F-SRZ-01.01-087-Rev.

Productivity Improvement
Through Kaizen and 5S
 Trainer’s Background
AJI WIJAYA KUSUMA, ST
Lean Manufacturing
Enthusiast & professional on Lean,
90%
Improvement, people development and
motivation. Industrial Engineering
90%
15 years experience in Apparel Industry
focus on practical lean implementation, Production Planning
80%
costing & capacity management

Current position : Efficiency Developer Apparel CMT Costing & CPM

85%
at Indonesia

Aji Wijaya Kusuma Supplier Capacity Management

85%
471.wijayakusuma@gmail.com

+62 815 7898 6913

https://www.youtube.com/user/471WijayaKusuma/featured

https://www.facebook.com/Lets-LEAN-788239307962079
 TARGET PELATIHAN (LEARNING OBJECTIVES)

1. Peserta memahami tentang jenis improvement

2. Peserta memahami pentingnya improvement yang meaningful & impactful

3. Peserta memahami mengapa Kaizen & 5S menjadi salah satu tools yang cukup
efektif untuk meningkatkan produktivitas

4. Peserta dapat menggunakan pengetahuan tentang kaizen & 5S untuk melakukan

perbaikan produktivitas
 TOPIK SILABUS
• Introducing : Type of improvement
• Meaningful & impactful improvement
• Why Kaizen & 5S
• Kaizen & 5S steps
• Real case implementation
• Q&A
• Post Test
Part 1
Type of Improvement
SIPOC DIAGRAM
 Type of Improvement

PROCESS/
LOCALIZE
IMPROVEMENT

VALUE STREAM IMPROVEMENT

 CONTROLLING &
COMPLEXITY PEOPLE RESULT

VALUE STREAM IMPROVEMENT

PROCESS IMPROVEMENT
Improvement CAN’T DO without

UNDERSTANDING the WASTE

The 7 WASTE
 Type of Improvement

IDENTIFY: Brainstorm PLAN: Come up with ideas as to

opportunities for improvement how the process can be
within an existing process improved (brainstorm)
workflow

REVIEW: After some time has EXECUTE: Implement the

passed, conduct an audit of the changes agreed upon by the
new process workflow to ensure team in the brainstorming
it's doing what you intended session
 Improvement Priority

IMPACT/BENEFIT
SMALL LARGE

EASY

2
Medium High
1
Priority High Priority
EASE
OF
IMPLEMENTATION

HARD
4 3
Low Priority Medium Priority

©Copyright 2009 Lean Associates, Inc.

Part 2
Meaningful & Impactful Improvement
 BUT VERY LESS

ALMOST ALL impact/connect to

(90%) Company people/business

have IE/ME/CI/ BUSY to IMPROVE but not

Lean/ giving meaningful impact to

Improvement
PEOPLE

Not A FUN
Team
BUSINESS

FACT
 Meaningful & Impactful Improvement

Improvement
Business
Activity
People

Connecting The Missing Link!


Improvement
Activity
Improvement team need to
understand which improvement
activity giving DIRECT IMPAC/
ASAP to people/business
Meaningful & Impactful Improvement
Business
Business team, need to
MEANINGFUL & IMPACTFUL Improvement
understand IMPACT OF
berarti :
improvement activity to
1. Sustain/Berkelanjutan, tidak hanya
selesai project lalu pelan-pelan business
ditinggalkan best practicenya
2. Involve & commit from process owner
and top management
3. Giving meaningful/direct impact to
PEOPLE & BUSINESS
Part 3
Why Kaizen & 5S
Why Kaizen & 5S
 3 GEN : Genba(Real Place), Genbutsu(Real
Product), Genjitsu (Real Facts)

Believe in PEOPLE

KAIZEN
KEY POINT Work as a Team & TEAMWORK, SMALL
GROUP ACTIVITIES Framework
PRINCIPLE
SAFE ENVIRONMENT & CHANGE
MANAGEMENT

There’s always room for IMPROVEMENT

 Why 5S
Improvement yang paling MUDAH, SEDERHANA,
LOW COST/INVESTMENT & bisa SEGERA dilalukan

Foundation of Kaizen

Lean tools lain tidak akan berfungsi dengan

optimal tanpa penerapan 5S yang baik

5S fokus membentuk good Dengan 5S MASALAH/

habit yang menjadi dasar PEMBOROSAN mudah
semua Lean Tools terlihat & segera diimprove
Part 4
Kaizen & 5S Steps
 IMPROVEMENT
MAINTENANCE KAIZEN
KAIZEN
New Goal

Goal

RAISING: Challenge
current standard,
increasing beyond
current standard/goal
MAINTAINING:
Maintain Current
Standard, Habit
REACHING: Start with No start to built Progress
Standard, Establish & Train
Standard
 Grasp
Reality/
Current Kaizen Steps
Situation
Do It Identify
Again Waste

Determine
Celebrate the target

Kaizen Cycle
Plan
Implement Counter
as standard
measure

Measure Make
Result Changes
 Set the scene, Kaizen Event Process
kick off Day 1

Report & Understand

Celebrate Current
Condition Day 2
Day 5 KAIZEN
STORY
(PDCA Cycle)

Implement Develop
Future State
Solutions Design
Day 3 & 4 Day 2 & 3
 5S Steps

Kegiatan 5S harus dimulai bertahap &

sesuai urutan seperti anak tangga

SEIRI SORT RINGKAS

SEITON SET IN ORDER RAPI

SEISO SHINE RESIK

SEIKETSU STANDARDIZE RAWAT

SHITSUKE SUSTAIN RAJIN

5S Steps
VISUAL WORKPLACE
VISUAL WORKPLACE
Visual Workplace/Factory Element
 Kaizen & 5S Implementation Road Map

2nd Kaizen
1st Kaizen 3rd Kaizen
Operation Waste
5S Company Wide Standardization
Management Elimination
&
Improvements
Create Kaizen
Daily/Weekly Management Meeting
Activity Board

Team Kaizen Basic Value Stream Mapping Kaizen Method &

TTT (Train the
Capability Knowledge & on Key Process/Value
Trainer) Training
Tools
Leadership Training Driver Training
Build Up
Senior
Create Kaizen Update in
Management
Organization Awareness Monthly Newsletter
Awareness Awareness Kick
& Email
Off

1st Month 2nd Month 3rd Month

 TIPS! Get
the HEAD Senior Management
first
Awareness
Kaizen Implementation Road Map – Newsletter
Kaizen Implementation Road Map – VSM
Start from
END
(CUSTOMER)
PETANI & LEAN
https://www.linkedin.com/posts/aji-wijaya-kusuma-a68b6772_awk-activity-6896833049384882177-
Iad_?utm_source=linkedin_share&utm_medium=member_desktop_web

Kegiatan improvement yg sukses harus diawali dengan komitmen

manajemen yg jelas, from top to down, terukur & punya WHY yg
kuat & meaningful. Ga tiba2 asal improve yg penting ada kegiatan
improvement. Yg penting papan visual keisi & klo ada tamu keliatan
wah 😱

Nah, klo tahapan dipetani apa? Menyiapkan lahannya dulu,dibajak

dulu supaya siap utk ditanami sambil disaat bersamaan pembibitan
sehingga saat tanahnya siap, bibit jg siap utk ditanami. Jangan lupa
pengairan hrs sll siap
 Lean Transformation Aligning

People – Process – Purpose

Culture of Improvement
empowerment Tools
 Align with Sense Of
Company Crisis/Urgent
Goal to Solve ASAP
Biggest
Customer
Claim
1. Start With BIG WHY 2. Clear COMMITMENT &
INVOLVEMENT
People Act based
3. Clear Objective/KPI & on what’s
MEASURED to
Timeline them

4. Communicate Effectively
(Data Story Telling)
Part 4
Real Case Implementation
 Patient Safety Alert
System Real Case Implementation
STORY: Virginia Mason’s executives viewed their organization as a
quality leader that worked every day to best protect its patients. At the
turn of the century, however, when they took a hard look at the data,
they realized they had a lot of work to do to correct the medical errors
that seemed endemic to health care in the U.S. and throughout the
world.

Current Condition: Responsibility to protect patient

safety on Company Executives. How to developing new
ways to identify and fix the safety problems that
threatened the organization’s patients every day

Improvement Idea :
PATIENT SAFETY ALERT SYSTEM
enables any employee to alert
managers or colleagues of
quality or process defects,
small or large
 Real Case Implementation
BEFORE
AFTER

Separate Knitting

High material
Transportation waste

Separate Toe
Closing
Combined Toe Closing &
Knitting
 Real Case Implementation

Description Before After % Improvement

Production per operator

200 226 13.0
(Dzn)

No. of operators 1061 905 14.7

Energy per machine (Kw) 1.08 0.46 57.4

# of machines 156 133 14.7

 Real Case Implementation

1. At least 2 process connected

(Loading, sewing and finishing)

2. Inventory controlled 4. Appropriate Metrics (QCDSM) 6. Standardized Work

8. Team Leader
Manage Value
7. 5S & Visual Management
stream as single
3. Andon System 5. ISQ (In Station Quality) entity from Loading
until packing
Real Case Implementation
Real Case Implementation
Real Case Implementation
 Real Case Implementation
STORY: White garment
always an issue to
cleanliness defect BEFORE AFTER
Current Condition:
Monthly AVG 20K pcs garment
goes to spot cleaning. Buyer
trust issue on cleanliness defect
(22% defect come from
cleanliness)

Improvement Idea :

5S Companywide, TPM,
Autonomous Maintenance
Real Case Implementation
Real Case Implementation
Real Case Implementation
Real Case Implementation
Real Case
Implementation
Real Case
Implementation
Real Case Implementation
Real Case Implementation
Real Case Implementation
Real Case Implementation
Real Case Implementation
Real Case Implementation
Real Case Implementation
Mechanic Skill Matrix
 Video Development Mechanic Skill

Test Skill

Train for mechanic

development
 Visual Control Mechanic Development Skill

Analyze Std
Education Skill Total
Time
Problem Update: Update: Update: Update: Update: Update: Update: Update: Update: Update: Update: Update: Update: Update: Update: Update:
No NAME Machine Setting
Focus 19 Feb 26 Mar 16 Apr 11 Mei 3 Jun 15 Jun 07 Jul 10 19 Feb 26 Mar 16 Apr 11 Mei 3 Jun 15 Jun 07 Jul 10
August August repair
+
(Minute
)

1 Dendi 3,7 3,8 3,9 3,6 3,7 3,9

2 Tatang 3,7 3,7 3,8 3,8 3,4 3,6 3,6 3,7
3 Aji Overdeck 2,0 2,6 3,6 3,0 2,9 3,3
(3 Jumping
4 Jenal 3,3 3,7 3,7 3,3 3,4 3,7 20
Neddle, Stitch
5 Andre Cutt ) 3,1 3,3 3,7 3,3 3,3 3,4
6 Hari 4,0 4,0 3,9 3,9
7 Willy 2,8 3,1 3,2 2,7 2,7 3,0
NOTE
SCORE REMARKS
0 Can not repairing machine
1 Can carry out basic repairing machine
2 Can carry out basic repairing machine + requires intermediate supervision
3 Can carry out basic repairing machine + requires advance supervision
4 Can carry out basic repairing machine , propose improvement ideas, be able to work with other
Dept. & can train other mechanics to make repairs
 Score Mechanic skill before & after project

SKILL MATRIX MECHANIC

3.9 4.0 4.0

3.6 3.7 3.7 3.7 3.8 3.7
3. 3.2 3.1
3.3

2.8

2.0

WILLY AJI ANDRE JENAL TATANG DENDI HARI

BEFORE AFTER
Result on machine breakdown
ADA PERTANYAAN?
 Layanan Lain dari PT. Sinergi Ruang Zaman

Jasa Pelatihan Jasa Konsultasi

Public & Dedicated (Offline & Online) Training Konsultasi, dokumentasi, audit
internal / assessment, dan
tindakan perbaikan serta
Sistem Manajement Mutu, Sistem Manajemen Keamanan Pangan, Sistem
Manajemen Kesehatan dan Keselamatan Kerja, Supply Chain
pendampingan untuk berbagai
Management, Food Safety Management dsb. macam implementasi Sistem
Manajemen
Program Pengembangan Kompetensi untuk Individu maupun Tim (Soft &
Life Skills)

Dan masih banyak lagi

TERIMA KASIH