kaizen+5s model
TRANSCRIPT
KULDEEP MATHURM.B.A. JIWAJI UNIVERSITY GWALIOR
Kaizen
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I. Introduction
II. Kaizen Philosophy and Approach
III. Kaizen Toolbox
IV. Results from Some Kaizen Events
V. Lessons Learned (“The Bigger Picture”)
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“KAI” – Take apart and make better
“ZEN” – Think. Make good the actions of others. Do good deeds. Help each other
KAIZEN – Make people’s jobs easier by taking them apart, studying them, and making
improvements
Also known as: The Deliberate Application of Common Sense
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First made popular by Toyota as part of their production system (TPS or Lean Manufacturing) in the 1970s
“Discovered” and described in books in the West starting in the 1980s
Popular in American Auto and Aerospace industries in the 1990s (“Kaizen Blitz”)
Key tool in Lean Production today
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Discover and Eliminate all Waste in a process
Waste (“Muda”) – anything that the customer does not pay for
Some waste is necessary or required by law (personnel files, financial records, meetings, maintenance)
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Overproduction
Waiting
Over processing
Inventory
Motion
Defects
Transportation
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It is no longer
Cost + Profit = Selling Price
Today it is
Selling Price - Cost = Profit
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Focused effort by a full-time, cross-functional team to analyze and improve a process in a short time (usually 1 week)
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Mon Training and write problem statement
Tues – Wed AM Process Analysis and Determine Improvements
Wed PM – Fri AM Implement improvements
Fri PM Management Out brief
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Select area and determine scope
Select team
Provide rough objectives and some desired improvements
Communicate with all personnel in the area
Get buy-in from support groups
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Some people responsible for and knowledgeable about the process
Some people unfamiliar with the process
6 to 8 total
Kaizen Problem Solving Team
Team Cross-functional Same
Time 2 – 10 days 3 – 6 months
Power Make changes Recommend action
Focus Whole process Single issue
Goal Improve process / eliminate waste Resolve problem
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Not a License to Spend
Challenge Everything
Focus on improving things, not pointing fingers
No action – no success
Quick and simple is better than slow and fancy
If it doesn’t work out, can always go back to the way it used to be
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Flowcharts Cause and Effect Diagrams Pareto Charts Histograms Control charts Scatter Plots Check Sheets Statistical Methods
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Value Stream Mapping 5S Takt and Cycle times Spaghetti Diagram Poka Yoke Kanban Visual Controls Preventive Maintenance 5 Whys
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Sort
Straighten
Scrub/Sweep
Systemize/Schedule
Standardize/Sustain
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Management support critical for long term success Plan events that support company goals (avoid “shotgun
kaizen”) Your customer or your CFO should see results Get everyone involved Complete all actions on time It’s easier to cut costs by 10% than it is to increase sales
by 10% Take photos before and after