Kaizen Innovation in Manufacturing

DELL, Penang 27 Jun 2016
Kaizen & Innovation in Manufacturing
Dell Asia Pacific Sdn. Bhd.
Plot 76, Kawasan Perusahaan Bukit Tengah, 14000,
Bukit Mertajam, Pulau Pinang, Malaysia.
Tel 04-508 7119

 International Educational Leadership Speaker.
Provides consultation on Lean and leads Kaizen,
TPM, Cellular system & Moonshine set up.
 A multi skill Innovator with Mechanical background
that adopts Green Living and rode 18,290km thru 24
Countries over 5 months from Penang to London on
a 125 CC Kapcai.
 Founder of Tim’s Waterfuel, an alternative HHO gas
supplement using Water that adds power, millage &
reduce Co2 emission on automobiles.
 An NGO Community worker for Prison, Drug
Rehabilitation and Crisis Relieve & Training (CREST)
Malaysia, an organization that respond to Crisis &
Flood.
Timothy Wooi
Add: 20C, Taman Bahagia,
06000, Jitra, Kedah
timothywooi2@gmail.com
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
TRAINER’S PROFILE

Kaizen & Innovation in
Manufacturing

DESCRIPTION:
The Training is a 1 day course covering impartation
knowledge of Kaizen and its associated Tools and;
-application of Lean
concepts to lead
Kaizen Workshop/s
with Innovation
Projects for Change
in a World Class
Manufacturing
Environment.

Gradual, unending
improvement, doing “little
things” better every day,
setting and achieving ever
higher standards
Kai Zen (Continuous Improvement in Japanese)
-business philosophy or system based on making
positive changes to improve efficiency that focuses
on continuous improvement.
Although kaizen was first used to increase the
efficiency of manufacturing processes, it isn’t limited
to that application.

COURSE OBJECTIVES
This training aims to impart a systematic review on all
the critical aspects of Lean use to;
 lead Kaizen workshop
and presentation using
Standardize Kaizen form
and methodology with;
 Innovation to be
competitive in the Global
Business Environment

COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
 1. 6S (5+1S) Housekeeping
 2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
 3. Standard Operation
Three factors that accounts
the 3 Pillars Activities.
 1. Visual management,
 2. The role of the supervisor,
 3. Importance of training and
creating a learning
organization.

COURSE CONTENT (Continue noon)
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
 Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation

Impact on You!!
First Time Quality
• Standardized Work
• Error Proofing
• Root Cause Analysis
– Problem Solving
• Change Request Forms
• Predictable Processes
– Machine Reliability
– Total Productive
Maintenance
– Improved up-time
• Reduced scrap & repairs
People
• Skilled, multi-function
workers
– Training
– Employee development
• Small Group Activity
– Quality
– Safety
– Productivity
– Cost
• Structured feedback
meetings
• Empowerment
– Involvement
– Accountability
– Responsibility
– Authority
• Safety & Ergonomics
Just in Time
• Kanban production
• Min / Max levels
• Smaller Lots
• Quick Change Over
• Less inventory
• Less reliance on
schedules

The cumulative effect of
these many ‘small changes’
over time can be quite
significant, especially if all
of the employees within a
company and its leaders
are committed to kaizen..
Kaizen, Focused Improvement

-where
employees are
encouraged to
make ‘small
changes’ in
their work area
on an ongoing
basis.
Kaizen - A CONCEPT & TOOL FOR EMPLOYEES
INVOLVEMENT - a Japanese system of
incremental Innovation;

Typical Kaizen concepts uses (Lean methods) to
innovate processes.
The concept is equally
applicable to many types of
organizational functions,
such as accounting,
engineering and customer
service, and to improving
the efficiency of business
models and supply chains,
which extend beyond the
company.

 Employees are the
problem
 Doing my job
 Understanding my job
 Measuring individuals
 Change the person
 Correct errors
 Who made the error?
The process is the
problem
Helping to get things done
Knowing how my job fits in
the process
Measuring performance
Change the process
Reduce variation
What allowed the error to
occur?
Improvements through kaizen: a process focus.
The starting point of a process-emphasis approach is to map
the process in order to understand the flow of the product or
service.
Conventional approach Process-emphasis approach

Innovation
- a fundamentally different way of doing things with better,
and perhaps different outcomes. However many innovations
are merely improvements on things already exists. Its
important to create a culture of innovation within your
organization, - supporting productive failure.
-helps your organization
become
- successful in identifying new
ideas, implementing and
integrating them into
operations.
You must engrain this cycle into
the DNA of your organization.

• Innovation means first different, then better.
It is a fundamentally different way of doing
things with better, and perhaps different,
outcomes.
Innovation
Both the 'different'
and the 'better'
must be
significant and
substantial.

Successful innovation is the use of new technological
knowledge, market knowledge, and business models,
that can deliver a new
product or service, or
product/service
combinations, to
customers who will
purchase at prices
that will provide
profits.

Examples of Innovation in Computers

Kaizen is gradual & Innovation is more radical, both
are continuous Improvement.
And how it can be
applied to workshop
project settings, where
teams of people may
only be working together
for the duration of a
project.
Kaizen vs Innovation

‘‘Doing things radically differently rather than just doing
them well, are just triumphs of execution not Innovation’’
(Washor's piece for The Huffington Post, published in Oct, 2009)
Innovation vs Execution
Most people think innovation
is all about ideas, when in
fact it is more about delivery,
people, and process.
Innovation is execution of
ideas that produces
outcomes that are different
and better than before.

Characteristics of a World Class Manufacturers
Delivery
CostQuality
Customer-Value Focused
Lean Production System
L e v e l P r o d u c t i o n
JIT
JIDOKA
5S / V i s u a l M a n a g e m e n t
Relentless R e m o v a l o f W a s t e
LEAN PRODUCTION SYSTEM
Mechanic
Material
Machine
Standard
Work Takt
Time
SWIP
Operational
Availability
1 piece
Flow
Pull
system
Kaizen Methodology
Shop Floor Kaizen
Equip and
Facility Kaizen
System
Kaizen
Progression
Radical Change – Kaikaku
Kaizen Workshops
Daily Improvements – Standard Work
People Based
System
Cost + Profit = Price
Price – Profit = Target Cost

Just-in-time (JIT) Inventory systems using Standard Work In Progress
(SWIP) and Lean Staffing with minimize Production buffers
Rapid machine setups & changeover to permit small production runs by
reducing times. Single Minute Exchange Die (SMED).
Use of team work on the production line
Extensive training to develop multi skilled workers
Job rotation to facilitate on-the-job learning of multiple tasks and skills
Off-line problem solving or quality circle groups that involve employees in
continuous improvement activities
Following are characteristics of lean manufacturing
systems:

Tools and practices commonly associated with the
Lean Production System include:
Cellular Factory Layout
Multi-skilled Operators
6s and Visual Control
Andon Lights
Kanban and
Supermarkets
Rapid Changeover
Right-sized, flexible Equipment
Total Quality Approach
Water Striders
Moving Production Lines
Total Preventive Maintenance
Continuous Improvement
More……

Cellular Layout Concepts:
Product or Customer Focused
Womb-to-Tomb production
Co-located support staff
Standing workers
U-shaped layout
Teamwork and ownership

Multi-skilled Workers
A workforce that is cross trained to perform multiple
tasks in a lean factory.
Multi-skilled operators have a wider
span of control and greater job
satisfaction
Multi-skilled operators can be moved from position to
position to facilitate a continuous flow of products.
 Operators in a Lean Factory are
provided the tools and training to
inspect their own products and are
responsible continuous
improvement.

ACM Kaizen Leader Certification
Course 28
6S’ 5S’+Safety Program
(details on 3 Pillars of Kaizen)

Visual Controls
Visual controls are a component of the 5S process.
Visual controls allow us to tell at a glance how we are doing.
Using visual controls helps
Identify abnormal conditions immediately
Display standards and reliable methods
Prompt action and communication
Visual Controls are Lean Tools, used to
communicate the status of a production
area in 5 minutes or less by simple
observation without use of computers or
speaking to anyone.”

Andon Lights
Andons call attention to abnormalities.
Response must be immediate to be effective
Must have a clearly defined escalation of
response
The operator turns on the light.
The designated respondant turns off the light.
Andon Lights are a common visual control
used in a lean factory. The Andon signals a
problem or Request for help

Kanban and Supermarkets
PRODUCTION KANBANPRODUCTION KANBAN
Part NumberPart Number
69B08170-6969B08170-69 Core DetailCore Detail
DescriptionDescription
QuantityQuantity
11
Card 2 of 4Card 2 of 4
Made by:Made by:
Core CellCore Cell
Deliver to;Deliver to;
SupermarketSupermarket
Authorized by:Authorized by:
JCCJCC
Functions of KanbanFunctions of Kanban
Prevents over-production.Prevents over-production.
Maintains inventory control.Maintains inventory control.
Serves as an authorizationServes as an authorization
to build.to build.
KANBAN simply means signal. A visual signal that
triggers Production movement of parts or material.
It is a primary tool for implementing Pull Production.
It’s the “pull” signal from the customer

Kanban and Supermarkets
Supermarkets are…Supermarkets are… Kanban controlled inventoryKanban controlled inventory
between processes.between processes.
Created between processes toCreated between processes to
makemake SWIPSWIP levels visual.
(kanban ≠ zero stock)
Designed to allow for First-In-
First-Out (FIFO) method.
The customer process pulls components from theThe customer process pulls components from the
supermarket and leaves a Kanban card authorizingsupermarket and leaves a Kanban card authorizing
the supplier to build replacements items.the supplier to build replacements items.

Rapid Changeover
Large batch runs cause other
products to wait in queue
resulting in more inventory
and reduces ability to
respond to changes in
customer demand. How can
we reduce change-over time
between products?
Setup Reduction:
Quick-Release Die Exchange
Before
After
Large Batch runs to maximize capacity because change-over
for a new product takes a long time and is costly.
Traditional Thinking:
Lean Thinking:

Rapid Changeover
Lean Factories Focus on
Setup reduction to:
 Increase available machine
capacity.
 Reduce batch sizes to minimize
inventory and lead time.
 Provide Flexibility to produce a
greater variety of products.
Setup Reduction:
Quick-Release Die Exchange
Before
After

Total Quality Approach
““Stop the Line”Stop the Line” AuthorityAuthority Jidoka -Jidoka - AutonomationAutonomation
Poka Yoke –Poka Yoke – Mistake ProofingMistake Proofing
Quality CirclesQuality Circles

Right Sized, Flexible Equipment
$100,000
Cycles every 1.2 seconds
$1,500
Cycles every 60 seconds
Takt time = 75 sec

Water Strider
Improve Operator
Performance by
eliminating their walking,
searching and sorting
Eliminates Operator’s
non-repetitive tasks so
that standard work may
be established
Purpose of a Water Strider:
A Water Strider is a worker who collects and delivers
parts in kits or sets to multiple processes on a
just-in-time basis.

Moving Production Lines
Timing Mark Baton-pass zone
Benefits of Moving Production Line
Provides a Pace-setter for takt-time production.
Is a tool to expose waste and eliminate problems.
Adds value to movement of product.

Total Productive Maintenance
Quality
Maintenance
Achieving and
sustaining quality
by maintaining
equipment and
processes
New assets
meet
production
needs
Early
Equipment
Design and
Start up
Management
Attack Six
Big Losses
Focus on
continuous
reduction of
production
losses
Planned
Maintenance
Moving from
reactive to
proactive
maintenance
Autonomous
Maintenance
Operator assumes
ownership for the
efficiency of their
asset(s)
TPM
Training and Education
The Key to Lean Manufacturing is reliable, waste-
free processes and equipment.

Continuous Improvement
Kaizen Methodology
Shop Floor Kaizen
Equipment and
Facility Kaizen
System
Kaizen
Progression
Radical Change – Kaikaku
Kaizen Workshops
Daily Improvements
– Standard Work
People
Based
System

1. Visual management, 2. The role of the supervisor,
3. Importance of training and creating a learning organization.
6S’(5S’+ Safety)
The management and employees must work together to
fulfill the requirements for each category with 3 Factors:
(Standard Operation)

The 6S’ methodology is a simple and universal
approach that works in companies all over the world.
It is essentially a support to Lean
Manufacturing improvements as
just-in-time (JIT) production,
cellular manufacturing, total
quality management (TQM) or
six sigma initiatives, and also is a
great contributor to making the
workplace a safer and better
place to spend time.
1st Pillar: 6S’ (5S’ Housekeeping + Safety)

Many manufacturing facilities have opted to follow the
path towards a “6S” workplace organizational
housekeeping with Safety as part of continuous
improvement or Lean Manufacturing processes.
5S Represents 5 Japanese
terminologies
1.Sort,
2. Set in order,
3. Shine,
4. Standardize and
5. Sustain
It is also sometimes known as the five pillars of a visual
workplace.
1st Pillar: 6S’ (5S’+Safety)

1.1.SeiriSeiri
–– SortSort
2.2.SeitonSeiton
–– SimplifySimplify
3.3.SeisoSeiso
–– SweepSweep
4.4.SeiketsuSeiketsu
–– StandardiseStandardise
5.5.ShitsukeShitsuke
–– Self disciplineSelf discipline
6.6. SafetySafety
A process of managing the work place ,known as ‘’Gemba’’
(real workplace ) in Japanese, for improvement purposes
where value is added to the products or services before
passing them to next process.

3rd Class Workplace …
Necessary & Unnecessary items are mixed together in
the same workplace

2nd Class Workplace …
Necessary & Unnecessary items had been separated
within identified work area (including inventory)

1st Class Workplace …
Only Necessary supplies, tools and items are stored in
the Work Environment.

Why Do 5s?
QCDSM
Productivity
Improvement
Safety
Practices
Flexibility
(Short Load Time)
One-piece flow
Quick setup
Equipment
REliability
(TPM)
Trained &
Motivated
Work Force
Multi
Processes
handler
Quality
Assurance
Process
Control
Mistake-
Proofing
5S

5S+Safety is the basis for Continuous Productivity
& Quality Improvement being the foundation for
Lean Production System
L e v e l P r o d u c t i o n
JIT
JIDOKA
5S+Safety
LEAN PRODUCTION SYSTEM
Mechanic
Material
Machine
Standard
Work Takt
Time
SWIP
Operational
Availability
1 piece
Flow
Pull
system

Seiri (Sort)
• To take out unnecessary items either sort , red tag
or even discard them if not used anymore.
Necessary:
Used for daily work
Used periodically
I am the source
Unnecessary:
Unsafe
Defective
Obsolete or outdated
Unused
Extra or duplicate

Seiton (Simplify)
• To arrange necessary items in a proper order so that
they can be easily picked up for use
Consider:
• Visual aids are encouraged in order to help understanding and
minimize complexity.
• Labeling locations where necessary items are kept when not in
use, especially moveable items.
• Labeling drawers and notebooks to identify their contents.

"Anyone should be able to easily understand proper"Anyone should be able to easily understand proper
arrangement and abnormalities."arrangement and abnormalities."
5s Map to decide location
Label & shadow board

Seiso (Sweep)
• To clean your workplace completely so that
there is no dust anywhere

Seiketsu (Standardize)
• To maintain a high
standard of
housekeeping and
workplace
organization at all
times
• Visual checks to
maintain the process

Shitsuke (Self-discipline)
• To train people to follow good housekeeping
discipline independently
Self Discipline to
follow 5S’ reduce
waste and optimize
productivity through
maintaining an orderly
workplace and using
visual cues to achieve
more consistent
operational results.

Safety, the honorary 6th
S
An organized and safe workplace
is established towards a ‘Hazard
free’ work environment with the
smallest amount of lost time due to
accidents.
Safety programs are mandatory,
implemented by teams working
together to identify and remove
potential hazards within
workplace.
The five in a 5S workplace organizational and
housekeeping methodology refers to five steps.
Safety should be the honorary sixth “S.”

Benefit of 5S’ with Safety
• 5S’ makes one’s workplace more pleasant and safe to work
• 5S’ helps in work efficiency
• 5S’ and Safety must go hand-in-hand
• 5S’ leads to better quality products and higher productivity

Red Tag Sticker
Used to identify; – Broken tooling and fixtures –
Unnecessary equipment, fixtures and materials
Simple double sided
label to attach to
unnecessary items;
red so as highly
visible. – Side 1;
simple identification of
item – Side 2;
disposition of item

5S’ Red
TagRed Tags- used to keep the
process of change going
throughout the 5S’ program
while remaining organized
in the process.
Red Tags are used for
visual management of a
workspace, clearly marking
items that need to be
moved creating workplace
organization.
Red Tag Sample
It identifies – Broken tooling, fixtures, unnecessary
equipment and materials

5S’ Level (Check this out)Sorting Necessary and unnecessary items are mixed together in the work area
Simplifying Tools, supplies and materials are randomly located
Sweeping factory or office equipment is in poor repair. The work area is disorganized, unsafe and inefficient
Standardizing Work area and processes are not documented and work is completed as individuals not teams
Self-Discipline minimal attention is spent on the work environment in organization, cleanliness and neatness. There is no 5S awareness
Sorting Necessary and unnecessary items have been separated within the identified work area (including excess inventory)
Simplifying A designated location has been established and agreed to for items found necessary from sorting
Sweeping Physical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatness
Standardizing Sorting, simplifying, and sweeping documentation has begun and is readily available and visible to area users
Self-Discipline Area users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.
Sorting Only necessary supplies, tools and equipments are stored in the work environment
Simplifying
Visual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled
employees
Sweeping
Work/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment
functionality, supplies and work place organization is in a ready to use state
Standardizing
The work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been
documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and
improved upon.
Self-Discipline
All 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized.
Teamwork is evident.
Sorting
A dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with
what is necessary. Shop environments have established Lean Manufacturing Technology.
Simplifying A dependable, documented method has been established to maintain a visual control of all necessary items and processes
Sweeping
A dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the
environment.
Standardizing
Work processes and work environments have been documented for peak efficiency. Improvements are shared with others as they
occur.
Self-Discipline The area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.
Sorting Employees continually review the work environment to seek and improve what is necessary or unnecessary
Simplifying Employees continually review the work environment to seek and improve visual understanding and simplifying of processes
Sweeping Employees continually review the work environment to seek and improve ways to prevent cleaning and maintenance
Standardizing Employees continually review the work environment to seek and improve workplace organization and standard work processes
Self-Discipline
All 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon
all 5S activities. Teaming is an inherent part of the work culture.
Level5Level1Level2Level3Level4 1st Pillar: 6S’ (5S’+Safety)

Muda in Japanese means Waste. The resources at each
process — people and machines — either add value or do not
add value and therefore ,any non-value adding activity is
classified as Muda in Japan.
In Kaizen philosophy, the aim is
to eliminate the seven 7 deadly
wastes caused by Waiting,
Defect, Motion, Over processing,
Overproduction, Transportation,
and Inventory.
The 8 Waste is Unused
Creativity (Talent)

WASTE Elimination - MUDA
11 Types of Waste
– CLOSEDMITTS
 Worst type of Waste
 Valued-added vs Non-
value added
Toyota Production System (TPS) differs from traditional
approaches to improve productivity through adding
resources and illustrates the impact of waste elimination
on production lead-time.
Lean Manufacturing focus on Elimination of Waste
instead of improving Value Added Activities.
2nd
Pillar: WASTE Elimination - MUDA

Complexity Find simple solutions in place of complex ones; complex solutions tend to produce more waste and are harder
for people to manage. Eliminate needless collection of information.
Labor Eliminate all unnecessary “movement” and steps by people and other un-necessary non-valued
added activities.
Over-production Produce only the exact amount of goods the customer wants when the customer wants it. Eliminate
any production beyond customer demand.
Space Improve poor arrangement of machines, people, conveyors or workstations, and storage of excess
raw materials, parts, work-in-process, finished goods and inventories.
Energy Operate equipment and use person-power only for productive purposes; avoid false scale
efficiencies, excess power utilization, and unproductive operations.
Defects Strive to achieve the goal of no rework (no mistakes, rework, or defects.)
Materials Convert all materials into products. Avoid scrap, trim, excess or bad raw materials.
Idle Materials Make sure that nothing sits so there is a steady flow to the customer. Any kind of idle inventory represents
waste, including raw materials in any form, information, WIP inventories, and finished goods.
Time Eliminate delays, long set-ups, and unplanned downtime of machines, processes, or people.These often result
from poor specifications, missing parts or information, late deliveries, and inadequate training.
Transportation Eliminate the movement of materials or information that does not add value to the product, such as
double and triple handling of goods.
Safety Hazards Eliminate any unsafe conditions which might cause harm to any personnel in the area or machine
down-time; such downtime affects the entire production cycle.
11 Types of Waste- CLOSEDMITTS
2nd

Worst Type of Waste?
Over-Production
Results in greater cost and delays that reduce profitability
Hidden
problems
production
imbalance
late supplier
deliveries
defects
downtime
long setups
Delay/long
lead time
Capital
Resources
tied up Storage
Cost
Wasted
Space
Transport
& handling
Deterioration or
damage in storage
and handling
people
equipment
energy
Inventory
2nd

Valued-added vs Non-value added
2nd

CLOSEDMITTS Exercise
Types of Waste Examples Location
Complexity
Labor
Over-production
Space
Energy
Defects
Materials
Idle Materials
Time
Transportation
Safety Hazards
Area: Date:
Location: Conducted by:

3rd
Pillar: Standard Operation
Standard Operation
-is the process of implementing and developing technical
standards for a Consistent work sequence. Standard
Operation maximize compatibility, interoperability, safety,
repeatability, and quality.
Standard Operation is one of the
most powerful but least used lean
tools. By documenting the current
best practice, standardized work
forms the baseline for kaizen or
continuous improvement.
As the standard is improved, it becomes the baseline for
further improvements. Improving standardized work is a
never-ending process.

Takt-Time
Standard Work
Sequence
Standard
Work In-Process
1
2
3
4
5
6
SWIP
Basically, Standard Operation consists of three
elements:
1.Takt time, which is the rate at which products must be
made in a process to meet customer demand.
2.The Standard Work
Sequence in which an
operator performs tasks
within takt time.
3.The Standard WIP
(SWIP), including units in
machines, required to keep
the process operating
smoothly.
3rd
Pillar: Standard Operation

Net Operating TimeTakt Time =
Customer Requirements
*Time periods must be consistent (shift, day, week . . . )
1. TAKT TIME
The first element in developing Standard Operation is
calculating Takt Time.
Takt time is the pace at which a product is completed
in a continuous flow production, timed to Customer
Demand. Takt-time is calculated by:

Takt-time Calculation Example
Shift: 9.5 Hours @ 60 Min/Hour =
Breaks: 2 @ 30 minutes
Meeting &5S : 30 minutes
570
- 60
- 30
Net operating time per shift
Net Operating
Time Per Shift:
480
Customer Requirements /shift
Monthly requirements (19,200)
# Working days/month (20)
19,200
20
Takt Time =
Net Operating Time / Shift
Customer Requirements / Shift
960
480 Min/shift
960 Units/day
= 0.5 min/Unit
30 secs/Unit
1. TAKT TIME

Enablers for Takt-time Production
Multi-skilled Operators
Water Strider
1. TAKT TIME

2: Standard Work Sequence
The Objective of Standard Work
Sequence:
Explicitly defines the workers
responsibilities by establishing a routine
series of steps to be repeated for each
piece.
Determines the amount of time allowed to
complete the sequence of steps.
Standard work sequence is the order of actions
must be performed within a given takt-time.
The sequence may include valued added processes and non-
valued activities, but represents the current best method for
advancing a piece through the Manufacturing process.

Once a standard work sequence is established,
operators need to understand and follow the
routine work sequence.
There three basic methods for motivating
someone to follow any set of rules…..
1. Fear of penalty or punishment
2. Demonstrated Best Performance
3. Make it obvious and simple

Observe the As-Is Process
• Takt time
• Existing layout and
material flow
• Existing work sequence
• Quality, safety, waste,
ergonomics
To establish a worker’s standard work sequence you
must first understand the Status-Quo:

Existing Layout and Material Flow
RM
FG
The first step to observing the as-is process requires mapping the
existing area layout to identify all work locations for the process.
Trace the flow of materials
through the process,
indicating the amount and
location of idle inventory.

Existing Work Sequence
B
C
A
E
RM
FG
D
Document the
existing work
sequence for each
operator:

Standard Work-in Process (SWIP)
-the minimum number of pieces of in-process
inventory required to produce to takt-time
Rules for SWIP
One piece at the boundaries between two operators.
One piece at any machine which operates automatically, un-
attended by the operator.
When required for special processes like curing or cooling.
Special Process SWIP = Process Time
Takt Time
3. Standard Work In Process (SWIP)

3.Standard Work In Process (SWIP)
B A
A = Auto
M = Manual
= WIP
Takt time = 57 sec
Standard WIP = units
MM
MM
A
A
RM
FG
Special
Process
Turntable
Cure Time = 280 Sec
WIP = 5
9
Example

SWIP – Out-of Cell Special Process Example. A = Auto
M = Manual
Standard WIP = units
Given:
• One shift operation
• 480 minutes / shift
• Takt time = 360 sec M
A
RM FG
M
MM
A
A
A
Special process WIP
= 480 x 60 ÷ 360 = 80
86
Special
proces
s
3.Standard Work In Process (SWIP)

Three factors that accounts the 3 Pillars Activities
Three factors that accounts the 3 Pillars Activities of
KAIZEN are;
3. Importance of
training and creating
a learning organization.
1. Visual management 2. The role of the Supervisor

1.Visual management (Visual Control)
Visual Controls will:
Show how to do the job (standard
operations).
Show how things are used and where
things are stored.
Control inventory storage levels.
Show production status.
Indicate when people need help.
Identify hazardous areas.
Visual controls are for the people who work in the cell and
those who support the cell. Two purposes of Visual control;
1.To prompt action (or control actions) and
2.To identify abnormalities.

•What the process is
•Who the customers and suppliers
are
•What the deliverables are
•Where and what resources are
being used in the process
•There is an effective
measurement system in place
Purpose:
Visual Controls tell at a glance what and how we
are doing. When someone walks into the work
place they should be able to determine:

Examples of Visual Controls
Identity Markers
Shadow Boards
Location Markers
Quantity Markers
Standard Methods
Andon
Kanban
Performance Display
Defect Display
Personnel Board
Signboards, name labels, photos, or shapes of items.
Identify tool storage locations
Tape strips, color coding, numbering.
Signs indicating number (min/max), standard containers, number of spaces for items.
Charts of standard cycle time and work sequence, standard procedures and flow charts
Visual (lights, flags) and audible signals to draw immediate attention or help.
Card, empty container, or space signaling that production or movement is authorized.
Production schedule, quality, cost, safety, or improvement activities.
Boards showing defective product (quality maps), Pareto charge, fish-bone diagrams
Availability (in/out), assignment and location, cross-training status to plan.

Prompt attention required by fellow
employees, supervisors, maintenance,
engineers, water striders, and
management who must respond
immediately to Andon signals.
Andon lights are used to call attention to abnormalities
that must be addressed in order to maintain a continuous
flow.
Any andon signal must have a clearly defined
escalating response process that identifies
when is to respond to different conditions. If a
problem cannot be resolved by the first
responder the problem is escalated until it can
be resolved.

The mechanic who is having a problem must
turn on the andon light. The person
responsible for answering the andon signal is
responsible for turning of the light. It is poor
discipline for a mechanic to turn on and off
their own andon light. This behavior
represents a lack of commitment to lean
practices.
If an Andon signal is ignored by the designated responder,
soon the operator will simply stop using it. The Andon
signals an abnormality, an opportunity to identify and
eliminate a problem.
The number of times an andon
comes on is not important, but
how quickly it goes off is!

Machine Abnormality Andon
Material Resupply Andon
Operator Status Andon
Line Status Andon

2. The role of the Supervisor in KAIZEN

Role of a Good Kaizen Supervisor (Team Leader)
(extract from “Kaizen for the shop floor”)
2. The role of the Supervisor in KAIZEN
Ideally have been a leader or co-leader in other
Kaizen events. Must at least participated in one
previous event.
Have an awareness of lean production
methods.
Not dictatorial in his or her leadership style
Understand participative management.
Be able to be fair but firm, aggressive but
friendly
Be able to take control when necessary
Be willing to be on the shop floor and not out
of reach or in the office Table.
A good Supervisor should have previous leadership
experience, not necessarily only management. It can be
experience as a scout leader, club presidents etc.

Ten Kaizen Events Rules
(extract from “Kaizen Shop Floor Series”)
1)There is no rank among team members – one person,
one vote
2)Keep an open mind to change
3)Change is good, more change is better
4)Maintain a positive attitude
5)Don’t blame anyone for anything
6)Respect one another
7)There is no such thing as a dumb question
8)Plans are only good if they can be implemented.
Plans succeed only if the gains are sustained
9)There is no substitute for hard work
10)Just do it!
Role of: Leader, Facilitator, Participant in
Innovation Projects

Training is learning that is provided in order to
improve performance on the present job.
- Dr. Leonard Nadler
3. Importance of training and creating a
learning organization.
It is an activity that increases
the capacity and willingness of
individuals, groups, and
organizations to acquire and
productively apply new
knowledge and skills. It
empowers individuals, apply
their knowledge to make
changes for better.

Training helps new recruits to perform assigned tasks
effectively and helps existing employees to prepare
for higher level jobs.
It enables employees to keep
in touch with latest
developments to cope with
changes in Continuous
Improvements.
It makes employees more versatile, mobile and
flexible to the job demands to allow an employee
gain acceptance and job satisfaction.

Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation.
Innovating Process using Typical Kaizen concepts (Lean
methods)
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms
for:

Types of Innovation
Here is one way of looking at the different types of innovation.
One type isn't necessarily better than another for a given
occasion - just different.
Types of Innovation in KAIZEN

Research shows that innovation is correlated with
competitive positioning and financial performance to
provide sustainable strategic value to:
Increase revenues
Decrease costs through increased efficiencies
Reduce competitive and financial risk
Create better positioning and performance outcomes
Lead to higher levels of customer satisfaction
Elevate employee behaviors and actions beyond that
of competitors, which are not capable of being imitated
by competitors
Why Innovation

Degree of Innovation in Manufacturing

INCREMENTAL INNOVATION
Component: Making an improvement on an
existing product or service.
example:
Examples of Incremental Innovations
Adding a camera feature to
a cell phone;
Increasing the
displacement of an engine
to increase horsepower
and/or torque;
Adding a new ingredient to
a plastic formulation to
increase its strength.

INCREMENTAL INNOVATION
System: Improving service or the process that
makes the product.
example:
Examples of Incremental Innovations
Reducing the number of steps
necessary to manufacture the cell
phone;
Increasing the speed of machining
the engine block;
Implementing a lower-cost process
to manufacture and deliver less-
than-bulk quantities of plastic
compounds

RADICAL / NONLINEAR INNOVATION
Component: Developing a new product based on an
entirely new concept that didn't exist before;
example:
Examples of Radical/Non Linear Innovations
The iPod (a case of "Invention is the mother
of necessity", and a "gotta have it" product);
Gasoline-electric hybrid and fuel cell-based
automotive power trains;
An entirely new polymer that does
something existing ones couldn't, e.g.,
polycarbonate in the '60's: a virtually
unbreakable, transparent, high heat
material that enabled new applications for
plastics.

RADICAL / NONLINEAR INNOVATION
System/Business Concept: Introducing a new way of doing
things.
example:
Wireless phone providers selling airtime, and
providing cell phones at low prices for you to
use their services on an ongoing basis.
The establishment & growth of car-sharing
services in cities or at colleges - for those who
need one on a regular or occasional basis (an
alternative to owning a car).
Stereo lithography - a process for quickly
creating a first product prototype by using 3D
CAD data and liquid polymers to generate a
part in minutes, vs. days or weeks.
Examples of Radical/Non Linear Innovations

Innovating Process using Typical Kaizen concepts
(Lean methods)
Role of: Leader, Facilitator, Participant in
Innovation Projects
Innovation Projects Implementation using Kaizen
Forms for:

Innovating Process using Typical Kaizen concepts
(Lean methods)

Before the KAIZEN event
Select the team members – obtain superior approval prior to
selection
Gather information necessary for the event
1.Event target, scope and procedures
2.Layouts, flow charts, process sheets
3.Cycle times versus takt time charts
4.Staffing goals
Prepare the area for the event
1.Mark the boundaries of the area visibly
2.Use the materials and equipment checklist provided. Add
anything you will need that is not included and gather the
materials and equipment needed for the event.
3.Prepare the team kits
4.Follow the Kaizen Event Preparation Checklist, making
assignments and insuring that everything is ready for the
event in time

Kaizen Event Preparation Checklist – By Time Frame
Time Frame Description Who Status Date
4 Weeks
Before
KAIZEN
Select area for improvement and choose the Kaizen Leader. Process Owner
Prepare Target and Scope Form that identifies Kaizen objectives. Kaizen Leader
Identify “Key Metrics” to measure improvements on
Progress/Results Form.
Kaizen Leader
Select team members and obtain approval for their participation. Kaizen Leader
Meeting to review Target and Scope, and Progress/Results Sheet
with Process Owner and Kaizen Promotion Office.
Develop build-ahead plan if production will be affected during
Kaizen week.
Kaizen Leader
Process Owner
KPO Specialist
Reserve a room or prepare an area for daily meetings and to
display collected data.
Kaizen Leader
Select data collection team members and obtain approval for
their participation for the weeks before the Kaizen Event.
Kaizen Leader
Walk through the area to familiarize data collection team with
area and Kaizen objectives.
Kaizen Leader
Data Collection
Team
Identify and assign “Before Kaizen” data collection activities. Kaizen Leader
Data Collection
Team

During the event
1.1 Keep up to date on what everyone is doing
2.Chart takt time and cycle times during time studies
3.Coordinate preparation of final presentation
After the event
1.Compile hard copy of the presentation and circulate it
to management and anyone else who should have it
2.Complete a follow-p list, making assignments for
completion of any outstanding steps.
3.Communicate with the next team leader about the
experiences of this event

Time Frame Description Who Status Date
Kaizen
Week
Daily Morning Review with Team Members to:
Identify tasks to accomplish during day.
Update and review Kaizen Newspaper.
Kaizen Leader
and Team
Members
JUST DO IT!
Get to the Gemba and start making improvements.
Prepare Cartoons to document improvement ideas.
Team Members
Update Progress Results Sheet.
Assign tasks and direct sub-team activities
Teach, coach and encourage team members.
Review and update Kaizen Newspaper.
Kaizen Leader,
KPO
Specialist.
Daily review meeting with Management staff to review
progress of improvements.
•Present updated Progress/Results sheet and Kaizen
Newspaper.
•Present improvement cartoons, bar charts or other
supporting data.
Kaizen Leader,
KPO
Specialist,
Management
staff and
visiting
dignitaries
Prepare for Final Report Out
•Revise and update Progress/Results sheet and Kaizen
newspaper.
•Plan final report-out contents, materials for presentation,
order and length of presentation.
Kaizen Leader
and KPO
Specialist
Prepare Final Report-out materials and practice
presentation.
Kaizen Leader
and Team
Members.
Presentation of Final Report Out Kaizen
Leaders and
Team
Members.

MORNING KICKOFF MEETING
1.Target & Scope 2. Progress Result Report
List all current status data and the
target for the week
3. Standard Work Comb.Sheet
At least one for major process
4. Percent Loading Chart
Takt time vs Cycle time. Each bar
represent one operator/ process
5. Std. Work Sheet – People flow
Show people travel i.e spaghetti
chart
6. Std.Work Sheet – Product flow
Show process flow, product travel
and equipment utilization
Percent Loading Chart (Bar Chart)
Date: 31/3/03 - 4/4/03
Area: Core Area
Team Leader: Mohd Noor
Process Name: Find Core Remnant
Model Number: 777 Cutting Core
Model Name: 777
Scope Of Operation
From: Core Store
To: Core Area
CYCLE TIME TO FIND CORE REMNANT
0
20
40
60
80
100
120
140
160
BEFORE
KAIZEN
DAY 1 DAY 2 DAY 3 DAY 4 DAY 5
DAY
TIME(Sec)
Target 100 sec
Innovation Projects Implementation using
Kaizen Forms Daily and Weekly Report Outs
Date:
Venue:
Target:
Problem statement:
Kaizen target:
Scope:
List of members:

Kaizen Forms Daily Report Outs
1. Progress Result Report
 Day to day progress
2. Kaizen Newspaper
 Action items identified &
 Daily closure
Use any combination of chart to show what
has been accomplished during the day
• Standard work Sheet
• Percent Loading
• Standard Combination Sheet
• Kaizen Improvement Cartoon
Key points during daily report out
• What effect Kaizen is having on goals
• What was accomplished today
• What is your plan for tomorrow
• Any help needed
Process: Takt Time:
Date: Team Leader:
Progress Cycles
Metric Cost Before Target 1st 2nd 3rd 4th
1 Inventory -
2 Cycle Time (10 cent per sec) 0.1
3
Crew Size (Productivity Gain)
(RM 1,000.00 per crew) 1000
4 Space (RM300.00 per sq Ft) 300
5 Quality (Defects) -
6 5 S's Level of Excellence -
7 Visual Controls -
8 Set-up Time (10 cent per sec) 0.1
9 Lead Time (10 cent per sec) 0.1
10 NVA Tasks -
11 VA Tasks -
12 People Travel (10 cent per feet) 0.1
13 Product Travel (10 cent per feet) 0.1
14 Queues -
15 Safety -
16 Cost -
17 Volume (units/week) -
Progress / Results Report
Kaizen
KAIZEN NEWSPAPER
Process:
Team Leader: Date:
ITEM # PROBLEM CORRECTIVE ACTION STATUS
PERSON
RESPONSIBLE
DUE DATE
1
2
3
4
5
6

Kaizen Forms Weekly Report Outs
1. Target & Scope 5. Standard Combination Sheet (After Kaizen)
2. Progress Result Report (Daily progress
throughout the week)
6. Kaizen Improvement Cartoon
3. Standard Work Sheet – (1.Process flow before &
after Kaizen 2.People flow after Kaizen)
7. Kaizen Newspaper (Items that still needs follow up)
4. Percent Loading Chart (Before & After Kaizen) 8. Lesson learned ( Issues or suggestions for future event
to be more successful)
Standard Work Combination Sheet
Step Time
# Operation/Process Manual Mach Walk
1 Target and scope 2
Hazli
2 Progress report out 2
Sommat
3 Kanban system 4
Hazli
4 Work instruction for block saw machine 2
Bashri
5 5S practice 2
Osnizal
6 Process improvement cartoon 3
Fauzi
7 Kaizen Newspaper 4
Hazli
8
9
10
Date: 8 - 12 JUL 2002
Team Leader: MOHD HAZLI
Area:CORE AREATakt Time: 1200 SEC
Ope. Time
Product: CORE BLOCK SAW
Process:
1 3
Requirements: 1
2 106 7 8 9
Manual
Walking
Automatic
Wait
Process: Takt Time:
Date: Team Leader:
Progress Cycles
Metric Cost Before Target 1st 2nd 3rd 4th
1 Inventory -
2 Cycle Time (10 cent per sec) 0.1
3
Crew Siz e (Productivity Gain)
(RM 1,000.00 per crew) 1000
4 Space (RM300.00 per sq Ft) 300
5 Quality (Defects) -
6 5 S's Level of Excellence -
7 Visual Controls -
8 Set-up Time (10 cent per sec) 0.1
9 Lead Time (10 cent per sec) 0.1
10 NVA Tasks -
11 VA Tasks -
12 People Travel (10 cent per feet) 0.1
13 Product Travel (10 cent per feet) 0.1
14 Queues -
15 Safety -
16 Cost -
17 Volume (units/week) -
Progress / Results Report
Kaizen
Process Improvement
Process: Area:
Date: Team Leader:
Item # Problem Measures / Action Needed Results
Before Kaizen After Kaizen
Scope of Operations
LAYUP ROOM
CHAMFER S AW
CUTTING
QA TA BLE
CUTTING
SANDING CUTTING QA TABLE
TABLE
CHA MFE R SAW
163 ft PEOPLE TRAVELCUTTING CUTTING
51 ft PRODUCT TRA VEL
A)REMNANT BEHIND TORRIT BOOTH CHAMFER SA W
B)REMNANT AT CORE AREA CHAMFER S AW
C)REMNANT UNDE R TABLE
Quality Safety Standard Work # of pieces of Std. Takt Operator
Check Precaution in Process Work-in-Process Time Number
19
Standard Work Sheet
From: Core Store
To: Core Area
Model Number: 737/747/767/777
Model Name: Boeing
Process Name: Mohd Noor
Manager: Ku Mohd Soffi
Date: 31/3/2003 - 4/4/2003
REMNANT RACK
REMNANT RACK
REMNANT RACK
REMNANT RACK
REMNANT RACK
REMNANT RACK
REMNANT RA CK
CTT RACK
CTT RACK
CTT RACK
DOWNDRAFT
TABLE
DOWNDRAFT
TA BLE
potting area
Before kaizen
B
CC
A
B
1
2
3
KAIZEN NEWSPAPER
Process:
Team Leader: Date:
ITEM # PROBLEM CORRECTIVE ACTION STATUS
PERSON
RESPONSIBLE
1
2
3
4
5
6
Percent Loading Chart (Bar Chart)
Date: 31/3/03 - 4/4/03
Area: Core Area
Team Leader: Mohd Noor
Process Name: Find Core Remnant
Model Number: 777 Cutting Core
Model Name: 777
Scope Of Operation
From: Core Store
To: Core Area
CYCLE TIME TO FIND CORE REMNANT
0
20
40
60
80
100
120
140
160
BEFORE
KAIZEN
DAY 1 DAY 2 DAY 3 DAY 4 DAY 5
DAY
TIME(Sec)
Target 100 sec
Date:
Venue:
Target:
Problem statement:
Kaizen target:
Scope:
List of members:

After the event
1.Compile hard copy of the presentation and
circulate it to management and anyone else who
should have it
2.Complete a follow-p list, making assignments for
completion of any outstanding steps.
3.Communicate with the next team leader about
the experiences of this event

A major innovation is a
breakthrough that
changes the rules of
the game and the terms
of competition.

& The Trainer
For further enquiries, please contact us:
Iverson Associates Sdn Bhd
No.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900
Bayan Lepas Penang.
T: 04 641 2760, 638 3179 | F: 04 641 2761
E: sales-pg@iverson.com.my | W: www.iverson.com.my
This training course is developed and conducted by IVERSON &
its Trainer who is a certified Kaizen Leader driving Lean & Kaizen
Improvement Projects and also a Consultant for LEAN with 30 over
years of Hand-On Manufacturing exposure .
We provide Technical Consulting services on TPM, Kaizen, Quick
Changeover, Cellular system set up, Production Line Balancing,
Factory Layout Planning and Small Group Activities.
We also conduct Team Building & Lean Production Training
Course Series.

Kaizen Innovation in Manufacturing

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