PDTARGET Oriented Management
@TARGET or VISION of the factory must be clearly described and understood by all workers as well as office staff through frequent communication and visual information.
@All the workers as well as office staff must be united and concentrate their power toward this TARGET.
@That is just like soccer game where every player is united and play to make a goal.

@Big difference between soccer game and factory management is that factory management requires strong leadership to lead every worker toward the TARGET. And the TRGET must be always revised and updated

@@@@@@@@@@Don't lay bricks; build a cathedral

A story that well summarizes the power of vision is the story of the bricklayers.
Once, bricklayers were laying bricks to make something.

When asked, "What are you doing?"
The first man answered gruffly, "I'm laying bricks."

Another man said enthusiastically and with pride, "I'm building a cathedral."

The question is, are you trying to reach your goals in your business with bricklayers or cathedral builders?
A vision is really like a magnet. It draws people toward it. The vision takes them from the past and commits them to the future.

QDStep-up of the TARGET
@TARGET must be upgraded step by step starting from easier one.
@Safety has always the highest priority; however, it is deeply connected with the 2nd step of Clean-up Campaign (5S). So these two steps should be promoted simultaneously.

@Find out dangerous places and behavior periodically by Safety team.
ADescribe clearly and show graphically these dangerous parts or places.
BSurround dangerous places or devices with fence not to be touched or approached
CWork uniform must be standardized and illustrated to be able for workers to check themselves.
DHelmet is indispensable to protect the most vital part of the human body against any particles from crane or ceiling, such as bolts or nuts.
ELeather gloves should be put on to handle the steel sheets.
FSafety shoes are indispensable to protect the toes from any falling objects.
GIllustrate the process of improvements on safety
HStandardize the safety operation for each line and illustrate them to the operators

SDClean-up Campaign (gFive Sh)
@Clean-up Campaign (gFive Sh) aims to change the workplace from disordered state to well-ordered one through simple and visible activities. By promoting this campaign, not only the work area but the mind and behavior of the working people become well-ordered and positive. @@When the working people take pride in their work and workplace it can lead to greater job satisfaction and higher productivity.
@Moreover, clean and tidy factories are generally thought to be able to produce good and reliable products.
@It is recommended to start with rather easier TARGET such as 3S out of 5S, to give workers a sense of achievement in a short time by confirming the result visually.
@@@ @@@@

@@@@@@@@@@@@@@@@Broken Windows Theory

@The broken windows theory was first introduced by social scientists James Q. Wilson and George L. Kelling, in an article titled "Broken Windows" and which appeared in the March 1982 edition of The Atlantic Monthly. The title comes from the following example:
@Consider a building with a few broken windows. If the windows are not repaired, the tendency is for vandals to break a few more windows. Eventually, they may even break into the building, and if it's unoccupied, perhaps become squatters or light fires inside.
@Or consider a sidewalk. Some litter accumulates. Soon, more litter accumulates. Eventually, people even start leaving bags of trash from take-out restaurants there or breaking into cars.
@A successful strategy for preventing vandalism, say the book's authors, is to fix the problems when they are small. Repair the broken windows within a short time, say, a day or a week, and the tendency is that vandals are much less likely to break more windows or do further damage. Clean up the sidewalk every day, and the tendency is for litter not to accumulate (or for the rate of littering to be much less). Problems do not escalate and thus respectable residents do not flee a neighborhood.

@Keep only what is necessary in work area and in order. Eliminate or discard items that are not used frequently, leaving only the tools and materials necessary to perform daily activities. Donft keep things around just because they might be used, someday.
@It makes it easier to find the necessary things for the job done and frees up additional space.

ASetting in order
@Organize, arrange and identify everything in a work area. Each tool, part, supply, piece of equipment, everything should be placed in the decided place which should be close to where it is used.
@Outline areas on the floor to identify work areas, movement lanes, storage areas, finished product areas, etc.
@Put shadows on tool boards and labels to cabinets or shelves making it easy to quickly see where each tool or thing belongs.

BRegular Cleaning
@Keep the work area tidy and organized. At the end of each shift or operation, work area shall be cleaned, checking that everything is stored to its place.
@A key point that cleaning operation should be part of the daily work, not an occasional activity initiated when work area get messy. Donft allow litter, scrap, rag, paper etc., to land on the floor in the first place.

TDQuality Control
@Specifications of each order required by the customers must be strictly observed.
AInspection must be carried out by skilled inspector.
BStrip thickness must be measured by micrometer and width by calipers or steel tape rule, and off gage must be rejected.
CInspection results must be recorded.
DLimit sample for each defect must be prepared to keep the accuracy of surface inspection.
EThe cause of each defect must be studied and countermeasures must be taken.
FClaim from the customers must be studied quickly to find out the cause and the countermeasures to avoid recurrence. These studied results should be explained to the customers.
GThese procedures of PDCA concerning defects and claims should be recorded in official documents which must be checked periodically by QC leader if these procedures are surely executed.
HQC Check List as below should be documented for each line and explained to the operators.
What Check Items How Remarks
Items By Who Instrument Against
ERaw Material Coil ESpecification ECoil ID Label A Visual Work Order Sheet @
EThickness EActual Coil A EMicrometer EWork Order Sheet @
EWidth ESteel Tape Rule
ECutter Stand ECutter Knife Edge EAfter Assembled D EVisual EWork Order Sheet@
EWidth ECaliper
EClearance EFeeler Gage
ELap EIndicator
EOn-line Inspection EThickness EEach Slit B
EMicrometer EWork Order Sheet ELimit Sample
EWidth ESteel Tape Rule
EFlatness EFlatness Gage
EBurr Height EMicrometer
ESurface Defects EVisual
ECamber EStraight Gage
EFinal Product EWeight of products C EWeighing Machine EWork Order Sheet ERecorded
EPacking EPacking Material EProducts E EVisual EPacking Standard
ENumber of Banding Hoop
EKind of Skid
EID Label E EVisual EWork Order Sheet ESignature

UDProductivity and Data Logging
@Productivity determines the production cost at the factory. So real time grasp of tons per hour and work ratio is required.
AProductivity data
@Those figures in the diagram below should be recorded to be able to analyze to improve productivity.

(Definition of the terms above)
P Actual processed time Actual running time from line start to stop to process coils
2 Handling time Idle time for loading and unloading of coils, threading , exchange of cutter stand and inspection, etc.
3 Operated time (1)+(2)
4 Unscheduled downtime Machine trouble, operation trouble, delay of material or crane, etc.
5 Scheduled downtime Lunch time, scheduled maintenance, degreasing of machine for dry products, etc
6 Worked time (3)+(4)Calendar time|(5)
@Ton^Hour=Processed tons^(6)
@Work Ratio(3)^(6)or (1) ^(6) in case the actual operated time (1) can be recorded automatically