the lean enterprise all about kaizen lean foundations continuous improvement training

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  • The Lean Enterprise All About KaizenLean FoundationsContinuous Improvement Training

  • Another methodology: KaizenWithin the Continuous Improvement tools arena, perhaps none is more critical than Kaizen events. While other lean tools may stand alone, Kaizens seek to change culture and processes through the utilization of many of the lean enterprise principlesKaizens seek small daily improvements resulting in large yearly savingsCompared to a large-scale DMAIC project, Kaizens focus on short-term blitzes to make immediate impact and change (change for the better) The process of leading a Kaizen however, follows the DMAIC format

  • Learning ObjectiveThis section seeks to standardize the process of Kaizens in an attempt to provide useful tools allowing first-time facilitators to hit the ground running with a project of their own. One important concept is to start small and tackle the more complex problems at a later date - once momentum is built and the Kaizen process has been understoodSome of the tools include a Kaizen Schedule, Kaizen Area Improvement Sheet, 7W and 5S forms, Area Action Form, Prioritization Matrix, and a Problem Record Sheet (These are embedded in the presentation and located in forms section )

  • Overview Kaizen is one of the critical tools within a Continuous Improvement Process (CIP)

    Mistake ProofingSet-up ReductionVisual Management Cellular LayoutKanbanTPMStandardized OperationsProblem SolvingKaizen eventsVSM5S

  • Overview What is Kaizen ?

    (Ky-Zen)

    Continual Improvement

    Kai = ChangeZen = Good (for the Better)

    The Basic Philosophy Is to Involve All Employees in Small, Daily Improvements within their Work Areas.

  • Overview Benefits of Small Daily Improvements can Add Up

    20% Improvement(One Time)20%(One Time)1/10 of 1%(Every Day)1/10 x 250 Workdays25% ImprovementPer Year

  • DMAIC and PDCAIdentify WasteCollect DataIdentify Desired ResultFind a Solution

    Standardize (ROLL-OUT SOLUTION)

    Prevent RecurrenceMistake-proofEvaluateImplement Solution (PILOT first)Achieve desired result ? Act Do Plan CheckDid not achieve desired resultFIRST - Standardize, Do, Check, Act (Ensure process is stable)THEN Plan (for more improvement), Do, Check, Act

    D M A I C

  • OverviewWhat is a Kaizen event?A Kaizen event is a planned event (2 - 5 days) of intense improvement activities directed at specific areas of the business toward a larger goalKaizen events are essentially narrow-focused, short-term DMAIC projects. These can ALSO be done as part of any Lean, BB or GB projectA Kaizen event is a cycle of improvement

    How do I do a Kaizen event ?You do a Kaizen the same way as a DMAIC project and using PDCA as your guide

  • Cycle of Continual Improvement Kaizens follow a continuing cycle of improvement S = Study the change, assure it is stable then, improve again!

  • OverviewKaizen concentrates on improving several aspects of the business:Kaizen concentrates on improving several aspects of the business:SafetyQualitySpeedHow?

    Value to CustomerWaste (Muda) EliminationWorking to Takt TimeTPM5S1-piece FlowPull System

  • Benefits of a KaizenTeamworkEveryone is able to participate and make improvementsNo one individual, but a team, make the improvementsCommunicationImproved relations between associates and managementEducationImproved problem solvingThe more you teach someone to fish the more than can feed themselves

  • Benefits of a KaizenAwarenessUnderstanding of broad issues and objectives of the organization as a wholeBetter understanding of Continuous Improvement and the challenges involved with ChangeConfidenceStronger feelings of self-worthEmpowermentIncreased control over the job and work environment which fosters ownership and commitment to the change process

    All employees now feel they have a voice in the process!

  • Planning requires good Project Management

  • How is a Kaizen Done? (With Good planning!)Groundwork Period: (D-Phase/Plan)

  • The Kaizen Groundwork PeriodDetermining Areas of ImprovementDocument current state (performance)

    AREA

    PLANT

    DATE

    PART

    KAIZEN IMPROVEMENT SHEET

    1

    Daily Requirement (pieces per day)

    COMMENTS

    RESULTS

    PLAN

    CURRENT

    Shifts per Day

    Available Seconds per Day

    (shifts/day x hrs/shift x 3600 seconds/hr)

    minus (breaks + meetings + cleanup time + etc.)

    Equipment Downtime

    (which stops the line)

    Percent

    Minutes/Day

    Material Downtime

    (which stops the line)

    Minutes/Day

    Percent

    Operating Rate (percent)

    (Available Seconds per Day Downtime Seconds)

    Available Seconds per Day

    Takt Time (in seconds)

    (Available Seconds per Day X Operating Rate)

    Daily Requirement

    Number of Operators

    (Total for all shifts)

    Direct

    Indirect

    Operating Minutes per Part

    (Available Seconds per Day / 60) x Total Operators

    Daily Production

    Scrap Cost

    (Scrap Dollars divided by Units Produced)

    Internal PPM AVG. ..(ie: THRU SEPT. 200X)

    External PPM AVG. .. (ie: THRU SEPT. 200X)

    Work-In-Process TOTAL

    Cycle Time (from the time a major work-piece starts until completion)

    Floor Space (in square feet)

    Notes on Current Problem(s):

    Some Problems are:

    3

    4

    5

    6

    7

    8

    2

    :

    :

    :

    :

    9

    10

    11

    12

    13

    14

    15

    :

    16

    File: CIP KAIZEN AREA IMPROVEMENT SHEET

  • Kaizen Preliminary DayPreliminary Day: (D-Phase/Plan)

  • 7W Form

    Waste Identification Sheet

    Waste Identification Worksheet

    ObservationOverproductionCorrectionConveyanceInspectionMotionOverprocessingWaiting

    Expl: Waste of Mass InspectionRM,WIP, FGExcessive inspection. When (and if) defects found - we must fix and rush-order shipments.

    Expl: Waste of ConveyanceForms are transported to various locations causing long cycle times and high costs with maintaining inventories.

    Seven Types of Waste

    Waste of DefectsReworking and correcting items, such as forms or orders, that should be done right the first time

    Waste of OverproductionMaking more than the next process needs (eg - Inventory)

    Waste of Transportation (Conveyance)Long distances traveled in the process to include double-handling of goods

    Waste of WaitingLack of supplies or poor utilization of time for a person or machine

    Waste of InspectionExcessive inspection trying to find defects from a faulty process

    Waste of MotionExcessive movements in the process that may cause health defects

    Waste of ProcessingUnnecessary production adds no value and may drive costs up

    &RLE0010

  • 6S Form (Embedded below)Your Company

    5S Audit Sheet

    Your Company

    In order to attain each level, all criteria must be met with a "Yes" response

    Level One (E) - Default*

    There is no workplace organization. Usually appears disorganized and dirty.

    Parts and garbage are on the floor and in storage bins.

    Parts are not labeled properly and/or there is mixed stock under one part number.

    Shelves are cluttered with all sorts of items; newspapers, lunches, trash, broken or obsolete stock, etc.

    Level Two - (D)YESNO

    Area is swept and cleaned. No debris in the work area

    The area appears to be organizaed but cannot tell what is and is not required in the process

    WIP is well organized

    There is no excess or obsolete stock in the work area and all items are labeled

    Defective items are quarantined and properly identified.

    Level Three - (C )YESNO

    All level two requirements have been met and maintained for a minimum period of two months.

    Aisles, Equipment and materials are well identified

    All non-required tools and equipment have been removed from the work area.

    All required tools and equipment are identified and assigned a permanent location that is visible at a glance.

    Min-Max levels of WIP have been established and are being adhered to.

    Level Four - (B)YESNO

    All level three requirements have been met and maintained for a minimum period of two months.

    All small tools are identified and located for immediate access

    Operators / workers maintain 6 S standards with direction and support from supervision.

    Level Five - (A)YESNO

    All level Four requirements have been met and maintained for a minimum period of two months.

    Operators / workers are maintaining 6 S standards with no direction from supervision.

    Operators are searching for opportunities to improve 6 S in the area, especially opportunities for prevention.

    Audit completed by: ____________________

    Department / Area: ____________________

    Area Supervisor: ____________________

    Date Completed: ____________________

    &C&"Arial,Bold"&18 6 S Audit Sheet

  • Kaizen Day 1Day 1: M-Phase/Do

  • Kaizen Day 1Identify and Track Improvement Actions

    Sheet1

    #DateProblemSolutionWho -ResponsibilityStatus% CompleteComplete DateSavingsCosts

    110/27/99Double handling of parts at WeldersParts should be in totesJeff/J. LeeIn negotiation$147,207.00

    2Too much Overtime,low production at Cushion cellAdd extra repair person on each shift in cell to stock-up and weld seats. Eliminate overtime, and increase productionTeam$174,930.00$96,422.00

    3Bad welds because parts are not pressed flush in jigModify clamps to cover more area to produce better weldsLonnie/J. LeeTN. Rand will be here Monday, 1 Nov to modify.Q