Spreader Swap SP Future Process

Instructions to use SP Analysis template
1 Calculate TT on basis of Customer Demand on "TT" sheet

2 Do time observation at Gemba and record the steps and step times to "Time Observation Sheet"
3 Identify if step times are manual work, automatic work by machine or walking (or othen non-value-ad
4 Adjust the scale of "combination visual" with cell F1 and adjust the red TT line by moving it to correc
5 Divide the process steps among different operators in sheet "Task-divisions-oper" in case of several o
6 Charts are automatically populated on basis of your selections of steps and operators, but you should
7 Your goal in optimizing the work in steps 5-6 above is to balance the work well between operators an
8 Use SP-layout sheet to give birdseye perspective on how the work flows in the work area
9 You can create several layouts and scenarios as per need
Note: Typically in SP Kaizen Event, you create 1 SP analysis file for Current State and 1 SP analysis file for F
(Replicate the steps for the Future state file, now with improved process)
# Classification: Internal
bservation Sheet"
or othen non-value-adding activity)
by moving it to correct position in the graph (on basis of scale and calculated TT value)
er" in case of several operators that you want to divide the work amongst, use "Who" columns to select which operator doe
erators, but you should adjust the red TT line in the graphs manually to right position
between operators and be just under the TT line
1 SP analysis file for Future state
ect which operator does the step
Calculate Takt Time (TT)
Takt time reflects Customer demand on certain period.

It might be necessary to consider several TT scenarios for best possible results from SP
Calculation Numbers Units

Total amount of products/services in a 100 pieces
period
Period duration 3600 s
Takt time 36 s
st possible results from SP
Notes
Standardized p
Step
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
Classification: Internal
#
43
#
Standardized process sheet
Maintenance supervisor decides to change spreader and instructs technician to gear safety harness
Maintenance gets big forklift to bring spreader
Spreader cart is driven by trained technician to crane at maintenance supervisor's instruction
Maintenance gears up fall arrest
Maintenance goes up in safety man cage to remove spreader electrical cable.
Maintenance then moves with saftey cage to remove spreader shaft pin to disconnect spreader from rotator hook.
Gear man bring down maintenance and the safety cage.
MHC Operator hoist up cargo rotator and swings to the new spreader.
Maintenance evacuates faulty spreader
Maintenance goes up again the in safety man cage to hook rotator to the new spreader.
Gear man repositions forklift with safety cage to connect new spreader electrical cable.
MHC Operator test-runs the new spreader
#
#
Time observation sheet (sec.) Observation date 12/16/2024
Observed average total time

(Process name here) 12:26:47 AM
(TT:MM:SS)
Operator 1 Operator 2 Operator 3 Operator 4 Average step time
Time1 Time2 Time3 Time1 Time2 Time3 Time1 Time2 Time3 Time1 Time2 Time3 Manual Auto Walk Total
60 60 60.0 60.0
0 0 0.0
150 150 150.0 150.0
0 0 0.0
300 360 330.0 330.0
180 240 210.0 210.0
120 120 120.0 120.0
120 180 150.0 150.0
60 65 62.5 62.5
240 260 250.0 250.0
240 240 240.0 240.0
30 40 35.0 35.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
#
0.0
#
Standardized process sheet Interval Standard Process step combi
200
seconds
Time in seconds
Step Description
Who Man. Auto Walk
###
###
###
###
###
###
###
###
###
1 1 60.0 0 0
2 1 0 0
3 1 150.0 0 0
4 1 0 0
Maintenance walk to the service vehicle
5 1 330.0 0 0
6 1 210.0 0 0
7 1 120.0 0 0
8 1 150.0 0 0
9 1 62.5 0 0
10 1 250.0 0 0
11 1 240.0 0 0
12 1 35.0 0 0
13 0 0
14 0 0
15 0 0
16 0 0
17 0 0
18 0 0
19 0 0
20 0 0
21 0 0
22 0 0
23 0 0
24 0 0
25 0 0
26 0 0
27 0 0
28 0 0
29 0 0
30 0 0
31 0 0
32 0 0
33 0 0
34 0 0
35 0 0
36 0 0
37 0 0
38 0 0
39 0 0
40 0 0
41 0 0
42 0 0
43 0 0
Total time spent 1607.5 X 0
Standardized process sheet Standard Process step combinations visual
Interval Date
200
seconds Cycle time
Time in seconds
Step Description
Who Man. Auto Walk
###
###
###
###
###
###
###
###
###
1 1 60.0 0 0
2 1 0 0
3 1 150.0 0 0
4 1 0 0
5 1 330.0 0 0
6 1 210.0 0 0
7 1 120.0 0 0
8 1 150.0 0 0
9 1 62.5 0 0
10 1 250.0 0 0
11 1 240.0 0 0
12 1 35.0 0 0
13 0 0
14 0 0
15 0 0
16 0 0
17 0 0
18 0 0
19 0 0
20 0 0
21 0 0
22 0 0
23 0 0
24 0 0
25 0 0
26 0 0
27 0 0
28 0 0
29 0 0
30 0 0
31 0 0
32 0 0
33 0 0
34 0 0
35 0 0
36 0 0
37 0 0
38 0 0
39 0 0
40 0 0
41 0 0
42 0 0
43 0 0
Standardized process sheet Interval Date 12/16/2024
200
seconds Cycle time 1607.5 Takt 36
Time in seconds
Step Description
Who Man. Auto Walk
###
###
###
###
###
###
###
###
###
1 1 60.0 0 0
2 1 0 0
3 1 150.0 0 0
4 1 0 0
5 1 330.0 0 0
6 1 210.0 0 0
7 1 120.0 0 0
8 1 150.0 0 0
9 1 62.5 0 0
10 1 250.0 0 0
11 1 240.0 0 0
12 1 35.0 0 0
13 0 0
14 0 0
15 0 0
16 0 0
17 0 0
18 0 0
19 0 0
20 0 0
21 0 0
22 0 0
23 0 0
24 0 0
25 0 0
26 0 0
27 0 0
28 0 0
29 0 0
30 0 0
31 0 0
32 0 0
33 0 0
34 0 0
35 0 0
36 0 0
37 0 0
38 0 0
39 0 0
40 0 0
41 0 0
42 0 0
43 0 0
Standardized process sheet Interval Manual
200 Manuelt
Machine
seconds Walk
Time in seconds
Step Description
Who Man. Auto Walk
###
###
###
###
###
1 1 60.0 0 0
2 1 0 0
3 1 150.0 0 0
4 1 0 0
5 1 330.0 0 0
6 1 210.0 0 0
7 1 120.0 0 0
8 1 150.0 0 0
9 1 62.5 0 0
10 1 250.0 0 0
11 1 240.0 0 0
12 1 35.0 0 0
13 0 0
14 0 0
15 0 0
16 0 0
17 0 0
18 0 0
19 0 0
20 0 0
21 0 0
22 0 0
23 0 0
24 0 0
25 0 0
26 0 0
27 0 0
28 0 0
29 0 0
30 0 0
31 0 0
32 0 0
33 0 0
34 0 0
35 0 0
36 0 0
37 0 0
38 0 0
39 0 0
40 0 0
41 0 0
42 0 0
43 0 0
828565317.xlsx Task-divisions-oper 12/16/2024
Process steps divisions between several operators (tasks for each operator to balance the work to TT)
1 Operator 2 Operators 3 Operators 4 Operators
Step Description Operator 1 Who Total step times Operator 1 Operator 2 Who Total step times Operator 1 Operator 2 Operator 3 Who Total step times Operator 1 Operator 2 Operator 3 Operator 4
1 Maintenance supervisor decides to change spreader and 60 1 60 0 0 2 0 0 0 1 60 0 0 0 0
2 Maintenance gets big forklift to bring spreader 0 1 0 0 0 1 0 0 0 0 1 0 0 0 0 0
3 Spreader cart is driven by trained technician to crane 150 1 150 150 0 2 150 0 150 0 2 150 0 150 0 0
4 Maintenance gears up fall arrest 0 1 0 0 0 1 0 0 0 0 3 0 0 0 0 0
5 Maintenance goes up in safety man cage to remove spre 330 2 330 0 330 1 330 330 0 0 4 330 0 0 0 330
6 Maintenance then moves with saftey cage to remove spr 210 2 210 0 210 3 210 0 0 210 4 210 0 0 0 210
7 Gear man bring down maintenance and the safety cage 120 2 120 0 120 120 0 0 0 120 0 0 0 0
8 MHC Operator hoist up cargo rotator and swings to the 150 1 150 150 0 150 0 0 0 150 0 0 0 0
9 Maintenance evacuates faulty spreader 63 1 63 63 0 63 0 0 0 63 0 0 0 0
10 Maintenance goes up again the in safety man cage to h 250 2 250 0 250 250 0 0 0 250 0 0 0 0
11 Gear man repositions forklift with safety cage to conne 240 2 240 0 240 240 0 0 0 240 0 0 0 0
12 MHC Operator test-runs the new spreader 35 1 35 35 0 35 0 0 0 35 0 0 0 0
13 0 0 0 0 0 0 0 0 0 0 0 0 0 0
14 0 0 0 0 0 0 0 0 0 0 0 0 0 0
15 0 0 0 0 0 0 0 0 0 0 0 0 0 0
16 0 0 0 0 0 0 0 0 0 0 0 0 0 0
17 0 0 0 0 0 0 0 0 0 0 0 0 0 0
18 0 0 0 0 0 0 0 0 0 0 0 0 0 0
19 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20 0 0 0 0 0 0 0 0 0 0 0 0 0 0
21 0 0 0 0 0 0 0 0 0 0 0 0 0 0
22 0 0 0 0 0 0 0 0 0 0 0 0 0 0
23 0 0 0 0 0 0 0 0 0 0 0 0 0 0
24 0 0 0 0 0 0 0 0 0 0 0 0 0 0
25 0 0 0 0 0 0 0 0 0 0 0 0 0 0
26 0 0 0 0 0 0 0 0 0 0 0 0 0 0
27 0 0 0 0 0 0 0 0 0 0 0 0 0 0
28 0 0 0 0 0 0 0 0 0 0 0 0 0 0
29 0 0 0 0 0 0 0 0 0 0 0 0 0 0
30 0 0 0 0 0 0 0 0 0 0 0 0 0 0
31 0 0 0 0 0 0 0 0 0 0 0 0 0 0
32 0 0 0 0 0 0 0 0 0 0 0 0 0 0
33 0 0 0 0 0 0 0 0 0 0 0 0 0 0
34 0 0 0 0 0 0 0 0 0 0 0 0 0 0
35 0 0 0 0 0 0 0 0 0 0 0 0 0 0
36 0 0 0 0 0 0 0 0 0 0 0 0 0 0
37 0 0 0 0 0 0 0 0 0 0 0 0 0 0
38 0 0 0 0 0 0 0 0 0 0 0 0 0 0
39 0 0 0 0 0 0 0 0 0 0 0 0 0 0
40 0 0 0 0 0 0 0 0 0 0 0 0 0 0
41 0 0 0 0 0 0 0 0 0 0 0 0 0 0
42 0 0 0 0 0 0 0 0 0 0 0 0 0 0
43 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total 1,608 1,608 1,150 1,548 150 210 1,608 150 0 540
1 Operator scenario
1,800
1,600
1,400
1,200
Time in seconds
1,000 Takt time
800
600
400
200
0
Operator 1
2 Operators scenario
1,400
Takt time
1,200
1,000
Time in seconds
800
600
400
200
0
Operator 1 Operator 2
350
Takt time
300
250
Time in seconds
200
150
100
50
0
Operator 1 Operator 2 Operator 3
600
Takt time
500
400
Time in seconds
300
200
100
0
Operator 1 Operator 2 Operator 3 Operator 4
From Taking wrench Process (Process na
Scope
To Returning wrench Standard Process - LAYOUT Team
Amount 1
Pcs
Quality Contol Safety risk Standard WIP Amount of WIP TAKT TIME Cycl
2 36 16
ocess name here)
ZZZZ
XXXX
2 3 4 5
Cycle Time
1608
Convert to seconds Seconds Total:
Hours Minutes Seconds
27000
7 30 00
Convert to normal time Normal time:

Seconds
12:10:53 AM
653
s Total:
00
time:
53 AM
Kaizen event Results Summary
Kaizen name:
Kaizen team:
Topic Target Before Kaizen After Kaizen

Area (m2)
Inventory ($)
Walking distance (m)
Total cycle time (s)
Resource headcount
Productivity (units/h)
Change-over time (min)
Date:
Terminal:
Total change Future plans

Spreader Swap SP Future Process

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Instructions to use SP Analysis template

1 Calculate TT on basis of Customer Demand on "TT" sheet

1 SP analysis file for Future state

Takt time reflects Customer demand on certain period.

Calculation Numbers Units

Maintenance gets big forklift to bring spreader

Spreader cart is driven by trained technician to crane at maintenance supervisor's instruction

Maintenance gears up fall arrest

Maintenance goes up in safety man cage to remove spreader electrical cable.

Gear man bring down maintenance and the safety cage.

Maintenance evacuates faulty spreader

MHC Operator test-runs the new spreader

Observed average total time

150 150 150.0 150.0

300 360 330.0 330.0

180 240 210.0 210.0

120 120 120.0 120.0

120 180 150.0 150.0

240 260 250.0 250.0

240 240 240.0 240.0

1,000 Takt time

Convert to normal time Normal time:

Topic Target Before Kaizen After Kaizen

Total change Future plans

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