KAIZEN

By Fahrudin Hariyadi NRP 2104 100 059

 Japanese management Kaizen Process-oriented way of thinking

Western management Innovation Result-oriented thinking

Why Use Kaizen?

1. To solve problems (without already knowing the solution) 2. To eliminate waste (Muda)
Transportation, Inventory, Motion, Waiting,

Over-production, Over-processing, Defects

3. Create ownership and empowerment 4. Support lean thinking

Definition of kaizen
History of Kaizen goes back to 1950s when Toyota implemented quality
circles leading to the development of Toyotas unique Toyota Production System and is now used throughout the world

KAI
To modify, to change

ZEN
Think, make good, make better

= KAIZEN
Kaizen is a Japanese term that means small, incremental, continuous improvement

Continuous Improvement
Is the continuous elimination of waste

Common Causes of Waste :

Layout (distance) Long setup time Incapable processes Poor maintenance Inconsistent performance

Poor work methods

Lack of training

measures Ineffective production planning Lack of workplace organization Poor supply quality/reliability

Seven Types of Waste

Overproduction
Build more than required, before required.

Waiting
Stop build to look for parts, tools, material, information

Transportation/Moving
Moving material, parts, tooling Transferring product between locations, into/out of racks

Process Inefficiencies
Unnecessary operations, too many inspections, not building to

customer spec
Inventories/Storage
Excess raw material, excess WIP

Unnecessary Motions
Walking, climbing, bending, searching, identifying

Defective products
Low Yields, mistakes leading to large reworks, sorting, inspection

Kaizen (Continuous Improvement)

Efficient stock control methods help Flexible working reduce costs and practices and improve cash-flow empowerment help Leadership seen as vital. Ability to communicate increase efficiency, a clear vision, take people reduce costs and along Fundamental principles with the vision and improve motivation often characterised as lean

Great attention paid to customer requirements and needs

to think about where the production reducing waste, company needs to be in zero defects, high quality 5, 10, 15 and 20 years Punctuality in all aspects delivery, control measures at all stages time manufacture, etc. supply,

Kaizen has three major components:

1. 2.

3.

Perceptiveness: All Kaizen projects are based on identified problems. Idea development: This stage requires more than one person to provide better innovative ideas; therefore, forming a Kaizen focus team for the identified problem is very important. In this team-assembly process, one key is putting employees who work in the problem area together in order to interact in this innovative team Decision, implementation, and effect: Kaizen is only valuable if and when it is implemented. In the decision-making process, the team identifies what appears to be the best solution, and the team is also responsible for evaluating the effect of the Kaizen process

The steps of this approach are summarized as follows:

1. Identify a problem. 2. Form a team. 3. Gather information from internal and external customers, and

determine goals for the project. 4. Review the current situation or process. 5. Brainstorm and consider seven possible alternatives. 6. Decide the three best alternatives of the seven. 7. Simulate and evaluate these alternatives before implementation. 8. Present the idea and suggestions to managers. 9. Physically implement the Kaizen results and take account of the effects.

Kaizen Cycle
Start Here
Do It Again Document Reality Identify Waste Plan Countermeasures

Celebrate

Make this the Standard

Measure Results

Reality Check

Kaizen
Make Changes

Verify Change

Kaizen
Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose

Act -Communicate - Implement improvement - Control

Measure - Validate improvement - Standardize - Update Procedures Focus - Eliminate Waste 5S - Seek Incremental Process Changes Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week

To eliminate waste

The 5-S Program

Seiri

segregate and discard get rid of what is not needed Seiton arrange and identify for ease of use a place for everything and everything in its place Seiso Clean Daily clean work place enhances quality

The 5-S Program

Seiketsu

Revisit frequently revisit the first 3 steps to maintain workplace safety and effectiveness
Shitsuki

Motivate to sustain promote adherence through visual performance measurement tools

waste

Implementation of 5S
Clear, shiny aisle ways Color coded areas Slogans, banners

No work-in-process ( WIP ) One-Piece Flow Standardized Work Sheets

Thanks for your attention