PRESENTATION ON KAIZEN.ppt

PARTS INSPECTION-5 ,MUL-NOV06
KAIZEN®
(Original Definition)
KAI
ZEN
Change
Good
(for the better)
KAIZEN®
= Continual Improvement

Why kaizen ?
Do prevention!
(in teams)
I work smarter
Mistake happens
“Near enough
is good enough
I fix mistakes
I work hard
Think prevention
Few

A definition:
Destroy, in our minds, the
concepts and techniques of
manufacturing that we
practice today.
Create a vision of what our
production system and
manufacturing techniques
should be.
Carry out that Vision by
breaking through the status
quo.
We must avoid the urge to
discover more sophisticated and
technological solutions to tasks
we shouldn’t be doing at all.

Kaizen Training
Basic Rules for Change
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense should
be a last resort)
Think about how to do it, NOT why it can’t be done
Maintain a positive attitude
Don’t’ make excuses & question current practices
Just do it!!
Have Fun!!!

Kaizen theme for quality
month
• Quality & 5s improvement .
• Productivity improvement

QUALITY IMPROVEMENT
KAIZEN PRESENTATION

Kaizen Training
• Competing in the Marketplace
“What factors are important to the customer?”
• Q-QUALITY
• C-COST
• D-DELIVERY

The next process is the customer
Two types of customer:
Ultimate customer
Immediate or intermediate customer
Each process has its own customer
Customer-
Interface
Process
Customer-
Interface
Process
Customer-
Interface

What is Quality Assurance?
Don´t make it
Don´t send it
Defects?
Process Defects?
Process
Defects?
Don´t receive it

What are the Targets ?
A. Quality of Products
B. Quality of Equipment
C. Quality of Processes
D. Quality of Human
E. Quality of System

Examples as Targetｓ & KAIZEN
A. Case of Product
Exp.
Reduce No. of Defects, or Rejects
by perfect inspection system
note: Zero Defects
Not ex post action, but preventive
action should be taken

B. Case of Equipment
Exp.
a. Prevent machine from Breakdown by
daily inspection and oiling, etc.
b. Operate machines in optimal conditions
to achieve designed production capacity
c. Reduce the loss time caused by
preparation and setup

C. Case of Process
Exp.
a. Improve Line Balance to remove
the bottle-neck among processes
by Multi-handling works
b. Reduce the waiting time among
processes
c. Avoid mistakes by Visual Control
such as KANBAN

D. Case of Human
Exp.
a. Awareness on Quality & Productivity
b. Consciousness on the surrounding
problems
c. Mutual communication to have
cooperation and common information
d. Competitive effort to produce each
idea

E. Case of System
Exp.
a. Organization
QC Section related to production
department should be functionally
effective
b. Manuals
Operational, Inspectional, etc.
c. Document
Specification, ISO, etc.

5S IMPROVEMENT
KAIZEN PRESENTATION

What is 5S?
Cleaning
To Create a safe working environment
To produce good quality products
To achieve maximum efficiency

1. Seiri
2. Seiton
3. Seiso
4. Seiketsu
5. Shitsuke
5S stands for 5 initials of the
following Japanese words:

1. Seiri - Organisation
To classify clearly all the items into necessary
and unnecessary items, then dispose off
unnecessary items.
Not
necessary
Not
necessary

Solution

2. Seiton - Orderliness
Place necessary items at proper position for
practical usage and clearly indicate the
contents so that everyone can understand.
A D
C
B

3. Seiso - Cleaning
Eliminating garbage, filth, and foreign
matters for a cleaner workplace. Cleaning
as a form of inspection.

4. Seiketsu - Cleanliness
Keep the previous 3-S (Seiri, Seiton,
Seiso) in good condition.
Conduct Seiri, Seiton, Seiso periodically and
keep the work place neat & clean.

5. Shitsuke - Discipline
Discipline : Acquire the habit of conducting
the standardized work with the
standardized procedure.
Doing the right things as a matter of fact…

Utilization of 5-S
5-S Visual
Control
Leads to

Implementation of 5S in PCTR
S.No. Activities to be carried out Check points
1 Carry out Red Tag movement Eliminate all the unnecessary items
2
Secure proper storage space for necessary
items
Do not place things on passage
neither leave them outside the
storage area.
3 Check the sheets posted on bulletin boards
Indicate posting deadlines on the
sheet & discard the expired sheets
1 Place parts according to their usage / priority Apply 30 second rule
2 Indicate the storage place & item name Keep Visual control in mind
3
Keep the labels & indications in proper
condition
Introduce colour codification for
easy retrieval
1 Clean dust / garbage once a week
2 Make the work environment clean & safe
3 Maintain proper cleaning tools
1 Maintain the previous 3 S
Check Seri, Seiton & Seiketsu
regularly
2
Check the storage areas for proper
arrangement
Place the items in parallel & right
angle arrangement
Seiri
Seiton
Seiso
Seiketsu
Implementation of 5-S in PCTR

Red tag movement

At the beginning of each month,
put a red tag on every item.
During the month, remove the red
tag when item is used.
At the end of the month, decide
whether the item with the tag is
necessary or not.
Red tag movement

Tool Box
30 Second Rule

30 Second Rule
30 Second Rule

Before we begin: Resource Allocation Matrix:
Assign resources to the specific tasks required to make 5S a habit.
5S “To Do” Plan
Date: Page of
5S Team Members Company/Division Name: Person Preparing This Sheet
Item
#
Date
Started
5S element 5S Task - Action Person
Responsible
Location/
Department
Percent
Complete
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50

PRODUCTIVITY IMPROVEMENT
KAIZEN PRESENTATION

Kaizen Training
TIME: The single best indicator
of competitiveness
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times can
make your company more valuable to both its internal
and external customers.
Set-up or Change-over Time
Product Development Time
Manufacturing Cycle Time

Kaizen Training
Shrinking Lead Times
Order Lead Times Manufacturing Lead Times Delivery Lead Times
Manufacturing Lead Times
Order Lead Times Delivery Lead Times
Reducing the overall time from receiving the order to delivering the
product makes your company more responsive to the customer.
This can become the deciding factor when the customer makes
their selection.
As can be seen, manufacturing is only one part of the entire
process. Inputting, processing, and issuing orders is an area
for improvement, as well as, assembly, loading and delivery
to the customer`

Kaizen Training
Where’s the Time in Lead Time
This timeline represents an overall lead-time, with very little
time spent on adding value to the product.
Non-Value Added Time (NVA)
99% of Total Lead time
Value Added Time (VA)
1%
Improvement Efforts
Concentrated on reducing VA time,
with no attention given to NVA.
VA
1/2 %
Results of Common Improvement efforts, did not improve
response time. VA time is reduced, but, the costs for those
improvements in lead time was substantial.
Common

Kaizen Training
Where’s the Time in Lead Time
NVA Time
VA
5%
When we look at attacking the NVA Activities in the Timeline
and compare that to the original timeline:
Value Added Time (VA)
1%
This shows a 5X improvement in lead time
Great Job!!
Greatest Opportunities are actually here!

Kaizen Training
Different Types of Activities
Being able to tell the difference between NVA and VA
activities is an important step in the Improvement Process.
Value Added
Activity (VA)
An activity that changes raw
material to meet customer
expectations.
Non Value Added
Activity (NVA)
Those activities that take
time, or occupy space but do
not add to the value of the
product.
You must ask yourselves “Would you as a customer be
willing to pay for any NVA activity being performed to that
NEW “swift” you just ordered?”

Kaizen Training
Some examples NVA Activities:
Walking Waiting on
machine cycle
Transporting
parts
Generating
useless reports
THE GOAL IS TO ELIMINATE THE
NON-VALUE ADDED ACTIVITIES.
Unnecessary
motion
Unnecessary
stock on hand

Kaizen Training
What is TAKT Time?
TAKT time is how many minutes or seconds are needed
to make one part when considering the daily volumes, to
be produced in that workcell and the total time available to
perform the job.
TAKT time is NOT the time it takes to manufacture the
product. It is based on customer demand.
Who is the customer?
The next operation
Customer orders

Kaizen Training
TAKT Time Calculation
Production Time Available / Period
Number of Required Units / Period
TAKT
Production Time Available / Period (one shift):
Breaks - 2 @ 10 minutes
Shift Time ( 8 hrs. )
Clean-up at end of shift
Production Time Available:
- 20 mins.
480 mins.
- 5 mins.
455 mins.
Units Required / Period (one shift):
10,500 Units Sold Monthly
21 Working shifts / month
27,300 secs.
or
500 Required units / shift
TAKT Time: 27,300 secs / shift
500 units / shift
54.6 secs.

Kaizen Training
Do MORE with LESS
Waste Productivity
Staffing Productivity

WASTE
Kaizen Training

1. Transportation - Transporting 1. Transportation - Carrying
farther than necessary or Tools to Point of Use
temporarily locating, filing,
stacking and moving parts
(people, paper, information) is
waste.
2. Correction - Doing something 2. Correction - Redo an Activity
over is waste. Because of Error
3. Overproduction - Generating 3. Overproduction - Number of
excess paper or information, or Copies
generating information or paper
too soon in a process is waste.
Definition Example
ELEMENTS OF WASTE

4. Motion - Unnecessary work 4. Motion - Tools in drawers
movements are a form of waste.
5. Waiting - Waiting for people, 5. Waiting - Meetings to start
paper and information is waste -
it stops work.
6. Inventory - Too much of 6. Inventory - Supplies
anything is waste.
7. Processing - this is waste in 7. Processing - Typed when
the process itself. Redundant handwritten would be
activities sufficient
Definition Example
ELEMENTS OF WASTE

SHIFT MINDSET
CURRENT
THINKING
REQUIRED
THINKING
WASTE NOT DEFINED
REACT TO LARGE EXAMPLES
REACTIVE IMPROVEMENT
WASTE IS "TANGIBLE”
IDENTIFY MANY SMALL OPPORTUNITIES
-LEADS TO LARGE OVERALL CHAGE
CONTINUOUS IMPROVEMENT
WASTE
TYPES
OF
WASTE
Correction
Processing
Motion
Waiting
Inventory
Transportation
Over-
Production

Steps of KAIZEN Process
Step-1 Brain Storming
Step-2 Theme and Goal Set-up
Step-3 Data Collection
Step-4 Classification
Step-5 Cause and Effect Analysis
Step-6 Countermeasure Set-up （Plan)
Step-7 Implementation (Do)
Step-8 Effectiveness of Results (Check)
Step-9 Correction of Countermeasure (Action)
Step-10 Monitoring
Step-11 Standardization

Step-1. Brain Storming
A. 5 W 1 H
1. What 2. When 3. Where 4. Who 5. Why
1. How
B. 4 M
1. Man 2. Machine 3. Method 4. Material
C. 3 Mu
1. Muri (Strain) 2. Muda (Waste)
3. Mura (Irregularity)

5 W 1 H
What is done ?
What is being done ?
What is the best to do ?
Isn’t there anyone who commits something
about the 3 MUs ?
How about other 4 W and 1 H ?

４ Ms
a. Man
1) Does everyone observe the standards ?
2) Is the working efficiency satisfactory ?
3) Does everyone have problem-consciousness ?
4) Does everyone have a strong sense of responsibility ?
5) Does everyone acquire experience ?
b. Machine
1) Does every machine meet the production capacity ?
2) Is checking carried out thoroughly ?
3) Is there any unusual noise produced ?

c. Materials
1) Are there errors in quantity ?
2) Are there errors in raw materials ?
3) Is the total stock proper ?
4) Is there a waste of materials ?
5) Are the goods in process neglected ?
d. Method
1) Are the operational manuals clear ?
2) Are the setups all right ?
3) Is the air ventilation adequate ?
4) Is the lighting adequate ?

３Mu（Muda, Muri, Mura）
Is there any Waste, Strain, Irregularity ?
in man ?
in skill
in method
in time
in machine
in jigs and tools
in materials
in production
in stock

Step-2. Theme and Goal Set-up
A. Selection of Theme
Compare the significance of errors from
effectiveness point of view when it is
improved
B. Goal Set-up
Measure the Status quo as Benchmark
and set up a high goal

Step-3. Data Collection
A. Categorize the vital items to be
collected in check sheets
B. Take data by using Check Sheets
for records
note: Record, or Inspection type is
selected to meet the purpose

Check Sheet for Records
It is used to count No. of defects, or to know
the kind of dispersion
Exp.
a. Check Sheet related to items of error
b. Check Sheet related to factors of wrong
c. Check Sheet related to dispersion in process
d. Check Sheet related to positions of defect

Check Sheet for Inspection
It is used to inspect important items such as
operational conditions, and security
Exp.
a. Check Sheet related to equipment
b. Check Sheet related to operations
c. Check Sheet related to startup & finish
Points to make Check Sheet
a. Setup of kinds and clearness on targets
b. Avoid overlook on important items by personal
experience and the past data
c. Classify items for the analysis after processes

Step-4. Classification
Pareto Diagram is used to select the major
items and identify the rate
Several items will be targeted to achieve
more than 70 % ~ 90 % of improvement

Step-5. Cause & Effect Analysis
a. Collect/Discuss probable items as the
causes to targeted effect and classify
them according to 4 M
b. Select highly probable items and
discuss the details
c. Identify some items as the main causes

Step-6. Countermeasure Set-up
A. Human errors
a. Causes of Error
Exp. Careless, Ignorance, Disregard
Caution ! “Chronic Type”
ｂ. Approach
An opposite action will be effective as
the countermeasure
Exp. Don’t do it like that !
Educate operators on Shitsuke !
(discipline)

B. Technical Errors
a. Causes of Error ”Sporadic Type”
Exp.
Deterioration
Operation out of Optimal Condition
b. Approach
(Easy Error)
A minor change by QC 7 tools
will be the countermeasure
(Difficult Error)
Review the functions and principle of Processes

C. Manifold, or Complicated Errors
Advanced Management Skills,
TQM, TPM, JIT, TQC, etc.
with
Scientific info. & technologies
by
Company-wide Activities from
the Top management to the Bottom

D. Planning of actions
a. What actions should be taken ?
b. Why such action is needed ?
c. How each action should be taken ?

E. Preparation of Document
a. Temporary manuals of operational
and inspection methods
b. Make data sheets for operational
conditions and experimental outputs

F. Scheduling
a. When each action should be done ?
b. Where it should be taken ?
Target: process, part of machine.....
c. Who is in charge of taking
each action and data ?

Step-7. Implementation /
Take actions
A. Each action is taken according to
a temporary manual
B. Data is collected by the confirmation
type check sheets
C. Any unexpected troubles and phenomena
should be recorded as the document

Step-8. Evaluation of Results
Results would be evaluated on effectiveness
by the comparison with the goal and the last
outputs
Step-9. Correction of Countermeasure
When the effectiveness of result is not enough,
the new idea would be revised

Step-10. Monitoring
Experiment data would be checked
by control chart
Judge the conditions of process in stability, or
not.
And when finding abnormalities, take the
preventive actions immediately
Judge abnormal tendencies of Plot arrangement
even inside of the Limits

Step-11. Standardization
Revise the temporary manual
to meet the optimal conditions
as the final ones, Operational,
Inspectional, respectively

Kaizen Training
Standards
Enforce
Inspect
.
Stabilize
Identify
Waste
Problem Solve
Standardize
• Process requires ongoing inspection and enforcement to
ensure “Standardized Work” is being followed
• Process does not improve automatically
- Following standards will only maintain, not improve, the process.
- Improvement focuses on the entire process.

Vendor cluster for kaizen competition
Faridabad cluster
• Victora tool
• KR Rubberite
• Venus industries
• Urastun metal
• Faridabad fabricators
• D s bhuine
• Hyline auto
Gurgaon & Delhi cluster
• Kansal industries
• Xvarian auto
• Horizon ind.
• Services ind
• Sunnel auto
• Haryana ind
• Ideal auto
• Dhanjal auto
• Enco engineers combine

Presentation guidelines.
• Each idea to be recorded in the format
with pictorial depiction.
• Presentation to be Each idea is to be
segregated with the theme1.productivity or
quality and 5s. .
• Kaizen album or display board to be made
and displayed at the shopfloor .

KAIZEN RECORDING FORMAT
After Improvement
2 nos weighing machines have been installed on A1-6 , A1-7 mat
& Increase the frequency for checking of fasteners qty at the time o
vendors to avoide the short supply of fastners.
Manual system for checking of qty of fastners at receipt area
Before Improvement:

Evaluation criteria
• Achievement vs plan .
• Impact on the desired objective.
• Ingeneuinity of the idea.
• Methodology followed .
• Team work.
• Presentation .
• Scope of horizontal deployment .

PRESENTATION ON KAIZEN.ppt

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