KAIZEN & LEAN

What Does Kaizen Mean?

KAI + ZEN
To modify, to change Think, make good, make better

= KAIZEN
Make it easier by studying it, and making the improvement through
elimination of waste.

A closer definition of the Japanese meaning of Kaizen is

"to take apart and put back together in a better way."
 Why Kaizen CPI (Continual Performance Improvement)
Process
Improvement
• Data Driven Methodology to Magnify Impact of
Project
Implemented Process Improvement
Savings

• Apply Control Techniques to Eliminate Erosion of

Improvements
• Proceduralize/Standardize Improvements for
Maintenance of
Process
Performance

Improved Maintenance of Critical Process Parameters

Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance

Kaizen Time Kaizen

Savings
• Use Small Teams to Optimize Process Performance
CPI
by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time
 The Nine types of waste

9 • Overproduction
Wastes • Delays (waiting time)
• Transportation
• Process
• Inventories
• Motions
• Defective products
• Untapped resources
• Misused resources
 1. Overproduction
9
Wastes To produce more than is required *
To produce before required *
*Required by external and internal customers
Elimination of Wastes and Continuous Improvement
• The Secret:
• Be Systematic
• Work with a versatile team
• Measure, evaluate
• Find the 5 Whys
• Follow up
• Standardize, make uniform
• Simplify
• Combine
• Prevent
• Make waste ugly
 Think Break

Exercise 1: Wastes Identification

Identify one example Possible cause Proposed Method of
of each type of waste Action measurement
below
Overproduction

Delays

Transportation

Process

Inventories

Motions

Defective products

Untapped
resources

Misused resources
 We will learn to:
• Recognize our lead-times
• Identify their components
• Reduce them with the help of
– the dedicated lines
– a one piece flow
• Establish dedicated lines
– in relation to family of parts
– in relation to TAKT time
• Attain one piece flow
When the delivery lead-time is bigger than the
manufacturing lead time:

This is life!
Delivery lead time

Manufacturing lead time

If not, it’s torture…

Delivery lead time

Manufacturing lead time

 What is the solution?

False appearance of a solution

Delivery lead time

Manufacturing lead time

Generate and
support stocks

Solution…
Delivery lead time

Manufacturing lead time

How to reduce the manufacturing lead time?
Delivery lead time

Manufacturing lead time

Identify and eliminate all wastes in our manufacturing

processes
Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours

?
 What are processes made of ?
Delivery lead time

Manufacturing lead time

Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours
Storage,

98% Transport,
Waiting time
 Visual Control & the Workstation

To Sort To Straighten
Ensure space for
Eliminate what’s each thing, and a
not absolutely thing for each space.
necessary No more searching.

The To Sustain
Maintain
5S continuous
effort. This is a
way of life. To Sweep
To Sanitize Maintain a clean
and orderly space to
Improvement of make problems
the workstation. easily identifiable.
Be organized to Eliminate rejects
reduce clutter. and scrap..
5-S Examples

Shadow board for cutting dies

 5-S Examples

Before After
 Visual Control & the Workstation

Ergonomics
•Adapt the workstation to the
employee
- more security
- more comfort
•Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints
 What is
LEAN

A systematic approach to identifying and

eliminating waste through continuous
improvement in pursuit of perfection.

Striving to do more with less, and do it

consistently.
Work Smarter Not Harder
 TEAMWORK
Form a team of people,
the people that actually
do the work

OBSERVE IDEAS
Analyze the current The team develops ideas
situation on how to eliminate waste

COMMUNICATION CULTURE
Make sure everyone knows Create a continous
the goals, the changes improvement culture.
being made, the successes, Always consider new ideas
and the failures
VALUE STREAM MAP
Key Concepts of Lean

Pokayoke
Kanban
Cellular Manufacturing
 Pokayoke

• Simple machines and mechanisms rather than

complex, high-tech ones
• Fool proofs operations and reduces/eliminates
mistakes in processes
• Devices are usually quite simple, inexpensive,
and either inform the operator that a mistake is
about to be made or prevent the mistake
altogether
 Pokayoke (cont’d)

• Pokayoke helps minimize defects before they

reach the customer
• Important to realize Pokayoke is not a solution
to the defect problem
• Investigation in the defect cause is essential to
elimination
• Ex. color-coding parts so they can not be
mixed up
 Kanban

• Card system that helps control flow

• Very effective in establishing JIT
manufacturing goals
• Easily understood and requires a relatively
simple setup
• Card should be attached to a product container
and contain essential information (part #,
quantities, etc.)
 Kanban (cont’d)

• There are two types of Kanban systems:

➢Production Kanban
➢Conveyance Kanban
• Production kanban signals the need for the
production of more parts
• Conveyance kanban signals the required
delivery of parts to the next stage of
production
 Kanban (cont’d)

• Environments with a highly fluctuating

demand and wide variety of product are less
likely to experience success
• Smaller kanbans at various sectors of a plant
may be helpful
 Kanban (cont’d)
Basic Rules of Kanban

➢ Kanban signal only used when the representative product is used

➢ Products are only issued/made when a kanban is received
➢ Only quality components are used
➢ There is no overproduction
➢ Manufacturing follows order in which kanban cards are received
➢ There should be a reduction of kanban cards over time
 Cellular Manufacturing

• Work cells are central to the idea of one piece

flow
• Ideally these work cells focus on a low range
of similar products
• Product continually moves around the cell to
each operation until complete at the end of the
“U”
 Cellular Manufacturing (cont’d)

• The u-shaped layout optimizes flow from one

station to the next
• Benefits include:
➢Higher throughput
➢Improved coordination
➢Strong sense of teamwork
➢Improved quality and productivity
➢Simplicity of cellular manufacturing
Cellular Manufacturing (cont’d)

11”
3
13”
12” 2 4

10” 1 5 8”
Cellular Manufacturing (cont’d)
Single Minute Exchange of Dies
(SMED)
 General Problems

• Large time losses due to setup are generally

accepted in many industries
• Expensive, high-tech equipment is often seen
as beneficial in saving time and money
 Lean Approach

• It is often the case that creativity and

simplicity is the best solution to these
problems
• Generally several smaller/simpler machines
will be more beneficial
 Benefits of SMED

• Reduced setup time • Increased flexibility

• Higher efficiencies • Elimination of waiting
• Increased capacity • Operators preference
• Reduced WIP’s • Stockless production
• Lower batch sizes
• Increased safety
 Internal Vs. External Setup

• Classification essential to effective SMED

system
• External Setup: One that may be completed
while machine is in operation
• Internal Setup: One that requires the shut down
of the machine for completion
 Internal Vs. External (cont’d)

• Primary goal is to change all internal setups to

external ones
• Reduce length of internal setup if unable to
convert to external
• Reduce length of all external setups as well
 Simple Suggestions

• Analysis of setup procedures using videotapes

• Use more people where available
• Use offline time as maintenance time
• Practice makes perfect
Example Tools
Example Tools (cont’d)

u-shaped washers Split thread bolts

SMED Examples
SMED Examples
 SMED and Lean

• SMED needs to be treated as a constant

improvement program
• Setup times can not be minimized overnight
• Continuous evaluation and exploration of
further improvements is absolutely necessary