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5 Steps Kaizen
 

5 Steps Kaizen

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    5 Steps Kaizen 5 Steps Kaizen Presentation Transcript

      • T he never ending
      • CYCLE in the 5 Steps to Kaizen 5. Kaizen-Layout
        • 4. Kaizen-Equipment
        • 3. Kaizen-Flow & Process
        • 2. Standardization
        • Observation
        • to become a lean, agile enterprise
      KAIZEN F UNDAMENTS KAIZEN eyes for :        the identification and    elimination of Waste Fluctuation Unreasonable Practices Muda - Mura - Muri Plan - Do - Check - Action- Man - Machine - Material MFG SOURCE: Implement the best possible, lean combination of the 3M’s UTILIZE CONCEPT :focusing on the 3S’s (SSS tip) Standardization, Simplification, Specialization
    • KAIZEN BASIC CONCEPTS
      • Basic But Important Concepts For Kaizen
        • Immediate Kaizen Opportunities
          • Motion Kaizen
          • Material Presentation Kaizen
          • Material Replenishment Kaizen
        • Support the Operator
        • Find Interruptions
          • Cycle Time Interruption
          • Management
        • Types of Processes
          • Internal Process
          • External Process
        • Types of Scenarios
          • Normal Scenarios
          • Abnormal Scenarios
      Plan - Do - Check - Action-
    • 1. OBSERVATION
      • What is happening on the work area?
        • Watch, review, and record each step of the process
        • Break down the process and motion into discrete steps
        • Identify sources of variation in material and information flow
        • Identify all interruptions and their cycle time
        • Identify opportunities for standardization
          • Maintenance systems
          • Quality systems
          • Material systems
          • Management systems
          • Cell processes
          • Information systems
      Plan - Do - Check - Action-
    • 1. OBSERVATION
      • After an initial observation:
        • Make a process “vision” for each department / area
        • Track progress using a map based on the 5 kaizen steps
          • Observation – Standardization – Flow – Machine - Layout
          • Plan - Do - Check - Action
            • Review and plan on weekly basis
            • Transfer ownership of lean implementation to area managers
            • Increase overall employee participation in lean implementation
        • Implement countermeasures
        • Why Standardization, Why Can not?
            • Each activity, motion, method, or process is performed in the same manner, every time
            • It provides predictability and the values for measuring performance
            • It provides the starting point for Kaizen activity
            • It is everyone’s responsibility to perform but management’s responsibility to enforce
      Plan - Do - Check - Action-
      • Interruptions must be standardized and then eliminated, Interruptions are management issues, not operators’ issues
        • Interruptions must be categorized as normal operating interruptions and extra ordinary interruptions
        • Normal interruptions are cyclical and must have countermeasures developed to ensure the material flow continues
          • material replenishment, preventive maintenance, operator support, work place organization, training, etc
          • Management must support the operators and prevent interruptions
      2. STANDARDIZATION Plan - Do - Check - Action-
      • Management must learn how to take advantage of interruptions based on the interruption’s cycle time while working to eliminate them
        • Standardization allow predictability, and predictability allows to take advantage of interruptions
          • Extra ordinary interruptions must have a standard process to deal with them
          • Extra ordinary interruptions must be normalized and converted into normal interruptions
      2. STANDARDIZATION % 80/20 Plan - Do - Check - Action-
      • INTERRUPTION MANAGEMENT:
      • ESTABLISH STANDARDS FOR NORMAL SCENARIOS
      • ESTABLISH STANDARDS FOR ABNORMAL SCENARIOS ABNORMAL, BUT NORMAL ABNORMAL
      • NORMALIZE ABNORMAL SCENARIOS ONE LEVEL DOWN
      % 80/20 % 80/20 % 80/20
      • Flow & Process Kaizen
        • Improve the material and information flow on or to the work area
        • Re-balance and combine various parts of the baseline process (improve man/machine ratios)
        • Improve all routes (scrap, audit, maintenance, material, rejects) in order to support the operator and the process
      3. KAIZEN-FLOW & PROCESS Plan - Do - Check - Action-
      • Equipment / Tooling / Machine Kaizen
        • All improvements should support the operator
        • Improve fixture placement and / or fixture design
        • Improve machine cycle times
        • Simplify machines and shrink tables / stands
        • Group but do not combine process steps
        • Standardize and simplify health & safety protection devices
      4. KAIZEN-EQUIPMENT Plan - Do - Check - Action-
      • (Cell) Layout Kaizen
        • Improve the Man-Machine-Material ratios through changes to the overall layout of the cell
        • Scope can be simple rearrangement or complete cell shape/flow re-design
      5. KAIZEN-LAYOUT Plan - Do - Check - Action-
    • LEAN IMPLEMENTATIO THROUGH KAIZEN
      • Implementation Method N
        • Focus lean implementation efforts on the Five Kaizen Steps
        • Utilize standard approach and if necessary worksheets for the five steps
        • Create a process layout “vision” for each work area (3-6 month period)
        • Lean activities progress reviews
          • Review and plan weekly lean activity by area
          • Transfer ownership of lean implementation to area managers
          • Increase overall employee participation in lean implementation
      Plan - Do - Check - Action-