Kaizen

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What – Kaizen

• A process for sustainable improvement through teams– Engages teams– Drives accountability to the factory floor

• Consistent use of different analysing tools combined in a clear process flow

• Originally used for minor stop reduction but can be used for other problems as well

Intent & Why

• Understanding Kaizen for continuous improvement

• Understanding impact of teamprojects

• Understanding crucial steps in a Kaizen process

• Understanding combination of Kaizen and maturity of the organization

• Sharing learnings and changes made in the different kaizen processes

Why use Kaizen ?

• Ideal for minor stop reduction

• Creating engagement and accountability through teams- sustainability & ownership

• Leveraging knowledge of different people in the teams

• For reoccuring issues within or over different departments

• Really understanding the problem

• Learn through experience- defining the problem- measuring- analysing

Where is Kaizen relevant for me?

• Use for minor stops

• The issue has a realistic proportion and is not huge

• The project can give on relatively short term (max 3 months) results

• The results of the project are easy to monitor

• Issues were the team understands the benefits to solve

About the Kaizen process

• What is the Kaizen process?– Kaizen is a process with clearly defined steps for solving re-occuring issues through a team

approach in a consistant way.• Using DMAIC• Also possible using PDCA

• What are the benefits of a Kaizen approach ?– Involving and engaging different people on the floor instead of managers– Better product quality – Better Root Cause Analysis– Better teamwork– Understanding the problem/solution

 • When should I commit to starting a Kaizen ?

– Clear reoccuring issue– Different departments, knowledge

Kaizen Process in 1 page

• Define:– Problem description : proof there is a problem– What is the process ?– What target do we want ?

• Measure: – Follow up of data

• Analyse:– Analyse data with suitable tools

• Improve:– Create actions to improve

• Procedures, training, technical changes, …• Control:

– Follow up of sustainable results– Roll out were applicable– All information integrated into the system

Kaizen - Outline project

• Introduction meeting• Preparatory meeting• First team meeting• Follow-up meetings• Closing meeting

Kaizen - Introduction meeting

• Members:

• Content:

production manager

trainer / TPM coordinator

shift supervisor / team leader

subject determination (WHAT will we do)

team assembly (WHO will do it)

kick-off determination (WHEN do we start)

Kaizen - Preparatory meeting

• Members:

• Content:

production manager

trainer / TPM coordinator

breakdown & loss time study (HOW will we measure)

first look at macro-process (WHAT will we measure)

initial goal determination (WHERE do we want to go)

8 october 2009 Andy, Kris, J eroen, Harald, Kenneth Optimalisation traytransport

40 stops / week

8 october 2009 Andy, Kris, J eroen, Harald, Kenneth Optimalisation traytransport

40 stops / week

Kaizen - First team meeting• Members:

• Content:

production manager

trainer / TPM coordinator

Supervisor / team leader

Technician

Operator

Introduction

Macro – process creation

Initial root cause analysis creation

Notation of improvement suggestions

Target definition

Task assignments

Kaizen - First team meeting

• Measure & analyse:

Kaizen - Actions between meetings

Kaizen - Actions between meetings

Kaizen - Actions between meetings

• Improve: Technical changes

extension of side guiding to prevent pack turning

implementation of Linac-cilinders

placement of brushes to prevent pack falling and turning

Training & Procedures

implementation of change-over matrix to control machine parameters

Communication

temporary instructions, e-mail and bulletin boards

Kaizen - Actions between meetings

Kaizen - Closing meeting

Are all improvements definitive?

Are follow-up measurements necessary? If so, which?

Are all existing forms, instructions, procedures up-to-date?

Will extra training be necessary?

• Control:

• Roll-out: Are actions towards other lines/installations useful?

Kaizen - Closing meeting

Kaizen : Success Measures Kaizen-scope: from large to small

From teams with members from each shift (enhance engagement) to “core-teams” within the shift (enhance speed)

Kaizen-project team leader: from Production Managers to trainers to Shift Supervisors (key accountability) with support of trainers, Production Managers and Maintenance Supervisor

Target leadtime 3 months and 3 months follow-up

Guidance and support of trainer, Production Manager, Maintenance Supervisor

Leadership of teamleader

Measuring Kaizen process through audits

How to implement Kaizen • Training Kaizen:

– Explain what and why briefly• Consistant approach• Minor stops

– Train special analyse tools only when needed and with exercises– Explain that targetsetting is done by the team– Use examples that are recognisable for the floor– Explain priority setting/matrix

• Implementing– Use cross functional teams– Try core teams in 1 shift with extensions in other shifts – Create buy in

• Time• Tools• Good examples• Speed of execution• Enthusiasm• Advantages for the floor

– Make sure strong leadership is in place– Implement a good follow up tool for the Kaizen process

Factory Application• Start with a pilot

– Highly engaged people– “easy” problem– Direct follow up by management– Strong leadership– Excellent communication

Getting buy in• Getting buy-in

– It’s key that all departments are engaged with the kaizen process

 • Resource:

– A good follow up and a dedicated person for this follow up is a necessity– You need to give time to the team to do analysis, follow up, filming, ….– You need to have realistic due dates– Use your leadership for the process … not for the solution

• Investment– Most of the issues can be solved with minimal investment bringing the machine back to basic – Sometimes the teams or team members want to invest a lot of money: be aware for the

engagement when you give feedback that it will not happen. Challenge the team– Be prepared to push back on capital investment until all human opportunities have been

implemented

 • Change Management

– Sometimes the teams or team members want to jump conclusions instead of following the process