5 Steps Kaizen

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5 Steps Kaizen

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

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