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  1. 1. KAIZEN
  2. 2. 5 Lean Principles • Define value from the customer perspective • Identify the value stream • Optimize flow • Pull from the customer • Drive toward perfection
  3. 3. What Is Waste? • Waste is everything we do that takes time and adds cost, but no value in the eyes of the customer.
  4. 4. What is Time? • The most difficult waste to identify • The 3 types of time o Value-Added Time – performing essential tasks for which the customer is willing to pay o Type 1 NVA (Enabler) - performing a task that the customer doesn’t want but is currently necessary o Type 2 NVA (Waste) – performing a task that the customer doesn’t want and is not necessary
  5. 5. 7 types of Waste 1) Overproducing 2) Waiting 3) Moving 4) Process Downtime 5) Excess Inventory 6) Unnecessary Motion 7) Scrap
  6. 6. Kaizen as a Tool for Continuous Improvement • Creativity before capital • Bias for action • Total associate involvement • Never satisfied with the “Current State”
  7. 7. A Kaizen Definition To continuously improve or take actions to improve. A team activity that is preplanned to improve a baseline measurement. At a minimum the team will: – meet to discuss the measurements that will be improved, – plan the time period when the improvements will be made, – carry out the actions, steps and activities that will establish the baseline and then improve the measure – record the results on the Lean Status Report – reward and/or recognize the team for the improvements made – schedule the next kaizen event
  8. 8. 2 Kaizen Levels • Flow Kaizen – Focus is the overall value stream – Directed by value stream manager(s) – Creating mfg. cells, 5S, • Process Kaizen – Focus is on the individual process – Directed by the work teams and team leaders – Set up reduction, standard work, 5S
  9. 9. 10 Steps for Kaizen Success • Notify team members of planned Kaizen event • Set planning meeting, complete Area Profile, and CSVSM • Review team make up. Are the right skills on hand? • No distractions to the team during the event – Assign a substitute! • Set start time and end times for event • Start on time • Take Action - Team is empowered to make positive changes and enforce • Be meticulous about the execution, be alert to safety issues, clean everything; even at the borders • No “Doggy Bag”. Add unfinished or open actions to kaizen newspaper or work plan • Celebrate, Reward and/or Recognize team accomplishments
  10. 10. • The forms referenced in this presentation follow this slide.
  11. 11. KAIZEN AREA PROFILE Event Description: Event Dates: 10' Pipeline - Kaizen VSM and 5S August 6th Through the 8th, 2003 Preliminary Objectives: Team: Tom Poulter - captain Tim Summers Improve Workplace Organization Colleen Battista Pete Dovak Mike Redding Mike Henderson Standardize Manufacturing Methods and Procedures Bill Super Tamika Spaulding Facilitator: Consultant: Reduce Machine Downtime Pete Dovak Jeff Kopenitz a. Machine Not Running b. Set up or Changeover time Current Situation and Problems Production Requirements (Takt Time): Not a Standard Procedure for Changeover Based on FY03 Sales volume - need a piece every 20.7 Seconds Machine Does Not Continue to Make Good Parts Using Actual Production from FY03 - Getting a piece every 19.3 Seconds Without Continuous Adjustments Establish Material Handling Process and Procedures Process Information: Coil is loaded and part is processed through the line automatically until the part comes out of the end of the line finished Setup or Changeover - Spagetti Diagram Indentified Wasted Motion in Setup - Operator walked about 1 m ile during Setup Need for Standard Work.
  12. 12. Kaizen Event Target Sheet Work Center Number: Team No.: Work Center Name: Date: Start Target 1st Day 2nd Day 3rd Day 4th Day Difference Space (Sq. Ft.) Inventory (pcs) Walking Distance (ft) Parts Transport Distance Throughput Time Cycletime Volume Per Day Full-time Equivalent Crew Productivity Changeover (Total) Schedule Attainment Safety Improvements Quality Improvements Remarks:
  13. 13. Kaizen Newspaper Team: Acme 10' Pipe Setup Reduction Date: 11/3/2003 Page:_1_____ of: Person Item Responsib No. Description of Problem Counter Measure le Due Date % Complete No communication to material White board at machine to 25% 50% 75% 100% handler causing materials delay notify materials needs 1 Dovak 9/5/03 Excess Setup time on Panel Accordian gate installed 25% 50% 75% 100% 2 Machine Super 8/29/03 No labels at machine Start a 2-bin system 25% 50% 75% 100% 3 Dovak 8/29/03 Excessive time incurred on Create raw material quality 25% 50% 75% 100% 4 rejected material system Buckley 9/5/03 Variable in raw material is Create S/U sheet database 25% 50% 75% 100% 5 driving S/U to vary Dovak 8/29/03 Operators waiting for System for self inspection 25% 50% 75% 100% 6 supervisor to inspect Dovak 8/29/03 No history on set-up times Data collection for set-up 25% 50% 75% 100% 7 times Dovak 8/29/03 Messy Wiring Clean up wiring in control 25% 50% 75% 100% 8 box Mike 9/5/03 Possible waiting for coils to be Signal for coil loading 25% 50% 75% 100% 9 loaded Tim 9/5/03 Reaching for crank Crank on feed to front roller 25% 50% 75% 100% 10 Tim 9/7/03 Material too long Change settings in program 25% 50% 75% 100% 11 Mike 8/27/03 Unkown settup performance Measure and document 25% 50% 75% 100% 12 setups. Dovak 8/25/03 25% 50% 75% 100% 13 Coil Strap Need Location Sign Tim 10/29/03 25% 50% 75% 100% Need lids or closed 14 Oil Containers - Open containers Tim 10/29/03 Storage location for clamps, rails, labels and test elbows - 25% 50% 75% 100% 15 keep off floor Designate location Tim 11/15/03
  14. 14. MUD A