To recognize and iden5fy waste • To have to courage to call it waste • To have the desire to eliminate it • Eliminate the waste • Truly understand that waste Raises costs • Waste produces no corresponding benefit • Waste threatens all of our jobs

2. LEAN
is
simply
a
method
of
streamlining
a
process,
resul5ng
in
increased
revenue,
reduced
costs
and
improved
customer
sa5sfac5on.

3. SIX
SIGMA
is
named
a8er
a
sta5s5cal
concept
where
a
process
only
produces
3.4
defects
per
million
opportuni5es.
Six
Sigma
can
therefore
be
also
thought
of
as
a
goal,
where
processes
not
only
encounter
less
defects,
but
do
so
consistently.

4. Basically,
Six
Sigma
reduces
varia5on,
so
products
or
services
can
be
delivered
as
expected
reliably.

5. One
defect
for
every
294,000
units

6. Today’s
manufacturing
and
business
environments
are
reaching
a
point
that
compe55on
for
survival
and
market
share
is
an
obliga5on.
Tracking
the
global
economy
will
show
that
being
good
is
not
enough,
therefore
each
organiza5on
really
strive
for
excellence
if
want
to
stay
in
the
market.

7. Every
single
organiza5on
is
looking
for
one
single
outcome...

8. PROFIT
(And
keep
your
customers
sa5sfied
and
profitable)

9. P
-­‐
Process
excellence
R
-­‐
Resources
Management
O
-­‐
Oriented
to
a
Goal
F
-­‐
Financially
Strong
I
-­‐
Innova5ve
–
to
stay
ahead
of
compe55on
T
-­‐
Timely
deployment
of
strategies

10. Tradi5onal
management,
manufacturing
processes,
and
other
historic
approaches,
are
no
longer
enough..

11. With
origins
in
Japan,
LEAN
SIX
SIGMA
is
a
more
effec5ve
way
of
living
in
the
business
environment.
Its
focused
on
keeping
your
customers
profitable
by
using
your
product
or
service.

12. Origins
in
Toyota,
circa
1955
Formalized
in
1986
by
Motorola
and
made
famous
by
Jack
Welch
in
GE
1995.
The
way
of
doing
business...
Its
also
called
“Material
and
Informa5on
Flow
Mapping”
Used
by
Toyota
Motors
to
show
both
current
and
ideal
states
as
part
of
the
lean
implementaAon
process

13. The
history
of
manufacturing
has
moved
from
CRAFT
industries
to
MASS
manufacturing
to
LEAN
business
prac5ces.

14. LEAN
business
prac5ce
dictates
a
need
to
change
and
be
profitable.
Process
Analysis
is
the
founda5on
toward
achieving
Process
Excellence.

15. A
need
for
change
is
usually
characterized
by:
• “Q.A.”
departments
dicta5ng
policy
• Large
produc5on
runs
with
wastage
• Large
centralized
stores
with
slow
turn
around
• Customer
dissa5sfac5on
• Enormous
part
and
process
varia5on
• Measured
in
hours
instead
of
minutes
• Order
entry
5mes
measured
other
than
in
minutes
• Product
margins
eroded
by
increasing
opera5ng
costs
• Ever-­‐increasing
compe55ve
pressures

16. What
must
change?
Quality
-­‐
How
to
improve
it?
Cost
-­‐
How
to
control
it?
On-­‐Ame
Delivery
-­‐
How
to
ensure
it?
Failure
to
improve
in
all
three
areas
means
a
loss
of
compe55veness
in
today’s
global
marketplace

17. DO
NOT
set
incremental
improvement
goals
over
previous
performance,
rather
–
Think
of
where
we
need
to
be:

18.
Con5nually
declining
costs
Zero
defects
Minimal
inventories
Fully
sa5sfied
customers

19. LEAN:
a
definiAon
An
integrated
approach
to
u5lizing
Capital,
Materials,
and
Human
resources
to
produce
just
what
is
needed,
when
it
is
needed.
In
the
amount
needed
with
minimum
Materials,
Equipment,
Labour
and
Space.
J
I
T

20. LEAN:
a
definiAon
An
integrated
approach
to
u5lizing
Capital,
Materials,
and
Human
resources
to
produce
just
what
is
needed,
when
it
is
needed.
In
the
amount
needed
with
minimum
Materials,
Equipment,
Labour
and
Space.
IdenAfy
and
eliminate
waste.

21. Develop
the
ability:
• To
recognize
and
iden5fy
waste
• To
have
to
courage
to
call
it
waste
• To
have
the
desire
to
eliminate
it
• Eliminate
the
waste
• Truly
understand
that
waste
Raises
costs
• Waste
produces
no
corresponding
benefit
• Waste
threatens
all
of
our
jobs

22. Examples
of
Lean
targets:
• Defects
reduced
by
20%
per
year
• Delivery
Lead
Times
reduced
by
more
than
75%
• On
Time
Delivery
improved
to
99+%
• Produc5vity
(sales
per
employee)
increases
of
15-­‐25%
per
year
• Inventory
(working
capital)
reduc5ons
of
more
than
75%
• Return
on
Assets
improvement
of
100%+

23. To
do
PROFIT
we
can
use
the
Lean
Six
Sigma
Strategy
...
...
for
turning
manufacturing
and
business
processes
into
compe55ve
weapons.

24. Lean
Six
Sigma
Benefits:
The
Benefits
Always
Include
Increased
Market
Share,
Lowered
Cost
Higher
Profits
And
Happier
Customers
(And
Shareholders)
Every
Successful
Business
That
Competes
In
An
Over-­‐capacity
Or
Price-­‐
sensi5ve
Market
Is
Doing
“Lean”
Whether
They
Know
It
Or
Not

25. The
Lean
Six
Sigma
Strategy
has
4
Main
Goals:
IMPROVE
QUALITY
ELIMINATE
WASTE
REDUCE
LEAD
TIME
REDUCE
TOTAL
COSTS

26. With
a
well-­‐planned
implementaAon,
overall
expected
RESULTS
may
include
a
...
35%
to
50%
reduc5on
in
lost
5me
15%
to
30%
decrease
in
scrap
&
rework
25%
to
40%
reduc5on
in
total
cycle
5me
(within
12
months)

27. LEAN
+
SIX
SIGMA
=
LEAN
SIX
SIGMA
Lean
reduces
waste
by
streamlining
a
process
Six
Sigma
reduces
defects
by
effec5vely
solving
problems
LEAN
accelerates
SIX
SIGMA
Solving
problems
and
Improving
processes
is
Faster
and
more
efficient

28. LEAN
Philosophy
and
Key
Concepts
1. The
5
core
principles
of
Lean
2. Define
value-­‐added
and
non-­‐valued
added
ac5vity
3. Define
the
7
most
common
types
of
waste
and
their
causes.
4. Review
a
systema5c
approach
to
discover
waste
within
a
process.

29. The
5
Core
Principles
of
Lean
1. Specify
value
in
the
eyes
of
the
customer
2. Iden5fy
value
and
eliminate
waste
3. Make
value
flow
at
pull
of
the
customer
4. Involve
&
empower
employees
5. Con5nuously
improve
in
pursuit
of
perfec5on

30. Value
Added
AcAvity
An
ac5vity
that
changes
the
size,
shape,
fit,
form,
or
func5on
of
material
or
informa5on
(for
the
first
5me)
to
sa5sfy
the
customer.
Non-­‐Value
Added
AcAvity
Those
ac5vi5es
that
consume
5me
or
resources,
but
do
not
add
value
in
the
eyes
of
the
customer.

31. Value
Added
AcAvity
Any
ac5vity
or
opera5on
performed
that
helps
transform
a
product
or
service
from
its
raw
state
into
its
finished
form
that
is:
• Completed
right
the
first
5me.
• Any
ac5vity
customer
is
prepared
to
pay
for.
• Delivered
in
conformance
to
specifica5on.

32. Non-­‐Value
Added
AcAvity
Any
ac5vity
that
doesn’t
help
to
transform
a
product
or
service
into
its
final
form.
Ac5vity
not
performed
right.
Ac5vity
customer
not
willing
to
pay
for.
This
includes:
• Unnecessary
process
steps
• Movement
of
inventory,
paperwork,
etc.
• Re-­‐work,
correc5ons,
etc.
• Storage
between
opera5ons,
batching
inventory
• Wait
5mes,
delay
5mes,
idle
5mes

33. 7
most
common
wastes
Iden5fy
and
reduce:
• Defects
(repair,
rework,
scrap)
• Overproduc5on
(inventory)
• Transporta5on
(conveyance)
• Wai5ng
(queue
5me)
• Inspec5on
(reliance
on
mass
inspec5on/
verifica5on)
• Mo5on
(parts,
paper,
people)
• Process,
itself
(over-­‐processing,
long
cycles)

34. 7
most
common
wastes
3
MAIN
CATEGORIES:
PEOPLE
PROCESS
PRODUCT

35. 7
most
common
wastes
1.
MOTION
Caused
by
incorrect
office
and
space
layouts
Lack
of
proximity
of
machines
Off-­‐line
&
unavailable
resources
This
increases
produc5on
5me

36. 7
most
common
wastes
2.
WAITING
TIME
Caused
by
wai5ng
staff,
machines,
materials
Long
set-­‐ups
and
lead
5mes
Decreases
produc5vity
&
wastes
personnel
resources

37. 7
most
common
wastes
3.
OVER-­‐PRODUCTION
Caused
by
large
batches,
raw
material
stocks
High
WIP
(work
in
process)
,finished
goods
&
stocks
Making
for
the
sake
of
it
Ignoring
customer
demands
Ties
up
capital,
diverts
produc5on
from
customer
requirements,
loss
of
inventories

38. 7
most
common
wastes
4.
PROCESSING
TIME
Caused
by
Long
cycle
5mes,
process,
itself
Reduced
efficiency
-­‐
over
processing
High
overall
lead
5mes

39. 7
most
common
wastes
5.
DEFECTS
Caused
by
Long
delays
for
rec5fica5on
Costly
rework
Dissa5sfied
customers
Leads
to
Scrap,
rework
and
returns

40. 7
most
common
wastes
6.
INSPECTION
Caused
by
approvals
of
approvals
High
number
of
verifica5on
steps
Reliance
on
mass
inspec5on
techniques

41. 7
most
common
wastes
7.
TRANSPORTATION
Caused
by
Unnecessary
movement
Extra
handling
Leads
to
unnecessarily
long
produc5on
5mes
&
extra
WIP

42. 7
most
common
wastes
DOTWIMP
Defects-­‐Overproduc5on-­‐Transporta5on-­‐Wai5ng-­‐
Inventory-­‐Mo5on-­‐Processing.

43. Waste
can
take
many
forms;
Some
causes
of
the
most
common
forms
of
waste
include:
• lack
of
adherence
• unnecessary
approvals
or
signatures
• reviews
of
reviews
• mul5ple
hand-­‐offs
• Transporta5on
• long
setup
5me
• correc5on,
and
• over-­‐produc5on

44. Other
causes
of
waste
may
include:
• poor
maintenance
• lack
of
training
• poor
supervisory
skills
• ineffec5ve
produc5on
planning/
scheduling
• lack
of
workplace
organiza5on
• Supplier
quality/
reliability
In
most
cases,
inventory
is
wasteful;
more
importantly,
inventory
hides
all
sorts
of
problems
in
the
company

45. Some
of
the
problems
that
conAnue
to
confound
us
are
the
following:
1. The
way
manufacturing
works
with
sales
makes
scheduling
and
running
produc5on
difficult.
2. We
compound
the
above
problem
by
the
way
we
order
from
suppliers.
3. Produc5on
and
management
don’t
trust
each
other.
4. The
way
we
measure
performance
doesn’t
provide
informa5on
useful
to
running
a
plant
and
o8en
encourages
wrong
decisions.

46. How
to
Discover
Waste
Look
at
the
“3
Real
Things”
in
every
operaAon
Material
Flow
or
Business
Steps
i.e.
transac5onal
processes
Informa5on
Flow
(data)
Work-­‐in-­‐process

47. How
to
Discover
Waste
Ask
what?
What
is
the
opera5on
doing?
Ask
why?
(at
least
5
Ames
to
lead
you
to
the
root
cause)
Why
is
the
opera5on
necessary?

48. How
to
Discover
Waste
Everything
that
is
not
work
is
waste
Once
you
know
the
func5on,
you
can
iden5fy
as
waste
anything
that
does
not
execute
that
func5on
Dra8
an
improvement
plan...
Ask
how?

49. How
to
Discover
Waste
3
Major
contributors:
Overburden/
Overdoing
waste
caused
by
how
work
and
tasks
are
designed
Unevenness
waste
caused
by
poor
quality
&
unpredictable
process
Process
methods
waste
caused
by
“DOTWIMP”

50. What
acAons
must
we
take?
We
must
...
Decrease
cycle
5mes
Reduce
travel
distances
Standardize
our
processes
Reduce
scrap,
rework
and
waste
Improve
all
of
our
business
processes
Reduce
the
varia5on
in
our
schedules
Provide
a
constant,
steady
supply
of
parts
to
produc5on,
assembly,
and
test
regularly

51. What
acAons
must
we
take?
We
must
...
Design
products
to
match
a
stable,
standard
produc5on
process
,
gain
Market
share
and
increase
our
compe55veness
!
How
do
we
get
there
??

52. How
do
we
get
there
??
“DMAIC”
Define,
Measure,
Analyze,
Improve
and
Control

53. DMAIC
1. Understand
the
Problem
2. Form
the
Team
3. Understand
the
Process
4. Gather
Process
Data
5. Analyze
the
Process
6. Iden5fy
possible
Correc5ve
Ac5ons
7. Screen
/
Experiment
to
select
best
ac5on
8. Implement
Ac5on
9. Verify
Ac5on
10.Sustain
Improvement

54. Define
Define,
Measure,
Analyze,
Improve
and
Control
The
objec5ve
in
this
area
is
to
create
a
clear
statement,
a
Team
Charter,
that
depicts
the
success
story
to
be
created.
Show
a
high
level
descrip5on
of
the
processes
being
improved
and
the
expected
achievements.
Show
how
your
customers
will
be
impacted
The
most
cri5cal
stage
to
catch
the
support
from
your
organiza5on.

55. Measure
Define,
Measure,
Analyze,
Improve
and
Control
The
whole
objec5ve
here
is
to
gather
data
and
informa5on
that
will
help
you
in
pin
poin5ng
the
real
causes
of
the
problem
being
resolved.
Here
you
will
know
your
current
situa5on
and
the
expecta5on
on
how
much
can
be
improved.
Informa5on
here,
helps
to
refine
your
‘Define’
stage
if
needed.

56. Analyze
Define,
Measure,
Analyze,
Improve
and
Control
The
objec5ve
here
is
to
get
the
data
and
use
sta5s5cal
tools
to
iden5fy
the
root
cause(s),
create
a
hypothesis
(or
several
ones)
and
prove
them
out.
The
ones
that
prove
to
be
the
real
causes,
are
the
ones
needed
to
be
addressed
on
the
next
stage.

57. Improve
Define,
Measure,
Analyze,
Improve
and
Control
The
target
is
to
implement
ac5ons
to
correct
the
problems
iden5fied
on
the
previous
stage.
These
ac5ons
need
to
be
tested
and
measured
to
verify
that
are
effec5ve.
The
effec5ve
methods
set
the
basis
for
the
next
stage.

58. Control
Define,
Measure,
Analyze,
Improve
and
Control
The
target
in
here
is
to
turn
the
solu5ons
found
into
changes
that
fit
in
the
processes.
These
changes
are
to
monitor
the
performance,
maintain
the
benefits
from
the
solu5on
implemented
and
set
the
ground
for
new
improvement
opportuni5es
as
the
new
data
being
collected
feeds
the
DMAIC
cycle
for
another
project.

59. Control
Define,
Measure,
Analyze,
Improve
and
Control
In
a
regulated
industry,
theses
changes
might
require,
new
procedures
and
valida5ons
to
ensure
compliance
to
ISO
and
SARS
regula5ons
as
applicable.

61. DMAIC
summary
Each
single
stage
relies
on
the
previous
one
for
a
comprehensive
effect.
Cuyng
corners
is
prohibited
in
Six
Sigma.
All
data
generated
and
used
must
be
kept
in
an
organized
fashion
as
this
might
be
helpful
when
the
DMAIC
cycle
gets
you
to
a
problem
where
that
par5cular
informa5on
was
already
gathered.

67. VALUE
STREAMING

68.
What
is
a
Value
Stream?
All
the
ac5ons,
both
value
added
and
non-­‐value
added,
currently
required
to
bring
a
product
from
raw
materials
to
the
customer.
Also
know
as
“Material
and
informa5on
flow
mapping”

69. Taking
a
value
stream
perspec5ve
means
working
on
the
BIG
picture
and
not
just
the
individual
processes
and
improving
the
WHOLE
and
not
just
op5mizing
the
parts
This
starts
with
your
suppliers,
goes
through
your
business
and
finishes
at
your
clients
‘receiving’
department.

72. WHY
do
value
streaming?
1. This
exposes
SOURCES
of
waste
and
not
just
waste
2. It
shows
the
linkage
between
informa5on
and
product
flow
3. Iden5fies
areas
of
improvement
4. Helps
set
targets
for
5me
between
processes
and
deliverables
5. Allows
all
par5cipants
to
see
the
BIG
picture
in
a
common
language.

73. WHY
do
value
streaming?
1. It
makes
decisions
about
the
flow
apparent
2. It
stops
things
happening
by
‘default’
3. It
helps
iden5fy
and
avoid
‘pet
projects’
It
forms
the
basis
of
an
implementa5on
plan

74. Value
streaming
is
a
qualita5ve
tool
by
which
you
can
describe
how
your
facility
should
operate.
Value
Streaming
will
also
outline
what
you
will
actually
do
to
affect
the
numbers

77. The
5
S’s

78. The
5
S’s

79. The
5
S’s

80. The
5
S’s
1. SEIRI
separate
or
sort
2. SEITON
straighten
or
put
in
place
3. SEISO
clean
or
shine
4. SEIKETSU
standardize
5. SHITSUKE
discipline
or
sustain

81. 1.
SEIRI
• Remove
unnecessary
items
and
dispose
of
them
properly
• Make
work
easier
by
elimina5ng
obstacles
• Reduce
chance
of
being
disturbed
with
unnecessary
items
• Prevent
accumula5on
of
unnecessary
items
• Evaluate
necessary
items
with
regard
to
cost
or
other
factors.
• Remove
all
those
parts
that
not
in
use.

82. 1.
SORT
Sort,
the
first
S,
focuses
on
elimina5ng
unnecessary
items
from
the
workplace
that
are
not
needed
for
current
produc5on
opera5ons.
An
effec5ve
visual
method
to
iden5fy
these
unneeded
items
is
called
"red
tagging",
which
involves
evalua5ng
the
necessity
of
each
item
in
a
work
area
and
dealing
with
it
appropriately.
A
red
tag
is
placed
on
all
items
that
are
not
important
for
opera5ons
or
that
are
not
in
the
proper
loca5on
or
quan5ty.

83. 1.
SORT
Once
the
red
tag
items
are
iden5fied,
these
items
are
then
moved
to
a
central
holding
area
for
subsequent
disposal,
recycling,
or
reassignment.
Organiza5ons
o8en
find
that
sor5ng
enables
them
to
reclaim
valuable
floor
space
and
eliminate
such
things
as
broken
tools,
scrap,
and
excess
raw
material.

84. 2.
SEITON
• Arrange
all
necessary
items
in
order
so
they
can
be
easily
picked
for
use
• Prevent
loss
and
waste
of
5me
• Make
it
easy
to
find
and
pick
up
necessary
items
• Ensure
first-­‐come-­‐first-­‐served
basis
• Make
workflow
smooth
and
easy
(Value
stream)
• Can
also
be
translated
as
"set
in
order"
or
"streamline".

85. 2.
STRAIGHTEN
Straighten
focuses
on
crea5ng
efficient
and
effec5ve
storage
methods
to
arrange
items
so
that
they
are
easy
to
use
and
to
label
them
so
that
they
are
easy
to
find
and
put
away.
Set
in
Order
can
only
be
implemented
once
the
first
pillar,
Sort,
has
cleared
the
work
area
of
unneeded
items.
Strategies
for
effec5ve
Set
In
Order
include
pain5ng
floors,
affixing
labels
and
placards
to
designate
proper
storage
loca5ons
and
methods,
outlining
work
areas
and
loca5ons,
and
installing
modular
shelving
and
cabinets.

86. 3.
SEISO
• Clean
your
workplace
completely
• Use
cleaning
as
inspec5on
• Prevent
machinery
and
equipment
deteriora5on
• Keep
workplace
safe
and
easy
to
work
• Can
also
be
translated
as
"sweep"

87. 3.
SHINE
Once
the
clu{er
that
has
been
clogging
the
work
areas
is
eliminated
and
remaining
items
are
organized,
the
next
step
is
to
thoroughly
clean
the
work
area.
Daily
follow-­‐up
cleaning
is
necessary
to
sustain
this
improvement.
Working
in
a
clean
environment
enables
workers
to
no5ce
malfunc5ons
in
equipment
such
as
leaks,
vibra5ons,
breakages,
and
misalignments.

88. 3.
SHINE
These
changes,
if
le8
una{ended,
could
lead
to
equipment
failure
and
loss
of
produc5on.
Organiza5ons
o8en
establish
Shine
targets,
assignments,
methods,
and
tools
before
beginning
the
shine
pillar.

89. 4.
SEIKETSU
• Maintain
high
standards
of
housekeeping
and
workplace
organiza5on
at
all
5mes
• Maintain
cleanliness
and
orderliness
• Maintain
everything
in
order
and
according
to
its
standard.
• Everything
in
its
right
place

90. 4.
STANDARDIZE
Once
the
first
three
5S's
have
been
implemented,
the
next
pillar
is
to
standardize
the
best
prac5ces
in
the
work
area.
Standardize,
the
method
to
maintain
the
first
three
pillars,
creates
a
consistent
approach
with
which
tasks
and
procedures
are
done.
The
three
steps
in
this
process
are
assigning
5S
(Sort,
Set
in
Order,
Shine)
job
responsibili5es,
integra5ng
5S
du5es
into
regular
work
du5es,
and
checking
on
the
maintenance
of
5S.

91. 4.
STANDARDIZE
Some
of
the
tools
used
in
standardizing
the
5S
procedures
are:
job
cycle
charts,
visual
cues
(e.g.,
signs,
placards,
display
scoreboards),
scheduling
of
"five-­‐minute"
5S
periods,
and
check
lists.
The
second
part
of
Standardize
is
preven5on
-­‐
preven5ng
accumula5on
of
unneeded
items,
preven5ng
procedures
from
breaking
down,
and
preven5ng
equipment
and
materials
from
geyng
dirty

92. 5.
SHITSUKE
• To
keep
in
working
order
• Also
translates
as
"do
without
being
told"

93. 5.
SUSTAIN
Sustain,
making
a
habit
of
properly
maintaining
correct
procedures,
is
o8en
the
most
difficult
S
to
implement
and
achieve.
Changing
entrenched
behaviors
can
be
difficult,
and
the
tendency
is
o8en
to
return
to
the
status
quo
and
the
comfort
zone
of
the
"old
way"
of
doing
things.
Sustain
focuses
on
defining
a
new
status
quo
and
standard
of
work
place
organiza5on.
Without
the
Sustain
pillar
the
achievements
of
the
other
pillars
will
not
last
long.

94. 5.
SUSTAIN
Tools
for
sustaining
5S
include
signs
and
posters,
newsle{ers,
pocket
manuals,
team
and
management
check-­‐ins,
performance
reviews,
and
department
tours.
Organiza5ons
typically
seek
to
reinforce
5S
messages
in
mul5ple
formats
un5l
it
becomes
"the
way
things
are
done.”

95. Proper
discipline
keeps
the
5S
circle
in
mo5on.

96. At
the
project
level,
there
are
black
belts,
master
black
belts,
green
belts,
yellow
belts
and
white
belts.
These
people
conduct
projects
and
implement
improvements.

98. KAIZEN
By
improving
standardized
ac5vi5es
and
processes,
kaizen
aims
to
eliminate
waste
The
idea
is
to
nurture
the
company's
human
resources
as
much
as
it
is
to
praise
and
encourage
par5cipa5on
in
kaizen
ac5vi5es

99. KAIZEN
This
philosophy
differs
from
the
"command
and
control"
improvement
programs
of
the
mid-­‐
twen5eth
century.
(Triangle
structure)
Kaizen
methodology
includes
making
changes
and
monitoring
results,
then
adjus5ng.
Large-­‐scale
pre-­‐
planning
and
extensive
project
scheduling
are
replaced
by
smaller
experiments,
which
can
be
rapidly
adapted
as
new
improvements
are
suggested

100. KAIZEN
The
idea
is
to
nurture
the
company's
human
resources
as
much
as
it
is
to
praise
and
encourage
par5cipa5on
in
kaizen
ac5vi5es

101. KAIZEN
The
cycle
of
kaizen
ac5vity
can
be
defined
as:
• Standardize
an
opera5on
and
ac5vi5es,
• Measure
the
opera5on
(find
cycle
5me
and
amount
of
in-­‐process
inventory).
• Gauge
measurements
against
requirements.
• Innovate
to
meet
requirements
and
increase
produc5vity.
• Standardize
the
new,
improved
opera5ons.
• Con5nue
cycle
ad
infinitum.

102. KAIZEN
This
cycle
is
also
known
as
the
Shewhart
Cycle
or
PDCA
(plan–do–check–act
or
plan–do–check–
adjust)

103. KAIZEN

104. PLAN
Establish
the
objec5ves
and
processes
necessary
to
deliver
results
in
accordance
with
the
expected
output
(the
target
or
goals).
By
establishing
output
expecta5ons,
the
completeness
and
accuracy
of
the
spec
is
also
a
part
of
the
targeted
improvement.
When
possible
start
on
a
small
scale
to
test
possible
effects

105. DO
Implement
the
plan,
execute
the
process,
make
the
product.
Collect
data
for
char5ng
and
analysis
in
the
following
"CHECK"
and
"ACT"
steps.

106. CHECK
Study
the
actual
results
(measured
and
collected
in
"DO"
above)
and
compare
against
the
expected
results
(targets
or
goals
from
the
"PLAN")
to
ascertain
any
differences.
Look
for
devia5on
in
implementa5on
from
the
plan
and
also
look
for
the
appropriateness
and
completeness
of
the
plan
to
enable
the
execu5on,
i.e.,
"Do".

107. CHECK
Char5ng
data
can
make
this
much
easier
to
see
trends
over
several
PDCA
cycles
and
in
order
to
convert
the
collected
data
into
informa5on.
Informa5on
is
what
you
need
for
the
next
step
"ACT”.

108. ACT
Request
correc5ve
ac5ons
on
significant
differences
between
actual
and
planned
results.
Analyze
the
differences
to
determine
their
root
causes.

109. ACT
Determine
where
to
apply
changes
that
will
include
improvement
of
the
process
or
product.
When
a
pass
through
these
four
steps
does
not
result
in
the
need
to
improve,
the
scope
to
which
PDCA
is
applied
may
be
refined
to
plan
and
improve
with
more
detail
in
the
next
itera5on
of
the
cycle,
or
a{en5on
needs
to
be
placed
in
a
different
stage
of
the
process.

115. Lean
6
Sigma
6
Sigma,
Kaizen,
Value
Streaming
and
the
5S’s
are
just
some
of
the
tools
in
the
Lean
Business
tool
kit
and
alone
do
not
cover
all
Lean
aspects.
Combined
with
other
sta5s5cs
and
tools
6
Sigma
will
provide
solu5ons
and
produce
results.

117. W
T
F
?
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