Kaizen Workshop

Introduction
Kaizen Workshop Introduction 1
Agenda 4 day event g y
1. Day 1
a.m. measure the current situation
p.m. ideas & plan for a new situation p p
2. Day 2
a.m. design new situation
p m make some changes p.m. make some changes
3. Day 3
a.m. make some changes
p.m. record the new situation
4. Day 4
a m complete action plan a.m. complete action plan
presentation
Kaizen Workshop Introduction 2
Agenda 3 day event g y
1. Day 1
a.m. measure the current situation
p.m. ideas & plan for a new situation p p
2. Day 2
a.m. design new situation
p m make some changes p.m. make some changes
3. Day 3
a.m. Measure and record the new situation
presentation
Kaizen Workshop Introduction 3
What is KAIZEN?
KAI KAI
Change Change
ZEN ZEN
Good (or better) Good (or better)
ZEN ZEN
Good (or better) Good (or better)
KAIZEN - Continuous improvement KAIZEN - Continuous improvement
Kaizen Workshop Introduction 4
Elimination of waste Elimination of waste
10 Ground Rules for Kaizen
1. Dont try to justify the past challenge fixed ideas
2. Be positive think how things CAN be done not why they CANT be done
3. Use data, not pet theories
4. Use wisdom not money
5. Work smarter not harder
6. Set high standards
7. Correct failures immediately - 70% now is better than 100% never
8. Lead by example
9. A team is better than 1 expert involve people
10.Identify the root cause
Can do do i t do i t now !
Kaizen Workshop Introduction 5
Can do, do i t , do i t now !
Traditional Method vs Kaizen
The traditional
An ANALYSIS COMMITTEE
makes
The traditional
method
The KAIZEN
method
makes
RECOMMENDATIONS
MANAGERS
take the
DECISIONS
method
A MULTIDISPLINARY TEAM
analyses the situation,
An IMPLEMENTATION
COMMITTEE
implements
CHANGES
takes the decisions,
takes actions and
implements the changes
The EMPLOYEES
ADAPT
to changes
Weeks
and
months
A FEW DAYS
Kaizen Workshop Introduction 6
Contents of an Operation
Value Added Work aue dded o
The part of the job the customer wants to pay for
Hidden Waste
Work that does not add value but is necessary under the
t ti diti current operating conditions
Obvious Waste Obvious Waste
Work that does not add value and is not necessary
WASTE
KaizenWorkshopIntroduction 7
What is Obvious Waste?
Work that does not add value
and is not necessary
Inventory
Operator movements
1. Overproduction
and is not necessary.
Transportation
2. Waiting
3. Transportation
Process
Defects
4. Process
5. Inventory
Waiting
6. Operator Movements
7. Defects
Overproduction
El i mi nat e t hese ac t i vi t i es
KaizenWorkshopIntroduction
El i mi nat e t hese ac t i vi t i es
8
Workplace Organisation
Establish norms
d h
S
T
R
A
5S -Housekeeping
and respect them
YES
D i m a n c h e
L u n d i
M a r d i
M e r c r e d i J e u d i
V e n d r e d i
S a m e d i
1
2
3
4
8
9
1 0
1 1
1 5
1 6
1 7
1 8
2 9
3 0
3 1
5
6
7
1 2
1 3
1 4
2 6
2 7
2 8
2 2
2 3
2 4
2 5
1 9
2 0
2 1
NO
S
O
R
T
R
A
I
G
H
T
E
N
1
2
5
YES NO
P
ro
1
P
ro
2
P
ro
4
P1P2P3P4
SIMPLIFY
S
W
E
E
P
S
I
M
P
L
I
F
Y

S
T
A
N
D
A
R
D
I
S
E
SUSTAIN
3
4
S
W
S
E
50
ONE
Visual
Controls
50
recipes
ONE
recipe
documented
50 results
(deviations)
Quality the
first time
( i ti )
Example : Skills matrix
4101
4102
4103
4104 4105 4106 4107 4108 4109 4116 4116 4118 4111
Mat'l
Handling
Tie
Wrap Work Station #'S
Work Description
Dorothy H.
Stuff
Channel
Stuff
Top
Shelf
20 GA
Harness
14,16,
18 GA
Harness
18/20
Harness
18 GA
Asb.
Harness
PC
Brd
Harness
Heavy
Wire
Paint
Silk-
Screen
Pack
Out
Tap Licenced
ELECTROMECHANICAL SPECIALISTS
Form #
XXXX
Form#
XXZZ
Form #
YYXX
Form #
ZZXY
MAX
MIN
( )
(no variation)
Standard Ops.
Ellen B.
Pat M.
LeRoy W.
Steve H.
Bill B.
Lawrence D.
Diane M.
Rhea F.
KaizenIntroduction
Glenda M.
Legend :
Knows
Basics
Training
Can Do
With Help
Can Do
Without Help
Can Teach
Someone Else
Can Improve
the process
9
WorkFlow line balancing
Fishbone Fishbone Fishbone
U Line
Line
U Line U Line
Line Line
Takt time =Parts per day
Time per day
L Line
Back to Back
L Line L Line
Back to Back Back to Back
I Line
Lines
I Line I Line
Lines Lines
Kanban Signal
Data 420 production minutes per day
(8 hours =480 min - 60 Minute Break)
Ti me per day
Parts per day
g
KANBAN
To request a new
delivery
Solution
6 parts per day
(120 parts per month - 20 Production Days
420mins /day
70
KaizenIntroduction 10
=
=
TAKT
420 mins /day
6 parts /day
70
min/part
SMED - Quick Tool Changeovers
S
400
Single
Minute
Exchange of
200
Set-up is:
Exchange of
100
10
Dies, tools
& fixtures
10
E t l External
Before
External
Before
Internal
External
Internal
External
After
KaizenIntroduction 11
After
Total Preventative Maintenance
Effectiveness /
Capability Descriptionof Malfunction
MachineName &Number
Dateof Inspection Department Team Inspector
TPM
INSPECTION TAG
No.:
Sharing Maintenance Responsibility
Preventive
maintenance
Predictive
maintenance
PlannedDate
of Action
PersonResponsible Planned
CompletionDate
Actionverifiedby:
CorrectiveAction
Production Maintenance
Top up fluids
Perform general maintenance
Clean interior / outside
Monitor machine condition
Perform specialised
maintenance
Troubleshoot /fix actual and
potential problems
Autonomous
maintenance
time
Reactive
maintenance
Monitor machine condition
Call maintenance: detected or
suspected problems
potential problems
Eliminate their root causes
Improve maintainability and safety
Manufacturing Engineering
time
maintenance
Equipmentfailure
Idling and minor stoppages
Overall Equipment Effectiveness
Simplify Access...
Calibr
05/87
Equipment failure
Scrap/rework
Set-up/
adjustments
Start-up losses
Tool changes
Pear holes
Numerous
bolts
Hinges Grooves
F
E
Reduced
speed
KaizenIntroduction
Windows Handles
12
TPM =elimination of waste +continuous improvement
PARAMETERS UNITS BEFORE AFTER IMPV'T REMARKS
House Keeping Score %
Ergonomics % g
Quality ppm
Number of Parts in Process
Fl S M
2
Floor Space M
2
Travel Distance (Mat'l) M
Travel Distance (Man) M ( )
Number of people (all shifts)
Productivity
P d ti L d Ti Production Lead Time
Value Added/Total %
TPE %
Bottleneck Process Time
Set-up time (last to first)
Number of Error Proofs
Kaizen Workshop Introduction 13
Number of Error Proofs