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Introduction to Kaizen V3.0 (EGY).2
- 2. Introductions….. Who are you? What do you do? How long have you been with the company? What would make this session successful to you?
- 3. Class rules…. 1. Learn 2. Help others Learn 3. Try not to do things destructive to #1 & #2 1. Pay it forward - approach this training as if you had to teach (because you soon will)
- 4. What is the Souq Lean System? • SLS is a Lean Management System created to deliver value to the customer with the least waste • SLS helps to implement and promote a continuous process improvement culture at Souq • SLS empowers all employees to make decisions to improve a process • SLS provides training and develops skills with a focus on waste prevention
- 5. (SLS) follows the main principles of Lean thinking… 2.Identify Value Stream 3.Create Flow 4. Establish Pull 5. Seek Perfection 1.Define Value Identify the steps of the process from beginning to end Create a constant flow of the steps moving towards the customer Only do what the customer wants and when it is required Efforts to eliminate waste through CONTINUOUS IMPROVEMENT Define Value from the customer’s standpoint
- 6. What is Waste? Waste is “useless consumption or expenditure; without adequate return.” In operations, the elimination of waste is the goal of lean. There are three broad types of waste: muda, muri and mura. Mura (Unevenness) Occurs when there is an interruption to the smooth and consistent flow of material and information Muri (Strain or Difficulty) Occurs when equipment or people are over stressed / overburdened Muda (Waste): T-I-M W-O-O-D (core 7)
- 7. Muda….(TIMWOOD) Transportation Inventory Motion Waiting Over production Over engineering Defects Other WASTE! Underutilization of resources or human potential Design of Goods and Services that do not meet customers’ needs
- 8. Where does the time go? Every step in a process has three components 1. Value Added: Transform materials and information into products & services which the customer wants. 1. Non-Value Added (Waste): Customer would not be willing to pay for it. 1. Business Non-Value Added: Is necessary based on the current state of the process, but provides no value (e.g. Inspection)
- 9. Lean tools used by SLS S-I-P-O-C SIPOC is an abbreviation of: Supplier, Input, Process, Output and Customer It provides a “Template” for defining a process before we begin to map, measure or improve it
- 10. Gemba “Waste Walk” It is a Japanese term meaning “the real place.” In other words, where the work is done or where things happen. We carry out a “Waste Walk” to go and see what is really happening with a focus to find waste so we can work on reducing it.
- 11. VSOP – Visual Standard Operating Procedure We use VSOPs to standardize the work we do. The purpose of the VSOP is to carry out the operations correctly and always in the same manner to avoid waste in the form of variation. 5/5/15 5 Scan the loca on 4.6 If by mistake you have scanned the wrong Loca on, system will flash a warning that you have scanned a wrong loca on 4.7 A er scanning the Loca on, system will then show the item‘s SKU you need to pick with item‘s descrip on and image 4.7.1 Pick the item and Scan the SKU And place the item in your trolley. Once you pick/scan the correct SKU, system will provide another loca on to pick from. 4.7.2 Remember that when you pick the item from the shelf loca on, you are actually transferring it from shelf loca on to a moving loca on which is the trolley you are using for picking. That is why the system would ask you to scan the trolley number at the beggining of your picking session. 4.7.3 Keep on picking all the items that system is asking you to pick. Page 4
- 12. 5s – Sort, Set, Shine, Standardize, Sustain This is a process designed to make waste visual so that it can be permanently reduced or eliminated. It creates a standard workplace organization and is a foundation to build a robust system for continuous improvement.
- 13. VSM – Value Stream Mapping VSM is also used to standardize. VSM makes visible the way information and process flows. It makes it possible to “See” waste. Value stream mapping is a method for analyzing the current state and designing a future state for the steps within an end to end process. Admin (Supplier) Value Stream Map Title: Outbound Process Date: 15.03.2015 Creator: Marius Ciavola I Customer Demand: 5K orders = 8.5K items / day Takt Time: 15 secs (21hrs / 5K orders or 8.5K Items) ERP (Production Control) Courier (Customer) Pick items C/ T = 1155s = 22 Shifts = 3 VA: BVA: NVA 1 pick queue AVG 18 orders AVG 33 items I 18 orders 33 items Print Invoices C/ T = 54s = 3 Shifts = 3 Sort items C/ T = 396s = 6 Shifts = 3 Pack C/ T = 1056s = 11 Shifts = 3 Print AWB C/ T = 270s = 3 Shifts = 3 Manifest C/ T = 162s = 4 Shifts = 3 I 18 orders 33 items I 18 orders 33 items I 18 orders 33 items I 18 orders 33 items I 18 orders 33 items 35 secs 3 secs 12 secs 32 secs 15 secs 9 secs
- 14. Andon Andon is Japanese term that means “paper lantern.” Andon light systems or signs that warn leadership, maintenance teams or others of a problem at a specific work station or process step.
- 15. Kaizen Kaizen'Improvement'Sheet' ' '' ! ! Before''''' After' ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! No!segregation!of!products!in!locations! No!standard!of!placement!! No!standard!of!No.!of!SKUs! Long!cycle!time!for!picking!! High!risk!of!defect!(picking!/!not!found)! High!risk!of!defect!(damaged!products)! Long!cycle!time!to!carry!out!stock!count! Mix!of!products!(Small!medium,!large)! ! ! Only!medium!size!products!or!high!volume! held!on!pallets!in!WH2! Placement!of!products!with!SKU!facing!out! Only!5!SKUs!per!pallet!location! Easy!to!count! Easy!to!pick!! VSOP!updated!with!new!rules! ! Project!Title:!!Pallet'Locations! ! ! ! ! Kaizen!Ref.!No.!AE001' Team!Leader:!Georges'Souaid! ! ! ! ! Date:!07.04.2015! Team!Members:!Guru,!Kamar,'Paul,'Lukas,'Omar' ' FC!:!UAE'(WH2)! CTQ'Impact! !Safety! !!Quality!(Accuracy)! !!!Speed!(Timely)! !Damages!(Undamaged)! !Cost!(CPU)! ! Waste'Type' !!Waste!/!Muda!(TIMWOOD)!D! ! !Over!Stressing!/!Muri! ! !Unevenness!/!Mura! Methods'Applied' !'5S! !VSM! !SIPOC! !FISHBONE! !PDCA! !OTHER!'____________________'' ! ! ! ! Kaizen Improvement Sheet Project Sponsor: Mouhamed Kamaroudine Before After · Waiting for quotation · Once approved production will take 4-5 working days to deliver the printed labels. · No segregation of labels. · Long time waste & waiting. · Damage labels cant be fixed · Cant be depended on urgent request · Each label cost us Aed.0.50 (1000 label cost Aed. 500) · Request to L&D associate for printing · Print by batch (Aisle) · Print and ready. · No waiting · Damaged labels can be fixed on the spot. · Each label cost us Aed.0.032 (1000 labels cost Aed.32) Project Title: Printing Location Labels In-house Kaizen Ref. No. AE002 Team Leader: Maria Rebecca Borjal Date: 9-04-2015 Team Members: Arun, Thamiz, sayed, FC : DXB WH 3 CTQ Impact Safety Quality (Accuracy) Speed (Timely) Damages (Undamaged) Cost (CPU) Waste Type Waste / Muda (TIMWOOD) WO Over Stressing / Muri Unevenness / Mura Methods Applied 5S VSM SIPOC FISHBONE PDCA OTHER ____________________ DAY Metric Start Target End 2 3 4 5 6 7 % Improved 10000 5000 423 93% Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership.
- 16. More about Kaizen….. It comes from the Japanese words 改 ("kai") which means "change” and 善 ("zen") which means "good”. The Kaizen philosophy is to "do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do.” Kaizen is a system that involves every employee. Everyone is encouraged to come up with small improvement suggestions on a regular basis. This is not a once a month or once a year activity. It is continuous. Kaizen is based on making little changes on a regular basis: always improving productivity, safety and effectiveness while reducing waste.
- 17. Critical to Quality Quality Cost Safety Time
- 18. Kaizen methodology • Is focused on cycle time and variation reduction • Is measurement focused • Is data driven, and fact based • Provides a baseline for future improvements • Drives cultural change
- 19. What makes a successful Kaizen? • Clear objectives • Team work • Tight focus on time • Quick & simple • Necessary resources immediately available • Immediate results • 5S “mindset”
- 20. Kaizen Team Roles Facilitator - Guides the Kaizen process Sponsor - Understands the kaizen process and guides the team Team Leader - Understands the business process and assists the team Team members – Make the improvements
- 21. Kaizen Team Ground Rules • Keep an open mind to change • Maintain a positive attitude • Never leave in a silent disagreement • There is no rank or position • Create a blameless environment • Practice mutual respect every day • There’s no such thing as a dumb question • Understand the process and Just Do It!
- 22. Pre-Work - Define Obtain Current Data •Provide information for the sponsor and guide team members to evaluate scope and objectives •Provide information and data as a starting point for the team •Ask 5 Why’s to understand the root cause of the problem
- 23. 5 Why’s Tool is powerful…. Monument is deteriorating Too much washing Excess bird droppings Lots of spiders to eat WHY? WHY? WHY? WHY? WHY? Lots of flies to eat Lights are on all the time 5 Why’s Example
- 24. Kaizen Improvement Sheet Kaizen'Improvement'Sheet' ' '' ! ! Before''''' After' ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! No!segregation!of!products!in!locations! No!standard!of!placement!! No!standard!of!No.!of!SKUs! Long!cycle!time!for!picking!! High!risk!of!defect!(picking!/!not!found)! High!risk!of!defect!(damaged!products)! Long!cycle!time!to!carry!out!stock!count! Mix!of!products!(Small!medium,!large)! ! ! Only!medium!size!products!or!high!volume! held!on!pallets!in!WH2! Placement!of!products!with!SKU!facing!out! Only!5!SKUs!per!pallet!location! Easy!to!count! Easy!to!pick!! VSOP!updated!with!new!rules! ! Project!Title:!!Pallet'Locations! ! ! ! ! Kaizen!Ref.!No.!AE001' Team!Leader:!Georges'Souaid! ! ! ! ! Date:!07.04.2015! Team!Members:!Guru,!Kamar,'Paul,'Lukas,'Omar' ' FC!:!UAE'(WH2)! CTQ'Impact! !Safety! !!Quality!(Accuracy)! !!!Speed!(Timely)! !Damages!(Undamaged)! !Cost!(CPU)! ! Waste'Type' !!Waste!/!Muda!(TIMWOOD)!D! ! !Over!Stressing!/!Muri! ! !Unevenness!/!Mura! Methods'Applied' !'5S! !VSM! !SIPOC! !FISHBONE! !PDCA! !OTHER!'____________________'' ! ! ! !
- 25. Kaizen Improvement sheet…. Kaizen'Improvement'Sheet' ' '' ! ! DAY' ! Metric! Start! Target! Wk01! Wkxx! Wkxx! 1! 2! 3! 4! 5! 6! 7! %! Improved! Locations! 660! 660! 660! N/A! N/A! 115! 125! 140! 140! 130! !!!!! ! !!!!! ! 100%! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! !!!!! ! ! What'is'working'well?'' ! Locations!are!well!organized! Most!small!size!products!are!moved!to!WH1! Pallet!locations!have!cardboard!walls! ! ! ! ! ! ! ! ! ! ! ! What'could'be'done'better?'' ' Move!slow!moving!items!from!prime!areas! Re_locate!all!small!items!to!WH1! ! What'else'remains'to'be'done?'' ! Train! and! supervise! put! away! associates! to! maintain!standards!and!follow!new!VSOP! ! ! ! ! ! ! ! What'should'be'done'next'to'improve?'' ' Place! rules! on! some! card! board! walls! in! locations! to! remind! associates! of! the! standard!to!maintain! ! Refresh! floor! tape! and! pallet! location! barcodes! ! Condense!quantities!of!same!SKUs!in!same! locations! ! ! ! ! ! ! Reviewed!and!approved!by:! Marius'Ciavola! ! Date:! ! ! ! 07.04.2015!