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Focused improvement 90-day model area plan
A focused improvement model area plan is a 90-day plan for proving, on one line, that the biggest measured losses can be cut by small, focused team projects before the routine spreads to other lines. The team measures OEE and the six big losses, ranks them, charters two or three loss themes, defines each problem at the line, confirms the root causes, trials countermeasures, checks them against the target, standardizes what worked and has finance confirm the savings, while the line team clears the smaller losses with quick kaizen. This template has the 13-week plan as a Gantt chart in three phases with the owner, deliverable and done-when of each activity, a scoring table to choose the model line from loss data, the team, a KPI board, the day-90 gate, and the expansion plan for months 4 to 12 in three waves, with a worked example.
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
When to use it
When to use a focused improvement 90-day plan
- When OEE or loss data shows where the losses are, but improvement work is spread thin across many small projects.
- When a plant wants to prove a loss-based project routine on one line before every line runs it.
- When a bottleneck line loses output to stops, changeovers or rejects and needs a 90-day plan with clear targets.
- When leaders want an improvement plan they can review every week: who does what, by when, and what done looks like.
How to fill it in
- 1
Choose the model line from loss data
Score up to three candidate lines (five in Excel) on loss data, visibility, team willingness and repeatability, from 1 to 3. Loss data here means OEE and the six big losses. Pick the highest total; on a tie, the higher loss data score wins.
- 2
Name the team and write day 1
Sponsor, pillar lead, a project leader per loss theme, the area supervisor and operators, and a finance partner who agrees how savings are counted.
- 3
Set the baseline and the day-90 targets
OEE, minutes lost to the top loss, themes closed, quick kaizens and savings confirmed by finance.
- 4
Run the 13 weeks and update the plan every week
Move a bar if your area needs it, write the week each activity really finished, and add one actual per KPI each week. Late activities turn red in the Excel version.
- 5
Pass the day-90 gate
The sponsor and pillar lead check the six gate items with evidence. If one is not met, fix it before any other area starts.
- 6
Plan the expansion waves
Wave 1 goes to the lines with the same equipment or process, with the model line's project leaders running the first loss Pareto in each. Each new line runs its own 13 weeks against its own baseline.
The 90-day plan
Week by week: from the loss Pareto to standardized fixes
The standard plan printed on page 1 and in the Excel version. Days 1 to 30 are weeks 1 to 4, days 31 to 60 weeks 5 to 9 and days 61 to 90 weeks 10 to 13. Move the weeks to fit your line.
| Weeks | Activity | Owner | Deliverable | Done when |
|---|---|---|---|---|
| 1 | Choose the model line and form the team (Setup) | Pillar lead | Team list; line chosen with the selection table | Team named, sponsor agreed, first meeting held |
| 1 to 2 | Measure OEE and the six big losses (Losses) | Area supervisor | Two weeks of OEE with minutes or counts per loss | Every KPI on the board has a baseline |
| 2 to 3 | Rank the losses and pick the themes (Losses) | Pillar lead | Loss Pareto; two or three themes for the 90 days | Each theme is one loss with a measured size |
| 3 to 4 | Charter each theme (Plan) | Project leaders | Charter: problem, target, scope, team, dates | Each charter signed by the sponsor |
| 4 to 6 | Go and see, and define each problem (Plan) | Project leaders | 5W1H and is / is not for each theme, from the line | Each problem stated with what, where, when and how much |
| 5 to 8 | Find and confirm the root causes (Do) | Model area team | Why-why and fishbone per theme, causes checked with data or trials | Each theme has a cause confirmed on the line |
| 6 to 9 | Trial the countermeasures (Do) | Project leaders | Countermeasure trials with before and after data | Each countermeasure trialled for at least one week |
| 8 to 10 | Check results against the targets (Check) | Pillar lead | Loss minutes or counts against each charter target | Each theme reached its target or has a new countermeasure |
| 9 to 11 | Standardize what worked (Act) | Area supervisor | Updated standard work, one point lessons, AM and PM checks | The new method is in the standard and the team is trained |
| 10 to 12 | Quick kaizen on the smaller losses (Daily kaizen) | Area supervisor | Quick kaizen sheets from the line team | Quick kaizens closed every week |
| 11 to 13 | Confirm the savings with finance (Check) | Finance partner | Savings per theme, counted the agreed way | Finance has signed off each saving |
| 13 | Day-90 review and decision to expand (Gate) | Sponsor | Day-90 gate sheet, KPIs against baseline, lessons | Gate signed by the sponsor and the pillar lead |
1
- Activity
- Choose the model line and form the team (Setup)
- Owner
- Pillar lead
- Deliverable
- Team list; line chosen with the selection table
- Done when
- Team named, sponsor agreed, first meeting held
1 to 2
- Activity
- Measure OEE and the six big losses (Losses)
- Owner
- Area supervisor
- Deliverable
- Two weeks of OEE with minutes or counts per loss
- Done when
- Every KPI on the board has a baseline
2 to 3
- Activity
- Rank the losses and pick the themes (Losses)
- Owner
- Pillar lead
- Deliverable
- Loss Pareto; two or three themes for the 90 days
- Done when
- Each theme is one loss with a measured size
3 to 4
- Activity
- Charter each theme (Plan)
- Owner
- Project leaders
- Deliverable
- Charter: problem, target, scope, team, dates
- Done when
- Each charter signed by the sponsor
4 to 6
- Activity
- Go and see, and define each problem (Plan)
- Owner
- Project leaders
- Deliverable
- 5W1H and is / is not for each theme, from the line
- Done when
- Each problem stated with what, where, when and how much
5 to 8
- Activity
- Find and confirm the root causes (Do)
- Owner
- Model area team
- Deliverable
- Why-why and fishbone per theme, causes checked with data or trials
- Done when
- Each theme has a cause confirmed on the line
6 to 9
- Activity
- Trial the countermeasures (Do)
- Owner
- Project leaders
- Deliverable
- Countermeasure trials with before and after data
- Done when
- Each countermeasure trialled for at least one week
8 to 10
- Activity
- Check results against the targets (Check)
- Owner
- Pillar lead
- Deliverable
- Loss minutes or counts against each charter target
- Done when
- Each theme reached its target or has a new countermeasure
9 to 11
- Activity
- Standardize what worked (Act)
- Owner
- Area supervisor
- Deliverable
- Updated standard work, one point lessons, AM and PM checks
- Done when
- The new method is in the standard and the team is trained
10 to 12
- Activity
- Quick kaizen on the smaller losses (Daily kaizen)
- Owner
- Area supervisor
- Deliverable
- Quick kaizen sheets from the line team
- Done when
- Quick kaizens closed every week
11 to 13
- Activity
- Confirm the savings with finance (Check)
- Owner
- Finance partner
- Deliverable
- Savings per theme, counted the agreed way
- Done when
- Finance has signed off each saving
13
- Activity
- Day-90 review and decision to expand (Gate)
- Owner
- Sponsor
- Deliverable
- Day-90 gate sheet, KPIs against baseline, lessons
- Done when
- Gate signed by the sponsor and the pillar lead
What's on the gates
The day-90 gate and the wave gate for focused improvement
The day-90 gate decides whether the model area is ready to be copied; the wave gate is checked for each new area before the next wave starts. Both are on page 3 of the PDF and on the Excel version's Day-90 gate and Expansion sheets.
Day-90 gate
All met before the first expansion wave starts
- 1Each theme has a confirmed root cause and a countermeasure checked against its target
- 2What worked is in standard work, one point lessons and the AM and PM checks
- 3Finance has confirmed the savings, counted the agreed way
- 4The line team runs quick kaizen on the smaller losses every week
- 5The KPI board has 13 weeks of data against the baseline
- 6The charters, analyses and lessons are written up so another team can copy them
Wave gate
For each new area, before the next wave starts
- 7The area passed the same day-90 gate as the model area
- 8Its KPIs are measured against its own baseline, not the model area's
- 9The loss log, charters and the countermeasures that worked were copied and adapted, and the copy is recorded
- 10Coaches for the next wave are named and have run a session with the pillar lead watching
- 11The model area was audited again and still holds its standard
A filled-in example
Illustrative, not a benchmarkAn example: a bottling plant (illustrative, with made-up numbers; the same as page 4 of the PDF and the Excel example sheets). Not a benchmark.
- Model line choice, loss data, visibility, team willingness and repeatability scored 1 to 3: Line 3 scored 11, Line 1 scored 10 and Line 5 scored 7. Line 3 lost the most minutes to small stops and changeovers, is the line every visitor sees, and its supervisor asked for help with the stops.
- OEE of the model line: baseline 61%, day-90 target 70%, week 13 actual 68%, 78% of the gap closed.
- Minutes lost to the top loss: baseline 540 minutes a week, day-90 target 240 minutes a week, week 13 actual 300 minutes a week, 80% of the gap closed.
- Themes closed: baseline 0%, day-90 target 100%, week 13 actual 67%, 67% of the gap closed.
- Quick kaizens closed: baseline 0 a week, day-90 target 5 a week, week 13 actual 5 a week, 100% of the gap closed.
- Savings confirmed by finance: baseline 0 thousand, day-90 target 40 thousand, week 13 actual 32 thousand, 80% of the gap closed.
The team passed the day-90 gate in week 13. Wave 1 (months 4 to 6) went to Lines 1 and 2, wave 2 (months 7 to 9) to Lines 4 and 5, and wave 3 (months 10 to 12) to Syrup room, warehouse loading, with a model area team member coaching each wave 1 area.
Common mistakes
Picking themes by opinion
Choose the themes from the loss Pareto. A theme nobody measured cannot show it closed the gap.
Too many themes at once
Two or three themes the team can finish beat ten that stall. Smaller losses go to quick kaizen.
Fixing without confirming the cause
Check the cause with data or a trial on the line before the countermeasure, or the loss comes back.
Counting savings nobody agreed
Agree with finance how savings are counted before the first project closes, and have them confirm each one.
Spreading before the gate
Copying countermeasures to other lines before they hold on the model line spreads guesses. Hold the gate, then expand in waves.
Download the template
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Run this template in LeanSuite
In LeanSuite you upload loss data from a spreadsheet, each record is sorted into a cost bucket and a causal or resultant loss, and a loss tree ranked by cost shows which losses to work on first, with a Kaizen started from any loss.
In the lean glossary
Guides
- Model area: a 90-day plan for each pillar, then expansion
- The Six Big Losses in Lean Manufacturing
- Loss Prioritization Framework: Attack Highest-Impact Opportunities
- Running Lean Improvement Projects: From Scope to Verified Results
- Overall Equipment Effectiveness (OEE): What is it?
- The 8 Pillars of TPM Explained
Put it on the wall
FAQ
Focused improvement 90-day model area plan: common questions
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- Process capacity sheet templateEach machine in a part's routing with manual, auto and tool change time, its capacity per shift, and the step that limits the cell against demand.
- Jidoka worksheet (stop at abnormality)For one line or cell, every abnormality that should stop the work: how it is detected, how the work stops, who is called, the immediate fix and the root cause step, plus a log of real stops.
- Team charter templateA one-page charter for a standing team: purpose, scope, roles, the KPIs it owns, which decisions it makes itself, norms and cadence.
- Chaku-chaku line plannerPlan a load-load cell: time each machine, load and walk, check that every machine is ready when the operator comes back, compare the cell cycle with takt and size the crew.
- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.