10 6.

Lack of control of machine delay and waiting time is

caused by improper planning and scheduling.
PRODUCTION BALANCING AND
C. Lack of control of indirect personnel.
HOUSEKEEPING
1. We do not worry about measuring our indirect
Production balancing and housekeeping consist of the
people to assure that their time is fully utilized.
following elements.
2. Too quick to transfer direct people to work on
indirect work.
I. Goals
3. Indirect people are not assigned specific tasks to be
A. Meet our Cost per Standard Allowed Hour (SAH) of
completed by a specific time. They fend for
measured production while simultaneously meeting
themselves and normally waste a great deal of time.
Goal of required dozens per department/day to
achieve production plan.
SCHEDULING MODIFICATION
B. Maintain clear aisles, stairways, doorways,
To make up modifications to the original production
emergency exits, and free and easy access to all fire
schedule to make up shortfalls in production or to
hoses, extinguishers, and sprinkler heads.
reduce output due to being in advance of the
scheduling, the following must all be considered:
II. Monthly Efficiency and Attendance Levels by
Department
1. Are sales projections correct? Is the product line
A. Actual efficiency and attendance levels which follow
going to exceed or fall short of original projections? If
are for the guidance as to the previous performance.
so, by how much?
2. Are the raw materials available to support a planned
III. Specific Problems Leading to Inability to Meet Set
increase?
Goals
3. Can the supplying departments or operations
A. Improper staffing
preceding them support the planned increase?
1. Too many/too few direct or indirect personnel to
4. How will it affect production in cost centers of other
meet established goals.
product lines?
2. Not transferring personnel to break bottleneck.
5. If a decrease is planned, will it cause unacceptable
3. Working overtime when not necessary; not working
increases in WIP?
overtime, when WIP builds; working overtime without
6. What effect will your planned change have on
a balanced staff to have continuous production flow,
subsequent operations?
or to maintain the proper ratio of indirect personnel.
7. How will the change effect the delivery dates and
4. Lack of foresight to allow for production variances
shipments by air versus shipments by boat?
due to influx of styles with extrances high or very low
8. Where will you get the people for a planned
SAMs.
increase? How will you dispose of excess
5. Waiting too long to reduce work force when
personnel/capacity? Should you work overtime?
necessary; often resulting in reductions that we too
Should you work undertime?
heavy and creating a whipsaw effect of transferring
people in/out of the department.
Information Network
This coordinates and controls the entire
B. Partial utilization of people and equipment
activities of the production system.
1. Not controlling absences and leaves; creating laissez
faire attitude towards worker responsibility to report
Continuous Process
to work daily.
This means that productive facilities must be
2. Scheduling of overtime without putting necessary
kept continuously in operation for relatively long
pressure on all employees to render the overtime.
periods of time, thereby necessitating day and night
3. Not keeping the work force up to full strength by
shifts and even Sunday shift workers, as in the
immediate hiring to replace employees on extended
chemical industry, where once the production
leave or those who have been terminated.
processes have been started, they must be carried
4. Allowing new trainees as well as trained workers
through until completed, without interruption.
to produce at less than acceptable rate of efficiency.
5. Late starting, early quitting, and overstaying of
GOOD HOUSEKEEPING, JAPANESE STYLE
breaks as well as employees leaving their work area at
Borrowing from the Japanese, the following
random are rampant problems of supervisors not
are the 5Ss for good housekeeping:
being in control.
SEIRI SORT Think about this: You actually spend more of
Take out unnecessary items and your waking time at your workplace than at
dispose. home.
SEITON SYSTEMATIZE Make sure that your workplace is just as clean
Arrange necessary items in good and comfortable as your home.
order.
SEISO SWEEP WHAT CAN I GAIN FROM THE 5 S?
Clean your workplace. 1. The 5 Ss make ones workplace more pleasant.
SEIKETSU SANITIZE 2. The 5 Ss help in work efficiency.
Maintain high standard of 3. The 5 Ss and safety go hand-in-hand.
housekeeping. 4. The 5 Ss leads to better-quality products and higher
SHITSUKE SELF-DISCIPLINE productivity.
Do things spontaneously without
having to be told or ordered. BENEFITS FROM PRACTICING THE 5 Ss
(PART 1)
HOW TO PRACTICE THE 5 Ss Production UP
Quality UP
SEIRI(SORT) Cost DOWN Productivity
STEP 1: Look around with your colleagues. Delivery ON TIME improvement
Discover and identify unnecessary items, and Safety UP
dispose them. Morale UP
STEP 2: If you and your colleagues cannot decide, put (PART 2)
Disposal Notice with the date on the item, and CREATIVITY
set the item aside. COMMUNICATION
HUMAN RELATIONS Productivity
SEITON(SYSTEMATIZE) TEAMWORK improvement
STEP 1: Think of which things should be put where. COMRADESHIP
STEP 2: Consider how often the things are used. VITALITY
Decide proper place where things should be
located. FACTORS THAT LEAD CWPIS* TO SUCCESS
STEP 3: Keep a list of things with their location. Label 1. Top managements strong will
each drawer/cupboard to show what is kept 2. Partnership between management and employees
inside. 3. Simplicity in objectives
4. Middle management support
SEISO(SWEEP) 5. Experience in improvement
Do not wait until things get dirty. 6. Competition within a company
Put aside 3 minute every day to clean your 7. Periodical review
workplace. 8. Systematic approach
You and your colleagues should be responsible 9. Evaluation
for the area around you. 10. Consultant(s)
Never throw anything. PREREQUISITES FOR SUCCESS OF PRODUCTIVITY
Cleaning is checking. IMPROVENT APPROACHES/SYSTEM
1. Even good approaches/systems work only on
SEIKETSU(SANITIZE) condition that:
Do not stop after implanting initial 3 Ss. a. There exist people who make the
Do not waste your effort create a approaches/system work
maintenance system for housekeeping. b. There exists a home-made system developed in the
Make a schedule for cleaning of your company by those people.
workplace. 2. It is not the system which makes people work, it is
Hold interdepartmental competition on the people which make the system work.
Housekeeping. 3. Good approaches/systems should be based on
SHITSUKE(SELF-DISCIPLINE) recognition of and respect for human nature.
Treat your workplace as your second home. Thats all. Thank you!!

Prepared by: Julius Antonio Gopita