Lecture 2a

KATA
© 2016 The Leadership Network®
© 2016 Jidoka®
01
TOYOTA KATA
Grasping the
Current Condition

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© 2016 Jidoka®
02
ORIENTATION
Go
and
See
ACT PLAN
CHECK DO
PDCA Toward the
Target Condition
The 5
Questions
What is the
current pattern
of working?
Establish the
Next Target
Condition
Tar get
Condi ti on
Grasp the
Current
Condition
Understand
the
Direction
What challenge
are we striving
to meet?

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Necessary Number of Operators (if the process were stable)
• Calculate number of operators
Outcome Metrics
• Graph (a) output per shift, (b) overtime and any other desired outcome metrics
Equipment Capacity
• Can the automatic equipment support the planned cycle time?
•
•
How close are we to our current machine capacity limit?
What is the fastest Pc/t the equipment can currently support?
® ©
No Yes
Characteristics of the Current Process
1) ) Get to know the process by sketchinga block diagram of it
- What are batch sizes? - Where does WIP accumulate?
2) ) How much does the process fluctuate?
- Time and graph 20-30 exit cycles of each operator's work
- Are each operator's work steps the same from cycle to cycle?
3) ) Note other details about the current operating pattern
Step
u • Customer takt
• Planned cycle time
• Number of shifts currently running
Customer Demand and Planned Cycle Time

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Customer Takt
From the German word = clock time, or tempo
Takt Time = effective operating time
Customer demand
Example
Takt Time = 450 minutes x 60 sec = 27,000s / 2050 pieces
Takt Time = 12.0 sec

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06
CUSTOMERTAKT AND
PLANNED CYCLE TIME
You should operate your production to plan for approximately
15% less than your Customer Takt Time.
This will:
1. Allow for any unplanned minor or major stops of the line.
2. Start-up yield loss or finishing loss.
3. Unplanned downtime (if this is unknown or not tracked).
4. Quality loss such as scrap.
5. Untimed or unexpected changeovers or schedule changes.
6. Unplanned breaks.
The following slides show the comparison between Customer
Takt and Planned Cycle time (P CT)

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15%
Assembly
• 2500 pieces/day total
• 2 Shifts, 8 hours each
• 2 x 15 min break/shift
• 5 changeovers / day
• C/O Time = 25 min per c/o
• Unplanned Downtime =
TAKT =
Example Your calculation
Assignment #2: Calculate theTakt
Time & Planned CycleTime below

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Outcome Metrics
Equipment Capacity
•
•
® ©
No Yes
• Customer takt
Characteristics of the Current ProcessStep
v 1) ) Get to know the process by sketchinga block diagram of it

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The Three Main Tasks in This Step
1) Get to know the process by sketching a block diagram of it.
- Define the start & end points of the process.
- What are batch sizes at the processing steps?
- Where does WIP accumulate?
2) How much does the process fluctuate?
- Time & graph 20-30 exit cycles for each operator.
- Are each operators' work steps the same from cycle to cycle?
3) Note other details about the current operating pattern.
- Not issues good or bad.
- Simply describe aspects of the current work pattern.
You may ask others about process details,
but do not interview or ask about process
problems or improvement ideas.
Learn to see and understand for yourself.WHAT DO YOU SEE?
v CHARACTERISTICSOFTHE CURRENT PROCESS

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1. Draw a straight-line sketch of the workstations in the process.
2. Make each box the same size
3. Do not draw to scale or worry about the actual shape, i.e.. layout,
of the line
4. Shows the work flow
5. Each box simply = a workstation, table, fixture or machine
BLOCK DIAGRAM
Spring
Install
5 springs
RESISTOR 1
2 REDS; 1 per
board
RESISTOR/
DIODES - 2
LED
1 PER
BOARD
TEST/
REWORK
15 4 3 2
16 4 3 2
RESISTOR/
DIODES - 3
= WIP
RAW BOARDS WITH SPRINGS (RED AND BLUE
BOARDS)
1 = RESISTORS (RED AND BLUE BOARDS)
2 = RESISTORS/DIODES (RED AND BLUE BOARDS)
3 = RESISTORS/DIODES (RED AND BLUE BOARDS)
4 = LED (RED AND BLUE BOARDS)
5 = TEST (RED AND BLUE BOARDS)
5
5
I
= WORKERS
I I
A
A = Auto Machine
10s15s12s25s 15s8s
25s = Operator
Cycle Time

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This is the time between units coming off the
end of a process step. It's not how long, but how
often a piece arrives.
PROCESS EXIT CYCLES
Time this

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Data: Something
we measure
Facts: Something
we observe
We want to observe and
record two things…
WORKSHEET FORTIMING CYCLES

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WHY LOWEST REPEATABLETIMES
AND SHOULDN’TWE USEAVERAGES?
Many people have difficulty understanding why we want to use lowest repeatable times.
The concept they fail to understand is twofold:
1. Lowest repeatable is just a starting point for grasping the current condition. We can get
more detailed workstation times later if necessary.
2. Lowest repeatable gives you an indication that if the process cycles as expected (without
major cycle stoppages), then that time is a time the operator or machine+operator can
achieve, although PDCAs and experiments will be needed going forward to sustain
3. As we continue with the improvement kata process, we will learn more about the
individual workstations and times, so main purpose of grasping the current condition is
so we can complete the 3rd step of the Improvement Kata which is Establishing the
Target Condition.
4. Averages are good for long data sets as indicators of past performance. However, it is
the “spikes” and “troughs” indicating variability that get hidden with averages. One
could say if I have one foot in a bucket of ice and salt water, and the other foot in a
campfire, then on average I’m feeling ok. However, I have frostbite and 3rd degree
burns….not ok!!!
We want to
know what
happened at
these points on
these days?

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Sample Time (seconds)
1 16
2 12
3 15
4 20
5 10
6 6
7 12
8 16
9 17
10 14
11 22
12 15
13 23
14 16
15 12
16 10
17 9
18 15
19 24
20 12
Sum = 296
Takt = 12
Pc/t = 10.2
Assignment #3:Using theTaktTime & Planned Cycle Time below, make a run chart
with lowest repeatable bar and the variance range and hi/lo percentages

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Outcome Metrics
• Customer takt
Step
w
Equipment Capacity
• How close are we to our current machine capacity limit?
• What is the fastest Pc/t the equipment can currently support?
® ©
No Yes

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EQUIPMENT CAPACITY
Machine Capacity Chart
35
TT
25
5
10
20
10 40 70 90 110
Pc/t
90% of Pc/t
unload
load
start
mach.
cycle
15
Machines (Automated Equipment)
w
This is an important check for processes that have
automated equipment. If equipment cannot cycle
fast enough to meet the planned cycle time you
must address this obstacle.

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MAKING A MACHINE CAPACITY CHART
Step by Step
Accuracy is important in these charts
Changeovers (+ machine downtime,scrap,
rework and other losses if there is no shift gap)
5
10
90% of 20
25
Pc/t 15
For fluctuation in equipment cycle
Takt
Pc/t
First draw in lines for the takt
time (if calculated), planned
cycle time, and 90% of
planned cycle time.
1 0 4 0 7 0 9 0 1 1 0
5
10
90% of 20
25
Pc/t 15
TT
Pc/t
Next list the automated machines
in the process (machines that can
cycle without an operator).

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Now graph the pure machine time to process
one piece, machine start to machine stop
1 0 4 0 7 0 9 0 1 1 0
5
10
90% of 20
25
Pc/t 15
TT
Pc/t
Pure machine time is only
the time the machine takes
from the cycle start to the
end of the automatic cycle.
Note: You usually only need
to measure a few cycles to
obtain this number, since
machine cycle times are
often relatively consistent.
4 0 7 0 9 0 1 1 0
90% of 20
Pc/t 15 TOTAL
Machine Cycle
1 0
5
10
25
TT
Pc/t
unload
load
start unload
load
start
unload
load
start
Pr obl em
Finally, add unload and load times
to the machine times. This is the
time it takes to unload and load
the machine, if the machine has to
wait during unloading and loading.
The sum of:
Pure machine cycle + unload/load time
Equals the:
Total machine cycle time (TMc/t)
MAKING A MACHINE CAPACITY CHART
Step by Step

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Equipment Capacity
•
•
® ©
No Yes
• Customer takt
Step
x
Necessary Number of Operators (if process were stable)
Outcome Metrics

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© 2016 Jidoka®
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= 98 seconds
1
2
3
4
Lo-Repeatable
operator cycle
15 seconds
13 seconds
16 seconds
25 seconds
13 seconds
16 seconds
N o t e s
10.2 sec. Pc/t
= 9.6 operators
Sum of the individual
workstation times to cycle
NECESSARY NUMBER OF
OPERATORS CALCULATION
We're looking only at operator time here.,
NOT MACHINE CYCLE TIME.
98 sec.
5
6
Operator
Necessary
=
Operators
Total operator cycle times
for 1 piece
Planned Cycle Time (PCT)

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Outcome Metrics
should look like
something like
this…Label the values
on each point!
Yield %
Set-up issue
82%
95%
Scrap issue due to
machinery
Quality issues

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How the
game is
currently
played
The score
as of the
last game
• A current condition should include these four categories of
information.
Current Condition Now:
WHAT INFORMATION IS INTHE
CURRENT CONDITION?

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Process Metrics vs Outcome Metrics
Many people have difficulty understanding the relationship and differences between a
Process Metric and an Outcome Metrics. The concept they fail to understand is twofold:
1. Process Metrics are measurements in real time. It is however possible to consider a
measurement either at a certain point in time past the beginning of the process or maybe
at the end of the day. Process Metrics are metrics that you can gather “in the moment”
• Example are such a construction of a run chart in the previous slides on lowest
repeatable process cycle time or the variation from cycle to cycle.
• Another example is rework. We can measure the first pass yield (FPY for the day at
any point in the shift and know at what rate we are having to rework
2. Process Metrics affect or many times determine the values we get as Outcome Metrics.
Many times we refer to the Process Metric as the “lever” that controls the Outcome Metric.
• Example: An Outcome Metric for a pot of boiling water is determined by the Process
Metric of the stove burner element.
Process Metric =
Knob Set at 7
Outcome Metric = Temperature
of Water is 100oC

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Relational Analogies of Process Characteristics,
Process Metrics, and Outcome Metrics...
• Characteristic – a feature or quality
typically belonging to a person, place,
or thing and serving to identify it
• Attribute – to consider as a quality or
characteristic of the person, thing,
group, etc.
Describes how we play the game
PROCESS CHARACTERISTIC
OR ATTRIBUTE
• Process Metrics - Standards of
measurement by which efficiency,
performance, progress, or quality of a
plan, process, or product can be
assessed
Process Metrics are key indicators from
within the process itself that suggest what
can be expected with the Outcome
Metrics… Process Metrics have an indirect
(or direct) impact on Outcome Metrics.
How we are performing within the game
PROCESS METRICS
• Outcome Metrics - Determination and
evaluation of the results of an activity,
plan, process, or program and their
comparison with the intended or
projected results
Outcome Metrics are final scores that
provide clear and concise understanding as
to how the process is performing against
the standard or target condition.
The score of the game
OUTCOME METRICS
Definitions & Descriptions
We are a good free throw shooting team –
91% (free throw shooting percentage). We
set plays to drive into the lane and draw
contact (foul) from the opposing team to
get a high number of free throw attempts
in the game, putting more points on he
board, and a better chance at winning the
game.
OR ATTRIBUTE
• Fouls drawn
• Shooting Fouls
• Floor Fouls
• Number of Free Throw attempts
• Free Throw shooting percentage
• Free Throw shooting
percentage on front end of 1 &
1
PROCESS METRICS
• Final Score of the game
• Win / Loss record
OUTCOME METRICS
A Sports Analogy
We execute to schedule on all
recommended preventative and predictive
maintenance activities on our press. For
PM work that can’t be done with the press
running or in setup, we allot 4 hours
(planned down time) on Mondays for PM
activity.
OR ATTRIBUTE
• Overdue PM Work Orders
• Unplanned Maintenance hours
(reactive – break downs)
PROCESS METRICS
• Press Up Time Percentage
OUTCOME METRICS
ACME Gear, CO. Example

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Target Condition
Achieve by:
Current Condition
Process Metrics
Outcome Metrics
F/A - Pack
Mill 8
Mill 7
Mill 6
Mill 5
Mill 4
Mill 3
Mill 2
Mill 1
CNC 2
CNC 1
Shaper 6
Shaper 5
Shaper 4
Shaper 3
Shaper 2
Shaper 1
Hob 18
Hob 17
Hob 16
Hob 15
Hob 14
Hob 13
Hob 12
Hob 11
Hob 10
Hob 9
Hob 8
Hob 7
Hob 6
Hob 5
Hob 4
Hob 3
Hob 2
Hob 1
Hob 0
Hob 1
50
48
46
44
42
40
38
36
34
32
30
28
26
24
22
20
18
16
14
12
10
8
6
4
2
0
OTHER PROCESS METRICS:
Mill Reliability is 80%
Overtime is due to machine reliability at Turning Mills 1,7, & 8
NOTES AND OBSERVATIONS
PROCESS CHARACTERISTICS:
We have excess capacity and high variation in machine cycle
with our Hob Machines. Hob 18 cycle time exceeds Takt Time
We have excess capacity and high variation in machine cycle
with our Turning Mill Machines.
PPLH = 27.5
Scrap = 6.7%
OverTime = 8%
First Pass Yield = 93%
Exit Cycle Var(Pack) = 10 s +/- 12%
Hob 18 Lowest Repeatable Hi Var = +195%
Lo Var = - 24%= 14 seconds
Takt Time = 12.3 seconds
Planned Cycle Time= 10.5 Seconds
Number of Shifts = 3
Number of Operators = 10
CURRENT CONDITION SUMMARY SHEET
Outcome Metrics (See Charts)
Process Stability:
Focus Process: Challenge: It would be Colossal, if by 1.1.2017, the ACME machining cell occupied 50% less floor
space, operating 2 shifts with 50% of the machinery, so we can achieve:
50 PPLH, < 3.5% Scrap, with No OvertimeACME Machining Cell
Summary Example Storyboard

Lecture 2a

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Lecture 2a