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7/27/2019 KMS Presentation
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KMS Kaizen Management System
KMS Presentation
www.kaizen.com
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KAIZEN Institute Worldwide
Local KAIZEN OfficesCountries where we operate
Texas Japan
India
Germany
France
Spain
Portugal Italy
Switzerland
Poland
Austria
Czech
Romania
United Kingdom
Bahrain
New Zealand
ChennaiMumbai
Dehli
Thailand
Malaysia
Saudi Arabia
Ghana
Egypt
Mexico
United
States
Slovakia
Hungary
UAE
Kenya
Mauritius
China
Philippines
Indonesia
Brazil
Austral ia
Global Office
Russia
MASAAKI IMAIFounder and
President
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KAIZEN (Original Definition)
Change
for the better
K A I Z E N = Continuous Improvement
Z E N
K A I
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The market determines the price
Manufacturing costsbefore:
today:
Profit
Cost saving
Manufacturing costs Profit
Profits can be maintained only through the management of cost!
Manufacturing costs
Sales price
Market price
Sales price
Profit
The market
determinesthe price!
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Go to Gemba
Check Gembutsu
Search for
Make KAIZEN
The Gemba Principles
When an abnormality occurs
Machine, Material, Failures, Rejects etc.
Muda (waste), Mura (inconsistency),
Muri (physical strain)
Remove root causes
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What is a KMS Model KMS Temple
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Zero Errors
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Missionand
Tar
gets
Flow
Management
Flow
Management
Asset
Management
Asset
Management
Quality
Management
Quality
Management
Service
Management
Service
Management
Change ManagementChange Management
Technicaland
Organizationa
l
ActionPillars
Eliminate: MUDA-Losses
Build up a solid basis with:
Values Based on Kaizen Principles
Build up a solid basis with:
Values Based on Kaizen Princip les Eliminate: MUDA-Waste
Fu
ndamental
Values
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The worldwide Kaizen Management System for sustainable profit and growth
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Zero Errors
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Eliminate: MUDA-Losses
Build up a solid basis with:
KAIZEN Foundations
Build up a solid basis with:
KAIZEN Foundations Eliminate: MUDA-Waste
TFMTotal Flow
Management
TFMTotal Flow
Management
TPMTotal ProductiveMaintenance
TPMTotal ProductiveMaintenance
TQMTotal QualityManagement
TQMTotal QualityManagement
TSMTotal ServiceManagement
TSMTotal ServiceManagement
TCM Total Change ManagementTCM Total Change Management
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Examples of KMS Models
TOYOTA
The StanleyProduction System
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KAIZEN Foundations Model
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Zero defects
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Process Focus:Process Focus:Total Systems:Total Systems: Quality First:Quality First: Universal Tools:Universal Tools:
KAIZEN Foundations
Fundamental Values and Paradigms
KAIZEN Foundations
Fundamental Values and Paradigms
Market In;Market In;
Next Op. is Customer;Next Op. is Customer;
Upstream Management;Upstream Management;
Value Stream Thinking;Value Stream Thinking;
People Development;People Development;
Kaizen Management.Kaizen Management.
Process and Results;Process and Results;
Gemba Gembutsu;Gemba Gembutsu;
7 Mudas.7 Mudas.
SDCA / PDCA;SDCA / PDCA;
5S Habits;5S Habits;
Visual Management.Visual Management.
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KAIZEN Foundations
Fundamental Values and Paradigms
KAIZEN Foundations
Fundamental Values and Paradigms
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Zero defects
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
People wil l naturally resist to change;
The power of paradigms;
The process of paradigms change.
Foundations - Resistance to Change and Paradigms
Paradigms
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Foundations - Resistance to Change
Weve always worked that way
At first, we cared, but
Its not my responsibility
No-one told me
I dont have the time
Anyway, it wouldnt change anything
Another gizmo which wont last
There are more important problems
Its not possible here
We already have enough work
Whats in it for me?
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Foundations - Paradigms What do you See?
What do you see?
A young lady or an oldwoman?
It will depend on your
own Paradigms!
The reality is that bothare present.
It is important to Valuedifferent points of view!
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Foundations - The Process of Cultural Change
Process of Business Change(needs to be managed by change agents)
Process of Personal Change
New Ideas,
Accept-
ance
Values,Paradigms,
Trial of New
Behaviour
Way
of
Being
Beliefs,
Habits
Values,Paradigms,
New Ideas,
Accept-
ance
New
Paradigm
Pioneers
New
Paradigm
Sponsors
New
Paradigm
Sponsors
Pilot
ProcessesSystems,
Standards
Culture
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Foundations - The Process of Cultural Change
Gemba Kaizen: Projects, Workshops
and Team Activities.
Changing working conditions leads to
employee behaviour change
Improve Work Areas and
Processes (visible Improvement)
People Start Changing their Behaviour
through belief in new systems and habit of new standards
The Company Culture Changes
When Gemba Kaizen Activities
are introduced motivation
increases and employees enjoy
the practical learning
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Foundations - Total Systems - Overview
Total Systems:Total Systems:
Value Stream Thinking;Value Stream Thinking;
People Development;People Development;
Kaizen Management.Kaizen Management.
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Zero defects
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Functional Organization vs. Value Stream Thinking;
Blaming/Judging vs. Non Blaming/Non Judging;
Training is Enough vs. Kaizen Management System.
KAIZEN Foundations
Fundamental Values and Paradigms
KAIZEN Foundations
Fundamental Values and Paradigms
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Foundations - Quality First - Overview
KAIZEN Foundations
Fundamental Values and Paradigms
KAIZEN Foundations
Fundamental Values and Paradigms
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Zero defects
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Quality First:Quality First :
Market In;Market In;
Next Op. is Customer;Next Op. is Customer;
Upstream Management;Upstream Management;
Product Out vs. Market In;
Final Customer vs. Next Operation is Customer;
Inspection Management vs. Upstream Management.
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Foundations - Process Focus
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Zero defects
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Process Focus:Process Focus:
Process and Results;Process and Results;
Gemba / Gembutsu;Gemba / Gembutsu;
7 Mudas.7 Mudas.
Results Focus vs. Process and Results;
Theory / Opinion vs. Gemba / Gembutsu;
Point Improvement vs. Flow Improvement.
KAIZEN Foundations
Fundamental Values and Paradigms
KAIZEN Foundations
Fundamental Values and Paradigms
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Foundations - Universal Tools
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Zero defects
People
Involvement
Process
Flow
Process
Effectiveness
Lean Support
Systems
QCD QCD
Universal Tools:Universal Tools:
SDCA / PDCA;SDCA / PDCA;
5S Habits;5S Habits;
Visual Management.Visual Management.
No Standards Kaizen vs. Standards Based Kaizen;
No Kaizen Habits vs. Kaizen 5S Habits;
Hidden Information vs. Visual Management.
5S
KAIZEN Foundations
Fundamental Values and Paradigms
KAIZEN Foundations
Fundamental Values and Paradigms
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III. Establish Direction & Control
TCM - Total Change Management Model
I. Design an Effective KMS
2. Gemba Kaizen
Workshops
II. Develop Change Capability
1. Develop aKMS Structure
1. Establish a
KMS Audit
3. Value Stream
Projects
2. KMS College(training)
1. Design a
KMS Model
4. Autonomous
Team Activities
2. Policy
Deployment
3. KanriKaizen
3. A3 Performance
Control
4. Advanced
HR Practices
4. PersonalKaizen
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TCM - I. Design an Effective KMS - Overview
Targets:
Clarify the Values, the Mission and the Goals of the KMS;
Build the KMS Temple , a visual management logo full of purpose andmeaning;
Define a clear Action Strategy (master and detailed plans);
Choose and apply the most effective and proven Kaizen tools;
Find a practical way to involve all employees in Gemba activities (top,middle and bottom).
I. Design an Effective KMS
2. Gemba Kaizen
Workshops
3. Value Stream
Projects
1. Design a
KMS Model
4. Autonomous
Team Activities
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TCM - II.0. Develop Change Capability - Overview
Targets:
Develop, define and start the Kaizen Promotion Office Structure;
Define and start the KMS Training Plan;
Develop Supervisors Kaizen capability and habits;
Develop key people in terms of Individual Leadership Capability.
II. Develop Change Capability
1. Develop a
KMS Structure
2. KMS College
(training)
3. Kanri
Kaizen
4. Personal
Kaizen
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TCM - III.0. Establish Direction and Control - Overview
Targets:
Define and implement a System Audit tool;
Deploy the KMS across all company levels and functions;
Check results and make corrections;
Improve the Recruit, Train, Evaluate and Compensate HR practices.
III. Establish Direction & Control
1. Establish a
KMS Audit
2. Policy
Deployment
3. A3 Performance
Control
4. Advanced HR
Practices
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TFM Total Flow Management Model
Strategy
II. Production Flow
4. Smed
2. Borderof Line
1. Layout andLine Design
3. StandardWork
5. Low CostAutomation
III. Internal Logistics Flow
5. Pull Planning
3. Synchronization
(KB/JJ)
1. Supermarkets
2. Mizusumashi
4. Leveling
I. Basic Stabili ty
V. Value Stream Design (VSD)
IV. External LogisticsFlow
2. Milkrun
1. WarehouseDesign
5. Total PullPlanning
4. Outboundand Delivering
3. Inboundand Sourcing
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TPM Total Productive Maintenance Model
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TQM Total Quality Management Model
SITUATION
COMPANY
FOCUS
ACTION
TOOLS
Rework
Replacement
Many DefectsMany Complaints
Defects leave theCompany
LEVEL 0
Operations
Errors
Defects
Defects
Strengthen
Inspection
Eliminate ComplaintsInspection
Defects do notleave theCompany
LEVEL 1
Operations
Errors
Defects
Inspection STDs
Non defective Products
Standards andSDCA
Strengthen
Improvement
Don't Make DefectsImprovement
Decrease defects
LEVEL 2
Operations
Errors
Defects
Inspection STD s
Non defective Products
Improvement
Structured ProblemSolving
S.P.C
Auto QualityMatrix II
Strengthen Autonomation
(J idoka)
Prevent Errors FromBecoming Defects
Zero Defects
LEVEL 4
Operations
Errors
Improvement
Processes
Inspection STD s
Non defective Products
Q. F. D.
Auto QualityMatrix I
Strengthen Autonomous
Control
Don't Pass Defectsto the Next Process
Defects do notleave theProcess
LEVEL 3
Operations
Errors
Improvement
Defects
Inspection STD s
Non defective Products
Processes
Quality Maintenance
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TSM Total Service Management Model
Awareness of wasteSelf
Organization
No errors or omissionsCo-operation
Reduced lead t ime
Paperless officeProcess
Improvement
Visual management
Policy deploymentOptimization
as a Team
Greater flexibility
Less spaceFlexible Working
in Teams
Achievement of
QCDMS targets Best In Class
L1Create a
good
foundation
through
L2Improve through
L3Save
through
L4Lock in
gains by
L5Empower
people
for
L6Control process
to become
6 Levels of Effective Service Management
Create waste freeprocedures
Become a showcase
Eliminate mudaDo 5SSet goalsDevelop roadmap
Standardize:Procedures and forms
Office materialsCommunications
Map material andinformation flow
Do PDCADiscover potential
Implement VisualManagement
Create team boardsPractice PD
Analyze taskApply mobil ity conceptCreate flexible layouts
Process-
mapping
VSM
MUDA
5S
Recommended