Kaizen Binder

WASTE Waste of Overproduction
Waste of Waiting
LEADTIME REDUCTION Waste of Inventory

STORAGE - 67%

TRANSPORT - 25% Waste of Transportation
Waste of Motion

TRANSFORMATION (ADD VALUE) - 8% Waste of Over Processing
Waste of Making Defects

DOCUMENTING THE PROCESS

Analysis PROCESS FLOW CHART FORM
Why? Revision:

Question Each Detail Process/Job: Date:
What?
Where? Chart begins: Page: Of:
When?
Who?
How?

Chart ends: Charted by:

TRANSFORM Possibilities / Changes
TRANSPORT
DETAILS OF PRESENT METHOD QUANTITY DISTANCE TIME ELIMINATE NOTES
PROPOSED STORE COMBINE
SEQUENCE

PLACE
PERSON
IMPROVE

1. Identify
2. Possible
3. Improvements/
Changes
List 4.
Proces5.s Categorize Document
Steps6. Each Step Time and/or

7. Distance
8.
9.
10.

Understanding the Current Conditions

Work Center Time

Create a Process Flow Chart.

 Follow an item of clothing/wares from the
point of donation through the processing
stations until it arrives on the sales floor.

 On the Process Flow Chart, document
the steps:
– Transformation
– Transport
– Storage

Understanding the Current Conditions

 Calculate Process Performance
– Time the process
• Document time on the process flow chart for
each operation.
– Calculate the Value-Added Ratio
• “Process” time divided by total time.
• “Process” steps divided by total steps.

Understanding the Current Conditions

 Using colored pencils/markers, color code the
process on the process flow charts:
– Transport = Yellow
– Storage = Red
– Transformation = Green

Conversion Table

Documenting the Process

 What are the parameters?
 Distances

– Be exact when you can
– If multiple stations, use average distance

 Time

– the time it takes for one product to flow through
the process

– Can’t literally follow one item out of thousands
– If necessary, use average times, for example:

• If it takes 34 seconds to fill a cart of textiles
• The average textile stays in the cart for 17 seconds

during this step

EXERCISE
Understanding Current
Conditions

1. Document the process

Analysis PROCESS FLOW CHART FORM
Why? Revision:

Question Each Detail Process/Job: Date:
What?
Where? Chart begins: Page: Of:
When?
Who? Chart ends: Charted by:
How?
TRANSFORM
TRANSPORT
STORE
ELIMINATE
COMBINE
SEQUENCE
PLACE
PERSON
IMPROVE
Possibilities / Changes

DETAILS OF PRESENT METHOD QUANTITY DISTANCE TIME NOTES
PROPOSED

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Using Large Sheets of
Paper and Sticky Notes

• Transfer the process
steps from the process
flow form to the paper.
• Transport = Yellow
• Storage = Pink
• Transform (VA) = Green

• Denote time and distance
where appropriate
• Total
times/distances/steps
• Determine Value Added
Ratio

• Value added steps
divided by total steps
• Value added time
divided by total time

Determining Lead Time

 Clearly define the process

– Where does it start and end?

 Note distance and time for each step
 Use average times for

storage/inventory
 How long does it take to

– Empty that Gaylord or
– Fill that cart or
– Fill that z-rack?



Brainstorm Improvement Ideas

At Gemba
Target storage and transport steps
Consider up and downstream

impact
Everyone provides input
All ideas are good ideas
Take good notes

Create a
Future State
Value
Stream Map

5s Workplace Organization

5s is the –Sort
foundation of any –Scrub
lean process! –Straighten
–Standardize
–Sustain

5s-Workplace Organization

 Establishing  The 5s System
basic workplace – Sort
conditions is an – Scrub
essential first – Straighten
step in creating – Standardize
cellular – Sustain
production.

5s-Workplace Organization

Work Center Time

Break into 2-3 teams and
Complete the 5-S checklist in the department

CHECKLIST

Department/Area: Auditor:

Date: Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

5-S Item Rank Comments
Category ABC
Have all unnecessary items (stock, materials,
Sort parts, etc.) or work-in-process been removed?
Are all tools/equipment (hand tools, machines,
 Organization jigs, etc.) in regular use?
 When in doubt, Are all remaining items neatly arranged and
move it out stored in an appropriate place?
Distinguish between Are all items (parts, tools, etc.) neatly arranged
 what is needed and and can they be distinguished at a glance?
Are obsolete items routinely purged & is
not needed there a process to remove unneeded items?

Step 1: Sort

 Remove all
items that are
not product or
needed for
production.

“When in doubt, put it out”
“Separate items into two

categories: those necessary
to do the job and those that

are not”

Step 1: Sort

Production Area
- Cabinets/shelves with excess supplies, tools,
“stuff”
- Extra components or work-in-process (one-
piece flow)
- Excess paperwork
- Unused or seldom-used equipment/tools/etc.
- Pencils, pens, gloves, rags, etc.
- Tables/work surfaces that are too big

Work Center Time

Start “Sorting” your area(s) in the

department

Step 2: Scrub

“The purpose of cleaning is to get
rid of all dust and dirt and keep
the workplace spotless”

“Treat tools and other equipment

as family treasures”

“Keep your tools clean and you’ll
always know what condition
they are in!”

“ A clean workplace enhances
quality, safety and pride.”

Step 2: Scrub

Work Center Time

Start “Scrubbing” your area(s) in

the department

• Thoroughly and completely clean the
department

•Ceiling
•Windows
•Walls
•Floor
•Equipment and supplies

• Clean the quarantine area

• Write down everything you clean for future
work instructions (daily, weekly, monthly?)

Step 3: Straighten

 Arrange needed items so that they are easy to
find, use, and put away.

Rubber Tickets Tach-its
Bands
Tach-its
Rubber Bands

Everything has a place!

Step 3: Straighten

“Anyone should be able to easily understand
proper arrangement and abnormalities.”

“A place for everything and everything in its place”
“Everything should be in order with only the
necessary tools, equipment and product in the
area”

Step 3: Straighten

Examples:
• Locate product and tools at point of use
• Make tools, equipment, etc. easily
identifiable
• Easy to obtain
• Workplace organization
• Footprinting for moveable items (tools,
supplies, equipment, etc.)
• Silhouetting
• Color coding
• Label containers and visually indicate
storage amount

Step 3: Straighten

 Review data from the current process flow
charts and area maps.

 Focusing on waste elimination, take out as
many non-value adding steps as possible

 Prepare your new proposed layout (2 teams)
 Teams present their new layouts to the full

Kaizen team

 Guidelines:

– Lay out in the process sequence – the basic
principle

– Operations are placed close together, with
room for only a minimum quantity of WIP
(remember the Lego training!)

– The layout curves in a U-shape, with the last
operation near the first, counterclockwise flow

Step 3: Straighten

Work Center Time

Start “Straightening” your area(s)
in the department

• The team talks in advance with the people involved in
production, maintenance, transport, engineering and
housekeeping, and coordinates the transformation activities with
their daily work.

• Implement the new layout.
• Straighten everything in the department
• Make sure there is point-of-use available for all needed items

(including cleaning items)

Step 4: Standardize

 Revisit the area frequently to help generate
new improvement ideas and reinforce
existing gains.

 Maintain the first three steps:

– Sort, Scrub and Straighten.

Sort Straighten
Scrub

Step 4: Standardize

• Contain at source
• Prevent backsliding
• Continue to improve
• Drive for root causes
• Reduce cleanup/organization time
• Three NO Principles

- NO unnecessary items
- NO mess
- NO dirt

Step 4: Standardize

Work Center Time

Start “Standardizing” the cleaning

of the department

• Develop new standard work for cleaning based off
of Scrub

- This should include items to be cleaned daily,
weekly and monthly

• Be sure each operator has some cleaning to do and
that it takes no longer than the 5 minute drill,
including setting up the department for the next
shift/day.
• Fill out 5 minute drill form
• Update Standard Operating Procedures based
on changes

Expectations & Controls

Step 5: Sustain

 Making a habit of
maintaining 5/S
workplace
organization.

 Audit weekly!
 Communication at

all levels!





Step 5: Sustain

“Self discipline and management involvement!”
“Stick to the rules and make cleaning a habit!”

“Measure improvements and consistently
audit/check the area.”

Step 5: Sustain

Leadership is the key

• Top site management to set expectation level
• Management at all levels must be committed
• Work team leaders must ensure that the area meets 5-S

principles at the end of each shift
• Create weekly measurement system that work team

leaders, managers, and site directors will use to monitor
the area’s adherence

• Required 5-S Audit Rotation

• Work team leaders 1/week
• Area Managers 1/month
• Site Directors 1/quarter

Step 5: Sustain

Work Center Time

• Reevaluate the department by completing a new

5-S checklist

• Complete an “after” area map in the department,

along with a new process flow chart.

• As a team, document the 30 day punch list.

Analy sis PROCESS FLOW CHART FORM Rev ision:
Why ?
Process/Job: Date:
Question Each Detail Chart begins:
Chart ends:
What? Page: Of:
Where?
When? Charted by:
Who?
How?
PROCESS
INSPECT
HANDLE
STORE
ELIMINATE
COMBINE
SEQUENCE
PLACE
PERSON
IMPROVE
Possibilities / Changes

DETAILS OF PRESENT METHOD QUANTITY DISTANCE TIME NOTES
PROPOSED

1. Area Map
2.
3. Department: Operation: Date: / /
4.
5.
6.
7.
8.
9.
10.

CHECKLIST

Department/Area: Auditor:

Date: Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

5-S Item Rank Comments Steps: Distance:
Category ABC 1.
Have all unnecessary items (stock, materials, 2.
Sort parts, etc.) or work-in-process been removed? 3.
Are all tools/equipment (hand tools, machines, 4.
 Organization jigs, etc.) in regular use? 5.
 When in doubt, Are all remaining items neatly arranged and
move it out stored in an appropriate place?
Distinguish between Are all items (parts, tools, etc.) neatly arranged
 what is needed and and can they be distinguished at a glance?
Are obsolete items routinely purged & is
not needed there a process to remove unneeded items?

Step 5: Sustain

• Calculate the improvement in each of these areas

• Document results on flip charts (before and after).
• Overall square footage improvement. (area map)
• Distance traveled by operator. (area map,
Process flow chart)
• Value added ratio. (Process flow chart)
• 5s score (5s audit form)

5-S Program
Accomplishments

• Makes waste easy to identify and eliminate.
• Standardizes the cleaning process - daily,

weekly, monthly.
• Improves ergonomics and point-of-use

storage.
• Places high value on safety.
• Creates visual control and

supervisor/management involvement.
• Promotes employee pride and satisfaction.
• Creates efficiencies and available floor

space.

Report Out

• 5-S description

• Pre-audit results Report out Presentation

• Post-audit results

• Area maps (before)

• Area maps (after)

• Value add ratios (before)

• Value add ratios (after)

• Punch list (30 day list)

• Tour

A Process Improvement Tool

Analy sis PROCESS FLOW CHART FORM
Why ? Rev ision:

Question Each Detail Process/Job: Date:
What?
Where? Chart begins: Page: Of:
When?
Who? Chart ends: Charted by:
How?
TRANSFORM
TRANSPORT
STORE
ELIMINATE
COMBINE
SEQUENCE
PLACE
PERSON
IMPROVE
Possibilities / Changes

DETAILS OF PRESENT METHOD QUANTITY DISTANCE TIME NOTES
PROPOSED

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

THERE ARE THREE ELEMENTS IN
THE PRODUCTION SYSTEM

Transform: transformation, change in quality, Store Transform
assembly (value-added), work 67% (add value)
8%
Transport: change of location, moving, Transport
transporting, walking 25%

Storage: waiting, only time passes without
processing, inspecting or handling

DOCUMENTING THE PROCESS

Analysis PROCESS FLOW CHART FORM
Why? Revision:

Question Each Detail Process/Job: Date:
What?
Where? Chart begins: Page: Of:
When?
Who?
How?

Chart ends: Charted by:

TRANSFORM Possibilities / Changes
TRANSPORT
DETAILS OF PRESENT METHOD QUANTITY DISTANCE TIME ELIMINATE NOTES
PROPOSED STORE COMBINE
SEQUENCE

PLACE
PERSON
IMPROVE

1. Identify
2. Possible
3. Improvements/
Changes
List 4.
Proce5.ss Categorize Document
Steps6. Each Step Time and/or
Distance
7.
8.
9.
10.

Documenting the Process

• What are the parameters?
• Distances

– Be exact when you can
– If multiple stations, use average distance

• Time

– the time it takes for one product to flow through the
process

– Can’t literally follow one item out of thousands
– If necessary, use average times, for example:

• If it takes 34 seconds to fill a cart of textiles
• The average textile stays in the cart for 17 seconds during

this step

EXERCISE
Understanding Current
Conditions

1. Document the process

Analysis PROCESS FLOW CHART FORM
Why? Revision:

Question Each Detail Process/Job: Date:
What?
Where? Chart begins: Page: Of:
When?
Who? Chart ends: Charted by:
How?
TRANSFORM
TRANSPORT
STORE
ELIMINATE
COMBINE
SEQUENCE
PLACE
PERSON
IMPROVE
Possibilities / Changes

DETAILS OF PRESENT METHOD QUANTITY DISTANCE TIME NOTES
PROPOSED

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Using Large Sheets of
Paper and Sticky Notes

• Transfer the process steps from the
process flow form to the paper.
• Transport = Yellow
• Storage = Pink
• Transform (VA) = Green

• Denote time and distance where
appropriate
• Total times/distances/steps
• Determine Value Added Ratio

• Value added steps divided by total
steps
• Value added time divided by total
time

Determining Lead Time

• Clearly define the process

– Where does it start and end?

• Note distance and time for each step
• Use average times for storage/inventory
• How long does it take to

– Empty that Gaylord or
– Fill that cart or
– Fill that z-rack?



Brainstorm Improvement Ideas

• At Gemba
• Target storage and transport steps
• Consider up and downstream impact
• Everyone provides input
• All ideas are good ideas
• Take good notes

Create a Future
State

Value Stream
Map

5s Workplace Organization –Sort
–Scrub
5s is the foundation of any –Straighten
lean process! –Standardize
–Sustain

5-MINUTE DRILL -- SOFTLINES

This 5-minute drill must be completed at the beginning and end of each shift.

 Keep only the tools needed to work in the softlines cell. This includes the following
items:

 1 incoming container of Softlines – when getting incoming softlines from staging
area, take the oldest date. Remember FIFO.

 1 roll of tags for softlines
 1 box fasteners and 1 tach-it gun
 1 pair of gloves
 1 bottle of air freshener
 1 box of shirt hangers
 1 box of pant hangers
 1 blue tote under table for hardlines, taken to the hardlines department when full.

Softlines tote is brought back from hardlines department to be sorted.
 1 empty trash can
 2 pens for pricing
 1 hanging rack
 1 salvage gaylord
 1 hanging rack for finished product

 Replenish supplies as needed
 Make sure that all equipment, supplies, and products are in their proper place
 Sweep and clean the production cell and surrounding area

 SORTING GUIDELINES – THE FOLLOWING WILL BE SALVAGED:

 Any softline item with a broken zipper
 Any softline item with missing buttons
 Any softline item with holes
 Any softline item soiled or stained

 PLACE THE FOLLOWING SOFTLINE ITEMS IN THE TRASH:

 Any WET softline item
 Any MILDEWED softline item
 Any ODOROUS softline item