• Save
Kaizen Sample
Upcoming SlideShare
Loading in...5
×
 

Kaizen Sample

on

  • 18,417 views

Kaizen Sample

Kaizen Sample

Statistics

Views

Total Views
18,417
Views on SlideShare
18,334
Embed Views
83

Actions

Likes
13
Downloads
0
Comments
1

4 Embeds 83

http://www.slideshare.net 59
http://www.brijj.com 22
http://www.lmodules.com 1
http://wildfire.gigya.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • Very helpful steps
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Kaizen Sample Kaizen Sample Presentation Transcript

  • 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
  • Contents © 2007 Superfactory™. All Rights Reserved.
    • Introduction
    • Background and History
    • Components and Implementation
      • How to Kaizen
      • The Kaizen Blitz
      • Roadblocks
    • Knowledge Check
  • 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.
  • 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
  • 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
  • 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
  • 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
  • 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
  • Develop the Future State © 2007 Superfactory™. All Rights Reserved.
  • 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