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Kaizen continuous improvement
- 1. Kaizen
- 15. Looking ahead: Whats next?
Editor's Notes
- Kaizen - Japanese for "improvement" or "change for the better", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management. The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate a kaizen. The cycle of kaizen activity can be defined as Standardize an operation Measure the standardized operation (find cycle time and amount of in-process inventory) Gauge measurements against requirements Innovate to meet requirements and increase productivity Standardize the new, improved operations Continue cycle ad infinitum This philosophy differs from the " command and control " improvement programs of the mid-twentieth century. Kaizen methodology includes making changes and monitoring results, then adjusting. The five main elements of kaizen Teamwork Personal discipline Improved morale Quality circles Suggestions for improvement
- Refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management.
- PLAN Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement. DO Implement the new processes, often on a small scale if possible, to test possible effects. It is important to collect data for charting and analysis for the following "CHECK" step. CHECK Measure the new processes and compare the results (collected in "DO" above) against the expected results (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends in order to convert the collected data into information. Information is what you need for the next step "ACT". ACT Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
- PLAN Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement. DO Implement the new processes, often on a small scale if possible, to test possible effects. It is important to collect data for charting and analysis for the following "CHECK" step. CHECK Measure the new processes and compare the results (collected in "DO" above) against the expected results (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends in order to convert the collected data into information. Information is what you need for the next step "ACT". ACT Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
- PLAN Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement. DO Implement the new processes, often on a small scale if possible, to test possible effects. It is important to collect data for charting and analysis for the following "CHECK" step. CHECK Measure the new processes and compare the results (collected in "DO" above) against the expected results (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends in order to convert the collected data into information. Information is what you need for the next step "ACT". ACT Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
- (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends in order to convert the collected data into information. Information is what you need for the next step "ACT".
- When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
- It's interesting to note that the last answer points to a process. – Children aksing why example the real root cause should point toward a process. You will observe that the process is not working well or that the process does not even exist.
- Learning-by-doing - refers to the capability of workers to improve their productivity by regularly repeating the same type of action. The increased productivity is achieved through practice, self-perfection and minor innovations . Examples in my in life. Looking professional Improving Communication Think before you act (Deming Cycle) Implementation(practice) Learn what you can, from whoever you can I CAN Stategy Throw the “I cant” in the CAN
- Examples in my in life. Looking professional Improving Communication Think before you act (Deming Cycle) Implementation(practice) Learn what you can, from whoever you can I CAN Stategy Throw the “I cant” in the CAN
- GO BUS speaking with different types of people Engineers – love to think and not communicate. Salespeople – love to communicate and be social.
- [email_address] Kaizen944 Subject: kaizen From: Anonymous To: mzurar@stanmech.com
- Six Sigma