Do it Results• Active involvement in the discussions and hands on activities -

Get your hands dirtyGet 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!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

meetingNote : The above rules apply to Kaizen and pre-Kaizen week



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

activities - Get your hands dirtyGet your hands dirty• Always ready to work for extended hours depending on the

needs of the team.•• JUST DO IT!JUST DO IT!• External team members to present Lesson Learned and

items to Yokoten during Thursday Leaders Meeting

ExternalTeam member



Meeting GuidelinesMeeting 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

Kaizen Workshop Meeting GuidelinesKaizen Workshop Meeting Guidelines


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


PrePre--Kaizen Workshop PreparationsKaizen Workshop Preparations(1 Week Before Kaizen)

Pre Kaizen Week Agenda


Kaizen Workshop Week Meeting GuidelinesKaizen Workshop Week Meeting GuidelinesWhy

When Time Day 1 Day 2 Day 3 Day 4 Day 5Monday Tuesday Wednesday Thursday Friday

07:00am - 08:00am08.00am - 08.30am Breakfast Breakfast Breakfast Breakfast Breakfast

08.30am - 09.00am

Welcoming and IntroductionProject SummaryOfficiating

09.00am - 10.30am

Team Leaders PresentationSensei InputRBE InputSVPGBE AddressAssign team to the external team members

10:30am - 11:30am11:30am - 12:30am12.30pm - 01.30pm Lunch01.30pm - 02:30pm 02.30pm - 03:45pm

03.45pm - 04.00pm

04:00pm - 06:00pmTeam Leaders Meeting Team Leaders Meeting Team Leaders Meeting Team Leaders Meeting

06.00pm - 06.30pm Sensei Input Sensei Input Sensei Input Sensei Input

06.30pm - 07.00pmSensei Input Sensei Input Sensei Input

External team members to present lesson learnt and

items to Yokoten

07.00pm - onwards

Who Participation

GBE / RBE / CoE, SLL, Team Leader, Team Members,

External Members, Consultants, GM





GBE / RBE / CoE, SLL, KPO Members and Key Process

Owner

GBE / RBE / CoE, SLL, KPO Members and Key Process

Owner

How

Continue Kaizen at Gemba

Kaizen Workshop Week

Kaizen at Gemba

Kaizen at Gemba Kaizen at Gemba

Lunch

Kaizen at Gemba Kaizen at Gemba

Kaizen at Gemba

Kaizen at Gemba

Final Team Leader PresentationSensei InputRBE Presentation (Kaizen Summary Report)SVPGBE AddressTeam Photo

What

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 RESULTc) Action for tonight & tomorrow Morning (Kaizen Newspaper) d) Lesson Learned

3. Continue to update following Kaizen Template:a) Golf Score (Before & After)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 i) Lesson & Tools Learned j) Kaizen Log (Proposal for Yokoten)

Break

Kaizen at Gemba

Gemba Walk

Continue Kaizen at GembaContinue Kaizen at Gemba Continue Kaizen at Gemba

Kaizen Week Agenda


• 10 min Welcoming Speech Site Lean LeaderProject Summary

• 10 min Officiating Site GM• 05 min Project Presentation Team Leaders (each)• 30 min Sensei Input Sensei• 5 min RBE Inputs RBE• 5 min GBE Address SVP GBE

• 01 min Welcome / Overview Site Lean Leader

• 05 min Team Presentation Team Leader (each)

• 30 min Sensei Input Sensei• GM / BE Inputs (if any) GM / GBE / RBE /SLL

• 01 min Welcome / Overview Site Lean Leader

• 08 min Team Presentation, Team Leader (each) • 5 min Sensei Input Sensei

• 02min Welcoming Speech Site Lean Leader

• 05 min Project Presentation Team Leaders (each)

• 30 min Sensei Input Sensei

• 05 min GM Address Site GM

• 05 min RBE Address RBE

• 05 min GBE Address SVP GBE

OPEN MEETING

DAILY LEADER MEETING

CLOSING MEETING

GEMBA WALK

Target Sheet

Achievement of the day

(BEFORE & AFTER)with RESULT

Actions for tonight & tomorrow

(Kaizen Newspaper)

Lesson and Tools Learned

Role Play

Video

Gemba tour

Show the 3G

(Genchi, Genbutsu and Genjitsu)

Kaizen Workshop Week Kaizen Workshop Week –– Tentative Draft AgendaTentative Draft Agenda


PostPost--Kaizen ActivitiesKaizen Activities(1-2 Weeks After Kaizen)


Team Leader and Team Leader and Facilitators Kaizen Facilitators Kaizen

Preparation Toolkit & Preparation Toolkit & ReadinessReadiness

“Pre-Kaizen preparations are necessary to prepare the local team for the grueling pace and Toyota Production System (TPS) methods of the Kaizen

Workshop. In addition, the preparation will provide an excellent run up to the aggressive targets set i.e. "Double the Good and Halve the Bad”.”

“Pre-Kaizen preparations are necessary to prepare the local team for the grueling pace and Toyota Production System (TPS) methods of the Kaizen

Workshop. In addition, the preparation will provide an excellent run up to the aggressive targets set i.e. "Double the Good and Halve the Bad”.”

SM KongSVP, Global Business ExcellenceSM KongSVP, Global Business Excellence


Team Leader & Facilitators Checklist

STEP REFERENCE DOCUMENT YES NO NOT APPLICABLE Remarks

1 Has the Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00

2 Has the Improvement opportunity being identified on the Value Stream Map ? GBE-KPO-2-005-00

3 Has the Future State of the Value Stream Map developed ? GBE-KPO-2-005-004 Has the current state picture have being captured GBE-KPO-2-005-005 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00

6 All the problem identified has being documented in Kaizen Newspaper

7 Is the Supermarket availability ? GBE-KPO-2-014-008 Is the Supermarket Guidline training material available GBE-KPO-2-014-009 Is the People being trained on the supermarket training material GBE-KPO-2-014-0010 Is the Water Strider available GBE-KPO-2-015-0011 Is the Water Strider route being define GBE-KPO-2-015-0012 Material Presentation13 Kitting Production Available14 Kitting Relayout15 PPS (Pack Plan Sequencing) GBE-KPO-2-018-0016 Bus Terminal17 Crew to Takt Time Chart Available18 Multitasking / Multiskill Crew19 Kanban System Establish GBE-KPO-2-016-0020 Internal Kanban System Available GBE-KPO-2-016-0021 External (supplier) Kanban System Available GBE-KPO-2-016-0022 All the crew members has being trained on the new system23 Has all the crew members walk the Gemba24 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

STEP 4

DESCRIPTION

End to End Material Replenishment Team Leader & Facilitator Readiness Checklist

STEP 1

STEP 2

STEP 3

ETE Material eplenishment Checkl



STEP REFERENCE DOCUMENT YES NO NOT APPLICABLE Remarks


2 Has the Improvement opportunity being identified on the Value Stream Map ? GBE-KPO-2-005-00



7 Has the line Takt Time calculated?Takt Time = Net Operation Time / Customer Demand GBE-KPO-2-006-00

8 Is the Standard Work and Standard Work Combination Sheet available in the work area GBE-KPO-2-006-00

9 Is the Cycle Time vs Takt Time Graph Available? GBE-KPO-2-006-00

10 Has the line crew size calculated?Crew Size = Manual Cysle Time / Takt Time GBE-KPO-2-006-00

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-2-023-0018 Is the Layout are in U Cell ? GBE-KPO-2-008-0019 Is the line is one piece flow - following the Takt Time GBE-KPO-2-011-0020 Is the Standard Wip Established? GBE-KPO-2-006-0021 Has all Non Value Added Tasked eliminated? GBE-KPO-2-004-0022 Shift Change Rules establised?23 Operator Feedback system established?24 Is the crew Multitasking Diagram being display at work area?25 Is the Before and After Picture available at the Work Station?25


STEP 4

DESCRIPTION

End to End Productivity Team Leader & Facilitator Readiness Checklist

STEP 1

STEP 2

STEP 3

ETE Productivity Checklist



ETE Quality Checklist

STEP REFERENCE DOCUMENT

YES NO NOT APPLICABLE Remarks


2Has the Improvement opportunity being identified on the Value Stream Map ? GBE-KPO-2-005-00



7 Has the POD / POO Established?8 Has all the crew members attended the 5 Whys training? GBE-KPO-2-032-009 Has all the crew members attended the 7 Ways training? GBE-KPO-2-018-00

10 Is the 5 Whys System being used to identified the root cause of the Defect ?

GBE-KPO-2-032-00

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 available14 Is the 7 Ways element being used to the solution GBE-KPO-2-018-0013 Is the POD / POO Hourly Monitoring System Establised?14 Is the Escalation Procedure Established?

15 JIDOKA System estalished(Defects Escalation procedure)

GBE-KPO-2-012-00

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-2-025-0020 Is the Crew Members keep working on the Poka Yoke elements? GBE-KPO-2-025-0021 Is the Defect data being monitored after the improvement22 Is the Before and After Picture available at the Work Station?2425


STEP 4

DESCRIPTION

STEP 1

STEP 2

STEP 3



Office Checklist

STEP REFERENCE DOCUMENT

YES NO NOT APPLICABLE Remarks

1 Has the 3D Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00

2Has the Improvement opportunity being identified on the Value Stream Map ? GBE-KPO-2-005-00

3 Has the 3D Future State of the Value Stream Map developed ? GBE-KPO-2-005-004 Has the current state picture have being captured GBE-KPO-2-005-005 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-006 Has the Information Flow being identified


8 Has all the crew members attended the 5 Whys training? GBE-KPO-2-032-009 Has all the crew members attended the 7 Ways training? GBE-KPO-2-018-00

10 Is the 5 Whys System being used to identified the root cause of the problem ?

GBE-KPO-2-032-00

11 Is the 7 Ways element being used to the solution GBE-KPO-2-018-0012 Is the Escalation Procedure being Established?13 Has all Non Value Added Tasked eliminated? GBE-KPO-2-004-0014 Has the team member done the role play?15 Is there any Procedures established?16 Lean Cook Book17 Is the Before and After Picture available at the Work Station?18 Has the 3D Future State of the Value Stream Map developed ?192021


STEP 3

STEP 4

DESCRIPTION

STEP 1

STEP 2

57

Supermarket Evaluation ChecklistSupermarket Evaluation Checklist

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?*

Remarks

Supermarket Evaluation Check-list

Seq. # Items

Tick the Appropriate Column [Yes / No]

Microsoft Excel Worksheet

58

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Documents

GBE KPO 2 033 00 Kaizen Rules