Kaizen process 3.1.1
Jan 17, 2016
Kaizen process3.1.1
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Who we are!
Privately held company established in 1947.Supplier of sophisticated injection molded products and
assemblies to the aerospace, defense, medical and commercial markets. Capabilities include:o rapid prototyping o prototype and short run machining and casting o domestic and offshore tool design and build o custom fixtures and gauges o injection molding and contract manufacturing for small to large volume
production o Lightweight structural composite parts for aerospace and defense
applicationsFacilities in WA, MI, MA, NH, NY, and TX with 350
employees locally and 900 employees worldwide.o 60,000 sq ft of manufacturing area in the Seattle facility
SEA Stage 1 certified company since 2010.
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Kanji
Kaizen is improvement or change for the better. o It refers to practices that focus upon continuous
improvement of processes in manufacturing, engineering, and business management.
Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. o It is also a process that, when done correctly, humanizes
the workplace, eliminates overly hard work, and teaches people to learn to spot and eliminate waste in their processes.
“Improvement”
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Kaizen development
Provide input for the continuous improvement process.
Provide prioritized input for the Kaizen process.
Complete project and
provide inputs to feed more
kaizen.
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
LP01-005
Need for Kaizen presented
Observe process and talk with operaors
Develop targets and Complete Scope Sheet:
Current State Team Selection General Objectives Specific Metrics defined Current Measures Targets or Goals
Collect Data:Cycle TimeTact Time
Special needs
Determine Time line of Kaizen
Explain expected changes with operators.
Analyze to determine if improvement is needed NO
Lean Process FlowKaizen Process 3.1.1
Document New Process for Standard Work
Redline Documentation (if required)
Need and Topic or Subject Validated?
Walk Operators through new process
Begin Work(Initiate Kaizen)
Review Scope Sheet with
Team
Make Changes / Implement the new process
Review Progress
Repeat prior three steps as necessary (Make Changes /
Walk Thru / Review) until Objectives are achieved or
Project is terminated
Document any Action Items on
Scope Sheet
Report Out to:Users
ManagementCo-workers
Etc.
Submit to Workforce Development for
Formal Training per LP01-003 & LP01-004
Track Results against Scope Sheet Targets
Inputs from:Strategic Planning (LP01-001),
Organizational Performance Review (LP01-002), Process
Owners, Process Users
End
YES
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Two kinds
Immediate and simple. We all do them all the time. Very informal.o “Surprise” improvements.o Extremely limited in scope. An entire “event” might take 15 minutes and
involve only two people deciding they need to do something positive to their process.
o Costs no (minimal) money to implement.o Only approvals needed are floor leads and/or buy-in from other shifts or
operators performing the same task. • Does not need management approval to proceed. Literally a management “I won’t stand in the
way of improvement, tell me later” activity.
o Documentation limited to what may need to be done to standard work, etc.
Departmental or cross functional.o Cross functional teams made up of affected and non-affected departments with
team members from floor operations to manager.o Will usually require some kind of training for all or a portion of the event.o Can involve a monetary investment or higher level approval.o Will take more than one day.o Typically requires some groundwork be done prior to the event.
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Continuous Improvement Scope Sheet
Continuous Improvement Scope Summary SheetDefine the Event & Objectives Define the Team Structure
Process (circle one): Leadership and Culture Workforce Development Process Name:Operational Excellence, Facilities, 5S Safety Quality Performance Event Dates: Type Improvement: Process owner:Describe prior or Current Process: Co-leader Members: Describe Future State: Facilitator: Consultant: Metrics for tracking: Describe the change Parking lot or future actions to be accomplished from or to complete this event: TAKT Time: Actions complete or still open:General Objectives (Plan, Do, Check, Act): Well-written Objectives meet the SMART Criteria: Specific, Measurable, Attainable, Results-Oriented, and Time-based
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Continuous Improvement Scope Sheet
Continuous Improvement Event Objective/Results Summary
Team: Line:
ImprovementMeasurement
BeforeKaizen
KaizenObjective
AfterKaizen
ActualAchievement %
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Continuous Improvement Scope Sheet
Process (circle one): Leadership and Culture Workforce Development
ACTION ITEMS FOR:Operational Excellence Facilities 5S Safety Quality Performance
Date Assigned Issue Description Responsible for Resolution Resolution Other Commentary Resolve by Date Issue Status
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Before the event
Choose the project Select the team and the dates
o Does it include customers and suppliers? Do the ground work
o Review the purpose and goalso Conduct any event related trainingo Meet with process stakeholderso Look at or review any existing data or metricso Details, details, details!o If higher level approvals may be needed make sure that approval authority is on
board with the scope of the event. Rules for the event
o There are no bad ideas. Question everything.o No criticism.o One person-one vote and consensus rules.o Open mind – positive attitude.o Mutual respect. Work hard and have fun.
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
The event Document Everything! Review why we are here.
o Charter your purpose and ideas. o Name your team and give it a sense of ownership.
Train Value Stream Map Develop action items and begin to prioritize. “Priority A-B-C”.
o A is now. Impact on the evento B is undecidedo C is parking lot
Gemba – gather data. o The three actuals. o Interview
Evaluate the information and bounce it off of the purpose. o Develop ideas. Brainstorm. Develop the future state.o Follow-up on any newly created action items.
Implement the changeo Experimento Feedbacko Experiment some moreo Make it so!
Measure the change. Is it doing what we intended? Set a timetable to follow-up.
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Are we there yet?
Finish up any last minute items. Document everything
o Record on Continuous Improvement tracking sheeto Set-up and assign any follow-on actions and future kaizen (from the “C” pile).
Report Outo Inform those in the process that “created” the event.o Inform departmental and management stakeholderso Involve the kaizen team AND the process owners and users.
Follow-up per your timetableo Is it still working?o Does it require reassembling the team to go over the unforeseen?
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Project tracking
Kaizen Action Items
Kaizen #/NameDate
AssignedIssue Description
Responsible for Resolution
Resolution Other CommentaryResolve by
DateIssue Status
1 - Nozzle Pull System 06/05/10 Set up blanket orders with Conrad Russ S working with Lorenzo to complete open
1 - Nozzle Pull System 06/05/10 Set up blanket orders with Meggitt open
2 - Develop a 3P Area and Process 07/17/10 Train Engineers on use of Decision Matrix open
2 - Develop a 3P Area and Process 07/17/10 Train ???? On Quote Validation Sheet open
2 - Develop a 3P Area and Process 07/17/10 Train 3P leaders on standard work open
2 - Develop a 3P Area and Process 07/17/10Finish the 3P Area per the long term conversion plan- walls, curtains, etc. so that it is presentable for customers.
open
3 - Mixed Model Line 08/21/10Start getting orders released based on the calculated monthly order sizes.
Planning / CSRAsk customers if they will take smaller
shipments more often open
3 - Mixed Model Line 08/21/10 Track metrics to verify improvement Assy open
3 - Mixed Model Line 08/21/10QA to do 1st part inspection and ongoing samples, rather than waiting until order is complete.
?
4 - Master Planning / Scheduling 10/15/10BOM audit process (w/c & times) include /capture inspection steps, FAI, sequencing, etc.
Russ/Carina Start with Mixed Model Line partsDone with MML and first 1000 most frequent parts. Ongoing updates as needed.
open
4 - Master Planning / Scheduling 10/15/10Config control - coordinate with Engineering for BOM changes
Jim/Andy closed
4 - Master Planning / Scheduling 10/15/09Time fence rules - when jobs are fixed, who can change & when
Scott 1 week locked for MML parts closed
4 - Master Planning / Scheduling 10/15/09 1 time dump and clean up of old orders etc. Tracy/Scott Start with MML open
4 - Master Planning / Scheduling 10/15/09Disciplined process to close w/o or reschedule for shortagesEnsure timely picks of required materials & components
Guy/Scott Training for Leads open
4 - Master Planning / Scheduling 10/15/09 ID how many software seats are needed Russ 3 Planners, 2 Schedulers closed
4 - Master Planning / Scheduling 10/15/09Deal with multiple part #'s in the same tool. (4th shift By-Product in BOM structure)
Jim Convis @ RM to get back to us open
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
Project tracking
Process Process Owner Type improvement
Prior process
New process
Description of change
Future Actions Status Before
PhotosAfter
Photos
Leadership and Culture
SQP5 CommunicationWorkforce Development
Training EmployeeNew Employee Orientation Employee
Operational Excellence and Performance
Production Planning Production scheduling and tracking
Cell metricsPerformance to schedule (On Time Delivery as measured by
cell or line)
Quality
Quality System ManagementManagement of non-conforming material
databases
Facilities and 5S
Color codes Facility/Employee/Visitor
Hi-C building organized Workplace Organization - 5S
Relocation of molding presses Utilization and process flow
Everett Facility Open Performance - on time delivery
Upgrade Manufacturing Equipment Workplace Organization - 5S
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
The event
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
The event
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. Page 17 Dan
The event
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
The event
© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.
The results