3 toyota kaizen methods
TRANSCRIPT
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2016 Lean Management ConferenceWroklaw, PolandJune 7 – 9, 2016
Toyota Kaizen Methods
Steps for Continuous Improvement
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Learning Session Outline• Background
• 4 Types of Problem Situations
• Type 3 – Target State Improvement
1. Background2. Current state definition3. Current state analysis4. Goals5. Target State definition6. Implementation plan7. Check results8. Follow-up & standardize
• Summary
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Background - Lean / Toyota
Precision & MachineIntensive
Lower Volume &Higher Mix
High Volume &Lower Mix
Toyota KamigoOverhead
KamigoEntrance
TaiichiOhno
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Other Background - Work
www.artoflean.com
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Other Background - Stuff
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TPS Development Timeline
1937 2016
Various parties and key individuals involved over a long period of time
Western Influences:
Mass Production & moving conveyor lines
Scientific Principles Of Management
StandardizationOf Parts
TPS Development
1950 19731902
Loom Business Automotive Company
SakichiToyoda
KiichiroToyoda
EijiToyoda
TaiichiOhno
FujioCho
Many Others….
TaizoIshida
FukioNakagawa
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20th Century & Problem Solving
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4 Types of Problem Situations
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Toyota Supervisor Image
Rapid response to problems and abnormal conditions by production
-Team Member-Team Leader-Group Leader-Manager-Plant Manager
“All Mighty” Supervisor Image1. Safety2. Job Ability3. Team Leadership4. Kaizen Skills / Problem Solving5. Technical Knowledge6. Human Relations
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4 Types & Benkei Analogy
1. Data Collection / Check sheets
2. Cause-and-effect diagram
3. Flow charts
4. Histogram
5. Pareto chart
6. Control chart
7. Scatter diagram
The term “7 QC tools” is named after the seven tools of Musashibo Benkei the famous warrior monk. Benkei owned seven weapons which he used to win all his battles. Similarly from my own experience you will find that you will be able to solve 95% of the problems you face if you properly use the 7 QC tools.
Professor EmeritusUniversity of Tokyo
7 QC ToolsBenkei Kaoru Ishikawa
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4 Types of Problem Situations
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Type 3 – Target State
Type 2 - “Gap
from Standard”GAP
Acceptable (Current
State) Situation
Current
Situation
Normal
Status
(Future) Ideal
Situation
GAP Type 3 -
“Target State”
問題解決
改善方法
Problem Solving
Kaizen Methods
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Shop Floor Management Board
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Type 3 – Raise the Bar
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PS vs TS Comparison
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Thinking Patterns
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You Can Target State (Kaizen) Anything!
• Products
• Processes
• Services
• Sports
• Metrics
But you have to think and not just copy…
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Value Stream Example
Multiple process flow depiction with emphasis on lead time reduction
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Stamping Process SMED Example
Dedicated PressPart A
Dedicated PressPart B
Dedicated PressPart C
Flexible PressParts A, B, & C
3 Dedicated MachinesNo FlexibilityEach 30% UtilizationMake lots of inventory!
1 Machine / 3+ ToolsChange Over Flexibility90% UtilizationRun more JIT style
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Software Server Example
Unix
Linux
Windows
3 Dedicated ServersEach 30% utilizedNo flexibilityStranded resources
1 Virtual ServerNow 90% utilizedFlexibilityLess waste
Same basic principle as SMED in die exchange…
Key here is not the time change over aspect but the software ability to act and host multiple server types…
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Sports Simplification Example
35 seconds
20 seconds
Time reductionTempo enhancementAlignment simplificationMultiple plays single formation
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Target State Improvement Steps
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Background Situation
Purpose:Provide contextBigger pictureRelevant informationLogic for next sections
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Current State Definition
Dedicated PressPart A, B, C
Dedicated PressPart D, E, F
Dedicated PressPart G, H, I
…However 3 Dedicated Machines Each 30% Utilization Minimal Flexibility 3 Underutilized Operators 75 Minute Changeover
Zero safety incidents100% On-Time Delivery<1% ScrapSatisfied customersNo major problems…
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Goal Setting
3 Consideration Points: From What Level To What Level By When
SMART Concept: Specific Measurable Actionable Relevant / Realistic Time Bound
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Goal Setting
10
20
30
40
50
60
70
80
90
100
Utilization Changeover Time
10
20
30
40
50
60
70
80
90
100
Improve utilizationFrom 30% to 90%By July 15th, 2016
Reduce Set Up TimeFrom 75 Minutes to 10 MinutesBy July 15th, 2016
CurrentLevel
NewTarget
NewTarget
CurrentLevel
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Current State Analysis
Dedicated PressPart A, B, C
Dedicated PressPart D, E, F
Dedicated PressPart G, H, I
Analysis – Break it down
Quantify – Measure
Detail – Get specific facts
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Two Types of Thinking
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Idea Generation
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Brainstorming
Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members. The term was popularized by Alex Faickney Osborn in the 1953 book Applied Imagination.
Four Rules:1) Seek quantity2) Suspect judgement3) Free association / wild ideas4) Combine and improve ideas
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Osborn / SCAMPER Checklist
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Scamper QuestionsItem Meaning Example Questions
S Substitute What can you use instead?What components could change?
C Combine What can you add or put together?What can be combined into one?
A Adapt What can meet other needs?What can this also possible do?
M Modify / Magnify / Minimize What if you alter in some fashion?What if you make it larger?What if you make it smaller or lighter?
P Put to other uses What other uses might this serve?How might it benefit somewhere else?
E Eliminate What can be eliminated or taken away?What can be omitted?
R Reverse / Rearrange What if something was rearranged?What if something was reversed?
Others concepts to consider:Simplify?Error proof?Standardize?Synchronize?Lighter?Faster?Efficient?
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5W & 1H Improvement Q’s
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Set Up Reduction Time Analysis
Analyze Quantify Details
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Set Up Reduction Time Analysis
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Target State Definition
Dedicated PressPart A, B, C
Dedicated PressPart D, E, F
Dedicated PressPart G, H, I
Flexible PressParts A, B, C, D, E, F, G, H, IOn Demand / Any Sequence
3 Dedicated Machines3 OperatorsNo FlexibilityEach 30% Utilization75 Minute C/O
1 Machine / 9+ Tools1 OperatorChange Over Flexibility90% Utilization10 Minute C/O
From: To:
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Implementation PlanWhat Item
Who’s Responsible
Due Date
ExpectedOutcome
Status Review(June 25th IPR)
Eliminate bolts & switch to clamps
Tom M. June20th
Time savings of 28 minutes
Complete. First trial showed 9 minute gain.
Preheat dies Jeff R. June 16th
Time savings of 22 minutes First part quality
Complete. First trial showed 10 minute gain.
Standardize hoses,manifold connectors, & quick disconnect
Kathy L. June 25th
Time savings of8 minutes
Complete. First trial showed 11 minute gain.
Create set up cart & 5S tool board
Tom M. June 22nd
Time saving of7 minutes
Complete. First trial showed 5 minute gain.
Alignment aids for die insertion
Jeff R. June 16th
Work simplification & visual management
Confirmed easier die insertion.
Create new work instructions
Kathy L. June 26th
Training document Not complete yet.
Train all operators across 3 shifts
Kathy L. June 30th
Same result each shift Pending completion of new work instruction.
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Check Results
10
20
30
40
50
60
70
80
90
100
Utilization Changeover Time
10
20
30
40
50
60
70
80
90
100
PreviousLevel
NewTarget
NewTarget
PreviousLevel
ActualResults
ActualResults
Did not achieve goal yet.Small gap or problem remains.Follow up & resolve
Successfully achieved goal.Will focus on sustainment.Follow up & sustain
Goal
Goal
Min.%
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Follow Up & Standardize
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Type 3 – Target State Summary
DivergentCreativeSynthesisRequires changeLonger timeGreater span
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Session Summary
• Type 1 & 2 Problem Solving: Defense
• Type 3 & 4 Problem Solving: Offense
• Type 3 Key Success FactorsChallenge, Courage, & Creativity
Openness to exploration
PDCA Loop iteration
Rapid experimentation
Learning by doing
• Good luck on your improvement journey!
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Appendix