Kaizen

KAIZENKAIZEN

Japanese management Kaizen

Process-oriented way of thinking

Western management Innovation

Result-oriented thinking

Why Use Kaizen?• 1. To solve problems (without already

knowing the solution)• 2. To eliminate waste (Muda)

• Transportation, Inventory, Motion, Waiting, Over-production, Over-processing, Defects

• 3. Create ownership and empowerment• 4. Support lean thinking

Definition of kaizen

KAI ZENTo modify, to change Think, make good, make better

= KAIZEN“Kaizen” is a Japanese term that means small, incremental, continuous improvement

History of Kaizen goes back to 1950’s when Toyota implemented quality

circles leading to the development of Toyota’s unique ‘Toyota Production System’

and is now used throughout the world

Continuous ImprovementIs the continuous elimination of waste

Common Causes of Waste :

Layout (distance) Long setup time Incapable processes Poor maintenance Poor work methods Lack of training

Inconsistent performance measures

Ineffective production planning

Lack of workplace organization

Poor supply quality/reliability

Seven Types of Waste Overproduction

Build more than required, before required. Waiting

Stop build to look for parts, tools, material, information Transportation/Moving

Moving material, parts, tooling Transferring product between locations, into/out of

racks Process Inefficiencies

Unnecessary operations, too many inspections, not building to customer spec

Inventories/Storage Excess raw material, excess WIP

Unnecessary Motions Walking, climbing, bending, searching, identifying

Defective products Low Yields, mistakes leading to large reworks, sorting,

inspection

KODAK OPERATING SYSTEM

CALL IT CALL IT TWENTY?TWENTY?

…22 TO BE ON …22 TO BE ON THE SAFE SIDE!THE SAFE SIDE!

TEN TEN PLEASE!PLEASE!

Over - Production

Taiichi Ohno’s 7 Wastes

KODAK OPERATING SYSTEM

Waiting

KODAK OPERATING SYSTEM

Transportation

KODAK OPERATING SYSTEM

How do you spell that?

Over -Processing

KODAK OPERATING SYSTEM

Inventory

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KODAK OPERATING SYSTEM

Motion

KODAK OPERATING SYSTEM

Defects / Rejects / Re-work

Kaizen (Continuous Improvement)

Great attention paid to customer requirements and needs

•Efficient stock control methods help reduce costs and improve cash-flow

•Flexible working practices and empowerment – help increase efficiency, reduce costs and improve motivation

•Leadership seen as vital. Ability to communicate a clear vision, take people along with the vision and to think about where the company needs to be in 5, 10, 15 and 20 years time

•Fundamental principles – often characterised as ‘lean production’ – reducing waste, zero defects, high quality control measures at all stages•Punctuality in all aspects – delivery, supply, manufacture, etc.

Kaizen has three major components:1. Perceptiveness: All Kaizen projects are based on

identified problems. 2. Idea development: This stage requires more than one

person to provide better innovative ideas; therefore, forming a Kaizen focus team for the identified problem is very important. In this team-assembly process, one key is putting employees who work in the problem area together in order to interact in this innovative team

3. Decision, implementation, and effect:Kaizen is only valuable if and when it is implemented. In the decision-making process, the team identifies what appears to be the best solution, and the team is also responsible for evaluating the effect of the Kaizen process

The steps of this approach aresummarized as follows:1. Identify a problem.2. Form a team.3. Gather information from internal and external

customers, and determine goals for the project.4. Review the current situation or process.5. Brainstorm and consider seven possible alternatives.6. Decide the three best alternatives of the seven.7. Simulate and evaluate these alternatives before

implementation.8. Present the idea and suggestions to managers.9. Physically implement the Kaizen results and take

account of the effects.

Do It Again

Kaizen

Identify Waste

PlanCounter-measures

RealityCheck

MakeChanges

Celebrate

MeasureResults

Make thisthe

Standard

DocumentReality

VerifyChange

Start Here

Kaizen Cycle

Evaluate- Baseline Process Performance- Establish Target

Decide-Compare solutions- Choose

Act-Communicate - Implement improvement- Control

Measure- Validate improvement- Standardize - Update Procedures

Focus- Eliminate Waste 5S- Seek Incremental Process Changes

Kaizen

Summary- Common Sense Approach based on Observation- Applicable to all types of processes- Defined improvement strategy- Typical Projects 1 week

To eliminate waste

The 5-S ProgramSeiri

• segregate and discard

• get rid of what is not needed Seiton

• arrange and identify for ease of use

• a place for everything and everything in its place

Seiso

• Clean Daily

• clean work place enhances quality

The 5-S ProgramSeiketsu • Revisit frequently • revisit the first 3 steps to maintain

workplace safety and effectiveness Shitsuki • Motivate to sustain • promote adherence through visual

performance measurement tools

waste

Implementation of 5S

•Clear, shiny aisle ways

•Color coded areas

•Slogans, banners

•No work-in-process ( WIP )

•One-Piece Flow

•Standardized Work Sheets

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