Gold mining with kaizen blitz


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Gold mining with kaizen blitz

  1. 1. GOLD MINING WITH KAIZEN BLITZ Worcester APICS Chapter February 9, 2012 Marino Associates, LLC 2012 1
  2. 2. CREATIVITY“You can’t solve problems with the same mind that created those problems in the first place.” Marino Associates, LLC 2012 2
  3. 3. KAIZEN1. Helps simplify existing processes with minimum money and maximum use of people2. Strive for radical change in basic processes and work flows3. Driving results in continuous quick hitting projects linking and accumulating these projects into major improvements in a specific value chain4. Objective is to achieve incremental improvement to create more value with less waste Marino Associates, LLC 2012 3
  4. 4. Primary Barriers To Lean• Push Back from Middle Management• Lack of Implementation Know How• Employee Resistance• Supervisor Resistance Marino Associates, LLC 2012 4
  5. 5. Kaizen Gold Mining• Presents A Team With:  How To See  How To Think  How To Feel  How To Rapidly and Effectively Deploy Their Improvement Ideas Marino Associates, LLC 2012 5
  6. 6. FINDING THE GOLD• Investigate Where To Mine• Have The Correct Tools To Mine With• Know How To Mine• Know When You Find The Gold• Develop Processes For Continuous Results Marino Associates, LLC 2012 6
  7. 7. WHERE TO MINE• Select A Clear And Measurable Project• Management Support and Management enthusiasm• Satisfy A Perceived Business Need• Select A Visible Process• Select A Confidence Builder• Make It a Team Effort• Management Support Of The Teams Change• Simply Easy To Understand Process• People Based Project• A Self Contained Project• Allows contribution by all employees – not a technical exercise Marino Associates, LLC 2012 7
  8. 8. KAIZEN TOOLS• Education And Training – Process Mapping – 5S Process And Audits – 5 Whys – Time Observations (Walk the Gemba) – Load Analysis – Design of Experiments (DOE)• General Observation• Lean Tools (SMED, Pull, Mistake Proofing, Standard work)• Kaizen Education• Visual Controls Marino Associates, LLC 2012 8
  9. 9. Ten Kaizen Principles1. Get rid of old assumptions2. Don’t look for excuses3. Say “No” to the status quo4. Don’t worry about being perfect5. Dose not require money6. If something is wrong, fix it on the spot7. Gold Mine for good ideas8. Ask “Why” 5 Times9. Look for wisdom from the group10. Never stop doing Kaizen Marino Associates, LLC 2012 9
  10. 10. Selecting Kaizen Projects•What to avoid with initial projects •Out of control processes •Unreliable equipment •Incapable equipment •Interdependent processes •Improvement is not seen as necessary •A process that may soon be obsolete •Process producing “C” items for “C” Customers Marino Associates, LLC 2012 10
  11. 11. Types of Projects• Productivity improvements – Typical goal: improve productivity by 30%• Changeover or setup time improvements – Typical goal: reduce setup time by 90%• One piece flow – Typical goal: reduce inventory by 50%• Pull system projects – Can be difficult as initial projects – get experience first! Marino Associates, LLC 2012 11
  12. 12. The Team• 3 to 10 people• From across all levels and functions impacted by the project• Include experts – if they have open minds• Include people with prior kaizen experience• Include outsiders from unrelated functions to obtain different points of view – “Dumb” questions often stimulate innovative thinking Marino Associates, LLC 2012 12
  13. 13. Support and Infrastructure• 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 Marino Associates, LLC 2012 13
  14. 14. Conference Room or Gemba?• Important to “go to the “Gemba” – “Gemba”: where the process actually occurs• Kaizen can happen right on the factory floor or information can be gathered at the process• Conference room can be used for analysis and discussion• Don’t be afraid of going back to the Gemba to challenge and test ideas Marino Associates, LLC 2012 14
  15. 15. Kaizen “Blitz”• 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 Marino Associates, LLC 2012 15
  16. 16. TYPICAL KAIZEN BLITZDay One: • Education  KAIZEN  Lean  Blitz process  One piece flow  5S  Takt time • Form into teams  Team training • Review target area  Tour  Process instructions  Blueprints • Clean area  Floors  Machines  Cabinets Marino Associates, LLC 2012 16
  17. 17. TYPICAL KAIZEN BLITZDay Two:Start cell designs1. Brainstorm flow (type of machines)2. Identify utilities3. Identify tooling4. Identify inventory (signaling)5. Identify type of parts (SMED)6. Identify inbound and outbound suppliers and customers (carrier control) Marino Associates, LLC 2012 17
  18. 18. TYPICAL KAIZEN BLITZDay Three:Rough out new cell design1. Machine and bench placement2. Tool and fixture placement (5S)3. Utility drops4. Hand tool storage5. Kanban squares (size carriers)6. New setup reduction methodology7. Chalk up floor Some teams “split up” into sub teams Marino Associates, LLC 2012 18
  19. 19. TYPICAL KAIZEN BLITZDay Four:1. Move machines and connect2. Move tools and fixtures onto/into position3. Move inventory into Kanban areas4. Practice “rapid” setup/changeover5. Run cell6. Start documentation7. Painting  Machines  Lines on floor  Etc. Marino Associates, LLC 2012 19
  20. 20. TYPICAL KAIZEN BLITZDay Five: 1. Realign cell 2. Make changes/adjustments, etc.  Refine  Refine  Refine 3. Install sustaining processes  Education/training  Documentation (step-by-step)  Measurements  Control boards  Disciplines  Safety 4. Final cleanup  Touch up, painting etc. 5. Final presentation 6. Victory dinner Marino Associates, LLC 2012 20
  21. 21. Kaizen Blitz Rules• Be open to change• Stay positive• Speak out if you disagree• See waste as an opportunity• No blame environment• Treat others as you want to be treated• Ask the silly questions, challenge the givens• Creativity before capital• Understand the data and principles• Just do it! Marino Associates, LLC 2012 21
  22. 22. Potential Roadblocks• Too busy to study it• A good idea but the timing is premature• Not in the budget• Theory is different from practice• Isn’t there something else for you to do?• Doesn’t match corporate policy• It’s not improvement – it’s common sense• I know the result even if we don’t do it• Fear of accountability• Isn’t there an even better way? Marino Associates, LLC 2012 22
  23. 23. Identify the Customer• Value added is always determined from the customer’s perspective.• Who is the customer?• Every process should be focused on adding value to the customer.• Anything that does not add value is waste.• Some non-valued added activity is necessary waste (“NVA-R”) – Regulatory – Legal Marino Associates, LLC 2012 23
  24. 24. Observe the Current Process• 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 Marino Associates, LLC 2012 24
  25. 25. Types of Waste• Overproduction• Excess inventory• Defects• Non-value added processing• Waiting• Underutilized people• Excess motion• Transportation Marino Associates, LLC 2012 25
  26. 26. FlowchartMarino Associates, LLC 2012 26
  27. 27. Identify VA, NVA-R, and NVA Marino Associates, LLC 2012 27
  28. 28. Identify Root Causes• Flow Charts• Cause and Effect Diagrams• Check Sheets• Histograms• Pareto Charts• Scatter Diagram• Control Charts Marino Associates, LLC 2012 28
  29. 29. Develop the Future State Marino Associates, LLC 2012 29
  30. 30. Implement the New Process• Plan – What specific changes need to occur – In what sequence – Resources needed – get commitment – Impact on existing activities and functions – Responsibilities• Communicate – Who, what, when• Implement – Execute the plan• Modify Marino Associates, LLC 2012 30
  31. 31. Execute• Develop a concise, achievable milestone plan• Communicate the plan to everyone – Suppliers – Team members – Customers• Track activities in public• Celebrate small victories and publicly analyze failures Marino Associates, LLC 2012 31
  32. 32. Typical Results• 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 Marino Associates, LLC 2012 32
  33. 33. Toyota• Toyota implements one million ideas each year-That’s 3,000 ideas per day. Some of those ideas are single hits, some are home runs.• How many can your company develop in a year? Marino Associates, LLC 2012 33
  34. 34. Did you strike gold?• Do you have an organization with passion for improvement?• Do they have a patient for persistence?• Are you demonstrating a relentless effort to remove barriers to flow and enhance organizational performance? Marino Associates, LLC 2012 34
  35. 35. SUCCESSUtilizing strategically employed Kaizen Events yourcompany can deliver superior customervalue, resulting in faster goods and services, atlower cost, and with higher quality. Marino Associates, LLC 2012 35