Implementation of KAIZEN.pdf

7/29/2019 Implementation of KAIZEN.pdf

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Developing a Continuous Improvement Culture

A Management Perspective


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What is CI?

A long term people & process oriented programme

Customer driven

s ng a a o mprove se s an ar s

Using employees to work together to improve

t hat s t he w ay w e do i t here t hat s t he w ay w e do i t here


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What are the benefits of CI?

Typically 25 to 30 good suggestions per employee, per year, and to

. ,

suggestions from 7,000 employees and 99% were implemented).

Small improvements add up to major benefits - improved

productivity, improved quality, better safety, faster delivery, lower

costs, and greater customer satisfaction.

mpoyees n wor to e eas er an more enoya e - resutng nhigher employee moral and job satisfaction, and lower turn-over.

, ,

transportation, worker motion, employee skills, over production,

excess quality and in processes. CI improves space utilisation, product quality, use of capital,

communications, production capacity and employee retention.


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The winning formula

= x= x

AA

Effectiveness = Quality of problem solving skills x cultural Acceptance


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Quality of problem solving skillsE = Q x AE = Q x A

Like any new activity people have to practice to get good

Training in problem solving skills -

Time and resources to make improvements and develop

Coaching, support and feedback system

I think andsolve problems

Manager/strong partner

I dont think orsolve problems

Because they dontBecause they do

Operator/weak partner


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Problem solving tools

-

People/Team based Structured data centric

Elimination of waste

methodology

Elimination of variation

CONTINUOUSIMPROVEMENTWORLDCLASSD efinetheexactfocusoftheimprovementproject

M easurecurrentperformanceagainstagreedtargets

NGESTO

APA

CITY

OWRKFLOW

NTO

RY

IPM

ENT

LAB

LE

TIM

E

UALITY

PROBLEMSOLVINGTOOLS I mprovetheprocesstofixthecausesofvariation

C ontroltheprocesssothatitstaysthatway

SME

UICKTOOLCH

NCREASEM/C

WORKFL

ONTINUOUSW

ANDLOW

INVTPM

EFFECTIVEEQU

ALWAYSAVAI

TQM

RIGHTFIRST

EVERYTIME

IC

ELIMINATIONOFWASTEWORKPLACEORGANISATION


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Waste Elimination WASTE

Over DefectsOperatorInventoryInefficientTransportWaiting

Operation 55555DelayInspectionStorage

yy

Why?Why?Why?Why?Why?Why?

MethodMan

1 2 3 4 5 MachineMaterial

ore o u esro em

o v ng

oo s


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WorkFlow

FishboneLine

FishboneLine

FishboneLine

1PieceFlow

Takt

Time

U LineU LineU Line

Cells

L LineBack to Back

Lines

L LineL LineBack to Back

LinesBack to Back

Lines

2

I LineI LineI Line

Kanban Signal

Abrufe pro TagTaktzeit =

Abrufe pro TagTaktzeit =

KANBAN

To request a newdelivery


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SMED - Quick Tool Changeovers

S ingle

M inute

Set-up is:

xchange of

100 D ies, tools& fixtures

3

10

x erna

Before External

Before

Internal

External

Internal

External

Af ter

After


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Total Quality Management / Six-sigma

ErrorProofin

WARNING Indicates an error situationrequiring intervention

CONTROLPx

CostofQuality

MSA GR&R

Stops productionPrevents mistakes

Listen up!Line 12 isstopped !!!

Bip! Bip3 3

Cpk

Capability/SPC

120 V1.5 A

12

Visual aids

Regression

Designof

Experiments

4% ofDOE

ypot es s

ANOVA

Failure

Appraisal

Failure

Appraisal

TurnoverHARDNESSMIN MIN MAX MAX VG MEA AMLCL AMUCL AVG RNG AVG SD SDSTDEV SDLCL SDUCL L OW HI SCAL E

678 975 832 740 924 81 30.6 13.3 -9.3 70.6 670 N/A HV10

550

650

750

850

950

Hardness

HV

UCL

LCL

AVG MEAN

MEAN

FREQ

525

600

675

750

825

900

PreventionPrevention

4501 5 9

13

17

21

25

29

33

37

41

45

49

53

57

61

65

69

73

77

20.0

40.0

60.0

80.0

Hardness

HV

UCL

LCL

AVG SD

STDEV

0 5 10 15 20 25

450

525

FREQ

20

35

50

65

80

95

MSA GR&RRegressionAnalysis0.0

1 5 913

17

21

25

29

33

37

41

45

49

53

57

61

65

69

73

77 0 2 4 6 8 10 12

5

20


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Total Preventative Maintenance

Effectiveness /Ca abilit Descriptionof MalfunctionMachineName&Number

D at e of I ns p ec ti on D e p ar t me nt T ea m I n sp ec to rTPMINSPECTIONTAG

No.:

Autonomous

Preventative

Preventivemaintenance

Predictivemaintenance

PlannedDateofAction

PersonResponsible PlannedCompletionDate

Actionverified by:

CorrectiveAction

Predictive

Autonomousmaintenance

5

timemaintenance

9Equipment failure 9Idling and minor stoppages

Calibr

05/87

9Scrap/rework

9Set-up/

adjustments

9Start-up lossesoo c anges

Simplify Access...

F

E

9ReducedspeedPear holesNumerousbolts Hinges Grooves

TPM =elimination of waste +continuous improvementWindowsHandles


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Tools - Problem Solving Tools

100%

80

60

40200

20

40

60

Why?Why?

Why?Why?WhA B C D E F Why?Why?

Why?Why?Pareto80%/20%Valuestreammapping

5Why

Root

Cause

FOR AGAINST

OperationForce

field

Input Operation OutputStart

processEndOperation Operation

OperationOperation

NoYes No Yes

Input Operation OutputStart

processEndOperation Operation

OperationOperation

NoYes No Yes

//// /// ?InspectionStorageTransportation MachineMaterial

Fishbone Tally

Chart BrainstormProcess

mapping


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Acceptance within organisationE = Q x AE = Q x A

Management commitment

anagemen suppor sys em

A mission/strategy/objectives/targets to aim for Delegation of responsibilities and authority to sections

Training in problem solving skills

Time and resources to make improvements and developskills

ac a ors o ea pro ec s

Communication and feedback system

Learning dissemination system


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Dependency Loop

I

think

and

anager s rongpar ner

Becausethe do

Idontthinkor

solveproblems

Operator/weakpartner

Learnedhelplessness

&low

esteem


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Solution to Dependency Loop









Learned helplessness

& low esteem

Learned helplessness

& low esteem

Support & guideSupport

Situation Options

Guide

onsequence Select Problems

Learn

to

co

operate

&

rus yg v ngeac o er

newexperiences

13/09/2008 Managing Kaizen 16


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Bolmans Change Model

External/Environment

4. Commitment

New

1.DenialStage Numbness

Denial Commitment

Actionplans

Teamwork

Disbelief

Past Future

Resistance Exploration

Internal/Self

3.Exploratory Begin

to

2.Resistance Anger accep e

inevitability

Negotiation

Anxiety

Fear

Looking

for

benefits


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Traditional Method vs Kaizen

AnANALYSIS

COMMITTEE

makes

method

TheKAIZEN

RECOMMENDATIONS

MANAGERS

takethe

DECISIONS

AMULTIDISPLINARYTEAM

analysesthesituation,

AnIMPLEMENTATION

COMMITTEE

implements

CHANGES

takesthedecisions,

takesactions

and

implementsthechanges

TheEMPLOYEES

ADAPT

tochanges

Weeks

and

months

AFEWDAYS


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Fire Fighting vs CI

ManyProblems, Very

few

re g ng p ra on nuous mprovemen p ra

waste,rewor

Firefighting

Few

Improvement

efforts

Timetothink

about

improvements

Continuousimprovement

Focus

on Focuson

future


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The Route to CI

2. Create a sense of direction

3. Build a supportive climate

4. Launch the initiative

5. Maintain the momentum


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1. Establish the Need

Benchmarking

ong range orecas ng

Highlight declines Share market, company performance and competitor

information with everyone

. . . . . . . . ana ys s

Show need in a c lear and

m ean ng u w ay


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2. Create a Sense of Direction

Create a vision - paint a picture/anecdotes values & behaviors

goals nvo vemen n communca on o vs on

Budget plans - how does it relate to individuals

Show the whole plan not just their bit Show how the resources are to be used

Keep reinforcing the vision mission statements CI boards mention at every opportunity


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3. Build a Supportive Climate

Define roles & criteria for success

Communicate values, beliefs & behaviors Get managers to adopt the smart coaching style

Develop alternative job roles for middle management

Demonstrate management commitment Seek out and council worried employees


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Some Turn Offs

Wet Blankets.

Its a good idea, but the timing is wrong.

It is not in the bud et. We dont do it like that here. Theory is different from practice.

Thats a good idea BUT... Isnt their something else for you to do?' .

It isnt our business. Let someone else think about

it.

People are not t he prob lem. B laming them w i l l not so lve t he

roblem. T he answ er i s t o make eo le roblem solve rs!


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4. Launch the Initiative

Not big bang and fizzle out!

Training

appoint a coordinator start with one initiative

see it through!

announcements display boards

KAZEN Processes:

Praise successes & good triesINFO KAIZEN

Opportunity Improvement WhoDate completed

Date

OpportunitiesFor Waste Elimination

SMED Non-conformance

Lead-time


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5. Maintain Momentum

Reinforce as often as possible

Measure progress

Give su ort - both financial & verbal Start new initiatives based on the theme

refresh notice boards

ask team to give presentation appoint new facilitators start next p ase

Management commitment & stamina


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Sabota e to enthusiasm

Enthusiasm Co-o eration Co-operation with assistance Acceptance

Passive Resignation

Acceptance

Indifference Apathy Doing only what is ordered

Indifference Regressive behaviou Non-learning ProtestsPassiveresistance or ng o rue Doing as little as possible Slowing down Committing deliberate errors Spoilage


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Engage the Champions

Scallywags

20% 30% 30% 10%10%

Refuseniks

Convert


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Some Pitfalls

The supportive sceptic - lip service only

e prepare o un oc e og- am

Managers get too involved Not setting tough but achievable targets

Underestimating resources/effort required to finishn a ves - rue

Not making it someone's job to make it happen

m oo usy sp raManyProblems,waste,rework

FirefightingFewImprovementefforts

Focusonpresent


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Next Steps

CI steering group at top level

Appoint a coordinato

Identify best in class and set targets s a s a communca on ra nng pan

Complete actions identified on workshop

Build systems, procedures & structures conducive toCI

Promote CI in your supply base

Ac hieve Cont inuous

mprovemen

Documents

Implementation of KAIZEN.pdf