Hoshin Kanri

Year
2011
Philosophy
HOSHIN KANRI
Slogan
Vision: Mission:
Date Prepared
Values:
DIRECTION Objectives (Whats)

Indicators (How many whats)
MANAGEMENT PLANNING Strategies (Hows) - Whats 1.1 Sell services that add value to our customers 1.2 Increase sales with current customers 1.3 Launch products in record time 1.4 Enter new niche markets Indicators (How many hows) Sales in $ Sales in $ Days to launch Targeted segments Facility sigma level Level of customer satisfaction OEE Delivery days 2.1 Implement Lean 6 Sigma Inventory turns Operation expenses % scrap IN, CA, DG, RH IN, CA, DG, RH IN, CA, DG, RH IN, CA, DG, RH IN, CA, DG, RH IN, CA, DG, RH IN, CA, DG, RH Responsible VT, MK, DG VT, MK, DG VT, MK, IN
1. Increase sales
Increase domestic sales by 15% and international sales by 32%
2. Become a world-class company (reduce expenses)
Increase profitability of the operation from 25% to45%, reducing defects and improving customer satisfaction 2.2 Maitain ISO 9000:2000 certification
Number of noncomformities
CA
Todos
CA, SE, DG TODOS IN, CAL
2.3 Implement lean logistics
On-time deliveries (punctuality)
3. Convert HR into a competitive advantage
Achieve less than 1% annual rotation, suggestions implemented per person
HR 3.1 Establish a suggestions program Monthly suggestions per person
Revision Date
EXECUTION Key activities/Improvement projects 1.1.1 Design customer service packages 1.1.2 Analyze purchase frequency and identify trends 1.1.2 Visits to customers that stopped buying 1.3.1 Introduce concurrent engineering and DFSS 2.1.1 Train personnel on Six Sigma 2.1.2 BB and GB certification 2.1.3 Executive training 2.1.2 Pilot implementation in area A 2.1.2 Certify personnel as multiskilled operators 2.1.3 Implement 5S in facility 1 2.1.4 Implement TPM in the pilot area 2.1.5 Implement continuous flow in the pilot 2.1.6 Implement SMED in the pilot area 2.2.1 Conduct internal audits 2.2.2 Perform all corrective actions 2.3.1 Implement kanban 2.3.2 Implement heijunka 2.3.3 Implement software 3.1.1 Conduct a diagnosis of the organizational climate 3.1.2 Establish a suggestions program and present it 3.1.3 Launch and training to all program staff 3.1.4 Conduct follow-up audits Leader
Year
2008
Philosophy
HOSHIN KANRI
Slogan
Vision: Mission: Values:

Date Prepared Revision Date
DIRECTION Objectives (Whats)

Indicators (How many whats)
MANAGEMENT PLANNING Strategies (Hows) - Whats Indicators (How many hows) Responsible
EXECUTION Key activities/improvement projects
www.leansixsigmainstitute.org
Leader
Lean Manufacturing Implementation Plan

Development of Projects Activities 1.1.1 Design customer service packages 1.1.2 Analyze purchase frequency and identify trends 1.1.2Visit customers that stopped buying 1.3.1 Introduce concurrent engineering and DFSS 2.1.1 Train personnel on Six Sigma 2.1.2 BB and GB certification 2.1.3 Project to reduce waste in warping 2.1.2 Reduce changeover times 2.1.2 Certify personnel in multiskills 2.1.3 Reduce defects in product D 2.1.4 Reduce energy expenses 2.1.5 Implement TPM 2.1.6 Implement TPM 2.2.1 Conduct internal audits 2.2.2 Perform all corrective actions 2.3.1 Perform diagnosis 2.3.2 Train staff on clean industry 2.3.3 Implement improvements to achieve certification 3.1.1 Conduct a diagnosis of the organizational climate 3.1.2 Establish a suggestions program and present it 3.1.3 Launch and train all program staff 3.1.4 Conduct follow-up audits Completado Tarde En risgo de tarde Planeado Responsible J.P.M L.S Progress 100.0% 40.0%
Week of the year

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
ear
37 38 39 40 41 42 43 44 45 46 47 48 49 50 51
BOX SCORE Units per person On-time deliveries Lead time (days) Days from door to door First pass quality Sigma level Cost of no quality Average cost of product Inventory value Inventory turns Maintenance costs 5S Evaluation OEE New product launch time Velocidad de demanda Veocidad de produccin Capacidad Disponible Income Material costs Conversion costs Value Stream net profit Value Stream rate of return
Objective 21 100% 4 3 95% 5

$ $ $ $ 250 300 545,000
Progress
1 7-Jan 14.00 100% 3 6 80% 4.10

$ 2,345 $
2 14-Jan 16.00 100% 4 12 80% 4.30

3,112 $
3 21-Jan 18.00 100% 1 23 80% 4.11

645 $
4 28-Jan 20.00 100% 3 14 85% 4.32

345 $
5 4-Feb 19.00 100% 4 9 85% 4.70

1,245 $
6 11-Feb 23.00 100% 5 7 85% 4.34

3,124
7 18-Feb
8 25-Feb
343 4.50
337 4.00
362 6.70
338 7.10
337 8.30
325 9.00
$ 3,004,234 $ 2,820
$ 2,334,756 $ 645
$ 2,945,893 $ 2,323
$ 2,564,392 $ 976
$ 1,945,678 $ 1,733
$ 1,234,975 $ 756
12
500
100% 85% 25 days
100% 70% 42 29% 54% 17%

$ $ $ $ 432,050 189,000 131,200 111,850 $ $ $ $
100% 73% 42 29% 54% 17%

384,870 125,679 130,242 128,949 $ $ $ $
100% 75% 42 29% 54% 17%

422,456 167,453 132,000 123,003 $ $ $ $
100% 79% 42 28% 52% 20%

389,754 133,456 132,426 123,872 $ $ $ $
100% 81% 37 28% 52% 20%

389,455 133,234 128,034 128,187 $ $ $ $
100% 81% 37 28% 52% 20%

456,032 197,034 111,342 147,656
25.89%
33.50%
29.12%
31.78%
32.91%
32.38%
De acuerdo al objetivo planeado Cerca del objetivo planeado Lejos del objetivo planeado
9 4-Mar
10 11-Mar
Periodic Review
Location Description of the objective Date Measurements of the process
Strategies
Measurements of the process
Expected Results
Actual Results
Deviation Analysis
Future Implications
Expected Results in the next period
Notes
Current Date
28-May-07
Week
10
Metric:
Overall Equipment Effectiveness (OEE)
Objetivo Maximize equipment productive time to ensure on-time deliveries

Overall Equipment Effectiveness
90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
OEE Goal
350 300 250 200 150 100 50 1 2 3 4 5 6 7 8 9 10 36% 48% 49% 56% 59% 63% 65% 71% 73% 85% 85% 85% 85% 85% 85% 85% 85% 85%
Series2 Series1
Breakdown 198 53% Set up 78 74% Jams 45 87% Defects 35 96% Adjustments 15 100%
OEE Goal
Wk. MATERIAL METHODS
M.A.
Description
Date 1/7/2006 1/14/2006 1/28/2006
2 3 5
A.M Super-cleaning event A.M Implementation of preventive maintenance A.M Autonomous maintenance
Lack of maintenance low quality Lack of planning Lack of work instructions Breakdowns Poorly trained
Very worn
Low performance
PEOPLE
MACHINE
Notes www.leansixsigmainstitute.org
Adjustments 15 100%
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
End Date 1/9/2006 1/16/2006 1/30/2006
Meeting Minutes
Scheduled Time Start Time Closing Time
Meeting # Date Location Meeting Topic
Objective
Guests Name Attended 9:00 9:00 9:00 9:00 9:00 9:02 9:02 9:02 9:04 9:04 No x 9:00 Date Status No. 1 2 3 Topic
Agenda Time
Topic No. 1 1 1 1 1
Agreements Agreement
Responsible
Next Meeting Date: Location: Comments and/or observations Time:

Hoshin Kanri

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Year

DIRECTION Objectives (Whats)

Increase domestic sales by 15% and international sales by 32%

2. Become a world-class company (reduce expenses)

2.3 Implement lean logistics

On-time deliveries (punctuality)

3. Convert HR into a competitive advantage

Achieve less than 1% annual rotation, suggestions implemented per person

HR 3.1 Establish a suggestions program Monthly suggestions per person

Vision: Mission: Values:

DIRECTION Objectives (Whats)

EXECUTION Key activities/improvement projects

Lean Manufacturing Implementation Plan

Week of the year

Objective 21 100% 4 3 95% 5

1 7-Jan 14.00 100% 3 6 80% 4.10

2 14-Jan 16.00 100% 4 12 80% 4.30

3 21-Jan 18.00 100% 1 23 80% 4.11

4 28-Jan 20.00 100% 3 14 85% 4.32

5 4-Feb 19.00 100% 4 9 85% 4.70

6 11-Feb 23.00 100% 5 7 85% 4.34

100% 85% 25 days

100% 70% 42 29% 54% 17%

100% 73% 42 29% 54% 17%

100% 75% 42 29% 54% 17%

100% 79% 42 28% 52% 20%

100% 81% 37 28% 52% 20%

100% 81% 37 28% 52% 20%

Measurements of the process

Expected Results in the next period

Overall Equipment Effectiveness (OEE)

Objetivo Maximize equipment productive time to ensure on-time deliveries

Wk. MATERIAL METHODS

Date 1/7/2006 1/14/2006 1/28/2006

End Date 1/9/2006 1/16/2006 1/30/2006

Meeting # Date Location Meeting Topic

Next Meeting Date: Location: Comments and/or observations Time:

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