1. Job Site "Kaizen" A3 OVERVIEW
I WHAT IS KAIZEN VI JOB SITE Kaizen Key Point No Kaizen is possible if there are no Standards
Kaizen is incremental improvement activities. Activities focus on: Quality Indication ・・・ Visualization・・・anybody can know at first sight anytime ・・・
Improving quality Refining the process Eliminating (8) wastes
VII STEP 1 Identify root cause & take preventive countermeasure with TWO steps:
Involve Employees in problem solving
Apply immediate action to address small improvement opportunities On getting defect information First make concerned
Effective job site worker who made a defect
II PURPOSE OF KAIZEN ・Check worker understanding of defect
Quality Kaizen Think ?
Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that when method through ・Check work ・Check defect & equipment
TPS WHY WHY Not
done correctly humanizes the worplace, eliminates hard work (both mental and physical), teaches ・Find all possible cause Made ? Caught ?
people how to do rapid experiments using the scientific method, and how to learn to see and eliminate ・Take countermeasure one BY one
waste in business processes. The only way to truly understand the intent meaning and power of Kaizen STEP 2 ・Ask boss to take action beyond own powers HOW to FIX ?
is through direct participation many, many times ... At job site, there are only Welding section Quality defects – causes & countermeasures
III TYPES of KAIZEN EN TWO kinds of actions: Defect Causes Countermeasures Status
Item#○○○-○○○#piece-1 ［status］―― ――――――――――
1.) Actions which operators
8mmNut ――――― ――――――――――
・Equipment Kaizen costs money ・ Always do Process Kaizen before Equipment Kaizen MUST NOT take
4/
――――――――――
10 ―――――
［Delivery ――――――――――
defect―― Standardization
―――――――――― Investigation by
・Performing Equipment Kaizen after Process Kaizen is more economical 2.) Actions which operators
& yokoten
――――― Supervisor
are Supposed to take Item#○○○-○○○#item-3 ［status］―― ―――――――――― Find Root
Take
IV KAIZEN 4 PRINCIPLES Key Principles for Improvements: (should be clarified in worker：○○○○
BKT
――――― Countermeasures
―――――――――― Cause
―――――
［Delivery defect］ ――――――――――
――――――――――
manual) 5/ Person In Charge (P I C ) write down
―― ――――――――――
Eliminate Combine Rearrange Simplify Key Point 15
Sketch or photo ―――――
causes & countermeasures
――――――――――
“by hand” Visualization of progress
Worker：○○○○ ―――――
8 STEPS PROBLEM SOLVING
-Replace the order -Reduction
Can we Can we -Change the methods -Easy to see "SPEED is KEY to SUCCESS"
Step 1. Inspector Find Defect Report to Resp. S/V. (day of)
Handwriting by supervisor
-stop it ? -gather them? -Exchange -Use tools Step 2. Resp. S/V Check In-process Product & Wrhse (day of)
Step 3. Find True Cause and Fill out C/M sheet (day of)
-eliminate it? -join them? -Reverse -Easy to take out and Step 4. Update C / M sheet & Fill-in Graph sheets (next morning) 1. Supervisor explains: (defect causes & countermeasures)
etc. -do at the same -Change process put in etc. Step 5. Asa-ichi Meeting S/V explain his Actions to Top Mngmnt
Step 6. Standardize & Yokoten (Kaizen)
time? etc. sequence etc. Step 7. Teach & Train Closing
4th Quadrant
2. "Go see" by top management the process where defect occurred
Make the purpose of Jobs can be performed Step 8. Daily Control (Visual Management)
(Genchi Genbutsu Confirmation)
RECOMMENDED COUNT ER-MEASURES
the operation clear. Try to change the without much thought, STANDARDIZED WORK INSTRUCTION (Book)
methods. staring and skill. "PLUS" CREATING OWN STDZ WORKBOOK! 3. Advise (by top management) if the countermeasure is not enough
VISUAL AID, PHOTO / MATRIX / CHART
EXISTING STDS.(IE.QAP/DWG/Q-ALERT)
(Human resource Development）
Please apply these principles and practice KAIZEN daily. TRAINING, RE-TRAINING
CHECKLIST/INSTRUCTION, (LEGITIMIZED)
DISCIPLINES(record)
KAIZEN # (ACCEPTED)
TOOL/FIXTURE/MACHINE QUALITY-GATE
ASAICHI (morning) meeting
ENGINEERING CHANGE # QUALITY-ALERT (Top management attend)
V KAIZEN 5 STEPS 5 Steps to Continuous Improvement IVARA REQUEST # (ACCEPTED) RELOCATE PROCESS
Kaizen
TEMP. INSPECTION DOC. ANOMALY MONITOR & VERIFY Supervisor
Key Point 1. Standardization is important task of Senior Assistant Team QA
A STANDARDIZATION Leader
Management
B TEACHING and TRAINING Challenge what you must do – 2. Recheck & Review problems with working Manager Supervision
Production Control
rather than what you can do basics (Standards)
C DAILY MANAGEMENT 3. Standardization of sequence before attacking
Engineer
If a repair will take time worker (retrain) who made a defect. GM
especially for “CHANGE POINT”
Routine Work Associates
When a countermeasure is decided,
Ask “Why” 5 times or D always check Safety and Quality
perform Fault Tree
VISUALIZATION & ASAICHI Meeting Do Kaizen for a quick repair
considerations before implementing Visualization for at least 3yrs not to repeat the same defect
Analysis to get to the
8 STEPS PROBLEM SOLVING
root cause before
trying to solve the Do Kaizen for no defects
problem or make E Find Weak Point (repeat A...) Continuing Genchi Genbutsu "GO SEE" Confirmation
improvements? VIII KAIZEN RESULTS (30min/day) at least 3 years reduces defects by 90%
Make a quick Kaizen instead of a slow ingenious improvement
Just do it – even if you’re not sure it’s the best change Author: David Devoe Lean.for.6S@gmail.com