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KAIZEN:CONTINUOUS PROCESS IMPROVEMENT
A form of enterprise learningInvolving everyone in the organizationKaizen culture
LD-Kaizen/3-Dec-99/Slide No: 2
Pemahaman:
Suatu bentuk enterprise learning
Melibatkan semua pekerja: top managemen, middle management, supervisors, shop floor workers, support staf dengan motivasi untuk selalu mencari perbaikan
Budaya kaizen: mecari peluang perbaikanMasalah = peluang perbaikan
LD-Kaizen/3-Dec-99/Slide No: 3
Contoh:Hasil Penerapan KAIZEN di Jepang
Compact-disc players using semiconductor lasers went through hundreds of small improvements, increasing quality and reliability, and decreasing manufacturing costs.
COSTS OF SEMICONDUCTOR LASERS USED INCOMPACT-DISC PLAYERS
0
100,000
200,000
300,000
400,000
500,000
600,000
1978
1979
1980
1981
1982
1983
1984
1985
1986
Pric
e (J
PY)
0
2
4
6
8
10
12
14
Ln (P
rice
)
LD-Kaizen/3-Dec-99/Slide No: 4
Siklus Aktivitas Kaizen:SIKLUS PDCA
Plan:Identifikasi masalahAnalisis masalahPerencanaanpenanggulangan
PDCA Cycle
ACT
PLAN
DOCHECK
Act:Jika hasil memuaskan,masukkan perubahanpada SOP dan latih pekerjauntuk menguasainya
Check:Periksa hasil, & tentukantingkat pencapaiannya
Do:Implementasi rencanasolusiMemastikan skill pekerjaang diperlukan
LD-Kaizen/3-Dec-99/Slide No: 5
Process Improvement & SPC:Deming Cycle (PDCA) & SDCA(Standardize–Do–Check–Action)
P
D
A
C
P
D
A
C
S
D
A
C
S
D
A
C
Maintenance: SOP
Maintenance: SOP
Kaizen
Kaizen
LD-Kaizen/3-Dec-99/Slide No: 6
Problem Solving Cycle:PDCA Cycle
Plan (Manajemen)
Action (Manajemen)
Check (Inspektur & Manajemen)
Do
Pekerja
A DC
P
PLANPLAN
DODO
CHECKCHECK
ACTIONACTION
WHAT
WHY
HOW
Definisi Masalah
Analisis Masalah
Identifikasi Sebab
Rencana Pemecahan
Implementasi
Konfirmasi Hasil & Penyesuaian
SOP Baru & Pelatihan (Standarisasi)
LD-Kaizen/3-Dec-99/Slide No: 7
Faktor KegagalanProgram Perbaikan Proses:
Lack of top management leadership & commitmentExpectations of quick resultsLack of true employee empowermentFailure to recognize the need for culture changeLimited scope of applicationEmphasis on the internal rather than the external customers
LD-Kaizen/3-Dec-99/Slide No: 8
Program Dasar Perbaikan Proses: BigBig--Q and LittleQ and Little--qq
Big-Q: Program perbaikan yang mengintegrasikan TQM dalam struktur & strategi perusahaan dengan dukungan penuh dari manajemen puncak.Little-q: Program yang menekankan pada pelatihan, perangkat, dan teknik-teknik TQM, tetapi tanpa perubahan mendasar pada budaya kerja.
LD-Kaizen/3-Dec-99/Slide No: 9
Big-Q & Little-q:Qu
ality
Impr
ovem
ent (
%)
Time (Years)0 1 2 3 4 5 6 7 8 9 10
100
90
80
70
60
50
40
30
20
10
0
Big "Q"
Little "q"
Big-Q:Active & aggressive driving by top managementFundamental changes in culture, structure, & processesWell-articulated strategiesConcepts integrated into the fabric of the companyPersistent, long-term results
LD-Kaizen/3-Dec-99/Slide No: 10
Big-Q & Little-q:
Little-q:Little top management supportTraining, tools, & techniques emphasized, not fundamental changeLack of an overall strategyPhilosophy not integrated with end-to-end processesSome initial results, but fading within three years or so
Quali
ty Im
prov
emen
t (%
)
Time (Years)0 1 2 3 4 5 6 7 8 9 10
100
90
80
70
60
50
40
30
20
10
0
Big "Q"
Little "q"
LD-Kaizen/3-Dec-99/Slide No: 11
Kaizen as An Umbrella Concept
KAIZEN
Procedure redesignValue-stream reinventionCustomer orientationTQM, QCTrainingSuggestion systemProductivity improvementRoboticsIT platform evolutionEDI (Electronic Data Interchange)evolutionSoftware designed for continuousimprovement
JIT techniquesContinuous-flow manufacturingSmall group activitiesQuality improvementCooperative labor-managementrelationsProduct improvementNew product developmentRelationships with suppliersRelationships with customersBusiness modelingRepository-based developmentEnterprise redesign
LD-Kaizen/3-Dec-99/Slide No: 12
Japanese & Western Approaches:Kriteria - P & Kriteria - R
A B C D E
Kriteria - P
Dukungan &Stimulasi
Usaha Perbaikan
Kriteria - Q
Pengendalian dengancarrot & stick
Performansi
PROSES HASIL
LD-Kaizen/3-Dec-99/Slide No: 13
Japanese & Western Perceptions:Kaizen & Management
(2) Japanese perceptions of job functions (b)(1) Japanese perceptions of job functions (a)
Top Management
MiddleManagement
Supervisors
Workers
Improvement
Maintenance(SOP)
(3) Western perceptions of job functions
Innovation
Maintenance(SOP)
Kaizen
Clean-sheet Reinvention
Maintenance(SOP)
Total Quality ManagementVisioningTop Management
MiddleManagement
Supervisors
Workers
Maintenance (SOP)
Innovation
(4) Current practice in many western companies
LD-Kaizen/3-Dec-99/Slide No: 14
Comparison:TQM/Kaizen & Clean-sheet ReinventionDimension KAIZEN Clean-sheet Revention
Effect Long-term & long-lasting but notdramatic
Short-term but dramatic
Pace Small, steady improvement Quantum-leap improvement Timeframe Continuous & incremental Intermittent & non incremental Change Gradual & constant Abrupt & volatile Participation Everybody Few “champions”, IT, strong
leadership Approach Collectivism – group efforts Individualism – strong, innovative
leadership Mode Maintain & improve Scrap & rebuild Spark Know-how of current processes Technological breakthroough; new
theories, innovative thinking Investment Little initial investment, major
effort to sustain ongoing TQMLarge initial investment
Effort orientation People Technology Evaluation Process & efforts for better results Results for profits
LD-Kaizen/3-Dec-99/Slide No: 15
Comparison:TQM/Kaizen & Clean-sheet Reinvention
Aktual
Resu
lts
Time
Resu
lts
TimeRe
sults
Time
Standar (what should be)
Maintenance
Maintenance
Standar Baru
KAIZEN
Inov
asi
Inov
asi Inov
asi
Inov
asi
Resu
lts
Time(1) Ideal pattern from quantum-leap redesign
(2) Actual pattern from quantum-leap redesign.Note: Without Kaizen, procedure tend to deteriorate.
There are new problems with new procedures
(4) Reinvention and Kaizen..Note: With Kaizen, reinvented process is made more
practical. Its problems are solved. Many smallimprovements increase productivity & quality.
(3) Pattern from Kaizen, or TQM, slow andsteady improvement
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