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Yokoten tracker (horizontal deployment)

Yokoten, Japanese for horizontal deployment, is the practice of copying an improvement that has been proven in one area to every other line, shift or site that runs the same or a similar process. It is more than sharing a good idea: the improvement is written up well enough to copy, someone with a view of every area picks where it applies, the receiving team goes to see the original and adapts it to its own conditions, and a deployment is closed only when its result has been measured and the area's own standard work shows the new method. Page 1 of the PDF has the source improvement with its result before and after and the readiness checks, then one row per candidate line or site: applicable or not with the reason, owner, go-and-see, due and deployed dates, the area's own before and after, its improvement as a share of the source's, standard updated and status. Page 2 has the four steps, the close conditions, the status key and a worked example. The Excel version keeps a register of practices and a deployment log, works out each improvement, its % of the source's and the status of every row, flags late and deployed-late rows, and counts deployment by practice and by plant or area.

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Page 1 of the yokoten tracker: fields for the practice, boxes for the source improvement, its result before and after and the readiness checks, an 8-row table of candidate lines with applicable, owner, dates, before, after, improvement, standard updated and status, and a summary row.
Source improvement write-upReadiness checksOne row per candidate line or siteApplicable or not, with the reasonBefore and after per area% of the source's improvementStandard updatedStatus and late flags

When to use it

When to use a yokoten tracker

  • After a kaizen event or a solved problem whose result has held, when the same process runs on other lines, shifts or sites.
  • At a monthly review of recent improvements, to decide which ones to copy and where.
  • In a multi-site company, to see which plants have adopted a practice and which say it does not apply, and why.
  • When a copied improvement did less well somewhere else, to see the gap against the source and send it back to be adapted.

How to fill it in

  1. 1

    Check the improvement is ready

    Copy only what has been through a full PDCA cycle with a measured result that met its target, where a similar process runs somewhere else, and that is written up well enough to copy. The three checks are on the sheet.

  2. 2

    Write up the source

    The problem in numbers, the root cause, what changed, the result against its baseline, the standard that was changed and the OPL or photos. A short write-up that covers all of it beats a long one that tells the story of the event.

  3. 3

    List the candidates

    One row per line, area or site that runs the same or a similar process. Someone who sees every area should pick them, not only the team that made the improvement. Mark each one applicable or not, with the reason when it is not.

  4. 4

    Go and see, then adapt

    The receiving team visits the original before changing anything and adapts it to its own equipment, layout and people. Measure the area's own before value first.

  5. 5

    Deploy and measure

    Write the deployed date and the after value. The Excel version shows each improvement as a % of the source's and flags rows below the share your site sets (80% in the example) to adapt and retry.

  6. 6

    Close with the standard

    A deployment is closed when its result is good enough and the area's standard work shows the new method. Without the standard it drifts back within weeks.

What's on the tracker

The 12 checks on the yokoten tracker

Three to decide an improvement is ready to copy and five for its write-up, on page 1 next to the source improvement; four to close each deployment, on page 2.

Ready for yokoten when

All three, before anyone else copies it

  1. 1It went through a full PDCA cycle and the measured result met its target
  2. 2The same or a similar process runs in at least one other area
  3. 3It is written up well enough for another team to see the problem, the root cause and the change

The write-up covers

Short is fine; complete is not optional

  1. 4The problem, in measurable terms
  2. 5The root cause and how it was found
  3. 6The countermeasure, in enough detail to copy
  4. 7The result against the baseline measured before the change
  5. 8Conditions in the source area that shaped the design

Close a deployment when

Implemented is not the same as closed

  1. 9The receiving team went to see the original and adapted it to its own conditions
  2. 10The result was measured against the area's own baseline and compared with the source
  3. 11The area's standard work shows the new method
  4. 12It is recorded in the register as a confirmed copy of the practice

A filled-in example

Illustrative, not a benchmark

The worked example on page 2 of the PDF and in the Excel version (illustrative): quick-release die clamps copied from press 1, as of 1 October 2026.

  • Source: press 1 die changeover from 48 to 22 minutes with quick-release clamps, a changeover cart loaded before the stop and a sequence card: (48 − 22) ÷ 48 = 54.2% better, held for eight weeks.
  • Press 2: 46 to 24 minutes, (46 − 24) ÷ 46 = 47.8%, which is 47.8 ÷ 54.2 = 88% of the source's improvement. Closed, standard updated.
  • Press 3: 52 to 27 minutes, 48.1% (89% of the source's). Closed, though it was deployed four days after its due date.
  • Press 4: 44 to 31 minutes, 29.5%, only 55% of the source's. Below the 80% the site set, so it goes back to go and see and adapt before its standard changes.
  • Press 5 is past its 26 September due date and not deployed; press 6 is not applicable, a servo press that already clamps dies automatically; press 7 at plant B is due on 30 October.

Six candidates, five applicable, three deployed: 3 ÷ 5 = 60% of the applicable lines. Two closed, one late and one to adapt and retry. The three deployed presses save 22 + 25 + 13 = 60 minutes per round of changeovers.

Common mistakes

  • Sharing before the result is proven

    An improvement still being tested spreads doubt, not capability. The receiving team gets a mixed result and decides the idea does not work.

  • A write-up too thin to copy

    An outcome with no root cause and no detail of the change cannot be copied. The receiving team needs the countermeasure, the cause it removes and how it was done.

  • Copying without going to see

    Equipment, layout and skills differ between areas even when the process looks the same. Without a visit and an adaptation the copy often fails, and the improvement gets the blame.

  • Calling it done when it is implemented

    If the area's standard work is not updated, the change slips back with the next shift change or new starter. Close a deployment only when its standard is updated.

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 a validated Kaizen is turned into a standard and shared with every plant, and each plant marks it applicable, implemented or not applicable with a reason, so adoption is tracked plant by plant.

FAQ

Yokoten tracker (horizontal deployment): common questions

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