- 1.GOLD MINING WITHKAIZEN BLITZ Worcester APICS ChapterFebruary
9, 2012Marino Associates, LLC 2012 1
2. CREATIVITYYou cant solve problems with thesame mind that
created those problems in the first place. Marino Associates, LLC
2012 2 3. KAIZEN1. Helps simplify existing processes with minimum
money and maximum use of people2. Strive for radical change in
basic processes and work flows3. Driving results in continuous
quick hitting projects linking and accumulating these projects into
major improvements in a specific value chain4. Objective is to
achieve incremental improvement to create more value with less
wasteMarino Associates, LLC 2012 3 4. Primary Barriers To Lean Push
Back from Middle Management Lack of Implementation Know How
Employee Resistance Supervisor Resistance Marino Associates, LLC
2012 4 5. Kaizen Gold Mining Presents A Team With: How To See How
To Think How To Feel How To Rapidly and Effectively Deploy Their
Improvement IdeasMarino Associates, LLC 2012 5 6. FINDING THE GOLD
Investigate Where To Mine Have The Correct Tools To Mine With Know
How To Mine Know When You Find The Gold Develop Processes For
Continuous Results Marino Associates, LLC 2012 6 7. WHERE TO MINE
Select A Clear And Measurable Project Management Support and
Management enthusiasm Satisfy A Perceived Business Need Select A
Visible Process Select A Confidence Builder Make It a Team Effort
Management Support Of The Teams Change Simply Easy To Understand
Process People Based Project A Self Contained Project Allows
contribution by all employees not a technical exercise Marino
Associates, LLC 20127 8. KAIZEN TOOLS Education And Training
Process Mapping 5S Process And Audits 5 Whys Time Observations
(Walk the Gemba) Load Analysis Design of Experiments (DOE) General
Observation Lean Tools (SMED, Pull, Mistake Proofing, Standard
work) Kaizen Education Visual ControlsMarino Associates, LLC 20128
9. Ten Kaizen Principles1.Get rid of old assumptions2.Dont look for
excuses3.Say No to the status quo4.Dont worry about being
perfect5.Dose not require money6.If something is wrong, fix it on
the spot7.Gold Mine for good ideas8.Ask Why 5 Times9.Look for
wisdom from the group10. Never stop doing KaizenMarino Associates,
LLC 2012 9 10. Selecting Kaizen ProjectsWhat to avoid with initial
projectsOut of control processesUnreliable equipmentIncapable
equipmentInterdependent processesImprovement is not seen as
necessaryA process that may soon be obsoleteProcess producing C
items for CCustomersMarino Associates, LLC 2012 10 11. Types of
Projects Productivity improvements Typical goal: improve
productivity by 30% Changeover or setup time improvements Typical
goal: reduce setup time by 90% One piece flow Typical goal: reduce
inventory by 50% Pull system projects Can be difficult as initial
projects get experience first!Marino Associates, LLC 201211 12. The
Team 3 to 10 people From across all levels and functions impacted
by theproject Include experts if they have open minds Include
people with prior kaizen experience Include outsiders from
unrelated functions to obtaindifferent points of view Dumb
questions often stimulate innovative thinkingMarino Associates, LLC
2012 12 13. Support and Infrastructure Eliminate interruptions for
team members No cell phones No visitors Dedicated conference room
Eat together Supplies Flip charts White board Snacks Management
support Team members have full support of management
Responsibilities are covered to eliminate interruptions Marino
Associates, LLC 2012 13 14. Conference Room or Gemba? Important to
go to the Gemba Gemba: where the process actually occurs Kaizen can
happen right on the factory floor orinformation can be gathered at
the process Conference room can be used for analysis anddiscussion
Dont be afraid of going back to the Gemba to challengeand test
ideasMarino Associates, LLC 2012 14 15. Kaizen Blitz Total focus on
a defined process to create radicalimprovement in a short period of
time Dramatic improvements inproductivity, quality, delivery,
lead-time, set-uptime, space utilization, work in process,
workplaceorganization Typically five days (one week) long Marino
Associates, LLC 201215 16. TYPICAL KAIZEN BLITZDay One:
EducationKAIZENLeanBlitz processOne piece flow5STakt time Form into
teamsTeam training Review target areaTourProcess
instructionsBlueprints Clean area FloorsMachinesCabinets Marino
Associates, LLC 2012 16 17. TYPICAL KAIZEN BLITZDay Two:Start cell
designs1. Brainstorm flow (type of machines)2. Identify utilities3.
Identify tooling4. Identify inventory (signaling)5. Identify type
of parts (SMED)6. Identify inbound and outbound suppliers and
customers (carrier control)Marino Associates, LLC 2012 17 18.
TYPICAL KAIZEN BLITZDay Three:Rough out new cell design1. Machine
and bench placement2. Tool and fixture placement (5S)3. Utility
drops4. Hand tool storage5. Kanban squares (size carriers)6. New
setup reduction methodology7. Chalk up floorSome teams split up
into sub teams Marino Associates, LLC 2012 18 19. TYPICAL KAIZEN
BLITZDay Four:1. Move machines and connect2. Move tools and
fixtures onto/into position3. Move inventory into Kanban areas4.
Practice rapid setup/changeover5. Run cell6. Start documentation7.
Painting Machines Lines on floor Etc. Marino Associates, LLC 2012
19 20. TYPICAL KAIZEN BLITZDay Five: 1. Realign cell 2. Make
changes/adjustments, etc. Refine Refine Refine 3. Install
sustaining processes Education/training Documentation
(step-by-step) Measurements Control boards Disciplines Safety 4.
Final cleanup Touch up, painting etc. 5. Final presentation 6.
Victory dinner Marino Associates, LLC 201220 21. Kaizen Blitz Rules
Be open to change Stay positive Speak out if you disagree See waste
as an opportunity No blame environment Treat others as you want to
be treated Ask the silly questions, challenge the givens Creativity
before capital Understand the data and principles Just do it!
Marino Associates, LLC 2012 21 22. Potential Roadblocks Too busy to
study it A good idea but the timing is premature Not in the budget
Theory is different from practice Isnt there something else for you
to do? Doesnt match corporate policy Its not improvement its common
sense I know the result even if we dont do it Fear of
accountability Isnt there an even better way?Marino Associates, LLC
2012 22 23. Identify the Customer Value added is always determined
from the customersperspective. Who is the customer? Every process
should be focused on adding value to thecustomer. Anything that
does not add value is waste. Some non-valued added activity is
necessary waste(NVA-R) Regulatory LegalMarino Associates, LLC
201223 24. Observe the Current Process Crucial first step in
process improvement Deep understanding of the existing processes
anddependencies Identify all the activities currently involved in
developinga new product Observe the process first hand Flowchart
the process Take measurements time, yield, travel distance Identify
Value Added (VA), Non-Value Added Required(NVA-R), and Non-Value
Added (NVA) Generally creates more questions than answersMarino
Associates, LLC 201224 25. Types of Waste Overproduction Excess
inventory Defects Non-value added processing Waiting Underutilized
people Excess motion TransportationMarino Associates, LLC 2012 25
26. FlowchartMarino Associates, LLC 2012 26 27. Identify VA, NVA-R,
and NVA Marino Associates, LLC 2012 27 28. Identify Root Causes
Flow Charts Cause and Effect Diagrams Check Sheets Histograms
Pareto Charts Scatter Diagram Control ChartsMarino Associates, LLC
2012 28 29. Develop the Future State Marino Associates, LLC 2012 29
30. Implement the New Process Plan What specific changes need to
occur In what sequence Resources needed get commitment Impact on
existing activities and functions Responsibilities Communicate Who,
what, when Implement Execute the plan ModifyMarino Associates, LLC
2012 30 31. Execute Develop a concise, achievable milestone plan
Communicate the plan to everyone Suppliers Team members Customers
Track activities in public Celebrate small victories and publicly
analyze failures Marino Associates, LLC 201231 32. Typical Results
40 60% reduction of lead time 10 15% productivity improvement 10
20% reduction in rework Improved communication between functions
anddepartments Clearly defined customer needs throughout the
valuestream Improved customer satisfactionMarino Associates, LLC
2012 32 33. Toyota Toyota implements one million ideas each
year-Thats3,000 ideas per day. Some of those ideas are singlehits,
some are home runs. How many can your company develop in a
year?Marino Associates, LLC 201233 34. Did you strike gold? Do you
have an organization with passion forimprovement? Do they have a
patient for persistence? Are you demonstrating a relentless effort
to removebarriers to flow and enhance
organizationalperformance?Marino Associates, LLC 2012 34 35.
SUCCESSUtilizing strategically employed Kaizen Events yourcompany
can deliver superior customervalue, resulting in faster goods and
services, atlower cost, and with higher quality. Marino Associates,
LLC 201235 36. MARINO ASSOCIATES, LLCTHANK YOU FOR ATTENDING THIS
SESSION CALL OR EMAIL MARINO ASSOCIATES FOR MORE INFORMATION ON OUR
PROGRAMS, EDUCATION, AND ASSESSMENT PROCESSPhone
[email protected]
www.damarinoassociates.comMarino Associates, LLC 2012 36
