KAIZEN

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(1)Kaizen Management.

(2) Kaizen Management. Continuous improvement.

(3) What is Industry ?. Man-power Machines Materials Methods (4M’s, 1E). Products Services.

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(7) What are evaluation criteria for the output ?. 1.

(8) KAIZEN is a feedback.. KAIZEN is a corrective action..

(9) KAIZEN is a Japanese word.

(10) Definitions of KAIZEN A selection of better means or a change of current method for achieving an objective. An accumulation of small changes.

(11) The First Step is.... ...To Understand Why.

(12) The “Why” is Simple Work (Manufacturing/Service) processes basically exist for one purpose and one purpose only---To add value by transforming materials, parts or components into products/services that customers want and are willing to pay for....

(13) But... When we add value we also add costs. The challenge is to add value faster than we add costs. If we add costs faster than we add value, then… • we may have to lower our price for our products to compete in the marketplace, or • we end up losing money no matter what we do..

(14) So the first question to ask is-Where are the costs? The costs are hidden in our normal way of doing business. For example, • Inefficiencies in how we do the work • The cost of expediting orders to get them to the customer when they’re supposed to be there • Producing the wrong thing or producing the right thing at the wrong time • Or producing too many or not enough.

(15) Traditional Principle of Cost Price Price to to Customer Customer. Profit. Cost to Make Cost Cost ++ Profit Profit ==Price Price. If we want to make more profit we increase price.

(16) Today’s Principle of Cost Reduction Price Price to to Customer Customer Profit. Cost Cost to to Make Make Price Price-- Cost Cost == Profit Profit. Marketplace Pressure If we want to make more profit we reduce waste in our process.

(17) Have a Vision A clear vision, with a strategy for achieving it, gives a context to all subordinate activities. Vision without action is merely a dream. Action without vision is just passing time. Vision and action can change the world.. Vision. Joel Barker. Strategy.

(18) Vision for Excellence “Our design and production systems will be among. the best in the world with: •Short Time to Market •Short Flow Times •Short Cycle Times •High Quality •Minimum Physical Resources (Machines, Tooling, Floor Space) •Low Inventory.”.

(19) Strategy If necessary, revise objectives against vision. Check result against strategy and vision.. ACT. PLAN. CHECK. DO. Ensure plans for further actions are consistent with vision and strategy.. Application of methods, tools and actions gives a result.. IfIfthe thevision visionisn’t isn’tclear, clear,and andthe thestrategy strategyand andobjectives objectivesdon’t don’t support supportit, it,how howcan canyou you“Check” “Check”your yourresults? results? You Youhave haveno no way wayof ofknowing knowingififyou youare aremoving movingforward. forward..

(20) 3 Core Competencies 1. Detailed customer/market knowledge and focus. 2. Large-scale quality/productivity campaign. 3. Lean, efficient design and manufacturing - falls under the "must be very good" category. We can secure our future if we do this well. Lean, efficient design and manufacturing is key to winning markets. It is key to great margins on the exports. It is key to market success of the domestic consumer products.. We must get to lean fast - with velocity..

(21) Why To Create a Lean Enterprise? Business Realities - Cost Pressures • Hold sales prices down • Cost of doing business is increasing - Time Pressures • Increased demands for faster customer response • Longer cycle times cost more - Quality Pressures • Competitor six sigma challenge • Customer Expectation.

(22) Lean is... A set of principles, concepts and techniques designed for a relentless pursuit in the elimination of waste. Producing an efficient justin-time production system, that will deliver to our customers  exactly what they need,  when they need it,  in the quantity they need,  in sequence,  without defects,  and at the lowest possible cost..

(23) A Lean System is Built on Principles Takt-time production paced to the customer’s rate of demand. These principles will lead to: • Increased production volume. ed Ne. in st e u J im T. One-piece flow produces products continuously without interruption. low F e iec p eOn y ad e R dy a Re. ll P u P. ti uc d ro. on. Pull production builds a product only when the customer has asked or “pulled” for it. • Faster customer response • Higher quality • More efficient space utilization • Lower costs.

(24) Elements of a Lean Production System Standard Work. People. JUST IN TIME. Takt Time Production. JIDOKA Stop at every abnormality. JIT means you get what you need, where and when you need it. By reducing the overall flow time of our products, we can reduce many of the associated costs of production, such as inventory holding costs, and improve overall quality.. People using standard work to produce a product at a pace that matches the rate of customer demand — takt time.. Materials. •Standard WIP •Kanban. One-Piece Flow. A standard quantity of materials to keep everyone in the process operating, and a signal, which can tell you to “build one more,” will permit one-piece flow.. Machines. •Operational Availability •Andon. Pull Production. Machines available when you need them, and a signal to tell you when there’s a problem. Once a predictable pace of production, one-piece flow and reliable machinery are in place, a pull production environment can be achieved.. We can achieve high quality processes and products by: stopping production anytime a defect is detected, designing reliable processes and machinery to prevent defects from occurring in the first place, and separating human work from machine work so people perform work that requires decision-making and problem solving skills. Doing these, we can eliminate rework, scrap and lost production time.. Leveled Production Sort. Simplify. Sweep. Standardize. Self-Discipline.

(25) Lean Manufacturing Kaizen Sequence To Get Here. ay. Pull System Kaizen. Go. Thi sW. Equipment Kaizen Autonomation Factory Layout Kaizen Flow Production Factory Kaizen Observe Operator Methods & Create Standard Work. Start Here. 1. Sort. 5. Self-Discipline 2. Simplify 3. Sweep. 4. Standardize.

(26) 10 Hints for Doing Successful Kaizen 1.. Excuses. No Excuses: Don’t make excuses.... Don’t accept excuses... Explanations are often still excuses (If you have time to make up excuses, you have time to think of improvement ideas!). 2.. Don’t be a concrete or titanium head: Throw out traditional concepts.... Think how a new method can work, not how it won’t. (Switch your mind yourself if you feel you are being a concrete head !). 3.. Do Kaizen by getting your hands dirty on the shop floor: vs.. 4.. All information necessary for Kaizen is available on the shop floor..... You can not understand a process until you observe and do it first hand.. Quick and crude is better than slow and elegant: vs.. 5.. Don’t seek perfection......50% Improvement Rate is fine, as long as it is done on the spot.. Produce actual improvement : VS.. Observe actual gains.....Simulation and Ideas are NOT REAL until they are implemented, observed and maintained. ..

(27) 6.. Implement Kaizen Newspaper items as committed: Don’t. TO DA Y. put off Kaizen until tomorrow.. Do Kaizen by adopting ideas of workers: Put yourself in the. 7. 8.. worker’s position.....The ideas of 10 people are better than the knowledge of one.. Do Kaizen without spending lots of money: Many small. VS.. 9.. improvements add up to big results..... Implement quickly with less risk.. Don’t overlook even the smallest waste (Muda):. MU DA. MUDA. MT WT F. 10.. Ask ”why?” five times..... Many small improvements add up to big results... Implement quickly with less risk.... Increased opportunity and frequency to learn.. Document results on Target Progress Report: Document and Report Results at Regular Report Outs. fill in the condition even if there has been no change.. Do Kaizen HONESTLY with the spirit of “ Yes, I will try! “. Yoshio Oba.

(28) The Next Step Is…. …To Understand and Do It.

(29) The way of packing oranges in Japan.

(30) Orange Packing (1) It is difficult to open a net and put oranges in the net at the same time.. I need help.. Productivity: 1 net per min..

(31) Orange Packing (2) Cooperation increases a work efficiency.. Productivity: 5 nets per min..

(32) A selection of better means or a change of current method for achieving an objective.. Can you think of a better method to pack oranges?. Productivity: 10 nets per min. 1.

(33) When a waitress served a glass of water, she placed the glass strongly on the table. Hold the glass with care. Place the glass with care. Treat customers from your heart. Change the way of holding the glass. Hold the bottom of the glass. Support the glass with a little finger. Touch the little finger to the table.. 2.

(34) Do not give customers uncomfortable feelings! When you hang up the telephone, put it smoothly with an appreciation to the customer. Since the customer pays your salary, hang up your telephone receiver politely. You must teach a way of accomplishing the job..

(35) Telephone.

(36) KAIZEN - Quality Control Circles - Suggestion System - Just-in-time - TQC (Total Quality Control) - Total Productive maintenance - 5 S Kaizen. - Cooperative LaborManagement relationship. - Small-group activities - Productivity Improvement - Quality Improvement - New product development - Zero Defect (ZD). The Kaizen Umbrella.

(37) When a waitress served a glass of water, she placed the glass strongly on the table. Hold the glass with care. Place the glass with care. Treat customers from your heart. Change the way of holding the glass. Hold the bottom of the glass. Support the glass with a little finger. Touch the little finger to the table.. 2.

(38) KAIZEN Steps - Abolition - Discontinuance - Exclusion - Removal - Simplification - Centralization - Synchronization - Standardization - Management for exceptions - Integration - Combination - Alternation - Exchange - Conversion - Diversification - Separation. 4.

(39) Elimination. Remove this sliding door. What is the use of the sliding doors?.

(40) KAIZEN by “Elimination” Why are shoes box doors needed?. Before. After 1.

(41) KAIZEN by “Elimination”. No sleeves down-jacket is easy to work.. Before. After. 1.

(42) Reduce. A fluorescent light bulb was removed.. The number of fluorescent light were reduced..

(43) KAIZEN by “Reduction” Are two bricks needed to stop a car?. Before.

(44) Parking Lot.

(45) KAIZEN by “Reduction” One brick is enough to stop a car.. Before. After. 1.

(46) Zebra Zone. 1.

(47) KAIZEN by “Reduction” Side lines of the zebra zone are removed. Before. After. 1.

(48) KAIZEN by “Reduction” A brush part of the toothbrush is not necessarily long.. Before. After 1.

(49) Change. By watching the ribbon movement, one can recognize that the air conditioner is working..

(50) KAIZEN by “Change” The hollow about the key hole smoothes the key movement.. Before. After 1.

(51) KAIZEN by “Change” To oil the pan, a small teapot is more convenient than a ladle.. Before. After. 1.

(52) KAIZEN by “Change” Stairways at the railway station should have signs of up and down.. Before. After 1.

(53) At JR Kurume Station.

(54) Rush Hour.

(55) KAIZEN by “Change” The shape of the handing strap fits the hand.. Before. After. 1.

(56) Hanging Straps in trains.

(57) Hanging strap in Hong Kong subways. to Suggestion System. Contents.

(58) Objective: Read the gauge to keep the liquid level constant.. Exercise (1).

(59) Exercise (2).

(60) Exercise (3).

(61) Exercise (4).

(62) Exercise (5).

(63) Exercise (6).

(64) Exercise (7).

(65) Suggestion System You suggest your ideas, and I will examine them and implement some of your ideas later..

(66) Idea. Idea. Reward. Suggestion System Concept.

(67) KAIZEN System Implemented ideas must be submitted. N IZE A K eet sh.

(68) Suggestion System Workers’ responsibility. Management responsibility. Workers’ responsibility. Management responsibility. KAIZEN System Difference (1).

(69) Suggestion system Propose improvement ideas for any activity in the company.. KAIZEN system Propose only improvement ideas which will improve your own work. Difference (2).

(70) KAIZEN Memo. 1.

(71) AOTS Kaizen KAIZEN.

(72) AOTS KAIZEN.

(73) Different styles of change 1. Small change --- By individual effort, a better. way of proceeding a job is considered. (Idea creation). (KAIZEN). 2. Medium change --- By group effort, a better way (Small group activities). 3. Big change (Innovation). is proposed by following predetermined steps (or rule).. --- By investments in new technology or equipment, dramatic alterations are achieved. 2.

(74) THANK YOU.

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