XOXO. Date originated. Value Stream. 1 Champion. Team

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1 Date originated 1 Champion 2 Value Stream Customer or supplier Dedicated process box Shared process box Queue Time Electronic information flow Manual information flow Supermarket parts Mail shipment Supermarket Schedule box Schedule Kanban Pitch Board Cart FIFO lane Max = XX Material push Physical material pull Exception Buffer resources B B Safety resources S S Database Heijunka Worker U-shaped leveling cell XOXO Kaizen focus Runner route 1 Team Current State 6 Future State 5 Metrics Lead Time Total CycleTime Base Proposed Base Proposed Base Proposed Base Proposed Base Proposed Base Proposed 7 Kaizen Proposal 8 1st 2nd 3rd 4th 1. Commit to Lean 2. Choose the Value Stream 3. Learn about Lean 4. Map the Current State 5. Identify Lean Metrics 6. Map the Future State 7. Create Kaizen Plans 8. Implement Kaizen Plans Started Complete Past Due

2 Date originated 1 Champion 2 Value Stream Customer or supplier Dedicated process box Shared process box Queue Time Electronic information flow Manual information flow Supermarket parts Mail shipment Supermarket Schedule box Schedule Kanban Pitch Board Cart FIFO lane Max = XX Material push Physical material pull Exception Buffer resources B B Safety resources S S Database Heijunka Worker U-shaped leveling cell XOXO Kaizen focus Runner route 1 Team Current State 6 Future State 5 Metrics Lead Time Total CycleTime Base Proposed Base Proposed Base Proposed Base Proposed Base Proposed Base Proposed 7 Kaizen Proposal 8 1st 2nd 3rd 4th 1. Commit to Lean 2. Choose the Value Stream 3. Learn about Lean 4. Map the Current State 5. Identify Lean Metrics 6. Map the Future State 7. Create Kaizen Plans 8. Implement Kaizen Plans Started Complete Past Due

3 Value Stream Management Storyboard Worksheet Building a storyboard follows the 8-step Value Stream Management process. Step 1: Commit to Lean Enter the following information in the boxes provided in the upper left corner of the storyboard: 1. Start date of the project. 2. Name of champion. 3. Names of core implementation team members. Step 2: Choose the Value Stream Enter the name of the target value stream in the box provided (next to date). Step 3: Learn about Lean Review current obstacles to achieving a Lean state. Enter these items in the boxes above the current-state map. Step 4: Map the Current State Post your current-state map in the appropriate box on the left side of the storyboard. Step 5: Identify Lean Metrics On the left side of the storyboard, below the current-state map, post the Lean metrics you will use, the baseline measures, and the proposed six-month targets. You may want to use charts or graphs. Step 6: Map the Future State Post your future-state map in the appropriate box on the right side of the storyboard. In the area above it, enter the lean tools/approaches you plan to use. Step 7: Create a Kaizen Plan Post your monthly kaizen plan on the right side of the storyboard below the future-state map.

4 Lean Learning Worksheet Purpose: Directions: For the team to create a plan to learn about Lean. Identify learning methods and fill out the other columns for each. Note: At this point you don t need to understand concepts and tools well enough to implement them just the definition, purpose, and applicability of each. Learning Method Who Will Attend Date(s) Purpose/Goal

5 Mapping Guidelines The Current State Purpose: Directions: To provide step-by-step guidelines during the mapping process. Review these value stream guidelines before mapping the current state. Before You Leave the Meeting Room Gather as much data as possible before you start Review and sketch the basic process steps before going to the work area Communicate to all areas the purpose and activities of the team Lean Attributes Reference Guide Cycle times Total time per workday Planned downtime Work disruptions/exceptions Number of shifts Quantity of work performed Number of workers Delivery schedules Queue times In the Work Area Gather data at the source at the work area (not from memory) Introduce yourself to workers, show them what you are doing, ask them questions, and get them involved If you need to time a process, explain why you are doing this Use as much real data as possible, or use an average from the last three months Everyone should map the process or take notes while at the work area Always draw the customer icon first, then the supplier icon, then the process. Identify attributes for each operation or function and show them on the map Draw both material and information flow Think in terms of upstream and downstream flow Back in the Meeting Room Use a white board to create your drawing; when it s complete, transfer it to paper Draw in pencil Select a scribe and combine your drawings List and discuss the problems and wastes you detect Try to discuss the situation in terms of demand, flow, and leveling Be ready to make a 10-minute presentation to management if required

6 Value Stream Icons for the Current-State Map These are icons you will need to create your current-st ate map. Meaning of Icon Customer or Supplier Icon Shared Process Box Mail Delivery Dedicated Process Box Queue Time Database (Excel, Access, etc.) Electronic Information Flow Manual Information Flow Worker Schedule Schedule Exceptions or Disruptions Push

7 Demand Phase Questions and Icons Demand Phase Questions What is the demand? In other words, what is the takt time? Are you overproducing, underproducing, or meeting demand? Can you meet takt time (or pitch) with current administrative capabilities? Do you need administrative buffer resources? Where? Do you need administrative safety resources? Where? What problems need to be solved right now? Where does your office need organization, ordering, and cleaning? To what degree? Demand Phase Icons In addition to the icons already presented in Step 3: Mapping the Current State, you will need these icons to map your demand focus. Purpose Buffer Resources Safety Resources Kaizen Focus (Improvement activity) Icon B B S S Cart

8 Management Commitment Checklist Note: This checklist is for Step 1: Commit to Lean. However, it can be used at any time. Add items to the checklist if they will help you gauge the degree of management commitment to the project. Rating system: Rating 1 = Condition does not exist or exists to a low degree. 2 = Condition exists somewhat. 3 = Condition exists to a high degree. Condition Training. Time and resources have been allocated for training. Accountability. Responsibility and timing have been assigned. Incentives. An incentive program for success is in place. Vision. A clear vision has been articulated. Goals. Clear goals have been articulated. Process. Value Stream Management has been articulated. Budget. A budget has been assigned to the project. Visibility. Senior management is visibly in support of the project.

9 Work-Unit Routing Analysis Worksheet Purpose: Directions: Determine a value stream with a variety of complex processes and work units. 1. List types of work units and/or customers on the left axis. 2. Record the volume of work performed for each in the column to the left. 3. List downstream processes and activities on the bottom axis in the sequence in which they occur. 4. Indicate the processes that each type of work unit requires, and mark them in the appropriate column(s). 5. Group together the work-unit types that share common processes. Sequenced by Volume Work-Unit Type Volume Processes Process Flow:

10 Benchmarking Worksheet Purpose: Directions: To help you plan for a benchmarking visit at another site. If you use benchmarking you should follow the guidelines listed below. Benchmarking Guidelines Be specific. Be specific in defining what you want to improve. You may want to improve your entire administrative operation, but you also may want to see specifically how a company uses supermarket concepts and kanbans. Be willing to share. Identify an area you think may be world class in your organization, if you can, and present that to the potential benchmark site as something you are willing to share with them. Make a win-win. Attempt to make it a win-win experience. Identify what s in it for them! Offer something. Let them know that you are sincere. Know the site. Ensure that the benchmark team is familiar with some aspects of the company you will benchmark (what it produces or sells, size, etc.). Send questions. Fax or specific questions in advance to the benchmark company s point person. Don t go alone. Do not benchmark in isolation. It is always better to have a minimum of two members on the benchmarking team. Document. Document and take notes as needed. Respect privacy. If some information is proprietary and cannot be released, respect that and move on. Dress appropriately. Be sure to discuss attire prior to the visit. Many companies have a business casual dress code, but make sure you never underdress. You can call. Consider conference calling if an on-site visit is not practical. Say thanks a lot. Show appreciation to the benchmarking site host. Consider giving some company t-shirts, hats, or golf balls to the people you will be visiting. Follow up. Follow up with a letter to the host facility detailing what you found helpful. Again, offer to be a benchmark site for them at any time in the future.

11 Continuous Flow Phase Questions and Icons Continuous Flow Phase Questions Where can you apply continuous flow? What level of flow do you need? One work unit? Small lots of work units? What type and shape of cell design will you use? How will you control upstream work? Will you use kanban? Will you have in-process supermarkets? Will you apply FIFO? What other improvement methods will help to achieve continuous flow? Continuous Flow-Phase Icons In addition to the icons already presented in Step 3: Mapping the Current State and Step 6 Phase 1: Customer Demand, you will need these icons to map your focus on continuous flow. Purpose Kanban Icon Supermarket U-Shaped Work Area (Cell) Data Base Interaction Physical Work-Unit Pull FIFO Max = XX

12 Leveling Phase Questions and Icons Leveling Phase Questions How will work units be grouped to move through the value stream in a way that: - Best represents customer demand? Provides for process flexibility? How will kanban cards be distributed to ensure that integrity is maintained throughout the value stream? Where in the process will you schedule work requirements? What other improvement methods will help you achieve leveling? Leveling Phase Icons In addition to the icons you used in Steps 4 and 6 to map the current state and the customer demand and continuous flow phases of the future state, you will need the following icons to complete the leveling phase of your future-state map. Purpose Heijunka Box Volume/ Variety Runner Route Icon XOXO Pitch Board

13 Lean Questions Demand Phase Questions What is the demand? In other words, what is the takt time? Are you overproducing, underproducing, or meeting demand? Can you meet takt time (or pitch) with current administrative capabilities? Do you need administrative buffer resources? Where? Do you need administrative safety resources? Where? What problems need to be solved right now? Where does your office need organization, ordering, and cleaning? To what degree? Continuous Flow Phase Questions Where can you apply continuous flow? What level of flow do you need? One work unit? Small lots of work units? What type and shape of cell design will you use? How will you control upstream work? Will you use kanban? Will you have in process supermarkets? Will you apply FIFO? What other improvement methods will help to achieve continuous flow? Leveling Phase Questions How will work units be grouped to move through the value stream in a way that: - Best represents customer demand? Provides for process flexibility? How will kanban cards be distributed to ensure that integrity is maintained throughout the value stream? Where in the process will you schedule work requirements? What other improvement methods will help you achieve leveling?

14 Value Stream Mapping Icons Customer or Supplier Shared Process Box Mail Delivery Dedicated Process Box Queue Time Database (Excel, Access, etc.) Electronic Information Flow Worker Schedule Manual Information Flow Schedule Exceptions or Disruptions Push B B S S Buffer Resources Safety Resources Runner Route Pitch Board Kanban Supermarket U-Shaped Work Area (Cell) Cart XOXO Max = XX Heijunka Box Volume/ Variety Physical Work-Unit Pull FIFO Kaizen Focus (Improvement activity)

15 Kaizen Plan Presentation Worksheet P AGE 1 Attendees List the people who should attend the presentation. This is your audience. Purpose State the purpose of the meeting. What do you want to accomplish? Get buy-in? Get approval for a budget or a training plan? Communicate results? Date and Time What is the date of the presentation? What is the time of the presentation? What is the length of the presentation? Location What is the room location? Materials and Supplies What materials, supplies, and equipment will you need?

16 Kaizen Plan Presentation Worksheet P AGE 2 Strategic Links What are the company s strategic objectives that relate to your kaizen plan? It s not enough to state that you are implementing Lean. Instead, discuss the quality, cost, and delivery objectives. Agenda What is the outline or agenda of the presentation? A generic outline has been provided here. You should create your own based on the audience and your purpose for the meeting. 9:05 am Introductions 9:10 am Team Mission and Storyboard 9:15 am Strategic Links 9:20 am Current State Current-state map Findings from the Lean assessment Lean metrics Discussion 9:45 am Introduction to the Three-Stage Approach Demand, flow, and leveling How they are used in mapping 9:55 am The Future State Future-state map Discussion 10:30 am Summary of the Kaizen Plans 10:40 am Final Discussion, Feedback, Agreement 11:00 am End

17 Mission Charter: Team Charter Deliverables: Strategic Alignment Factors: Goals Expected Scope/Approach/Activities: Timeframe/Duration: Start date End date Duration Team Resources: Role Name(s) Participation Skills Required Level Team Process: Process Item Frequency Audience/Distribution LAN storage location for team documents: Page 1

18 Expected Results: Team Charter, continued Benefits Metrics (What results will be gained?) (How will the results be measured?) Key Customers and Suppliers: Company Name (Ext.) Relationship Level or Reviewer(s) Functional Area (Int.) Customer Supplier Economic Operational User/Tech Names External Internal Assumptions: Internal Issues: Risks: External Issues: Page 2

19 Meeting Information Form MEETING: Date: Time: Place: Purpose: to Contents: Distribution Agenda Minutes Action Items DISTRIBUTION Participants Roles FYI (Copies To) AGENDA Time Item Who Duration Additional Information MINUTES Summary Issues 1, Agreements Reached 2,

20 Meeting Information Form, page 2 Discussion Notes Attachments Next Meeting Date: Time: Place: ACTION ITEMS No. Action Item Assigned To Opened Due Status

21 Sunset Report Name of Team: Charter Date: Issues Expected Deliverables Plans Recommendations to Management Recommendations Lessons Learned What Worked Benefits What Didn t Work Recommendations to Others Recommendations Summary Benefits Strategies and Approaches Team Members (phone numbers, addresses) Accomplishments

22 Lean Office Assessment Page 1 BATCH WORK ORDER LEVELING LEAN Batch work exists N/A Order leveling used to reduce throughout the value stream. variations in work load. Supervisor/Manager releases N/A Heijunka box is loaded based on multiple work units on the specific work load volume and variety. value stream without knowledge of true throughput lead time. Pitch is not utilized N/A Pitch is understood by all and determines work movement and time periods. ORDER LEVELING AVERAGE Notes:

23 Lean Office Assessment Page 2 BATCH WORK WORK UNIT MOVEMENT LEAN Delivery of work units N/A Delivery of work units is is not to a schedule. scheduled. On-time delivery performance is tracked, and is over 98%. Work units wait an undetermined N/A Work units are delivered to the amount of time. point of use. Office material is stored in N/A Office material is stored at mini central stores. stores near point of use. No organized approach to the N/A Work unit delivery throughout movement of work units through the workplace is based on the workplace. pull signals Pull system is not in use N/A Pull system fully implemented, between workers. maintained, and regularly analyzed for appropriateness. MATERIAL MOVEMENT AVERAGE Notes:

24 Lean Office Assessment Page 3 BATCH WORK CONTINUOUS WORK FLOW LEAN Basic Value Stream concepts are not N/A Process Value Stream Diagrams understood or in place. are current and reflect existing process changes. High level of continuous improvement activity. Work Unit Cycle Time charting N/A Documented Work Unit Cycle is not in use. TIme procedure is well established. It has been reduced 50% or more from baseline on specified value stream. Office work area set-up in N/A Work area layout optimizes functional areas. integrated flow paths. Standardized worksheets are N/A Standardized worksheets are fully not in use. Manpower fixed developed and implemented. regardless of customer demand. Flexible manpower to respond to changes in customer demand. Work is pushed through the N/A Pull system drives process workplace. outputs. Approaching one piece work flow, manual transfer and flexible work areas. WORK FLOW AVERAGE Notes:

25 Lean Office Assessment Page 4 BATCH WORK VISUAL CONTROLS LEAN Visual control signals are not N/A Visual control signals are standardized throughout the standardized throughout the workplace. workplace. There is not a common N/A There is a common communicommunication system cation system throughout the throughout the workplace. workplace and it affords easy access to the workforce. Visual control signals are not N/A Visual control signals are very easy to understand and don t easy to understand and convey convey the proper message. the proper message. VISUAL CONTROLS AVERAGE Notes:

26 Lean Office Assessment Page 5 BATCH WORK QUALITY LEAN The Organization does not have an N/A Internal Audits are regularly Internal Audit process. scheduled and documented. The findings of the audits become a part of the corrective action system. There are follow-up audits to ensure that the corrective actions are effective. The organization s leadership regularly reviews the results of Internal Audits. There is no system for the N/A There is a process for recording, handling of customer complaints. communicating, and resolving (Internal or External) customer complaints (Internal or External). The complaints are entered into the corrective action system, follow-up is conducted and they are reviewed by the organization s leadership. Error proofing techniques are N/A Error proofing techniques are not evident in the processes and deployed throughout the work there is no implementation plan area. Key processes demonstrate to utilize error proofing. error proofing or there is evidence that error proofing was investigated. There is no continuous improve N/A Continuous improvement ment process in the workplace. teams are actively studying and implementing continuous improvement projects. QUALITY AVERAGE Notes:

27 Lean Office Assessment Page 6 BATCH WORK WORKPLACE ORGANIZATION 5S LEAN Many work areas have clutter N/A The work areas are all organized and debris laying around that are such that only the work that is not used to accomplish the scheduled is present. required tasks. There is no organized approach N/A Audits reveal that the work areas to the placement of necessary are well organized and work materials and tools at the units are in their proper places. workstations. There are no standardized N/A Work group team members have worksheets to follow for work area responsibilities and workplace organization. there is evidence that the responsibilities are being carried out as per their standardized work sheets. The work area does not utilize N/A There are documented processes any waste reduction or problem for waste reduction resolution. identification and resolution process. There is documented evidence that these processes have been institutionalized and that there are follow-up audits to ensure that the corrective actions are effective. WORKPLACE ORGANIZATION AVERAGE Notes:

28 Lean Office Assessment Page 7 BATCH WORK TRAINING LEAN The workforce is not N/A The workforce is cross-trained, cross-trained. and a rotation system is in place. The workforce has no knowledge N/A Waste is made visible and there of the seven types of waste. are teams trained in problem solving skills that are actively tracking their waste reduction efforts. Employees have no access to N/A Regularly scheduled courses are Continuous Improvement Tools. held in the area of continuous improvement. TRAINING AVERAGE Notes:

29 Lean Office Assessment Page 8 BATCH WORK OVERALL LEAN LEAN Order Leveling N/A Work Unit Movement N/A Continuous Work Flow N/A Visual Controls N/A Quality N/A Work Place Organization 5S N/A Training N/A Team Member Involvement N/A Notes:

30 Lean Office Assessment Radar Chart Team Member Involvement Order Leveling Work Unit Movement 1 Continuous Flow Training 0 5S Visual Controls Quality World-class status Results at all levels Change becoming visible Beginning lean No real commitment Comments: Total: Average:

31 Standardized Work Combination Sheet Step # Date Daily Reqt. Takt Time Part Name Operation Operation Work Instruction No. Page Time MT AT WT Standard Work Combination of of Manual Walking Waiting Automatic Operation Time (minutes) (MT = Manual Time, AT = Automatic Time, WT = Walking Time) Totals: = Leader Approval:

32 Monthly Kaizen Plan Worksheet Value Stream: Date: Phase D E M A N D Specific Event Six-Month Schedule F L O W L E V E L = Start Date = Expected Duration = Planned Completion

33 Kaizen Milestone Worksheet Value Stream: Value Stream Team Members: Date: Page of Month ITEM TASK ASSIGN TO = Start Date Estimated = Completed Past Due! = Four-Week Month Time to Completion

34 Project Status Report (Name of Team) (Date) Accomplishments: Concerns (Issues): Plans(How to Resolve Issues): Forward to Team Champion/Owner/CEO