Kaizen 12 Steps Continuous Process Improvement

Kaizen Story
WCM Training April 2013

Kaizen Story
What is the Kaizen Story?
 It is the operational tool used by the teams to develop a single
focused improvement
Internal
VJD/2013
Kaizen Story
What is the Kaizen methodology
What does it mean Kaizen?
Kaizen = Continuous Improvement

Kaizen philosophy is based on a principle:
“Energy comes from bottom line", so that in a company the result is not
only due to management decisions but, in the most cases, it’s due to direct
activities on products and processes.
Kaizen Story
Kaizen route 12 steps
The systematic approach of Kaizen methodology allows to:
 Progress in a systematic way with small steps .
 Understand the content and the purpose of single activities
 Achieve and maintain results
 Assure to be able to repeat the improvement route every

time it will be necessary
 Be based on facts and elements and not on judgments
 Keep track of history of work team
 Control automatically the progress of activities
 Reduce possibilities to cause mistakes in evaluation
 Capitalize the experience acquired and transfer it inside the
company
Team Methodologies
Kaizen route 12 steps
1
• Identify/Classify losses
2 • Select Theme and Justify
3 • Understand process and equipment

Seven
Seven steps
steps for
for the
the losses
losses
4
• Grasp the actual situation
causes research
causes research
5
• Establish Objectives - validate the target
6 • Make a master plan
7 • Causes analysis
8
• Propose countermeasures
Two
Two steps
steps for
for the
the research
research of
of
solution
solution
9
• Implement countermeasures
1 • Check results
0
1 • Standardize - prevent reoccurrence Three
Three steps
steps to
to finalise
finalise the
the
1 Team
Team activity
activity
1 • Future plans
2
More than half of the Kaizen steps is dedicated to the research of the causes
of the losses, only two for the solution research.
Look at the problem causes first!! ……then at the solutions
Kaizen 12 steps 1.Classify losses
Step 1: Identify/Classify losses
At the beginning, the Team

TEAM 358 Sponsors define the name of the
TEAM 358
BORDI ANILOX DANNEGGIATI
BORDI ANILOX DANNEGGIATI team, the members, the target and
the team deadlines .
MEMBER
LEADER OPERATOR PRINT AREA
MEMBER
RACCOLTA DATI
WCM SUPPORT PRINT AREA OPERATOR PRINT AREA
LEADER
RACCOLTA DATI
WCM SUPPORT PRINT AREA
MEMBER
OPERATOR PRINT AREA
DEPUTY MEMBER
PRINT AREA MANAGER RACCOLTA DATI
OPERATOR PRINT AREA
DEPUTY
Start team week
PRINT AREA48 -----------END team
MANAGER week 06
RACCOLTA DATI
Start team week 48 -----------END team week 06
They need also to:

 Assure the focus on strategic priorities (KPI)
 Identify main losses through a pareto diagram
 Objectively give reasons for choices and provide
quantification of losses linked to:
• Number of cases in a certain period
• Hours of stop production
• Waste rate etc…
PAY ATTENTION: During the classification of the issue it’s better to express the problem
objectively and avoid the hazard jumping to conclusions and early possible solutions!
Kaizen 12 steps 2. Select Theme
and Justify
Step 2: Select Theme and Justify
Loss identification
 The Team Sponsor explains the problem (loss) that
must be solved: elimination of breakdown/waste or
reduction of organization time, etc….
 The issue must be clear, brief and complete,
comprehensible for the Team and for everyone.
Target identification
The Team target must have specific requirements:
• Must be specific
• Must be measurable
• Must be achievable
• Must be relevant
• With a suitable deadline
(to the relation target/closedown of Team))
Kaizen 12 steps 3. Understand
process and
Step 3: Understand process and equipment equipment
The Team starts to work focusing on:
 Process maps Check area

 Standard Operation Procedures
 Related OPL
 Studying and understanding in a

exhaustive way the process the
team is focused on.
 Understanding current conditions
of system performance,
materials, control systems,
temperatures, lubrication
systems etc..
Kaizen 12 steps 3. Understand
process and
Step 3: Understand process and equipment equipment
 It’s extremely useful to do drawings, outlines and diagrams of

the main parts and machine devices RACCOLTA DATI DA P2
RACCOLTA DATI DA P2
SQUADRA FORMATO DATA / ORA TURNO TORRE ANILOX
 Fill in a table for gathering the data related to the observed

SQUADRA FORMATO DATA / ORA
1 1000 21/01/10 5.35
TURNO
1
TORRE
1
ANILOX
160#
1 1000 21/01/10 5.35 1 1 160#
system 3
3
500
500
22/02/10 22.29
22/02/10 22.29
3
3
2
2
160#
160#
6 1000 11/05/10 17.50 2 2 260#
 Check the correct application of all estimated procedures. 5

6 1000
1000
11/05/10 17.50
27/05/10 8.02 1
2
7
2 260#
315#
(Restore Basic Conditions) 6

5 1000
1000
27/05/10 8.02
24/06/10 19.18 2
1
1
7 315#
315#
6 1000 24/06/10 19.18 2 1 315#
2 1000 21/07/10 14.46 2 4 160#
Tetra Pak Carta S.p.A. Standard di Ispezione O.P.L. Macchina: M16 Data di emissione : 07.10.08
07.12.08 2 1000 21/07/10 14.46 2 4 160#
Area: Macchina:BM16
1 1000 06/09/10 21.18 3 4 260#
Tetra PakRubiera
Carta S.p.A. /
Standard
Cod.doc.SGI: di Ispezione WCM 212 046
O.P.L. Redazione:
Data diTeam MA n°:212
emissione 07.10.08
07.12.08
Cambio carter 1 1000 06/09/10 21.18 3 4 260#

1. PUNTO DI ISPEZIONE 2. TITOLO
Rubiera O.P.L./
Cod.doc.SGI: WCM 212 anilox
046 Area: B Redazione: Team MA n° 212
4 500 08/09/10 6.17 1 2 260#
1. PUNTO DI ISPEZIONE 2. TITOLO O.P.L. Cambio carter anilox
B.8 4 500 08/09/10 6.17 1 2 260#
5 500 07/10/10 13.31 2 3 160#
B.8
5 500 07/10/10 13.31 2 3 160#
3. TIPO DI ISPEZIONE
4 1000 08/10/10 11.40 1 5 160#
Osservare
3. TIPO X
DI ISPEZIONE
4 1000 08/10/10 11.40 1 5 160#
2 500 20/10/10 19.44 2 3 160#
Ascoltare
Osservare X
2 500 20/10/10 19.44 2 3 160#
Ascoltare
Toccare X
6 500 15/11/10 7.09 1 3 260#
OdorareToccare X
6 500 15/11/10 7.09 1 3 260#
Misurare
Odorare
1 500 14/06/10 9.24 1 5 260#
Misurare
Lubrificazione
1 500 14/06/10 9.24 1 5 260#
4. ATTREZZI Lubrificazione 5. DESCRIZIONE ATTIVITÀ (cosa fare) 6. SPIEGAZIONE DELLE ANOMALIE (cause)
2 500 09/07/10 5.17 2 7 260#
4.Lubrificazione
ATTREZZI 5. DESCRIZIONE ATTIVITÀ (cosa fare) Anomalie:
6. SPIEGAZIONE DELLE ANOMALIE (cause)
2 500 09/07/10 5.17 2 7 260#
Lubrificazione
Cacciavite Cambio carter anilox tutte le volte che si Anomalie:
Se non puliti creaano problemi di stampa sporca.
4 1000 06/09/10 11.09 1 6 315#
Cacciavite
Calibro ritiene opportuno,
Cambio carter pulire
aniloxiltutte
bordo del cilindro
le volte che si Se non eventuali
puliti creaano problemi di stampa sporca.
Cartellinare anomalie 4 1000 06/09/10 11.09 1 6 315#
porta cliché
ritiene e cilindro pulire
opportuno, porta Anilox
il bordosia
dellato
cilindro
MetroCalibro
Opertore e Trasmissione
porta cliché da residui
e cilindro porta di sia
Anilox colore
lato
Cartellinare eventuali anomalie 3 1000 20/09/10 9.18 1 6 315#
Termometro
Metro conOpertore
un pannoeunido di detergente
Trasmissione da residui di colore 3 1000 20/09/10 9.18 1 6 315#
Straccio X
Termometro
THYPHOOM 10%unido di detergente
con un panno 5 1000 27/09/10 8.10 1 5 260#
Scopa
Straccio X . THYPHOOM 10% tenuta aria infilaggio
Controllo valvole
cliché 5 1000 27/09/10 8.10 1 5 260#
GuantiScopa X . Controllo valvole tenuta aria infilaggio
5 500 22/11/10 16.28 2 1 160#
ScalaGuanti cliché
X
5 500 22/11/10 16.28 2 1 160#
Scala da conservare nel Punto di Ispezione
Data ritiro copia cartacea: MOD 82200 026 / 0
Data ritiro copia cartacea: da conservare nel Punto di Ispezione MOD 82200 026 / 0
Provide drawings and explanations of mechanism functioning, force

us to elaborate on and to understand the processes.
Drawing a draft is the best way to communicate, it contains all necessary information. The
content could be communicated immediately to everyone and possible mistakes could be
identified and eliminated by the board observer.
Kaizen 12 steps 4. Grasp the
actual situation
Step 4: Grasp the actual situation
A. 5W+1H
If we suppose to write a robbery report,
at the beginning of the article it’s necessary to say:
tify the
− Who’s the victim Iden
phenomena
− What has been stolen

− Where did the robbery take place
− When did the robbery take place
− Which techniques the robber used
− How did he enter and go out
5W+1H: It allows, in few questions,

to have a focused view of processes
and potential problems, so that it is
provided a clearer background, on
which to apply other analysis tools.
actual situation
5W+1H tool allow us to clear the actual situation from a lot of different
hypothesis, only by answering these six questions….
WHERE
WHO
Identify the
phenomena
WHO ? • Check any variation between people involved in the
process.
Examples -
• Who did it involve?
Man • Is there any variation between people involved in the
activity, temporary or experienced people?
• Is there any difference between the shift from
morning / afternoon / night?
WHAT ? • Check any variation due to the raw material.

Examples
Material • Differences between the batches?
• Is there difference related dimension, weight, size…
WHERE WHERE
?
• Check any variation due to the equipment, parts,
components.
Examples
• In which process and which machines the problem
WHAT Machine appears?
• Is there any difference between the diverse machines,
the types of machine?
• Is there any variation related to tools, devices..?
WHEN ? • Check any variation due to the time or conditions.

Examples
• The problem appears at the beginning of the shift? In
the middle?
Period or • Is there weather variations associated to the
Seasonality problems?
• Is there difference related to the season of the year?
• The problem can be found after a set-up activity?
WHICH ? • Check if there is any feature that shows a trend

through a period of time.
Examples
Tendency • What is the trend?
• It is a certain product or Customer?
• Is it becoming stronger, more often?
HOW ? • Check how the effect happened.

Examples
…….then we continue our work in Step 4

•Is it very often or rare?
Status •Does it appear gradually or suddenly?
•Is it continuous or discontinuous?
•Is the interval regular or irregular?
actual situation
B) 5Gs Genba / Genbutsu / Genjitsu / Genri / Gensoku:

Genba – Go directly to the place where the problem has been found
Genbutsu – Examine the fault and where it is originated
Genjitsu – Check facts and values Identify the
phenomena
PAY Attention: You can’t solve a problem only by discussing in a meeting room...
Go to Gemba, touch, smell, look, hear…. feel the problem with your senses.
actual situation
C) Describe anomalies
• The 3G will allow to outline anomalies found.
• They will be a key input for the analysis of Root Cause in step 7.
Identify the
phenomena
Anomalies
Corrective actions for the
most evident problems
• It’s possible starting to
perform actions in this step,
without waiting for step 9.
• For example: if there isn’t a
standard (OPL,SOP) for a
critical step linked to the
problem, it will be
necessary to directly react,
without waiting for step 9.
Pay Attention:
Don’t think you have already solved the problem Root Cause!! This step is similar to the “Restore
basic conditions” usually adopted in WCM activities. We have not started the analysis yet!
actual situation
D) Phenomena identification
 The Phenomena identification is the specific
description of how the problem, the fault in Identify the
phenomena
this case, could be observed.
ANILOX DAMAGED
 Step 4 activities will be closed

with the formal identification of
“Phenomena Identification” that
become the starting point for
step 7.
PAY ATTENTION: Don’t confuse “Phenomena identification” with “’Root Cause”...

Kaizen 12 steps 5. Establish
Objectives
Step 5: Establish Objectives - validate the Target
• When Step 4 has been well completed:
 The team will be able to confirm

the target, keeping in mind the
Zero/Eradication principle.
 the Team Sponsors

should agree and validate it.
Kaizen 12 steps 6. Make a
Master Plan
Step 6: Make a Master Plan
• Also in this case, when step 4 has been fully completed, the
team would be able to construct a Master plan.
 the Team Sponsors should agree and validate it.

Kaizen 12 steps 7. Causes
analysis
Step 7: Causes analysis 4M
5 Why
why-why Analisys TEAM 358 ANILOX DANNEGGIATI AL BORDO
DESC RIZONE
DE L wh y 1 y/n why 2 y /n wh y 3 y/n w hy 4 y/n why 5 y/n w hy 6 y/n Co rrective Act ion Plan Resp . Sta tus
PR OBL EMA
CARTERIN O RACC OGLIGOC CE ERRORE
Bordi anilox danneggiati

POSIZIONATO MA LE C HIU SU RA
C AR TER S ED E FISS A
LÒP ER ATORE NO N P UÒ
y y R AC COGLOG
OCCE
N SBAGLIAR E IL
Summarizing the work done in Step 3:

(OPERA TORE ) MONTAGGIO .
FR IZIONE TRA CA RTER E DUR AN TE LA B OR DI LATERA LI BORDI

PARAM AN I CH IUS URA S UPERIORI CAR TER E LA TER A LI
AV VIENE UNA S UPP OR TI P ARAM ANI SI SUP ERIOR I C AR TER
FRIZION E DI y y TORS IONE

/D EFORM AZIO
y U RTA NO
y CAR TER
TR OPP O
y A MM AC CATI y A CT ION 1:
DEFORMATI
CORP O NE DEL LA RGH I PR OGETTO N ON
ESTRAN EO CA RTER OTTIMALE :REV ISIO NE E 45 /48
C ON A NILOX RIDIMEN SIONAMEN TO
ERROR E DI C ARTER PER AUMEN TO
PR OGETTAZIO TOLLERANZA
NE TR ESU
y y
DOTTIF
L UCCH I D ONE
AC TION 2:
y Numerazio ne x 48
R int racciabilit à C art er
L UCCH I D ONE
MATERIALE
RAC LA NO : IN QU ANTO
TRO PPO ROVINERE BB E A NILO XIN
DUR O
N ALTRE ZONE E N ON S OLO A I
LATI
CAR TER INO V ERIFI CA SUL CAM PODELLA

COPR I/ANILO CORRETTA POS IZIONEED IN CA SO
CONTRA RIO SI ROV INEREBB E OGNI
X PR OVOCA
ATTR ITO N A NILOX MONTA TO
- Understand process and principles….
….and the analysis done in Step 4:

Understand the current situation
Finalized with the “Phenomena Identification”……
….all possible causes will be examinated during brainstorming

sessions, using 4M and 5W methodologies, starting from the
“Phenomena Identification”.
analysis
What is the purpose of 4M analysis?

5 Why
To understand possible causes at the start of “Phenomena Identification”, related

DESC RIZONE
PR OBL EMA

y y R AC COGLOG
OCCE
N SBAGLIAR E IL


/D EFORM AZIO
y U RTA NO
y CAR TER
TR OPP O
DEFORMATI
the findings to the pertinent M. In this way, the represented diagram will show the
NE TR ESU
y y
DOTTIF
L UCCH I D ONE
AC TION 2:
y Numerazio ne x 48
L UCCH I D ONE
MATERIALE
DUR O
LATI

X PR OVOCA
nature of possible causes divided in the 4 areas.

UOMO MACCHINA
UOMO 1MACCHINA
FRIZIONE CORPO ESTRANEO
1 DISTRAZIONE NEL MONTAGGIO 1 FRIZIONE CORPO ESTRANEO
1 DISTRAZIONE NEL MONTAGGIO 2 URTO CORPO ESTRANEO
2 URTI ACCIDENTALI 2 URTO CORPO ESTRANEO
2 URTI ACCIDENTALI 3
3 DISTRAZIONE NEL TRASPORTO 3
3 DISTRAZIONE NEL TRASPORTO 4
4 TEAM OPERATORI 4
4 TEAM OPERATORI 5
5 5
5 Modo di difetto
Modo di difetto
ANILOX
DANNEGGIATO
ANILOX
DANNEGGIATO
1 MONTAGGIO ANILOX 1 MATERIALE RACLA DURO
1 MONTAGGIO ANILOX 1 MATERIALE RACLA DURO
2 STOCCAGGIO (LUOGO) 2 ANILOX NON CONFORME
2 STOCCAGGIO (LUOGO) 2 ANILOX NON CONFORME
3 STOCCAGGIO (MATERIALE) 3 SPECIFICA ANILOX
3 STOCCAGGIO (MATERIALE) 3 SPECIFICA ANILOX
4 4
4 4
5 5
5 5
METODO MATERIALE
METODO MATERIALE
“Possible causes” can be the consequent effects of other causes, so the search
continues. At the end of this analysis, that includes the 3G’s verification, some of the
possible causes, the most relevant, are selected to continue the analysis with a 5Why
tool….
PAY ATTENTION: the visibility is an important factor for participation, assuring that
boards which are used for diagram, are placed in visible areas.
analysis
Analysis of 5Why: what is his purpose? DESC RIZONE

DE L
PR OBL EMA
5 Why
wh y 1 y/n
why 2
CARTERIN O RACC OGLIGOC CE

y /n wh y 3
ERRORE
y/n w hy 4 y/n why 5 y/n w hy 6 y/n Co rrective Act ion Plan Resp . Sta tus

y y R AC COGLOG
OCCE
N SBAGLIAR E IL


/D EFORM AZIO
y U RTA NO
y CAR TER
TR OPP O
DEFORMATI
NE TR ESU
y y
It’s the tool necessary to formalize all causes and correlate causes
DOTTIF
L UCCH I D ONE

AC TION 2:
y Numerazio ne x 48
L UCCH I D ONE
MATERIALE
DUR O
LATI

X PR OVOCA
to finally achieve the root cause of our problem.
DESCRIZONE
DEL
DESCRIZONE why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n
PROBLEMA
DEL why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n
CARTERINO RACCOGLIGOCCE ERRORE
PROBLEMA
POSIZIONATO MALE CHIUSURA
CARTERINO RACCOGLIGOCCE ERRORE SEDE FISSA
CARTER
POSIZIONATO MALE CHIUSURA LÒPERATORE NON PUÒ
y y
RACCOGLOG
N
This analysis must be proved
SEDE FISSA
CARTER
OCCE SBAGLIARE IL
LÒPERATORE NON PUÒ 
y y
RACCOGLOG
(OPERATORE )
OCCE
N MONTAGGIO .
SBAGLIARE IL
(OPERATORE ) MONTAGGIO .
FRIZIONE TRA CARTER E
PARAMANI
DURANTE LA
CHIUSURA
DURANTE LA
BORDI LATERALI
SUPERIORI CARTER E
BORDI LATERALI
BORDI
LATERALI
BORDI
by current data (work done in
AVVIENE UNA SUPPORTI PARAMANI SI SUPERIORI CARTER
step 3 and 4). If we don’t have

PARAMANI CHIUSURA SUPERIORI CARTER E LATERALI
FRIZIONE DI y y TORSIONE
y
AVVIENE UNA
/DEFORMAZIO
URTANO
y
SUPPORTI PARAMANI SI
CARTER
SUPERIORI
TROPPO
y AMMACCATI
CARTER y
DEFORMATI
CORPO
NE DEL
/DEFORMAZIO
y URTANO
y CARTER
LARGHI
TROPPO
y AMMACCATI y
ESTRANEO DEFORMATI
enough data, it will be

CORPO CARTER
CON ANILOX NE DEL LARGHI
ESTRANEO CARTER ERRORE DI
CON ANILOX
PROGETTAZIO
ERRORE DI
y NE TRESU
y
PROGETTAZIO
NE TRESU
y
y
necessary to obtain further.
 This analysis must be done for
MATERIALE
RACLA
MATERIALE
NO : IN QUANTO
every Possible Causes
TROPPO ROVINEREBBE ANILOX IN
N
identified and selected in the
RACLA NO : IN QUANTO
DURO ALTRE ZONE E NON SOLO AI
DURO
N ALTRE ZONE LATI
E NON SOLO AI
LATI
4M activity
CARTERINO VERIFICA SUL CAMPO DELLA
COPRI/ANILO CORRETTA POSIZIONE ED IN CASO
CARTERINO VERIFICA
CONTRARIO SUL CAMPOOGNI
SI ROVINEREBBE DELLA
X PROVOCA
N
COPRI/ANILO
ATTRITO
CORRETTA POSIZIONE ED IN CASO
ANILOX MONTATO
CONTRARIO SI ROVINEREBBE OGNI
X PROVOCA
ATTRITO
N ANILOX MONTATO
Pay Attention: the knowledge of the root cause of a problem is the main premise to
be sure to definitively solve it.
analysis
Analysis of 5 Why : How do you do?

5 Why
If it’s possible, quantify statements, go to Gemba and verify.


DESC RIZONE
PR OBL EMA

y y R AC COGLOG
OCCE
N SBAGLIAR E IL


/D EFORM AZIO
y U RTA NO
y CAR TER
TR OPP O
DEFORMATI
NE TR ESU
y y
DOTTIF
L UCCH I D ONE
AC TION 2:
y Numerazio ne x 48
L UCCH I D ONE
MATERIALE
Be precise in using terms and avoiding general ones, (Worn Out)

DUR O

LATI

X PR OVOCA
 Number the causes and actions to maintain a link between cause and action
 Go ahead until the achievement of the Root Cause of every problem
DESCRIZONE
DEL
DESCRIZONE why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n
The Root Cause of a problem is

PROBLEMA
PROBLEMA POSIZIONATO MALE CHIUSURA
CARTER
the origin of a chain of events that

y OCCE
y
RACCOGLOG
CARTER N SEDE FISSA
SBAGLIARE IL
LÒPERATORE NON PUÒ
y y
RACCOGLOG
(OPERATORE )
OCCE
N MONTAGGIO .
SBAGLIARE IL
PARAMANI
PARAMANI
DURANTE LA
CHIUSURA
DURANTE LA
AVVIENE UNA
CHIUSURA
BORDI LATERALI
SUPERIORI CARTER E
BORDI LATERALI
SUPERIORI CARTER E
BORDI
LATERALI
BORDI
SUPERIORI
LATERALI CARTER
brings the problem itself.
FRIZIONE DI y y
TORSIONE
y
AVVIENE UNA
/DEFORMAZIO
URTANO
y
CARTER
SUPERIORI
TROPPO
y AMMACCATI
CARTER y
DEFORMATI
CORPO
FRIZIONE DI y NE DEL y
TORSIONE
/DEFORMAZIO
y URTANO
y CARTER
LARGHI
TROPPO
y AMMACCATI y
ESTRANEO CARTER DEFORMATI
CORPO NE DEL LARGHI
CON ANILOX
CON ANILOX PROGETTAZIO
 The Root Cause of a problem is

ERRORE DI
NE TRESU
y PROGETTAZIO y
NE TRESU
y y
identified when it’s possible to

MATERIALE
RACLA
MATERIALE
NO : IN QUANTO
ROVINEREBBE ANILOX IN
establish a link between the cause
TROPPO
N
and the action, that will definitively
DURO ALTRE ZONE E NON SOLO AI
DURO
N ALTRE ZONE LATI
E NON SOLO AI
LATI DELLA
CARTERINO VERIFICA SUL CAMPO
remove the problem.

CARTERINO VERIFICA
CONTRARIO SUL CAMPO
OGNI
X PROVOCA
N
COPRI/ANILO
ATTRITO
ANILOX MONTATO
X PROVOCA
ATTRITO
N ANILOX MONTATO
PAY ATTENTION: Don’t leap to conclusions. Attack causes not symptoms, involving everyone that
could be necessary. Don’t work on too general problems.
Kaizen 12 steps 8. Propose
Step 8: Propose countermeasures countermeasur

es
 Every root cause identified must be linked to a countermeasure.

 Each countermeasure should be a direct consequence of its
root cause, only in this case are we sure to have found a real
root cause
DESCRIZONE
DEL
DESCRIZONE why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n Corrective Action
PROBLEMA
DEL why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n Corrective Action
PROBLEMA
CARTER
y y
RACCOGLOG
CARTER
OCCE
N SEDE FISSA
SBAGLIARE IL
y y
RACCOGLOG
(OPERATORE )
OCCE
N MONTAGGIO .
SBAGLIARE IL
FRIZIONE TRA CARTER E DURANTE LA BORDI LATERALI BORDI
y
AVVIENE UNA
/DEFORMAZIO
URTANO
y
CARTER
SUPERIORI
TROPPO
y AMMACCATI y
CARTER ACTION 1:
CORPO
NE DEL
/DEFORMAZIO
y URTANO
y CARTER
LARGHI
TROPPO
yDEFORMATI
AMMACCATI y PROGETTO NON
ACTION 1:
ESTRANEO CARTER DEFORMATI OTTIMALE :REVISIONE E
CORPO NE DEL LARGHI PROGETTO NON
CON ANILOX RIDIMENSIONAMENTO
ESTRANEO CARTER OTTIMALE :REVISIONE E
ERRORE DI CARTER PER AUMENTO
PROGETTAZIO TOLLERANZA
NE TRESU
y PROGETTAZIO y TOLLERANZA
NE TRESU
y y
ACTION 2:
Numerazione
ACTIONx2:
Rintracciabilità Carter
Numerazione x
MATERIALE
MATERIALE
RACLA
DURO
N NO : IN QUANTO
ALTRE ZONE E NON SOLO AI
DURO
N ALTRE ZONE LATI
E NON SOLO AI
LATI
VERIFICA SUL CAMPO DELLA
CARTERINO
CARTERINO VERIFICA
X PROVOCA
N
COPRI/ANILO
ATTRITO
ANILOX MONTATO
X PROVOCA
ATTRITO
N ANILOX MONTATO
 When the Team looks for countermeasures we must also consider:

• Relation cost-benefit.
• Impact on others processes.
Kaizen 12 steps 8. Propose
countermeasur
Step 8: Propose countermeasures es
The Countermeasure Ladder
 For each root cause, challenge the countermeasure by assessing

how high up the countermeasure ladder you can score it: the higher
you go the better the countermeasure will work.
Level Description Example

Level Description Example
6 Eliminate the operation Design out the need to do it
6 Eliminate the operation Design out the need to do it
5 Eliminate the Human Element Mechanise the operation

5 Eliminate the Human Element Mechanise the operation
4 Make it difficult to do it the incorrect Foolproof design – Poka Yoke

4 Make it difficult to do it the incorrect Foolproof design – Poka Yoke
way
way
3 Constantly remind them ‘at a glance’ Visual Control – gauge marking,
3 ofConstantly
the correctremind
way them ‘at a glance’ signage,
Visual Control – gauge marking,
floor markings
of the correct way signage, floor markings
2 Double check that the person has Perform an audit
2 Double check
remembered thatitthe
to do theperson
correcthas
way Perform an audit
remembered to do it the correct way
1 Remind the person of the way to do PM Card, OPL, Discipline, Retrain

1 Remind
the checkthe person of the way to do
correctly PM Card, OPL, Discipline, Retrain
the check correctly
Kaizen 12 steps 9. Implement
countermeasure
Step 9: Implement countermeasures
Organize the Action Plan

 The Action Plan must contain details about activities, people
in charge and date of delivery.
 The Action Plan execution must emphasize the progress
done against fixed targets: Complete, In Progress, Delayed.
DESCRIZONE
DEL
DESCRIZONE why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n Corrective Action Plan Resp. Status Status
PROBLEMA
DEL why 1 y/n why 2 y/n why 3 y/n why 4 y/n why 5 y/n why 6 y/n Corrective Action Plan Resp. Status Status
PROBLEMA
CARTER
y y
RACCOGLOG
CARTER
OCCE
N SEDE FISSA
SBAGLIARE IL
y y
RACCOGLOG
(OPERATORE )
OCCE
N MONTAGGIO .
SBAGLIARE IL
y
AVVIENE UNA
/DEFORMAZIO
URTANO
y
CARTER
SUPERIORI
TROPPO
y AMMACCATI
CARTER y ACTION 1 :
DEFORMATI
CORPO
NE DEL
/DEFORMAZIO
y URTANO
y CARTER
LARGHI
TROPPO
y AMMACCATI y PROGETTO NON
ACTION 1:
ESTRANEO CARTER DEFORMATI OTTIMALE :REVISIONE E
CORPO NE DEL LARGHI PROGETTO NON 45/48
ESTRANEO CARTER OTTIMALE :REVISIONE E 45/48
PROGETTAZIO TOLLERANZA
NE TRESU
y PROGETTAZIO y TOLLERANZA
NE TRESU
y y DOTTIF
LUCCHI DONE DONE
DOTTIF
LUCCHI DONE DONE
ACTION 2:
Numerazione 48
ACTIONx2:
Numerazione x 48
Rintracciabilità Carter LUCCHI DONE DONE
MATERIALE
LUCCHI DONE DONE
MATERIALE
RACLA
DURO
N NO : IN QUANTO
ALTRE ZONE E NON SOLO AI
DURO
N ALTRE ZONE LATI
E NON SOLO AI
LATI
VERIFICA SUL CAMPO DELLA
CARTERINO
CARTERINO VERIFICA
X PROVOCA
N
COPRI/ANILO
ATTRITO
ANILOX MONTATO
X PROVOCA
ATTRITO
N ANILOX MONTATO
Kaizen 12 steps 10. Check
results
Step 10: Check results
After that actions have been implemented, it’s necessary to consider:
1. If the root cause of the loss has now been eradicated
2. If the target has been achieved.
3. If results are confirmed after a period of control
N.B.: the achievement of the point 1 doesn’t

involve necessarily the achievement of
the other ones.
Pay Attention: if results haven’t been achieved or are lower than the expected, it will
be necessary to re-start the process again, starting from the convenient step.
Kaizen 12 steps 10. Check
results
Step 10: Check results
Target not achieved?
 Come back to step 4 to review
the analysis done before of the
real situation
 ..or come back to step 7 to review

the analysis of possible causes
done by 4M tool
DESCRIZONE
DESCRIZONE
PROBLEMA
DEL why 1 CARTERINO
y/n why 2
RACCOGLIGOCCE y/n
ERRORE why 3 y/n why 4 y/n why 5 y/n why 6 y/n
 ..or come back to step 7 to review

PROBLEMA POSIZIONATO MALE CHIUSURA
CARTERINO RACCOGLIGOCCE CARTERERRORE SEDE FISSA
y POSIZIONATO MALE
y
RACCOGLOG
CHIUSURA
OCCECARTER
N SBAGLIARE
SEDE IL
FISSA
MONTAGGIO . NON PUÒ
LÒPERATORE
y (OPERATORE
y )
RACCOGLOG
OCCE
N SBAGLIARE IL
the analysis of causes and sub

FRIZIONE TRA CARTER E AVVIENE UNA LA SUPPORTI
DURANTE BORDIPARAMANI
LATERALI SI SUPERIORI
BORDI CARTER
FRIZIONE DI y PARAMANI
y
TORSIONE
/DEFORMAZIO
y
CHIUSURA URTANO
AVVIENE UNA
y
SUPERIORI CARTER E
CARTER
LATERALI
TROPPO
SUPERIORI
y AMMACCATI y
DEFORMATI
CARTER
CORPO
y NE DEL
y
TORSIONE
y URTANO
y
LARGHI
CARTER
y y
-causes done by 5Why tool

AMMACCATI
ESTRANEO
FRIZIONE DI CARTER
/DEFORMAZIO TROPPO DEFORMATI
CON ANILOX
CORPO NE DEL LARGHI
CON ANILOX PROGETTAZIO
y NE TRESU
ERRORE DI
PROGETTAZIO
y
y NE TRESU
y
MATERIALE
RACLA
TROPPO
MATERIALE
NO : IN QUANTO
….and the search restarts
DURORACLA
N ALTRE ZONENO E NON SOLO AI
: IN QUANTO
TROPPO LATI
DURO
N ALTRE ZONE E NON SOLO AI
CARTERINO VERIFICA SUL CAMPOLATIDELLA
X PROVOCA
CARTERINO VERIFICA SUL CAMPO DELLA
ATTRITO
N
COPRI/ANILO
ANILOX MONTATO
X PROVOCA
ATTRITO
N ANILOX MONTATO
Kaizen 12 steps 11.Standardisation
Step 11: Standardisation
 Development or updating operative procedures (SOP,

OPL, CIL ) and related training material.
 Check/update/eliminate: SOP, OPL, CIL and Q Point
potentially linked.
 Development of new standard AM/PM/QM
 Results achieved thanks to the Kaizen Team

work, should be emphasized on the board
 Results achieved by the Kaizen Team must

be supervised for a certain period of time.
Kaizen 12 steps 11.Standardisation
Step 11: Standardisation - Prevent the repetition
 Involve OJT to spread the new

standards through a Story Board
 Organize trainings session with
E&T Pillar for all department
involved in the new standard
 Train on new operative procedures (SOP,

OPL, CIL)
 Train on changes made on SOP, OPL, CIL
or Q Point potentially linked
 Train on new standard AM / PM / QM …
Pay Attention: incorrect and incomplete implementation of this step will make
useless most of the work done by the Improvement Team!
Kaizen 12 steps 12. Future plan
Step 12: Future plans
It’s necessary to focus on the possibility to:

 Spread activities horizontally to other
machines, or procedures similar in the
application.
 Check the stability of results achieved
 In case of fault repetition, restart from step 7, that

involves the analysis of 5W. Check the causes that
originated the new problem and act consequently.
 Spread the knowledge acquired to other

similar activities in your and other Cluster
sites
 Discuss the next loss with the related pillar
or area according to an order of importance.

Kaizen 12 Steps Continuous Process Improvement

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Kaizen 12 Steps Continuous Process Improvement

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Kaizen Story

WCM Training April 2013

Kaizen = Continuous Improvement

The systematic approach of Kaizen methodology allows to:

 Progress in a systematic way with small steps .

 Understand the content and the purpose of single activities

 Achieve and maintain results

 Assure to be able to repeat the improvement route every

2 • Select Theme and Justify

3 • Understand process and equipment

6 • Make a master plan

Step 1: Identify/Classify losses

At the beginning, the Team

Start team week 48 -----------END team week 06

They need also to:

The Team starts to work focusing on:

 Process maps Check area

 Studying and understanding in a

 It’s extremely useful to do drawings, outlines and diagrams of

 Fill in a table for gathering the data related to the observed

 Check the correct application of all estimated procedures. 5

(Restore Basic Conditions) 6

Cambio carter 1 1000 06/09/10 21.18 3 4 260#

Provide drawings and explanations of mechanism functioning, force

− What has been stolen

5W+1H: It allows, in few questions,

WHAT ? • Check any variation due to the raw material.

WHEN ? • Check any variation due to the time or conditions.

WHICH ? • Check if there is any feature that shows a trend

HOW ? • Check how the effect happened.

…….then we continue our work in Step 4

B) 5Gs Genba / Genbutsu / Genjitsu / Genri / Gensoku:

 Step 4 activities will be closed

PAY ATTENTION: Don’t confuse “Phenomena identification” with “’Root Cause”...

• When Step 4 has been well completed:

 The team will be able to confirm

 the Team Sponsors

 the Team Sponsors should agree and validate it.

Step 7: Causes analysis 4M

Bordi anilox danneggiati

Summarizing the work done in Step 3:

FR IZIONE TRA CA RTER E DUR AN TE LA B OR DI LATERA LI BORDI

FRIZION E DI y y TORS IONE

CAR TER INO V ERIFI CA SUL CAM PODELLA

- Understand process and principles….

….and the analysis done in Step 4:

….all possible causes will be examinated during brainstorming

Step 7: Causes analysis 4M

What is the purpose of 4M analysis?

To understand possible causes at the start of “Phenomena Identification”, related

Bordi anilox danneggiati

FR IZIONE TRA CA RTER E DUR AN TE LA B OR DI LATERA LI BORDI

FRIZION E DI y y TORS IONE

CAR TER INO V ERIFI CA SUL CAM PODELLA

nature of possible causes divided in the 4 areas.

Step 7: Causes analysis 4M

Analysis of 5Why: what is his purpose? DESC RIZONE

CARTERIN O RACC OGLIGOC CE

Bordi anilox danneggiati

FR IZIONE TRA CA RTER E DUR AN TE LA B OR DI LATERA LI BORDI

FRIZION E DI y y TORS IONE

CAR TER INO V ERIFI CA SUL CAM PODELLA