Kaizen+5s model

KULDEEP MATHURM.B.A. JIWAJI UNIVERSITY GWALIOR

Kaizen

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I. Introduction

II. Kaizen Philosophy and Approach

III. Kaizen Toolbox

IV. Results from Some Kaizen Events

V. Lessons Learned (“The Bigger Picture”)

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“KAI” – Take apart and make better

“ZEN” – Think. Make good the actions of others. Do good deeds. Help each other

KAIZEN – Make people’s jobs easier by taking them apart, studying them, and making

improvements

Also known as: The Deliberate Application of Common Sense

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First made popular by Toyota as part of their production system (TPS or Lean Manufacturing) in the 1970s

“Discovered” and described in books in the West starting in the 1980s

Popular in American Auto and Aerospace industries in the 1990s (“Kaizen Blitz”)

Key tool in Lean Production today

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Discover and Eliminate all Waste in a process

Waste (“Muda”) – anything that the customer does not pay for

Some waste is necessary or required by law (personnel files, financial records, meetings, maintenance)

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Overproduction

Waiting

Over processing

Inventory

Motion

Defects

Transportation

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It is no longer

Cost + Profit = Selling Price

Today it is

Selling Price - Cost = Profit

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Focused effort by a full-time, cross-functional team to analyze and improve a process in a short time (usually 1 week)

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Mon Training and write problem statement

Tues – Wed AM Process Analysis and Determine Improvements

Wed PM – Fri AM Implement improvements

Fri PM Management Out brief

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Select area and determine scope

Select team

Provide rough objectives and some desired improvements

Communicate with all personnel in the area

Get buy-in from support groups

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Some people responsible for and knowledgeable about the process

Some people unfamiliar with the process

6 to 8 total

Kaizen Problem Solving Team

Team Cross-functional Same

Time 2 – 10 days 3 – 6 months

Power Make changes Recommend action

Focus Whole process Single issue

Goal Improve process / eliminate waste Resolve problem

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Not a License to Spend

Challenge Everything

Focus on improving things, not pointing fingers

No action – no success

Quick and simple is better than slow and fancy

If it doesn’t work out, can always go back to the way it used to be

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Flowcharts Cause and Effect Diagrams Pareto Charts Histograms Control charts Scatter Plots Check Sheets Statistical Methods

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Value Stream Mapping 5S Takt and Cycle times Spaghetti Diagram Poka Yoke Kanban Visual Controls Preventive Maintenance 5 Whys

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Sort

Straighten

Scrub/Sweep

Systemize/Schedule

Standardize/Sustain

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Management support critical for long term success Plan events that support company goals (avoid “shotgun

kaizen”) Your customer or your CFO should see results Get everyone involved Complete all actions on time It’s easier to cut costs by 10% than it is to increase sales

by 10% Take photos before and after