Kai + zen (Change for the better) 1 Kaizen © 2009 RLM & Associates LLC 8/25/2015

Kai + zen(Change for the better)

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Kaizen

© 2009 RLM & Associates LLC 04/19/23

Kaizen Defined

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• Continuous, incremental improvement of an activity to create more value with less waste. A process of continually making incremental, ongoing changes and not as a single, separate event.

© 2009 RLM & Associates LLC04/19/23

Kaizen

• Small-scale improvements are easier and faster.

• The risks are lower because they generally have limited effect.

• The accumulated effect is often greater than a single large improvement

3© 2009 RLM & Associates LLC04/19/23

Change Management• The Lean journey is paved by kaizen events• Lean concepts are simple -- sustaining is hard• Lean as a business strategy and supported by

top mgt.


Kaizen Teams


Kaizen Teams

• Daily work teams– Multi-skilled, cross-trained team working in a cell– TPM team (mgt, engr, maint., operators)– Do not disband

• Kaizen team – Multi-skilled, cross-trained and cross-functional– Led by a facilitator– Trained in problem solving, conflict resolution, etc


Kaizen Events(Creativity before capitol)

• Identify a problem• Brainstorm with employees• Make the improvement• Monitor results• Adjust as necessary• Apply to like processes


Pre-Event: PlanningMeeting Task Name Duration

1 Team Introductions 1 hr

2 Resource Planning 2 hrs

3 Preparation 1 hr4 Kaizen event 5 days5 Follow-up 4 hrs6 Follow-up & closeout 4 hrs

Kaizen event completed 8© 2009 RLM & Associates LLC04/19/23

Pre-Event: People

• Project Leader• Lean Champion• Team Members


Day 1• Team Introductions• Project Scope• Overview with goals• Team Charter• Determine current state map• Brainstorm ideas for future state map• Set up plant walk-through



Day 2

• Communicate, Communicate!• Select Metrics• Select method for improvement• Build team consensus and select actual tasks• Organize tasks

– A Tasks - the team can do without permission– B Tasks - requiring help from maint., IT, accounting– C Tasks - requiring management approval


Effort and Impact Matrix


Day 3

• Identify items or material you need• Discuss possible obstacles to implementation• Communicate with target area people• Start implementation of ideas


Day 4

• Continue with improvement implementation• Work in teams of at least two• Identify action items to address in order to

complete kaizen event effort


Day 5

• Complete the Kaizen event• Develop a 30-day action item follow-up list• Document improvements• Calculate savings


Closeout and Presentation• Create a short presentation to management

and people in the area.• Everyone participate• Have accounting present the cost savings


Follow-up

• Ensure that all assigned tasks have been completed (infrastructure)

• Help build the habits and discipline of lean and reinforces the concepts.


Project Closeout

• Captures the total qualitative, quantitative, and financial improvements

• Collect lessons learned• Update your VSM• Have official celebration to reward and

recognize the team’s efforts


Points to Consider for Implementing JIT and Changing Layouts

1. Study the process thoroughly first2. Don’t under estimate the cost of changes3. Know your people capabilities because of additional duties4. Training is Vital5. Identify Goals and Objectives6. Be creative7. Don’t be afraid to make mistakes8. Involve everyone concerned9. Educate your people about the goals and objectives10.Keep it as simple as possible11.Stress flexibility of tools and equipment12.Keep areas open, avoiding walls and barriers

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Order to Produce

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Kanban

© 2009 RLM & Associates LLC 04/19/23

Kanban• Agenda

– Introduction– Kanban video– Benefits– Push vs. Pull systems– Kanban process– Visual factory– Tiny Tag factory activity


Introduction to Kanban• Kanban

– A signal to indicate when more parts are needed– Card, empty bin, In-process Kanban on plant floor

• Kanban System - a pull system that uses color-coded cards attached to parts or part containers to regulate the upstream production and delivery flow.


Kanban Video


Takt Time

Takt Time - customer demand rate. Takt time sets the pace of production to match the rate of customer demand. It is the drum or heartbeat of any lean system.

The concept carries backward through a process stream. Every step is synchronizes with the final output.

Customer Retailer Manufacturer Suppliers


© 2009 RLM & Associates LLC 26

Leveling Manpower

Leveling Manpower to Meet DemandOne worker can produce a part every 8 minutes

Two workers can produce a part every 4 minutes

Eight workers can produce a part every one minute

Start and finish are close together

Multiple machines can be “watched” by one operator

Some machines can be programmed (1,4,6) to have intelligence and stop when broken or stop after one Cycle (Jidoka)

This provides JUST the quantity needed

JUST-IN-TIME

04/19/23

Calculated by taking the work time available and dividing it by the number of units sold.

Net Operating Time 480 min.Lunch/Breaks - 50 min.Maintenance/Cleanup - 30 min.Net time available 400 min.

400 min x 60 sec/min1000 Units/Day

Takt Time = 24 Sec./Unit

Takt Time Calculation


Pull versus Push Production Strategy


Push System

Push System – Products are provided to the consumer based on forecasts or schedules.

• Build product to forecast • Create excess inventory

Extra Inventory costsExtra floor spaceExpired productDamaged product



Large Lot Size

Disadvantages of Large Lot SizeInventory waste – large sums of money are tied up in stored products

Quality loss – Good product becomes defective as it sets in storage, from bumping, scraping, water damage

Customer waiting – Customers must wait until a long run is finished before getting their portion of the run

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Push System


Push System




Pull System

















?


handout


How many pull signals• What should be considered in establishing

maximum inventory levels?– Long change over times– Long lead times– Machine downtime– Schedule increases / decreases– Large process or transfer or batch sizes– Poor quality– Long cycle times


How will the pull system change your job?• The pull system provides more time for

constructive activities that will make your job and working conditions better tomorrow because with pull you only run the parts that are needed shut down time can be spent on:– Preventive maintenance– Quality improvements– House keeping– Team meetings


• Implementation of a pull system is affected by many factors:– The process itself– Cost and availability of transportation– Relationship and logistics with supplier– Level scheduling – Containerization– Supplier and customer floor space


Benefits of a Pull System• Increases employee involvement• Allows decision making at appropriate levels• Allows manufacture of only what is needed by

customer• Improves communication with customer

through visual controls• Provides a common system for moving

material through the plant


Benefits continued• Eliminates scheduling complexities• Reduces lead time and WIP inventory• Highlights quality issues quickly• Organizes the workplace• Leads to lower unit cost• Supports continuous improvement


Pull System

Eliminating waste of:• Handling• Storage• Expediting• Obsolescence• Shelf life, expiration• Facilities• Excess inventory (work-in-process and finished).


Pull System Conclusion•Pull System is a flexible and simple method of controlling/balancing the flow of resources.

– Produce exactly what the customer wants– Minimum inventory– Small lots– Simplifies production scheduling and MRP –Management by sight/signals–The Pull takes place throughout the supply chain, not just inside your production facility


Pull at your company

• Identify the opportunity for Kanbans – In your department

– With your suppliers

– With your customers


Pull System Scheduling

Courtesy of Ingersoll-Rand Co., Southern Pines, NC 62© 2009 RLM & Associates LLC04/19/23

Pull System Scheduling

• Workstation


Kanban cards


Kanban Cards

• Production Kanban – describes how many of what item a particular operation needs to produce.

• Withdrawal Kanban – is used to pull items from a preceding operation or a supermarket.


Supermarket System• A stocking system in which materials are

stored by the operation that produces them until they are retrieved by the operation that needs them. When the store is full, production stops


Kanban Supermarkets


Kanban Supermarkets

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•Vendor maintained kanbans

© 2009 RLM & Associates LLC04/19/23

Kanban Limits

• Workstations


FIFO



Visual Factory

Visual Factory ManagementDefinition:

Innovative method of providing valuable information to everyone!

Be colorful with signs, displays and

visualsEmployee involvement

and management support is CRUCIAL!!!!

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Visual Management


Visual Management



Visual Controls

Benefits of Visual Controls

1. Cleaner and Safer Workplace

2. Decreased Inventories

3. Less Wasted Time

4. Improved Morale

5. Improved Product Quality

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Tiny Tag Co. Activity


Unit Cost Cum. Cost Count Total Count TotalCard 4.00$ 4.00$ 9 36.00$ 5 20.00$ Hole Punch 1.25$ 5.25$ 5 26.25$ 1 1.25$ Reinforce Hole 1.00$ 6.25$ 2 12.50$ 1 1.00$ Dot enhance 0.75$ 7.00$ 6 42.00$ 1 0.75$ Install string 0.50$ 7.50$ 12 90.00$ 1 0.50$ Batch 0.25$ 7.75$ 1 7.75$ 1 0.25$ Packet 0.25$ 8.00$ 1 8.00$ 1 0.25$ WIP Total 222.50$ 24.00$

Costs includes raw material, labor, and overhead

Push System Pull System

Tiny Tag Co. results


Standard Work

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Standardized Work thru

Standard Operating Procedures (SOPs)

Everyone must know:Cycle Time – Takt timeWork SequenceWork-in-Process quantitiesKanban proceduresWork instructions (SOPs)Continuous improvement

Without standard work there is no continuous improvement!

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Work Instructions

Work Instructions and SOPs

Standard Cycle Time

Actual time required to produce one part Helps determine process capability

Written by Engineers AND Workers

Reviewed by Management

Tested on the line BEFORE useApproved by QA

Operating Instructions

Operator 3789

Operator 2456

Operator 1123

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SOPs

220 Motor Line 2Operation 2

Procedures1.Get (2) black screws, one in each hand2.Get motor on pallet/fixture from previous operation with right hand3.Place RH (Right Hand) screw in Right Rear screw hold. Immediately get screw gun4.Place LH (Left Hand) screw in gun bit and drive screw into Left Front hole5.Run down Rear Right screw while getting (1) black screw with left hand6.Removing guide pin, place screw in the gun bit and drive down screw in Left rear hole7.Return guide pin to previous operation stage area while getting silver screw with left hand8.Get & orient ground lead (split facing up), place silver screw in eyelet & guide to right Front hole9.Get screw gun & run down while pressing ground strap wire tight against right side of bracket. (#1)10.Move motor on pallet/fixture to next operation. (Repeat entire cycle)

Visual Aide:Position of screws: Stainless Steel screws on Left staging shelf/Black screws on Right

Install (3) screws and rundown, placement of grounding strap and rundown

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Yellow Belt Training Wrap-upLean & Six SigmaValue Stream MappingMistake Proofing5 SSMEDTPMKaizenKanban

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RLM & Associates LLCYour Lean Six Sigma & Project Management Trainers


Takt Time

Takt Time Exercise

AvailabilityFour weeks/month

Five day work weekTwo ten hour shifts

Lunch break 1 hour/shiftTwo 15 min. breaks/shift

Turn over meeting 10 min./shift

Customer Demand6 Month average = 20,000 units/month

Customer Demand = Takt Time =

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Total Productive Maintenance

A maintenance philosophy designed to integrate equipment maintenance into the manufacturing process. The goal is to keep equipment producing only good product, as fast as possible with no unplanned downtime.

• Improve Productivity

• Reduce breakdown leading to Zero breakdown concept

• Leads to multi-skilling of workers

• Better safety

• Improve quality of products


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Lean Tool Introduction Benefits

Kaizen Continuous Improvement

1. Increased Space utilization

2. Increased product quality

3. Better Use of capital

4. Communications

5. Production capacity

6. Employee retention

Kaizen & Total Productive Maintenance

© 2009 RLM & Associates LLC

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Lean Tool Introduction Benefits

Andon – Signaling system to stop line

A Japanese term refers to the warning lights on an assembly line that light up when a defect occurs. When the lights go on, the assembly line is usually stopped until the problem is diagnosed and corrected.

1. Bring immediate attention to problems as they occur in the manufacturing process.

2. Provide a simple and consistent mechanism for communicating information on the plant floor.

3. Encourage immediate reaction to quality, down time, and safety problems.

4. Improve accountability of operators by increasing their responsibility for “good” production and empowering them to take action when problems occur.

5. Improve the ability of supervisors to quickly identify and resolve manufacturing issues.

Andon–Signaling system to stop line

© 2009 RLM & Associates LLC

JidokaJidokaAndon

A visual management tool that highlights the status of operations in an area at a single glance and that signals whenever an abnormality occurs.

An andon can indicate production status (for example, which machines are operating), an abnormality (for example, machine downtime, a quality problem, tooling faults, operator delays, and material shortages), and needed actions, such as changeovers. An andon can also be used to display the status of production in terms of the number of units planned versus actual output.

--- The Lean Lexicon


JidokaJidokaAndon

A visual management tool that highlights the status of operations in an area at a single glance and that signals whenever an abnormality occurs.

An andon can indicate production status (for example, which machines are operating), an abnormality (for example, machine downtime, a quality problem, tooling faults, operator delays, and material shortages), and needed actions, such as changeovers. An andon can also be used to display the status of production in terms of the number of units planned versus actual output.

--- The Lean Lexicon



Lean Six Sigma DMAIC WorkshopYellow Belt Part 4

6 σ Yellow Belt




Takt Time

Takt Time Exercise

AvailabilityFour weeks/month

Five day work weekTwo ten hour shifts

Lunch break 1 hour/shiftTwo 15 min. breaks/shift

Turn over meeting 10 min./shift

Customer Demand6 Month average = 20,000 units/month

Customer Demand = Takt Time =

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Leveling Manpower

Leveling Manpower to Meet DemandOne worker can produce a part every 8 minutes

Two workers can produce a part every 4 minutes

Eight workers can produce a part every one minute

Start and finish are close together

Multiple machines can be “watched” by one operator

Some machines can be programmed (1,4,6) to have intelligence and stop when broken or stop after one Cycle (Jidoka)

This provides JUST the quantity needed

JUST-IN-TIME

04/19/23



Line Balancing

Line Balancing

60 sec. Takt Time

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60

48

40

32

0

How many

seconds

ExerciseImprovement TeamReduced cycle Time

By 44 sec. or approx 18%

Use Takt Time/Cycle Time Bar Chart

How many people

Are they working 100% of the time now? If not what portion of the time are they working?

Total Cycle time =

-44 sec.

New Cycle time =

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Improve Leveling

Improve Leveling with Small and Mobile Machines

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Cross Training

Improve Leveling with Cross Training

Individuals and teams can be blended to meet changing demands

Identifies who is certified to fulfill which positions

Paint booth Dryer Bender

John

Mary

Harry

TraineeWorks with assistance

Independent worker

Does Changeovers and Trains

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Level Production

Level ProductionLevel production allows organizations to build to the varying demands of the customer while holding minimum inventories and causing minimum delays

Start with the final mixed requirements to schedule the raw materials needed Just-in-time

Combine build for stock orders with customer orders to level workload

Can be used to even out peaks and valleys in production of various types of products

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Level Production

XYZ Units w/TUV Packaging

Operation Time Number of Operators

# Description (seconds) 1 2 3 4 5 6

1Bottom sheet

19

120

59

3831

19 192hoist

3Box 12 19

12

4Rubber Guards 7

2818

5Escutcheon Guard 4

41316Literature 7

7Top Sheet 10 20

81st Strapper 10

61

3292nd Strapper 10 22 22

10Unload & Palletize 29 41

29 29 29

11Print & Add labels 12 (added to

8 & 9)(added to

9)(added to

9)

Total Labor 120

Ideal Cycle Time (seconds) 120 60 40 30 24 20

Actual Cycle Time (seconds) 120 61 41 32 31 29

Performance Rate 100% 98% 98% 94% 77% 69%

Units/Hr 30 59 88 113 116 124

Time available to move and shrink wrap 2 pallets (minutes)

8.0 4.1 2.7 2.1 2.1 1.9

Example of Level Production

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Documents

Kai + zen (Change for the better) 1 Kaizen © 2009 RLM & Associates LLC 8/25/2015