VSD TFM

Kaizen Inst-2009

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Kaizen Guru
KAIZEN INSTITUTE is a world-wide Organization, founded by Sensei Masaaki Imai. Renowned author of Books “Kaizen & Gemba Kaizen” Keys to Competitive Success. Appreciated Kaizen under Leadership of Prof. MS Pillai in 2003@SCMHRD-as Model for Edu. Inst.

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Where Were We ?
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What is the situation ?
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What Should We Decide To Do ?
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Improvement is the Process of Transformation - not just a change !
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KAIZEN

Road Map to World Class
World Class

JIT

Cost and Delivery … Elimination of all types of MUDA Quality of Equipment Quality of Product, Service, Systems, and Work
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TPM TQM

Kaizen Inst-2009

Kaizen Road Map of Steps to World Class
World Class

Integration of IT and JIT Electronic KANBAN
- Quick Delivery - Menu - Large Orders - JIT-Based design of equipment - Concurrent engineering - QFD - Extending JIT- KAIZEN - Monthly - Weekly - Daily - Hourly - Layout design

Order entry system Upstream management Supplier management Production scheduling Levelling Pull system Flow Production

- Small lot Production - Lead Time Reduction

JIT TPM TQM

- KANBAN - MIZUSUMASHI - store - Reserved Seat - standard work sheet, standard work combination sheet - AGV - Jidoka - Pokayoke - One piece flow - Low cost automation - U-shaped Cell - Dedicated line - Set-up KAIZEN (SMED)

TAKT TIME Production

Autonomous Maintenance - Initial Cleaning

- Discover Problem Areas 5s - Seiri - Seiton - Seiso - Seiketsu - Shitsuke - Cleaning and checking standards - Overall equipment Inspection - Autonomous Process Inspection - Standardization - Complete self-management

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Kaizen Mind
It is a

+ ve

attitude through :

1. The existing operation always has a lot of room for improvement. 2. The existing facilities and methods can always be improved by change in outlook, thought & action. 3. The accumulation of focused improvements make dramatic difference.
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Kaizen – What Is It ?
1. Process Improvement 2. Observation 3. Short Time 4. Zero Investment 5. Human Development & Empowerment 6. Profits & Savings – Plenty 7. Use of New Paradigms
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Kaizen Inst-2009

Is the Aircraft coming or going ?

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Before Marriage
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After Marriage

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Can U count the Black Spots ?
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SQC, TQM, ISO, LEAN, 6 SIGMA < CIP
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Imperfection Is Inherent In Nature ! Dr.David Starr Jordan

The great evolutionist, said ……

Try to overcome imperfection and if you succeed, other imperfections will come to the surface. Do not complain - That is the nature of the world. Keep on striving and correcting until You reach the state of absolute perfection. Kaizen Inst-2009

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Root Cause Analysis : Introduction
Problem or Problem or Unwanted Event Unwanted Event Occurrence Occurrence

Fix / Correct
Problems or Problems or Unwanted Event Unwanted Event Recurrence Recurrence

Symptoms Symptoms

Apparent Apparent Cause Cause Root Cause Root Cause
Kaizen Inst-2009

Prevent
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Traditional Steps In Working Phases of a Process Storage of materials or documents Transportation Processing Storage / waiting for being processed Multiple Handling Additional Checking Waiting for Usage
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Processing : • Essential Steps : The actual value-adding work on the materials • Setup Steps : Preparation & Corrections performed before and after each Assignment’s completion

Kaizen – Some Typical Misconceptions
Kaizen is for staff ; is not for Managers Kaizen is SMALL improvements only Kaizen is only a sort of implemented-suggestion scheme Any implemented improvement is Kaizen
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It

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- Quality Function Deployment -JIT - Quick Change Over - 5 ‘S’ - One Piece Flow - KANBAN - VSM for TFM

- Total Productive Maintenance - Supply Chain Management - Visual Management - Zero Defects (Poka Yoke) - Small-Group Activities - Activity Based Costing - Q.C Tools

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Managers Supervisors Operatives

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Meaning of Gemba In Kaizen, Is Where....
1. Real work Is Done, 2. Value Is Created, & 3. Problem is Solved.
Gemba Leader’s Role Is To Assist & Not To Tell Operatives / Staff What To Do.

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Conventional Work Design

Management Of Control Customer Expectations Gemba
Kaizen Inst-2009

Customer Satisfaction

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Kaizen Culture @ Gemba
Role – Provide Support to Gemba

Gemba Customer Expectations Management Of Support Customer Satisfaction

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ACHIEVING EXCELLENCE
IS QUITE SIMPLE BUT DIFFICULT. EXCELLENCE LIES IN DOING WHAT EVERYBODY COULD BUT DOES NOT !

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Why Insignificant Money & Time ?
Kaizen Replaces Money & Time By:

   

Observation – through 6 Senses. Own Intelligence. Own Physical Effort. Use Techniques & Tools of High Output, Quality & Before Time.

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Understanding Kaizen
Literal Meaning : Kai Always Improvement - Event to MBM - Enforcement of Change Paradigm Shift Zen Good Change Continual For The Better

Kaizen Is A Journey From : to Cause - MBR - Gross to Micro to Inducement of Change - Conventional Habit to

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Muda - how to see it?
• What should flow : – Material in a plant – guest in a hotel – document in an office • Is it stopping? Muda! • Is it re-tracking? Muda! • Is it piling up? Muda! • Reprocessing? Muda!
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Muda = “Waste” with a special meaning

Kaizen Inst-2009

3 D Principle


Dirty

DANGEROUS

Difficult
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How to respond to criticism ?
• The best way to improve is to take seriously the criticisms directed at you. Checkpoints :Response to criticism is also based on 4W & 1H Principles
1. WHAT & WHERE ? Respond … - At the actual place - In the actual situation - With the actual items

2. WHEN & WHY? Respond 2. HOW ? Respond - Immediately … Thoroughly - Without hesitation - Thoughtfully - Respond to specific problem

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Willingly

Criticism Problem Reason

Response What & Where When & Why? How?

X “ I know it !” X “ I’ll think about it.” “Thanks! I understood and I’II act on it right away ! 31 ”

Kaizen Inst-2009

Developing Discipline
Person good at giving criticism

Discipline Person good at accepting criticism Person Committed to work
4W & 1H
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Kaizen Inst-2009

10 Basic Principles for Improvement
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Remove all the fixed ideas about how to do things. Think of how the new method will work-not how it won’t. Don’t accept excuses. Totally deny the status quo. Don’t jump to perfection. A 50 % implementation rate is fine provided it’s done on the spot. Correct the mistakes the moment they’re found. Improvements do not require money, but the Ideas ! Problems give a chance to use our brain. Ask “Why?” at least 5 times until you find the root cause. 10 Members’ ideas are better than one person’s. Improvement knows no limit !
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Improving Customer Response Time
Value-added activities Before Process improvement VA NVA Response time After Process improvement VA NVA Response time After replenishment system improvement VA NVA Non-Value-added activities

Response time
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Where Do We Wish To Go ?
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Only an Individual who keeps on learning continually, is prepared to become the best
Thanks to Team SCMLD for your keen interest & sincere efforts.

presented by Prof. Rajen G. – Senior Consultant, Kaizen Institute
Cell- + 91-98220 41535 e-mail: rajenkaizen@gmail.com
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