Kaizen Lego Game

Kaizen Lego Game

Francisco Trindade (@frankmt)Patrick Kua (@patkua)Danilo Sato (@dtsato)

Who are we ?

Why ?

Lean Lego Game

“We want to make it be!er!”

What ?

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Alvin Toffler

Continuous Improvement

What ?

Continuous Improvement

KaizenGenchi Genbutsu

Value Stream Mapping5 Whys

WasteStandards

Cycle Time

InventoryCFD

Kaizen

Kaizen

Kai = Change and Zen = Good/Be!er; together Kaizen stands for a small methodical continuous improvement steps that should be implemented daily

Continuously improving in incremental steps.

literally translates to ‘continuous improvement’ in English. Kaizen activities are small, incremental activities performed over time where Kaikaku a radical and one-off. !.richarddurnall.com/

leanmfgsolutions.com/glossary.html

!.leancor.com/index.php

define

Kaizen

Toyota Production System

Kaizen

Toyota Production System

Applied to different areas(including so"ware...)

Kaizen

Applied to different areas(including so"ware...)

The Toyota Way 2001

Challenge Kaizen Genchi Gembutsu

Respect Teamwork

ContinuousImprovement

Respect ForPeople

Kaizen

The Toyota Way 2001

Challenge Kaizen Genchi Gembutsu

Respect Teamwork

ContinuousImprovement

Respect ForPeople

Not only practices, but also principles

How are we doing this ?

Plan Do

CheckAct

How are we doing this ?

Introduce concepts

Run Process

Evaluate

improve standards

measure

adapt

How are we doing this ?

2 trackers

builders

How are we doing this ?

2 trackers

builders

Inventory

Cycle Time

How are we doing this ?

Inventory

Cycle Time

How much are we spending ?

How fast are we delivering ?

And here we go...

1st Iteration

Some context

Retail Price = $25.00

1 Lego Piece = $01.001 Seal = 13 pieces

13.00

+ 12.00

And here we go...

Trial

Standard&

And here we go...

03:002x

How are we doing this ?Cycle Time Tracker

Buy PiecesBuild Seal

QA

Deliver!

Inventory Tracker

How are we doing this ?Cycle Time Tracker

Buy PiecesBuild Seal

QA

Deliver!

Inventory Tracker

How long are we taking ?

How much are we spending ?

How are we doing this ?Cycle Time Tracker

Buy PiecesBuild Seal

QA

Deliver!

Inventory Tracker

How can we improve ?

How are we doing this ?

Green Remember:

Work for the card!

“The most dangerous kind of waste is the waste we do not recognize.” Shigeo Shingo

Waste (Muda)

Waste

Overproduction

(Muda)

WaitingOverprocessing

Unnecessary TransportationInventory

MotionDefects

Waste

Overproduction

(Muda)

WaitingOverprocessing

Unnecessary TransportationInventory

MotionDefects

“The foundation of the Toyota way is based upon the simple yet elusive goal of identifying and eliminating waste in all work activities” Jeffrey Liker, The Toyota Way Fieldbook

Standards & Improvement

“Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement.”Masaaki Imai

Genchi Genbutsu

“Data is of course important in manufacturing, but I place the greatest emphasis on facts.” Taiichi Ohno

5 Whys

“My car will not start.”

5 Whys

“My car will not start.”

“The ba!ery is dead”Why?

“The alternator is not functioning.”

Why?

“The alternator belt has broken.”

Why?

“The alternator belt was well beyond its useful

service life and has never been replaced.”

Why?

“I have not been maintaining my car

according to the recommended schedule.”

Why?

For want of a nail a shoe was lost, for want of a shoe a horse was lost, for want of a horse a rider was lost, for want of a rider an army was lost, for want of an army a ba#le was lost, for want of a ba#le the war was lost, for want of the war the kingdom was lost, and all for the want of a li#le horseshoe nail.

John Gower's Confesio Amantis dated approximately 1390 AD.

5 Whys

And here we go again...

2nd Iteration

And here we go again...

5 Why’s

And here we go again...

5 Why’sWhy didn’t we

make any profit ?

And here we go again...

7:00 Analyse the problem

3:00 Run it again

1:00 Create new standard

ThinkingTime!

How did it go ?

Value Stream Mapping

timefrom concept to cash

Finan

ce

Mar

ketin

g

Office

Adm

in

Cust

omer

Car

e

Sale

s

Customer

Buy Pieces

Build seal QA

“I want a seal!”

Buy Pieces

Build seal QA

“I want a seal!”

“My seal came in the wrong colour, I want a new one...”

Buy Pieces

Build seal QA

“I want a seal!”

“My seal came in the wrong colour, I want a new one...”

Value

Buy Pieces

Build seal QA

“I want a seal!”

“My seal came in the wrong colour, I want a new one...”

Value

Failure

Buy Pieces

Build seal QA

Point of Transaction

Buy Pieces

Build seal QA

Demand: 1 Seal/30 sec

Capability: 1 Seal/45 sec

Buy Pieces

Build seal QA

Orders

Time

Capability: 1 Seal/30-45 secControl Chart

Buy Pieces

Build seal QA

To be

As is

???

And here we go again...

3rd Iteration

And here we go again...

Value Stream Mapping

And here we go again...

Value Stream MappingAs is process

To be process

And here we go again...

7:00 Analyse the problem

3:00 Run it again

1:00 Create new standard

ThinkingTime!

How did it go ?

A"erthoughts

“Toyota’s real advantage was its ability to harness the intellect of ‘ordinary’ employees”

Continuous ImprovementReflect and adaptLearn by standardizingLong term thinkingRespect People

Gary Hamel

It’s not just about

practices

A"erthoughts

Kaizen Lego Game

Questions?

Francisco Trindade (@frankmt)

Patrick Kua (@patkua)

Danilo Sato (@dtsato)

[email protected]

[email protected]

[email protected]

Thank you!