Team Progress Summary

Kaizen Team Audit Traffic Light <50% >50% & <75% >75%

ENGAGEMENT METHOD RESULTS

Actions clear in Team Action Actual
Team # People Motivation & Planned Activities Depth of the analysis & Link to Business
Week # Team Board Performance indicator log? Weighted
Understanding Completion Method Overall Application Cost & Benefits
Mean

#REF!
#REF! Methodology well Yes
A good detail on activities Good example of the
understood and good
done problem solving process
#REF! involvement by everybody
Data Validation for col V
Yes
No

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Summary Printed 11/14/2024
 Start date of team:
Team Members - Roles 4 Grasp Actual Situation a

End date of
team:
Signature:

1 Identify and Classify the Loss 5 Establish Objectives and

2 Select and Justify the Theme 6 Master Plan and Meetin

3 Understand the Process and Equipment 7 Root Cause Analysis

 12 Step Kaizen
Team Name and Subject

p Actual Situation and Restore Basic Co

blish Objectives and Validate the Target

er Plan and Meeting Action Logs

Cause Analysis
n
ject

Date:
8 and 9 Propose and Implement Countermeas
Restoration from Step 4

Improvemen

Date:
Follow Up Table, with CA and PA identified

Date:
10 Improvement results and Team Contribution

Date: Date:

12
Future
11 Standardisation plans
Date:

Date:

Date:
 Team Name and Subject

Note
The following sections are maintained in the tab Team Meeting Log:
Team Members - Roles and Attendance
5. Establish Objectives and Validate the Target
6. Masterplan
d Subject
 Kaizen Team Audit

Team IMPROVE MACHINE PERFORMANCE Launch week 20 Audit Date 18/5/24 Audit week 20 Gap to Target #N/A %

Start Target Current Add critical points to report to Steering to Team Meeting Log Target progress to be audited
#REF! #REF! #REF! #REF! Planned Steps 1 2 3 4 5 6 7 8 9 10 11 12
Project cost (K€) - 10 9 Actual Steps x 100
Annual Savings (K€ / year) - 50 Target
Calendar Week 21 22 23 24 25 26 27 28 29 30 31 32 Score
90
Actual Score ("X" if achieved)
Kaizen Sheet Activity No. Items Score Weeks
1 2 3 4 5 6 7 8 9 10 11 12 80
1 Is it clear why this team's problem was targeted? Is there a clear link to the Factory Strategy? 4
1. Identify and Classify The Loss
2 Is the loss clearly identified? 2
70
3 Is the historical data (timeframe and actual value) clearly shown? 2 x x
2. Select and Justify the Theme
4 Is the loss level performance indicator's target (timeframe and value) clearly shown? 2 x x

Available score 10 - 4 - - - - - - - - - 4 60
5 Do the team demonstrate clear understanding of the process and equipment? 2
3. Understand the Process and Equipment
6 Have the team reviewed all available standards and the skills of the operators? 2
50
4. Grasp the Actual Situation and Restore Basic 7 Is the description of the problem mode clear? 3
Conditions 8 Is there evidence of the restoration of basic conditions? 3
40
9 Have the team logically identified the focus for the Root Cause Analysis? 3
5. Establish Objectives and Validate Targets
10 Have the original targets and indicators been reviewed to reflect the focus? 2
6. Master Plan 11 Is the Master Plan Timing updated and used? 2 30
12 Have any quantitative and root-causes analysis been used to understand the problem? 3
7. Root Cause Analysis
13 Has the group used appropriate methods/tools to attack the root causes of problems? 2
20
14 Has the group found logical countermeasures for identified root causes? 3
15 Are all the actions stemming from the tools defined and supported with sound logic? 2
16 Are both Corrective (CA) Preventative (PA) actions defined? 2 10

8 & 9. Propose and Implement Countermeasures 17 Have the critical areas been restored to basic conditions? 2
18 Are planned actions clearly visible with target completion dates? 2 -
19 Is the action plan updated? (Follow Up Table) 2 1 2 3 4 5 6 7 8 9 10 11 12

20 Are the majority of the actions completed as targeted? 2

Available score 37 - - - - - - - - - - - -
21 Is the trend of the performance indicator positive (effective solutions)? 15
10- Improvement Results and Team Contribution
22 Has the team achieved its goal or made substantial progress toward the goal? 15
Available score 30 - - - - - - - - - - - -
23 Are there procedures in place to hold the gains achieved? 2
24 Are monitoring systems (checklists, forms, audits…) for key actions in place and visible? 2
11. Standardisation
25 Are monitoring system devices updated? 2
26 Have OPLs been created for every significant improvement? 2
12- Future Plans 27 Is there a clear expansion plan? 2
General conditions of the line/machine 28 Are improvements on the machine conditions and 5S in target areas evident? 2
Available score 12 - - - - - - - - - - - -
29 Are team members listed and published ? 1 x x

30 Is the route of the methodology to be followed well understood by all team members? 5
Engagement
31 Can a randomly picked team member explain the activity board? 3
32 Are meetings organized and is attendance at expected levels? 2
Available score 11 - 1 - - - - - - - - - 1
Actual Score 100 - 5 - - - - - - - - - 5
Target 100 13 19 33 33 38 43 52 73 94 96 98 100
Gap to Target 0 13 14 33 33 38 43 52 73 94 96 98 95
Percentage Score 100% 0% 26% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5%

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Kaizen Team Audit Printed 11/14/2024
 Team Preparation Checklist

To be completed by the TPM Manager and the Consultant / Methodology Expert - Team NOT TO BE KICKED OFF until complete

Category No. Requirement Met? Output

Prep 0 Has the Team Leader reached the correct standard in the Team Leader training? N

1 Team has a clear link to a top level KPI Deployment and potential savings are clear N

Results 2 A clear project Performance Indicator (KPI) is defined N

3 A Reliable Recording System for the KPI to the correct level of detail is implemented N

4 The Methodology to apply is defined N

Method 5 The areas to attack to achieve the target are clear along with potential blockers & the master plan reflect those N

6 The Team Board has been created N

7 The Team Members have been defined in order to reflect the areas to attack and the main challenges N

8 A Meeting Area has been created close to the problem N

Engagement
9 Dates for the Meetings with the Consultant / Methodology Expert and the Internal Meetings have been set N

10 An Audit schedule which includes auditors, dates and times has been defined N

Green Light to kick Off N

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Preparation Checklist Printed 11/14/2024
 Team members

PHAN HỮU CẤP

Leader Team : Chuyên viên kỹ thuật Cơ khí

TRẦN VĂN TIẾN

Member Team : Chuyên viên kỹ thuật Cơ khí

ĐINH HOÀNG HẢI

Member Team : Chuyên viên kỹ thuật Điện

PHẠM VĂN DƯỠNG

Member Team : Trưởng máy Ghép DRY

814835325.xlsx Efeso © 2005 14 ( 118 )
 ĐINH HOÀNG HẢI

PHẠM VĂN DƯỠNG

814835325.xlsx Efeso © 2005 15 ( 118 )

 Return to
overview

814835325.xlsx Efeso © 2005 16 ( 118 )

 Team Meeting Log and Action Plan

Start Week 20 Team name NÂNG CAO HIỆU SUẤT MÁY Team # 1
Target Week 42 Method Kaizen Team Leader PHAN HỮU CẤP
Presence Meeting # 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Date 18/05/24 25/05/24 01/06/24 08/06/24 15/06/24 22/06/24 29/06/24 06/07/24 13/07/24 20/07/24 27/07/24 03/08/24 10/08/24 17/08/24
Role Team Leader p p P P P P p p p p p Legend

Leader MT CẤP p p P P P P p p p p p Present (p)

Member MT TIẾN p p P P P P p p p p p Absent (a)
Member MT HẢI P p P P P P p p p p p

Member PRODUCTION DƯỠNG P p P P P P p p p p p

Average
Presence

Engagement 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

Audit Score Evolution

Agenda of the meeting / Topics discussed Who leads Ref. Material Time Completed?

1 Thành lập nhóm KAIZEN máy DRY 1 HẢI 10 a

2 phân tích DATA chọn đề tài TEAM Báo cáo ca 20 a
3 Đánh giá các sự cố và phân tích chọn chi tiết máy xảy ra Breakdown cao TEAM 30 a
4 Tìm hiểu các nguyên lý hoạt động và nguyên nhân gây ra BreakDown TEAM 120 a
5 Phân tích 5Why và 4M TEAM Tool 4M và 5Why 240 a
6 Phân chia công việc cho từng thành viên và tiến hành thực thi các biện pháp phòng ngừa problem TEAM 120 a
7 Theo dõi các hoạt động đã triển khai TEAM 240 a
8 Theo dõi các sự cố breakdown TEAM 240 a
9
10
11
12
13
14
15
16
17
18

Progress to Team Masterplan

Step Completion % Week # 20 21 22 23 24 25 26 27 28 29 30 31 32 33
Planned 1 Legend
1 100%
Actual 1

Planned 1 Planned
2 100%
Actual 1

Planned 1 Done - on time

3 100%
Actual 1

Planned 1 Done - late

4 50%
Actual 1

Planned 1 How to fill it in

5 -%
Actual 1
Just type anything in the cell and their
Planned 1
fill will be automatically turned to the
6 -%
Actual 1 correct colour
Planned 1

7 -%
Actual 1

Planned 1

8 -%
Actual 1

Planned 1

9 -%
Actual 1

Planned 1

10 -%
Actual 1

Planned 1

11 -%
Actual 1

Planned 1

12 -%
Actual 1

Action Plan & Homework

Blocker
Meeting # Action # Step Activity Problem Action Who By when Days left
(Escalated)

1 1 1 Deployment Thành lập nhóm triển khai KAIZEN Chọn các thành viên từ các phòng ban có kỹ năng support trong project TEAM 5/18/2024 Y -180
2 2 Triển khai Phân tích DATA trong báo cáo ca ghi nhận các sự cố về máy TEAM 5/26/2024 Y -172
2 phân tích DATA chọn đề tài
3 3 Triển khai Đánh giá các sự cố và phân tích chọn chi tiết máy xảy ra Breakdown cao TEAM 6/2/2024 Y -165
4 4 Triển khai Tập hợp các nguồn tài liệu và kiểm tra các điểm khác biệt với hiện trạng ban đầu của chúng TEAM 6/9/2024 Y -158
3 Tìm hiểu các nguyên lý hoạt động và nguyên nhân gây ra BreakDown
5 Triển khai Quay video và chụp hình các điểm bất thường khác biệt của máy TEAM 6/16/2024 Y -151
5 6 Triển khai Phân tích 5Why và 4M Phân tích nguyên nhân gây ra Breakdown và tiến hành các action phòng ngừa TEAM 6/23/2024 Y -144
6 7 4 Triển khai Phân chia công việc cho từng thành viên TEAM 6/30/2024 Y -137
8 Triển khai Tiến hành thực thi các biện pháp phòng ngừa tránh problem TEAM 7/7/2024 Y -130
7 9 5 Triển khai Theo dõi các breakdown xảy ra trong quá trình kaizen TEAM 7/14/2024 Y -123
8 10 6 Triển khai Theo dõi các hoạt động đã triển khai TEAM 7/21/2024 Y -116
TEAM 7/28/2024 Y -109

Team Summary of Results, Methodology and Engagement

Team KPI Start Target Current (*) Gap Bridged
Results KPI description 2 30 Err:502 Downtime code M
3.5 3.25

Measure Outcome input # of total # 3

Method Steps of master plan completed 100% 25% 3 of 12 2.5 2.4

Actions completed since last meeting: 50% 1 of 2
Engagement 2
Presence at last meeting : 100% 3 of 3
Units

1.5

Key to Gap Bridged 1

0.6
Worse than Start Point 0.5

Better than Start Point but not on target 0 0 0 0 0 0 0 0 0 0 0 0 0

0
20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
Current Week 46 Target achieved or exceeded
Week Number

KPI Chart Data

Week 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
Result 3.25 0 0 0 0 0 0 2.4 0.6 0 0 0 0 0 0 0

Summary of Key Points of Last Meeting Good progress Potential Concern Blocker - Immediate action needed by SC
Select comment
Good
1 Great work by the team in the Total Clean Out, 100 tags raised, plant leaders joined the activity Good progress progre
Potent
ss
ial
Imme
2 Some problems for the team to understand what is 'clean' Potential Concern
Conce
diate
Immediate action rn
action
3 No maintenance resources available to solve the tags
needed by SC neede
d by
SC
Next Meeting 2024-08-03

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Team Meeting Log Printed 11/14/2024
 Blocker Register
Blockers Escalated to the Steering

Blocker Closure Ave Lead Time (weeks)

Blocker Action Completion OTIF (%)

Date raised Closed on

NO. Project/ Area Blocker Detail SC Action Owner Due Date Actual Date Lead Time (wk) Days Late
to SC Time?
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
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55
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59
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68
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72
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74
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76
77
78
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80
81
82
83
84

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Team Blocker Register Printed 11/14/2024
 1. Identify and classify losses Return to
1. Xác định & phân loại tổn thất overview

Site Objectives: Site Pareto

 Downtime code M of the Lamination

area is 44.5% the most highest in
factory.
Thời gian dừng máy ở khu vực LA là
44.5% cao nhất trong nhà máy

Area Objectives: Area Pareto

This chart isn't available in your version of Excel.

Editing this shape or saving this workbook into a different file format will permanently break the
 Downtime code M of the chart.
DLX1300H is 25% the most highest
in Lamination area.
Thời gian dừng máy tại máy ghép
Dry 1 chiếm 25% cao nhất trong khu
vực LA.

Team Objectives: Team Pareto and focus

This chart isn't available in your version of Excel.
 the most downtime code M
Editing this shape or saving this workbook into a different file format will permanently break the
happened at 3 components: chart.
Unwinder unit, Dryer unit, Corona
treatment unit.
Hầu hết các downtime xảy ra trong
3 phần : Unwinder , Dryer ,
Corona. Trong đó, Dryer chiếm tỉ
lệ cao về thời gian và số lần xảy ra
sự cố.

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1 Identify and classify losses Printed 11/14/2024
 Return to Return to
2. Select and justify the Theme overview overview

Area to work on: DLX1300H SMART Target

Loss to reduce: REDUCE BREAKDOWN

Current value of the loss: 23.9 hour/month

REDUCE BREAKDOWN
Unit of the loss: hour
DRYER TO ZERO
Loss reduction target (%) 100%

Target value for loss after the 0 hour / Month

team is finished:

Start date: 6/1/2024 Previous audit:

End date: 8/20/2024 Final audit:

Other comments (problem statement, benchmark with other sites, etc):

Các vấn đề thường xảy ra với cụm DRYER

### 1: Đứt dây bel motor hầm sấy, motor bị chạm cháy, kẹt bạc đạn, lỏng lưng dẫn đến không quay.

2:Hệ thống lô dẫn buồng sấy kẹt hư bạc đạn ,giãn đứt dây bel tải, mòn lỏng cốt không quay.

3:Van đóng mở dầu tự động bị hư lỗi không điều khiển được. Ống gió bị rách, lọc bụi dơ gây mất nhiệt cho buồng sấy.
 3. Understand the process/ Quy trình
Insert pictures, drawings, blueprints, sketches, etc.

Màng in phải được sấy khô dung môi khi đi qua các công đo ạn ti ếp theo.
Với 4 khoang buồng sấy được thổi vào và một quạt xả ra.Nhiệt độ được điều khiển và kiểm soát bằng đồng hồ nhi ệt trên m ỗi khoang.
Màng được di chuyển trên các lô dẫn có gối đỡ.
Lưu lượng gió được kiểm soát bằng biến tần
The printed film must be dried with solvent when going through the laminating stage. With 4 drying chambers with air blowing fans and an exhaust
fan. The temperature is controlled and monitored by a thermometer in each chamber. The film is moved on rollers with bearing supports.

Sơ đồ trao đổi nhiệt cấp cho dryer

Heat exchanger diagram
ĐỒNG HỒ
NHIỆT ĐỘ

VAN HỒI VAN

BA NGÃ

HEAT EXCHANGE
BƠM THỨ
CẤP
 BƠM THỨ
CẤP
Insert pictures, drawings, blueprints, sketches, etc.

VAN XẢ HƠI BƠM SƠ CẤP

BOILER

Sơ đồ gió nóng đi vào buồng sấy

Diagram of hot air entering the drying chamber

temperature probe
Heat exchange

FAN
Damper

Drying chamber
 Damper

Exhaust wind

Insert pictures, drawings, blueprints, sketches, etc.

Lọc gió tươi.
Van chỉnh lưu lượng gió.
Bộ trao đổi nhiệt.
Quạt thổi.
Kho Đồng hồ nhiệt và đầu dò nhiệt
Biến tần của quạt thổi gió
an Đường gió thoát.
Lô dẫn màng và belt truyền động
sấy Nắp buồng sấy.

số 1
Lọc gió tươi.
Van chỉnh lưu lượng gió.
Bộ trao đổi nhiệt.
Quạt thổi.
Kho Đồng hồ nhiệt và đầu dò nhiệt
Biến tần của quạt thổi gió
an Đường gió thoát.
Lô dẫn màng và belt truyền động
sấy Nắp buồng sấy.

số 2
Lọc gió tươi.
Van chỉnh lưu lượng gió.
Bộ trao đổi nhiệt.
Quạt thổi.
Kho Đồng hồ nhiệt và đầu dò nhiệt
Biến tần của quạt thổi gió
an Đường gió thoát.
Lô dẫn màng và belt truyền động
Nắp buồng sấy.
 số 2
Lọc gió tươi.
Van chỉnh lưu lượng gió.
Bộ trao đổi nhiệt.
Quạt thổi.
Kho Đồng hồ nhiệt và đầu dò nhiệt
Biến tần của quạt thổi gió
an Đường gió thoát.
Lô dẫn màng và belt truyền động
sấy Nắp buồng sấy.

số 3
Lọc gió tươi.
Van chỉnh lưu lượng gió.
Bộ trao đổi nhiệt.
Quạt thổi.
Kho Đồng hồ nhiệt và đầu dò nhiệt
Biến tần của quạt thổi gió
an Đường gió thoát.
Lô dẫn màng và belt truyền động
sấy Nắp buồng sấy.

số 4

Insert pictures, drawings, blueprints, sketches, etc.

Tần suất bảo trì định kỳ cho máy

plan PM
 Retur
n to
overv
iew

Tiêu chuẩn để cụm thiết bị này chạy tốt: tần suất PM, setting, tình trạng thiết bị…

ệt trên m ỗi khoang.

air blowing fans and an exhaust

with bearing supports.

ỒNG HỒ
HIỆT ĐỘ

BOILER
 BOILER

er

Fresh air outside

Damper
 4. Grasp the actual situation Return to
overview 4. Restore Basic Conditions 4. Phenomena identification Return to
overview

Insert pictures of anomalities and how they were restored Insert pictures, drawings, blueprints, sketches, etc.

Loss mode: DOWNTIME CODE M

Dây Belt hư hỏng gãy nứt Nhận dạng hiện tượng
Before After Kiểm soát độ rung phát hiện tình trạng bạc đạn của motor.
Who shift / operator hình đo độ rung bằng máy và tiêu chuẩn đánh giá độ rung

What Nhiệt độ buồng sấy không đúng

Where DRYER

When 2 case/month

Which Nhiệt buồng sấy xảy ra thường xuyên

How Nhiệt độ thấp hơn cài đặt, hư motor quạt thổi gió nóng.

Other comments regarding the loss mode:

Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc.

Motor quạt thổi không giải nhiệt tốt

Before After

Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc.

Lọc gió tươi bị nghẹt và gây bẩn

Before After

Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc.
 Ống gió bị nghẹt và rách gây thoát nhiệt
Before After

Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc. Insert pictures, drawings, blueprints, sketches, etc.
 5.Performance
5. Theo dõi h

Downtime
3.5
3.25

2.5 2.4

2
Units

1.5

0.5

0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
20 21 22 23 24 25 26 27

Week N

KPI Chart Data from Team Meeting Log

Week 20 21 22 23 24 25
Result 3.25 0 0 0 0 0
Start 23.9 23.9 23.9 23.9 23.9 23.9
Target 0 0 0 0 0 0
erformance indicator
. Theo dõi hiệu quả

Downtime code M

2.4

0.6

0 0 0 0 0 0 00
0 0 0 0 0 0 0 0 0
5 26 27 28 29 30 31 32 33 34

Week Number

26 27 28 29 30 31 32 33
0 2.4 0.6 0 0 0 0 0
23.9 23.9 23.9 23.9 23.9 23.9 23.9 23.9
0 0 0 0 0 0 0 0
 Return to
overview

Note
The chart data (Start, Target, Results) are entered in the tab T

Team Meeting Log

0.666666666667

0 00 0
0 0
33 34 35

34 35
0 0
23.9 23.9
0 0
đứt dây bel mottor hầm sấy
đứt bel dẫn buồng sấy
Đồng hồ báo nhiệt bị hư
van auto không hoạt động
dầu dò hư
mất nhiệt boler
nghẹt bụi ở lọc gió vào
ống dẫn bị rách lớn
Lô dẫn mòn cốt, hư bạc đạn, trơn trượt
motor hầm sấy hư
are entered in the tab Team Meeting Log
 6. M

Activity W20 W21 W22 W23 W24

Problem solving-Breakdown Analysis

1 Giải quyết vấn đề-Phân tích sự cố

Propose countermeasures
2 Đề xuất biện pháp đối phó

Implemented countermeasures
3 Các biện pháp đối phó đã thực hiện

Improvement results and Team contribution

4 Kết quả cải tiến và đóng góp của nhóm

Standardization
5 Tiêu chuẩn hóa

Future plans
6 Kế hoạch tương lai
 Planned activities

6. Masterplan Implemented activities

Delayed activities

...................
W25 W26 W27 W28 W29 W30 W31 W32 W33 W34 W35
 Return
nned activities
to
plemented activities overvie
ayed activities
w

W36 W37 W38 W39 W40

 Cause and Effect Diagram

0 Man 0 Machine

đứt dây bel mottor hầm sấy

đứt bel dẫn buồng sấy

Đồng hồ báo nhiệt bị hư

van auto không hoạt động

dầu dò hư

mất nhiệt boler

nghẹt bụi ở lọc gió vào

ống dẫn bị rách lớn

Lô dẫn mòn cốt, hư bạc đạn, trơn tr

motor hầm sấy hư Problem:

0 Method 0 Material
gram Return to
overview

10

Problem:

SỰ CỐ NHIỆT BUỒNG SẤY

Fill only green cells

(problem and causes)
and blue cells
(influences of causes)
(problem and causes)
and blue cells
(influences of causes)

Influency of a cause

8 High

5 Medium

2 Low
TEAM

Problem Description

Nhiệt độ buồng sấy không đúng cài

đặt
 Pot

Check

Check
Why (1) Why (2)

đứt dây bel mottor hầm sấy N

đứt bel dẫn buồng sấy N
Đồng hồ báo nhiệt bị hư N
van auto không hoạt động N
dầu dò hư N
Lô dẫn mòn cốt, hư bạc đạn,
trơn trượt không quay Y
motor hầm sấy hư Y Cháy cuộn dây motor Y
 5 why analysis

TEAM N °
Potential causes

Check

Check
Why (3) Why (4)

hư bạc đạn motor Y

 Check
Category
Why (5)
 Return to
overview

Actions
PREVENTIVE ACTION CORRECTIVE ACTION
Return to
overview
Sketch / pictures of countermeasures

Content
 8
Sketch / pictures of countermeasures

Content
 8. Propose countermeasures
Explaination Sketch / pictures of count

Owner When
Sketch / pictures of countermeasures

Procedure
Explaination

Return to
overview

Countermeasure Ladder
Check Level
6

1
Countermeasure Ladder

Description
Eliminate the operation

Eliminate the Human Element

Make it difficult to do it incurrectly

Constantly remind them "at a glance" of the correct way

Double check that the person has remembered to do it
correctly

Remind the person of the way to check it correctly

Example
Redesign the process so the operation becomes
obsolete/unnecessary

Mechanize/automate the operation

Foolproof design - Poka Yoke

Visual control - Gauge marking, signs, floor markings, etc.

Perform an audit

PM Card, OPL, Discipline, etc.

 9. Implemented countermeasures Return to
overview

Insert pictures of countermeasures and improvement OPLs, Temporary Standards, etc.

Insert pictures of countermeasures and improvement OPLs, Temporary Standars, etc.
Insert pictures of countermeasures and improvement OPLs, Temporary Standars, etc.
Insert pictures of countermeasures and improvement OPLs, Temporary Standars, etc.
Insert pictures of countermeasures and improvement OPLs, Temporary Standars, etc.
Return to
overview
 10. Improvement results and Team contribution

General
Team name: Speed Losses Reduction Team

Team members:

Start of Team: 27/03/24 End of Team: 27/06/24

Target of Team: Reduce the average time of the process

KPI

5
KPI (UoM)

0
Start value: Target Value: End Value:

Start End
Target Value: Unit of Measure (UoM):
value: Value:
6 4 6

Benefits: Less problems for the operators, less material losses

Savings:

Method
Used tools: 5 Why, KPI tabl, training matrix, OPL

Highlights
Which practical solutions/
knowledge could other OPL 45 and 46
teams use:

What was succesful? Teamwork

What could be improved? During the first meeting show the other team file as an example to introduce the method
Advises for next
More communication to other shifts/operators
improvement teams:

Horizontal Expansion What standards How to expand

Which proven machine

Added to horizontal expansion table and 5 o
solutions have been added OPL # 45
machines can use the improvement.
to the Horizontal Exp list:
 Return to
ontribution overview

End Value:

losses

to introduce the method

ors

ow to expand

l expansion table and 5 out of 6

an use the improvement.
 11. Standardization Return
to
overvie
w
Insert new OPLs, SOP, Preventive Maintenance lists, Updated daily meetings, etc.
Insert new OPLs, SOP, Preventive Maintenance lists, Updated daily meetings, etc.
Insert new OPLs, SOP, Preventive Maintenance lists, Updated daily meetings, etc.
Insert new OPLs, SOP, Preventive Maintenance lists, Updated daily meetings, etc.
Insert new OPLs, SOP, Preventive Maintenance lists, Updated daily meetings, etc.
 Skill Gap
Return
to
Competence matrix GAP>1,1
overvie 0≤GAP≥1
w
Methodological skills GAP<0

Curriculum A1

Name of Curriculum TPM Basics

Competence/ tool
A1.3 Loss
A1.1 TPM Intro,
A1.2 TPM Vision Intelligence: Pareto & A1.4 The Infinite Loop
Zero loss concept
Data Analyze
Name TPM Role
Before 2 2 2 2
After 3 3 3 3
Team Leader
Target 3 3 3 3
Skill GAP 0 0 0 0
Before 1 1 1 1
After 2 2 2 2
Team Member
Target 2 2 2 2
Skill GAP 0 0 0 0
Before
After
Team Member
Target 2 2 2 2
Skill GAP 2 2 2 2
Before
After
Team Member
Target 2 2 2 2
Team Member

Skill GAP 2 2 2 2
Before
After
Team Member
Target 2 2 2 2
Skill GAP 2 2 2 2
Before
After
Team Member
Target 2 2 2 2
Skill GAP 2 2 2 2
Before
After
Team Member
Target 2 2 2 2
Skill GAP 2 2 2 2
Before
After
Team Member
Target 2 2 2 2
Skill GAP 2 2 2 2
Before
After
Team Member
Target 2 2 2 2
Skill GAP 2 2 2 2
A1.3 Loss
A1.1 TPM Intro,
TEAM Leader Zero loss concept
A1.2 TPM Vision Intelligence: Pareto & A1.4 The Infinite Loop
Data Analyze

Average Before 2.0 2.0 2.0 2.0

Average After 3.0 3.0 3.0 3.0
Target 3.0 3.0 3.0 3.0
 Skill GAP 0 0 0 0

TEAM Members

Average Before 1.0 1.0 1.0 1.0

Average After 2.0 2.0 2.0 2.0
Target 2.0 2.0 2.0 2.0
Skill GAP 0 0 0 0

Professional skills
Competence/ tool
Name
Before
After
Target
Before
After
Target
Before
After
Target
Before
After
Target
Before
 After
Target
Before
After
Target
Before
After
Target
 B1

s Team MGT level 1

A1.7 Problem Solving B1.2 Team roles &
A1.5 AM Principles B1.1 Teamwork
techniques: 4Ms & 5 communication B1.3 Auditing a Team B1.4 Team Reporting D1.1 Kaizen Intro
and Steps principles
Whys process

2 2 2 2 2 2 2
3 3 3 3 3 3 3
3 4 3 3 3 3 3
0 1 0 0 0 0 0
1 1 1 1 1 1 1
2 2 2 2 2 2 2
2 2 2 2 2 2 2
0 0 0 0 0 0 0

2 2 2 2 2 2 2
2 2 2 2 2 2 2

2 2 2 2 2 2 2
 2 2 2 2 2 2 2

2 2 2 2 2 2 2
2 2 2 2 2 2 2

2 2 2 2 2 2 2
2 2 2 2 2 2 2

2 2 2 2 2 2 2
2 2 2 2 2 2 2

2 2 2 2 2 2 2
2 2 2 2 2 2 2

2 2 2 2 2 2 2
2 2 2 2 2 2 2
A1.7 Problem Solving B1.2 Team roles &
A1.5 AM Principles B1.1 Teamwork
techniques: 4Ms & 5 communication B1.3 Auditing a Team B1.4 Team Reporting D1.1 Kaizen Intro
and Steps principles
Whys process

2.0 2.0 2.0 2.0 2.0 2.0 2.0

3.0 3.0 3.0 3.0 3.0 3.0 3.0
3.0 4.0 3.0 3.0 3.0 3.0 3.0
0 1 0 0 0 0 0

1.0 1.0 1.0 1.0 1.0 1.0 1.0

2.0 2.0 2.0 2.0 2.0 2.0 2.0
2.0 2.0 2.0 2.0 2.0 2.0 2.0
0 0 0 0 0 0 0
 D1 E1

Kaizen AM Basic

D1.2 Losses D1.3. 12 Steps D1.4 Leading a D1.5 Project MGT E1.1 Operator Centric E1.2 Restore to basic E1.3 AM Team
deployment Kaizen Story Kaizen project basics Approach conditions approach Management

2 2 2 2 2 2 2
3 3 3 3 3 3 3
3 3 3 3 3 3 3
0 0 0 0 0 0 0
1 1 1 1
2 2 2 2
2 2 2 2
0 0 0 0

2 2 2 2
2 2 2 2

2 2 2 2
 2 2 2 2

2 2 2 2
2 2 2 2

2 2 2 2
2 2 2 2

2 2 2 2
2 2 2 2

2 2 2 2
2 2 2 2

2 2 2 2
2 2 2 2
D1.2 Losses D1.3. 12 Steps D1.4 Leading a D1.5 Project MGT E1.1 Operator Centric E1.2 Restore to basic E1.3 AM Team
deployment Kaizen Story Kaizen project basics Approach conditions approach Management

2.0 2.0 2.0 2.0 2.0 2.0 2.0

3.0 3.0 3.0 3.0 3.0 3.0 3.0
3.0 3.0 3.0 3.0 3.0 3.0 3.0
0 0 0 0 0 0 0

1.0 1.0 1.0 1.0

2.0 2.0 2.0 2.0
2.0 2.0 2.0 2.0
0 0 0 0

Skill (Competence) level

Doesn't know the theory 1

Knows the theory 2

Knows the theory & Can

do the task independently 3
under normal conditions
 Leads the activities
independently under
normal conditions & 4
abnormalities

Can Teach 5
 Return
to
overvie
w

E1 F1
Pillar Basics
AM Basic Organizational elements
E1.5 Step 2 Skill (Competence) level
E1.6 Step 3
E1.4 Step 1 (Cleaning (Prevention from
(Inspection and F1.1 Pillar Organization
& Tagging) cleaning: HTC and
Lubrication)
DTR elimination)
Doesn't know the theory
2 2 2 2 1 Classroom
training
3 3 3 3
3 3 3 3
0 0 0 0
Knows the theory
1 1 1 1 2
2 2 2 2 On-spot training
3 3 3 2
1 1 1 0 Knows the theory & Can do
the task independently under
normal conditions 3
Advanced coachin
(on potential
3 3 3 2 problems);
3 3 3 2 Leads the activities observation
independently under normal
conditions & abnormalities 4

3 3 3 2 "How to train
people"-course
Can Teach
 "How to train
3 3 3 2 people"-course
Can Teach
5

3 3 3 2
3 3 3 2

3 3 3 2
3 3 3 2

3 3 3 2
3 3 3 2

3 3 3 2
3 3 3 2

3 3 3 2
3 3 3 2
E1.5 Step 2
E1.6 Step 3
E1.4 Step 1 (Cleaning (Prevention from
(Inspection and F1.1 Pillar Organization
& Tagging) cleaning: HTC and
Lubrication)
DTR elimination)
2.0 2.0 2.0 2.0
3.0 3.0 3.0 3.0
3.0 3.0 3.0 3.0
0 0 0 0

1.0 1.0 1.0 1.0

2.0 2.0 2.0 2.0
3.0 3.0 3.0 2.0
1 1 1 0
 Team Skill Radar Chart

A1.1 TPM Intro, Zero loss concept

F1.1 Pillar Organization A1.2 TPM Vision
E1.6 Step 3 (Inspection and Lubrication) 5 A1.3 Loss Intelligence: Pareto & Data Analyze

Classroom
training
E1.5 Step 2 (Prevention from cleaning: HTC and DTR elimination) 4 A1.4 The Infinite Loop

3 Target
E1.4 Step 1 (Cleaning & Tagging) A1.5 AM Principles and Steps
2
E1.3 AM Team Management 1 A1.7 Problem Solving techniques: 4Ms & 5 Whys
On-spot training
0 After

E1.2 Restore to basic conditions approach B1.1 Teamwork principles

Advanced coaching
(on potential
problems); E1.1 Operator Centric Approach B1.2 Team roles & communication
Before process
observation

D1.5 Project MGT basics B1.3 Auditing a Team

"How to train D1.4 Leading a Kaizen project B1.4 Team Reporting

people"-course D1.3. 12 Steps Kaizen Story D1.1 Kaizen Intro
D1.2 Losses deployment
 D1.5 Project MGT basics B1.3 Auditing a Team

"How to train D1.4 Leading a Kaizen project B1.4 Team Reporting

people"-course D1.3. 12 Steps Kaizen Story D1.1 Kaizen Intro
D1.2 Losses deployment
 Team Skill Radar Chart

Before After Target Skill

1.5 2.5 2.5 A1.1 TPM Intro, Zero loss concept
Data Analyze
1.5 2.5 2.5 A1.2 TPM Vision
1.5 2.5 2.5 A1.3 Loss Intelligence: Pareto & Data Analyze
1.5 2.5 2.5 A1.4 The Infinite Loop
Target 1.5 2.5 2.5 A1.5 AM Principles and Steps
d Steps
1.5 2.5 3.0 A1.7 Problem Solving techniques: 4Ms & 5 Whys
1.5 2.5 2.5 B1.1 Teamwork principles
ng techniques: 4Ms & 5 Whys
1.5 2.5 2.5 B1.2 Team roles & communication process
After 1.5 2.5 2.5 B1.3 Auditing a Team
1.5 2.5 2.5 B1.4 Team Reporting
nciples 1.5 2.5 2.5 D1.1 Kaizen Intro
1.5 2.5 2.5 D1.2 Losses deployment
mmunication 1.5 2.5 2.5 D1.3. 12 Steps Kaizen Story
Before process
2.0 3.0 3.0 D1.4 Leading a Kaizen project
2.0 3.0 3.0 D1.5 Project MGT basics
1.5 2.5 2.5 E1.1 Operator Centric Approach
1.5 2.5 2.5 E1.2 Restore to basic conditions approach
2.0 3.0 3.0 E1.3 AM Team Management
1.5 2.5 3.0 E1.4 Step 1 (Cleaning & Tagging)
1.5 2.5 3.0 E1.5 Step 2 (Prevention from cleaning: HTC and DTR elimination)
1.5 2.5 3.0 E1.6 Step 3 (Inspection and Lubrication)
1.5 2.5 2.5 F1.1 Pillar Organization
 12.
Other identified losses:

Unsolved issues:

Suggestions for future Kaizen teams:

Horizontal Expansion: document all horizontal expansion possibilities

Share this with the sponsoring Pillar, Area Leaders and TPM Manager to create agreed action plan and

Where can the team solutions be reapplied?

Which machines are the same?
Which machines have the same components, section, operation?

Who needs to be trained to apply the new methods?

Who needs to be trained in order to restore existing methods?

Horizontal Expansion Assessment

Which of the 4Ms are affecte

Category
Materials

Actions to solve the problem

Problem (effective solutions from the Kaizen Machine
team)

Action 1 e.g machine condition aa X

Action 2 e.g machine improvement bb X
Action 3 e.g new method OPL 111
Problem
Action 4 e.g new method SOP 222
Description
Action 5 e.g retrain existing SOP 333
Action 6…
Action 7…

X = category
affected

Horizontal expansion Action Plan

Horizontal expansion Action Plan
#

2
 12. Future plans

eate agreed action plan and owners

Which of the 4Ms are affected? Which machines have the same components or proces

Category Machine
Machine 1

Machine 2

Machine 3
Method

Man

X X
O
X
X
X

X = planned
O = completed
 Progress on the
Action Responsible Control Date Procedure
Machine 1
OPL training on
validation and
adjustment of wet Shift Leader /
Operator / name 6/13/2021 OPL 337 x
scrap conveyor name
sensors

Installation of
protection for wet
Maintenance / Shift Leader /
scrap conveyor 6/13/2021 OPL 332 x
name name
sensors (corner) in
the nearest PM
 Return to
overview

e components or processes? Which people need to be (re)trained to apply the solutions across m

hine Method / Man Training

Machine 4

Machine 5

Person 1

Person 2

Person 3

Person 4

Person 5

Person 6

O X
5 5 3 3 3 X
X 5 5 4 4 3
X X X X X X

X = to be trained
1 - 5 = achieved skill level
Progress on the machine
Check
Machine 2 Machine 3 Machine 4

12.06.2021
x
Done

14.06.2021
x
Done
ly the solutions across more machines?

n Training
Person 10
Person 7

Person 8

Person 9

X X X X
3 3 X X
X X 3 3
KAIZEN STORY STEP

STEP 1:
IDENTIFY & CLASSIFY THE LOSS

STEP 2:
SELECT & JUSTIFY THE THEME

STEP 3:
UNDERSTAND THE PROCESS & EQUIPMENT

STEP 4:
GRASP ACTUAL SITUATION

STEP 5:
ESTABLISH OBJECTIVES – VALID THE TARGET
STEP 5:
ESTABLISH OBJECTIVES – VALID THE TARGET

STEP 6:
MAKE A MASTER PLAN

STEP 7:
CAUSE ANALYSIS

STEP 8:
PROPOSE COUNTERMEASURES

STEP 9:
IMPLEMENT COUNTERMEASURES

STEP 10:
CHECK RESULTS

STEP 11:
STANDARDISATION

STEP 12:
FUTURE PLANS

TEAMWORK
 Points to prioritize
• The targeted loss is identified and quantified (by the pillar or TPM manager) Ex. Total Waste or Cost

• We have to respect our Pareto! If you have made the decision to take as a focus for your project not the bigges
deployment Step 1, please be ready with a good explanation - why? Historical data, the outcome of other project
improvements on the same machine – these can be used for the explanation. Step 1 – is all about connection of
scope.
• Paretos in Loss deployment should be self-explaining and readable.
• In all cases this loss has to be clearly linked to the overall factory strategy
• The Pillar (or TPM manager) has selected and justified the specific theme by using clear deployments of the lo
• An initial indicator and target have been set at this stage by the Pillar along with an estimated time plan (includi
• Pictures of failure mode(s) in Step 2 – is an advantage! This absolutely supports the overall understanding and
valuable. Step 2 – is all about clear failure mode(s) you are going to work with
•The Rule of thumb – do not take more than 3 failure modes for one project. We have to be sure that Team can r

• Within first 2 steps of Kaizen team we do not talk about the reasons / causes of defects! We purely justify the s

• The rule of thumb here: if you can not target eradication the scope is wrong. The only case when you can targe
possible when we talk about several failure modes in the beginning and there is a lack of evidence / data to prov

• At this point, it is always recommended to benchmark with other sites

• The teams must understand the related process and equipment, making sure to cover all 4 Ms. Good usage of
if needed also a model, video or simulation
• This is where they understand what the ideal operating procedures and conditions should be
• In the team presentation it has been clearly demonstrated that the team reviewed all drawings, OPLs and SOP
• The skills of operators are reviewed and documented
• The team has observed how the process is actually working to find out what is the phenomenon that’s generati
• The team has clearly gone to the Gemba
• The team has utilised the 5W+ 1H in this step. If this was not enough to reach a conclusion, the team has deep
failure mode(s) that generate the problem (effect)
• Depending on the problem, more than one phenomenon could be discovered
• Good usage of sketch, model, video or simulation to explain how the failure occurs
• The Restoration should cover all the elements related to the production process, not only machine/equipment. B
Knowledge), Method (e.g. settings on the machine), Material (properties)
In case you do not see the effect of restoration on the process graph - good question to ask your team - have all
Man, Method and Material?

• The expected outcome after restoration - machine works in it's basic conditions and the failure/defect mode has
be seeing in step 5 - on the graph. It is also reguired to track the failure/defect mode occurrence frequency - to b

• As a conclusion for the step, there is a clear statement describing the phenomenon(s) identified that will be atta

• Based on the identified failure mode and the conclusion of step 4 the team has defined the focus for the next st
• The original target provided by the pillar has been reviewed
• Final indicators and targets have been agreed by the team and the Pillar
• The team has made a realistic plan to complete the remaining steps
• This plan has been agreed by both team and pillar
• The team is applying TPM analytical tools, typically 4Ms and 5 Whys, to analise the phenomenon identified in s
• If the team is focused in more than one phenomenon, one complete analysis is performed on each of them
• The wording of potential causes in 4Ms represent a full sentences with verb
• 1 Failure mode = One 4Ms + One 5 Whys, each failure mode should be analysed separately
• All the potential causes in 4Ms are backed up with the data, pictures, graphs + outcome from the Gemba walk
• The Root cause triggers us to change the construction, to change the process, to change the procedures. The
process in its basic conditions (means close to perfect) still make a failure / produces a defect. From this perspec
investments / changes of equipment we do have to verify with the proper reason - WHY. In this case, to understa
5 Why's.
• There should be separated Causes from Effects in 5 Whys, we try to go in the direction of Causes
• The team has decided which countermeasures will be the most impactful taking into consideration cost reductio
implement.
• The countermeasures defined to eliminate / prevent the root causes identified have been evaluated using the c
• The countermeasures are to be found for "Just to do" actions after Restoration of basic conditions in step 4 + G
Analysis
• The countermeasures are being put in place following a strict plan, with clear ownership
• As a general rule, it’s better to do one thing at a time so the team knows which one is yielding results
• Countermeasures should be traced back to the Step 7 - problem solving
• When training is needed to implement the change, these trainings are part of the plan
• The team has checked that the countermeasures are delivering the results hoped for – reducing the level of los
• This has been done for all indicators, primary and secondary, defined in step 5
• The dates of implementation of countermeasures have been mapped and correlated with the results
• The solutions need to be standardized (i.e. OPLs, SOPs, CIL, Q point / C condition, MP sheets). There is a cle
the gains
• The team must also define the control routines needed to maintain the standards that deliver the improved resu
introducing new maintenance routines that integrate a new process condition into the AM and PM checklists.
• The team has reflected on internal and external expansion, showing what can they do next to obtain better resu
could need to work on
• For the standards which can be defined as "GOOD PRACTICES", the team, together with the Pillar, has compl
corresponding master pillar / TPM Champion
• The team has used skill matrices and meeting reports; audits have been performed
• Beside the presenter other team members are involved in the presentation or related discussions
Y "CHEAT SHEET"

Ready/Not
SHEET"

Auditor Remarks

A clear and aligned definitions are important, do not mix up failure mode, root causes and so on!
How to recognize the Failure mode – you can see it by just looking or you can make a photo of it!

ACTUAL KICK OFF OF THE TEAM

CHECK POINT 0

NOTE: At this stage, if the team discovers something wrong in the basic conditions, it must be restored right away. Then b
moving to the next step, the results should be checked as restoring the basic conditions may dramaticaly improve the origin
problem. In this case the team should reflect on how to better maintain the basic conditions.
In order to prove that Restoration has a positive effect, we have to track the failure mode(s) frequency as perform
indicator (in addition could be monitored the standard nes - time, kg, %).
 CHECK POINT 1
NOTE: we tend to think that the lack of training for operators / lack of knowledge (e.g. how to set the machine) -
potential/root cause, but the fact is - this is exactly the area for Restoration! Not a root cause!

CHECK POINT 2

NOTE: Success depends on the empowerment of the team; they have to ‘own’ the countermeasure themselves in order to
motivated to really ensure it works!

CHECK POINT 3 - TEAM CLOSURE