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Gemba kaizen
 

Gemba kaizen

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“Improvement Has No End”

“Improvement Has No End”

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    Gemba kaizen Gemba kaizen Presentation Transcript

    • Gemba Kaizen“Improvement Has No End” Anand Subramaniam
    • “To change and to improve are two different things.” - German Proverb 2
    • Highlights Kaizen Gemba Gemba Kaizen Roles & Targets Overcoming Resistance 3
    • Kaizen 4
    • Kaizen Vs. Innovation Kaizen Innovation Un-dramatic  Dramatic Low Cost  High Cost Low Risk  High Risk Human Effort  Technology No Brainer  More Thought 5
    • Kaizen Concepts Kaizen & Management Process Vs Follow SDCA / Results PDCA Cycles Kaizen ConceptsPutting Quality Speak with Data First Next process “Customer” 6
    • Kaizen & Management Maintenance Improvement• Follow current • Upgrade existing Standards Standards Operating Operating Procedures (SOP) Procedures (SOP)• SDCA • PDCA 7
    • SDCA / PDCA Cycle PLAN DO ACT CHECK PLAN DO PLAN DO ACT CHECK StandardisePerformance & Sustain ACT CHECK Kaizen Event Standardise & Sustain Standardise & Sustain STD DO STD DO ACT CHECK Kaizen Event ACT CHECK Time 8
    • SDCA / PDCA Cycle SDCA PDCA Do First Do Next Maintain Improve Standardise & Further ImproveStabilise Current Standardised & Process Stabilised Process 9
    • Putting Quality First = QCD Quality FirstCost Delivery 10
    • Major Kaizen Systems TQC / TQMJIT / TPS / Pull Improve All Policy Processes / Kanban Deployment Strategies, & Eliminate NVA Cascading Plan Kaizen Systems Suggestion TPM Quality Circles System Maximise Small Group Employee Equipment Efficiency Activities Participation 11
    • Gemba 12
    • Gemba & Management Top Management = Establish Policies, Targets, Priorities, & Allocate Resources Control Customer Expectation > Gemba > Customer SatisfactionTop Management = SupportShould Listen, Help & Learn fromGemba Employees 13
    • Gemba House Input Process Output Man QualityMachines SDCAMaterials CostMethods PDCA DeliveryMeasures Operational + Managerial Standards 5 S = House Keeping Discipline NVA = Muda + Mura + Muri 14
    • Gemba Process Temporary Problem / Check Gembutsu Countermeasures Abnormality (Physical / Tangible (Symptoms)(Go to the Gemba) Objects) Standardise & Prevent Find Root Cause Recurrence (Why?) (SDCA) 15
    • Gemba Output = QCD Total Management Of……Cost Logistic Quality 16
    • Standards Operational Managerial External Process  Internal Process Impacts = QCD  Policies, Procedures, Systems 17
    • Why Have Standards Integral part of Best way to Quality Assurance Basis for do a job SDCA / PDCA Basis for Training Way to measure performance Why STD? Basis for Audit Show RelationshipCause & Effect Training Minimises Prevents Goals Variability Errors 18
    • Gemba Kaizen 19
    • Quality Circle or Kaizen StorySelect Theme Plan Current Status Identify Root Cause Establish Counter Measures (CM) Implement CM Do Confirm CM Effects Check Establish / Revise STDs Act Stabilise & Start Again 20
    • Kaizen – Key Principles Say “ NO “ to status quo  Get rid of old assumptions Good ideas come when the  It does not have to cost a lot of going gets tough money to improve the process Do not look for excuses, find  Look for wisdom from the team ways to make it happen rather than one individual Do not worry about being  Do not stop asking questions perfect - even if you get half till root causes of problems are way - Start now established If something is wrong fix it on  Never stop doing Kaizen event the spot 21
    • Kaizen – Reduction in Non-Value AddBefore Kaizen Value Add The kaizen mindset focuses on small, incremental yet frequent Kaizen 1 improvements to make changes to non value added processes. Non Value Add Kaizen 2 Kaizen 3 Kaizen Kaizen Kaizen Measurable Improvements over time 22
    • Kaizen – Do & Do Not Do Do Not Open minded to all approaches  Assume everything is good on what you hear (see it with your Try as many ideas as possible. eyes) Minimum of three (3)  Just sit around but brainstorm Do as many observations of reality as (justify the current way things are possible (10) done) Do include one person who is  Assume you know the problem convinced it can’t be done  Hold a Kaizen to resolve an issue Do make sure management is that is not driving a business goal committed to resolving the issue and supporting the team 23
    • Roles & Targets
    • Stakeholder (Sponsor) Engagement SPONSORS Sensei TARGETS 25
    • Sponsor’s Role Understand the need Model a confident Solicit for the change and help and constructive feedback others design the view of change “Future State”Acknowledge what Monitor and readjust people are priorities & allocate experiencing and Sponsor resources give them opportunity to express it Show personal support – both Hold Change public and private - Agents & the throughout theChange the reward / Targets recognition system change accountable 26
    • Sensei’s Role Exhibit leader behavior Integrate the Modify time and create change into frames / resources dissatisfaction with the the culture as needed “status quo” Plan and/or Understand the implement the need for the “communication”, change & the Sensei “education & impact on all training” and involved “reward” strategies Communicate theInvolve the Targets in change clearly and planning whenever CONSTANTLY Manage the possible change resources 27
    • Targets Successful Change Think first about begins with what they have to understanding the give up, not what Targets of the change Be concerned that they’ll get they don’t have enough skill or resourcesFeel alone even if everyone else is Targetsgoing through the Feel self conscious change and ill at ease when confronted by change Be at different Only be able to levels of Try to go back to handle so much readiness for doing things the change change “right way” when the pressure is off 28
    • Overcoming Resistance
    • Resistance We’ve tried It would have We need to spend something like worked in other more time thinking this before places but not here about it We don’t have It’s a good time for this idea; it just won’t fit hereIt’s impossible; it just won’t Resistance The union / work shop floor / etc. won’t go Too many for itchanges have been made already I just want It will It’s to be left cause unrealistic; alone to do conflict / The company is reality will my job / my difficulty / doing fine already; kill it thing chaos who needs it? 30
    • Resistance - Plan & Manage Define the FUTURE STATE Identify the steps to freeze, unfreeze & refreeze& TrainingEducation Plan Celebration Reward & Plan Design the Change Implementation Plan Implement, Monitor & Support the Change Communication Plan 31
    • Communication Plan Current State Transition Future State  Repeat the Desired State Explain upfront why the  Show the distance people message again and again change is necessary have come Validate the Current State  Communicate positive  Provide information and results of Desired State answers in a variety of Clearly define the Desired ways State  Acknowledge the price they have paid  Create safe ways to Identify what is not going express resistance to change  Thank them for their efforts and the results  Honor the old ways Focus on future positives  Bury the old ways 32
    • Education / Training Plan Current State Transition Future State Identify competencies and  Measure the performance performance levels  Carry out training plan on levels required in the Desired schedule State  Provide refresher courses as needed Assess gap between  Provide training about current knowledge/skill change and the change  Design curriculum for new level and desired level process hires and career development Plan training outlines and implementation process &  Tie training to the Desired schedule State constantly and consistently 33
    • Reward / Recognition Plan Current State Transition Future State Examine current  Recognise behaviors that performance measures  Stop rewarding old ways support the Desired State and undesirable behaviors Identify behaviors that are  Reward achievement of desired and need to be new performance encouraged  Reward incremental steps measurements toward new performance Develop new performance levels  Do not reward or ignore measures that support the undesirable performance Desired State  Reward those who  Penalise destructive surface resistance by behaviors including them in the “Tweaking” 34
    • “No one keeps his enthusiasmautomatically. Enthusiasm must be nourished with new actions, newaspirations, new efforts, new vision” - Papyrus 35
    • Good Luckhttp://www.linkedin.com/in/anandsubramaniam 36