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• Review Project Charter • Value Stream Map for Deeper • Identify Potential Root • Develop Potential Solutions • Implement Mistake Proofing
• Validate Problem Statement Understanding and Focus Causes • Evaluate, Select, and Optimize • Develop SOP’s, Training Plan
and Goals • Identify Key Input, Process and • Reduce List of Potential Best Solutions and Process Controls
• Validate Voice of the Customer Output Metrics Root Causes • Develop ‘To-Be’ Value Stream • Implement Solution and
and Voice of the Business • Develop Operational Definitions • Confirm Root Cause to Map(s) Ongoing Process
• Validate Financial Benefits • Develop Data Collection Plan Output Relationship • Develop and Implement Pilot Measurements
• Validate High-Level Value • Validate Measurement System • Estimate Impact of Root Solution • Identify Project Replication
Stream Map and Scope • Collect Baseline Data Causes on Key Outputs • Confirm Attainment of Project Opportunities
• Create Communication Plan • Determine Process Capability • Prioritize Root Causes Goals • Complete Control Gate
• Select and Launch Team • Complete Measure Gate • Complete Analyze Gate • Develop Full Scale • Transition Project to Process
• Develop Project Schedule Implementation Plan Owner
• Complete Define Gate • Complete Improve Gate
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• Project Charter • Value Stream Mapping • Process Constraint ID and Takt ! " • Mistake-Proofing/
• Voice of the Customer and • Value of Speed (Process Cycle Time Analysis # $ " Zero Defects
Kano Analysis Efficiency / Little’s Law) • Cause and Effect Analysis %$ $ & • Standard Operating
• SIPOC Map • Operational Definitions • FMEA Procedures (SOP’s)
• Replenishment Pull/Kanban
• Project Valuation / ROIC • Data Collection Plan • Hypothesis Tests/Conf. • Process Control Plans
• Stocking Strategy
Analysis Tools • Statistical Sampling Intervals • Visual Process Control Tools
• Process Flow Improvement
• RACI and Quad Charts • Measurement System Analysis • Simple and Multiple Regression • Statistical Process Controls
• Process Balancing
• Stakeholder Analysis (MSA) • ANOVA (SPC)
• Analytical Batch Sizing
• Communication Plan • Gage R&R • Components of Variation • Solution Replication
• Total Productive Maintenance
• Effective Meeting Tools • Kappa Studies • Conquering Product and • Project Transition Model
• Design of Experiments (DOE)
• Inquiry and Advocacy Skills • Control Charts Process Complexity • Team Feedback Session
• Solution Selection Matrix
• Time Lines, Milestones, • Histograms • Queuing Theory
• Piloting and Simulation
and Gantt Charting • Normality Test
• Pareto Analysis • Process Capability Analysis
• Belbin Analysis

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Implement Visual
Management

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Visualize & searching, Reduce
Identify stocks " sorting time...

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Reduce moving, &
optimize the space...
reliability of equipments

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Improve working, Improve process
health and safety visibility
conditions

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RED TAG

1 0
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Date Tagged
Department
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Inventory
Machines and Other Equipment

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Dies, jigs, and fixtures
Tools and supplies
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Think of a pit crew at a NASCAR race, every item is positioned to error

proof and speed the process, and to eliminate all wasted motion:

15 Seconds to change 4 tires, fill the gas tank, wash the windows,
and give the driver a drink.

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The best time to find defects, dents, and scratches is when you are
hand washing your automobile. Likewise, the best time to find defects
and safety problems is when you are cleaning your work area.

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Just like in our personal lives, if the rules are in writing and right
in front of us, we are much more likely to understand and follow
them – especially if they have our signature on them!

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Item No. and Evaluation and Scoring Criteria Item Score Notes For Next Level of
Description Rating Scale: 0 - 5 ( Poor = 0, Excellent = 5 ) (0-5) Improvement
1. Removing All items not necessary for performing work are removed from the
unnecessary items workplace; only tools and products are present at work stations.
2. Storage of All cleaning equipment is stored in a neat manner; handy and
cleaning equipment easily available when needed.
All floors are clean and free of debris, oil, and dirt. Cleaning of
3. Floor cleaning
floors is done routinely - daily at minimum.
No out-dated, torn, or soiled announcements are displayed. All
4. Bulletin Boards
bulletins are arranged in a straight and neat manner.
Fire hoses and emergency equipment are unobstructed and
5. Emergency
access
stored in a prominent easy to locate manner. Stop switches and
breakers are marked or color coated for easy visibility. $ & '
Work-in-progress, tools and any other material are not left to sit
6. Items on floor directly on the floor. Large items such as tote bins are positioned
on the floor in clearly marked areas, delineated by painted lines.
Aisles and walkways are clearly delineated and can be identified
7. Aisleways-
at a glance; lines are straight and at right angles with no chipped
marking
or soiled paint.
Aisles are always free of material and obstruction; nothing is ever
8. Aisleways-
placed on the lines, and objects are always placed at right
maintenance
angles to the aisle lines.
Storage of boxes, containers, and material is always neat and at
9. Storage and
right angles. When items are stacked, they are never crooked or in
arrangement
danger of toppling over.
All machines and equipment are painted and kept clean by routine
10. Equipment-
daily care; there are no places in the plant less than two meters
painting
high that are unpainted.

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