kaizen intro 19.10

8/3/2019 Kaizen Intro 19.10

1/104

KAIZEN

AnIntro

duction


2/104

Mak

ing

KA

IZEN

Aw

ayofLife


3/104

EVE

RYD

AY,

EVE

RYONE,

EVE

RYW

HER

E,

KAIZEN


4/104

KAIZENis

aJapaneseword. Co

ntents


5/104

MasakiImai

TheFather

of

KAIZE

N


6/104

D

EFINITIONOFKAIZ

EN

Carryingoutsm

allimprov

ements,in

largen

umbers,withtotalemployee

involvement,on

acontinu

ousbasis

.


7/104

Customerorie

ntation

TQC(TotalQu

alityControl)

Robotics

QCcircles

Suggestionsy

stem

Automation

Disciplineintheworkplace

TPM(totalpro

ductive

maintenance)

Kan

ban

Qualityimprovemen

t

Jus

t-in-time

Zerodefects

Small-groupactiviti

es

Coo

perativelabour-

man

agementrelations

Pro

ductivityimprov

ement

New

-productdevelo

pment

KA

IZEN


8/104

W

hatisan

Improvem

ent?

Canbedistinguishedbetween

KAIZENan

d

Innov

ation.

KAIZENsmallimprovementsmadeinthe

statusquoasare

sultofongoingefforts.

Innov

ationadrasticimprove

mentinthestatus

quoa

saresultof

alargeinvestmentinnew

techn

ologyand/orequipmen

t.


9/104

JapaneseP

erceptionsofJobFunctions

Breakdow

namongMain

tenance,KAIZ

ENandInnovation

asperceivedbyJapaneseManagement.


10/104

F

eaturesofKAIZENa

ndInnova

tions

KAIZEN

Innovation

Effect

Long-termandlong-lasting,

butnotdramatic

Short-term,

butdramatic

Pace

Smallsteps

Bigsteps

Timeframe

Contin

uousandincremental

Interm

ittentandnon-incremental

Change

Gradu

alandconstant

Abruptandvolatile

Involvement

Everybody

SelectfewChampions

Approach

Collec

tivism,groupefforts,systemsapproach

Rugge

dindividualism,

individualideasandefforts

Mode

Mainte

nanceandimprovement

Scrap

andrebuild

Spark

Conve

ntionalknow-howandstateoftheart

Technologicalbreak-throughs,newinvention,new

theories

Practical

requirement

Requireslittleinvestmentbutgreateffortto

mainta

init

Requireslargeinvestmentbutlittleeffortto

mainta

init

Effort

Orientation

People

Technology

Evaluation

Criteria

Processandeffortsforbetterre

sults

Resultsforprofits

Advantage

Works

wellinaslow-growtheconomy

Better

suitedtoafast-growtheconomy


11/104

Easeinwork

Safeworking

environme

nt

Recogn

ition

/Promotion

Kno

wledge

Enha

ncement

ForanIndividual:

ForanOrgan

ization:

Customer

Delight

Meeting

Competition

Sustained

Busin

ess

Grow

th

Valueaddition

For

stakeholder

D

riversfor

Improvem

ent


12/104

Improvements

Improvemen

tsthrough

Addi

tion

Impr

ovementsthr

ough

Deletion

Machine

Man

Technolo

gy

Material

Muda

Mura

Muri

KAIZEN

T

ypesofIm

provements


13/104

The3Viruses

MUDAWAS

TE

MURAINCO

NSISTENCY/IMBALANCE

MURISTRA

IN


14/104

1T

1T

1T

1T

1T

1T

1T

1T

1T

1T

1T

1T

12

Tonne

ExampleonMuda,M

uraandM

uri


15/104

E

xampleofMuda

Making6tr

ips,carrying2tonsatatim

eisMuda(waste)

1T

1T


16/104

E

xampleofMura

Mura=Inconsistenciesinthe

system.

Happensso

metimes?

Happensin

someplaces.

Happensto

somepeople.


17/104

E

xampleofMuri

Muri=PhysicalStrain.

Bendtowo

rk?

Pushhard?

Liftweight?

Repeattiringaction?

Wastefulw

alk?

1

T

1T

1

T

1T

1

T

1T

X

2=

MURI


18/104

3trips,ca

rrying4tonsa

tatime,elimin

atesMuda,whileat

thesame

timenotcausinganyMuri.

N

oMuda,M

ura&Mu

ri


19/104

OverproductionManufacturinginanticipation;

producingfasterthan

beforeormorethanenquiredby

yourcu

stomer-interna

lorexternal

Waiting

Stock-outs,

batchprocess

ingdelays,

equipm

entdowntime,

capacitybottlenecks

TransportationCarr

yingWIPtolongdistances,

inefficie

nttransport

Inappro

priateprocess

ingUnneces

saryorover

processing

T

YPESOF

MUDA(WASTE)


20/104

Exces

sInventory

Unnec

essarymotion

sDefects,Scrap,rework,

replac

ement,inspection

Waste

dHumanPote

ntialSkills,c

reativity,willingness

T

YPESOF

MUDA(WASTE)


21/104

UnbalancedcapacitiesofMachines

Excessmonthendsales

Mixing

upofexperiencedandinexp

eriencedpeop

le.

MURA(UN

EVENNES

S)


22/104

Runnin

gequipmentb

eyonditscapacity(E.g.Fork

lift)

Usinglowprecisione

quipmentforh

ighprecision

proces

sing.

Workin

ginstrainedp

ostures.

Increasedworkloadd

uetononavailabilityofwork

force.

Excessmonthendsales.

MURI(STRAIN

)


23/104

S

OMEQUE

STIONST

OGENERATE

K

AIZENIDEAS

Whatarethenon-valueaddingope

rations?

Canth

isbereduced?

Canth

isbedonefaster,cheaper,s

aferorinaneasierway?

Isthereanalternativewaytodothis?

Canth

isimprovemen

tbeappliedelsewhere?


24/104

KAIZEN

Met

hods


25/104

K

AIZENMethods

KAIZENSteps


26/104

E

limination

Remove

this

slidingd

oor

Whatistheuseof

theslidingdo

ors?


27/104

Thenumberoffluorescentlightswa

sreduced.

R

educe

Afluorescentlight

bulbwasrem

oved.


28/104

K

AIZENby

Reductio

n

Before

Aretwob

ricksneededtostopa

car?


29/104

K

AIZENby

Reductio

n

Onebric

kisenoughto

stopa

car.

After

Before


30/104

Be

fore

After

K

AIZENby

Reductio

n

S

idelinesofthezebra

z

oneareremov

ed.


31/104

Bywatchingtheribbonmovement,onecanrecognizethat

theairconditionerisworking.

C

hange


32/104

Be

fore

After

K

AIZENby

Change

Stairwaysattherailwaystationshouldhavesignsofup

anddown.


33/104

Before

After

K

AIZENby

Change

Theshap

eofthehangingstrapfitsthehand.


34/104

K

AIZENSteps

Identificationoftheproblem

Brainstormingofpote

ntialcauses

Why-W

hyanalysisfo

rrootcause

IdeaG

eneration/Developingsolutions

Implem

entingbestpo

ssiblesolution

.


35/104

HowtoIde

ntifyifanImprovement

isKAIZEN?

Isthere

aProblem?

Hasthe

Problembeen

identifiedand

analysed?

Analysis

carriedoutby

5-WhyorFish

BoneDiagram

orany

otheran

alyticalproces

s?

Isthere

aRootCause

oftheProblem

?

HaveyouidentifiedaSolution?

IstheS

olutionexactly

oppositetheR

ootCause?

IstheS

olutionsometh

ingwhichisexpectedtobedoneby

you,as

partofyourwork?


36/104

Istheimprovementdonethroughde

letion,i.e.

DeletionofMudaWaste

DeletionofMuraInconsistencyorImbala

nce

DeletionofMuri

Strain

Havewefollowedthe

methodsofK

AIZEN?

Eliminate

Reduce,or

Change

Whatarethebenefits?

IstheKAIZENsustainable?

Isthere

aSustenance

Plan?

HowtoIde

ntifyifanImprovement

isKAIZEN?


37/104


38/104

1.

Who

2.

What

3.

Where

4.

When

5.

Why

T

heFive

Wsand

theOne

H

1.

How


39/104

1.

Whodoesit?

2.

Whoisdoing

?

3.

Whoshouldbedoingit?

4.

Whoelsecandoit?

5.

Whoelseshoulddoit?

6.

Whoisdoing

3-MUs?

W

ho?


40/104

1.

Whattodo?

2.

Whatisbeingdone?

3.

Whatshould

bedone?

4.

Whatelseca

nbedo?

5.

Whatelsesh

ouldbedo?

6.

What3-Musarebeingdone

?

W

hat?


41/104

1.

Wheretodoit?

2.

Whereisitdone?

3.

Whereshoulditbedone?

4.

Whereelsec

anitbedo?

5.

Whereelses

houlditbedo?

6.

Whereare3-Musbeingdon

e?

W

here?


42/104

1.

Whentodoit?

2.

Whenisitdo

ne?

3.

Whenshould

itbedone?

4.

Whatothertimecanitbedone?

5.

Whatothertimeshoulditbedo?

6.

Arethereanytime3-Mus?

W

hen?


43/104

1.

Whydoeshe

doit?

2.

Whydoit?

3.

Whydoitthe

re?

4.

Whydoitthe

n?

5.

Whydoittha

tway?

6.

Arethereany3-Musinthe

wayofthinking

?

W

hy?


44/104

1.

Howtodoit?

2.

Howisitdon

e?

3.

Howshoulditbedone?

4.

Canthismethodbeusedin

otherareas?

5.

Isthereanyotherwaytodo

it?

6.

Arethereany3-MUsinthe

method?

H

ow?


45/104

1.

Man(Operato

r)

2.

Machine(Fac

ilities)

3.

Materials

4.

OperationMe

thod

5.

Measurement

T

he5-MCh

ecklist


46/104

Th

eSevenStatis

ticalTools

1.

Paretodiagra

ms

2.

Cause-and-effectdiagrams

3.

Histograms

4.

Controlcharts

5.

Scatterdiagrams

6.

Graphs

7.

Checksheets

K

AIZENProblem-SolvingTools


47/104

1SSeiriStraightenup-Sorting

Clearlydistinguishneededitemsfromunneededitemsandeliminatethelatter.

2SSeitonSetthingsinorder

Aplaceforeverythingandeverythinginitsplacei.e.WorkplaceinOrder.

3SSeisoShine-CleanUp

Keeptheworkpla

ceclean.

4SSeiketsuStandardize

Standardizewhatyouhavesetino

rder

5SShitsukeSustain

Followprocedure

sintheworkshop

.

5

STheF

iveStepK

AIZENMo

vement


48/104

5

STheF

iveStepK

AIZENMo

vement


49/104

ThePDCA

Cycle


50/104

EVE

RYD

AY,

EVE

RYONE,

EVE

RYW

HER

E,

KAIZEN


51/104

Losses

InO

ffice


52/104

L

ossesinOffice

16TypesofLosses

InOffice

WorkTime

Employee

WorkSystem

BusinessP

rocesses

WaitingTime

SearchTime

Interruption

Informationoverload

Transportation

Creativity

KnowHow

Health

Environment

ClarityofInformation

UnclearTarge

t

Technology

Inven

tory

Handovers

Workpro

cedures

Errors


53/104

WaitingTime

Waitingforcollea

gues,

Decisions,

Information,

Material,Wa

itingthroughIT

systems,

IT-availability,

Non-reachable

colleagues

SearchTime

Searchforfiles,Papers,

Information,P

eople,

Officematerial,forms

Interruption

Disruptionforshortnot-knownmeeting

s,

Colleagues,

Disrup

tion

throughnoise,P

hone.

Information

Overload

Longmeetings,P

aperwork,

fulltables,

fullharddisks,

Archives,

Binders,

longtim

etokeepinformation,

Mailbox,

incompleteInformation,

Advertisement,R

ules

Transportation

Changeinformat(print,thenfax),interfaces,

Import&Exportfiles,

Informationcycle

s,

Material,officelayo

ut,longways,

interna

lPostways

WorkTime

Losses


54/104

WorkSystems

Environment

Abundanceofmaterial(toners,cartridg

es),verymuchpaper,noise,notrash

concept,trashis

notsorted(Batteries,

Toners),Energy,power,lesscarpool,

Standby

C

larityofInformation

missingInformation,

longdecisions,co

nsequentrulesandproceduresoften

checkbacks?,un

clearresponsibilities,

manyinterfaces,

long

searchtimes,

doublework

UnclearTarget

Nopolicydeploymenttothelevelofan

employee,noperson

altargets,

missingoruncleartargets,

lessvisualization,

targetconflicts,missing

communicationflow

Technology

Systemerror(Co

mputer,Printer),

defectiveequipment,Copystation,

kitchen

equipment,wrongormissonaccess(harddrive)


55/104

Inventory

Highproductdep

thforofficematerial,developmentprojects,

Fear,open

inquiry,Remains,noaccess,

doublefiling

Handovers

Amountinterfaces/handovers,missing

processdescriptions,

Unclearness?

missingcontinuity,Datatransfermistak

e,

Doubleinput,manualImport&

Export,

lackingre

sponsibilities

WorkProcedures

Formulas,missin

gWorkflows,

Distributor,missingtraining,m

issing

documentation,w

orsedelegation,oldprocesses,

toomuchBureaucracy

Errors

Masterdata,partslists,mistakeindoc

uments(Drawings,Calculations,

offers),baddata

quality,wrongdocuments,missingtraining,

missing

employeeknowle

dge

B

usinessP

rocesses


56/104

Creativity

Unusedcreativity

,missingideamanag

ement,lessimprovem

entworkshops,

lessBenchmarkactivities,

Ideatransfe

r/-exchange,

Monthm

otto,missing

culture,unusedk

nowledge

KnowHow

Documentation,Qualificationmatrix,fromtargettoQualification,

Regular

Trainings,

Processcoaches,

Deputym

atrix,missingtraining,missing

Transparency,differentinformationstatus

Health

Ergonomics,nois

e,

light,narrowness,stress,spatialenviron

ment,missing

activehealthcare,monthmotto,action

s

E

mployee


57/104

ValueAdded

/Non-Valu

eAddedA

ctivities

Value-add

edactivity5%

Nonvalue

-addedactivity60%

Necessarynonvalue-a

ddedactivity

35%

Therefore

60%oftheac

tivitiesinanyorganizationco

uld

possiblyb

eeliminated.

Source-L

eanEnterprise

ResearchCentre(LERC)in

the

UnitedKingdom


58/104

ValueAdded/NonValueAdded

activities

ValueA

ddedActivity:

Anac

tivitythattransformsorshapesthe

materialorinform

ation.

Custo

merpaysforit.

NonVa

lueAddedActivity:

Activitiesthatconsume

sresourcesbutcreatesnovaluein

theeyesof

custom

er.

Custo

mersdontpayfo

rit.

NonVa

lueAddedActivity:Needed

Activitiescausingnovaluetobecreated

butwhichcannotbe

eliminatedbasedoncurrentstateoftech

nologyorthinking

.

Required(Regulatory,Customermandate,legal)

Necessaryduetononrobustnessofprocess,orcurrently

required.


59/104

Exa

mple

sOfKaize

n


60/104

M

udaofSe

arching

BEFORE

AFTER


61/104

M

udaofSe

arching


62/104

BEFORE

AFTER

M

udaofSe

arching


63/104

BEF

ORE

AFTER

M

udaofSe

arching


64/104

BEFORE

AFTER

M

udaofSe

arching


65/104

Identification

Telephonenumbers

displayed

Fan&electricalswitch

esIdentified


66/104

Conveyor

Workpiece

M

uriElimin

ation

Plasticsheetswerekeptontherackbehind

theoperator.

Theoperatorwasforcedtoturnaround

eachtimeheneededaplasticsheet.

Theturningmotionrequired4secon

ds.

Now

plasticsheetsareh

ungonahook

infro

ntofoperator.

Theoperatordoesnoth

avetoturn

around.

Four

secondsofmotion

wasteare

eliminated.

Plasticsheets

forpackaging

Workpiece

Conveyor

BEF

ORE

AFTER


67/104

Are

thes

eKAIZENs?


68/104


69/104


70/104


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100/104


101/104

EVE

RYD

AY,

EVE

RYONE,

EVE

RYW

HER

E,

KAIZEN


102/104

Thesta

rtingpointofim

provementis

torecognizethe

need.

Thiscomesfromreco

gnitionofap

roblem.

Ifnoproblemisrecognized,thereis

norecognition

ofthe

needfo

rImprovement.

ComplacencyistheArch-enemyof

continuous

improve

ment.

Therefo

re,KAIZENem

phasizesonrecognitionofa

problem

andfind

ingsimplesolutionforthesa

me.

F

romMasa

akiImai.


103/104

E

XPEC

TION

FROM

YOU

O

NEKAIZ

ENWITH

INNEXT

TWOWE

EKS


104/104

kaizen intro 19.10

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