mut zur verbesserung - take a muda walk! kaizen, the way of … · 2020. 3. 20. · muda can be...

Mut zur Verbesserung - Take a MUDA walk!

KAIZEN, the way of the continuous improvement

Genba Consulting GmbHJanuary 2016

© Genba Consulting / Proprietary and Confidential / 2016 / 1

Work-Life Balance


Improvement Partnering Success

Innovative Thinking!

Live Kaizen!

CooperativeWorking!

Create Value!

Fair Harvesting!

Enjoy Life!

3 delights of a true entrepreneur


... provides employment by improved quality !

The Deming Chain


„Experience, without theory, teaches management nothing about what to do to improve quality and competitive position“ „Experience, without theory, teaches management nothing about what to do to improve quality and competitive position“

Kai (change) – zen (for better) ... Lean, 5S, TPS, 6ϭ, SMED, RCCM, VM, CPV, VOC, JIT, PD, SW etc

Daily process which • humanizes the workplace by eliminating hard work “muri”, • teaches people how to reduce non-uniformity “mura” and • how to learn to eliminate waste “muda” in business processes

Kaizen can be applied in almost everywhere… engineering ( SW & HW), healthcare, psychotherapy, life-coaching etc

Doing things right !

© Genba Consulting / Proprietary and Confidential / 2016/ 5

“We don't need to think more, we need to think differently!" “We don't need to think more, we need to think differently!"

Innovation and


Scrum,

KanbanEmpirical

Incremental

iterative

Scrum,

KanbanEmpirical

Incremental

iterative

Go to Genba ! Live


Genba is a Japanese term, means “real place” where the value is created.• Genba is where you can meet real people, identify real problem & offer real solutions.

Key elements of Genba are :• OBSERVATION: In-person observation, the core principle of the tool.• TEAMING: Interacting with the people and process in a spirit of Kaizen• VALUE-ADD-LOCATION: Observing where the work is being done, not in the conference room.

Genba Kanri Management : Management of day to day activities• Operative : Create and Secure Standards, Qualify and Train People.• Strategic : Transfer corporate goals to team goals, Set short /mid and long Term Team Goals

Companies using KAIZEN like Toyota, Sony, Canon, Boeing, Intel, Daimler, Bosch, Porsche / VW benefit from the implicit knowledge of their employees by placing high value on the interaction between its employees

Companies using KAIZEN like Toyota, Sony, Canon, Boeing, Intel, Daimler, Bosch, Porsche / VW benefit from the implicit knowledge of their employees by placing high value on the interaction between its employees

Develop eyes !


• Stand quietly and observe!• Observe from different angles!

• Look with a specific purpose!• Visit other places at different times!

• Ask questions. Ask „why not?“• Ask yourself what „normal“ is!

• Take notes and pictures!• Compare notes with others!

• Put yourself in others role!• Practice activity of others!

• Work the job of others!• Teach the activity to others!

• Map the process!• Design a simulation!

• Read widely and diversely!• Audit standard work!

5S is a key driver for ...It is a


• Continues procedure in 5 steps.SEIRI, SEITON, SEISO, SEIKETSU, SHITSUKE

• Key foundation for Improvement, measured by Safety, Quality and Productivity

• Consistent implementation of a system, which leads to a clean, standardized, efficient and safe workplaces.

• Basis for the reduction of waste in the workplace, in the department and ultimately in the whole organization.

• Cost effective way to reach positive impactconstantly questioning own actions and look for ways to improve

SEIRI


Simplify/Sort out – Aussortieren und entfernen/abschaffen• Distinguish between necessary and unnecessary. Identify truly needed items.• It’s eliminating everything not required for the work being performed.

Any outdated partner agreement

in my folder?

Any outdated SW packages an relesases

in my library?

Any outdated OEM licence in my depository?

Any redundant supplier ?

SEITON


Straighten/Sort through – Ordnen, gliedern, strukturieren• Select necessary items, place them on a suitable location for quick reuse and storage.• It’s efficient placement and arrangement of equipment and material.

Any non-easy to find partner agreement in

my folder?

Any non-cataloged SW packages an relesases

in my library?

Any non-structured OEM-customer name

my depository?

Any non-sorted supplier info?

SEISO


Scrub/Sweep/Shine - Sauberkeit, Arbeitsplatz säubern• Clean the workplace, tools and equipment's

• Establish a clean workplace process. Remove all trash from this place.

dirty screen? dirty workplace?

dirty table? dirty public room?

SEIKETSU


Stabilize/Standardize – Stabilisieren, Standardisieren, Anordnung zu Regel machen• Standardize, maintain and improve the first three S’s AND how to get there.• It’s establishing standardizing the daily management.

Any issue with repeating

first 3S‘s ?

Any issue with associates having less sense for 5S?

SHITSUKE


Sustain/Self Discipline - Fortsetzen, alle Punkte einhalten und ständig verbessern• Practice 5S daily. Make 5S a way of life. • It´s accepting 5S as the “Personal Goal”.

Any issue with daily practice?

Any issue with having 5S as personal goal?

Worth doing Lean 5S?


• The implementation of the 5S method has a positive operational impact.

• Due to the consistent sorting and systematizing, motion, transport and waiting are positively influenced.

• Experience shows that the employees feel in a clean and safe working environment much more comfortable than before.

• The higher satisfaction leads to a higher efficiency and better quality which leads to increased customer satisfaction.

• Onboarding process of new employees will be dramatically reduced.

LEAN Management


Lean is a systematic approach for the elimination of NVA. They are elimination of waste “MUDA”, overburden “MURI” and unevenness in work load “MURA”.

• MUDA is the Japanese word for “waste” or “uselessness”, for not adding value; it’s seen as the biggest threat to being competitive.• MURA is the inconsistent or irregular use of a person or machine• MURI is the act of placing excessive demands on workers or production equipment.

Lean System Components are

• SW• 5S• 3M

Lean: create value without wasteLean: create value without waste

MURA and MURI


Take a MUDA walk!


Eight types of MUDA and possible reasons are

• Defects: unclear customer specifications, unskilled personnel• Over-production: wrong forecast, volume incentives • Transportation: inefficient transport or weak logistics, distant suppliers• Waiting: unsynchronized process, equipment downtime, material shortage• Over-processing: unclear customer specs, frequent engineering changes• Motion: treasure hunts for info, disorganized work place and storage locations • Inventory: big batch sizes, over-production, high rework rate, long lead times• Unused creativity: not trusting people, restricting employee's responsibility

The most dangerous kind of waste is the waste we do not recognizeThe most dangerous kind of waste is the waste we do not recognize

MUDA is often caused by MURA and MURIMUDA is often caused by MURA and MURI

Types of MUDA


MUDA can be categorized as

• Type-1 MUDA adds no value and can be eliminated immediately. � Let's stop doing that !

• Type-2 MUDAadds no value, but is required for the way things are currently done. e.g. inspection, paperwork� Let's reduce doing that !

Establish a team to plan the MUDA eliminationEstablish a team to plan the MUDA elimination

my daily work

Defects / Fehler


Defects• of data because of data entry errors.• of invoice or other types of order entry errors.• that get passed downstream — to be returned for correction or clarification. Engineering change orders.

Improvement areas to prevent “defects”•The autonomation / TPS-Jidoka•Workplace / 5S•Customer intimacy / VOC and CPV•The quality / VM

We all experience the pain and frustration of rework. It’s just that, having to do anything a second time because it was unacceptable first time

We all experience the pain and frustration of rework. It’s just that, having to do anything a second time because it was unacceptable first time

Overproduction / Überproduktion


Overproduction of• goods not demanded by customers.• reports that nobody reads or reports with not needed data. • any paperwork (that might change) before it is needed. • customized versions, less for core product versions.

Improvement areas to prevent “over-production”• Forecasting Process• Pull production / Kanban • Mixed-Model-Production / TPS• One Piece Flow / TPS• Ratio of customized / core product versions

Producing too much, too soon, too fast. w/o related demand is a huge waste

Producing too much, too soon, too fast. w/o related demand is a huge waste

Transportation / Materialbewegungen


Unnecessary / multiple • transportation and handling of goods.• movement of paperwork. • handoffs of electronic data.• approvals.• communication of excessive emails and attachments. • distribution of cc copies to people who don't really need to know.

Improvement areas to prevent “transportation”• Handling through JIT• PULL-Control through Kanban (e.g. limited tickets)

Unnecessary Transporting, Handling and Movement of goods are huge waste

Unnecessary Transporting, Handling and Movement of goods are huge waste

Waiting / Wartezeiten


Waiting• a machine to finish processing.• an interrupted sw engineer to get back to the work.• the computer to finish processing (Low computer speed. Downtime of a computer).• approvals.• information from customers.• clarification or correction of work.

Improvement areas to prevent “waiting”•Multi-Machine/Process-Handling•SW material stream in U-Layout•Lean Management with less approval levels•VOC and CPV per release

Waiting for another person, process, supplier, customer before we can move forward is a huge waste

Waiting for another person, process, supplier, customer before we can move forward is a huge waste

Over-processing , Over -engineering


Doing more than really necessary, for example• Inefficient SW coding/decoding because of too many sources. • Re-entering data into multiple information systems. • Making extra copies. Generating unused reports. • Establishing unnecessarily complex processes (approvals, expense report, forecasting, budget plan...)• Relying on inspections rather than designing the process to eliminate problems.• Using too much packaging peanuts for a non-fragile item.

Improvement areas to prevent “over-processing”•Kaizen Intro•Employee Suggestion System / BVW•The ratio of customized / core product versions•Hand-Over‘s and Loops

the more inefficient others are, the less efficient we can be

the more inefficient others are, the less efficient we can be

Any processing done on a routine schedule regardless of current demand is a huge waste

Any processing done on a routine schedule regardless of current demand is a huge waste

Motion, Movement / Bewegungen


Unnecessary motion of employees, for example• Walking to copier, printer, fax... • Walking between offices. • Central filing. • Going on a "safari" to find missing information. • Backtracking back & forth between computer screens.

Improvement areas to prevent “motion”• PDCA ( Plan – Do – Check – Act) / DMAIC (Define – Measure – Analyze – Improve – Control )• Standardization• Distance to copier, printer, fax Unnecessary Motion during a process or

activity is a huge wasteUnnecessary Motion during a process or

activity is a huge waste

Inventory / Bestände


Goods awaiting further processing or consumption in an electronic or physical “In-Box” e.g.• Unknown SW license key / product assignment• Unknown/uncontrolled license subscription (IPR-infringement) • Inefficient license key purchasing (stocking/pricing) • Unread email. • Any form of batch processing (e.g. transactions, reports...),• Purchased but never used product or service,

Improvement areas to prevent “inventory”•JIT•PULL-planning / Kanban•Batch size•One-Piece-Flow

Unnecessary purchasing or producing goods before they are needed is a huge waste

Unnecessary purchasing or producing goods before they are needed is a huge waste

Unused creativity / nicht genutzte Kreativität


Underutilized human potential e.g.• Restricting employee's responsibility to make routine decisions. • Having highly paid staff do routine tasks that don't require their unique expertise. • Not providing business tools needed to perform and continuously improve each employee's assigned work. • Not trusting people to stop production and fix a problem (jidoka). • Not expecting (and measuring) every person to contribute to continuous improvement.

Improvement areas to prevent “Unused creativity”•TEE Total Employee engagement with Recognition•RMS once a year•R&R once a year Underutilized human potential — skills,

talents, and creativity is a huge wasteUnderutilized human potential — skills, talents, and creativity is a huge waste

Lost Cash*, others type of wastes


Because of wrong /missing SW-product, -marketing, -maintenance strategy

• Product scaling doesn’t fit market demand (too small, too big).• Inefficient strategy “product kernel” vs. “customer specific solution”.• Wrong license key commercialization (capacity/load-pricing) .• Missing/Inefficient service & maintenance concept.• Lost IPRs due to “Open-Source”-infection .• Lost service credits.• Missing field stock data base (old vs. procured OEM-licenses, missing corrections/patches, non-fulfilment of service contracts).• Missing life-cycle management (outdated releases, missed corrections/patches) .

Improvement areas to prevent “Lost Cash ”•PD

Lost cash is burning money.Lost cash is burning money.

*) „Lost Cash“ is currently not listed as MUDA. But many KAIZEN companies are using „Lost Cash“ as 9th station of the MUDA walk.

MURA / variation/ Unausgeglichenheit


Mura means unevenness, irregularity or variability in quantity or quality or CT.e.g. incompatible product streams.

Eliminating unevenness in the production process is one of the main principles of the JIT.

Lean approach to prevent “MURI ”•Heijunka - Production Leveling •5 Why Analysis

MURA results in MUDA e.g. as defect or overproductionMURA results in MUDA e.g. as defect or overproduction

MURI / overburden / Überlastung


Muri means overburden of equipment or people.

It results in damage of the equipment or underperform people.

Lean approach to prevent “MURI ”•SW / Takttime - work sequence - standard inventory• TPM (on equipments) / Total Productive Maintenance

MURI results in MURA, which results in MUDAMURI results in MURA, which results in MUDA

Résumé – Best Practices


Accept 5S as your “Personal Goal”

• This method allows an easy introduction to the world of process optimization. • Don’t be discouraged because of negative feedback or rejection.

Eliminate MUDA, Go to Genba

• Identify MURA & MURI. MUDA is often caused by them.• Identify Type-1 MUDA and eliminate immediately. Reduce Type-2 MUDA.• Cut MUDA across all shop-floors and across all organizations every day and everywhere.

Best Practices for a potential KAIZEN implemenation

• Start with 5S to introduce continuous improvement. This is an easy and cost effective tool to reach positive business impact. It is part of the Kaizen philosophy. 5S is a tool on the way to optimally designed processes and efficient workflows.

• Don’t stop the implementation halfway and lose your energy invested in the implementation of this method. Making KAIZEN part of the corporate culture requires many months. Involve everyone in your company.

About Genba Consulting

Klaus Krause

Dipl.-Ing. Elektrotechnik

TU-Berlin

(IBM, SAG, Nokia Siemens

Networks, Redknee)

Semih Acanal

Dipl.-Ing. Elektrotechnik

TU-Istanbul & Hannover

(SAG, Tektronix, Danaher)

Best Practice – Business Partnering – Live Kaizen

Genba Consulting GmbH – is your partner for efficient processes, optimized value creation, sustainable growth and innovation in your enterprise

Founded in August 2014

Portfolio – Training, Workshop, Consulting Services

Strong core values driven by

Best Practices– In a 5-star team we offer our experiences (150+ years) in Kaizen, Commercialization, Partnering, Human Resources, Business Operations and Logistics as well as Trade Compliance.

Business Partnering – We help you to find the right partners by professional business partnering.

Live Kaizen – We consequently apply the successful principles of „Kaizen“.


1. What is your take away?

2. What are your experiences?

3. Do you plan immediate actions?

Q & A


“If you don’t know which harbor is scheduled to start, no wind is the right one!” “If you don’t know which harbor is scheduled to start, no wind is the right one!”

mut zur verbesserung - take a muda walk! kaizen, the way of … · 2020. 3. 20. · muda can be...

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