( XXXX Garments Ltd. )
1) Responsibility, Rules and authorities
1.1 Team Responsibility
Team must perform a complete task as described in their operations assignments.
Team work together to achieve objectives (quality, cost, lead-time) as determined by the management. (Team must control their absenteeism level, productivity and quality in order to achieve lead time).
Incentive Pay is a result of group performance.
Team is responsible on the data reported to the management.
Team must monitor all keys performance as determined by the management.
Team is totally responsible for the environment inside the cell.
Team is responsible in sustaining 5S concept.
Team is responsible in delivering only acceptable quality level.
1.2 Team Rules
Threads must be trimmed off the sewing machine.
Scissors are attached to the sewing machine or to the table.
Modular members are not allowed to remove the scissors off the sewing machine or the table.
No one is allowed to walk with the scissor or keeping it in the pocket.
Pencils must be fixed to the sewing machine or to a table applying the same rules of the scissors.
Final checkers are not allowed to carry a scissor with them or to fix a scissor to a table.
Threads are detected at the final checking area should be returned to the SMO workstation for trimming purpose.
In case of Quality problems, modular team must be stopped till rectifying the problem.
1.3 Management Policy
The management is responsible of assuring manufacturing staffs comply with all roles and responsibility described in this manual.
The management is responsible for truly empowering the team.
1.4 Supervisor Role
The supervisor has the right to track the production amongst the teams without interfering with the members.
The supervisor must provide technical assistance to the team under the request of the leader.
The supervisor has the right to verify the quality of finished products. In case of discrepancy, communication is limited with the leader.
The supervisor is responsible in communicating the requirements of the team to the management.
The supervisor is in charge of planning the production o the teams.
The supervisor must conduct 5 minutes meeting with the leader prior to assigning the order to the team for capability assurance by the team.
The supervisor must ensure all requirements related to item no. 2.8 are prepared and delivered to the team.
The supervisor must approve first production-unit turn.
1.5 Team Leader Role
The leader is the principle contact with the management.
The leader is in charge of the first and last process for monitoring the quality and the output. (Quality is team responsibility)
The leader is in charge of the environment within the cell.
The leader is responsible of the cell discipline and the members.
The leader is in charge of the accuracy of reported data.
The leader provides help and assistance to the team members.
The leader is in charge of members assignments.
1.6 Team Authority
The team has the rights to refuse, stop any production due to the following issues:
Non adequate Machineries
Defected cuts
Sizes and shades Mixture
Missing information, materials and tools as described in item no. 2.8.
The team has the rights to request a time study or follow ups for certain operations where there is doubt of time accuracy related to the target.
1.7 Meeting Structure
Meeting must not be longer than 5 minutes and must be held inside the cell.
Assignments meeting at initial start up of new order and quality standards distribution. (Occasional)
Troubleshooting related to Quality problems. (Occasional)
Internal attitude problems (involves only leader and the concerned operator). (Occasional)
3 Minutes at end of the day for “SHINE” session. (Daily)
Performance meeting for 10 minutes. (Weekly)
1.8 Requirements prior to initial orders start-up
Before start the initial sewing, modular team should receive the following documents and items:
• Trims card (original samples),
• Original Size labels (all),
• Original Hang Tags (all),
• Green seal sample including hang tags and size labels,
• Measurement sheet,
• Critical Points,
• New quality record papers,
• Sketch of measurement,
• Operations bulletin with quality standards,
• Work Load Orders (productivity target, Pitch time, days available, etc..)
• Checklist orders quantity,
• Pattern of the orders sizes,
• Scrap fabric from the cutting room (same type as the style) for machineries adjustment,
1.9 Absenteeism coverage
No strange labor would be added in case of absenteeism.
Absenteeism must be covered using the bump-Jump system of which an operator moves from her station to another station on the basis of the operations sequences till reaching another operator then her or him drops the bundle and return back to its original station. In case of original station is occupied by another operator (X), the replacement operator (X) will leave the station immediately and returns back to her or his original station or till reach another bundle through the process.
1.10 Cut parts and Identification
Cut parts arrive in bulk but split by sizes of 100 pieces maximum.
All parts are identified with simple numbers for matching.
A marking paper is placed in between the layers according to the number of allowed pieces as WIP. Example: if the maximum WIP is 20 pieces, so every 20 pieces a marking paper is placed to ease the control.
1.11 Machineries setup and Changeover
Layout of machineries priority changes must be given by the IE to the maintenance dept.
New replacement machineries must be adjusted in advance according to quality requirement before shifting them into the cell.
Machineries changes must not exceed 2 minutes per station.
IE staffs and leader must monitor the changeover to assure the external setups and avoid the internal setups
5). KANBAN METHODS OF WITHDRAWAL;
5.1). Cutting Process.
Four members are allocated for one team.
All 4 members should be multiskill & should manage all activities with in the process.
20% more are cut than the day requirement.
5.2). Cutting inventories & method of storing.
Cutting input racks & supermarkets are serially numbered & they are stored as per serial nos.
There is tag for each & every supermarket which includes cutting details, size & quantity.
5.3). Considering WIP levels.
Minimum level;
Five pieces remain on each machine & one supermarket is kept on input rack.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 05
Total WIP - 105
In 1 supermarket - 75
Total WIP in line - 180pcs
Maximum Level;
Ten pieces remain on each machine & three
Supermarkets are kept in input racks.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 10
Total WIP - 210
In 3 supermarket - 225
Total WIP in line - 435pcs
5.4). Input issuing procedure.
When line’s WIP comes to minimum level, message is given by visual indicator by supervisor to cutting.
As per the signal 2 supermarkets are sent at once to sewing line.
5.5). Accessories & Trims issuing with Kan ban.
Cut plan is issued from cutting to sub stores one day ago to cutting.
All accessories are ready As per the cut plan & send to input rack.
Each accessory is put appropriate supermarket at the input rack.
5.6). Returning excess trims.
If running style is over all excess trims will have to be returned to sub stores with in 2 hours.
If running style temporarily stops then excess trims (Thread & tapes) will have to be stored separately in allocated areas.
6). REJECTS & RE-WORK PROCEDURE.
If any reject found by the worker in line process, it will be immediately repaired at the same time.
If any sewing reject found by end line checker, it will be put in to red color, rejects contain box & it will be repaired at the same time.
If found any un-repairable garment it will be put in to red color un-shippable garments contain box.
6.1). Stains Procedure.
If found any garment with stain or oil each will be put in to separated yellow color box.
If stain or oil marked garments pile up more than 5 pieces in the box, the special concentration should put in to the process & should take immediate steps to stop the stain or oil mark.
The garments which are in the yellow box, have to be checked & should send to spot cleaning room & should remove if removable hour by hour.
7). TEAM CONCEPT ON QUICK CHANGE OVER.
All teams cutting, sewing, finishing & packing follow the Critical path which has been made to follow-up up-coming styles. See the critical path.
8). SELECT THE BEST LINE.
To select the best line, five KPI criteria have been selected & specific marks are given for each indicator.
Marks are given & total marks are calculated as per the given chart.
This is monitored daily by the HR department & the end of the month the best line will be selected considering the total marks which each line has been taken against each Key performance indicators.
A gift is given for the selected section as best.
9). MANAGEMENT PERFORMANCE IN PROBLEM SOLVING.
All problems which arise hourly are recorded on Kaizen scheduling board & if given, solution & its status also is recorded.
All quality related problems are recorded on Corrective action plan recording board & if an action taken its status also is recorded.
Line Supervisor, QA, Mechanic, Production mgr, Work study Ex. & quality Ex. will gather daily at 4.00pm & discuss regarding issues which recorded on visual boards.
Solutions are given for the issues waiting for solutions by the management at the discussion.
And the all status is recorded on visual boards as happened.
10). AUDITING PROCEDURE FOR ‘5 S’
A weekly basis audit is conducted by an appointed members with in ‘5 S’ comity.
The audit is done according to a check list.
11). AQL.
All auditing processes are carried out to the AQL 1.5.
First audit is done at the end line table.
Sample quantity is selected according to the hourly line out put by line QA.
Entire sample quantity is checked 100% & decision is taken as per the AQL.
Second audit is carried out at the packing stage after poly bag the garment.
Same sampling & same auditing are carried out at the AQL.
2. Quality
2.1 Machineries adjustment
Quality standards must be giving to each station for adjustment such as: stitches per inch, seam width, seam allowances, tension, variable
measurements, etc.
Machineries must be adjusted using scrap fabric same type as the order.
Result of the adjustment must be approved by the leader and used as a “Mock Up”.
Allowances + and – must be giving to the team members.
If quality measurement reaches the allowances, machineries must be re-adjusted.
2.2 Quality system in the Cell
Work Studies and Quality team must develop a standard work method including all needed instruction to perform the checking process. The instruction must post at the checking table with a Sketch. See sketch below.
In case of defect, team must stop operating till problem is rectified.
Final checking: 100% performed by the team members.
No line In Line Quality controller
In Process Checking
In Process, team members must check the first piece produced against all critical and measurement points as per the given operation standards.
In Process, each team member must check one piece out of 5 pieces produced against all critical and measurement points as per the operation before issuing the 5 pieces to the next SMO. (The number of pieces is equivalent the minimum level of inventory).
OVERLOCK
STYLE: N05P 23 SPI Seam Width Pieces Alignment Remarks
Code Operation Allowed Tolerance Allowed Tolerance Allowed Tolerance
4OL1 Join shoulder 11 0 1/4'' 0 Matched 1/8'' Shoulder tape should not get cut.
4OL2 Attach sleeves
4OL3 Sew side seam
Final Checking
Output checking point must based on the following elements:
Measurement sheet,
Critical points list,
Trim card,
All size labels of the current style,
All hang tags of the current style,
Team member must report the quality level of each checked garment on a daily record sheet.
Quality defects must be disposed for visible identification to management if is related to previous processes such as: fabric, cutting or to the team sewing.
2.3 Methods of rework
Zero rework in process is allowed.
Reworks are reported and related problem is rectified.
Reworks are done immediately as they found.
Corrective action plan must be maintained.
2.4 Shade Control
To be developed on site
2.5 Order completion
To be determined by the management on the basis of returning all remaining trims, cuts, patters, etc.
2.6 Size identification through the process
Team must have range of cards identifying all sizes related to the cut on hands.
First operator (leader) hangs the correspondent in-process size card over the machine to identify the current size in process.
One last bundle of the specific size is complete. The operator moves the size card along with the bundle to the next operator to identify the current size is complete at the previous station.
The next operator hangs the received size card over her machine and the previous operator hangs the new size in process.
3. Pull Concept
3.1 Level of Work In Process
Work in Process is determined according to the time value to assure the first bundle turnover as planned and to reduce operators’ movement to other machineries.
Example:
If the first bundle turnover is 120 minutes, the team members are 10, Takt time is 0.40 per piece then calculation would be as follows:
Maximum WIP = 120 / 10 operators / 0.40 per piece = 30 pieces
Minimum inventory is the half of the bundle 15 pieces and maximum of 30 pieces.
Chances of operators’ movement for balanced flow are: 16 @ 100% equivalent to 32 minutes considering 2 minutes two-ways moves.
3.2 Methods of balancing
To assure pull concept and balanced flow:
Operators must stop producing when the next station reached the maximum inventory level.
Additional machineries could be provided for balancing or pulling from non performing station.
Use the same concept as absenteeism coverage
3.3 Cuts Inventory and methods of storage
Same as item no. 2.10
4. Visual Controls Systems
4.1 Workplace organization
Trims: Must be placed in identified covered baskets
Cuts: Cuts must be separate by size maximum 100 pieces and placed on multi level table for better identification. All parts must be numbered for matching purpose.
Patterns: Hanging them at the side of the table
Quality documents:
Related to operators: must be placed on the machine
Related to final checking must be visible at the checking table
Trims card: must be visible at the inspection table
Sample: Hang at a visible area for the entire team
Orders documents: assignment sheet, quality level, performance must be posted on a white board.
Quality report: Checking table
Off standards report: Leader table
Order quantity report: at final checking table
Maintenance tools: Lockable metal box
4.2 Key performance indicators
Results must be against targets
The pitch and results must be hourly if is collected manually.
Takt time achieved: on Graphic board (time between 2 bundles excluding 1st bundle)
WIP level: on Graphic board (input minus output)
Quality Level: on Graphic board
1st Bundle turnout: on Graphic board
Off Standards: on Graphic board
Absenteeism: on Graphic board
Productivity: on Graphic board
Delivery accomplishment rate: on Graphic board
4.3 Formats used for modular team to report back to management
Operation bulletin with quality standards
Operation simulation and distribution with operators assignments and critical paths
Machineries layout and method of changeover
Orders quantity – checklist
Specification sheet with Sketch and measurements instruction
Critical points sheet
Quality checking record
Corrective action plan
KPI – Objectives: Takt time, WIP Max/Min, Pitch, delivery target, productivity as per delivery, etc.
Trim Cards
Hang tags cards
1) Responsibility, Rules and authorities
1.1 Team Responsibility
Team must perform a complete task as described in their operations assignments.
Team work together to achieve objectives (quality, cost, lead-time) as determined by the management. (Team must control their absenteeism level, productivity and quality in order to achieve lead time).
Incentive Pay is a result of group performance.
Team is responsible on the data reported to the management.
Team must monitor all keys performance as determined by the management.
Team is totally responsible for the environment inside the cell.
Team is responsible in sustaining 5S concept.
Team is responsible in delivering only acceptable quality level.
1.2 Team Rules
Threads must be trimmed off the sewing machine.
Scissors are attached to the sewing machine or to the table.
Modular members are not allowed to remove the scissors off the sewing machine or the table.
No one is allowed to walk with the scissor or keeping it in the pocket.
Pencils must be fixed to the sewing machine or to a table applying the same rules of the scissors.
Final checkers are not allowed to carry a scissor with them or to fix a scissor to a table.
Threads are detected at the final checking area should be returned to the SMO workstation for trimming purpose.
In case of Quality problems, modular team must be stopped till rectifying the problem.
1.3 Management Policy
The management is responsible of assuring manufacturing staffs comply with all roles and responsibility described in this manual.
The management is responsible for truly empowering the team.
1.4 Supervisor Role
The supervisor has the right to track the production amongst the teams without interfering with the members.
The supervisor must provide technical assistance to the team under the request of the leader.
The supervisor has the right to verify the quality of finished products. In case of discrepancy, communication is limited with the leader.
The supervisor is responsible in communicating the requirements of the team to the management.
The supervisor is in charge of planning the production o the teams.
The supervisor must conduct 5 minutes meeting with the leader prior to assigning the order to the team for capability assurance by the team.
The supervisor must ensure all requirements related to item no. 2.8 are prepared and delivered to the team.
The supervisor must approve first production-unit turn.
1.5 Team Leader Role
The leader is the principle contact with the management.
The leader is in charge of the first and last process for monitoring the quality and the output. (Quality is team responsibility)
The leader is in charge of the environment within the cell.
The leader is responsible of the cell discipline and the members.
The leader is in charge of the accuracy of reported data.
The leader provides help and assistance to the team members.
The leader is in charge of members assignments.
1.6 Team Authority
The team has the rights to refuse, stop any production due to the following issues:
Non adequate Machineries
Defected cuts
Sizes and shades Mixture
Missing information, materials and tools as described in item no. 2.8.
The team has the rights to request a time study or follow ups for certain operations where there is doubt of time accuracy related to the target.
1.7 Meeting Structure
Meeting must not be longer than 5 minutes and must be held inside the cell.
Assignments meeting at initial start up of new order and quality standards distribution. (Occasional)
Troubleshooting related to Quality problems. (Occasional)
Internal attitude problems (involves only leader and the concerned operator). (Occasional)
3 Minutes at end of the day for “SHINE” session. (Daily)
Performance meeting for 10 minutes. (Weekly)
1.8 Requirements prior to initial orders start-up
Before start the initial sewing, modular team should receive the following documents and items:
• Trims card (original samples),
• Original Size labels (all),
• Original Hang Tags (all),
• Green seal sample including hang tags and size labels,
• Measurement sheet,
• Critical Points,
• New quality record papers,
• Sketch of measurement,
• Operations bulletin with quality standards,
• Work Load Orders (productivity target, Pitch time, days available, etc..)
• Checklist orders quantity,
• Pattern of the orders sizes,
• Scrap fabric from the cutting room (same type as the style) for machineries adjustment,
1.9 Absenteeism coverage
No strange labor would be added in case of absenteeism.
Absenteeism must be covered using the bump-Jump system of which an operator moves from her station to another station on the basis of the operations sequences till reaching another operator then her or him drops the bundle and return back to its original station. In case of original station is occupied by another operator (X), the replacement operator (X) will leave the station immediately and returns back to her or his original station or till reach another bundle through the process.
1.10 Cut parts and Identification
Cut parts arrive in bulk but split by sizes of 100 pieces maximum.
All parts are identified with simple numbers for matching.
A marking paper is placed in between the layers according to the number of allowed pieces as WIP. Example: if the maximum WIP is 20 pieces, so every 20 pieces a marking paper is placed to ease the control.
1.11 Machineries setup and Changeover
Layout of machineries priority changes must be given by the IE to the maintenance dept.
New replacement machineries must be adjusted in advance according to quality requirement before shifting them into the cell.
Machineries changes must not exceed 2 minutes per station.
IE staffs and leader must monitor the changeover to assure the external setups and avoid the internal setups
5). KANBAN METHODS OF WITHDRAWAL;
5.1). Cutting Process.
Four members are allocated for one team.
All 4 members should be multiskill & should manage all activities with in the process.
20% more are cut than the day requirement.
5.2). Cutting inventories & method of storing.
Cutting input racks & supermarkets are serially numbered & they are stored as per serial nos.
There is tag for each & every supermarket which includes cutting details, size & quantity.
5.3). Considering WIP levels.
Minimum level;
Five pieces remain on each machine & one supermarket is kept on input rack.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 05
Total WIP - 105
In 1 supermarket - 75
Total WIP in line - 180pcs
Maximum Level;
Ten pieces remain on each machine & three
Supermarkets are kept in input racks.
Eg:- No of machines in the lay out – 21
Minimum WIP on 1 m/c - 10
Total WIP - 210
In 3 supermarket - 225
Total WIP in line - 435pcs
5.4). Input issuing procedure.
When line’s WIP comes to minimum level, message is given by visual indicator by supervisor to cutting.
As per the signal 2 supermarkets are sent at once to sewing line.
5.5). Accessories & Trims issuing with Kan ban.
Cut plan is issued from cutting to sub stores one day ago to cutting.
All accessories are ready As per the cut plan & send to input rack.
Each accessory is put appropriate supermarket at the input rack.
5.6). Returning excess trims.
If running style is over all excess trims will have to be returned to sub stores with in 2 hours.
If running style temporarily stops then excess trims (Thread & tapes) will have to be stored separately in allocated areas.
6). REJECTS & RE-WORK PROCEDURE.
If any reject found by the worker in line process, it will be immediately repaired at the same time.
If any sewing reject found by end line checker, it will be put in to red color, rejects contain box & it will be repaired at the same time.
If found any un-repairable garment it will be put in to red color un-shippable garments contain box.
6.1). Stains Procedure.
If found any garment with stain or oil each will be put in to separated yellow color box.
If stain or oil marked garments pile up more than 5 pieces in the box, the special concentration should put in to the process & should take immediate steps to stop the stain or oil mark.
The garments which are in the yellow box, have to be checked & should send to spot cleaning room & should remove if removable hour by hour.
7). TEAM CONCEPT ON QUICK CHANGE OVER.
All teams cutting, sewing, finishing & packing follow the Critical path which has been made to follow-up up-coming styles. See the critical path.
8). SELECT THE BEST LINE.
To select the best line, five KPI criteria have been selected & specific marks are given for each indicator.
Marks are given & total marks are calculated as per the given chart.
This is monitored daily by the HR department & the end of the month the best line will be selected considering the total marks which each line has been taken against each Key performance indicators.
A gift is given for the selected section as best.
9). MANAGEMENT PERFORMANCE IN PROBLEM SOLVING.
All problems which arise hourly are recorded on Kaizen scheduling board & if given, solution & its status also is recorded.
All quality related problems are recorded on Corrective action plan recording board & if an action taken its status also is recorded.
Line Supervisor, QA, Mechanic, Production mgr, Work study Ex. & quality Ex. will gather daily at 4.00pm & discuss regarding issues which recorded on visual boards.
Solutions are given for the issues waiting for solutions by the management at the discussion.
And the all status is recorded on visual boards as happened.
10). AUDITING PROCEDURE FOR ‘5 S’
A weekly basis audit is conducted by an appointed members with in ‘5 S’ comity.
The audit is done according to a check list.
11). AQL.
All auditing processes are carried out to the AQL 1.5.
First audit is done at the end line table.
Sample quantity is selected according to the hourly line out put by line QA.
Entire sample quantity is checked 100% & decision is taken as per the AQL.
Second audit is carried out at the packing stage after poly bag the garment.
Same sampling & same auditing are carried out at the AQL.
2. Quality
2.1 Machineries adjustment
Quality standards must be giving to each station for adjustment such as: stitches per inch, seam width, seam allowances, tension, variable
measurements, etc.
Machineries must be adjusted using scrap fabric same type as the order.
Result of the adjustment must be approved by the leader and used as a “Mock Up”.
Allowances + and – must be giving to the team members.
If quality measurement reaches the allowances, machineries must be re-adjusted.
2.2 Quality system in the Cell
Work Studies and Quality team must develop a standard work method including all needed instruction to perform the checking process. The instruction must post at the checking table with a Sketch. See sketch below.
In case of defect, team must stop operating till problem is rectified.
Final checking: 100% performed by the team members.
No line In Line Quality controller
In Process Checking
In Process, team members must check the first piece produced against all critical and measurement points as per the given operation standards.
In Process, each team member must check one piece out of 5 pieces produced against all critical and measurement points as per the operation before issuing the 5 pieces to the next SMO. (The number of pieces is equivalent the minimum level of inventory).
OVERLOCK
STYLE: N05P 23 SPI Seam Width Pieces Alignment Remarks
Code Operation Allowed Tolerance Allowed Tolerance Allowed Tolerance
4OL1 Join shoulder 11 0 1/4'' 0 Matched 1/8'' Shoulder tape should not get cut.
4OL2 Attach sleeves
4OL3 Sew side seam
Final Checking
Output checking point must based on the following elements:
Measurement sheet,
Critical points list,
Trim card,
All size labels of the current style,
All hang tags of the current style,
Team member must report the quality level of each checked garment on a daily record sheet.
Quality defects must be disposed for visible identification to management if is related to previous processes such as: fabric, cutting or to the team sewing.
2.3 Methods of rework
Zero rework in process is allowed.
Reworks are reported and related problem is rectified.
Reworks are done immediately as they found.
Corrective action plan must be maintained.
2.4 Shade Control
To be developed on site
2.5 Order completion
To be determined by the management on the basis of returning all remaining trims, cuts, patters, etc.
2.6 Size identification through the process
Team must have range of cards identifying all sizes related to the cut on hands.
First operator (leader) hangs the correspondent in-process size card over the machine to identify the current size in process.
One last bundle of the specific size is complete. The operator moves the size card along with the bundle to the next operator to identify the current size is complete at the previous station.
The next operator hangs the received size card over her machine and the previous operator hangs the new size in process.
3. Pull Concept
3.1 Level of Work In Process
Work in Process is determined according to the time value to assure the first bundle turnover as planned and to reduce operators’ movement to other machineries.
Example:
If the first bundle turnover is 120 minutes, the team members are 10, Takt time is 0.40 per piece then calculation would be as follows:
Maximum WIP = 120 / 10 operators / 0.40 per piece = 30 pieces
Minimum inventory is the half of the bundle 15 pieces and maximum of 30 pieces.
Chances of operators’ movement for balanced flow are: 16 @ 100% equivalent to 32 minutes considering 2 minutes two-ways moves.
3.2 Methods of balancing
To assure pull concept and balanced flow:
Operators must stop producing when the next station reached the maximum inventory level.
Additional machineries could be provided for balancing or pulling from non performing station.
Use the same concept as absenteeism coverage
3.3 Cuts Inventory and methods of storage
Same as item no. 2.10
4. Visual Controls Systems
4.1 Workplace organization
Trims: Must be placed in identified covered baskets
Cuts: Cuts must be separate by size maximum 100 pieces and placed on multi level table for better identification. All parts must be numbered for matching purpose.
Patterns: Hanging them at the side of the table
Quality documents:
Related to operators: must be placed on the machine
Related to final checking must be visible at the checking table
Trims card: must be visible at the inspection table
Sample: Hang at a visible area for the entire team
Orders documents: assignment sheet, quality level, performance must be posted on a white board.
Quality report: Checking table
Off standards report: Leader table
Order quantity report: at final checking table
Maintenance tools: Lockable metal box
4.2 Key performance indicators
Results must be against targets
The pitch and results must be hourly if is collected manually.
Takt time achieved: on Graphic board (time between 2 bundles excluding 1st bundle)
WIP level: on Graphic board (input minus output)
Quality Level: on Graphic board
1st Bundle turnout: on Graphic board
Off Standards: on Graphic board
Absenteeism: on Graphic board
Productivity: on Graphic board
Delivery accomplishment rate: on Graphic board
4.3 Formats used for modular team to report back to management
Operation bulletin with quality standards
Operation simulation and distribution with operators assignments and critical paths
Machineries layout and method of changeover
Orders quantity – checklist
Specification sheet with Sketch and measurements instruction
Critical points sheet
Quality checking record
Corrective action plan
KPI – Objectives: Takt time, WIP Max/Min, Pitch, delivery target, productivity as per delivery, etc.
Trim Cards
Hang tags cards
Will run............
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