KAIZEN UNDAMENTS

MFG SOURCE:
Implement the best possible, lean combination of the 3Ms

KAIZEN eyes for:

the identification and elimination of
Waste Fluctuation Unreasonable Practices

UTILIZE CONCEPT:focusing
on the 3Ss (SSS tip)

he never ending in the 5 Steps to Kaizen

5. Kaizen-Layout 4. Kaizen-Equipment 3. Kaizen-Flow & Process 2. Standardization Observation

1.

to become a lean, agile enterprise

KAIZEN BASIC CONCEPTS

Basic But Important Concepts For Kaizen

Immediate Kaizen Opportunities

Motion Kaizen Material Presentation Kaizen Material Replenishment Kaizen

Support the Operator Find Interruptions

Cycle Time Interruption Management

Types of Processes
Internal Process External Process

Types of Scenarios
Normal Scenarios Abnormal Scenarios

1. OBSERVATION
What is happening on the work area?

Watch, review, and record each step of the process Break down the process and motion into discrete steps Identify sources of variation in material and information flow Identify all interruptions and their cycle time Identify opportunities for standardization

Maintenance systems Quality systems Material systems Management systems Cell processes Information systems

1. OBSERVATION
After an initial observation:

Make a process vision for each department / area Track progress using a map based on the 5 kaizen steps
Observation Standardization Flow Machine - Layout Plan - Do - Check - Action Review and plan on weekly basis

Transfer ownership of lean implementation to area managers Increase overall employee participation in lean implementation

Implement countermeasures Why Standardization, Why Can not?

Each activity, motion, method, or process is performed in the same manner, every time It provides predictability and the values for measuring performance It provides the starting point for Kaizen activity It is everyones responsibility to perform but managements responsibility to enforce

2. STANDARDIZATION

Interruptions must be standardized and then eliminated, Interruptions are management issues, not operators issues

Interruptions must be categorized as normal operating interruptions and extra ordinary interruptions Normal interruptions are cyclical and must have countermeasures developed to ensure the material flow continues
material replenishment, preventive maintenance, operator

support, work place organization, training, etc Management must support the operators and prevent interruptions

2. STANDARDIZATION
Management must learn how to take advantage of interruptions based on the interruptions cycle time while working to eliminate them

Standardization allow predictability, and predictability allows to take advantage of interruptions

Extra ordinary interruptions must have a standard

process to deal with them

Extra ordinary interruptions must be normalized and converted into

normal interruptions

INTERRUPTION MANAGEMENT:
ESTABLISH STANDARDS FOR NORMAL SCENARIOS ESTABLISH STANDARDS FOR ABNORMAL SCENARIOS ABNORMAL, BUT NORMAL ABNORMAL NORMALIZE ABNORMAL SCENARIOS ONE LEVEL DOWN

% 80/20

% % 80/20 80/20

% 80/20

3. KAIZEN-FLOW & PROCESS

Flow & Process Kaizen

Improve the material and information flow on or to the work area Re-balance and combine various parts of the baseline process (improve man/machine ratios) Improve all routes (scrap, audit, maintenance, material, rejects) in order to support the operator and the process

4. KAIZEN-EQUIPMENT

Equipment / Tooling / Machine Kaizen

All improvements should support the operator Improve fixture placement and / or fixture design Improve machine cycle times Simplify machines and shrink tables / stands Group but do not combine process steps Standardize and simplify health & safety protection devices

5. KAIZEN-LAYOUT

(Cell) Layout Kaizen

Improve the Man-Machine-Material ratios through changes to the overall layout of the cell Scope can be simple rearrangement or complete cell shape/flow redesign

LEAN IMPLEMENTATIO THROUGH KAIZEN

Implementation MethodN

Focus lean implementation efforts on the Five

Kaizen Steps

Utilize standard approach and if necessary worksheets for the five steps Create a process layout vision for each work area (3-6 month period) Lean activities progress reviews
Review and plan weekly lean activity by area Transfer ownership of lean implementation to area

managers Increase overall employee participation in lean implementation