kaizen presentation - print

8/3/2019 KAIZEN Presentation - Print

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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.



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kaizen presentation - print

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