continuous improvement & kaizen
DESCRIPTION
Continuous Improvement & KaizenTRANSCRIPT
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A strategy for A strategy for
performanceperformanceexcellenceexcellence
Original source: unknown Original source: unknown
Modified by N. Hanna & M. Burns
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What does Kaizen mean?What does Kaizen mean?
KAI KAI + + ZENZEN
changechange good or bettergood or better
==> ==> improvementimprovement
Usually translated as Usually translated as continuous improvementcontinuous improvement which has 2 meanings:which has 2 meanings:
1.1. Continuously trying to improve what you do Continuously trying to improve what you do forever (i.e. forever (i.e. Continuous ImprovementContinuous Improvement))
2.2. Using cycles of reflection (PDCA cycles) to Using cycles of reflection (PDCA cycles) to produce frequent produce frequent incrementalincrementalimprovements in work processes improvements in work processes (i.e. (i.e. KaizenKaizen))
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Is the continuous
elimination of waste
Continuous ImprovementContinuous Improvement
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Continuous ImprovementContinuous Improvement
definitions (web)definitions (web) The constant effort to eliminate waste, reduce The constant effort to eliminate waste, reduce response time, simplify the design of both response time, simplify the design of both products and processes, and improve quality products and processes, and improve quality and customer service.and customer service.
Continuous incremental improvement of aspects Continuous incremental improvement of aspects connected with a manufacturing process.connected with a manufacturing process.
A quality philosophy that assumes further A quality philosophy that assumes further improvements are always possible and that improvements are always possible and that processes should be continuously reprocesses should be continuously re--evaluated evaluated and improvements implemented.and improvements implemented.
The ongoing evaluation and change of The ongoing evaluation and change of processes, products, programs and services to processes, products, programs and services to make them work better.make them work better.
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A management approach that involves A management approach that involves continuously searching for ways to improve continuously searching for ways to improve processes and the goods and services they processes and the goods and services they produce. produce.
Incremental improvements that take place over Incremental improvements that take place over time as the results of corrective actions are fed time as the results of corrective actions are fed back into the Quality System. back into the Quality System.
Continuous improvement anticipates the Continuous improvement anticipates the incremental changes that take place over time to incremental changes that take place over time to minimize the recurrence of repetitive quality minimize the recurrence of repetitive quality problems.problems.
Continuous ImprovementContinuous Improvement
definitions (web): (cont)definitions (web): (cont)
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ContinuousContinuous Improvement (CI)Improvement (CI)
Is a business philosophy that aims at creating a
steady growth and improvement.
It produces quantum leaps when cumulative
improvements synergize
The sum of all the small improvements can
cause a profound net effect greater than the
sum of all the small improvements.
Is a set of activities that an organization routinely
carries out in order to enhance its ability to meet
requirements.
Small improvements in work processes, through
ongoing efforts by everyone - adding up to a
large improvement.88
Continuous ImprovementContinuous Improvement ((CI)CI)
Adopting new activities and eliminating Adopting new activities and eliminating
those which are found to add little or no those which are found to add little or no
value.value.
The goal is to increase effectiveness by The goal is to increase effectiveness by
reducing inefficiencies, frustrations, and reducing inefficiencies, frustrations, and
waste (rework, time, effort, material, etc).waste (rework, time, effort, material, etc).
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Two elements of KaizenTwo elements of Kaizen
Improvement/change Improvement/change
Ongoing/continuityOngoing/continuity
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Continuous Process Improvement Continuous Process Improvement
is the systematic and continuous is the systematic and continuous
elimination of waste ofelimination of waste of::
capital capital
materialsmaterials
people's timepeople's time
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The Seven types of wasteThe Seven types of waste
1.1. OverproductionOverproduction
2.2. Delays (waiting time)Delays (waiting time)
3.3. TransportationTransportation
4.4. OverOver--processingprocessing
5.5. InventoriesInventories
6.6. MotionsMotions
7.7. Defective productsDefective products
7 Wastes
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1. List at least one example of each of the 7 categories of waste from a process within your organization.
2. Identify at least one possible cause for each of the specific wastes listed.
3. Propose one or more actions to reduce each of these wastes.
4. Identify methods of measurement to determine results of waste reduction efforts.
Think Break
Exercise 1: Wastes Identification (form on next screen)
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Exercise 1: Wastes IdentificationExercise 1: Wastes IdentificationThink Break
Defective Defective
productsproducts
MotionsMotions
InventoriesInventories
OverOver--processingprocessing
TransportationTransportation
DelaysDelays
OverproductionOverproduction
Method of Method of
measurementmeasurementProposed Proposed
actionactionPossible Possible
causecause
Identify Identify oneone
example of each example of each
waste type below.waste type below.
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Seven recognized forms of wasteSeven recognized forms of waste
Preparing designs that
are never used Excessive work in processOverOverOverOver----productionproductionproductionproduction
Too many signoffs Performing unneeded
operationsOverOverOverOver----processingprocessingprocessingprocessing
Extraneous analysis Retrieving parts, tools, or
information
Unnecessary Unnecessary Unnecessary Unnecessary
MotionMotionMotionMotion
Backlog of design or
tooling changes Excessive work in processInventoryInventoryInventoryInventory
Data handoffs Parts moving to the
warehouse and backTransportingTransportingTransportingTransporting
For concurrence from all
disciplines
For parts, tools or
informationWaitingWaitingWaitingWaiting
Drawing or planning
errors Scrap or reworkDefectsDefectsDefectsDefects
Office ExampleOffice ExampleOffice ExampleOffice ExampleFactory ExampleFactory ExampleFactory ExampleFactory ExampleSeven Forms of Seven Forms of Seven Forms of Seven Forms of
WasteWasteWasteWaste
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The The secretsecret: : be systematicbe systematic Work with a versatile teamWork with a versatile team
Measure, evaluateMeasure, evaluate
Find the 5 Whys (Who, what, why, when Find the 5 Whys (Who, what, why, when
and how)and how)
Follow upFollow up
Standardize, make uniformStandardize, make uniform
SimplifySimplify
CombineCombine
PreventPrevent
Make waste uglyMake waste ugly
Elimination of Wastes and Continuous Elimination of Wastes and Continuous
ImprovementImprovement
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Key points when looking at your Key points when looking at your
continuous improvement plan:continuous improvement plan: Continuous means ongoingContinuous means ongoing. .
The process never stops. The process never stops.
Once a year, have an outsider review your business.Once a year, have an outsider review your business. Outsiders can often see what you cannot. Outsiders can often see what you cannot.
Do the simple and cheap things first and quickly.Do the simple and cheap things first and quickly. This builds credibility, momentum and commitment with your This builds credibility, momentum and commitment with your people. It also gives you practice. people. It also gives you practice.
Have a formal suggestions system for your employees.Have a formal suggestions system for your employees. See article on Suggestions Spreadsheet.See article on Suggestions Spreadsheet.
Do not try to do it all at once.Do not try to do it all at once. Set up a plan and do it in stages. See article on Action Plan Set up a plan and do it in stages. See article on Action Plan Spreadsheet. Spreadsheet.
Try to work on two or three top priorities.Try to work on two or three top priorities. Working on more than that can diffuse effort, energy and resourcWorking on more than that can diffuse effort, energy and resources. es.
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Key points when looking at your Key points when looking at your
continuous improvement plancontinuous improvement plan Celebrate, acknowledge and reward accomplishment.Celebrate, acknowledge and reward accomplishment.This creates a positive environment for improvement which encourages employee participation.
Bring up continuous improvementBring up continuous improvement issues in your issues in your production and business meetings. production and business meetings.
Make certain your improvements involve your Make certain your improvements involve your customers.customers. Focus on delivering increasing value.
Look for breakthrough improvements.Look for breakthrough improvements. One of the added benefits of continuous improvement is everything is on the table. Some small improvements can turn out to be major improvements.
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Key points when looking at your Key points when looking at your
continuous improvement plancontinuous improvement plan Develop a continuous improvement system that works for Develop a continuous improvement system that works for your business.your business. Do not copy without trying it out Do not copy without trying it out what what works for one business may not work for another. works for one business may not work for another.
Look Look insideinside your industryyour industry, at your competition and best , at your competition and best practices. Competitors can often show you a better way. If practices. Competitors can often show you a better way. If it works, use it! it works, use it!
Use a costUse a cost--benefit analysisbenefit analysis if you have difficulty setting if you have difficulty setting priorities. priorities.
Look Look outsideoutside your industryyour industry to see what other industries are to see what other industries are doing. doing.
Be hungry for new ideas and ways to improveBe hungry for new ideas and ways to improve. Make this a . Make this a part of your business culture. Set the example and your part of your business culture. Set the example and your people will follow.people will follow.
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How to Carry out a How to Carry out a
Continuous Improvement Continuous Improvement
ProjectProject
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12 Generic Steps12 Generic Steps
1.1. Set up the Project Team.Set up the Project Team.
2.2. Define the scope.Define the scope.
3.3. Set the goals.Set the goals.
4.4. Understand the process.Understand the process.
5.5. Plan the project.Plan the project.
6.6. Determine Information Needs.Determine Information Needs.
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12 Generic Steps (cont)12 Generic Steps (cont)
7.7. Choose the tools for the jobChoose the tools for the job
8.8. Identify the root causesIdentify the root causes
9.9. Develop solutionsDevelop solutions
10.10. Implement the solutionsImplement the solutions
11.11. Review the resultsReview the results
12.12. Standardize the changeStandardize the change
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Set up the Project Team.Set up the Project Team.
A team is more effective than an individual for problem A team is more effective than an individual for problem solving.solving.
Ensure that someone on the team is knowledgeable in Ensure that someone on the team is knowledgeable in every aspect of the process being studiedevery aspect of the process being studied..
The team members must be knowledgeable in:The team members must be knowledgeable in:
team building skills andteam building skills and
understand the tools and strategies that can be used for understand the tools and strategies that can be used for problem solving.problem solving.
A low level process team should have people from the A low level process team should have people from the working levelworking level..
A high level process team should include managers A high level process team should include managers because they have a broader perspective.because they have a broader perspective.
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Define the scopeDefine the scope
The scope of the project must include:The scope of the project must include:
The statement of the problemThe statement of the problem
A definition of the boundariesA definition of the boundaries
The magnitude of improvement goalsThe magnitude of improvement goals
A target date for completion andA target date for completion and
The resources availableThe resources available
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Set the goalsSet the goals
Starting pointStarting point: : find out what the customer find out what the customer
and the end user want.and the end user want.
The The goalgoal: : to find out their expectations and to find out their expectations and
meet them. meet them.
The The goals should be quantifiedgoals should be quantified and used and used
as a benchmarkas a benchmark to measure the success.to measure the success.
Team must be very clearTeam must be very clear about the about the
expectations for the Project. expectations for the Project.
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Understand the ProcessUnderstand the Process
Understand how the current process Understand how the current process
works and what it is supposed to do.works and what it is supposed to do.
There are two approaches to There are two approaches to
understanding the present processunderstanding the present process
Process DescriptionProcess Description: The team should ask : The team should ask
and answer key questionsand answer key questions
Visual/Graphical representationVisual/Graphical representation
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Process DescriptionProcess Description
The team should ask and answer key questions:
What does the process do?What does the process do?
What are the stages of the process?What are the stages of the process?
What are the starting and finishing points of the What are the starting and finishing points of the process?process?
What are the inputs and outputs from the What are the inputs and outputs from the process?process?
Who are the suppliers and the customers of the Who are the suppliers and the customers of the process?process?
Who uses the product and who pays for it?Who uses the product and who pays for it?
Are there obvious problems with the process?Are there obvious problems with the process?
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GraphicalGraphical
Flow ChartsFlow Charts.. A flow chart of the process (visual A flow chart of the process (visual
picture) is particularly helpful in obtaining an picture) is particularly helpful in obtaining an
understanding of how the process works. understanding of how the process works.
A A Top Down flow chartTop Down flow chart shows only the essential shows only the essential
steps in a process without detail.steps in a process without detail.
Deployment Matrix ChartDeployment Matrix Chart. This is useful because it . This is useful because it
shows who is responsible for each activity, how they shows who is responsible for each activity, how they
fit into the flow of work and how they relate to others fit into the flow of work and how they relate to others
in accomplishing the overall job.in accomplishing the overall job.
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Plan the ProjectPlan the Project
1.1. Identify root causesIdentify root causes
2.2. Develop (costDevelop (cost--effective) solutionseffective) solutions
3.3. Implement the changesImplement the changes
4.4. Review the resultsReview the results
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Determine information needsDetermine information needs
Need to know:Need to know:
1.1. what information is available what information is available
2.2. what information is what information is notnot available and,available and,
3.3. how to collect the how to collect the currentlycurrently unavailable unavailable
information.information.
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Choose the tools for the JobChoose the tools for the Job
brainstormingbrainstorming
flowchartsflowcharts
cause and effect/Ishikawa diagramcause and effect/Ishikawa diagram
checksheets/tallysheetschecksheets/tallysheets
runchartsruncharts
Pareto chartPareto chart
histogramshistograms
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Identify the Root CausesIdentify the Root Causes
To get at the root cause you need to ask To get at the root cause you need to ask
the question:the question:
What is the cause of the cause?What is the cause of the cause?
Ask why again and keep asking Ask why again and keep asking 'why?''why?'
uuntilntil the team cannot think of another the team cannot think of another
cause level.cause level.
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Develop SolutionsDevelop Solutions
1.1. DefineDefine the characteristics of an ideal solution and,the characteristics of an ideal solution and,
2.2. IdentifyIdentify the criteriathe criteria that that mustmust be satisfied and the criteria be satisfied and the criteria that are that are desirabledesirable but not absolutely necessary.but not absolutely necessary.
3.3. Identify proposed solution constraints.Identify proposed solution constraints.
4.4. EvaluateEvaluate each possible solution against the criteriaeach possible solution against the criteria for for selection.selection.
5.5. SSeekeek to develop a solution which comes closest to:to develop a solution which comes closest to:
solving the root causessolving the root causes
is the easiest to implementis the easiest to implement
satisfies the criteria for selection, andsatisfies the criteria for selection, and
does not impact on the constraints.does not impact on the constraints.
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Implement the solutionsImplement the solutions
1.1. DefineDefine required changesrequired changes..
2.2. ListList the implementation activitiesthe implementation activities
3.3. DetermineDetermine the the sequencesequence of of
implementation stepsimplementation steps required.required.
4.4. ProperlyProperly informinform allall those people those people who who
are affected by the changesare affected by the changes and and ensureensure
they understand they understand howhow the changes will the changes will
take place.take place.
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Review the resultsReview the results
1.1. Did the team achieve the expected Did the team achieve the expected
benefits?benefits?
2.2. Were there any unexpected benefits or Were there any unexpected benefits or
problems?problems?
3.3. What can the team learn from these?What can the team learn from these?
4.4. What can be done to fineWhat can be done to fine--tune the tune the
solution so that it can be applied on a solution so that it can be applied on a
wider basis?wider basis?
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Standardize the changeStandardize the change
The process should be The process should be refinedrefined and and
appliedapplied to other similar processes.to other similar processes.
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CPI (Continuous Performance Improvement)
summarysummary
CPI
Project
Time
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Data driven methodology to magnify the
impact of Process Improvement
Applies control techniques to eliminate
the erosion of improvements
Proceduralizes/standardizes
improvements for improved
maintenance of critical process
parameters
CPI projects emphasize
improvement jumps and
the control and long term
maintenance of those
improvements
Process Improvement
Project Implemented
Maintenance of
Process
Performance
Time
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Kaizen summaryKaizen summary Uses small teams to optimize process performance by implementing incremental change.
Applies intellectual capital of team members who are intimate with the process.
CPI
Time
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Kaizen
Kaizen projects emphasize incremental improvements
gained from identifying and eliminating the 7 forms of
process waste.