kaizen training module4arihant

8/8/2019 Kaizen Training Module4Arihant

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WORKSHOPON

KAIZEN

www.talentengagement.com with Infinite Learning Systems

http://www.talentengagement.com/




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CONCEPT OF 3 “MU”S

3 “MU”s

MURI – STRAIN

MURA – INCONSISTENCYMUDA - WASTE

THE WORD STRAIN, INCONSISTENCY AND WASTE ARE EXPRESSIONS OF

PROBLEMS

. MURI : - EXCESSIVE EFFORT, EXERTION OR TENSION

- EXCESSIVE DEMAND ON ONE’S EMOTIONS

2. MURA : A. NOT EQUAL – IN SIZE, STRENGTH, ABILITY, VALUE, RANK,

NUMBER, AMOUNT ETC.

B. NOT- EVEN, REGULAR, UNIFORM.

3. MUDA : ACTIVITY WHICH DOES NOT ADD VALUE TO THE JOB.NECESSARY UNNECESSARY UNAVOIDABLE

NON VALUE ADDED (N VA) AVOIDABLE


VALUE ADDED (VA)





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AREAS FOR KAIZEN

PREVENTING

DEFFECTRECURRENCE

QUALITY

CUSTOMER

SERVICE

TRUST

MAINTENANCEENERGY

CONSERVATION

PRODUCTIVITY

INCONSISTENCY

WASTE

INADEQUACY

SAFETY

COST

PRESENT

CONDITIONS






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5S Improvement Strategy

Improve Quality

Reduce Cost

Safety

World Class Performance

Customer Experience

• Reason to begin with 5S

• It can be done today• Everyone can participate

• Waste is made visible

• Has a wide area of impact

- Improves set up times

- Improves quality

- Improves safety

- Improves morale

- Improves productivity

Example :www.talentengagement.com with Infinite Learning Systems





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5S Improvement Steps

Meaning

Seiri Sorting Out

Seiton Systematic Arrangement

Seiso Spic and Span

Seiketsu Standardizing

Shitsuke Self-discipline

Sorting, keep the necessary in work area,

dispose or keep in a distant storage area less

frequently used items

Systematic arrangement for the most

efficient and effective retrieval

Cleaning with a daily follow up in order to

sustain the improvement

Standardizing. Set as a standard so to keepthese good practice work area

Setting up a formal system; with display of

results, follow-up, the now complete 5S get

insured to live, and be expanded beyond their

initial limits






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Facilitates worker autonomy.

Serves to eliminate waste.

Promotes prevention.

Fosters continuous improvement.

Allows for quick recovery.

Leads information sharing.

Exposes abnormalities.

Getting visual:

Attributes of a desirable business.

Attributes of a desirable business.

Benefits Of A Visual Process Control





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WHAT IS KAIZEN

KAIZEN IS BASICALLY SMALL

SMALL IMPROVEMENTS CARRIEDOUT BY THE PERSON WHO IS DOING

THE JOB IN HIS/HER DAY TO DAY

WORK

3

Pro

ductiv

ityProfits

Quality

Time

1

2

INNOVATION + KAIZEN MAINTENANCE

INNOVATIO

N

ALONE

INNOVATION

KAIZEN+INNOVATIONONLY INNOVATIONwww.talentengagement.com with Infinite Learning Systems





KAIZEN VS INNOVATION

KAIZEN : GRADUALIST APPROACH

INNOVATION : GREAT LEAP APPROACH

KAIZEN INNOVATION

JAPAN STRONG WEAK

WEST WEAK STRONG

INNOVATION : Produces major changes by means of technological

process, introduction of new management concepts or

production techniques. Innovation is dramatic and

produces spectacular improvements.

KAIZEN : Is generally subtle and undramatic results are not

immediately visible. Process is achieved through

continuous improvements by the involvement of all. It

does not need any State-Of-The-Art technology nor

warrant huge investment.www.talentengagement.com with Infinite Learning Systems





WHAT IS KAIZEN

4

Work /Improveme-

nt Done Out

Of Routine

Tasks

3

In Other’sAreas

In Own

Area

2

Normal (Expected) Work

done now that could not

be done earlier due to lack

of time or otherwise

1

Routine done by a

different method resulting

in benefits

Out of

Routine

Routine

Responsibility

RoutineDone

Regularly






WHAT IS KAIZEN

EXAMPLES

1.

NEW WAY OF STORING THAT SAVES SEARCHING TIME USE OF TECHNOLOGY TO SAVE TIME AND REDUCE FATIGUE

REARRANGE WORK ORDER & SCHEDULE

2.

DAILY FILING OF PAPERS

DISPOSAL OF OLD FILES LEARN NEW PC/TECHNOLOGY TOOLS

3.

DISPATCH CLERK PRORITIZING DELIVERIES (FIFO)

IT INVENTING A METHOD TO EXTRACT MULTIPLE REPORTSAT A TIME.

4.

EMPLOYEE SUGGESTING METHOD TO ELIMINATEBREAKAGES/REJECTION.

IDEA ABOUT HOW TO SAVE ENERGY COST INCOMPANY/TURNING GREEN.





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WHY KAIZEN

1) TO REMAIN COMPETITIVE WE NEED TO CHANGE FORBETTER & HENCE KAIZEN

2) IF WE DO NOT MOVE FORWARD. WE WILL MOVEBACKWARD.

3) WE MAY BECOME WORSE IF WE DO NOT USE OUR ABILITYTO THINK.

4) NOTHING WILL GIVE MORE SATISFACTION, MOTIVATION

THAN SEEING OUR IDEAS IMPLEMENTED.5) TO MAKE OUR JOB EASIER, SAFER, SIMPLER.

6) TO IMPROVE OUR CUSTOMER SERVICE & MAKE OURCUSTOMER HAPPIER.

7) TO WORK SMARTER AND NOT HARDER.

8) TO IMPROVE PRODUCTIVITY & QUALITY.

9) TO ACHIEVE ORGANIZATION GROWTH.

10) TO BECOME WORLD CLASS ( VISION & MISSION ).






IMPROVEMENT STRATEGY

THE 4 M’s

MATERIALS

MACHINES

MANPOWER

METHODS

THE 3 MORTA

MANUFACTURING SINS

MURI (OVER STRIN)

MURA ( UNEVENNESS)

MUDA (WASTE)

ELIMINATE JOB (OPERATION)

WITH EASE

BETTER

FASTER

CHEAPERSAFER

TYPE OF

WASTE

A.

B.

C.

D.

E.F.

G.

H






EXERCISE:-

WRITE DOWN ATLEAST TWO EXAMPLES EACH OF 3 MU’S (MURI, MURA & MUDA) IN 4 MS ( MAN, MACHINE, MATERIAL &METHOD)

1)MAN MURI A)____________________________________________________________ B)____________________________________________________________

MURA A)____________________________________________________________

B)____________________________________________________________

MUDA A)____________________________________________________________

B)____________________________________________________________

2)MACHINE MURI A)____________________________________________________________

B)____________________________________________________________

MURA A)____________________________________________________________ B)____________________________________________________________

MUDA A)____________________________________________________________

B)____________________________________________________________

3)MATERIAL MURI A)____________________________________________________________

B)____________________________________________________________

MURA A)____________________________________________________________

B)____________________________________________________________

MUDA A)____________________________________________________________

B)____________________________________________________________

4)METHOD MURI A)____________________________________________________________

B)____________________________________________________________

MURA A)____________________________________________________________

B)____________________________________________________________

MUDA A)____________________________________________________________

B)____________________________________________________________






WHEN TO DO KAIZEN

When to do Kaizen:WHENEVER THERE IS

1. PAIN AREA FOR INDIVIDUAL2. PAIN AREA FOR ORGANIZATION

3. DISSATISFACTION OVER WORKINGMETHOD

Who Should Do Kaizen

KAIZEN IS TO BE DONE BY EVERY ONE,RIGHT ACROSS THE ORGANIZATION ASEVERY ONE IS CONTRIBUTING TO THEORGANIZATION OUTPUT

Where To Do KaizenKAIZEN CAN BE DONE IN

1. ONE’S OWN WORK AREAa) ROUTINE

b) NON ROUTINE

1. COMMON RELEVANT AREAa) WITH YOUR DEPT PEERS

b) WITH OTHER DEPT

1. OTHER’S WORK AREAa) CANTEEN

b) RECEPTION

1. ONE’S OWN PERSONAL AREAa) HOUSE

How To Do KaizenUSE OF 5W 1H

SCARE

VALUE ADDED

NON VALUE ADDED

PDCA

ASK WHY 5 TIMES www.talentengagement.com with Infinite Learning Systems





5W 1H METHOD

WHAT

WHERE

WHO

WHEN

WHY

HOW

WHAT IS WRONG ?

WHAT IS CAUSING PROBLEM?

WHERE IS THE PROBLEM ?

AREA, LOCATION ETC.

WHO DOES IT?

WHO IS RESPONSIBLE FOR THIS?

WHEN DOES IT HAPPEN?

WHY DOES IT HAPPEN?

WHY DO WE DO IT THIS WAY?

HOW ELSE COULD IT BE DONE?

HOW TO IMPROVE THE SITUATION?






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VA / NVA ANALYSIS

1. DRAW PROCESS FLOW CHART

2. IDENTIFY WHETHER VALUEADDED

3. ANALYSE REASONS FOR THE

NVA ACTIVITIES4. ELIMINATE NVA ACTIVITIES

5. NEW METHOD OF WORKING





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ASK WHY 5 TIMES

1. WHY IS PRODUCTION LOW?

MACHINE BROKE DOWN!

1. WHY DID THE MACHINE BREAK DOWN?COOLANT MOTOR BURNT!

1. WHY DID THE COOLANT MOTOR BURN?OVERLOAD!

1. WHY OVERLOAD?DIFFICULTY IN PUMPING!

1. WHY DIFFICULTY IN PUMPING?FILTER CLOGGED!






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MORE WAYS FOR IDEA FORMULATION

1. USE IT ANOTHER WAY

2. BORROW AN IDEA FROM SOMETHINGSIMILAR

3. CHANGE IT

4. EXPAND IT5. REDUCE IT

6. USE ALTERNATIVES

7. REPLACE IT

8. REVERSE IT

9. MIX IT






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Kaizen Starting Point

Kaizen's Starting Point: Setting the Right Mindset & Business Environment

•

not a single day should go by without some kind of improvement being made somewhere in the company

• customer-driven strategy for improvement - any management activity should eventually lead to increased

customer satisfaction • quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services are

satisfied • recognition that any corporation has problems and establishing a corporate culture where everyone can freely

admit these problems and suggest improvement

• problem solving is seen as cross-functional systemic and collaborative approach • emphasis on process - establishing a way of thinking oriented at improving processes, and a management

system that supports and acknowledges people's process-oriented efforts for improvement The Key Kaizen Practices

Mindset & Culture • customer orientation • quality control (QC) circles • suggestion system • discipline in the workplace • small-group activities • cooperative labor-management relations •

total quality control (TQC) • quality improvement

Production Process • automation & robotics • autonomation • zero defects • total productive maintenance (TPM) • Kanban

• just-in-time (JIT) • productivity improvement • new product development



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Kaizen Evaluation Parameters

Kaizen Evaluation Parameters

Evaluation Parameters Pl enclose / support with therelevant document / dataand testimonial

1Improvement resulted into reduction of

(a) Strain

(b) Inconsistency

(c) Waste

2How did Kaizen result in achieve ing the following initiatives

(a) Financial Saving

(b) Quality Improvement

(c) Producitivity Improvement

(d) Growth

(e) Customer Satisfaction

(f) Emplyee satisfaction

(g)Preventing defect reccurance

(h) Improving the safety standard

(i) Energy conservation

(j) Others( specify )

www talentengagement com with Infinite Learning Systems



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