standard kaizen intro - kzk solutions · • learn about kaizen • see how kaizen fits into our...
TRANSCRIPT
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KaizenIntroduction
Welcome to the Kaizen workshop
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Workshop Objectives
• Learn about Kaizen
• See how Kaizen fits into our business
• Learn about Process Mapping using a Ferag drum
stitcher as the model.
• Use Process Mapping results to determine shop
floor organisation required for Sheffield.
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Why are we doing Kaizen?
• We are doing Kaizen because the
circumstances require dramatic improvement.
We will
• Achieve our business aims
• Have a better way of working
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British Productivity
• 1970-1994 Britain lost 3 million jobs
• 1994 Study showed the UK to have the most
negative workforce in Europe
• 1970-1990 Japan tripled production
• 1970-1990 France doubled production
• 1970-1990 Britain was the only industrial power
with no increase
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KAI = CHANGE
ZEN = FOR THE BETTER
KAIZEN = CONTINOUS IMPROVEMENT
Kaizen Definition
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Kaizen - What it is not
• Kaizan
• Kaisan
• Kaisen
• Falsification
• Break up
• Scabies
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Kaizen definition
Continuous improvement through the elimination of waste involving
everyone in the business
This can only be maintained by
self-discipline and standards
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Kaizen – where are we now?
The starting point of KAIZEN is to recognize that
whatever we are doing, can be improved.
Some people set the challenge by saying “We
should regard how we currently do our job as the
worst way to do it."
In order to improve we must first perceive the need
for change, then recognise the problems and work to solve them.
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What is a Paradigm?
A paradigm is a set of rules and regulations (written or unwritten) that does two things:
• It establishes or defines boundaries
• It tells you how to behave within these boundaries in order to be successful
When we react to a situation in a stereotyped or usual way this is called a paradigm
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Paradigm Example
• Sony made research into laser disks until 1976 when research was
shelved as it was deemed to be inappropriate as a medium for audio.
• In 1979 Phillips wanted to talk to Sony about setting new audio
standard for audio disks
• Although Sony had shelved their project they invited Phillips over
• Sony assembled the team who had done their research to meet the
Phillips representatives
• The Phillips representatives started by stating that they knew Sony
were way ahead in terms of R&D. They then showed Sony a prototype
CD a little larger than today’s CD.
– “We think this is about the right size”, they said
• Sony realised the paradigm that had made them shelve the project -
they had made their disks the same size as a vinyl LP!
• Once they realised their paradigm the rest is history!
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11
QCD
Customers
Waste (Muda)Waste (Muda) Waste (Muda)Waste (Muda)
Tools and techniques
7 Kaizen Concepts
3 Kaizen Principles
The Kaizen way of working
Process
Mapping is one Kaizen
tool
Can you think of
examples of waste?
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The 7 deadly wastes!
• Overproduction
• Inventory
• Transport
• Movement/motion
• Over-processing
• Waiting
• Defects
• The 8thWaste - Talent
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7 deadly wastes:
Over-production
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7 deadly wastes:
Over-production
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7 deadly wastes:
Inventory
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7 deadly wastes:
Inventory
Perfect Binder
spine glue.
1 container
needed per week.
1 months worth of
stock in place !
Each container
costs £500.
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7 deadly wastes:
Transport
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7 deadly wastes:
Transport
34 people. 24km - 54km to load one 40ft container
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7 deadly wastes:
Movement/Motion
470Total
40220C-D
45315B-C
125525A-D
80420A-C
180630A-B
Total yards
Number of times
Distance (Yards)
Where to-from
Example
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7 deadly wastes:
Movement/Motion
• Bending, stretching,
reaching.
• Carrying heavy items.
• Stock too low or shelves
too high
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7 deadly wastes:
Over-processing
Inserts are often received in boxes When they could be bulk packed
Extra work
•remove sellotape
•open box
•take bundle out of box
•destroy box
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7 deadly wastes:
Over-processing
Manual sort of Homebase10 times/year
1.9million run
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7 deadly wastes:
Waiting
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7 deadly wastes:
Defects
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7 deadly wastes:
Defects
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Kaizen
Waste (Muda)Waste (Muda) Waste (Muda)Waste (Muda)
5S – Standards – Visual
management – People Involvement
TPM TQM JIT
Customers – QCD targets
Profitability
Initial FocusInitial Focus
3 Kaizen Principles
7 Kaizen Concepts
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Kaizen Principles
• Processes and results
• Total systems
• Non blaming/non judgemental
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“I don‘t care how you do it,
just give me the results!”
Process and results
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Process and results
People
KAIZEN = Using processes to get Results
Consistent Processes
DesiredResults
R1
R2
R3
R4
People
TRADITIONAL = People doing what they can to get Results
InconsistentResults
Inconsistent
Processes
Quality Processes Yield Quality Results
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Non Blaming/non
Judgemental
• People are not the problem
• Blaming people does not solve your problem
• The answer is to make people problem-solvers!
The 1st time management gets angry is the last time it
will get good data about what´s going on !
The 1st time management gets angry is the last time it
will get good data about what´s going on !
People and problems
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Kaizen
3 Kaizen Principles
7 Kaizen Concepts
Waste (Muda)Waste (Muda) Waste (Muda)Waste (Muda)
5S – Standards – Visual
management – People Involvement
TPM TQM JIT
Customers – QCD targets
Profitability
Initial FocusInitial Focus
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Kaizen concepts
• SDCA to PDCA
• The next process is the customer
• Quality first
• Market-in
• Upstream management
• Speak with data
• Variability control and recurrence prevention
(ask “why?” 5 times)
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• PDCA cycle.
• Plan, Do, Check, Act.
• Finish one item with another.
• Never ending.
• Always improving.
SDCA to PDCA
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Using PDCA / SDCA
A
DC
C D
D
D
C
C
A
A
A
P
P
S
S
Improvement
Time
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• Customer/supplier chains
– Each department should see the next in line as their customer
– E.g. the press hall should see the bindery as their customer.
The Next Process is the
Customer
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What is Quality First ?
A B C
Do Not Receive
Do Not Make
Do Not Pass On
DEFECTSREJECTS
DEFECTSREJECTS
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Market-in :
• Conventional Model
• Market-in Model
Cost + Profit = Selling Price
Cost is decided by the market and the profit
needed by the company
Is a result of
cost + profit
Is determined
by the
customer Selling Price - Profit = Cost
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Solve the Problems
Find the Problems
Rework/Reject
Good
Bad
to Customer
Q Check
Work Flow Stream
1.
Rework / Reject
Q Check
to Customer
Rework / Reject
2.
Q Check
to Customer
Design/Planning3.
Upstream Management
Avoid / Prevent the Problems
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Only Speak With Data
• The press is always breaking down
No Longer Say ... But Instead Say ...
• We had three customer complaints regarding missing sections last month.
• We have a lot of customer complaints
• We always waste a lot of material during make ready
• We wasted 3500 copies during make ready
• The press broke down 3 times this week, which represents 4 hours stoppage time
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Variability Control and Recurrence Prevention
? ? ? ? ?The 5 Whys