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K Vinoadh Kumar 2010250025 M.E MSM
S Madhavan 2010250012 College of Engineering Guindy
Anna University, Chennai -25.
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History of Kaizen
Kaizen philosophy
Kaizen strategy Major Kaizen systems and activities
13 Characteristics of Kaizen
Company Kaizen program Gemba Kaizen & Kaizen Blitz
Circle of influence and Circle of concern
Flywheel Effect FIRO
Hedgehog concept
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After WWII, to help restore Japan - American experts -rebuilding of Japanese industry
Japanese Emperor Requested Sir Edward Deming furthertraining in statistical tools
Economic Scientific Section (ESS) Trained Japanese with TWIprograms @ Detroit
Before Japanese trip to Detroit Film titled Improvement in 4steps film was showcased
After learning as per request from Japanese emperor Allmanagement gurus came to Japan
Started supplying transmission assembly TO FMC Americancustomers started liking transmission assemblies supplied by
Japan than American Reason Japanese manufacturers made parts were closer to
specified tolerance levels whereas Americans work is withintolerance limits
Reference: Wikipedia.org
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Encourages continuous, incremental changes in life
Not letting a day pass without some form of improvement
Kaizen philosophy also seesthe business through two lenses;
Kaizen maintenanceKaizen maintenanceKaizen maintenanceKaizen maintenance ----establishes the policies and rulesthat help maintain the performance levels set by thepresent managerial and operating standards.
----improvement ofimprovement ofimprovement ofimprovement ofexisting standards and processes or theinnovation of new ones.
Reference: Kaizen by Chris Oritz
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Single most important concept in Japanese management keyto Japans competitive success
Kaizen means continual small improvement or ongoing
improvement involving everyone Primary goal simultaneous achievement of excellence in
quality, cost and delivery all 3 conditions must be met tosatisf and su ort customer in the business
Reference: Web resource
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Total quality control / Total quality management
JIT / TPS
TPM Policy deployment
Suggestion system
MajorMajorMajorMajorkaizenkaizenkaizenkaizensystemssystemssystemssystems
Reference: Kaizen event plannerby Karen Martin
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5S
Standardization
Elimination of MUDA
Gemba
3 major activities
of Kaizen
MUDA, MURA, MURI 5M
Poka yoke
SMED Takt time
KANBAN
Common phrases in Kaizenenvironment
Reference: Kaizen event plannerby Karen Martin
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1. Value stream driven2. Total employee involvement
3. Cross-functional teamwork
4. 100 % focus
5. Short duration6. Aggressive objectives
7. Creativity before capital
8.
9. Rapid decisions and real-time buy-in
10. Full time implementation
11. New process training
12. Built-in sustainability13. Workforce development
Reference: Kaizen EventPlanner, Pg: 27-30
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Focus - how you can incorporate kaizen events in your company
Kaizen events - keeps the employees involved, accountable, and moreimportantly expecting more from them
Kaizen events without vision and focus are like road trips not having a final
destination key ingredients establishing kaizen program are as follows;
1. Create and communicate the vision
2.2.2.2. Establish the KaizenEstablish the KaizenEstablish the KaizenEstablish the Kaizen ChampionChampionChampionChampion
.... ommun ca on oar s anommun ca on oar s anommun ca on oar s anommun ca on oar s an ews e ersews e ersews e ersews e ers
4.4.4.4. The Kaizen GoverningThe Kaizen GoverningThe Kaizen GoverningThe Kaizen Governing CommitteeCommitteeCommitteeCommittee
a. The kaizen champion
b. The plant manager
c. The production manager
d. The engineering managere. The materials manager
f. The quality manager
g. The facilities/safety manager
h. The human resources managerReference: Kaizen, Pg: 8-25
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4. Kaizen TeamKaizen TeamKaizen TeamKaizen Team SelectionSelectionSelectionSelection
a.a.a.a. Team LeaderTeam LeaderTeam LeaderTeam Leader
b.b.b.b. Team MembersTeam MembersTeam MembersTeam Members
i.i.i.i. Process EngineerProcess EngineerProcess EngineerProcess Engineer
ii.ii.ii.ii. Quality EngineerQuality EngineerQuality EngineerQuality Engineer
iii.iii.iii.iii. Facilities/Maintenance PersonnelFacilities/Maintenance PersonnelFacilities/Maintenance PersonnelFacilities/Maintenance Personnel
iv.iv.iv.iv. Materials HandlerMaterials HandlerMaterials HandlerMaterials Handler
....
vi.vi.vi.vi. ManagementManagementManagementManagement
5.5.5.5. Kaizen Event TrackingKaizen Event TrackingKaizen Event TrackingKaizen Event Tracking SystemSystemSystemSystem
6.6.6.6. Kaizen Monthly MeetingsKaizen Monthly MeetingsKaizen Monthly MeetingsKaizen Monthly Meetings
a. Discussion of open action items: 15 minutes
b. Discussion of the last events results: 20 minutesc. Planning upcoming events: 30 minutes
7. Kaizen7. Kaizen7. Kaizen7. Kaizen Event SupplyEvent SupplyEvent SupplyEvent Supply BoxBoxBoxBox
Reference: Kaizen, Pg: 8-25
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Gemba = Workplace
Gembutsu = Tangible objects in Gemba: machine, equipment,tools, jigs, fixtures, etc.,
Process of continuously;a. Going to workplace
b. Identify the problem and its root cause
. ,
d. Solve the problem improve the solution
Gemba Kaizen 3 approaches;
a. Management oriented kaizen
b. Group oriented kaizen
c. Individual kaizen
Gemba Kaizen Doctor and Patient analogy
Reference: Web resources
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Managers define a problem
label all the parts of the process that seem wasteful
brainstorm ideas for the removal of said waste instantly implement the change to those who work in the
operations
created in a short period of time
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Management has two major components:
maintenance
improvement Under the maintenancemaintenancemaintenancemaintenance function,
management must first establish - policies, rules, directives &SOPs
ensuring that everybody follows SOP
Under the improvementimprovementimprovementimprovement function,
works continuously towards revising the current standards
once they have been mastered - establishing higher ones
signifies small improvements as a result of coordinatedcontinuous efforts by all employees
Reference: Selecting the right mfg tool foryour organization by Ron Moore
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The term 'flywheel effect' wascoined by Jim Collins in hisbook, Good to Great. Themetaphor of the flywheelemphasises the need toinitiate and evaluate progresscontinually, which means
and development rather thanfire-fighting in response tocrises.
Reference: Good to Great byJim Collins
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3 circles equal size equallyimportant
1111stststst circlecirclecirclecircle ---- what you can bethe best at
2nd circle what drives yourprofit ?
3rd circle what are you
most important thing is in themiddle intersection
In order to be in the middle you cannot miss any one the 3circles
If you could live your life inthat place - deeply passionateabout your work
Reference: Web resource
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solution Not part of the problem
"Habit 1: Be Proactive-when you feel powerless against life'sforces - examine what you can do instead focusing on worriesover which you have no real control
notice all your concerns - determine where you can take action Focusing on what you don't like will be disempowering you
Focusing on what you can do is proactive and empowering
Reference: The 7 habits ofhighly effective people, StephenR Covey
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FIRO tries to explain the relationship that every individualexperiences while working in CFT project.
As Kaizen respects people first, this is an importantdocumentation (feedback) to be maintained in a Kaizen program.
Reference: Web resources
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