CANDO

BY

NAIK DEVANG

Training

• Training is not a important thing it is the readiness to take on the training that’s important.

• Occasionally self improvement is fairly common and easily achievable.

• Continuous self improvement is virtually un achievable, but striving for it is the single most effective way to approach your personal paradise.

Self improvement

• How can we go about self improvement? First write in block letters IMPROVE TODAY.

•Put the card in a prominent corner of the mirror you use when you comb your hair every morning and brush your teeth every night.

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without CANDO

The Good

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Why CANDO

•To eliminate the wastes that result from“uncontrolled” processes.• To gain control on equipment, material & inventory placement and position.• Apply Control Techniques to Eliminate Erosion of Improvements.• Standardize Improvements for Maintenance of Critical Process Parameters.

Look Familiar?

CANDO•C --------CLEAN.•A --------ARRANGE.•N --------NEAT.•D --------Discipline.•O --------ON GOING

IMPROVEMENT.

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Systematic

Organization

CleanlinessVisual Placement

Standardization

CANDO Implementati

on Plan

Progressive

Enhancements

Step 1

Establish CANDO

Implementation Team

Step 2

Develop Specific

Implementation Plan

Step 3

Develop Communication

Plan

Step 4

Develop CANDO Training PlanStep 5

Implement CANDO

Step 6

Verification of Effectiveness

KISS• Keep It Super Simple.

• This is not tricky.

• There is no secret.

• You don't need a degree to do this.

• Just get it done.

What is CANDO

• A method of creating clean and orderly work place that exposes waste and increases the efficiency of all process involved in manufacturing unit.

CLEAN UP

• Keep it clean.

• Clean the shop floor.

• Clean the tools when done.

• Clean the work station when done.

• Place some one in charge of ensuring this is done.

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Cleanliness involves cleaning every aspect of the Organization and the

removal of dirt, dust,oil, scraps on the floor, & garbage.

Key Deliverables

A clean Systematic Organization results in increased safety and efficiency.

Increased Safety

Increased Efficiency

CANDO Examples - Clean

3. Clean - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

ARRANGING

• Identify and visualize minimum and maximum level.

• Every thing has it own place.

• Arrange things in such a way that easy to visualize if something is missing.

Some CANDO Examples

Before CANDO

After CANDO - Cleaned, organized and drawers labeled (less time and frustration hunting)

NEAT

• Distinguish between what is & is not needed.

• Keep the environment clean.• ASK1 Why do we need this?• Where is this used?• What is the frequency of use?• Why is this stored here?

CANDO Examples – Arrange Neat in Order

See the difference?

1. Arrange - All unneeded tools, parts and supplies are removed from the area2. Neat - A place for everything and everything is in its place

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Removing “Red Tagged” stuff

What Stuff would you “Red Tag” in these pictures ?

Picture A__________________________________________________________

Picture B _________________________________________________________

Think Break

NEAT

• Go to the determine area.

• Examine and record the current condition.

• Ask the question around the current condition.

• If unclear distinguish the items & code them.

• Take the coded item to quarantine area.

DISCIPLINE• Set a clear standered.• Make platform for

improvement.• All three (Clean,arrange&Neat)

should be maintained strictly.• Should be made easy to

maintain.

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Some evidence of standardized work areas

•Clear, shiny aisle ways

•Color coded areas

•Slogans, banners

•No work-in-process ( WIP )

•One-Piece Flow

•Standardized Work Sheets

• To make sure you are all following up at least every thirty days on CANDO basis.

ON GOING IMPROVMENT

Improvement• Get rid of all false assumption.• Don’t look for excuse, look for ways to

happen.• Don’t worry about being perfect even if

you get it half right.• It does not cost money to do CANDO.• Good ideas will flow when going gets

tough.• Look for wisdom from ten people rather

than one.• Never stop doing CANDO.

Wastes• Transportation

• Inventory.

• Motion.

• Waiting.

• Over processing.

• Over production.

• Defects.(rework)

• Untapped Creativity

• .just remember the name TIM WOOD.

Wastes

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In the following pictures, identify some of the “finding wastes “ ( assume you work in a distribution center and you have to fill an order with product located in the following pictures).

Think Break

___________________ ___________________ _________________

___________________ ___________________ _________________

___________________ ___________________ _________________

___________________ ___________________ _________________Everything has a useable place

Finding Wastes

Waiting• If we are waiting for anything R/M ,

information, parts etc question 5 Times, remove or change the cause so don’t wait for something for the same reason ever again. Depending on the situation a reduction in waiting time may be all that is achievable, sometimes challenging the cause will lead to greater improvement.

• Q Why should you wait for anything or anyone? All it suggest if you have to is that the process isn't set up as good as it could be so change it improve.

Overproduction• If you are making more than required by

customer, you are making too much and subsequently repeating other wastes activities while doing it--- so STOP.

• I've heard all the excuses I can take, detailing why this inst possible, but all they are excuses because over production is common practice and therefore comfortable.

• Overproduction is wrong—simple as that—Black and White no grey areas.

Rework• If you have any rework, that means

only one thing—your design process or your system is not good enough. Improve it to remove rework.

• If you work in an enviourment that deals with rework as a matter of course, i.e. its acceptable to you ands you think it is unavoidable you need to sincerely change your way of thinking.

Motion• If you have to move question 5 times, if you

can redesign your

• Piece part presentation

• Layout

• Sequence

• Structure

• Roles and responsibility

• To reduce the amount you move, you will save throughput time and therefore reduce the lead-time, making you more reactive to customer requirement.

over processing• If your system, process and

procedures require you to do more than the absolute minimum for the same end result, regards QCDSM, your are doing too much. Doing more takes more resource,time,money,space etc. restricting the creativity in process. Makes changes to wasted efforts.

• Holding excess stocks because your system is crap ties up capital, restricting cash flow. if you don’t use up the complete replace the stock you hold ten times a year or more on a FIFO basis—you are not doing enough.

inventory

transportation• If have to move materials about between

production line, departments, storage, sites is moving to far. Change the structure and mentality of the business to reduce the transportation to minimum.

• If you store—bring it inside.• If you buy in stock—negotiate right quantity

right time to customer order.• Control your stock through common sense

and not historical development.

Untapped creativity

• You have people working within your system, using this process and procedures, they have experience. Therefore experience is the greatest asset a company can tap in to. Make sure your people understand what is VA, NVA, than drawn on their experience and creativity to find solutions.

summary• CANDO is for you.• Clean up and organize your work area

every day so that each new day is easier and safer than the day before.

• Share your input with your leaders so that the tools will be available to you when you need this will increase your efficiency.

• Volunteer your to help CANDO tours and CANDO events.

• Take good around—imagine zero waste/ zero confusion.

THANK YOU• Neat clean & discipline soul reaches to

heaven.

NAIK DEVANG