Kaizen Workshop

Introduction

Kaizen Workshop Introduction 1

Agenda
g – 4 day
y event

1. Day 1
– a.m. measure the current situation
– p.m. ideas & p
p plan for a new situation
2. Day 2
– a.m. design new situation
– p m make some changes
p.m.
3. Day 3
– a.m. make some changes
– p.m. record the new situation
4. Day 4
– a.m.
a m complete action plan
– presentation

Kaizen Workshop Introduction 2

Agenda
g – 3 day
y event

1. Day 1
– a.m. measure the current situation
– p.m. ideas & p
p plan for a new situation
2. Day 2
– a.m. design new situation
– p m make some changes
p.m.
3. Day 3
– a.m. Measure and record the new situation
– presentation

Kaizen Workshop Introduction 3

What is KAIZEN?

KAI Change

ZEN Good (or better)

KAIZEN - Continuous improvement

Elimination of waste
Kaizen Workshop Introduction 4
10 Ground Rules for Kaizen

1. Don‘t try to justify the past – challenge fixed ideas

2. Be positive – think how things CAN be done not why they CAN‘T be done
3. Use data, not pet theories
4. Use wisdom not money
5. Work smarter not harder
6. Set high standards
7. Correct failures immediately - 70% now is better than 100% never
8. Lead by example
9. A team is better than 1 expert – involve people
10. Identify the root cause

Can do,
do do it,
it do it now!
Kaizen Workshop Introduction 5
Traditional Method vs Kaizen

The traditional
method
An ANALYSIS COMMITTEE
The KAIZEN
makes
RECOMMENDATIONS
method
MANAGERS A MULTIDISPLINARY TEAM
take the
DECISIONS analyses the situation,
An IMPLEMENTATION takes the decisions,
COMMITTEE takes actions and
implements
CHANGES implements the changes
The EMPLOYEES Weeks
ADAPT and A FEW DAYS
to changes months

Kaizen Workshop Introduction 6

Contents of an Operation

Value
a ue Added
dded Work
o
The part of the job the customer wants to pay for

Hidden Waste
Work that does not add value but is necessary under the
currentt operating
ti conditions
diti

Obvious Waste
Work that does not add value and is not necessary
WASTE

Kaizen Workshop Introduction 7
What is Obvious Waste?
Work that does not add value Inventory Operator movements

and is not necessary.

necessary
1. Overproduction Transportation

2. Waiting Process Defects

3. Transportation
4. Process Waiting

5. Inventory
6. Operator Movements Overproduction

7. Defects

Eliminate these activities

Kaizen Workshop Introduction 8
Workplace Organisation

Establish norms 5S -Housekeeping

ST
RA
and
d respect them
h

IG
RT

HT
SO

EN
25
18
Samedi

2
11

1
24

31
4

17
Vendredi

10

30
3

23
16
9
Jeudi

29
2

15

22
i
Mercred

28
1

21
14
Mardi

27
13

20
6
Lundi

26
19
12
he
Dimanc

5
5

YES NO

SUSTAIN

1
2

4
Pro
Pro

Pro
P1 P2 P3 P4

ST
SI DA
AN
M R

3
4 IFY ISE
PL D

P
EE
SIMPLIFY

SW
ONE
50
recipes recipe
documented

4102
Example : Skills matrix
ELECTRO MECHANICAL SPECIALISTS
Mat'l Tie
Visual
Work Station #'S 4101 4104 4105 4106 4107 4108 4109 4116 4116 4118 4111 Wrap

Controls
Handling
4103

Work Description Stuff

Channel
Stuff
Top
Shelf
20 GA
Harness
14,16,
18 GA
Harness
18/20
Harness
18 GA
Asb.
Harness
PC
Brd
Harness
Heavy
Wire
Paint
Silk-
Screen
Pack
Out
Tap Licenced
50 results Quality the
Dorothy H.
((deviations)) first time
Ellen B.
( variation)
(no i ti )
Pat M. Form # Form # Form # Form #
XXXX XXZZ YYXX ZZXY
LeRoy W.

Steve H.

Bill B.
Standard Ops.
Lawrence D.

Diane M. MAX
MIN
Rhea F.

Glenda M.

Legend :

Knows Can Do Can Do Can Teach Can Improve

Basics With Help Without Help Someone Else
Training the process

Kaizen Introduction
9
WorkFlow – line balancing

Fishbone
Line

Takt time = Parts per day U Line

Time per day

L Line
Back to Back
Lines
I Line

Time per day

Parts per day

Data 420 production minutes per day

(8 hours = 480 min - 60 Minute Break)
Kanban Signal
g
6 parts per day To request a new
(120 parts per month - 20 Production Days delivery
KANBAN

Solution

TAKT =
420 mins /day= 70 min/part
6 parts /day

Kaizen Introduction 10
SMED - Quick Tool Changeovers

400

S ingle Set-up is:

M inute
200
E xchange of
100 D ies, tools
& fixtures
10

External
E t l
Before External
Before

Internal Internal

External
External After
After

Kaizen Introduction 11
 Total Preventative Maintenance
Effectiveness / INSPECTION TAG Sharing Maintenance Responsibility
TPM No.:

Capability
Date of Inspection Department Team Inspector

Machine Name & Number

Description of Malfunction

Corrective Action

Planned Date Person Responsible Planned Action verified by:

Predictive Production Maintenance
of Action Completion Date

Preventive maintenance • Top up fluids • Perform specialised

• Perform general maintenance
maintenance • Clean interior / outside
• Monitor machine condition
Autonomous • Call maintenance: detected or
maintenance suspected problems
maintenance
• Troubleshoot /fix actual and
potential problems
• Eliminate their root causes

Manufacturing Engineering
Reactive Improve maintainability and safety
maintenance time

Overall Equipment Effectiveness

9Equipment
Equipment failure 9Idling and minor stoppages
9Tool changes 9Scrap/rework
9Start-up losses
9Set-up/
Calibr
Simplify Access... 05/87

adjustments
F

Numerous Hinges Pear holes Grooves

9Reduced
bolts
E
speed

Handles Windows

TPM = elimination of waste + continuous improvement

Kaizen Introduction
12
PARAMETERS UNITS BEFORE AFTER IMPV'T REMARKS
House Keeping Score %
g
Ergonomics %
Quality ppm
Number of Parts in Process
Fl
Floor Space
S M2
Travel Distance (Mat'l) M
Travel Distance ((Man)) M
Number of people (all shifts)
Productivity
P d ti L
Production Lead
d Ti
Time
Value Added/Total %
TPE %
Bottleneck Process Time
Set-up time (last to first)
Number of Error Proofs

Kaizen Workshop Introduction 13