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Kaizen Workshop

Introduction

Kaizen Workshop Introduction 1

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Agenda - 4 day event

1. Day 1

- a.m. measure the current situation- p.m. ideas & plan for a new situation

2. Day 2- a.m. design new situation

p.m. make some changes

3. Day 3- a.m. make some changes- p.m. record the new situation

4. Day 4

- a.m. complete action plan- presentation

Kaizen Workshop Introduction 2

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What is KAIZEN?

KAI Change

ZEN Good (or better)

KAIZEN - Continuous improvement

Elimination of wasteKaizen Workshop Introduction 4

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10 Ground Rules for Kaizen1. Don‘t try to justify the past - challenge fixed ideas

2. Be positive - think how things CAN be done not why they CAN‘T be done

3. Use data, not pet theories

4. Use wisdom not money

5. Work smarter not harder

6. Set high standards

7. Correct failures immediately - 70% now is better than 100% never

8. Lead by example

9. A team is better than 1 expert - involve people

10.Identify the root cause

Can do ,do it ,do it now!

Kaizen Workshop Introduction 5

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Traditional Method vs Kaizen

The traditionalmethod

The KAIZENAn ANALYSIS COMMITTEEmakes

RECOMMENDATIONS

MANAGERS

take the

DECISIONS

An IMPLEMENTATIONCOMMITTEEimplements

CHANGES

The EMPLOYEES

ADAPT

to changes

methodA MULTIDISPLINARY TEAM

analyses the situation,takes the decisions,

takes actions and

implements the changesWeeksand A FEW DAYSmonths

Kaizen Workshop Introduction 6

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Contents of an Operation

Value Added Work

The part of the job the customer wants to pay for

Hidden Waste

Work that does not add value but is necessary under thecurrent operating conditions

Obvious Waste

Work that does not add value and is not necessary

WASTE 

Kaizen Workshop Introduction 7

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What is Obvious Waste?Work that does not add valueand is not necessary

1. Overproduction2. Waiting

3. Transportation

4. Process5. Inventory

6. Operator Movements

7. Defects

Inventory Operator movements

Transportation

Process Defects

Waiting

Overproduction

Eliminate these activitiesKaizen Workshop Introduction 8

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Workplace Organisation

 Establish norms and respect them

YES NO

5S -Housekeeping

P1 P2 P3P4

SIMPLIFY

50recipes

5

SUSTAIN

ONErecipe

documented

WorkStation #'S 

WorkDescription 

Dorothy H. 

Ellen B.

Example : Skills matrix

ELECTRO MECHANICAL SPECIALISTS

Mat'l Tie4101 4102 4103 4104 4105 4106 4107 4108 4109 4116 4116 4118 4111 HandlingWrap

Stuff Stuff 20GA 14,16, 18/20 18 GA PC Heavy Silk- PackChannel Top Shelf Harness 18 GAHarness Harness HarnessAsb. Brd Harness Wire Paint Screen Out Tap Licenced

 

50 results

(deviations)

Quality the

first time(no variation)

Visual

ControlsPat M. 

LeRoy W. 

SteveH.

Bill B.

LawrenceD. 

Diane M. 

Rhea F. 

Glenda M.

Legend 

Knows Ca nDo C an Do Can Te ac h CanImproveBasics Training WithHelp WithoutHelpSomeoneElse theprocess

Standard Ops.

Kaizen Introduction

Form # Form # Form # Form #XXXX XXZZ YYXX ZZXY

MAX

MIN

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WorkFlow - line balancing

FishboneLine

Takt time = Parts per dayTime per day

Time per day 

Parts per day 

Data 420 production minutes per day(8 hours = 480 min - 60 Minute Break)

6 parts per day(120 parts per month - 20 Production Days

Solution

420 mins /day

U Line

L LineBack to Back

Lines

I Line

 Kanban Signal To request a newdelivery

KANBAN

TAKT =

6 parts /day= 70 min/part

Kaizen Introduction 10

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SMED - Quick Tool Changeovers

400

200

100

10

S ingle

M inute

E xchange of

D ies, tools

& fixtures

Set-up is:

External

Before External

Before

Internal Internal

External

External After

After

Kaizen Introduction 11

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Total Preventative MaintenanceEffectiveness / 

CapabilityINSPECTION TAG

 

DateofInspectionDepartment Team No.: Inspector

MachineName&NumberTPMDescriptionofMalfunction

CorrectiveAction

PlannedDate of Action Person Responsible PlannedCompletion Date Action verified by:

Preventive

Predictive

maintenance

Sharing Maintenance Responsibility

Production Maintenance

• Top up fluids • Perform specialised

maintenance

Autonomous

maintenance

• Perform general maintenance

• Clean interior / outside• Monitor machine condition • Call maintenance: detected or

suspected problems

maintenance• Troubleshoot /fix actual and

potential problems• Eliminate their root causes

Manufacturing Engineering

Reactive Improve maintainability and safety

maintenance time

Overall Equipment Effectiveness

Equipment failureTool changes

Idling and minor stoppages

Scrap/rework Start-up losses

Simplify Access...

Numerous

bolts Hinges Pear holes Grooves

Handles Windows

Set-up/ 

adjustments

F

E

TPM = elimination of waste

Kaizen Introduction

Calibr 

05/87 

Reducedspeed

+ continuous improvement

12

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PARAMETERS UNITS BEFORE AFTER IMPV'T REMARKS

House Keeping Score %

Ergonomics %

Quality ppm

Number of Parts in Process2

Floor Space M

Travel Distance (Mat'l) M

Travel Distance (Man) M

Number of people (all shifts)Productivity

Production Lead Time

Value Added/Total %

TPE %

Bottleneck Process Time

Set-up time (last to first)

Number of Error Proofs

Kaizen Workshop Introduction 13