Checklist ‘ Goals and Targets’

  1. What are the companies Goals (Targets we should move ahead for)
  2. What are the companies Rules (Lines we should move within)
  3. Are the goals correctly translated for every department, every line, every team?
    • Does everyone knows what the critical targets are?
    • Does everyone knows what the current status is?
    • Does everyone knows what the gap between the current and desired situation looks like (what are the losses?)
    • Does everyone knows the actions to follow to close the gap?
    • Is there a plan to do so?
    • Where and how can we see the progress (or lack of it)
    • What are the priorities?
    • What are the criteria to prioritize?
  4. Are all those parties correctly aligned?
    • Do goals between teams/departments etc. match?
    • Do they positively or negatively interfere?
    • When adding the goals of a lower level, do they add up to meet the goal of the higher level?
    • Are we able to detect sub-optimization?
  5. Is there a visual system to follow the complete goal setting?
  6. Is there a visual system to follow the progress of improvements? 

Checklist ‘Specifications’

The checkpoints below are a guideline to detect weak spots in your process, simply by analyzing just óne issue or problem.

To establish a stable and reliable process, for all relevant parameters those points have to be solved.

  1. Define a specific issue or problem
  2. Investigate and define the REAL needs of the customer (in respect of this issue)
  3. Define the desired output
  4. Define the parameters to judge the desired output
  5. Define the upper and lower limits for each of those parameters
  6. Describe how to measure/test/detect those values. (How can I see I am within spec?)
  7. Describe what conditions have to be met to keep those parameters within the limits
  8. Describe how to fulfill those conditions
  9. Design a VISUAL system to monitor the conditions AND the actual status of the parameters.
  10. Describe what to do when conditions or limits are not being met.
  11. Prove that all parties involved know about the above points and that they CAN act and stick to it.

International Format for Process Improvement Case Descriptions

International Format for
Process Improvement CASE DESCRIPTIONS

Name of the Process

Start Situation

General Process Description
General description of the process
Why this process needed to be improved
What at are the problems?
How severe are those problems
What is known?
ISO meets Reality?
Is there a target to aim for?


KPI Comparison

Current State

Designed Future State

Realized Future State

% +/-

Throughput time Average
Value Added Time
Non Value Added Time
# Forms/Data carriers
# Transfers
# Proces Touches
#Transactions Total
Correct & Complete
Cost per Transaction


Opinions – Responses – Experiences
Customer(s) to the process
Person who gave assignment
People who work in process
Improvement Team


Essence of the solution/improvement


Estimation of the value of this improvement (in money or auditable outcome)

According to Future State Design


Direct costs
Cost in earlier/later process
Improved Revenues

v1.1 Arno Koch

Card: Essence of 5S Workplace Organization

Organization improvement
5S Workplace Organization
Description: 5S is a technique that describes the way to a friendly and stimulating working environment, in which deviations are immediately visible.


Procedure: This can be achieved in five steps:
1. Sort

  • When in doubt….throw it out!!!

place all items that are not used in the current process in an auction area (Red Tagging).

2. Store

  • Where; Determine the location, depending on the usage of the item;
  • What; Clearly indicate what should be available
  • How much; Determine the quantity

3. Sweep

  • Define who is responsible for which areas
  • Set up cleaning standards (5W2H)
  • Make spots that are difficult to clean more accessible. Cleaning = inspecting!

4. Standardize

  • Fail safe; Cannot go wrong
  • Visual steering mechanism; Warn when deviating
  • Visual tool; Visible: One Point Lessons, general information

5. Sustain

Make sure that people are willing to follow agreements:

a. Make the best way the easiest way;

b. Reward good behavior

Check compliance with agreements by performing audits.

Different visions organizing working environments:

Shed: private, closed, aimed at individual Supermarket: public, open, aimed at group
Result:   A friendly and stimulating workplace:

  • Everything has a fixed location and quantity
  • Everybody can immediately see, pick and return items required for the process
  • Search time is maximally 30 seconds
  • The workplace is impeccable clean
  • Deviations from the standard are visible in one glance
  • The process is under control by performing everything according to an fixed agreement. Everybody acts according this standard until a better standard has been found.
  • There is a minimal amount of simple paperwork.

Card: Working Goal Oriented

Working towards your goal

Organization improvement
Working Goal Oriented

  1. What are the company goals?
  2. What are your goals?
  3. Are you getting closer to your goal every day?


  • How to…
  • Why not?
  1. Do you put effort in clearing obstacles that keep you from reaching your goal?


Card: The Seven Steps of Autonomous Maintenance

Step Major activities Aims from equipment perspective Aims from human
Managers’ supervision and support
  1. Initial clea­ning
  • Thoroughly cle­an e­quip­ment and its sur­roundings
  • Remove all un­ne­ces­sa­ry mate­rials
  • Write upcoming issu­es onto four lists
  • Expose hidden de­fects by remo­ving con­tami­nants
  • Restore de­fecti­ve are­as in equ­ipment
  • Identify sou­rces of con­tamination
  • Become familiar with group acti­vity by way of easy tasks such as clea­ning
  • Group leaders learn lea­dership
  • Look at and touch every corner of equ­ipment to en­hance its care and to pro­mote curiosity and questi­ons
  • Learn “Cleaning is in­spec­ti­on”
  • Lead by staying one step ahead, compre­hen­ding TPM through prac­tice, and demonstrating with exam­ples of ma­na­gers’ models
  • Teach defects of equi­p­ment
  • Teach importance of clea­ning, lubrica­tion and ti­ghte­ning
  • Teach “Cleaning is in­spec­ti­on”
  1. Countermeasu­res to sources of con­tami­na­tion
  • Remedy sources of contaminati­on
  • Prevent conta­mi­nants from irregu­lar and unde­sira­ble dispersion
  • Improve diffi­cult clea­ning areas to reduce cleaning times
  • Prevent con­tami­nants from gene­ra­ting and ad­hering to equip­ment in order to en­hance relia­bility
  • Definitely main­tain equ­ipment clean­liness so as to im­prove main­tai­nabi­lity
  • Learn motion and working mechanism of machinery
  • Learn methods to improve equipment focused on sources of contamination
  • Encourage interest and desire to improve equipment
  • Feel pleasure and satisfaction with successful achievement of improvement
  • Teach motion and wor­king mechanism of ma­chinery
  • Teach where-where and why-why analy­ses to ex­ami­ne pro­blem
  • Assist in implemen­ting ideas for im­provement
  • Promptly respond to work orders
  1. Cleaning and lubri­ca­ti­on stand­ards
  • Conduct educa­tion for lubri­cating
  • Develop overall lubri­ca­ti­on in­spection
  • Establish lu­brica­tion con­trol sy­stem
  • Set cleaning and lubri­ca­tion stand­ards
  • Correct dif­fi­cult lubri­ca­ting areas
  • Apply visual controls
  • Definitely main­tain ba­sic equi­pment conditi­ons (cleaning, lu­brica­ting, tigh­tening) to esta­blish deteriora­ti­on prevention system
  • Set rules by on­eself and follow them
  • Know importance of fol­lowing rules and autono­mous supervi­sion
  • Encourage aware­ness of one’s own roles and team­work
  • Prepare lubrication con­trol rules
  • Provide education and practi­ce in terms of lubri­cati­on
  • Teach how to prepare clea­ning and lubrica­ting stand­ards
  • Assist actual pre­para­tion of stand­ards
  1. Overall inspec­tion
  • By each inspec­tion cate­gory:
  • Conduct educa­ti­on and prac­tice
  • Develop overall in­specti­on
  • Remedy diffi­cult inspection areas in equipment to reduce required time
  • Set tentative in­spec­ting sta­ndards
  • Detect and reme­dy minu­te de­fects
  • Thoroughly apply visual controls
  • Improve dif­fi­cult in­spection are­as
  • Maintain es­ta­blished equip­ment conditions by means of rou­tine inspec­tion to im­prove reli­a­bility fur­ther
  • Learn structure, function and in­spec­tion methods of equ­ipment to master in­spection skill
  • Master easy ser­vi­cing procedures
  • Group leaders learn lea­dership through con­duc­ting roll-out edu­cati­on
  • Learn recording, sum­mari­zation and analysis of in­spec­tion data
  • Prepare overall in­spection schedu­le, check sheets, ma­nuals, and other tea­ching materials
  • Promptly respond to work orders
  • Provide training for easy ser­vicing
  • Teach how to impro­ve diffi­cult in­spection areas by applying vi­sual con­trols tho­roughly
  • Teach inspection data h­and­ling
  1. Autonomous Mai­nte­nance stand­ards
  • Set autonomous ma­inte­nan­ce s­tand­ards and sch­edu­le to fina­li­ze acti­vities focused on e­quip­ment
  • Faithfully con­duct routi­ne maintenan­ce in ac­cordance with standards
  • Move forward ai­ming at Zero Brea­kdowns
  • Assess suc­ces­sful re­me­dies achieved in ot­her pro­cesses, and apply them to similar equi­pment
  • Totally re­view visual con­trols
  • Preserve equ­ip­ment in highly relia­ble con­di­tion along with ope­rability and maintai­nability
  • Realize an or­derly shop­floor
  • Understand equip­ment as a total system
  • Develop ability to detect signs of ab­normalities to pre­vent break­downs
  • Train knowledgea­ble ope­rators
  • Establish autono­mous supervision system con­ducted by PM group
  • Allocate inspection work
  • be­tween auto­no­mous and full-time maintenan­ce
  • Teach basic mainte­nan­ce skill and easy ma­chine dia­gnosis
  • Teach examples of bre­ak­down prevention
  • Teach particular func­tion of each piece of equip­ment to under­stand equi­pment as a system
  1. Organisation
  • Prevent outflow of de­fective products to dow­nstream pro­ces­ses
  • Prevent manu­factu­ring of defective pro­ducts
  • Attain process quality assu­rance and move forward aiming at Zero Defects
  • Assess pro­cess quali­ty
  • Attain a relia­ble pro­cess to pre­vent out­flow of quality de­fects
  • Assess quali­ty conditi­ons
  • Attain a hig­hly reliable process to prevent ma­nu­facturing of quality de­fects
  • Train knowledgea­ble ope­rators on equip­ment and quality aiming at new type of engi­neering sta­tus
  • Attain autonomous su­pervi­sion wit­hin each operator
  • Teach quality spe­cifi­cations, quali­ty cau­ses and qua­lity re­sults along with their relati­onship
  • Teach the five cri­te­ria for ease of obser­vation
  • Teach the five cri­te­ria for quality assu­rance
  • Address matters of quali­ty with coop­era­tion by all re­lated departments
  1. Autonomous mainte­nance
  • Maintain, im­prove and pass on cur­rent TPM levels
  • Calculate the Overall Equipment Effective­ness (O.E.E.)
  • Analasis of the failure of the equipment
  • Predict ab­norma­lities to pre­vent break­downs and quality de­fects prior to occurrence
  • Attain Zero Ac­cidents, Zero Break­downs
  • Move forward aiming at higher level of produc­tion technology
  • The O.E.E. shows the week spots of the equip­ment
  • Firmly establish self-su­per­vision to be able to deve­lop factory’s strate­gy by SGA groups them­selves without ma­na­gers’ detai­led in­struc­tion
  • Detect and resol­ve ari­sing pro­blems by SGA gro­ups themselves by way of short re­medial program
  • Assisting with the calcula­tion of the O.E.E.
  • Assist activities to maintain, impro­ve and hand down cur­rent TPM status
  • Encourage further im­prove­ment of tec­hnical kno­wled­ge and skills
  • Move froward toward the second genera­tion of TPM

Card: The 7 Deadly Losses

Yellow Card: The basis of every improvement strategy – fighting the 7 deadly losses
Never stop fighting:
The 7 Deadly Losses

  1. Defects
  2. Waiting
  3. Checking/testing
  4. Rework
  5. Stock – Over-production
  6. Over-processing
  7. Transport – Movement