QMPD

Content:

• What is a Kaizen?

• Why Kaizen?

• Stages of Kaizen

• Planning and Preparation

• Event

• Report out

• Follow-up

Why Kaizen?

Content:

• What is a Kaizen?

• Why Kaizen?

• Stages of Kaizen

• Planning and Preparation

• Event

• Report out

• Follow-up

Planning and Preparation

There are 4 basic steps:

• Set goals.

• Select the team.

• Collect baseline data.

• Plan to support the Kaizen activity.

Set Goals

to reduce ventilator associated

pneumonia from 30 per 1000

ventilator days to be below 10 per

1000 ventilator days

Select the Team

• Team size should be based on the area(s) being kaizened.

• A trained Facilitator and a Team Leader for each Team

• Every team member should be chosen for a specific reason

•Management

•“Different Set of Eyes”

•Customers and Suppliers (internal or external)

•Experts (people who actually do the work)

•Change Agents and “CAVE Men”

Data collection

• We need objective evaluation of the process before and after the improvement

so what will we do

We collect data

Data collection

What we will collect ???

• Base line data before initiation of the project: process as it is collect data of the current status

• Results after Improvement: collect base line data and compare to know the project effectiveness.

How will we collect it ???

• Data Sheet or Work Sheet: Form for recording data requires subsequent processing for analysis and interpretation.

• Checklists: Form for recording data; designed to facilitate interpretation directly from form

• Survey: Form for getting input from a large group

How do we present it

10,5808,773

4,4145,0306,768

4,420

CRP VIT-D HBA1C

2016 2017

71 63 53

7 8 8 9 8 7

JAN FEB MAR APR MAY JUN JUL AUG SEP

BREAST FEEDING MOTHERS STATUS

rejection

82%

91%

75%

80%

85%

90%

95%

Before After

% of

compliance to

antibiotic …> 11 days

16%

< 12 days

84%

Plan to Support Kaizen

• Top management support to cover Kaizen needs

• Set clear goals and expectations with time frames

• Empower employee

While the goal of a Kaizen is to work around the process, interruptions are

inevitable as improvements are implemented. Success requires action prior

to the Kaizen. Items to consider:

Content:

• What is a Kaizen?

• Stages of Kaizen

• Planning and Preparation

• Event

• Report out

• Follow-up

The Standard Work elements of a Kaizen are:

Document

Reality

Plan

Countermeasures

Identify

Waste

Reality

CheckMake Changes Verify Change

Measure

Results

Make this

the Standard

Celebrate

Do It

Again

Results:A new way of work

Start

Stages of the Kaizen

Content:

• What is a Kaizen?

• Stages of Kaizen

• Planning and Preparation

• Event

• Report out

• Follow-up

After the kaizen, the focus must be placed on ensuring that the improvements

continue.

This is done by:

• Regular reviews by. GEMBA

• walkthroughs

• assessments

Follow-up

5S

“You never get a

second chance to

create a first

impression.”

First Impressions

5S

1. Sort - All unneeded tools, parts and supplies are removed from the area

2. Set in Order (store) - A place for everything and everything is in its place

3. Shine - The area is cleaned as the work is performed 4. Standardize - Cleaning and identification methods are

consistently applied 5. Sustain - 5S is a habit and is continually improved

Also - Work areas are safe and free of hazardous or dangerous conditions

SORTNECESSARY UNNECESSARY

CATEGORIZE NECESSARY ITEMS:

* RARELY USED* OCCASIONALLY USED* FREQUENTLY USED

RED TAG STRATEGY

ATTACH TO ALL UNNECESSARY ITEMS

DISCARD UNNECESSARY ITEMS

RED TAGCategory 1. Raw material 6. Dies and jigs

2. In-process stock 7. Tools and supplies3. Semi-finished goods 8. Measuring devices4. Finished goods 9. Documents5. Equipment 10. Other

Item nameand number

Quantity Units $ Value

Reason 1. Not needed 6. Other2. Defective3. Not needed soon4. Scrap material5. Use unknown

Disposal by: Department/Business Unit/Product Center

Disposal method:1. Discard2. Return3. Move to red-tag storage site4. Move to separate storage site5. Other

Disposalcomplete(signature )

Posting date: Disposal date:

9

Sort

Item Frequent use Daily use Weekly use Monthly use

Store VISUAL LOCATIONS

PW2000 FIXTURES

2A4397

3A9674

2B4659

IDENTIFICATIONLINES

DETERMINE LOCATIONFOR NEEDED ITEMS

CUTTER INSERTS

124GF

2HJF

12HJF 12HJF 12HJF 12HJF12HJF 12HJF

12HJF 12HJF 12HJF 12HJF12HJF 12HJF

POINT OF USE STORAGE

13

SHINE

CLEAN

SWEEP

CLEANING AS A FORMOF INSPECTION

BUILD PRIDE INWORK AREAS

BUILD VALUEIN EQUIPMENT

ELIMINATE DIRT

17

Check Item

Consistent with the

entire system

Visual aids or visual

control systems

Visual Workplace

Action

Follow 5S Audit Sheet and all other visual controls

Perform regular, scheduled audits

Submit improvement suggestions

Stick to the guidelines

Produce signs, charts, graphs, paint equipment,

color coding systems

Implement standard method for cleaning and

maintenance

Create an environment in which anyone can know

in five minutes or less the who, what, when, how

and why of any work area: Without talking to

anyone, without opening a file drawer, without

opening a book or without turning on a computer

5S Guidelines

5S Review Schedule

PROPERTRAINING

CORRECT PROCEDURESBECOME A HABIT

SUSTAIN

MANAGERS COMMITTEDTO 5S

5 Sasdfsdfssdfsdfdsfsdfsdfsfdsdfsdf

“BUY-IN” FROM ALL WORKERS

27

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

Any Questions?