Your SlideShare is downloading. ×
Kaizen Sample
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Kaizen Sample

14,208
views

Published on

Kaizen Sample

Kaizen Sample

Published in: Education

1 Comment
13 Likes
Statistics
Notes
No Downloads
Views
Total Views
14,208
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
1
Likes
13
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Kaizen Superfactory Manufacturing Excellence Series Lean Overview 5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams
  • 2. Contents © 2007 Superfactory™. All Rights Reserved.
    • Introduction
    • Background and History
    • Components and Implementation
      • How to Kaizen
      • The Kaizen Blitz
      • Roadblocks
    • Knowledge Check
  • 3. Introduction © 2007 Superfactory™. All Rights Reserved.
    • Kaizen is a process of continuous incremental improvement.
    • The “kaizen blitz” is a five-day continuous improvement activity focused on a very specific process.
  • 4. Components and Implementation © 2007 Superfactory™. All Rights Reserved.
    • Selecting Projects
    • Setting Goals
    • The Team and Team Leader
    • Support and Infrastructure
    • The Kaizen Blitz
    • Potential Roadblocks
    • Kaizen Steps
      • Set the scene
      • Observe the current process
      • Develop the future state process
      • Implement the new process
      • Report and Analyze
  • 5. Selecting Kaizen Projects © 2007 Superfactory™. All Rights Reserved.
    • Desirable criteria for initial projects
      • Unambiguously measurable
      • Management enthusiasm
      • A clear business need
      • Highly visible process
      • Fairly easy project
      • Strong environment for follow-up
      • Simple process
      • Stable and repeatable process
      • Allows contribution by all employees – not a technical exercise
      • Self-contained process
  • 6. Support and Infrastructure © 2007 Superfactory™. All Rights Reserved.
    • Eliminate interruptions for team members
      • No cell phones
      • No visitors
      • Dedicated conference room
      • Eat together
    • Supplies
      • Flip charts
      • White board
      • Snacks
    • Management support
      • Team members have full support of management
      • Responsibilities are covered to eliminate interruptions
  • 7. Kaizen “Blitz” © 2007 Superfactory™. All Rights Reserved.
    • Total focus on a defined process to create radical improvement in a short period of time
    • Dramatic improvements in productivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organization
    • Typically five days (one week) long
  • 8. Observe the Current Process © 2007 Superfactory™. All Rights Reserved.
    • Crucial first step in process improvement
    • Deep understanding of the existing processes and dependencies
    • Identify all the activities currently involved in developing a new product
    • Observe the process first hand
    • Flowchart the process
    • Take measurements – time, yield, travel distance
    • Identify Value Added (VA), Non-Value Added Required (NVA-R), and Non-Value Added (NVA)
    • Generally creates more questions than answers
  • 9. Develop the Future State © 2007 Superfactory™. All Rights Reserved.
  • 10. Typical Results © 2007 Superfactory™. All Rights Reserved.
    • 40 – 60% reduction of lead time
    • 10 – 15% productivity improvement
    • 10 – 20% reduction in rework
    • Improved communication between functions and departments
    • Clearly defined customer needs throughout the value stream
    • Improved customer satisfaction