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Kaizen Sample

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Kaizen Sample

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Kaizen Sample

  1. 1. Kaizen Superfactory Manufacturing Excellence Series Lean Overview 5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams
  2. 2. Contents © 2007 Superfactory™. All Rights Reserved. <ul><li>Introduction </li></ul><ul><li>Background and History </li></ul><ul><li>Components and Implementation </li></ul><ul><ul><li>How to Kaizen </li></ul></ul><ul><ul><li>The Kaizen Blitz </li></ul></ul><ul><ul><li>Roadblocks </li></ul></ul><ul><li>Knowledge Check </li></ul>
  3. 3. Introduction © 2007 Superfactory™. All Rights Reserved. <ul><li>Kaizen is a process of continuous incremental improvement. </li></ul><ul><li>The “kaizen blitz” is a five-day continuous improvement activity focused on a very specific process. </li></ul>
  4. 4. Components and Implementation © 2007 Superfactory™. All Rights Reserved. <ul><li>Selecting Projects </li></ul><ul><li>Setting Goals </li></ul><ul><li>The Team and Team Leader </li></ul><ul><li>Support and Infrastructure </li></ul><ul><li>The Kaizen Blitz </li></ul><ul><li>Potential Roadblocks </li></ul><ul><li>Kaizen Steps </li></ul><ul><ul><li>Set the scene </li></ul></ul><ul><ul><li>Observe the current process </li></ul></ul><ul><ul><li>Develop the future state process </li></ul></ul><ul><ul><li>Implement the new process </li></ul></ul><ul><ul><li>Report and Analyze </li></ul></ul>
  5. 5. Selecting Kaizen Projects © 2007 Superfactory™. All Rights Reserved. <ul><li>Desirable criteria for initial projects </li></ul><ul><ul><li>Unambiguously measurable </li></ul></ul><ul><ul><li>Management enthusiasm </li></ul></ul><ul><ul><li>A clear business need </li></ul></ul><ul><ul><li>Highly visible process </li></ul></ul><ul><ul><li>Fairly easy project </li></ul></ul><ul><ul><li>Strong environment for follow-up </li></ul></ul><ul><ul><li>Simple process </li></ul></ul><ul><ul><li>Stable and repeatable process </li></ul></ul><ul><ul><li>Allows contribution by all employees – not a technical exercise </li></ul></ul><ul><ul><li>Self-contained process </li></ul></ul>
  6. 6. Support and Infrastructure © 2007 Superfactory™. All Rights Reserved. <ul><li>Eliminate interruptions for team members </li></ul><ul><ul><li>No cell phones </li></ul></ul><ul><ul><li>No visitors </li></ul></ul><ul><ul><li>Dedicated conference room </li></ul></ul><ul><ul><li>Eat together </li></ul></ul><ul><li>Supplies </li></ul><ul><ul><li>Flip charts </li></ul></ul><ul><ul><li>White board </li></ul></ul><ul><ul><li>Snacks </li></ul></ul><ul><li>Management support </li></ul><ul><ul><li>Team members have full support of management </li></ul></ul><ul><ul><li>Responsibilities are covered to eliminate interruptions </li></ul></ul>
  7. 7. Kaizen “Blitz” © 2007 Superfactory™. All Rights Reserved. <ul><li>Total focus on a defined process to create radical improvement in a short period of time </li></ul><ul><li>Dramatic improvements in productivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organization </li></ul><ul><li>Typically five days (one week) long </li></ul>
  8. 8. Observe the Current Process © 2007 Superfactory™. All Rights Reserved. <ul><li>Crucial first step in process improvement </li></ul><ul><li>Deep understanding of the existing processes and dependencies </li></ul><ul><li>Identify all the activities currently involved in developing a new product </li></ul><ul><li>Observe the process first hand </li></ul><ul><li>Flowchart the process </li></ul><ul><li>Take measurements – time, yield, travel distance </li></ul><ul><li>Identify Value Added (VA), Non-Value Added Required (NVA-R), and Non-Value Added (NVA) </li></ul><ul><li>Generally creates more questions than answers </li></ul>
  9. 9. Develop the Future State © 2007 Superfactory™. All Rights Reserved.
  10. 10. Typical Results © 2007 Superfactory™. All Rights Reserved. <ul><li>40 – 60% reduction of lead time </li></ul><ul><li>10 – 15% productivity improvement </li></ul><ul><li>10 – 20% reduction in rework </li></ul><ul><li>Improved communication between functions and departments </li></ul><ul><li>Clearly defined customer needs throughout the value stream </li></ul><ul><li>Improved customer satisfaction </li></ul>

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