Yamashina - Advanced WCM - ENG

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1
Advanced WCM
Dr. Hajime Yamashina
Professor Emeritus, Kyoto University
Member of RSA
Member of Royal Swedish Academy of 
Engineering Sciences
Contents :
1. Why WCM ?
2. How WCM has been established
-- The seven keywords to understand WCM
3. The foundation to establish competitive manufacturing
4. Sustainment and diffusion of WCM
5. The five viewpoints of WCM
6. The importance of production engineers
7. Ten pillars of WCM and ten management issues
2
1. Why WCM ?
3
A company cannot make business gains 
solely by using cost-cutting measures 
because it cannot cut costs enough to 
become a world-class competitor.
Instead, it must invest resources in the right 
areas to strengthen its competitive edge. 
When it comes to manufacturing, it must 
invest resources in productivity improvement. 
This generally increases factory performance 
and cuts costs at the same time.
5
• World class companies create the 
energy of a crisis in the face of 
success for continuous challenge 
and engage every member of the 
companies for continuous 
improvement.
Profitability 
improvement
New 
technology
Product 
development
Equipment 
development
Developing products that lead the market
Developing products for a new nitch market
Reinforcement of product development 
capability
Improvement of techniques / reinforcement 
of design capability
1.1 Introduction
Strengthening
of manufacturing WCM
Reduction of 
variable costs
Application of VA to raw materials, cost reduction 
Reduction of distribution cost
Increase of sales
Increase sales of new product 
Increase of sales of current products
Strengthening of 
business
Supporting
each section
Business efficiency and
effectiveness
6
7
• In a WCM plant, you can see visually how quality is built-in at each 
process.
• In a WCM plant, there is a system which makes it possible to highlight 
any abnormality visually in such a way that anybody can recognize it as 
a problem.
• In a WCM plant, we can listen to the voices of customers.
To make us more profitable, we need to think from the following seven 
viewpoints :
(1) Strategy
Lofty and easily understandable company’s policy and strategy to 
be implemented from the top to the shop floor people.
(2) Capital – profit, investment
Severe cost management – extensive use of cost deployment.
(3) Products 
High value added products
Needs oriented product development 
Development of original and creative products
8
(4) People
Very active organization
R&D : innovation minded
Manufacturing : Kaizen minded
People development directly linked to their work
Utilization of knowledge and wisdoms of exceptional external 
people
(5) Technology
Active development of new businesses
Capability of new product development
Capability of process innovation
(6) Extensive utilization of I.T.
Real time information from market needs to suppliers
(7) Time management 
Produce value every minute 9
Two Performance Measures
10
Taylor system : maximizes production 
performance
“Profit is a matter of opinion.
Cash is a reality.”
JIT system : maximizes capital efficiency
11
Traditional 
management
Management WCM way
Overall objectives Mental, not concrete Explicitly showing overall 
targets
Deployment Harmonizing deployment 
with others
Deployment based on 
priority
Individual Self-evaluated statement Following priorities set 
by the top
Policy planning Selection within the 
territory where he (she) is 
in charge
Consistent approach 
based on the sources of 
the problem
Productivity 
improvement
Small group activity 
Bottom up approach
Top down approach with 
integrated bottom up 
approval
Overall performance Accumulation of 
individual performances
Assured performance of 
high level
Continuous and 
continual
Required approach
12
(1) Machine breakdowns
(2) Setup operation
(3) Defectives
(4) Minor stoppages
(5) Delay of part delivery from suppliers
(6) Absence of an operator
which will just increase production cost and dissatisfy
customers.
1.2 Full of waste and losses in a factory
13
Problems Countermeasure
Bad design
Maintenance
Market change
New technology
Development of competent 
production engineers and able 
operators who can cope with 
the problems
1.3 Machine : No perfect machines exist
14
Philosophical Differences
Failure Driven
Process is
capable
move to the 
next fire
only the
starting point
Process is 
capable
Prevention Driven
6 months later
12 months later
24 months later
“if it ain’t broke, 
don’t fix it”
“KAIZEN”
15
Man
Skills
Immaturity Education and Training
Bad habits due to past experiences
Attention Health problems, fatigue, worries
Excessive stress
Carelessness
Absent mindlessness
Misunderstanding, misjudgment, misoperation
Overconfidence
Loose mind
Knowledge Lack of knowledge
The problems caused by man
1.4 Man : Necessity of better understanding of human nature
16
17
Human nature : the ten elements of 
causing human errors
(1)Selection
Man cannot handle many pieces of information at the same time.
Normally, one at a time. I am a 
professional
in analysis !
Phase Conscious-
ness situation
Direction of 
attention
Physiological 
condition
Reliability
Zero Unconscious 0 Sleep, 
cerebral 
attack
0
I Subnormal 
Indistinct
Carelessness Tiredness,
monotonous 
sleepiness,
drunkenness
Below 0.9
II Normal,
Relaxed
Passive
Inward
Rested, 
Normal 
operation 
0.99 ~ 
0.99999
III Normal 
Clear
Active
Positive
Positive 
activity
0.999999
IV Hyper-normal Too much 
focus on one 
thing
At the time of 
emotional 
excitement 
Panic 
situation
Below 0.9
1. Consciousness 
depends on the 
environment.
2. Human errors are 
liable to lead serious 
errors when phase level 
goes down.
3. The situation of phase 
III last for 2 – 5 minutes.
4. Design for fail safe 
must be considered even 
in the case of phase I.
18
(2) Consciousness
Human consciousness has its rhythm and varies over time.
TIME OF DAY
A
L
E
R
T
N
E
S
S
 L
E
V
E
L
WE HAVE NO 3RD SHIFT
SOURCE: ROYAL AERONAUTICAL SOCIETY
HUMAN FACTORS GROUP
LONDON, ENGLAND
13.00-14.00
PEAK ALERTNESS
SLIGHTLY IMPAIRED
REDUCED ALERTNESS
DANGEROUSLY DROWSY
Effect of working time
19
(3) Alertness 
Human alertness varies over time : human beings cannot be attentive 
all the time.
1
20 / 57
TIME OF DAY
A
L
E
R
T
N
E
S
S
 L
E
V
E
L
SOURCE: ROYAL AERONAUTICAL SOCIETY
HUMAN FACTORS GROUP
LONDON, ENGLAND
PEAK ALERTNESS
SLIGHTLY IMPAIRED
REDUCED ALERTNESS
DANGEROUSLY DROWSY
1 ST SHIFT – 8h
800 1000 1200600 1400
20 / 57
3 
RD
SHIFT – 8h 2 ND SHIFT – 8h
Some suggested solution : QUALITY DEFECTS FOCUS ON 
ACTIVITIES AGAINST LOW CONCENTRATION IN WORK
S
TA
R
T
F
IN
IS
H
1600 1800 20001400 2200
S
TA
R
T
F
IN
IS
H
2400200 400 2200600
S
TA
R
T
F
IN
IS
H
30 30 30 30 
minminminmin
1h 30 min 15 15 15 15 
minminminmin
1h 45 min2h 10 10 10 10 
minminminmin
1h 50 min
Human errors reasons – Tychy Plant 2010
80% of errors with lack 
of concentration reason 
Countermeasures
Implementations
Less than 2 
hours
We did
187
MOCK DEFECT
2011 - Assembly 
Shop
MOCK DEFECT
ROTATION ON 
WORK STATIONS
2 3
Are the diameters of the two circles (plant) the same ?
Are the two diagonals of the same size?
• Human beings are liable not to be able to see things as they are.
21
(4) Illusion
Are the four lines below perpendicular (upright) or slanting slightly?
Which of the two lines below is longer, AB or CD?
22
Which solid line is straight?
23
Are the two lines above and below the dot in the center of the 
figure parallel or bulging?
24
The vertical line and the horizontal line look the same in length, but 
are not. How much vertical line is shorter than the horizontal line?
25
Where is the center of the arrow?
26
If we put the two lines of the same length as shown in 1 into 
the pattern as shown in2, which line looks longer? 
27
What do you see in the sketch, a young woman or an old one?
• Human beings are liable to be under various illusions.
If you have seen the following sketch, you might have seen a young woman 
due to forward interruption.
If you have seen the following sketch, you might have seen an old woman due 
to forward interruption.
31
(5) Guess and be prejudiced 
Human beings tend to guess and/or be prejudiced positively or negatively 
when they see things.
(6) Forgetfulness
People easily forget
People easily forget when interrupted
Three phenomena causing forgetfulness :
1.Reverse interference
The phenomenon that information obtained earlier will interfere with the one 
obtained later and the latter cannot be recalled.
2.Forward interference
The phenomenon that information obtained later will interfere with the one 
obtained earlier and the earlier information cannot be recalled. (cf. Brown 
and Peterson’s experiment of short term memory)
3.Search failure
The phenomenon that information obtained earlier cannot be recalled quickly 
enough due to time difference.
Longest life span of short term memory 15 sec.
(by the experiment of Brown & Peterson) 
Time (sec.)
T
h
e 
ra
te
 o
f 
re
m
em
b
er
in
g
 w
o
rd
s Remembering Model
Short term
memory
Long term
memory
Forgetfulness 
(1)
Forgetfulness 
(2)
Rehearsal
Information
Forgetfulness (short term)
32
R
em
em
b
er
in
g
 r
at
e 
(%
)
Number of days
Time Remembering 
rate
Forgetting rate
20min. 58% 42%
1 hour 44% 56%
9 hours 36% 64%
1 day (24 hours) 34% 66%
2 days 28% 72%
6 days 25% 75%
31days 21% 79%
Forgetfulness curve by Ebbinghouse
33
Most people will have trouble recalling what they saw 
and hear more than 15 minutes ago, and they will begin 
to worry they are forgetting.
“In fact, smaller amounts of information (true meaning of 
a single point lesson) are much easier for people to 
absorb and are more readily retained.”
“Present no more than the person can master.”
One common mistake is to try to teach everything that is 
needed to do the job, in one session.
When teaching long or complex jobs, the trainer must 
first break the job down into manageable pieces and 
present the pieces gradually over time. 34
Alexander Luria. 
Neuropsychology
. 
(1902- 1977)
FUNDAMENTAL PRINCIPLES OF THE NEUROCONGNITIVE MODEL
AUTOMATIC 
ACTIVITIES
When an activity becomes
automated, failures begin to occur
When an activity becomes
automated, failures begin to occur
When failures occur, the activity verbal 
program needs to be recovered.
When failures occur, the activity verbal 
program needs to be recovered.
Language organizes behaviorLanguage organizes behavior
Each review increases the optimal
necessary interval before the
next review.
Each review increases the optimal
necessary interval before the
next review.
Para una retentiva (casi) 
perfecta, al principio los repasos 
se realizan durante varios días, 
luego con semanas e incluso con 
años.
Para una retentiva (casi) 
perfecta, al principio los repasos 
se realizan durante varios días, 
luego con semanas e incluso con 
años.
Forgetting curve + RevisionInformation is forgotten if there is no 
revision
2 DAY 
REVIEW 
7DAY REVIEW 
14DAY 
REVIEW 
Hermann Ebbinghaus German phylosopher. (1850-
1909). Behavioral psychology. Curve of forgetting = 
Review –
MEMORY
The effect of repeatability by Alexander Luria
35
36
(7) Taking a short cut/omitting things
Human beings are liable to take a short cut and/or omit things.
Man makes a reflex movement.
(8) Being influenced by physical condition
Human beings are liable to be influenced by the physical condition.
(9) Being influenced by the state of mind
(10) Visual direction
It is difficult to perceive things outside area where eyes are directed.
37
The range which is easy to see depends on the natural movement of the 
eyeballs and head :
1. The eyeball movement is as follows from the horizontal line. 
• The visual angle is downward 0 – 20 degrees .
• It is from the center to right and to left 20 degrees each.
2. The natural movement of the head is :
upward : 15 degrees, downward : 50 degrees 
from the center to right and to left each : 20 degrees
3. The range which is easy to see from the combined movement of the 
eyeballs and head is :
upward : 15 degrees, downward : 70 degrees
from the center to right and left each : 30 degrees
Fig. Obtaining rate of information by five senses
87
%
7%
3.5% 1.5% 1%
Eye Ear Nose Skin Tongue
%
O
b
ta
in
in
g
 r
at
e
38
39Fig. The range that people can watch closely
Visual angle
E
y
es
ig
h
t
40
Eye height
The following shows the range of height, which is easy to watch, for the 
panel (operator height : 165cm, eye height : 150 cm, distance from the 
panel : 2 m).
Panel position
A : Utility
B : Graphic display
C : Indicator
D : Adjustment and recorder
E : Manipulation
Fig. The range of height which can be easily watched
A
• Human beings are liable not to recognize what they 
think are not important.
• Human beings simplify received information when they 
are accustomed to it and are liable to omit an important 
part of it; in other words, not to see the situation correctly.
• As a result, they are liable to omit some part of 
operation, carry out operation insufficiently such as 
selecting wrong parts, and misunderstanding locations 
and/or places.
• Human beings easily forget what was informed.
• Human beings cannot stand excessive tension.
• Human beings get nervous when a problem takes 
place.
Short summary of human nature
41
To improve cash flow, production performance is very, very 
important.
But, it varies very much depending on the nation, the 
company, the corporate culture, the factory and the 
employees even if they use the same equipment.
Unless we in production continuously find our problems by 
ourselves and set our themes to resolve autonomously, the 
company will not be able to keep competitiveness in a 
fierce and highly competitive market.
1.5 The importance of continuous improvement
42
Conventional Improvement
Defect Expose of Improvement of Improvement,
casual factors → hardware by staff → permanent
and deficiencies specialists establishment
(limited number of improvement,
of items) standardization 
Because such improvements are single-shot efforts 
or are done by someone else, workers often maintain 
→ them only halfheartedly.
In the worst cases, they are ineffective 
because they do not address the root causes. 
Figure The Difference Between Conventional Improvement 
Promotion and Managerial Improvement Promotion
43
Figure The Difference Between Conventional Improvement 
Promotion and Managerial Improvement Promotion 
Defect • Analysis of defect Everybody
(phenomenon) → phenomena → searches for
analysis of causes
maintenance (deficiencies) by
comparing the
actual and ideal
states of the
equipment
Presentation of Enthusiastic
inspection inspection, Lasting
→ calendars by → improvement → results
AM, PM, QM and training
identification (autonomous
and deployment maintenance)
(priority given to 
managerial 
improvement
Educational and Managerial Improvement
44
The Reality of Innovation without Kaizen
Importance of Continuous Improvement
Innovation
Ideal level
45
Innovation with Kaizen
Innovation 
KAIZENKAIZENKAIZENKAIZEN
Maintain
Involvement of shop floor 
people
46
The necessity of continuous improvement
(The company should create an atmosphere of continuous
improvement as a company culture.)
Current level
47
Gap
[Without] [With]
Generation Generation
T
h
ep
er
fo
rm
an
ce
 l
ev
el
T
h
e 
p
er
fo
rm
an
ce
 l
ev
el
1st 2nd 3rd 4th 1st 2nd 3rd 4th
Two cases without autonomous improvement and with 
continuous improvement
48
1) Fire fighting approach
2) Continuous improvements with P.D.C.A cycle
– Build from fundamentals, lasting progress
fire fighting
improvement
Due to lack of foundation
and lack of standardization and maintenance, sustaining the achieved result is difficult 
and the problem will come back again.
Problem identification analysis countermeasures
checking the results
Implementation
OK : standardization Horizontal expansion
standardization
further detail analysis
standardization
more sophisticated 
method
1. true cause identified?
2. right method used and good 
analysis made?
3. right countermeasure 
implemented?
NO
Two different approaches
The shop floor people follow the standards to sustain the 
achieved results.
49
0
0
1
8
Near Misses 
First Aids
LTA – Major 
accident
LTA – Minor accident 
(D + F)
Fatal
84
Unsafe Conditions 1960
0
0
128
29
2007
207
3064
Unsafe Acts1852 2765
0
0
7
40
May ‘08 
Apr ‘09 
(12 months 
rolling)
341
3885
5018
2009
0
0
62
16
2008
628
3964
4030
HEINRICH PYRAMID - PLANT
Example : Safety issues
50
1st level : To achieve 0 lost time accidents 
(Look at safety root causes against lost time accidents, medication 
and fist aids)
2nd level : To further achieve 0 first aids
(Look at safety root causes even against near misses, unsafe 
conditions and unsafe acts and use the TWTTP for unsafe acts)
3rd level : To sustain 0 safety incidents, take countermeasures against 
identified problems at perception, judgement and action stages
Journey of continuous improvements
51
The five levels of active organization :
Commitment of the organization
Level 1 : People deny that there are problems or don’t 
want to see them.
Level 2 : People admit that there are problems but find
excuses for not being able to solve them.
52
Level 3 : People accept the fact that there are problems 
but unable to solve them because they don’t 
know how to attack them.
Level 4 : People want to see potential problems and for 
this try to visualize them. They will attack them 
by learning proper methods.
Level 5 : People know their problems, methods to solve 
them and how to involve all the people to 
attack them. They are ready to attack any 
problem and to change their organization if 
needed after solving the problem. 
(-Continued)
53
Level 1
A drop of water A collection of drops of water
Water
Physical characters of water
Cloud
Completely different behavior 
from physical characters of water
Level 5
54
Plant manager
Head of department
Head of section
Assistant manager
Foreman
Worker
Daily work
Improvement duty
Daily duty
55
On hierarchic organization, people in the upper rank 
must have higher percentage of improvement duties.
Maintaining the present state is a vice that refuses 
improvement.
Only changes create improvements.
56
“It is not the strongest of the species that survives,
not the most intelligent, 
but the one most responsive to change.”
Charles Darwin / The Origin of the Species
1.Needs;
57
Over entire continents and other large areas 
containing hundreds of competing societies, some 
societies will be more open to innovation, and some 
will be more resistant. The ones that do adopt new 
crops, livestock, or technology, may thereby be 
enabled to nourish themselves better and to 
outbreed, displace, conquer or kill off societies 
resisting innovation.
J. Diamond : “Guns, germs, 
and steel”
58
59
• World class companies create the 
energy of a crisis in the face of 
success for continuous challenge 
and engage every member of the 
companies for continuous 
improvement.
WCM is to make continuous 
improvements in a systematic 
and organized way by involving 
from the top to the shopfloor 
people In order to get the 
maximum benefits with
Minimal efforts
60
WCM allows a room for thinking ideas
If there is a room for thinking, we can deliver our strategy together 61
2. How WCM has been established
-- The seven keywords to 
understand WCM
62
(1) The importance of having a perspective view
from a global view to detail
“See the wood for the trees”
(forest wood tree branch twig)
� Safety matrix
Cost deployment
QA matrix are the way to have a perspective
Breakdown map view of the plant
Knowledge and skills matrix
Value stream mapping 
It is very important to have a horizontal view in order not to lose opportunities 
by missing some issues and to prioritize right issues correctly.
63
Clarification of 
prioritization 
Prioritization
Horizontal 
thinking
Lateral 
thinking
Issue
64
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qu
ipm
en
t C
on
tro
l
Au
xil
iar
y M
at
er
ial
s
In
sa
tu
ra
tio
n
Cl
ea
nin
gs
 an
d 
M
ain
te
na
nc
e
Ab
se
nt
ism
 d
ue
 to
 ill
ne
ss
NV
AA
 - 
Ch
ec
ks
Re
wo
rks
He
at
ing
s
Tr
ain
ing
NV
A 
- D
riv
ing
 F
or
ce
Ab
se
nt
ism
/S
trik
e
M
ain
te
na
nc
e 
Sp
ar
e 
Pa
rts
Sp
ec
ial
 W
as
te 
Di
sp
os
al
NV
A 
- O
ve
n 
He
at
 U
p
M
ac
hin
es
 S
low
do
wn
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
78%
65
� Do not mix objectives with means
66
� Always measure results against the original objectives and targets 
67
Itemization
The advantages of itemization are :
1.To classify issues
2.To sum up issues3.To narrow down issues
The disadvantages of itemization are difficulty in :
1.Having overview
2.Seeing whether there are any missing issues
3.Identifying overlapping issues
4.Understanding interactive relationships among issues
5.Grasping if there are too many issue
Opportunities Overlapping 68
Classification by MECE (Mutually Exclusive Collectively Exhaustive) is very 
important in order not to create confusion by preventing some issues from 
overlapping.
69
The logical tree with MECE will compensate for these disadvantages.
MECE MECE MECE
P
ro
bl
em
70
(2) Visualization
Visualization of problems creates action !
Problem
Be visualized
Perceive
Judge
Act
Tell
Persuade
Recognize
Judge
Act
Problem
By 
visualization By 
communication
Comparison between visualization and communication 71
Fig. Obtaining rate of information by five senses
87%
7%
3.5% 1.5% 1%
Eye Ear Nose Skin Tongue
%
O
b
ta
in
in
g
 r
at
e
72
1. Visualization of a problem leads to action
2. Visualization requires better understanding of 
phenomena in detail
3. Visualization creates sharing information with the 
concerned people
4. By submitting information through drawings it can 
be presented in a vivid, more understandable way 
and is easy to remember
5. If the operator doesn’t know the major problems he 
or she can’t help you.
Without visualization,
� We need a lot of communication and waste time.
� When we need to take action, we cannot see its timing.
� The problem cannot be highlighted even when we 
actually need to take action against it. 
1. Management commitment must be visible.
2. Safety requires standards and visibility.
3. Standards must be visible.
4. Performances must be visible ideally real time.
5. Waste and losses must be visible.
6. All the problems (breakdowns, contamination, etc.) must be 
visual.
7. How quality is built in at the process must be visible.
74
75
Definition of Visual Control
Visual control means that the equipment
itself informs the operator of its abnormality.
Abnormal !
“In a world class plant, there is a system which 
makes it possible to highlight any abnormality 
visually in such a way that anybody can 
recognize it as a problem.”
76
Visual Management
MODEL AREA
Where are problems ?
VISUALIZE THEM ! VISUALIZE THEM ! VISUALIZE THEM ! VISUALIZE THEM ! 
Eg. 1Eg. 1Eg. 1Eg. 1
Where is 
inventory? 
Eg. 2Eg. 2Eg. 2Eg. 2
Where are 
losses of 
equipment 
and labour?
Eg. 3Eg. 3Eg. 3Eg. 3
What generates 
cost?
Eg. 4Eg. 4Eg. 4Eg. 4
Where does the 
wall between 
organizations 
exist? 
Eg. Eg. Eg. Eg. 5 5 5 5 
Where are the 
weak points of 
production 
engineering? 
Places Places Places Places Places Places Places Places Places Places Places Places Places Places Places Places Places Places Places Places 
Level of Level of Level of Level of 
inventory inventory inventory inventory 
Money / Money / Money / Money / 
Time Time Time Time 
Money / Money / Money / Money / 
Time Time Time Time 
Time / Time / Time / Time / 
Money Money Money Money 
Money Money Money Money 
77
Creating a Visual Workplace
The first step in creating a visual workplace is 5S 
workplace organization. A visual workplace is capable of 
providing the following benefits:
• There is nothing extra or unneeded.
• Storage areas are clearly distinguished.
• There is a place for everything and everything is in its 
place.
• The workplace is kept immaculately clean.
• Items, information, schedules, and processes are 
recognizable at a glance.
• It is easy to distinguish immediately between what is 
normal and what is not.
• Waste and abnormalities are immediately recognizable 
to anyone.
• The flow of product, deviations from standards, and 
everything else that exists or occurs in the workplace is 
readily apparent at a glance.
• Standard procedures are easily understood.
• Paperwork is simplified and minimized.
• Quality is increased.
• Productivity is enhanced.
Sketches
* A well drawn sketch is as good as one 
thousand words
* By showing information by a sketch, it can 
be expressed vividly, well understood and 
easily memorized.
The amount of information a sketch has is equal to 
that of 8 minutes’ speech.
80
One point lesson
* People do not remember a lesson explained with many words.
* People find it easy to remember a lesson shown by sketches 
with a few words (80% : 20%)
* People understand a lesson if it is shown by sketches with a 
statement explaining why it is logically right.
81
An elephant has a 
long nose, two big 
ears and a big body
Seeing is believing
1. Visualization requires better understanding of phenomena in detail
2. Visualization creates sharing information with the concerned people
3. Visualization of a problem leads to action
82
Figure The visual workplace
Prevent 
abnormalities
Defect
abnormalities
Warn about
abnormalities
Build standards 
into the workplace
Share established standards
Share information and/or 
results of control activities
(5S): Sort, stabilize, shine, standardize, and sustain 
workplace organization. Plus (2S): Safety and security
Poke-Yoke
Visual Control
Visual Display
7S’s
83
Workplace organization is developed on a 7S foundation
―5S workplace organization plus safety and security― as 
follows.
1. Sort. Distinguish between what is needed and not 
needed.
2. Stabilize. Provide a place for everything and maintain 
everything in its place. 
• Determine the best location for all identified needed 
items 
• Determine how many of each item will be stored in 
each given location.
• Make it easy for anyone to find, use, and return these 
items.
3. Shine.
• Keep the workplace clean. Eliminate dirt, dust, and 
other foreign matter.
• Adopt cleaning as a form of inspection. This exposes 
abnormal conditions and corrects prefailure conditions 
by identifying problems while they are still minor.
• Integrate cleaning into everyday maintenance tasks. 
This adds value to equipment and pride in the work 
area.
4. Standardize. Maintain and monitor the first 3S’s.
• Standardize everything and make standards visible so 
all abnormalities can be easily and immediately 
recognized.
• Devise methods to maintain adherence to the desired 
state and prevent deviations from standards to:
― Prevent accumulation of material in unwanted 
places.
― Ensure everything is returned to its own place
― Maintain cleanliness standards
5. Sustain. Stick to the rules scrupulously. Make sure:
• Correct procedures become habit.
• All employees have been properly trained. 
• Employee work habits have changed. 
• The managers of the organization are deeply 
committed to implementing and maintaining these first 
5S practices.
In addition to 5S workplace organization, we can add 
two more subjects to the foundation of our organized 
workplace. 
6. Safety. Make the work sure every process and activity 
that is carried out on the factory floor is done safely.
• Safety must be a proactive effort. The design of any new 
activity must be founded upon safe practices 
• Everyone must adhere to all safety standards at all 
times. 
Continual audits should be set in place to assure 
compliance with all safety rules.
7. Security. Make the work environment secure in several 
areas:
• Provide security for the company’s intellectual property.
• Provide security for customers. Put systems in place that 
assure the reliable delivery of their orders:
― Software and recipe backups
― Factory fire and loss security measures
• Provide job security for employees. The company’s 
success depends on the manufacturing processes 
always being implemented reliably and precisely: 
― Deviations from process standards are not allowed
― Systematic improvements in process standards are 
encouraged
Figure The Visual Management Triangle
Seeing as a Group
・Production status
・Inventory levels
・Machine availabilityKnowing as a Group
・Delivery commitments
・Goals and schedules
・Management rules
Acting as a Group
・Consensus on rules and 
objectives
・Involvement in 
improvement activities
89
We made a grave error when we eliminated visual 
controls such as wall schedules and replaced them with 
computers. Wall charts support the visual management 
triangle. They involve the team and compel action.
The computer is invaluable, but not for group 
communicationーit lacks a public interface. This is the 
Achilles heel of material requirement planning (MRP) 
and enterprise requirement planning (ERP) systemsー
they are invisible and thus anaesthetize the workforce. 
When computers offer expanded visibility (e.g., 
displaying data on well-lit boards, with graphic displays 
illustrating production flow and inventories) they will play 
a larger role on the manufacturing floor.
90
“In a world class plant, there is a system 
which makes it possible to highlight any 
abnormality visually in such a way
that anybody can recognize it as a problem.”
91
Comparison between Visual Indication and Visual Control
AirFilter
Regulator
Lubricator
Visual 
indication
AirFilter
Regulator
Lubricator
Rubber 
ring
Visual control
92
OK !
Washing 
booth
Cover
Tank of washing liquid
[ Before ] [ After ]
Water supply 
display lamp
Scale
Float
• Paint defects due to shortage of 
washing liquid
• Unnatural posture when to 
inspect liquid level
• No scale on tank
• Noticeable in case of shortage 
of washing water
• Safe inspection
• Early confirmation of 
replenishment of washing liquid
• Automatic signal when washing 
liquid is full 93
The flower 
withers when 
oil has been 
run out
When a right 
amount of oil is fed, 
the flower 
becomes open by 
the move-ment of 
the float.By looking at 
the flower, we 
can observe 
anomaly of the 
oil quantity
The buoyancy of the 
float
94
(3) Right method/tools From reactive, via 
preventive to proactive improvement approaches
No methods are perfect and can solve all the problems.
We need to choose the right method/tools for each 
identified problem.
There are different kinds of solutions depending on 
where we are either at the reactive or preventive or 
proactive stage.
In general, a proactive solution is 100 times better than a 
reactive one (e.g., especially severe accidents, big 
breakdowns, market claims, etc.)
95
There are basically three levels of countermeasures :
�Reactive After an event has taken place, its counter-
measures are taken.
�Preventive Learning from the past, countermeasures to 
avoid a repeat (including similar problems under
similar conditions) are taken.
�Proactive Based on theoretical risk analysis, proper 
countermeasures to avoid a serious event to
occur are taken
96
Defective
(Pathogenic bacteria)
Countermeasure 1
(proactive) :
Destroy bacteria
Countermeasure 3
(poorly preventive) :
Do not fall ill even if bacteria 
invade
Countermeasure 4
(reactive) :
Isolate patients
Countermeasure 2
(preventive) :
Preventive medical 
treatment
Fig. : Reactive, preventive and proactive countermeasures against 
generating defectives (bacteria) 97
(a) An elevated method (proactive)
(b) A warning method (from 
reactive to poorly preventive) (c) A crossing gate method 
(preventive)
Fig. : Reactive, preventive and proactive to prevent 
crossing accidents 98
Revealing potential defects
Visible 
breakdowns
Potential defects
Prevention of 
breakdowns at the 
similar process through 
horizontal expansion
Number of breakdowns does not decrease
Potential defects have been revealed
A comparison between reactive and preventive approaches
99
Case – 1 
6000
5000
4000
3000
2000
1000
0
( Incidents / months )
2nd half
1st year
1st half
3rd year
1st half
2nd year
1st half 2
nd half
Natural 
deterioration 
of inside
Natural 
deterioration 
of outside
Forced 
deterioration
Number of breakdown
Transition of the number of 
breakdowns at “ D company ”
Factory figures:
1. Maximum production capacity:
32,000～35,000 units per month
2. Employees
3,200 people
3. Number of equipment
4,000 units
4. Production processes
1st division: Machining, adjustment, 
pressing, plating
2nd division: Plating, coating,
assembly
Case – 2 
1200
1000
800
600
400
20
0
0
1 4 6 7 8 9 10 11 122 3 5 1 4 6 7 8 9 10 11 122 3 5
( No. of breakdowns )
・ ・ ・ ・ ・
( month )
Phase 
1
Phase 2 Phase 3 Phase 4
The basic rules for reducing breakdowns to 
zero are countermeasures based on the 
identification of hidden breakdowns and 
autonomous maintenance by production 
department. Tokai Rubber carried out these 
measures and was able to significantly 
reduce breakdowns in just over 2 years. In 
some factories they achieved zero 
breakdowns.
Trends in reduction of equipment breakdown
Fig. Meaning of targeting Zero
【current stock level】 【optimum level】 【zero】
Target is close to 
be attained but 
never attainable.
By aiming at “zero”,
the optimum value 
can be attained
“What is the 
optimum level ?”
becomes a big issue.
There is no 
room for 
discussion.
Zero is zero.
(4) Zero optimum concept
102
Fig. : Making changes will lead to another local optimal point.
To
ta
l c
o
st
0 0.01 0.000001AQL
Effectiveness
Time
55% 85%
180M 9M
Quality control
Maintenance
Change over
Optimal level 
under certain 
assumptions
Making changes 
will create new 
problems.
Make changes, or 
you don’t make progress.
103
• Zero accidents
• Zero machine breakdowns
• Zero defects
• Zero customer claims
• Zero waste disposal
. . . Zero is a beautiful number.
With WCM zero becomes a reality.
We tend to look for the optimum conditions under certain 
assumptions, believing that these assumptions cannot be 
changed. One of the unique features of WCM is zero optimum 
concept and looks for changes of assumptions to achieve zero 
optimum such as zero breakdowns. 
104
Zero optimum approach
Traditional 
approach
Overall result
Many problems
Countermeasures against symptoms
Less problems
Some problems disappear for a 
while and pop up again
WCM approach Individual 
result 
Countermeasure against each root cause and 
measurement of its result to create knowhow
root cause
105
(5) Countermeasures against root causes, not 
against symptoms
1. Safety (accidents, medical treatment/first aids)
* Lack of knowledge
* Behaviour
* Management
* Lack of attention
* Personal conditions
* Tools/equipment
* Procedures, systems
106
Root causes analysis – Accident/Hazard
Fatal accident Plant Manager UNIT Shift Location
Severe Accident
MTC
First aid Surname and Name Analysis completed by whom ? Date
5W+1H (event description) BODY CHARTS SKETCH / PHOTOS FIRST ACTION DESCRIPTION
WHAT (nature and e body part)
WHEN (when was it done? start of shift, end of shift, meal, etc...)
WHERE (Is the job being done? i.e. workplace,machine, etc...)
WHO (who is doing the job?) Usual work
CAT. POSSIBLE ROOT CAUSES CHECK POSSIBLE ROOT CAUSES OK/NOK
WHICH (which kind of operation is on going)
HOW (How did injury occur?)
SAFETY - ROOT CAUSES ANALYSIS - ACCIDENT/ HAZARD
P
L
A
N
Medicazi
 
In
 
A B C N
Y N
UNSAFE CONDITIONUNSAFE ACT
Competence
Knowledge1
o Inadequate training,
o Little or no experiance in 
specific job,
o Other
Tools
Equipments6
o Tool/equipment insufficient
o Lack of maintenance
o Weakness design
o Unexpected running of 
equipment / tool
o Unschedule cleaning cycles
o Climatic condition
o Incorrect install./fabrication
o Insufficient lighting/ o 
Excessive noise
Procedures
Systems7
o Lack of standard 
procedures
o Insufficient procedures
o Undefined roles
o Unclear procedures
o Undefined safety practices 
and procedures
o PPE inadequate
o PPE unexpected
o Other...
Attitude
Behavior2
o Negligence,
o Incorrect use of PPE,
o No regard of safety rules
o Work cycles out of sequence
o Lack of use of PPE
o Dubious event,
o Other...Personal
conditions
5
o Mental deficency / 
instability
o Physical deficiency/ 
instability
o Impaired state (due to 
alcohol, drugs, Pr.Med)
o Familial problems
o Health problems
o Unexpected illness
o Personal problems
o Other...
Precautions
Attention4
o Lack of attention
o Operations not 
schedulated
o Misunderstanding
o Not correct use of PPE
o Other...
o Lack of training
o Poor physical attitude known
o PPE not available
o Inadeguate PPE
o Physical attitude
o Maintenance not performed
o Cleaning cycle not performed
o No regard of procedures and 
regulations
o Other...
Management3
FI, Kaizen, impro-vement 
activities, etc.
FI, Kaizen, impro-
vement activities, etc..
Coach/Return Coach/Return
Write Up
Training/OPL
Write Up
FI, Kaizen, improvement 
activities, etc.
FI, Kaizen, impro-
vement activities,etc.
Professional Services
Training/OPL
MaintenanceTraining/OPL FI, Kaizen, impro-
vement activities, etc.
Training/OPL
107
ACTION PLAN RESPONSIBLE FORECAST DATE CLOSED DATE NOTES
RESULTS ACHIEVED CHECK PERFORM BY DATE SIGNATURE NOTES
In last 3 months, was there an event(s) that YES
produced the same root cause? NO
ADDITIONAL ACTION PLAN RESPONSIBLE FORECAST DATE CLOSED DATE NOTES
RESULTS ACHIEVED CHECK PERFORM BY DATE SIGNATURE NOTE
In last 3 months, was there an event(s) that YES
produced the same root cause? NO
ESTENSION PLAN TO SIMILAR AREA AND SCHEDULING NOTE
Estension regards: U.T.E./Department U.O. Area:
Foreman signature Manager Production Manager R.S.P.P. signature
Line Leader Engineer Area Manager
D
O
A
C
T
C
H
E
C
K
If answer is YES, please schedule additional action plan
Aree di estensione Responsabile Data prevista fine lavori Data fine lavori
108
TURNO
MATRICULA OP DURACION
NOMBRE
FECHA
DESCRIPCIÓN DE LA INTERVENCIÓN
V / F
QUIÉN CUANDO
QUIÉN CUANDO
TIEMPO DE ESPERA
TIEMPO DE REPARACIÓN
REVISAR MATRIZ DE COMPETENCIAS / REVISAR CALENDARIO DE 
MANTENIMIENTO PREVENTIVO
T
IE
M
P
O
V
E
R
IF
IC
A
C
IÓ
N
FECHA DE INICO
HORA DE INICIO HORA FINALIZACIÓN
FECHA FINALIZACIÓN
TIEMPO TOTAL
A
C
C
IO
N
E
S
 R
E
S
U
L
T
A
N
T
E
S
ACCIONES CONTRA LA CAUSA RAIZ
TAREAS PARA EL PERSONAL DE MANTENIMIENTO
CONTACTAR CON PROVEDOR, PUESTO / OPERACIÓN ANTERIOR
CREAR Y COMUNICAR OPL
2
REVISAR LOS ESTÁNDAR DE AUTOMANTENIMIENTO
A
C
C
IO
N
E
S
RESULTADO DE LAS ACCIONES ( ESCRIBIR EN LA PARTE DE ATRÁS SI FUESE 
NECESARIO)1
2
4
3
5
SOLUCION DEFINITIVA O PROVISIONAL
6
REPUESTOS UTILIZADOS
5W + 1H 
QUÉ (¿Que producto se estaba fabricando?)
COMO (¿Cuáles son las consecuencias sobre el funcionamiento óptimo de la máquina?)
CUÁL (¿Habido símtomas premonitorios de la averia?, ¿Sucede en un caso particular?)
5
LISTA DE POSIBLES CAUSAS
1
A
N
Á
L
IS
IS
 D
E
 L
A
 C
A
U
S
A
 R
A
IZ
3
4
5
6
VERIFICACION DE LAS POSIBLES CAUSAS
1
2
MANTENIMIENTO PROFESIONAL EMERGENCY WORK ORDER "EWO"
4
3
Nº
D
E
S
C
R
IP
C
IÓ
N
 D
E
L
 P
R
O
B
L
E
M
A
DESCRIPCIÓN DEL PROBLEMA
D
E
F
IN
IC
IÓ
N
 D
E
L
 P
R
O
B
L
E
M
A
CUANDO (Inicio de turno, durante el turno, fin del truno, cambio de modelo, etc)
DONDE (Subgrupo, componente)
QUIÉN (Error del operario, Error del operario de Mtto, No depende del factor humano, etc)
OPERARIOS LINEA
MAQUINA
TIPO AVERIA PARCIAL / TOTAL
COMENTARIOS VERIFICADO POR FIRMA FECHA
DETERIORO
DEBILIDAD EN EL 
DISEÑO
INCREMENTO DEL 
ESTRÉS
INFLUENCIAS 
EXTERNAS
Material Defectuoso, 
Falta de material, etc
FALTA DE 
MANTENIMIENTO DE 
LAS CONDICIONES 
BASE
OPERACIONES NO 
EJECUTADAS 
CORRECTAMENTE
MANTENIMIENTO 
INSUFICIENTE
DEBILIDAD EN EL 
PROYECTO
INSUFICIENTES 
COMPETENCIAS 
DEL CONDUCTOR U 
OPERARIO DE 
MTTO
INFORMAR AL 
DEPARTAMENTO 
PERTINENTE
ESTÁNDAR AM
OPL SOBRE LAS 
CODICIONES 
OPERATIVAS
REVISAR 
CALENDARIO PM
REVISAR 
ESTÁNDAR DE 
DISEÑO
OPL PARA 
OPERARIOS
REVISAR MATRIZ DE 
COMPETENCIAS
TIPO DE CAUSA RAIZ
1
2
3
4
5
6
INSUFICIENT 
STRENGTH
INCREASED 
STRESS
DETERIORATION 
-
EXTERNAL
INFLUENCES
INSUFFIC.
SKILLS
DESIGN 
WEAKNES 
FAILURE 
TO 
RESTORE 
EQUIPMENT 
FAILURE TO 
MAINTAIN 
BASIC 
CONDITIONS
FAILURE TO 
OBSERVE 
OPERATING 
CONDITIONS
AM 
STANDARD
OPL / SMP
OPERATING
CONDITIONS 
PM
CALENDAR
DESING
STANDARD
OPERATOR
OPL
ENGINEER
OPL
SKILL
MATRIX 
REPORT TO:
DEPARTMENT,
SUPPLIER, 
WHAT SHOULD BE DONE AFTER BREAKDOWN TO PREVENT 
IT HAPPENS AGAIN?
Adapt.
AM
Create 
& 
Com.
OPL
Adapt.
PM
Feed_
back
HOW TO COMPILE AN EWO 
2. Breakdowns
109
Visual SOP
4 M analysis
MATERIALS
QC 7 Step
MACHINE METHOD MAN
QC 7 Step Problem
Incoming material 
inspection
Audit to suppliers’ 
Process (QM matrix )
5Q for 0 Defects
X Matrix
QM Matrix
JES
Poka 
Yoke
SOP
7 Steps - Quality Maintenance
QA Matrix
Human Errors
Poka Yoke
Kaizen
SMP
HERCA
Fig. : Problem solving tool kit
Training
OPL
Visual Aid
Visual SOP
POKA YOKE
Error 
Proofing
Q Gate
3. Poor manufacturing quality
110
4. Cost deployment (identification of losses to be 
attacked)
* Causal losses against resultant losses
5. EEM (long lead time, high cost, poor function, high 
running cost, poor quality, high number of breakdowns) 
* Poor design
* Unnecessary design changes
6. PD (losses caused by lack of competence)
* Lack of knowledge (Reactive, preventive, proactive levels)
* Lack of skills (Reactive, preventive, proactive levels)
7. . . . 
111
0
500.000
1.000.000
1.500.000
2.000.000
2.500.000
3.000.000
3.500.000
4.000.000
4.500.000
5.000.000
C
Z
K
DC R-Class - losses by activities
STEP 7
STEP 6
STEP 5
STEP 4
112
113
Lead time difference with and 
without EEM
Cost difference with and without EEM
Detail checking by front 
loading concept requires 
longer time at early stages 
but less time at later stages
Time
C
o
st
1
2
3
4
5
6
7
EEM
Copex process
114
Outline of 
equipment
specifications 
Process FMEA
4M analysis
QA matrix
Process chart
Evaluation of
equipment 
specifications
2nd
DR
(1)
(3)
(4)
(2)
Fig. Quality Assurance by Equipment from Early Stages
0
100
200
300
400
500
600
700
800
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
S1
S2
S3
S4
S5
S6
S7
EEM- Roller bench-dynamic test
Example : Short Lead Times
Without EEM With EEM TIME weeks
C
O
S
T
 K
€
0
100
200
300
400
500
600
700
800
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
C
O
S
T
 K
€
S1
S2 S3 S4 S5 S
6
S7
S1
S2
S3
S4
S5
S6
S7
Lead time difference 
with and without 
EEMCost difference with 
and without EEM
6 weeks
-∆80k€
Longer time at 
early stages
Minimum cost of 
modification
at later stages Longer time at early stag
Less time at later stage
115
116
Total 
cost IC re+ RCre
IC re
RCre
IC pre + RC pre
RC pre
RC pro
IC pre
IC pro
IC pro + RC pro
IC : Initial cost
RC : Running cost
Fig. :Cost difference with and without EEM
Time
By easier operation and human 
error free equipment with reliability 
and maintainability
Possible cost 
reduction
Example : EEM- Roller bench-dynamic test
MP (Maintenance Prevention) Functional design
M
P
 F
U
N
C
T
IO
N
A
L
 D
E
S
IG
N
Safety design
Reliability design
Maintainability design
Operation design
Diagnosis design
Autonomous 
maintainability design
Quality design
117
118
Definition of Visual Control
Visual control means that the equipment
itself informs the operator of its abnormality.
Abnormal !
“In a world class plant, there is a system which 
makes it possible to highlight any abnormality 
visually in such a way that anybody can 
recognize it as a problem.”
(6) Detail oriented (Lateral thinking)
�By going into detail, we can reveal and highlight the real 
hidden problems behind an issue.
�By going into detail, we can systematically crack difficult and 
complicated problems.
� By going into detail, we can clearly state phenomenaand 
clarify the mechanisms of generating problems.
� By analyzing data smart, we can get the maximum benefits 
with minor efforts since we have only limited resources.
� By identifying root causes of a problem and attacking it with a 
proper method (medicine) rigorously (correctly), we can 
eliminate the problem so that the problem will not prop up again.
119
Figure The Machine Loss Pyramid
Breakdown 
(function loss) Motor burns out
Minor Stoppage Motor overheating
(function reduction)
Minor Failures Vibration causes
(no function bearing 
reduction) deterioration 
Hidden Failures Loose nuts and
(no function bolts
reduction)
１１１１
10
30
Hundreds
Example
120
By not attacking the root cause of equipment failures, reactive organizations 
are doomed to a cycle of permanent breakdown maintenance.
Equipment
fails
Equipment runs,
is troublesome, 
and produces
quality defects
•Equipment runs 
•Quality is OK
•Productivity is low
•Failures are imminent
•Basic conditions are neglected 
•Deterioration is unchecked 
•Inherent design weakness exist 
•Workers have inadequate skills 
•Operating standards are not followed
Most organizations react here and 
only restore equipment to the point of 
getting the machine running again.
However, permanent improvement is only 
attained when conditions at the base of 
the pyramid which cause the failure are 
improved. 
Remaining chronic conditions will simply 
combine in new ways to cause new machine
failures.
Figure Continually reacting to equipment failures by restoring machine operation does 
nothing to eliminate the root cause of 
machine failures
Figure Minor machine defects are the true root cause of all machine failures
For every machine 
failure there are 
many underlying
chronic conditions 
as causes 
Equipment
fails
Equipment runs,
is troublesome, 
and produces
quality defects
• Equipment runs 
• Quality is OK
• Productivity is low
• Failures are imminent
• Basic conditions are neglected 
• Deterioration is unchecked 
• Inherent design weakness exist 
• Workers have inadequate skills 
• Operating standards are not followed
WCM activities focus on elimination of the root causes of equipment failure. Without this foundation of 
machine weaknesses, equipment failure will not occur.
Equipment
fails
Equipment runs,
is troublesome, 
and produces
quality defects
•Equipment runs 
•Quality is OK
•Productivity is low
•Failures are imminent
•Basic conditions are neglected 
•Deterioration is unchecked 
•Inherent design weakness exist 
•Workers have inadequate skills 
•Operating standards are not followed
Figure Without a foundation of eliminating minor defects, equipment failures occur
Market 
Claim 1
Hidden Claims
100 -- 300
Internal rejects
1,000
Out of specifications
10,000
Lack of quality standards
100,000
Fig. : Quality pyramid 124
Minimal cost 
(motivation for 
higher 
productivity with 
very low 
absenteeism rate)
1
Demand
fluctuation
Zero stock
(short lead 
times with 
quick 
setup)
JIT
2.
Quality
problems
Zero defects
（build in quality 
at the process)
TQC
3.
Machine 
breakdowns
Zero 
breakdowns
(high 
availability)
WCM
TIE
P E
TQM
There are 4 well known manufacturing 
improvement activities in Japan.
4.
Productivity
(7) Cost consciousness
125
One of the major drawbacks of WCM, TQC, JIT, and 
TIE activities is the lack of direct relationship between 
an activity and its cost reduction benefit.
No system is satisfactory without having the 
capability of evaluating cost.
126
Project Request from 
Operational Units / 
Focus Improvement 
Team
Topic worth of 
executing (B/C)
Topic is 
postponed
no
Project execution by 
project team 
(PDCA)&Update of Cost / 
Benefit Drivers
Project 
database
(Matrix E)
Follow up (if 
needed, 
horizontal 
expansion)
Determination of Benefit Drivers & 
Cost Drivers and Quantification by 
Focus Improvement Team
yes
Achieved 
Results?
yesno
Improvement Plan
127
3. The foundation to 
establish competitive manu-
facturing
128
3.1 People development
The initiative of PD must be taken by the plant 
manager
* The performance of the plant depends on the 
competence of the plant manager.
* It also depends on how the plant manager creates a 
good team to WCM.
* The plant manager must involve all the members of 
the plant so that everyone creates value.
129
What are the questions we should be asking 
ourselves as to how to get there?
“To manufacture well, we must start to create 
competent leaders.”
130
Horizontal View
See
Watch
Examine
Wide 
Strategic
To prioritize
To solve
Narrow 
Deep
WCM Principles
1. A perspective view
7. Cost consciousness
2. Visualization
3. Right method and 
tools
4. Zero optimum
5. Countermeasures 
against root causes 
6. Detail in order to 
see what cannot be 
seen visually
Fig. Everything starts from where and how we see our problems
See things 
through 
broadly
Perceive the 
meaning
Evaluate the 
judgement from 
the observed 
results
Pursue root 
causes against 
the identified 
results La
te
ra
l v
ie
w
131
THINKING
LEADER
THINKING
Right knowledge 
through education
Right skills through 
training
How to attack the identified PD issues
132
132
PLANT 
MANAGER
PROFESSIONAL 
EXPERT
PROFESSIONAL
WHITE COLLARS
BLUE COLLARS
To know where the problems 
are
Professionally exceptional 
people to attach problems
133
Operating PrincipleOperating Operating Standards
Turn chucked 
workpiece,applying 
the cutting tool to its 
surface.Move 
cutting tool parallel 
to the workpiece’s 
rotational axis to 
remove material 
from its surface 
until specified shape 
and dimensions are 
obtained.
1.Turn workpiece at 
the specified RPM 
and check for 
absence of wobble.
2.The cutting tool 
should always move 
in a straight line.
3. Make sure 
workpiece center is 
aligned with top 
edge of cutting tool.
Lathe Cutting
Chuck
Workpiece
Cutting tool
134
While drill is 
rotating,press it (feed 
forward) to enable the 
drill and chisel edge 
to remove material 
from the workpiece 
and expel the material 
via the drill 
grooves.A band 
around the drill’s 
perimeter provides a 
hole guide and helps 
the drill penetrate in a 
straight line.
1.Turn the drill at the 
specified RPM and 
check for absence of 
evenness and wobble.
2.Make sure drill’s 
cutting edges are the 
same shape and size 
all around (check drill 
length and angle)
3.Make sure the 
spindle moves in a 
straight line.
Drilling
Drill
Workpiece
135
Using two shoes to 
support the 
workpiece,turn it on 
the drive plate. Turn 
the grindstone at 
high speed and 
repeatedly apply it 
to the workpiece 
surface until enough 
of the surface has 
been removed to 
obtain the specified 
shape and 
dimensions.
1.Align center of 
workpiece with center 
of grindstone.
2.Make sure of the 
workpiece rotational 
centers and grindstone 
are parallel.
3.Make sure the 
workpiece and 
grindstone are both 
turning at the specified 
RPM and are free of 
mobble.
4.Run only at the 
specified cutting speed.
Internal Grinding
Packing plate
Grindstone
Shoe Workpiece
136
Create an arc in an 
inert gas between 
thebase material 
and the electrode 
and use the heat of 
the arc to melt and 
fuse (weld) the base 
material.
1.Do not allow the 
current to fluctuate 
during welding.
2.Maintain a constant 
distance between the 
electrode and the base 
material.
3.Hold the electrode at 
the specified angle when 
moving it forward to 
weld along the base 
material.
Arc Welding
Electrode
Arc
Base Material
Competent and wise men try to see
what cannot be seen visually
There is no correlation in a binary graph There is correlation in a ternary graph
137
Loss identification depends on your eyes.
138
People improve their eyes as they learn.
139
WCM 100% : KNOWLEDGE
KNOWLEDGE SHARPENS YOUR EYES!
140
141
The plant manager and pillar leaders must be 
educated and trained to become competent 
leaders as well as good managers.
* The gem stone cannot 
glitter unless polished.
Questions :
1. Who are able to see things broadly and understand what the most 
important issues to be addressed with priority are ?
(In fact, roughly speaking, only one out of 100 people can see the wood and 
the direction of wind for the trees.)
2. Who are able to see what cannot be seen visually and systematically 
crack difficult and complicated problems by going into detail?
(In fact, only a few people can pursue root causes against the identified 
problem.)
3. Who are able to calculate benefits correctly after investing some amount 
of money to solve the identified problem?
(In fact, no improvement should be accepted without having the capability of 
evaluating the benefits and required cost. B/C ratio. Very few people can 
evaluate the benefits of the carried out improvements.)
142
Hierarchical priorities for E & T
* Safety matrix
* Cost deployment
* QA matrix
* Breakdowns
* Minor stoppages
plant
manager
Managers
Specialists
Leaders
Operators
Deployment
Practice
143
Deployment, Implementation and communication of the 
WCM journey
Language of Objects, team 
leaders and shop floor people
Middle Management
The Language of KPI’s
The language of money -
Top Management
Let’s make sure communication does not become a barrier
At the end it should 
be a complete 
interface
Our middle managers need to be 
able to speak the two languages 
clearly 
e.g., 
•top management > money
•the shop floor > objects, how 
many breakdowns . . .
144
MANAGER
PROFESSIONAL 
EXPERT
PROFESSIONAL
WHITE COLLARS
BLUE COLLARS
FOCUS ON PLANT 
MANAGER AND HIS 
FIRST LEVEL
145
Reactive Preventive Proactive
* Safety management
* Environment management
* Cost deployment (A, B, C, D, 
E,F matrices)
* Understanding customers’ 
needs and wants
* Problem solving approaches 
(FI, AM, PM, QC, WPO, 
Logistics)
* People development
* Alignment of the organization 
structure to support delivery of 
its policy and strategy
* The basics of QC
* The basics of maintenance
* The basics of WPO
* The basics of logistics
* Absence management
* Rewarding system
* Policy management
* Strategic thinking
* Logical deployment
* Establishment of an action 
program to the near future
* Cost deployment (G matrix)
* Recruitment [using 
competency based job 
description and organizations 
required characteristics (current, 
future)]
* Real time performance 
management
The subjects the plant manager must master :
146
LEADER
THINKING
More thinking
More visual, 
direct (more 
sketches)
Just in 
education and 
training
PLANT
MANAGER
PROFESSIONAL 
EXPERT
PROFESSIONAL
WHITE COLLARS
BLUE COLLARS
147
LEADER
THINKING
PLANT
MANAGER
PROFESSIONAL 
EXPERT
PROFESSIONAL
WHITE COLLARS
BLUE COLLARS
Overall view
“Examine” problems
“Watch” problems
“See” problems
More knowledge & 
thinking
Training & skills
148
MANAGER
PROFESSIONAL 
EXPERT
PROFESSIONAL
WHITE COLLARS
BLUE COLLARS
LEADER
THINKING
More thinking
More visual, 
direct (more 
sketches)
Just in 
education and 
training
Right knowledge 
through education
Right skills through 
training
149
Hierarchical priorities for E & T
* Safety matrix
* Cost deployment
* QA matrix
* Breakdowns
* Minor stoppages
Plant
manager
Managers
Specialists
Team leaders
Deployment
Practice
Operators
150
JUST IN 
EDUCATION AND 
TRAINING
STANDARD 
EDUCATION AND 
TRAINING
Just in time education and training
151
In WCM, for each identified problem we choose a right 
method (medicine) with proper tools since there is no 
universal approach (medicine) to solve problems (to 
cure all illnesses).
152
Furnace Stratification
Cost Deployment 
Summary
Where is the problem 
occurring?
Furnace Outfeed
What are the root causes of 
the problems?
And which method/tools do 
you use?
0
50
100
150
200
Downtime Rejects
0
20
40
60
80
O
ut
fe
ed
C
as
ca
de
In
fe
ed
Z
on
e 
1
T
ip
pl
e
Z
on
e 
2
Z
on
e 
1
0
10
20
30
40
Lack of Basic
Conditions
Human Error Worn-out
Mechanical
Example 1 :
153
Countermeasures
Countermeasures
•Apply AM to step 3 to eliminate losses 
due to a lack of basic conditions on the 
dryer outfeed in 3 Months
•Apply PM to step 3 to eliminate losses 
due to worn out mechanical and 
electrical in 3 Months
•Eliminate Human Error losses through 
the People development pillar
Conditions
Furnace Outfeed
0
5
10
15
20
25
30
35
40
Lack of Basic Human Error Worn-out
Mechanical
154
Problems to be solved by people development because all of 
the problems we face in the operation is due to lack of 
competence
Furnace Outfeed
0
5
10
15
20
25
30
35
40
Lack of Basic Human Error Worn-out
155
(Reactive)
8. PM Step 2
1. 5G
2. 5W + 1H, 5Why
3. 7WCM tools
4. Maintenance
theory 
6. Breakdown maps 
7. AM step 1
8. AM step 2
9. AM 
step 3
10. Correct
evaluation
5. Machine 
classification
AM PM
1. 5G
2. 5W + 1H, 5Why
3. 7WCM tools
4. Maintenance
theory
5. Machine classification
6. Measurement of OEE, OPE
7. PM Step 1
9. PM 
Step 3
10. SMP
(Reactive)
To attack the identified losses, what competence do we need from the 
plant manager :
View 1) perspective view
(strategy, priority) 2) cost consciousness
Ideally, he(she) should know what methods/tools should be utilized and be 
able to check whether they have been applied correctly and evaluate the 
achieved results.
To what extent the plant manager must master?
Plant manager
156
In the same way, what competence (in detail) do we 
need from the production manager ?
1. 5G
2. 5W + 1H, 5Why
3. 7WCM tools
4. Maintenance
theory 
6. Breakdown maps 
7. AM step 1
8. AM step 2
9. AM 
step 3
10. Correct
evaluation
5. Machine 
classification
AM
(Reactive)
To what extent the production manager must master in detail ?
Production manager
157
In the same way, what competence (in detail) do we 
need from the maintenance manager ?
1. 5G
2. 5W + 1H, 5Why
3. 7WCM tools
4. Maintenance
theory
5. Machine classification
6. Measurement of OEE, OPE
7. PM Step 1
9. PM 
Step 3
10. SMP
(Reactive)
PM
8. PM Step 2
To what extent the maintenance manager must master in detail ?
Maintenance manager
158
We continue to ask up to the team leader and the team members 
who must attack the identified losses by themselves.
1. 5G
2. 5W + 1H, 5Why
3. 7WCM tools
4. Maintenance
theory 
6. Breakdown maps 
7. AM step 1
8. AM step 2
9. AM 
step 3
10. Correct
evaluation
5. Machine 
classification
AM
(Reactive)
To what extent they must be taught and master in much more detail?
1. 5G
2. 5W + 1H, 5Why
3. 7WCM tools
4. Maintenance
theory 
6. Breakdown maps 
7. AM step 1
8. AM step 2
9. AM 
step 3
10. Correct
evaluation
5. Machine 
classification
AM
(Reactive)
Team leader Team members
159
� Do not mix objectives with meansLOGIC
160
� Always measure results against the original objectives and targets 
Method & tools
161
RIGOR
A method (medicine) can work when it is applied 
correctly with rigor.
PACE
The marketcannot wait until we solve all the 
problems. We need pace by involving all the people 
and raising their competence quickly enough.
162
RESULTS
All the activities carried out must bring out good results. 
otherwise, we must have either attacked wrong issues 
or applied wrong method/tools or lack of rigor in 
application or lack of pace.
E.g., Bronze level 10 – 20% cost reduction
Silver level 25 – 40% cost reduction
Gold level ca. 50% cost reduction
163
3.2 Good maintenance
� The major problem is to utilize equipment in an 
optimal way with well organized maintenance.
� Equipment is designed to be reliable, but still liable 
to breakdown because it consists of many 
components and only when one of the components 
(A components) breaks down, it will break down.
� To eliminate breakdowns is technically possible, 
but the problem is how to do it economically.
164
Identify !
� Problems to be addressed is how to detect the component 
economically.
� To establish such a maintenance system as to detect the 
component, we need to understand maintenance theory. 165
Development of the Japanese Quality Assurance
Vision, strategy 
Satisfactions of stakeholders 
Management 
R & D 
Marketing 
Product planning 
Design 
Production preparation 
Business 
Manufacturing techniques 
Purchasing 
Manufacturing 
Quality control 
Inspection control 
Inspection QC 
Process QC 
Total Quality Control 
TQM 
3.3 Built in quality at the process
166
Major concept about quality assurance (in general)
1 Inspection-oriented quality assurance
The first stage of quality assurance, which focuses mainly on 
inspection of final products, involves only the inspection 
department and the quality department. Their main functions are 
to prevent defective products from being released from the 
company.
Limitations
(a) Inspectors do not build in quality. They are extra people, 
which reduces labor productivity.
(b) The responsibility of quality assurance does not belong to 
the inspection division, but to the design and production 
divisions.
167
(c) It is liable to take too much time to feed back information 
from the inspection division to the production division.
(d) As the production speed is increased, it becomes impossible to 
make inspection by human being properly.
(e) In order to carry out quality control in terms of ppm, the 
statistical sampling method for AQL does not work.
(f) There are a lot of items which cannot be guaranteed by 
inspection.
(g) If defectives are produced one after another at processes, it is 
no use carrying out strict inspection.
168
2 Process-oriented quality assurance
The second stage of quality assurance, which focuses on process 
control, involves the workshops, subcontractors, the purchasing 
department, the production engineering department and even the 
business department.
“100% good quality is pursued by investigating process 
capability carefully and controlling the production process 
properly.”
“Build-in quality at the process.”
We(Toyota) are not interested in buying products from the 
companies which sell good products, but interested in buying 
products from the companies which have good production 
processes.
169
The basic principle of quality assurance : Build in quality at the 
process.
The investigation and determination of inspection methods, 
measuring equipment, or inspection facilities at processes 
become major issues.
1. From the stage of designing, quality problems must be 
investigated.
2. Through trials, hidden problems must be discovered.
3. The knowledge about quality and maintenance problems at 
existing processes must be used when establishing new 
production lines.
170
4. 100% assurance of the process capability for quality must be 
made.
5. The method of inspecting the initial product (try-out) and its 
feedback to improve the processes must be clarified.
6. Development of inspection equipment at the process is vital.
7. Introduction of fool proof devices to prevent human mistakes 
must be made.
Limitation
(a) The problems which came from bad development and design 
cannot be solved by the production and inspection divisions.
(b) The mis-selection of material cannot be solved by process 
control. 171
Process
Machine
charact-
eristics
Quality
charact-
eristics
The degree 
of
importance
Control 
method
Trend 
control
Condition 
control
The degree 
of 
guarantee
To assure quality at the process : QA sheet
Overall 
evaluation
172
173
Processing
In
sp
ec
ti
o
n
In
sp
ec
ti
o
n
In
sp
ec
ti
o
n
In
sp
ec
ti
o
n
Inspection
P
ro
ce
ss
in
g
P
ro
ce
ss
in
g
Only 
processing
Inspection of 
the operation 
of the previous 
process + 
processing
Processing + 
inspection of 
the operation 
of this process
Processing of the 
operation of the 
previous process + 
processing + 
inspection of the 
operation of this 
process
Inspection 
only
Fig. How to inspect products in a line
3 Quality assurance in new product introduction
The third stage of quality assurance, which starts from 
developing a new product, requires company-wide activities 
from planning of the new product to releasing the product to 
customers. Quality guarantee at this stage of developing the 
new product eventually means that quality control must be 
done with the participation of all the divisions and all the 
employees including subcontractors.
“Build-in quality at the design and the process.”
174
Reasons
(a) If QC is not pursued properly in new product introduction, 
satisfactory quality guarantee cannot be made.
(b) If the company makes a failure in new product introduction, 
it becomes a matter of survival or death for the company.
(c) Quality assurance in new product introduction involves 
research, planning, designing, trial production, purchasing, 
production technology, production, inspection, business after 
service departments.
175
176
Ideal Time for Modifications
Ideal time for 
modifications
Worst time for 
modifications
P
o
ss
ib
il
it
y
 o
f 
q
u
a
li
ty
 a
n
d
 p
ro
d
u
ct
iv
it
y
 i
m
p
ro
v
em
en
t
C
o
st
 o
f 
m
o
d
if
ic
a
ti
o
n
s
Concept Development Validation Production
Fig.
177
Table Quality Assurance System
Step Engineering Department
Quality Assurance 
Department
Manufacturing Department
QC Requirements to 
Manufacturing Department
Drawings
Assessment of Engineering 
Requirements
Quality Function Deployment
Product Planning
Production Design
Research of Production 
Technology
Quality Specifications
FMEA/FTA
Designation of Early-stage 
Manufacturing Control
Quality Audit / 
Reliability Test
Prototype
Zero Phase Design Review/ Zero Phase Quality Assurance meeting
First Design Review/ First Quality Assurance meeting
P
r
o
d
u
c
t
 
p
l
a
n
n
i
n
g
P
r
o
d
u
c
t
 
D
e
s
i
g
n
/
P
r
o
t
o
t
y
p
e
178
Quality Assurance System (cont’d)
Step Engineering Department
Quality Assurance 
Department
Manufacturing Department
P
r
o
d
u
c
t
 
p
r
e
p
a
r
a
t
i
o
n
M
a
s
s
 
P
r
o
d
u
c
t
i
o
n
Process Planning
Planning of Machines and Tools
Process FMEA
Quality Audit/Reliability 
Test
Mass Production (Early-Stage)
Inspection 
Specifications
Quality Audit/ 
Reliability Test
Preparation of 
machines and Tools
Assessment of Quality 
Process
Mass Production (routine)
Second Design Review/ Second Quality Assurance meeting
Third Design Review/Third Quality Assurance meeting
QA. Network
Process Control 
Chart
Release from Early-Stage 
Manufacturing Control
Pilot Production
Process Capability 
Study
Work Standard
Training of 
workers
179
Necessary Activities for Quality Assurance
a) Quality Control of Design
* Reliable quality function・・・・・・・・・・・・ Quality function deployment 
* Reliable product design ・・・・・・・・・・・・ Specifications of parameters, 
specifications of tolerances
* Reliablequality assurance ・・・・・・・・・・・・ Design review, FMEA ,FTA,
ＣＣＣＣontrol of important 
points
* Reliable quality confirmation ・・・・・・・・・・・・ Reliability testing
180Fig. The Structure of Reliability Testing
Development
Design
Prototypes
Process planning
Trial mass
production
Mass production
Design change
process
Reliability 
testing
(Step)
Reliability testing of the trial products
Reliability testing plan
Reliability testing of the products of 
trial mass production
Reliability test of the mass produced 
products
0th DR, 0th QA meeting 
Secondary DR, Secondary QA meeting
Firstly DR, Firstly QA meeting 
*1 - Checking the 
conditions which 
lead to the failure. 
Checking the 
applicability of the 
product in use 
environments.
*2 - Checking the 
reliability including 
the variations 
cause by manufacturing. 
*1
*2Reliability 
testing
Reliability 
testing
181Fig. Concept of Parameter Design (Stability Design)
It is useful to make parameter design in order to assure product reliability
de
m
an
de
d 
ch
ar
ac
te
ris
tic
s
noise between products
(Variation of parts and material 
for making the same products)
Variation of items
de
m
an
de
d 
ch
ar
ac
te
ris
tic
s
external noise
(Environmental used conditions
such as temperature, humidity, 
voltage and use condition)
Given conditions
de
m
an
de
d 
ch
ar
ac
te
ris
tic
s
noise due to deterioration
(Deterioration and wear due
to usage)
Specified period
A1,B1 and C1, are stable design parameters to meet demanded characteristics.
182
b) Quality Control of Manufacturing
* Design of reliable manufacturing processes
・・・・・・・・・・・・ Specification of parameters, specification of 
tolerances, investigation of process capability
* Reliable quality assurance 
・・・・・・・・・・・・ Process QFD, process FMEA, quality assurance over 
the entire process, control of important points, 
reliability testing during production preparations
* 100% inspection at the critical processes
・・・・・・・・・・・・ Automatic testing, fool proof devices, screening 
system, debugging system 
* Reliable workforce・・・・・・・・・・・・ QC circles, evaluation of skills 
183
QC process chart
No Process
Name 
of the
process
Manufac-
turing 
standards
Quality process 
control standards
Countermeasures
in the case of
abnormalities
Remarks
M
ac
h
in
es
 j
ig
s/
 t
o
o
ls
O
p
er
at
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 c
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 s
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it
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 c
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ta
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 m
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 i
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 c
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so
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re
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le
P
ro
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ss
 c
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tr
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st
an
d
ar
d
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In
sp
ec
ti
o
n
 s
ta
n
d
ar
d
s
Determination of specifications
Design
Determination of production flow
Determination of the conditions of manufacturing process
Determination of quality specifications
Inspection standards QC process chart
Manufacturing process
Assembly operational standards
Press operational standards
Coil operational standards
Cutting operational standards
Grinding operational standards
Fig. From process QFD to QC process chart
184
c) Evaluation of quality control activities
* Evaluation of product quality
(Evaluation of the result)
* Evaluation of the quality
assurance organization
(Evaluation of the quality
assurance process)
QA meeting
Quality auditing 
system
QC diagnosis
185
Table QA Meetings
1st QA meeting
2nd QA meeting
3rd QA meeting
4th QA meeting
5th QA meeting
• Planning the product that will satisfy customers.
• Realization of quality targets.
• Important quality specifications
• Confirmation of design quality
• Evaluation of degree to which quality targets have 
been achieved
• Stipulation of quality control criteria
• Securing machine and process capacity
• Confirmation of inspection processes and methods
• Confirmation of manufacturing quality and process 
capability
• Striving for quality in manufacturing
• Ensuring the quality of incoming materials and parts
• Confirmation of the quality of the new products
Product planning
Product design
Prototype design/ manufacture/ 
test/ evaluation
Production preparing
Mass production (early stage)
Trial production test/evaluation
Mass production
186
Phenomena
Specs
ProcessCauses
Process
major effects medium effects minor effects
Defect 
mode
(custo-
mer)
Defective 
product 
section
Quality 
characteristics
Defective 
mode
P
rc
o
es
s 
 
se
q
u
en
ce
P
ro
ce
ss
 
n
am
e
1 2 3
Process QA matrix
Article name
Article number
Person Head Manager
In charge
Table QA Matrix
187
Table QA Matrix
A: effect big
B: effect medium
Name of product:ABC
Name 
of 
process
QA matrix (Product 
development management)
Items of product guarantee 
and the degree of influence 
(Product development 
management)
Quality guarantee 
items at each 
process
Guarantee 
charac-
teristics
Defect
mode
Estimated 
cause
The 
degree of 
influence
The 
degree of 
occurrence
The 
degree of 
detection
Chemical 
charac-
teristics
Electric 
charac-
teristics
Guarantee 
items
Physical 
charac-
teristics
Pro-
cess
No.
Spec. 
value
Problems at 
develop-
ment stage
188
*forgotten
*overlooked
*mistaken
*misunderstood
*insufficient
Man
Content *manufacturing
*handling
*manufacturing 
standard
*lack of 
accuracy
*wear
*breakdown
* raw material
* auxiliary 
material
* environment
Pro-
cedure
MethodMachine MaterialCause
Operation
Process 
function
Defective mode
1 2 3 4
1
2
3
Table 4M Analysis at each Step of Operation
Article name
Article 
number
Date
Person Head Manager
in charge
189
Fig. Quality Control at the Manufacturing Process
early stage 
production
type of the 
distribution
systematic change
takes place
Investigation of
process 
capability
• Machine, lot
• Material
• Time
Specific tables
for process 
control
statistical
Control of
process
• Control chart
• Check sheet
• histogram
Automatic 
testing
Fool proof 
devices
sporadic
Control point
Control items
trial mass 
production
normal production
Q
ua
lit
y 
C
ha
ra
ct
er
is
tic
s
Time
abnormal
190
Product plan
Product design
Testing product
Trial mass 
production
Early stage
production U
se
 o
f 
p
ro
ce
ss
 c
ap
ab
ili
ty
 
in
fo
rm
at
io
n
Q
A
 o
f 
th
e 
eq
u
ip
m
en
t
E
q
u
ip
m
en
t 
p
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n
in
g
P
ro
ce
ss
 p
la
n
n
in
g
E
q
u
ip
m
en
t 
d
es
ig
n
M
an
u
fa
ct
u
ri
n
g
 
ad
ju
st
m
en
t
Tr
ia
l p
ro
d
u
ct
io
n
E
ar
ly
 s
ta
g
e
p
ro
d
u
ct
io
n
QA of the product
Use of process capability 
information
Fig. The Structure of Process Capability Checking
E
st
ab
lis
h
m
en
t
o
f 
q
u
al
it
y 
st
an
d
ar
d
s
Checking of 
process capability
・・・・Analysis of cause and 
effects
・・・・Improvement of process
・・・・Standardization, evaluation
Maintenance and 
improvement of
process capability
・・・・Production engineering div.
・・・・Equipment manufacturing div.
・・・・Quality control div.
・・・・Manufacturing div.
Manufacturing div.
Normal 
production
191
Example
192
193
194
100,000 check issues
Table The QC Mindset : The QC Viewpoint is vital
Category The QC Mindset Meaning
T Total (1) Strengthening the 
company constitution
Use QC to create a company constitution 
capable of achieving lasting prosperity
(2) Total participative
management
Unite employees’ talents companywide and 
exercise them to the full
(3) Education and 
dissemination
Boost human resource development by 
strengthening education and training
(4) QC audits Top management itself must check the 
state of progress of QC and champion QC 
activities
(5) Respect for humanity Respect people’s dignity and have them do 
their best
S Statistical(6) Use of QC tools It’s no good trying to do things by one’s 
own devices
(7) Dispersion control Pay attention to dispersion and identify its 
causes
195
Table The QC Mindset (-continued)
Category The QC Mindset Meaning
Q Quality (8) Quality first Aim to secure profits by giving top priority 
to quality
(9) Customer orientation Make the goods and services that 
customers really want
(10) The next process is 
your customer
Never send defectives or mistakes on to 
the next process
C Control (11) The PDCA Wheel Conscientiously follow the Deming Cycle
(12) Management by fact Base decisions and actions on facts
(13) Process control Control the process of work 
rather than its results
(14) Standardization Formulate, observe and utilize standards
(15) Source control Control systems at their source, 
not downstream
(16) Policy management Use policy management to evolve 
consistent company activities
196
Table The QC Mindset (-continued)
Category The QC Mindset Meaning
C Control (17) Cross-functional 
management
Create horizontal links throughout the 
organization and improve systems for 
managing quality, cost, delivery, safety 
and morale
I Improvement (18) Priority 
consciousness
Pounce on priority problems and 
attack them mercilessly
(19) The QC 7-Step 
Formula
Effect improvements by faithfully 
following the QC 7-Step Formula
(20) Recurrence 
prevention, prior 
prevention
Never repeat the same mistake!
Do not neglect recurrence prevention 
and prior prevention of trouble
197
198
Improvement Toolkit
The 7 WCM Tools
Key: • Included •Basic Toolkit • Be Aware Of
1. Prioritization (Find out important problems)
* Losses translated into money based on cost deployment
* ABC classification
* Pareto diagram
* Stratification
* QA matrix
* Machine breakdown map
* Safety matrix
* Value stream mapping, etc.
199
The 7 WCM Tools
2. Systematic, logical and detailed deployment of 
objectives into right means and right solutions, and 
measurement of the results against the objectives and 
targets
�Do not mix objectives with means
200
The 7 WCM Tools
3. Problem description with sketches (Drawing sketches 
requires better understanding of the problem in detail.)
(Understand the problem.
Using isometric diagrams is strongly recommended.)
4. 5W + 1H (2H) with the 5G principles
(Grasp the current situations.)
* Histogram
* Control chart 
. . . . . 
201
Improvement Toolkit
The 7 WCM Tools
Key: • Included •Basic Toolkit • Be Aware Of
5. Root-cause analysis
(To identify true causes.)
* Cause and effect diagram with a sketch(es) 
between a probable cause and the effect
* 5 Why analysis
* 4M analysis
* Systematic diagram
6. Phenomena description with sketches (Drawing sketches 
requires better understanding of the phenomena in detail.)
(Observe carefully what are happening behind the 
problem.)
7. TWTTP
(Find hidden issues behind the problem.) 
202
Improvement Toolkit
The 7 WCM Tools
Key: • Included •Basic Toolkit • Be Aware Of
The Way to Teach People (TWTTP)
* How do you do this work?
* How do you know you are doing this work 
correctly?
* How do you know that the outcome is free of 
defects?
* What do you do if you have a problem?
203
The 7 WCM Tools
Prioritisation
Systematic 
deployment 
of objectives 
into means 
& solutions
Problem 
description 
with 
sketches
5W+1H with 
the 5G 
principles
Root cause 
analysis
Phenomena 
description 
with 
sketches
TWTTP
204
Training on “The 7 basic WCM tools”
• Losses translate into
money based on cost
deployment
• ABC classification / Pareto
diagramm/Stratification
• QA-matrix / S-matrix
Machine breakdown map
• Losses translate into
money based on cost
deployment
• ABC classification / Pareto
diagramm/Stratification
• QA-matrix / S-matrix
Machine breakdown map
1
Priorisation
205
• To identify where the 
problem is
• To identify where the 
problem is
2
Systematic, 
logical and 
detailed
deployment
of objectives
Training on “The 7 basic WCM tools”
206
• Understand the 
problem
• Understand the 
problem
3
Problem
descriptio
n with
sketches
1. Lente malposizionata 
:
l’assemblaggio dei 
manufatti non si presenta 
in maniera corretta 
causando un potenziale 
errore dimensionale in 
fase di montaggio in 
vettura
2. Adesivo 
incompleto : 
l’adesivo utilizzato per 
creare una giunzione 
ermetica tra elementi 
corpo e lente non è 
presente in quantità 
sufficiente a garantire la 
tenuta
3. Adesivo debordato : 
l’adesivo utilizzato per 
creare una giunzione 
ermetica tra elementi 
corpo e lente ed è 
presente in quantità 
eccessiva causando 
difetti estetici
Training on “The 7 basic WCM tools”
207
• Understand the current
situation
• Understand the current
situation
4
5W + 1H
5G
Training on “The 7 basic WCM tools”
208
• To identify true causes• To identify true causes
5
Root-cause
analysis
Training on “The 7 basic WCM tools”
209
• Observe carefully what
are happening behind the 
problem
• Observe carefully what
are happening behind the 
problem
6
Phenomena
description
Training on “The 7 basic WCM tools”
Phenomena identification with 
sketches
Traditional approach is to take 
countermeasures against the symptom of a 
problem.
WCM identifies phenomena behind the 
problem. In WCM to resolve the problem 
identifying the phenomena with sketch(es) is 
the key.
In many cases, to identify the phenomena is 
not easy. But to eliminate the problem, a 
great effort should be paid to identify the 
phenomena (especially in an X matrix).
210
211
Note :
The cause and effect diagram is liable to list possible 
causes not based on facts and not logically develop-
ed, but on opinions and presumptions. Then causes 
tend to be determined by big voices of some bossy 
people based on their past experiences or pre-
conceptions. It is vital to identify phenomena behind 
the problem. 
There are, in fact, two things, science and opinion ; 
the former begets knowledge, the latter ignorance.
How we have applied Quality Maintenance using sketches
Ex 1: incorrect assembly of the differential shaft with the planetarium
OIL LEAKAGE TEST KO 
FROM THE 
DIFFERENTIAL SHAFT
212
~ 10°°°°
213
0°°°°
214
How we have applied Quality Maintenance using sketches
Ex 2: known root cause
QUALITY PROBLEM
PHENOMENON 
DESCRIPTION
Shiftability ProblemShiftability Problem
PHENOMENON 
DESCRIPTION
215
QUALITY PROBLEMShiftability Problem
PHENOMENON 
DESCRIPTION
216
Quality Maintenance – Q Components 
Q Component identification: example WERA Machine
X Matrix – QM Matrix
BEARINGS: pointed out by “X Matrix”
Direct impact on PRODUCT QUALITY:
Shiftability
Top five Machine Components
Critical for Product Quality
Workhead 
Spindle 
Bearing
ToolHead 
Spindle 
Bearings
Pieceholder
Elastic Pliers
Phaser
217
By adopting Quality Maintenance, we check the
parts of the machine which could cause quality
defects on our product, in order to periodically
verify their efficiency.
Ex 2: known root cause
Worn ToolHead Spindle Bearings
Right Axis of Rotation
218
Ex 2: known root cause
219
Right Axis of Rotation
How to inspect stressor variation
Q Component bearing – WERA Machine
Diagnostic 
technique
How to inspect 
stressor variation Trend management
Vibration 
control
Control of vibration 
through CBM 
measurement 
techniques 
220
How to inspect stressor variation
Q Component bearing – WERA Machine
ANALYSIS OF VIBRATION 
IN BEARING – ON LINE
BREAKTHROUGH
BEARING PCDATA COLLECTOR
Trend Management
221
Data collection is
done during machine
operation, simultaneously
to production.
5 Questions for zero defects
Q Component bearing – WERA Machine
222
223
Ex. 3 : Water leakage localized on cylinderblock – seat cap ∅∅∅∅ 50 mm
Marks of contacts 
with
cylinder block
Root cause:
Deformation of the cap due to
improper contacts with the 
terminal clamps
0
1
2
3
4
5
6
7
8
lug-10 ago-10 set-10ott-10 nov-10 dic-10 gen-11
Mancanza 
di 
interferenza 
tra sede e 
basamento
Man
Machine
Material
Method
Il tappo non è stato 
piantato sino in 
fondo
Il piantaggio del 
tappo è eseguito 
spingendo il tappo in 
modo anomalo
Il diametro della 
sede non conforme
Diametro del tappo 
non conforme
Materiale tappo non 
conforme
Testimone del piantaggio sulla 
superficie del tappo
Non rilevate non conformità
del materiale
Diametro della sede conforme 
(50,013 vs 50 +/- 0,030)
NON MISURABILE DOPO MONTAGGIO
Pressione 
piantaggio
Mancanza 
di 
interferenza 
tra sede e 
basamento
Man
Machine
Material
Method
Il tappo non è stato 
piantato sino in 
fondo
Il piantaggio del 
tappo è eseguito 
spingendo il tappo in 
modo anomalo
Il diametro della 
sede non conforme
Diametro del tappo 
non conforme
Materiale tappo non 
conforme
Testimone del piantaggio sulla 
superficie del tappo
Non rilevate non conformità
del materiale
Diametro della sede conforme 
(50,013 vs 50 +/- 0,030)
NON MISURABILE DOPO MONTAGGIO
Pressione 
piantaggio
How we have applied quality maintenance using sketches
224
How we have applied Quality Maintenance 
PLUG
PLUG PUNCH
E
L
A
S
T
IC
 
D
E
F
O
R
M
A
T
IO
N
 O
F
 
P
L
U
G
 B
O
T
T
O
M
RIGHT PLUG 
WORK
INTERFERENCE
RIGHT PLUG 
WORK
ANOUMALOUS 
PLUG WORK
PERMANENT DEFORMATION
PUNCH CONTACT
G A PPLUG SEAT ONCYLINDER BLOCK
P
LU
G
 D
IA
M
E
T
E
R
225
Contact point
Contact point
“Work” 
surface
“Work” surface
No Contact
No Contact
New design of terminal clamps
X Matrix
QM 
Matrix5Q – 0 
DEFECTS0
1
2
3
4
5
6
7
8
lug-10 ago-10 set-10 ott-10 nov-10 dic-10 gen-11
“0 DEFECTS” 
MACHINE - How we have applied Quality Maintenance - EXAMPLE
Introduction
QA Matrix: 
methodologies and
activities
4M analysis:
-Man 
-Method
-Machine
-Material
QC of incoming
materials
Results
Ex. 4 : Difficult coupling on test bench
Problem description: 62 cases - 100% dimensional errors on cluth housing
Error Ø (diameter) holes
Error Orthogonality of holes
Tipo de anomalia – FTQ
Position Error of holes
Position Error of holes
Difficult coupling on test bench due to 
position error of the holes 137 and 
138. Specified tolerance is 0,050 mm 
and we found results until 0,172 mm, 
at OP 30 1GXL in UTE 2914. No 
concentration on shift or operator,. 
Concentration on X axis error on 
machine 031.
Revised problem
How we have applied quality maintenance using sketches
BEFORE PART BLOCKING NOT PROPER
Misalignment of the clamp to the basis
Deformation of 
the product
137
138
F
F
M
BASIS
QC FI
AFTER PART BLOCKING PROPER
Perfect alignment of the clamp to the basis
PRODUCT SUPPORT
137
138
F
F
M=0
QC FI
4,5 ZERO
DEFECTS
QUALITY MAINTENANCE – MODEL PROCESS
PMAM
AM CALENDERPM CALENDER
230
• Find hidden issues behind
the problem
• Find hidden issues behind
the problem
7
HERCA 
&
TWTTP
Training on “The 7 basic WCM tools”
4. Sustainment and diffusion 
of WCM knowhow
What we need are :
1. standardization
2. knowledge management
3. time management
to sustain what have been achieved by WCM 
and to diffuse the WCM knowhow quickly 
enough 
231
4.1 Standardization
1. What is a standard?
・ A standard is a clear image of a desired 
condition. 
2．Why are standards so important in WCM?
・ Standards make abnormalities immediately 
obvious so that corrective action can232232
be taken.
3．What makes an effective standard?
・ A good standard is simple, clear, and visual.
232
In WCM system, standards are linked to action. 
A thick volume on a shelf has little meaning. But 
a clear image posted at the point of use has power.
Consider a quality standard for, say, paint finish. 
Here are three types of standards and their 
relative power.
• Written description in the supervisor’s desk 
drawerーlow power.
• Picture posted in the workplaceーhigher power.
• Actual sample of both good and bad conditions 
posted at the point of useーhighest power.
233
Figure Standards Categorized by Object
Object Example of application-based standards
1.Things Quality control standards, inspection 
standards, standards for responding to 
customer complaints
2. People and 
operations
Standards describing the sequence of 
manual operations, work instruction 
standards, etc.
3. Equipment Equipment maintenance standards
4. Information production orders, follow-up standards, 
item labeling standards
5. People and safety Safety standards
234
Figure Development of Standards Improvement 
Activities
Standardization
on a higher level 
Direction of improvement 
⑥⑥⑥⑥ Improvement of management methods: information 
Step-by-step 
progress ⑤⑤⑤⑤ Standardization of objects: materials
④④④④ Building standards into equipment: production equipment, 
computers, etc.
③③③③ Standards for jigs, tools, and alarm devices: measurement
②②②② Standards manuals to clarify work sequences: methods
①①①① Procedure explained by veteran workers: people
235
Figure Evaluation of Current Standards Level
Level
Category
Lowest 1 2 3 4 5 Highest
Item Appropriate
Method
Methods that 
Depend on Veteran 
Workers
Operation Methods 
Improvement, Related 
Steps
Handling Methods 
Improvement – Jigs, 
Tools, and 
Instruments
Production 
Equipment/ Systems 
Improvement
Manufacturing 
Methods and 
Materials 
Improvement
Quality Quality control 
(QC)
• Oral 
announcement of 
precautions
• Thorough training
• Provision of 
standards manuals
• Visual management
• Poka-yoke devices
• Alarm system
• Source control
• Self-diagnostics 
using a computer
• Changes in 
materials
• Changes in 
production 
methods
• Changes in 
design plans
Safety Safety 
awareness 
training (SAT)
• Repeated 
announcement of 
safety 
precautions 
• Confirmation of 
indicators
• Training 
• Safety shelving 
• Safety standards 
manuals 
• 5S activities 
housekeeping
• Auto stoppers
• Sensors
• Cutoff system
• Guard devices
System changes
Equip-
ment
Preventive/
productive 
maintenance 
(PM)
• 5S activities 
(housekeeping)
• PM training
• PM during routine 
inspection
• MTBF measures
• Alarm system
• Diagnostic system
• Improvement of 
functions in parts
• Changes in 
operation methods
• Improvements in 
reliability
System changes
Operation 
methods
Industrial 
engineering 
(IE)
• Training and 
practice drills
• Operations by 
veteran workers
• Control of operation 
manual writing 
process
• Development of 
operator-machine 
systems
• Low-cost 
automation
• Computer-based 
automation and 
control
Development of 
FMS, FA, and CIM
Lead 
Time
Process time 
(PT)
• Oral 
communication 
system
• Management 
without 
standard times
• Standard-time-
based management 
• Development of 
Plan-Do-Check 
system
• Visual 
management of 
abnormalities
• Auto conveyance 
at production 
processes
• Computer control 
of all processes
Development of 
FMS, FA, and CIM
237
Figure Progression of improvements Toward an Ideal 
Operation Time
Note: Circled numbers refer to the levels shown ｉｎｉｎｉｎｉｎ ｔｈｅｔｈｅｔｈｅｔｈｅ ａｂｏｖｅａｂｏｖｅａｂｏｖｅａｂｏｖｅ ｓｌｉｄｅｓｌｉｄｅｓｌｉｄｅｓｌｉｄｅ
Time
1. Elimination of irrationality, inconsistency, and waste 
in current operations 
2. Standardization of the 5Ms (men/women, machines, 
materials, methods, and money)
3. Reduction of defects
1. Countermeasure for underutilized equipment 
2. Equipment layout improvement 
3. Elimination of waste through better management
1. Hardware oriented improvements (equipment
automation, process-linking improvements) 
2. Other improvements (improvements in standard 
operation time management and process management)
1. Ideal layout improvement 
2. Practical use of innovative technologies
3. Innovations in design and policies
Current 
operation 
time
Ideal (target) 
operation time
①①①①
②②②②
③③③③
④④④④
④④④④
⑤⑤⑤⑤
&higher
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6Step 7
7 steps standardization to establish a good
manufacturing basis
Documentation
One page report
Order
5T, safety standards
Work
SOP
Foundation
5S
Measurement
Maintenance
AM, PM, 2G (operating principles, 
operating standards) jigs, tools
Quality
4M standards, 2G
238
1. Seiri (Abandon the 
unnecessary)
2. Seiton (Putting 
things in order)
3. Seiso (Keep tidy 
and clean)
1. Tei-ji
2. Tei-ichi
3. Tei-hyouji
4. Tei-ryou
5. Tei-shoku
3S 5T
239
A place for everything and 
everything in its place
The 5S system is designed to create a 
visual workplace - that is, a work 
environment that is self-ordering, and 
self-improving. 
In a visual workplace, the out-of-
standard situation is immediately 
obvious and employees can easily 
correct it. 
Managing thus, on the basis of 
exceptions, makes excellence possible.
240
Reduce clutter, reduce ills 
Nightingale set about transforming the hospital by 
providing decent food, clean linen, clearing out the drains 
and opening the windows to let in fresh air. In just one 
week she removed 215 handcarts of filth, flushed the 
sewers nineteen times and buried the carcasses of two 
horses, a cow and four doges which had been found in the 
hospital grounds, The officers and doctors who had 
previously run the institution felt that these changes were 
an insult to their professionalism and fought her every step 
of the way, but she pushed ahead regardless.
The results seemed to vindicate her methods : In 
February 1855 the death rate for all admitted soldiers was 
43% but after her reforms it fell dramatically to just 2% in 
June 1855.
241
Table Ten Principles for 
Implementing 5S
1. Keep in mind that your true goal is a well-ordered, 
smoothly flowing production line. Never let the 5S process
itself become the goal, or you’ll end up with the Jive Ss.
2. Distinguish necessary items from unnecessary items and 
get rid of the unnecessary ones immediately. 
Excess inventory is a major unneeded item to target.
3. To keep your processes from getting bogged down, first 
get rid of all excess work-in-process. If you set up and 
maintain U-shaped production lines, organization and 
orderliness will follow naturally. 242
5. If management sets the example with the first four Ss, 
the fifth S, discipline, will follow naturally.
6. Toilet facilities should be better than the ones 
in the employees’ homes. This creates a clean and 
hygienic atmosphere throughout the plant.
7. Everyone needs to be responsible for picking up debris,
including top management. This will keep the plant neat 
and clean. 
4. Eliminate the waste that arises from looking for things. 
The secret of the orderliness is to position items according 
to their frequency of use and to make sure they can be 
returned easily to their proper places. 
243
8. Cleaning is an occasion for spot checks. Pieces of 
equipment should be labeled in the order of their tendency 
to break down, and they should be cleaned and inspected
every day.
9. No electrical wires should dangle from the ceiling. You’ll 
have a more streamlined production line if they enter or 
exit the machines from the side. 
10. Clerical and administrative departments should also be set 
up in streamlined lines to provide a readily observable 5S 
examples.
244
Figure 5S Implementation 
Overall goal: well-organized, smoothly flowing production lines
5S Goal Steps for achieving the goal
Stage 1 Stage 2 Stage 3
Organization Creating well-
organized, smoothly 
flowing production 
lines
Most of the 
unneeded items 
are excess 
inventory and 
unfinished 
goods 
Creation of 
compact 
streamlined 
lines
Streamlined 2S 
lines that are 
simplified and 
automated
Orderliness Everything in its place Creating 
storage bins for 
parts
Improvement of 
the pre-setup 
process 
(reorder charts)
Just-in-time 
supply 
production with 
kits
Cleanliness Creating a clean, 
pleasant workplace
Improving the 
floor surface
The managers 
are responsible 
for picking up 
scraps
Improving the 
ceiling; 
a debris-free 
workplace
Standardized 
Cleanup
Maintaining a clean 
manufacturing 
process
Improving the 
cafeteria and 
areas
Remodeling the 
toilet facilities
Improving the 
lightening 
(2000 lux)
Discipline A well-mannered 
workplace
Courtesy 
campaign
Everything 
done with spit 
and polish
Campaign to 
instill a sense 
of style 245
Table 3-3. 5S Evaluation Checklist
Worksite
Section
Line
Date
Members
Check-
points
Evaluation Level
1 2 3 4 5
Organi-
zation
Orderli-
ness
Cleanli-
ness
Standard-
ized 
Cleanup
Discipline
Subtotals points points points points points
Total Goal: Try to raise the total by 20 points within the next evaluation 
period.
Comments
Organization
Warehouse 
(inventory 
manage-
ment )
The 
storage 
area is too 
cluttered to 
walk 
around 
freely.
Items are 
placed 
irrationally.
Items have 
designated 
storage 
places, but 
they’re 
often 
ignored.
Items are 
stored in 
proper 
locations, 
but no 
standard 
criteria 
indicate 
when to 
reorder.
Items are 
managed 
for a just-in-
time supply 
and tracked 
on 
inventory 
boards.
Check-
points
Evaluation Level
1 2 3 4 5
Work areas Items lie 
scattered 
around for 
months, in 
no 
particular 
order.
Items lie 
around for 
months, but 
they don’t 
get in the 
way.
Unneeded 
items have 
been red-
tagged and 
a disposal 
date has 
been set.
Only items 
to be used 
within the 
week are 
kept around.
Only items 
needed the 
same day 
are kept 
around.
Aisles Work-in-
process 
and other 
items stand 
in a roped-
off area in 
the aisles.
Items are 
set on the 
sides of the 
aisles so 
employees 
can pass, 
but carts 
and dollies 
cannot pass. 
Items 
protrude 
into the 
aisles.
Items 
protrude 
into the 
aisles but 
have 
warning 
labels.
There is no 
work-in-
progress, 
so the 
aisles are 
completely 
clear.
Check-
points
Evaluation Level
1 2 3 4 5
Work-
benches 
and tables
Tables are 
covered 
with 
unneeded 
materials.
Tables hold 
materials 
that are 
only used 
once every 
two weeks.
Tables hold 
extra 
pencils and 
other 
unneeded 
stationary 
items.
Items 
remain on 
the tables 
for as long 
as a week.
Only the 
minimum 
items 
needed are 
kept on the 
tables.
Machine 
parts 
storage
Parts are 
jumbled 
together 
with paper 
craps and 
rags.
Broken and 
unusable 
parts are 
being 
stored.
Frequently 
used parts 
are stored 
separately 
from those 
that will not 
be used 
soon.
All parts 
are stored 
in standard 
places with 
standard 
labels 
according 
to an easily 
understood 
system.
Nothing is 
found out 
of place.
Check-
points
Evaluation Level
1 2 3 4 5
Line 
organiza-
tion
The line is 
in disarray, 
and 
planned 
downtime 
occurs 
more than 
40 percent 
of the time.
Planned 
downtime is 
as high as 
40 percent, 
and the flow 
of the line is 
unclear.
Planned 
downtime 
is around 
30 percent, 
and there 
is waste 
involved in 
transport-
ing material.
Planned 
downtime is 
around 20 
percent, 
and 
unfinished 
goods are 
kept on the 
line.
The line is 
well-
organized 
and flows 
smoothly, 
with no 
more than 
10 percent 
planned 
downtime.
Check-
points
Evaluation Level
1 2 3 4 5
Equipment 
(mainly 
sewing 
machines)
Equipment 
is placed in 
no 
particular 
order, 
some of it 
rusted and 
unusual.
Usable and 
unusable 
equipment 
are kept 
together.
Unusable 
and 
unneeded 
equipment 
has been 
thrown out.
Equipment 
is managed 
according to 
its 
frequency of 
use and 
degree of 
importance.
The 
equipment 
is set up so 
anyone can 
find what 
they need 
to use at 
any time.
Orderliness
Reordered 
level (items 
arrive when 
needed, in 
the 
required 
quantities)
Parts are 
reordered 
when 90 
percent 
have been 
used up, 
and parts 
shortages 
still occur.
Parts are 
reordered 
when 90 
percent 
have been 
used up, 
standby 
occurs at 
assembly 
processes.
Parts arereordered 
when 
95percent 
have been 
used up. 
Problems 
sometimes 
occur 
during 
model 
changes.
Parts are 
reordered 
when 
99percent 
have been 
used up. 
New 
product 
orders 
generally 
arrive in 
time.
The work 
site 
practices 
just-in-time 
manufactur
-ing, 
reordering 
only as 
inventory is 
used up.
Check-
points
Evaluation Level
1 2 3 4 5
Check-
points
Evaluation Level
1 2 3 4 5
Waste from 
searching 
during 
setups
Employees 
wander 
aimlessly 
searching 
for parts 
and 
materials.
Employees 
move in a 
zigzag 
pattern 
gathering 
up what 
they need.
Some effort 
is wasted 
in 
searching 
for things.
Setup carts 
are used.
No time is 
lost in 
searching 
for things.
Jig and tool 
storage
Jigs and 
tools are 
scattered 
all over the 
place.
Jigs and 
tools are 
stored in 
boxes.
Different 
kinds of 
jigs and 
tools are 
stored 
separately.
Jigs and 
tools are 
stored on 
shadow 
boards.
Jigs and 
tools are 
arranged 
by 
frequency 
and order 
of use.
Check-
points
Evaluation Level
1 2 3 4 5
Parts and 
materials
Defective 
and good 
parts are 
stored 
together.
Defective 
parts are 
kept on a 
separate 
shelf.
Only good 
parts are 
kept in 
storage; 
nicks, 
humidity 
damage, 
and other 
problems 
are 
avoided.
Storage 
shelves are 
clearly 
labeled and 
well 
organized.
Parts are 
delivered 
just-in-time, 
using 
kanban 
and 
tracking 
boards.
Check-
points
Evaluation Level
1 2 3 4 5
Drawings 
and charts
Current 
drawings 
are 
jumbled 
together 
with torn, 
outdated 
charts.
Drawings 
are 
organized 
and filed by 
category.
Drawings 
that are 
hard to 
read have 
been 
replaced 
with new 
ones.
Drawings 
are stored 
so they’re 
easy to 
retrieve.
The system 
allows 
anyone to 
return 
drawings to 
their proper 
places.
Check-
points
Evaluation Level
1 2 3 4 5
Documents 
and other 
written 
materials
Documents 
are 
scattered 
randomly 
on tables 
and 
shelves; 
old 
documents 
lie 
forgotten in 
storage.
Documents 
have been 
straight-
ened 
enough so 
that 
someone 
who looks 
long 
enough will 
find them 
eventually
Documents 
of the 
same type 
are stored 
in the same 
place.
Documents 
and written 
materials 
are 
classified 
and color 
coded.
Visual 
storage is 
fully imple-
mented. 
Anyone 
can easily 
retrieve 
documents 
and return 
them to 
their proper 
place.
Cleanliness
Check-
points
Evaluation Level
1 2 3 4 5
Wires and 
pipes on 
the ceiling
Dusty wires 
and pipes 
dangle 
haphazardl
y from the 
ceiling.
Wires and 
pipes are 
laid out for 
each line, 
but they 
are hard to 
clean 
around.
Wiring for 
each line is 
bundled, 
making 
cleaning 
easier.
Few pipes 
or wires 
are evident, 
and there’s 
no debris 
from 
overhead.
No pipes or 
wires hang 
from the 
ceiling.
Aisles Aisles are 
littered with 
cigarette 
butts, 
thread, and 
metal 
shavings.
There are 
no large 
pieces of 
trash, but 
small paper 
scraps, 
debris, and 
dust are 
present. 
The aisles 
are 
cleaned 
only the 
morning.
Surface 
defects 
discovered 
during 
cleaning 
are quickly 
repaired.
Efforts are 
made to 
keep the 
aisles from 
getting dirty 
in the first 
place.
Check-
points
Evaluation Level
1 2 3 4 5
Machines 
and 
equipment
Machines 
and 
equipment 
are dirty 
and are 
used in that 
state.
Visible 
parts of the 
equipment 
appear to 
be cleaned 
occasionall
y.
Equipment 
is cleaned 
during 
setup and 
changeover.
Operators 
clean the 
equipment 
once a day.
Machines 
and 
equipment 
have 
inspection 
labels and 
are 
cleaned 
every 
morning.
Cleanli-
ness of 
work areas
Pieces of 
thread, 
scraps of 
cloth, and 
cutting dust 
are 
scattered 
around.
There’s no 
large 
debris, but 
smaller 
debris and 
dust are 
present.
The area 
has been 
cleaned.
The area is 
cleaned 
every day 
at the end 
of the shift.
Debris and 
dust are 
caught 
automatical
ly to keep 
the area 
clean.
Check-
points
Evaluation Level
1 2 3 4 5
Work 
tables and 
desks
Surfaces 
are piled so 
high with 
documents, 
tools, and 
parts that 
they can’t 
be cleaned.
Dust and 
debris have 
accumu-
lated under 
the work 
tables.
Work 
tables and 
desks are 
cleaned 
once a day.
Even the 
legs of the 
tables and 
desks are 
clean, and 
al nicks 
and 
scratches 
have been 
repaired.
Everything 
is kept 
clean at all 
times.
Check-
points
Evaluation Level
1 2 3 4 5
Windows, 
window 
frames, 
and walls
Window-
panes are 
missing or 
cracked, 
with 
haphazard 
repairs.
The panes 
are dirty, 
and debris 
have 
accumu-
lated on 
the frames.
The panes 
are dirty, 
but the 
frames are 
occasional-
ly cleaned.
Both the 
panes and 
frames are 
kept clean.
Window 
shades are 
used; walls 
are kept 
clean and 
uncluttered, 
and no 
extraneous 
items are 
attached to 
the walls, 
giving the 
area a 
pleasant 
atmo-
sphere.
Check-
points
Evaluation Level
1 2 3 4 5
Tools, jigs, 
and molds
Some 
items are 
rusted.
No items 
are rusted, 
but some 
are 
covered 
with oil or 
dirt.
Only the 
parts that 
users 
actually 
touch are 
clean. 
Grinding 
dust and 
other 
debris have 
been 
cleaned off, 
making 
tools and 
implements 
pleasant to 
handle.
Devices 
prevent 
accumula-
tion of 
debris in 
the first 
place, and 
any debris 
is quickly 
cleaned off.
Check-
points
Evaluation Level
1 2 3 4 5
Standardized Cleanup
Restrooms Facilities 
are dirty; 
supplies 
run short; 
unpleasant 
to use.
Fixtures 
are rinsed, 
but they 
are still 
dirty and 
supplies 
run out 
sometimes.
Restrooms 
are 
cleaned 
once a day, 
but they’re 
still a bit 
dirty. 
Restrooms 
are clean 
and 
hygienic, 
and supply 
shortages 
do not 
occur. 
Restrooms 
are 
pleasant 
and well 
lit,with 
music 
piped in.
Cafeteria 
and 
employee 
lounges
These 
areas are 
so dirty one 
doesn’t 
want to sit 
there.
The areas 
have been 
cleaned 
somewhat, 
but they’re 
still dirty.
One 
wouldn’t 
mind sitting 
there in 
work 
clothes, but 
not when 
dressed up.
Chairs 
have been 
cleaned so 
clothes 
don’t get 
dirty.
The areas 
are 
extremely 
clean, 
sanitary, 
and 
attractively 
decorated; 
guests can 
be taken 
there.
Check-
points
Evaluation Level
1 2 3 4 5
Check-
points
Evaluation Level
1 2 3 4 5
Implements 
and jigs 
(low-cost 
improve-
ments)
Items have 
been 
patched 
together 
with tape 
and like.
Signs and 
signal light 
stands are 
made of 
flimsy 
materials 
such as 
cardboard.
Makeshift 
implements 
look weak 
and fragile.
Some 
equipment 
is crude-
looking and 
handmade.
Well-made 
mechanism 
use simple 
automation.
Overall 
layout
The room 
is dark, 
making 
detailed 
work 
difficult. 
Light and 
illumination 
have been 
provided, 
reducing 
the 
possibility 
of on-the 
job injuries.
The room 
is bright 
and 
safe,well 
lighting, 
illumination, 
and shades.
Ventilation 
is sufficient, 
giving the 
work area 
a 
refreshingly 
airy feel.
The plant is 
obviously a 
healthy 
working 
environ-
ment.
Check-
points
Evaluation Level
1 2 3 4 5
Discipline 
Workplace 
attitude
Employees 
avoid eye 
contact and 
don’t say 
anything, 
even when 
they bump 
into others.
People say 
“Excuse 
me” when 
they bump 
into 
someone, 
but 
otherwise 
ignore 
others.
Employees 
make eye 
contact 
with and 
greet only 
about 10 
percent of 
the other 
people.
Employees 
acknowl-
edge about 
half of the 
others they 
encounter.
Everyone 
is polite 
and 
pleasant 
and at least 
smiles and 
nods to 
others.
Check-
points
Evaluation Level
1 2 3 4 5
Smoking Employees 
smoke 
openly, 
even in 
front of 
first-time 
visitors. 
More than 
50 percent 
smoke on 
the job.
Employees 
smoke 
even while 
being 
addressed 
by a 
supervisor. 
Less than 
50 percent 
smoke on 
the job.
Employees 
light up 
immediate-
ly after 
meals, 
without 
asking 
permission 
of visitors. 
Less than 
40 percent 
smoke on 
the job.
Employees 
don’t 
smoke if 
their visitor 
doesn’t 
smoke. 
Less than 
30 percent 
smoke on 
the job.
Employees 
don’tsmoke. 
Less than 
30 percent 
smoke on 
the job.
Check-
points
Evaluation Level
1 2 3 4 5
Manner of 
speech
People use 
unnecessar
y jargon. 
They 
generally 
ignore 
other’s 
ideas and 
are not 
good 
listeners.
People 
have a 
know-it-all 
attitude 
toward 
others and 
do not 
actively 
pay 
attention 
when 
others are 
speaking.
People 
occasional-
ly speak 
politely and 
are 
receptive to 
others’ 
ideas about 
half of the 
time, 
paying 
attention 
when 
others are 
speaking.
People 
always 
speak 
politely, 
with 
respect for 
their 
leaders. 
They are 
receptive to 
others’ 
ideas bout 
60 percent 
of the time 
and nod in 
actively 
listening.
People 
generally 
speak 
politely and 
respectfully 
to 
everyone. 
They are 
receptive to 
others’ 
ideas about 
70 percent 
of the time 
and are 
positively 
supportive 
of others 
who are 
speaking.
Check-
points
Evaluation Level
1 2 3 4 5
Clothing Many 
employees 
wear soiled 
clothes.
Many 
people 
have 
buttons 
missing or 
wrinkled 
clothes.
Most 
people are 
cleanly but 
carelessly 
dressed 
and don’t 
wear their 
name tags.
The 
employees 
look stylish 
and well 
put 
together.
Most 
employees 
wear even 
their work 
uniforms 
with pride 
and flair.
Punctually Employees 
are often 
more than 
30 percent 
minutes 
late. No 
one is 
concerned 
about time.
Employees 
are often 
up to 20 
minutes 
late. Some 
people are 
often lax 
about time.
Employees 
phone 
ahead 
when 
they’ll be 
10 minutes 
late.
Employees 
often hurry 
to keep 
appoint-
ments or to 
arrive 
within 5 
minutes of 
the 
scheduled 
time.
Employees 
arrive 5 
minutes 
ahead of 
the 
scheduled 
time and 
are never 
late.
Check-
points
Evaluation Level
1 2 3 4 5
Instilling 
the 5S 
spirit
Employees 
are 
unaware of 
5S 
conditions 
and ignore 
colleagues’ 
mistakes or 
infractions.
They notice 
when 
conditions 
aren’t 
maintained, 
but 
mention it 
casually if 
at all
They don’t 
talk to the 
person 
responsible, 
but try to fix 
the 
situation 
themselves 
or tell the 
other 
person’s 
boss about 
it.
They talk to 
the other 
person on 
the spot, 
speaking 
softly. The 
other 
person 
does not 
accept the 
advice 
positively.
They talk to 
the other 
person on 
the spot, 
and he or 
she 
accepts the 
advice 
positively.
Table : 5S Evaluation Checklist (detail)
Worksite
Section
Line
Date
Members
270
Check-
points
Evaluation Level
1 2 3 4 5
Organi-
zation
Orderli-
ness
Cleanli-
ness
Standard-
ized 
Cleanup
Discipline
Subtotals points points points points points
Total Goal: Try to raise the total by 20 points within the next evaluation 
period.
Comments
271
Organization
Warehouse 
(inventory 
manage-
ment )
The storage 
area is too 
cluttered to 
walk around 
freely.
Items are 
placed 
irrationally.
Items have 
designated 
storage 
places, but 
they’re often 
ignored.
Items are 
stored in 
proper 
locations, 
but no 
standard 
criteria 
indicate 
when to 
reorder.
Items are 
managed for 
a just-in-
time supply 
and tracked 
on inventory 
boards.
Check-
points
Evaluation Level
1 2 3 4 5
272
Work areas Items lie 
scattered 
around for 
months, in 
no particular 
order.
Items lie 
around for 
months, but 
they don’t get 
in the way.
Unneeded 
items have 
been red-
tagged and a 
disposal date 
has been set.
Only items to 
be used 
within the 
week are 
kept around.
Only items 
needed the 
same day 
are kept 
around.
Aisles Work-in-
process and 
other items 
stand in a 
roped-off 
area in the 
aisles.
Items are set 
on the sides 
of the aisles 
so employees 
can pass, but 
carts and 
dollies 
cannot pass. 
Items 
protrude into 
the aisles.
Items 
protrude into 
the aisles but 
have warning 
labels.
There is no 
work-in-
progress, so 
the aisles are 
completely 
clear.
Check-
points
Evaluation Level
1 2 3 4 5
273
Work-
benches and 
tables
Tables are 
covered with 
unneeded 
materials.
Tables hold 
materials 
that are only 
used once 
every two 
weeks.
Tables hold 
extra pencils 
and other 
unneeded 
stationary 
items.
Items 
remain on 
the tables 
for as long 
as a week.
Only the 
minimum 
items 
needed are 
kept on the 
tables.
Machine 
parts storage
Parts are 
jumbled 
together 
with paper 
craps and 
rags.
Broken and 
unusable 
parts are 
being stored.
Frequently 
used parts 
are stored 
separately 
from those 
that will not 
be used soon.
All parts are 
stored in 
standard 
places with 
standard 
labels 
according to 
an easily 
understood 
system.
Nothing is 
found out of 
place.
Check-
points
Evaluation Level
1 2 3 4 5
274
Line 
organiza-
tion
The line is 
in disarray, 
and planned 
downtime 
occurs more 
than 40 
percent of 
the time.
Planned 
downtime is 
as high as 40 
percent, and 
the flow of 
the line is 
unclear.
Planned 
downtime is 
around 30 
percent, and 
there is 
waste 
involved in 
transport-ing 
material.
Planned 
downtime is 
around 20 
percent, and 
unfinished 
goods are 
kept on the 
line.
The line is 
well-
organized 
and flows 
smoothly, 
with no 
more than 
10 percent 
planned 
downtime.
Check-
points
Evaluation Level
1 2 3 4 5
Equipment 
(mainly 
sewing 
machines)
Equipment 
is placed in 
no particular 
order, some 
of it rusted 
and unusual.
Usable and 
unusable 
equipment 
are kept 
together.
Unusable 
and 
unneeded 
equipment 
has been 
thrown out.
Equipment is 
managed 
according to 
its frequency 
of use and 
degree of 
importance.
The 
equipment is 
set up so 
anyone can 
find what 
they need to 
use at any 
time.
275
Orderliness
Reordered 
level (items 
arrive when 
needed, in 
the required 
quantities)
Parts are 
reordered 
when 90 
percent have 
been used 
up, and parts 
shortages 
still occur.
Parts are 
reordered 
when 90 
percent have 
been used 
up, standby 
occurs at 
assembly 
processes.
Parts are 
reordered 
when 
95percent 
have been 
used up. 
Problems 
sometimes 
occur during 
model 
changes.
Parts are 
reordered 
when 
99percent 
have been 
used up. 
New product 
orders 
generally 
arrive in 
time.
The work 
site practices 
just-in-time 
manufactur-
ing, 
reordering 
only as 
inventory is 
used up.
Check-
points
Evaluation Level
1 2 3 4 5
276
Check-
points
Evaluation Level
1 2 3 4 5
Waste from 
searching 
during 
setups
Employees 
wander 
aimlessly 
searching 
for parts and 
materials.
Employees 
move in a 
zigzag 
pattern 
gathering up 
what they 
need.
Some effort 
is wasted in 
searching 
for things.
Setup carts 
are used.
No time is 
lost in 
searching 
for things.
Jig and tool 
storage
Jigs and 
tools are 
scattered all 
over the 
place.
Jigs and 
tools are 
stored in 
boxes.
Different 
kinds of jigs 
and tools are 
stored 
separately.
Jigs and 
tools are 
stored on 
shadow 
boards.
Jigs and 
tools are 
arranged by 
frequency 
and order of 
use.
277
Check-
points
Evaluation Level
1 2 3 4 5
Parts and 
materials
Defective 
and good 
parts are 
stored 
together.
Defective 
parts are 
kept on a 
separate 
shelf.
Only good 
parts are 
kept in 
storage; 
nicks, 
humidity 
damage, and 
other 
problems are 
avoided.
Storage 
shelves are 
clearly 
labeled and 
well 
organized.
Parts are 
delivered 
just-in-time, 
using 
kanban and 
tracking 
boards.
278
Check-
points
Evaluation Level
1 2 3 4 5
Drawings 
and charts
Current 
drawings are 
jumbled 
together 
with torn, 
outdated 
charts.
Drawings 
are 
organized 
and filed by 
category.
Drawings 
that are hard 
to read have 
been 
replaced 
with new 
ones.
Drawings 
are stored so 
they’re easy 
to retrieve.
The system 
allows 
anyone to 
return 
drawings to 
their properplaces.
279
Check-
points
Evaluation Level
1 2 3 4 5
Documents 
and other 
written 
materials
Documents 
are scattered 
randomly on 
tables and 
shelves; old 
documents 
lie forgotten 
in storage.
Documents 
have been 
straight-
ened enough 
so that 
someone 
who looks 
long enough 
will find 
them 
eventually
Documents 
of the same 
type are 
stored in the 
same place.
Documents 
and written 
materials are 
classified 
and color 
coded.
Visual 
storage is 
fully imple-
mented. 
Anyone can 
easily 
retrieve 
documents 
and return 
them to their 
proper place.
280
Cleanliness
Check-
points
Evaluation Level
1 2 3 4 5
Wires and 
pipes on the 
ceiling
Dusty wires 
and pipes 
dangle 
haphazardly 
from the 
ceiling.
Wires and 
pipes are 
laid out for 
each line, 
but they are 
hard to clean 
around.
Wiring for 
each line is 
bundled, 
making 
cleaning 
easier.
Few pipes or 
wires are 
evident, and 
there’s no 
debris from 
overhead.
No pipes or 
wires hang 
from the 
ceiling.
Aisles Aisles are 
littered with 
cigarette 
butts, thread, 
and metal 
shavings.
There are no 
large pieces 
of trash, but 
small paper 
scraps, 
debris, and 
dust are 
present. 
The aisles 
are cleaned 
only the 
morning.
Surface 
defects 
discovered 
during 
cleaning are 
quickly 
repaired.
Efforts are 
made to 
keep the 
aisles from 
getting dirty 
in the first 
place.
281
Check-
points
Evaluation Level
1 2 3 4 5
Machines 
and 
equipment
Machines 
and 
equipment 
are dirty and 
are used in 
that state.
Visible parts 
of the 
equipment 
appear to be 
cleaned 
occasionally.
Equipment 
is cleaned 
during setup 
and 
changeover.
Operators 
clean the 
equipment 
once a day.
Machines 
and 
equipment 
have 
inspection 
labels and 
are cleaned 
every 
morning.
Cleanli-ness 
of work 
areas
Pieces of 
thread, 
scraps of 
cloth, and 
cutting dust 
are scattered 
around.
There’s no 
large debris, 
but smaller 
debris and 
dust are 
present.
The area has 
been cleaned.
The area is 
cleaned 
every day at 
the end of 
the shift.
Debris and 
dust are 
caught 
automaticall
y to keep the 
area clean.
282
Check-
points
Evaluation Level
1 2 3 4 5
Work tables 
and desks
Surfaces 
are piled so 
high with 
documents, 
tools, and 
parts that 
they can’t 
be cleaned.
Dust and 
debris have 
accumu-
lated under 
the work 
tables.
Work tables 
and desks 
are cleaned 
once a day.
Even the 
legs of the 
tables and 
desks are 
clean, and 
al nicks and 
scratches 
have been 
repaired.
Everything 
is kept 
clean at all 
times.
283
Check-
points
Evaluation Level
1 2 3 4 5
Windows, 
window 
frames, and 
walls
Window-
panes are 
missing or 
cracked, 
with 
haphazard 
repairs.
The panes 
are dirty, 
and debris 
have 
accumu-
lated on the 
frames.
The panes 
are dirty, but 
the frames 
are 
occasional-
ly cleaned.
Both the 
panes and 
frames are 
kept clean.
Window 
shades are 
used; walls 
are kept 
clean and 
uncluttered, 
and no 
extraneous 
items are 
attached to 
the walls, 
giving the 
area a 
pleasant 
atmo-sphere.
284
Check-
points
Evaluation Level
1 2 3 4 5
Tools, jigs, 
and molds
Some items 
are rusted.
No items are 
rusted, but 
some are 
covered with 
oil or dirt.
Only the 
parts that 
users 
actually 
touch are 
clean. 
Grinding 
dust and 
other debris 
have been 
cleaned off, 
making tools 
and 
implements 
pleasant to 
handle.
Devices 
prevent 
accumula-
tion of 
debris in the 
first place, 
and any 
debris is 
quickly 
cleaned off.
285
Check-
points
Evaluation Level
1 2 3 4 5
Standardized Cleanup
Restrooms Facilities are 
dirty; 
supplies run 
short; 
unpleasant 
to use.
Fixtures are 
rinsed, but 
they are still 
dirty and 
supplies run 
out 
sometimes.
Restrooms 
are cleaned 
once a day, 
but they’re 
still a bit 
dirty. 
Restrooms 
are clean 
and hygienic, 
and supply 
shortages do 
not occur. 
Restrooms 
are pleasant 
and well 
lit,with 
music piped 
in.
286
Cafeteria 
and 
employee 
lounges
These areas 
are so dirty 
one doesn’t 
want to sit 
there.
The areas 
have been 
cleaned 
somewhat, 
but they’re 
still dirty.
One 
wouldn’t 
mind sitting 
there in 
work 
clothes, but 
not when 
dressed up.
Chairs have 
been 
cleaned so 
clothes 
don’t get 
dirty.
The areas 
are 
extremely 
clean, 
sanitary, 
and 
attractively 
decorated; 
guests can 
be taken 
there.
Check-
points
Evaluation Level
1 2 3 4 5
287
Check-
points
Evaluation Level
1 2 3 4 5
Implements 
and jigs 
(low-cost 
improve-
ments)
Items have 
been 
patched 
together 
with tape 
and like.
Signs and 
signal light 
stands are 
made of 
flimsy 
materials 
such as 
cardboard.
Makeshift 
implements 
look weak 
and fragile.
Some 
equipment is 
crude-
looking and 
handmade.
Well-made 
mechanism 
use simple 
automation.
Overall 
layout
The room is 
dark, 
making 
detailed 
work 
difficult. 
Light and 
illumination 
have been 
provided, 
reducing the 
possibility 
of on-the job 
injuries.
The room is 
bright and 
safe,well 
lighting, 
illumination, 
and shades.
Ventilation 
is sufficient, 
giving the 
work area a 
refreshingly 
airy feel.
The plant is 
obviously a 
healthy 
working 
environ-
ment.
288
Check-
points
Evaluation Level
1 2 3 4 5
Discipline 
Workplace 
attitude
Employees 
avoid eye 
contact and 
don’t say 
anything, 
even when 
they bump 
into others.
People say 
“Excuse me”
when they 
bump into 
someone, 
but 
otherwise 
ignore 
others.
Employees 
make eye 
contact with 
and greet 
only about 
10 percent 
of the other 
people.
Employees 
acknowl-
edge about 
half of the 
others they 
encounter.
Everyone is 
polite and 
pleasant and 
at least 
smiles and 
nods to 
others.
289
Check-
points
Evaluation Level
1 2 3 4 5
Smoking Employees 
smoke 
openly, even 
in front of 
first-time 
visitors. 
More than 
50 percent 
smoke on 
the job.
Employees 
smoke even 
while being 
addressed by 
a supervisor. 
Less than 50 
percent 
smoke on 
the job.
Employees 
light up 
immediate-
ly after 
meals, 
without 
asking 
permission 
of visitors. 
Less than 40 
percent 
smoke on 
the job.
Employees 
don’t smoke 
if their 
visitor 
doesn’t 
smoke. Less 
than 30 
percent 
smoke on 
the job.
Employees 
don’t smoke. 
Less than 30 
percent 
smoke on 
the job.
290
Check-
points
Evaluation Level
1 2 3 4 5
Manner of 
speech
People use 
unnecessary 
jargon. They 
generally 
ignore 
other’s ideas 
and are not 
good 
listeners.
People have 
a know-it-all 
attitude 
toward 
others and 
do not 
actively pay 
attention 
when others 
are speaking.
People 
occasional-
ly speak 
politely and 
are receptive 
to others’
ideas about 
half of the 
time, paying 
attention 
when others 
are speaking.
People 
always 
speak 
politely, 
with respect 
for their 
leaders. 
They are 
receptive to 
others’ ideas 
bout 60 
percent of 
the time and 
nod in 
actively 
listening.
People 
generally 
speak 
politely and 
respectfully 
to everyone. 
They are 
receptive to 
others’ ideas 
about 70 
percent of 
the time and 
are 
positively 
supportive 
of others 
who are 
speaking.
291
Check-
points
Evaluation Level
1 2 3 4 5
Clothing Many 
employees 
wear soiled 
clothes.
Many 
people have 
buttons 
missing or 
wrinkled 
clothes.
Most people 
are cleanly 
but 
carelessly 
dressed and 
don’t wear 
their name 
tags.
The 
employees 
look stylish 
and well put 
together.
Most 
employees 
wear even 
their work 
uniforms 
with pride 
and flair.
Punctually Employees 
are oftenmore than 
30 percent 
minutes late. 
No one is 
concerned 
about time.
Employees 
are often up 
to 20 
minutes late. 
Some people 
are often lax 
about time.
Employees 
phone ahead 
when they’ll 
be 10 
minutes late.
Employees 
often hurry 
to keep 
appoint-
ments or to 
arrive within 
5 minutes of 
the 
scheduled 
time.
Employees 
arrive 5 
minutes 
ahead of the 
scheduled 
time and are 
never late.
292
Check-
points
Evaluation Level
1 2 3 4 5
Instilling the 
5S spirit
Employees 
are unaware 
of 5S 
conditions 
and ignore 
colleagues’
mistakes or 
infractions.
They notice 
when 
conditions 
aren’t 
maintained, 
but mention 
it casually if 
at all
They don’t 
talk to the 
person 
responsible, 
but try to fix 
the situation 
themselves 
or tell the 
other 
person’s 
boss about it.
They talk to 
the other 
person on 
the spot, 
speaking 
softly. The 
other person 
does not 
accept the 
advice 
positively.
They talk to 
the other 
person on 
the spot, and 
he or she 
accepts the 
advice 
positively.
293
Seiton : 5T (Tei-ji, Tei-ichi, Tei-hyouji, Tei-ryou,
Tei-shoku)
� Tei-ji : Fixed route (where to pass?)
In order to create a flow of products, information, equipment and/or 
people
� Tei-ichi : Fixed place (where to put?)
In order to determine the place to put and take things easily, quickly 
and surely
� Tei-hyouji : Standardized display (where is it, what is it, what/how to 
do?)
In order to let everybody understand easily places, articles, 
what/how to do
� Tei-ryou : Fixed quality (How much?)
In order to control quantity of articles
� Tei-shoku : Standardized colors (How to distinguish?)
In order to prevent errors by using colors 294
Passways by the side of walks
1. Treat passway lines as passways Passway line
Passway
Inside of 
The
passway
Width of carriers 
2. Plane off the corners
Easy to turn
3. Make passways straight against entrance / exit
4. Mark floors in such a way that doors 
won’t hit anything when opened 
295
1. Tei-ji : Fixed route
� Layout of the machinery in a rectangular way
� Clear and straight gangway
� Gangway by the wall
296
Random 
placement
Rectangular
placement
Crooked 
gangway
Straight
gangway
297
Passage for lorries
Pedestrian passage Necessary space for loading 
and unloading 
No Parking
No Walking
298
Passage for lorries Pedestrian passage Passage for transporting 
articles into and out of the 
building
299
Passage
The necessary space 
for the turning of 
carriers
Passage
The necessary 
space for putting in 
and our articles to 
and from the store300
Wrench
+ Big Indicate sizes
Shadow
Mark the floor
2. Tei-ichi : 
Fixed position
301
1. Nice to look at : The number shows the sequence of using them
2. Easy to use
302
Three Kinds of Display
Where is it ? What is it ? What to do with it ?
Addresses of lines, 
processes, entrances,
exits, etc. 
Article names, 
Article reference 
Numbers, etc. 
Instructions of pro-
duction, SOP, 
Andon, Control 
boards, etc.
Place Article Action
3. Tei-hyouji : Standardized display
303
Easy to 
find
?
Why not 
display?
Don’t you 
remember?
SupervisorPlant manager
Place
304
Places between columns
305
Container
Shelf
Match
Four digits : The probability of misreading is ca. 10 ~ 20%
Five digits : The probability of misreading is more than 50%
Good solution : 36-485 The same level of mistake with 4 digits
Indication of addresses
Article
306
Trimming Line
1 2 3 4 5 6 7 8 Bodystarving
1 2 3 4 5 6 7 8 Bodyblocking
Red
Red
Yellow
Green
(1) When the trimming line is working in order, 
its green lamp is on.
(2) If a person at some stage pushes his stop button,
then its yellow lamp becomes on.
(3) Body starving : when there is no body to process,
this lamp becomes on.
(4) Body blocking : when the line stops because of 
blocking, this lamp becomes on.
Fig. Example of display panel
Action
307
Limit of the number of boxes
Wrong
Max Max
Wrong
Limit of the height
4. Tei-ryou : Fixed quantity
308
1. Color-coding of floor surface, routes
2. Color-coding of places (lines, processes)
3. Color-coding of materials (stainless steel, carbon steel, soft steel, Nylon, 
etc.)
4. Color-coding of oils and grease
5. Identification of safety devices, unsafe areas (tiger mark by yellow and 
black)
6. Display panel (in operation, feed material, abnormal, etc.)
7. Unnecessary items (red tags, yellow tags, under consideration to be 
discarded)
8. Color caps by occupation
9. By law :
Telephone line : red Power line : orange
Industrial water line : white Drain pipe line : brown
Gas pipe line : green Oil pipe line : yellow
5. Tei-shoku : Standardized color
309
4.2 Knowledge management
“Why do we need to invent the same 
solution at different plants?
310
Lost time due to breakdown by 
the overheat of the rotating mill 
bearings (6 mills)
Detection of problems
8. The next step7. Effect
1
(110)
2
(270)
0
3
(495)
0
100
200
300
400
500
0201 03 04
min.
Lubrication
1. Train the operator how to 
lubricate manually at the start of 
operation
2. Refasten and / or replace joints
4. Check the oil gauge easily by 
changing the tank position
3. Replace steel pipes with vinyl 
pipes in order to make it easy to 
see their insides.
The rotating mill stops when the 
temperature goes over 65℃
metal
body
temperature sensor
Indication of 
temperature
Temperature 
recorder
liner
★ Installation of bearing 
temperature monitoring 
equipment
Transition to predictive 
maintenance
6. Contents of improvement5. Analysis of the actual condition
4. The tank 
is not 
properly 
positioned
1. Leakage of oil in 
the hose during 
the operation 
stoppage
3.Too long 
steel pipes 
and ore 
supply hoses
Insufficient oil supply
Difficult to carry 
out inspection
Why does the bearing 
temperature increase?
2. Defective 
sealing at 
the joint 
sections
Air gets in the 
pipe
Breakdowns caused by the overheat of the bearing : 0 Check the values of temperature sensors twice a year →±2℃ acceptable
The rotating mill is the main equipment and overheating mill bearings will 
create a serious breakdown.
2. Reason for selection
Breakdown : 0 Saving of repair cost : $19,700 / breakdown 
Saving of labor cost : $1,010 / year
3. Target value
1. Theme Loss : Engineering dept.Prevention of overheat of bearings of the rotating mill
Labor cost loss
4. Results
311
4.3 Time management
“We must produce value every minute”
Manufacturing lead time
Example
312
Example :
• Product development lead times from 
the point of fixing car design to line off 
• Product development lead times if we 
modify an available platform
• Product development lead times if we 
use the same platform
: Less than 18 months
: Less than 15 months
: Less than 12 months
Note : Incidentally, one of the benefits of shortening product 
development lead times is that development cost is lower.
Set base Simultaneous Engineering and KM 
(Knowledge Management) with excellent 
documentation are the key.
Product development lead times
313
6. What are the pitfalls and major barriers that typically 
get in the way?
(1) Lack/shortage of competent people at the levels of WCM 
leader, plant managers and pillar leaders
- having a far sighted view of our business 
- being able to see what cannot be seen visually
- being capable of making quick decisions
- finding and allocating right people at right positions
- driving their people to challenge to a higher competence level 
with high motivation and passion
- not listening to what they say but checking what 
they say and what they have done
- rewarding right people when they have done good 
jobs
314
(2) Market instability causes focusing on short term objectives
(3) Lack of long term commitment of top management
(WCM is a long journey.)
315(4) Resistance or indifference of middle class managers and 
engineering staff against empowering the people of lower 
levels in the hierarchy.
(5) Misalignment of the organization
Right person in right position
(6) Lack of education and training on the right subject to the 
right people at the right moment
Essential study multiplied by practice 
creates professionals.
316
* Competently qualified QC and PM managers
* Stability of management ( 3 years)
* Constant follow up of results
* Willingness of accept change
* Ensure the necessary time and budget
* Performance evaluation (rewarding) system
(7) Difficulty of creating an integrated system :
* Strong and competent leader
317
Remarks
* In a world class company, there are a few positive 
differences in many aspects from other companies.
* There is no short cut to become a world class one.
* The essence of success is to do right things thoroughly.
* We should not make wrong efforts but right efforts to 
become a world class one.
* To apply WCM gives a way to become a world class one. 
For this we must create competent leaders.
* It is a matter of time.
* Whether it is possible to have long term commitment of 
the top management, that is the question.
318
5. Five viewpoints of how 
WCM has been applied
319
To evaluate how WCM is applied, we need to see from the 
viewpoints of :
LOGIC
Method & tools
RIGOR
PACE
RESULTS
320
LOGIC
Example :
Inventory level in days : measured in calendar days (not 
in working days)
MTBF : measured against working hours (not days)
Method & tools
In WCM, for each identified problem we choose a right 
method (medicine) with proper tools since there is no 
universal approach (medicine) to solve problems (to 
cure all illnesses).
321
RIGOR
A method (medicine) can work when it is applied 
correctly with rigor.
PACE
The market cannot wait until we solve all the 
problems. We need pace by involving all the people 
and raising their competence quickly enough.
322
RESULTS
All the activities carried out must bring out good results. 
otherwise, we must have either attacked wrong issues 
or applied wrong method/tools or lack of rigor in 
application or lack of pace.
E.g., Bronze level 10 – 20% cost reduction
Silver level 25 – 40% cost reduction
Gold level ca. 50% cost reduction
323
6. The importance of 
production engineers
We also need people who are involved in 
continuous improvements from the 
engineering viewpoint.
324
• Products and the processes by which they 
are made are two sides of the same coin.
• Process engineering is as important as 
product engineering 
• The two go together
Production engineering
325
S ・ Q ・ C ・ D
• Design quality
• Manufacturing 
quality
• Safety of operators
• Environmental safety (ES)
• Safety for the surroundings of 
the works (SS)
• Global environment (GS),
energy saving 
• Product liability (PL)
Safety
Quality
Cost Delivery Customer 
satisfaction 
(CS)
326
• Division of work (specialization)
• Quality control for interchangeability
• Ford system (flow production)
• Toyota production system
• IT revolution
Means and methods Production engineering
Historical events of production 
engineering in mass production
Manpower
Material
Energy
Machine
Tools
What is Production Engineering?
327
328
Three Principles of Production Engineering
1. Principle(s) at the processing point
2. Its (their) operation standards
3. Minimal MH
IPS
329
Ideal Production System
330
“Quality of every part and 
workpiece can be assured by 
continuously and stably moving 
the processing point.”
331
Processing Points
1. TOOLING ---- All the tools, jigs and machines. 
Relative movement between the 
product and the tool (processing 
point)
2. PROCESS ----- Process planning, operation 
standard
3. LAYOUT ------ Product flow, installation of 
equipment, movement of operators
Know how of Production Engineering
332
Operating PrincipleOperating Operating Standards
Turn chucked 
workpiece,applying 
the cutting tool to its 
surface.Move 
cutting tool parallel 
to the workpiece’s 
rotational axis to 
remove material 
from its surface 
until specified shape 
and dimensions are 
obtained.
1.Turn workpiece at 
the specified RPM 
and check for 
absence of wobble.
2.The cutting tool 
should always move 
in a straight line.
3. Make sure 
workpiece center is 
aligned with top 
edge of cutting tool.
Lathe Cutting
Chuck
Workpiece
Cutting tool
Principles and operation standards
333
But we need to have competent production engineers. 
Evaluation criterion :
Saving made by a production engineers =
5 – 6 times higher than his (her) annual income
from the company
334
When working out the LCC design, answers to such 
basic questions as what equipment to design and 
what kind of design to create depend largely on 
the design mission 
(product quality and cost target, technical issues, and so on).
Example : EEM ( Basic Approach to LCC Design )
Before AfterDie weight 5.2t
Surface 3.7m2
Die weight 2.1t
Surface 2.6m2
335
Replace Does it work as a general purpose item?
Can the materials, parts, or surface finish be changed?
Can old parts or equipment be used?
Will the problem disappear if other causes are eliminated by improvements?
Can the need for improvement be displaced to another process?
Can the individual draws and machines (including attached equipment) be changed?
Can the structure be changed?
Can something from a different equipment process be used here?
Simplify Can it be dropped altogether?
Can it be made smaller (or larger)?
Can it be made thinner (or thicker)?
Can it be made in smaller (or larger) quantities?
Can it be made lighter (or heavier)?
Can it be made shorter (or longer)?
Can it be made lower (or higher)?
Can it produce labor savings (such as stamps, seals, and standard drawings)?
Can the angle be made smaller (or larger)?
Combine Can multiple parts be combined as one piece?
Can they be made into a single unit?
Can it be joined or integrated with other parts or processes?
Can commercially available substitutes be used?
Don't
overprocess
Can secondary repairs and adjustments be eliminated?
Can the processing volume be reduced?
Can the finishing process be streamlined?
Table List of drawing press die improvement points
IC RC
336
Roles of production engineers
� Quality control
� Industrial engineering
� Preventive maintenance
� Production control
� Product development
Production 
engineer
Total productive 
engineer
337
Requirement for Being Competent Production 
Engineers
1. Able to visualize clearly what the ideal 
production system is.
2. Able to understand operating principles and 
establish correct operating standards clearly.
3. Able to make a good presentation simply and 
clearly so that everybody can understand it.
4. Able to establish clear decision criteria by 
figures.
5. Have challenging and pioneering spirits. 
338
1. Advent of information oriented ------------ Engineers who can use IT 
society properly
2. Environmental problems -------------------- Engineers who understand the 
long- term value and the social 
value
3. Unforeseeable market ---------------------- Engineers who know what 
customer satisfaction 
means
4. The new production concept -------------- Engineers who can 
develop production systems 
with innovation and 
wisdoms 
5. Translation of skills into ------------------- Reevaluation of human 
engineering capability
6. Necessity of good production ------------- Engineers with child’s 
engineers sensitive eyes
7. Shorter product development --------- Concurrent engineering 
lead times
Keywords of Latest Production Engineering
339
a
a b
b
c d
e f
c d e
f
Traditional company
WCM company
Number of people
Traditional and WCM companies
Number of people
a: Basic research
b: Applied research
c: Product development & design
d: Process Engineer (pre-production)e: Process Engineer (improvement)
f: Operator
340
Administration 
Clerical work
R & D/Design
Trial Man.
Experiment
P.T / F.D.
F. Manufacture
D. J.Manufacture
Production control
Processing / Assembly
Inspection
Q.C. / Maintenance
the Others
Total
Product
development
Production 
Preparation
Manufacturing
（factory)
100 80 60 40 20 0
10 8 6 4 2 0 Number of people (%)
Manufacturing
Q.C. Maintenance
P.C. Receiving Delivery
Design P.T.
R & D Product design
Processing Assembly / Inspection
The Others
Production
preparation
Product
development Administration
Special duty Tech.
54%
ExperimentTrial manufacture
(Example)
341
U.S.A. Japan
☆☆☆☆ The population 2 : 1
☆☆☆☆ The number of lowers 16 : 1
☆☆☆☆ The number of engineers 1 : 2
342
7. Ten pillars of WCM and ten 
management issues
343
Vision : 
To be the WC leader in business in Q, C and D
* Fundamental quality improvement by process control 
for improving CSI substantially
* Cost competitiveness based on elaborate cost 
deployment
* Short lead time to serve customers better than 
competitors
Leading position in the market place
and securing a higher profit
WCM
344
Policy and strategy :
(1) Follow WCM way
--- from a fire fighting approach to a systematic step 
by step improvement approach
WCM Way
1. Identify What problems need to be addressed
2. Detect Where they are
3. Prioritize them based on cost deployment
4. Analyze them and choose Right methods
5. Estimate How much they cost to be solved
6. Implement solutions with rigor
7. Evaluate the achieved results against the 
original objective
345
(2) Development of improvement activities of Q, C 
and D and their implementation of action plans and 
programs based on the detail and SMART* data 
analysis to get the maximum benefits with 
minimum efforts because we have only limited 
resources.
(3) Constant follow up of results by management to 
achieve set targets and to sustain what have been 
achieved.
* SMART S : Specific M : Measurable A : Attainable
R : Results-focused T : Timely
346
• Objective and Targets
1st level (Bronze level) : Establish the basic conditions for 
competitive manufacturing.
*Achievement of a considerable amount of cost reduction
*Approaches are still reactive, but creating knowhow of how to prevent the 
recurrence of the major waste and losses identified by cost deployment
2nd level (Silver level) : Achieve a substantial gains in Q, C and D 
in manufacturing competence.
*Achievement of a substantial amount of cost reduction
*Approaches are more preventive and horizontal expansion of the created 
knowhow to the entire factory has been carried out
*Continuous searching of new waste and losses and 
creation of knowhow to attack them
3rd level (Gold level) : Be the WC leader in Q, C and D in business.
*Achievement of an outstanding amount of cost reduction
*Approaches are proactive and able to sustain the results. Continuous 
searching of new sophisticated knowhow from preventive approach to 
proactive approach
*World-class in Q, C and D
347
• Plant Audit Score Guide
– Covers 10 Activity Pillars and 10 Management Issues
– Evaluates each from 0 to 5
[0] No action
[1] Reactive approach
[2] Preventive : model areas
[3] Preventive : expansion to the whole factory covering all
the important areas
[4] Proactive : model areas
[5] Proactive : expansion to the whole factory covering all the 
important areas
– 5 is World Class
– First WCM Award level is 50(Bronze) : takes 1, 2 years
– Over 80 is World Class Standard
348
Seven Steps towards WCM Leading to the 
Achievement of World Class Performance Levels
• The achievement of world class status is not a quick process. It 
integrates many of the tools and techniques such as Total Quality Control 
and Total productive Maintenance and others in a way that allows workers, 
managers and companies to build upon their expertise and experience. 
• Some people ask “Why not jump in at the top level tools and techniques? 
Would you not become world class right away?
• People need to know about, understand and gain experience in using the 
basic and intermediate tools before they can be expected to be able to use 
the sophisticated ones properly.
eg. high school, university and graduate school
349
Step 1 : Safety 7 steps
Safety and environment SMAT audit
Environment 7 steps 
Step 2 : Reliability and availability AM
PM
Step 7 : Fully autonomated plant
World class in Q,C,D,H PD
Step 6 : Synchronization between 
sales and production CS 
Step 5 : Rationalization in logistics
and manning FI
Step 4 : Performance FI
Step 3 : Quality and yields QC 
FI
(TQM)
(JIT)
(TIE)
(TQC)
(TQC)
(WCM)
(5S)
Seven Steps toward WCM
E
E
M
/E
P
M
C
os
t d
ep
lo
ym
en
t
3 
–
4 
ye
ar
s
4 
–
6 
ye
ar
s 6
 –
9 
ye
ar
s
350
Step 1 deals with safety and environment.
These are fundamental issues for a manufacturing company to 
be responsible for the safety of the people who work there and 
for being a respectable existence for the community surrounding 
it.
Step 2 relates to reliability and availability.
These require to develop the skills, capabilities and experience of 
operators under the heading of “Autonomous Maintenance” and 
to involve the maintenance crew in doing work to ensure that 
plant and equipment do not break down during required 
production periods. The maintenance crew need to develop a 
deep understanding of the plant and equipment under their care.
This process needs to be carefully managed to balance the cost-
benefit relationship between maintenance costs and delivered 
performance improvements.
351
Step 3 seeks to build on the quality and the yields being 
achieved from processes.
The focus is on building –in quality at the process, and maximizing 
yields, looking for ways to minimize waste and losses by the use 
of the tools of quality and especially Total Quality Control.
Step 4 brings the full focus on to performance.
By this time the company and its people understand their 
operations and processes in a very deep way.
Planned daily production output must be achieved and plant 
performance is at its highest level.
Achievements being made at steps 1, 2 and 3 enable the 
improvements at Step 4.
352
Step 5 moves towards the use of the tools and 
techniques of Total Industrial Engineering.
The focus is on rationalization in both the areas of logistics and 
manning levels. Efforts are made to reduce the logistics burden 
both internally and externally. Step 5 is also meant to introduce 
LCA and labour saving devices.
Step 6 looks at completing synchronization between the 
sales and manufacturing areas.
Efforts are made to look at the full supply chain and to identify 
and remove waste and losses throughout the system. 
Companies focus their attention on the advanced use of Just in 
Time techniques, using their responsiveness to meet market 
needs rather than relying on large inventories of either finished 
goods or raw materials.
It is important to realize that Step 6 looks at waste along the full 
supply chain. This chain stretches from the raw material 
suppliers right through to the consumer. 353
Step 7 is the point where businesses are fully aligned 
with market requirements.
Automated and autonomated plants and machines are 
producing at world class levels in terms of both internal 
and delivered Quality, where product, warranty and full 
life Costs are at the highest levels, where Deliveries 
are made as and when the customers require, each 
and every time and where the workforce canoperate in 
a safe and healthy environment.
354
Ten pillars activities to move towards WCM
• The objective of all the improvement activities needs to be the 
achievement of World Class standards. This means that a business 
can compete on the world stage with the best of the bests.
• The pillars to support this objective are outlined from Safety/Hygiene 
to environment, and the pillars represent the areas of activity required 
to achieve and sustain the objective.
• The edifice and all improvement activities are based upon and 
grounded in a number of fundamental enablers.
355
World Class Manufacturing
C
os
t D
ep
lo
ym
en
t
F
oc
us
ed
 Im
pr
ov
em
en
t
Q
ua
lit
y 
C
on
tr
ol
A
ut
on
om
ou
s 
A
ct
iv
ity
P
ro
fe
ss
io
na
l M
ai
nt
en
an
ce
E
ar
ly
 P
ro
du
ct
/E
qu
ip
m
en
t M
an
ag
em
en
t
P
eo
pl
e 
D
ev
el
op
m
en
t
E
nv
iro
nm
en
t
S
af
et
y 
/ H
yg
ie
ne
 &
 w
or
ki
ng
 e
nv
iro
nm
en
t
C
us
to
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er
 S
er
vi
ce
Commitment, Involvement, Communication, Understanding, Measurement, 
Deployment, Implementation, Evaluation, Standardization with visibility, Documentation
Temple of World Class Manufacturing
356
1) Commitment 
If the board members are not aware of or do not support the management in 
their objective of achieving world class levels of performance, the company 
is doomed to fail.
Management commitment is essential to the success of WCM. Management 
must be open minded and prepared to challenge the existing status quo, 
learn WCM methods and tools, and delegate. 
The management team are expected to have studied, and to be familiar with, 
core WCM methods and tools.
The Enablers of WCM
357
358
2) Involvement
Total participation in every department and every level of the 
organization under one umbrella
359
I hear and I forget
I see and I may remember
but involve me and then I will understand
Involvement of people is key in a WCM plant. 
Total participation in every Total participation in every 
department and level of the department and level of the 
organisation organisation 
360
361
The management team communicate the objectives and targets 
clearly up to the shop floor as well as following up achievements.
The management team develop and use top down, bottom up and 
horizontal communication channels. Overlapping structure for smooth 
communication from the top to the bottom and the bottom to the top.
All activities are completely transparent from the top to the shop floor 
and vice versa by the well established communication system.
3) Communication
4) Understanding
Understanding what and where problems are is the starting point 
for making improvements.
The management team align, prioritize and agree objectives, 
activity plans and targets.
The management team know what and where problems are, and 
understand where to use AM/WO, PM, QC, QM, logistics and 
FI and what people on what subjects and when they need to 
be educated and trained.
362
5) Measurement
Measurement is key to (1) quantify problems and prioritize them and 
(2) to determine the effectiveness of improvement activities. It is 
necessary to measure performance before and after implementation to 
determine if and to what extent the changes have improved performance.
363
You can’t manage what 
you don’t measure. 
&
You can’t change what 
you don’t manage. 
If you don’t know where you are heading, 
every route will bring you nowhere.
6) Deployment
364
365
I hear and I forget
I see and I may remember
I do and I will understand
I learn and I improve
I master and I will innovate
7) Implementation
Projects results must correctly be evaluated in detail. If we 
are not able to access our results, we will seriously be 
mislead when we expand our activities.
8) Evaluation
366
Once the evaluation cycle is completed, it is time to 
standardize the method to manage the process to sustain the 
obtained result after solving the problem and not to have the 
same problem again.
Standards make abnormalities immediately obvious so that 
corrective action can be taken.
Standardization of problem solving still leaves room for 
further development to respect other people’s innovative 
views and ideas. Thus, the established standards can be 
challenged continuously to be replaced with the new ones. 
9) Standardization
367
10) Documentation
Documentation is to accumulate created knowhow to prevail and use it in 
other area and in the future.
Documentation that is created but not used is a waste of resources. 
Useable documentation, on the other hand, helps those who want to learn, 
copy and improve. Visual documentation is often far more useful in 
describing maintenance procedures than text documentation.
The document shows the details (logic, used methods/tools, what level of 
rigor needed, key point to solve, obtained results, the number of people 
involved, their positions, total MH, radar charts of their competences 
before and after, what they have learned) of each improvement process 
so that other concerned people can easily copy.
All of these standards are well documented and organized in such a way 
that those who want to refer to them can easily access them by referring 
to the well organized data base with proper categorization (probably with 4 
coded categories : division, major subject, machine/area, identified 
problem).
368
1. The Pillar of Safety 
is to eliminate accidents.
2. The Pillar of Customer Service (Logistics)
is to satisfy customers fully from the viewpoint of TQC.
3. The Pillar of Cost Deployment
is to identify where the problems are from the viewpoint of cost.
4. The Pillar of Focused Improvement
is to create important knowhow and reduce cost especially by using 
proper method.
Ten Pillars of WCM:
369
5. The Pillar of Autonomous Activities
is to raise the competence of shop floor people by workplace organization in 
labor intensive areas and by autonomous maintenance in capital intensive areas.
6. The Pillar of Professional Maintenance
is to achieve zero breakdowns with maintenance crew.
7. The Pillar of Quality control
is meant to achieve zero defects from the viewpoint of TQC
8. Early Product/Equipment Management 
is to launch new product/equipment smoothly into production.
9. The Pillar of People Development
is to educate, train and nurture people to materialize WCM since the 
success of achieving WCM depends on the people.
10. The Pillar of Environment
is to make a respectable existence for the community from the 
viewpoint of environment. 370
* Fully implemented Safety Management System. OHSAS 18001 achieved. 
No Lost Time Accidents for the last five years. 
* Safety leadership at all levels is visible and appreciated by the employees. 
* Employee questionnaires demonstrate continuous improvement and high levels 
of employee satisfaction with health and safety. 
Health advice to include well-being programme (diet, weight, smoking and 
stress issues). 
* Autonomous safety is a way of life in the plant. Employees take leadership in 
some elements of the safety programme :
- Use SMAT (safety management audit training) skills to change behaviors in 
the workplace
- Coach and train other employees
- Review SOP’s (standard operation procedure) + risk assessments
- Analyze near miss incidents and unsafe acts
* Contractors and suppliers actively involved in safety improvement programme.
Safety
371
LWDC
6 3 1 1 1 1 1
1,36
0,72
0,26
0,24 0,32 0,21 0,13
0
5
10
15
2001 2002 2003 2004 2005 2006 2007
0,0
0,2
0,4
0,6
0,8
1,0
1,2
1,4
LWDC (Cases) LWDC (f)
FAI
18 3 2 2 2 1 1
4,08
0,72 0,51 0,72 0,65 0,21
0,13
0
10
20
30
40
50
2001 2002 2003 2004 2005 2006 2007
0
1
2
3
4
FAI (Cases) FAI (f)
S1 S2 S3 S4-5 S6 S7
TIMELINES
T
E
P
 IM
P
L
E
M
E
N
TA
T
IO
N
5 accidents in the last5 years
372
Costs
INSURANCE PREMIUM COST (Savings/year) (K€)
271
211
175 160 155
0
100
200
300
400
500
2004 2005 2006 2007 2008
---- (35%+5%) Vs 2004(35%+5%) Vs 2004(35%+5%) Vs 2004(35%+5%) Vs 2004
373
Standard
85% of the plant population: 0 accidents from 5 years 
n. 6 UTE: 0 accidents from 2004!!!!!! 
LWDC UTE - YEARS AT "0" EVENTS
UTE 6
UTE 9
UTE 7
UTE 5
MAINTENANCE
UTE 3
UTE 4
UTE 1
STAFF
5 Y
E
A
R
S
5 Y
E
A
R
S
5 Y
E
A
R
S
5 Y
E
A
R
S
6 Y
E
A
R
S
6 Y
E
A
R
S
6 Y
E
A
R
S
6 Y
E
A
R
S
7 Y
E
A
R
S
7 Y
E
A
R
S
7 Y
E
A
R
S
7 Y
E
A
R
S
8 Y
E
A
R
S
8 Y
E
A
R
S
8 Y
E
A
R
S
8 Y
E
A
R
S
85%
63%
46%
32%
PLANT PLANT PLANT PLANT 
POPULATIONPOPULATIONPOPULATIONPOPULATION2007 2006 2005 2004 2003 20022008
8,6
8,6
7,6
7,6
6,6
6,6
5,6
3,6
2
374
Plant KPI
2005 2006 2007 2008 1Q+2Q 2009
0 0 0 0 0
0 0 0 0 0
1 1 1 1 0
1 1 1 1 0
12 23 51 51 20
6611724
35
41 525154
201523337143
FATAL
NEAR MISSES
FAI
LWDC > 30 dd
LWDC ≤≤≤≤ 30 dd
UNSAFE CONDITIONS
UNSAFE ACTS
Last LWDC 
Jan. 2008
Last FAI Apr. 
2008
19 Months without LWDC (Lost Work Day Cases) 375
* Customers are fully satisfied with the products they bought in terms of Q 
(quality), C (cost) and D (delivery). 
Every time best quality
No picking errors
No damages
No incomplete loadings
Delivery every time just in time
* Product availability is 100%.
* No lost orders.
* The stock level is ca. one week.
* All elements of the supply chain in terms of waste and losses have been 
eliminated. 
Customer service (CS)
No claims
376
377WCM - Logistic & Customer Service
377
* Whatever improvements have been made, there is a philosophy to 
continuously seek for opportunities to reduce cost and increase productivity. 
For this purpose, 30% of the cost is regarded as waste and losses, and 
efforts are continuously made to try to identify such (probably hidden) waste 
and losses. 
* External losses and impact on plant are clearly identified (e.g. supply chain) 
and improvement programmes developed and implemented. 
* New opportunities for cost savings continuously identified. Each time 
waste or losses are reduced, the lessons learned are horizontally expanded 
to other areas.
* Financial risk deployment is used to sustain what has been achieved.
* Fully computerized cost controlled and managed state.
Cost reduction
378
M
ln
 €
5 Years Consistent Cost Deployment – 2007 to 2011
2007 2008 2009 2010 2011
Organization Method
FeaturesRemarks
WCM Saving 2007 - 2011
4.21
3.7
2.97
1.01
34.9
49.91
3.12
30
35
40
45
50
55
60
2
0
0
6
/
1
2
/
3
1
S
a
v
in
g
 2
0
0
7
S
a
v
in
g
 2
0
0
8
S
a
v
in
g
 2
0
0
9
S
a
v
in
g
 2
0
1
0
S
a
v
in
g
 2
0
1
1
2
0
1
1
/
1
2
/
3
1
-30,1%
Production Cost
Reduction in 5 Years 
(based on 2009 volumes)
379
W
C
M
 /
 O
v
e
ra
ll 
S
a
v
in
g
5 Years Consistent Cost Deployment – 2007 to 2011
2007 2008 2009 2010 2011
% WCM Saving vs Overall Saving
100% 100%
90%
82%
60%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
2
0
0
7
2
0
0
8
2
0
0
9
2
0
1
0
2
0
1
1
380
* There is a system to continuously increase the in-house knowledge to 
reduce or eliminate all possible (and probably hidden ) waste and losses.
* Involvement of everybody in Focused Improvement with many, many 
kaizens (improvements). 
* Continuous searching for opportunities to improve Q, C and D using 
more and more sophisticated methods and tools.
* The various methods/tools of intermediate and advanced levels such as 
PPA (Processing Point Analysis) and DOE (Design of Experiment) are 
utilized to attack and solve difficult problems which have been left 
unattended. The lessons learned are horizontally expanded to others. 
From inductive to deductive approaches. 
* Full synchronization between sales and production (shortest lead time).
Focused improvement (FI)
381
Evaluation of the Result All Kaizens
Approved 
by CD
AK+
PPA
32
0,98M€
MK
283
4,317M€
SK
2,412
9,11M€
QK
4,295
4,83M€
30,825
€/project
15,254
€/project
1,125
€/project
3,777
€/project
382
* No breakdowns and no defects due to lack of basic conditions.
* Operators take care of their equipment autonomously and are 
responsible for daily production, being helped by professional 
maintenance and quality control people.
* Production is made based on the given schedule without having 
problems.
* About absenteeism, 
3 x 3 x 3 (2% absenteeism rate) 
6 x 6 x 6 (4% absenteeism rate)
* Operators of the most competent level can be involved in early 
equipment management and early product management.
Autonomous maintenance (AM)
383
COUNTERMEASURES AGAINST SOURCES
DIRT SOURCE
MODEL MACHINE - CHAMFERING MACHINING
3ND IMPROVEMENT
BEFOREBEFORE AFTERAFTER
STEP 2
CHIPS NEW COVER TO TAKE THE 
CHIPS THROUGH THE CHIPS 
LOADING SYSTEM
384
COUNTERMEASURES AGAINST SOURCES
DIRT SOURCE
MODEL MACHINE - CHAMFERING MACHINING
GENERAL INSPECTION
0,5
1,3
5,7
1,5 0,8
75,0
80,0
85,0
90,0
95,0
100,0
2007 Step 1 Step 2 Step 3 Step 4 Step 5
%
OEE RESULTS
MODEL MACHINE - CHAMFERING MACHINING STEP 5
AM
STEP 1-3
95,9%
STEP 1 - 3 STEP 4 STEP 5
FI
QK-SK
386
* Well established professional maintenance system ( BM + TBM + CBM).
Almost no breakdowns 
reliability 99.9%
MTBF = 10,000 Hrs
MTTR = 40 – 60 Ms
* Integrated CMMS for stores, work orders, equipment history, PM 
tasking and reporting.
* Feedback to EEM.
* Spare parts standardization.
* Involvement of PM people at the design stage of equipment.
Professional maintenance (PM)
BM : Breakdown Maintenance TBM : Time Based Maintenance
CBM : Condition Based Maintenance MTBF : Mean Time Between Failures
MTTR : Mean Time To Repair CMMS : Computerized Maintenance Management System
EEM : Early Equipment Management
387
136
95
63,3
47
0 0 0 0 0 0
18,7
29,6 32,4
45,5 48,7
53,1 52
43 39,4 36,7 33
52
43 39,4 36,7 33
27
22
0 0
263,2
235
178,7
27
22
12,7
6,5
95,7
108,8
127,4
165,6
197,4
247,7
53,1
269,7
0
50
100
150
200
250
300
. . . . . . . . . . . . . . .
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
K
€ 
x 
10
00
Losses in K€ Maintenance Cost Cost + Losses
Step 5 Results: Fritz Werner 1 model machine
388
* The process is well stabilized and under full process control.
- Scrap rate is less than 0.1%
- FTQ (First Time Quality) is greater than 99.9%
- Quality control defect rate : ppm order
* Well established conditions for zero defects.
* For major quality factors, control charts are used to control quality not 
by results but by causes.
* “Quality Assurance” From reactive QA matrix to proactive QA matrix via 
preventive QA matrix.
Feedback to EPM (Early Product Management) and EEM (Early 
Equipment Management)
* Involvement of QC people at the design stage of the new product and 
the new equipment.
Quality control (QC)
389
KPI 2007 2008
2009 
(Actual)
TARGET 
2009
Warranty 
(IPTV)
3,1 2,6 1,5 2,1
Pulls (ppm) 22 9 0 0
Assy (ppm) 0 0 0 0
FTQ (%) 97,7 99 99,3 99,3
C530 Transmission - KPI Results
G
R
A
V
IT
Y
22
9
0
0
5
10
15
20
25
30
35
40
45
50
2007 2008 2009 
(Actual)
PPM
OK
OK
OK
OK
3,1
2,6
1,5
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
5
2007 2008 2009 
(Actual)
IPTV 
3 MIS
97,7
99
99,3
95
95,5
96
96,5
97
97,5
98
98,5
99
99,5
100
2007 2008 2009 
(Actual)
%
0 0 0
0
5
10
15
20
25
30
35
40
45
50
2007 2008 2009 
(Actual)
PPM
Warranty
6 years
Pulls
Assy
FTQ
390
* There is a good EEM system based on well established front 
loading concept to guarantee Quality, Cost and Delivery. 
* To assure quality by equipment, the five questions for zero 
defect are carefully checked. 
* Ease of operation and maintenance. Ease of inspection. 
Visual management is fully applied. 
* The EEM system proves shorter lead times and less 
equipment costs and running costs. 
* Each time any major investment is made, the EEMsystem is 
refined.
Early equipment management (EEM)
391
EEM - KAI RESULTS
C635 - Problems found 
for each step [ n°°°° ]
0
100
200
300
400
500
600
700
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0 1 2 3 4 5 6 7 8
Verrone Projects: % of 
problems found for each step 
[ n°°°° ]
1st
project3rd
project 2nd
project
4th
project
C635
project
Progressive 
movement 
of peak to 
early steps
392
* There is a systematic education and training programme to create 
competent human resources at every level such that the company 
can be continuously developed into a World Class one. 
* Refined and optimized roles, exceptional knowledge and skills. 
* Business leaders are knowledged and skilled in harvesting and 
channeling creative thought processes to generate strategy that 
leads to “cutting edge” business dominance.
* Success events recognize and promote continued generation of 
new innovative ideas.
* Ever-learning organization and continuous assessment to ensure 
prosperity for the company and for oneself.
People development (PD)
393
BASIC LEVEL INTERMEDIATE LEVEL ADVANCED LEVEL
Assembly Production Specialist
% 26
Basic Level 
Prod. Spe.
% 64
Int. Md. Level 
Prod. Spe.
% 10
Adv. Level 
Prod. Spe.
DEVELOPMENT and CLASSIFICATION of 
SPECIALISTS
394
* There exist well established systems for environmental load 
reduction, operating system, environment risk reduction and 
they are all actively working well. 
* Zero major environmental and site risk in the last five years. 
* There is a philosophy to continuously seek for opportunities for 
better environment. 
* Environmental and site risk training include proactive training 
on forthcoming issues.
* Fully implemented environmental management.
Environment
395
Measures against sources of pollution
ASPETTO PARAMETR
O
LAW 
LIMIT
WARNIN
G LIMITS
ACTUAL % OK/
KO
Emissioni in 
atmosfera
n°°°° 25 impianti < 1 mg/m3
n°°°° 33 impianti > 1 <2 
mg/m3
-90%
-80%
Scarichi 
idrici
Chemical 
oxigen 
demand
Hidrocarbons
Oils
Ferro
Zinco
mg/l 160
mg/l 5
mg/l 20
mg/l 2
mg/l 0,5
mg/l 120
mg/l 4
mg/l 15
mg/l 1
mg/l 0,3
mg/l < 30
mg/l < 0,5
mg/l < 0,5
mg/l < 0,2
mg/l < 0,04
-81%
-90%
-98%
-91%
-92%
Acqua di 
falda
Hidrocarbons 
total
µg/l 350 µg/l 100 N°°°° 8 piezzometri
µg/l < 10 -99%
Rumore 
esterno Livello 
sonoro
diurno 70 
dB
nott. 60 
dB
diurno 65 
dB
nott. 55 
dB
N°°°° 6 rilievi
Valore max 49,0
Valore max 43,9
-30%
-27%
Rifiuti Restituzione 
4^ copia 
formulario
90 giorni 70 giorni Entro 30 giorni
Entro 60 giorni
93%
7%
Polveri 
totali
10 mg/m3 5 mg/m3
Step 2 Emission (Polveri totali)
10
1
0
2
4
6
8
10
12
Legal Limit Actual
m
g
/m
3 5 Alarm threshold
- 90 %
Underground water (Hydrocarbons total)
350
10
0
50
100
150
200
250
300
350
400
Legal Limit Actual
m
ic
ro
g
ra
m
m
i/l
it
ro
100 Alarm threshold
<
- 99 %
Water discharged (Chemical oxygen demand -
C.O.D.)
160
30
0
50
100
150
200
Legal Limit Actual
m
g
/l
120 Alarm threshold
- 81 %<
396
397
To implement WCM successfully
1. Many good production engineers are wanted -- Knowledge
2. Motivated workers are required -- Willingness
To motivate workers, getting good foremen is the key
3. Good knowledge on WCM must be created quickly enough.
-- Concentration
4. A good combination of the concerned people and their team work are vital to 
get things done. -- Cooperation 
To make things done, the following four are the keys :
(1) Knowledge
(2) Willingness
(3) Concentration
(4) Cooperation
398
Knowledge
Without knowledge we cannot do things properly.
* Lack of know-how to reduce waste and losses
* Difficulty in obtaining a good and competent consultant
399
Willingness : management issues
* Lack of long term commitment of the top management
* How to convince senior managers who are not interested in 
WCM, who do not believe in such a collective measure as 
WCM, who do not want to understand what WCM is all 
about and who react politically against WCM
* Resistance or indifference of managers and engineering 
staff against empowering the people of lower levels in the 
hierarchy 
* How to convince workers, especially when they are 
unionized because WCM eventually creates excess people
400
Concentration : the necessity of success stories
* Shortage of production engineers
* How to get competent maintenance and quality managers 
because they are key people to the success of WCM 
journey
* Difficulty in finding time to practice WCM
401
Cooperation : the necessity of team work
* How to relate WCM activities with cost reduction
402
403
Lack of willingness
Management issue Top management’s commitment
Fear of making failures
Management issue Step by step approach
Seeing is believing
Unclear view on what to do
Management issue Clear objectives and targets to 
achieve
Clear specifications of the improve-
ment schedule
404
Lack of knowledge on how to do 
Management issue Allocation of most qualified people
to pilot projects
knowledge acquisition
concentration
Lack of competent people
Resource problem Commitment of the organization
* Education and training 
Lack of activities for implementation
Resource problem Time and budget for improvement
* WCM hours, WCM days
opportunity maintenance
405
Lack of checking results
Management issue Improvement activities, first 
qualitatively and second quantitatively
Lack of benefits as results
Poor knowledge Up to small detail oriented activities
Forgetting the original The importance of deployment
objectives
Lack of horizontal expansion
Management issue Total participation
Lack of continuation
Management issue Total participation, reward system
406
Successful implementation
Willingness 
Vision & 
problems 
identification 
Clear target 
&
deployment 
Analysis 
(method
)
Countermeasures 
implementation 
Check 
the results 
Corrective 
actions 
P P P P 
DDDD
C C C C 
A A A A 
407
Possible Causes of Failure and Ways to Deal with Them :
1. There is no commitment nor support of the top management.
2. The employees are complacent with the present situations.
3. The improvement program is too radical, taking no notice of the status quo.
4.The rules of the society or the company culture are neglected in the improvement
program.
5.The objectives and targets of improvement and/or improvement are not clear.
6.Improvement and/or improvement are planned based on the benefits of one 
7.specific individual or on a personal credit. Involvement of the concerned people in 
making an action program of improvement and/or improvement plan has not been 
sufficient.
7. Demands for improvement and/or improvement are not understood thoroughly.
8.The promoter or the promoting team of improvement and/or improvement are not 
trusted.
9. There is fear for unpredictable results or failures.
10. There seem to be no rewarding in making improvement and/or improvement.
408
The problems to be managed
1. Shortage of production engineers
2. How to motivate operators toward improvements
One of the elements of WCM is the involvement of operators by 
autonomous maintenance, etc. but implementing WCM 
creates excess operators.
Contradiction !
3. Risk of losing core people after giving extensive education and training
Major expenses for implementing WCM are the ones for 
education and training and the costs for restoration and 
correction of the machinery.
4. More authority to the people of lower level
Indifference, or in the worst case, 
resistance from the middle management
5. Increase of maintenance cost in the beginning
� More comfortable to carry out work
� Less overtime work
� Less dangerous operation
� Better environments
� Pleasure of being recognized by seniors on 
improvementresults
� Pleasure of developing creativity through 
improvement
� Having pride to be an important and indispensable 
person for the job
� Performance evaluations by the results of activities
� Motivation of operators : from forced 
activities to enjoyable activities
409
410
To manage, promote and communicate with people, 
the followings are the key to the success :
1. To have the commitment of the top management
2. To have a simple and clear plan
3. Not to tackle everything at once, but give priorities
4. To communicate better to let the people understand 
that they can find a way out of the difficulties
5. To choose right people and empower them. To carry 
out objective evaluation of the employees by 
investigating what they have promised and what they 
actually have done.
411
Basic Requirement for WCM implementation
• Strong and competent leader
• Stability of management ( < 3 years)
• Constant follow-up of results
• Willingness of accepting changes
• Necessary time and budget