KAIZEN Story

(QC Story)

JIPM-S
Masahiro Ishibashi

TPM is the registered trademark.

KAIZEN Story Procedure
１ Identify the losses
２ Selection and justification of the
subject
３ Understand the process and equipment
４ Grasp the actual situation This method sets up
a simple and clear
５ Establish objectives
sequence to solve
６ Make a plan the problems.
７ Cause analysis
８ Propose countermeasures
９ Carry out countermeasures
１０ Verify the results
１１ Standardization
１２ Future plans
 per M. Ishibashi

12. Future Plans

Sustain, Benefits, Roll Out, Prepare 1. Identify /
Project Summary, MP, etc. Classify
Begin a New Cycle
Losses
2. Select &
Justify
11.
Standard- KAIZEN Story (Biggest Loss First)

ization

Yes
12 Steps 3. Understand
process/
WereNo equipment
Objectives
Obtained?
4. Grasp the
Actual
10. Monitor
Situation
Counter-
measures
5. Establish
9. Implement Objectives
Counter-
measures
8. Propose 6. Make a Plan
Counter- 7. Cause
measures Analysis
 1. Identify the losses

Establish countermeasure
OEE Bottle neck
or Classify the losses
line or machine
OE
• Breakdowns
• Changes
Priority themes
• Start ups
in the plant, line • Chokotei
or equipment • Speed reduction
• Defects/rework
 2. Selection and Justification of the subject
(1) Select the subject
• The subject should be expressed as follows:

“XX of the DD in ○○” The losses due to

Chokoteis is
largest
XX Action - what you want to do... Direction and level
(reduce, eliminate, etc.) to which you want to solve the problem
i.e. ”Reduction of the defect rate in the filling process”
DD:What….The loss that we want to attack (No. Of
Stratification of
breakdowns, minor stoppages, quality defects, etc.)
chokoteis
○○: scope or reach…. Name of product, process, equipment or
labor in which you found the problem

• Start working on the biggest loss.

2. Selection & Justification of the subject
(2) Reason why you chose the subject -1
•Analyze the loss and make clear why you chose this loss
Classify and quantify the loss

•Make clear what exactly you want to do with that loss…

i.e. Improve the packing process task

→ How exactly do you want to improve?

Reduce the number of tasks involved?

Improve the productivity?

Revise and improve ergonomics?

Justification of the subject - 2

Top Management’s
• Urgency level
Policy
• Importance level
• Estimated results

• Common theme
• Grade of difficulty to
Department Policy solve
3. Understanding the process and
the equipment

 Summary of the process in question

 Summary of equipment in question
 Structure and mechanism of important points
(Structure diagram, lay out

Understand the basic rules and principles

• Confirm and review basic knowledge for cause

analysis
 4. Grasp actual situation
(1) Clearly define the control characteristics
• For example, what is defect ○○?
• How can you quantify it?
• What time unit do you use to control this data?
→Monthly? Daily?

(2) Establish Bench Mark (initial reference point)

• Cause→ If you do not know the level where you originally were before making
the improvement, you will not be able to measure the improvement after
applying the countermeasures.
• The benchmark should be the average of several months
• If you are dealing with a breakdown, you need the data of at least 3 months. If
this breakdown does not happen often, you need the data of at least one year as
Benchmark
5. Establish an objective

BM
Objective

• What?: Control characteristics that were defined in the

step where the actual situation was understood
• For when?: Due date to solve the problem
• What to do?:Numeric objective (Value)

Establish an ambitious but feasible target

 6. Make a Plan

No. Procedure

１ Identify the loss

２ Select the theme (cause)
３ Understand process or the
machine
４ Grasp actual situation
５ Establish objective
６ Make a plan
７ Causes Analysis
８ Propose countermeasures
９ Carry out countermeasures
１０ Verify results
１１ Standardization
１２ Future themes
 7. Cause Analysis
 Get to the root cause that makes the problem occur and have a
clear picture of what is wrong.
 Repeat the why why from the 4M standpoint.
 Make a list of all thinkable causes based on the principles and
basic rules
 Do not use “the fishbone diagram” because it is based only on
intuition and experience instead of facts.

* Apply each measure according to the

problem
• Why why analysis
• P-M Analysis
• Analysis of functions (times)
• Movement route analysis
8. Propose countermeasures
Study and evaluate countermeasures that are
permanent and don’t allow the recurrence.

Select the improvement measure considering the

following points;
the cost,
the restricting conditions,
impact on other processes and problems
 9. Carry out the countermeasures
 Even if the countermeasure is excellent, if the execution is
not correct, the problem will not be solved….

“How to carry out the countermeasure in a correct and

efficient way”

You will need a plant that establishes;

• due date
• who is responsible
• where it will be carried out
• how it will be carried out
 10. Verification of Results
Countermeasure 1

BM

Countermeasure 2

Objective

* Verify the control characteristics of the problem

* Check the results of each countermeasure… Verify which countermeasure was
really effective. Carry out horizontal deployment for similar equipments through
the really effective countermeasure and avoid wasting time or efforts.
* Quantify the tangible results and control characteristics (of breakdowns, chokotei
and defective rate) as much as possible.
 11. Standardization
 In order to prevent recurrences, clarify what items really
have to do with the cause and need to be maintained and controlled
(in relation to the 4 Ms)

 The results should be classified as follows so that you can sustain

and control them;
•Equipment related
“Cleaning, inspection and lubrication standards”
“Annual Maintenance Program” “OPLs”
“QM Matrix” (Quality)
•Labor related
“Manual for procedures and labors”

*Use the standards and verify that the results are being sustained.
 12. Future themes

Ask yourself;

 What can you do to obtain greater results?

 What do you have to do to sustain and control the results?

 What other related subjects are there?

 KAIZEN Story 12 Step
Team Members 6. Make a Plan 8.Propose 10. Check Results
4. Grasp the
List of detailed Countermeasure Results
Actual Situation
actions to perform
the QC story Deployment Plan for
Downtime Stratification implementing “O”(Zero)
100% (who, what, how
1.Identify/ and by when) Losses Impact
Classify Losses 7.Cause Who

Action 1
When

Chokotei
Analysis
Action 2

Action 3

4530 30 2005
Phenomena 20 05

Identification
Tools Application 5 Why´s 9. Implement Benefits
Countermeasures Tangible:
- Opportunities / Actual
2. Select Theme 5. Establish Intangible
and Justify Objectives
Before After 11. Standartisation
(e.g.: OPL) (e.g.: OPL) (e.g.: Provisional Standard,
Goal MP Information)
3. Understand
process/ equipment
Visual Control 12. Future Plans

Root Cause
Mechanism 0
Principle