8 Making Daily Kaizen a Success Alsterman

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Part Development AB

Make Daily Kaizen a Success!

Henric Alsterman, Ph.D.

Author & Lean Management Coach

Part Development AB

Background

1983-1994 ASEA-ABB apprentice, Service Technician,

Superviser and Production Engineer

1994-1995 Electronic Production Ericsson

1995-1999 Royal institute of Tech, Master

1999-2004 Royal institute of Tech, PhD flexible production

2004-2005 Royal institute of Tech, Ass Prof, Micro Assembly

2005- Part Development AB, Lean Management Coach &

Trainer, CEO


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The Lean Success Book Series

The leaders

role in Lean:

Lean in theory

and practice:The employees

role in Lean:

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Topics

General Lean intro

Standardization and deviations

A structure for Daily kaizen

Example of Lean Case in Sweden


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How do we Improve Results?

Reduce waste

More staff

More and better equipment

Increase working hours

Work harder

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Generating Results


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Values

Describe how we want to relate

to our stakeholders

Balance!

Important in order to create a

sound culture

Lean, not mean

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Lean Principles


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Methods/Ways of Working

Describe how to do things

This is where leaders should put their daily focus

Ways of working are more important than results in the shortterm

If we apply the right ways of working in the right way, we willhave the right results

Success Factor

Focus on agreed ways of working, not results!

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How do we Deal with Excess

Resources?

Win/Win

Win/Lose


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Communicate a Positive

Lean Strategy

Short term: Expand improvement work to further

increase speed and improve results

Longer term: Expand the business by for

example:

Insourcing Expand the product-/service range Increase the number of hospital beds Increase market share through price reductions Etc.

Success Factor

There must be something in it for everyone!

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STANDARDIZATION AND

DEVIATIONS


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Standard

Description of the best currently known and agreed

way to:

Perform tasks Store information, tools etc. Follow up work Hand over to the next process

Necessary to detect what is not normal

Tells right from wrong (deviations)

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Deviation

Result or event that deviates from what is normal

(standard)

Should be easy for everyone to detect (visual) A concrete form of waste

May be related to:

Quality Time Cost

Success Factor

Standardization is the foundation for daily kaizen!


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Relation to Standard

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Question Ways of Working

Encourage the detection of deviations

You get what you ask for

Improvements are about improving

conditions to do things right A bad way of working will

lead to a bad result

Success Factor:

Always question ways of working, NOT people!


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CONTINUOUS

IMPROVEMENTS CI)

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Use Proper Fuel

Daily CI should be based on:

1. Detected deviations

2. Good ideas

Implementing good ideas maybe an improvement May as well fix something that is not broken

Solving deviations wi l l be an improvement!

The limited improvement resources are well spent

Success Factor

Deviations should be the main fuel for CI!


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Deviations?

Planned Outcome

2 hour

2 hour

2 hour

2 hour

1,5 hour

1 hour

3 hour

2,5 hour

Workday

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Improvement Team

One team per improvement area

Common prioritization and follow-up

Individual task responsibility

1 + 1 > 2

Acceptance

Success Factor

Organize in improvement teams with distinct responsibilities

and powers!


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Solve, Dont just Fix!

Success Factor

Solve, dont just fix!

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PDCA Applied to Daily Kaizen


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Improvement boardThe hub in the improvement work

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PICK Chart

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Improve in Small Steps

High pace is important to create commitment

Improvements in small steps Small victories often No improvement is too small to be made

Slow and sluggish Efficient with frequent wins

Success Factor:

Strive to win small victories often!


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Analyze with 5 Why?

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Everyone should be Involved

All employees have two equally important tasks:

Perform assigned work

Improve ways of working

All leaders have two equally important tasks: Develop the skills of their employees

Improve ways of working (in leadership)

All organizational levels should be involved

Leaders and support functions should act as resources to theimprovement team

Rapid feedback important for commitment

Success Factor

Involve all organizational levels!


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Lean Case


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General Approach Part

Development

Pre-study

What can be achieved?

Action Plan

Sequence and speed

Lean Management

Solid knowledge of Lean in Management Team

Support while management to develop their own

organization Train the Trainer approach

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Case Electronic Producer

From 4000 products to 6 product families New Layout, SMD + wave soldering in common 6 distinct assembly groups based on processes (not customers)

New general layout

Management issue Flow oriented Visual

Group layout Employee issue

Education Current State Customer demands Future State Planning and control Group responsible (supported)


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SMD

Baseline: Chaos

Poor output Poor quality Long internal setup times Long external setup times Missing materials (no physical clearance) Long lead times

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Identifying of the big problems

Measured by the employees

Setup, Machine problems, components in tubes

3 key things to work with

Keep the machines running (follow up)

Minimize setup time (follow up and permanent loadedcomponents )

Avoid hand mounting (constant feedback and put on tapeon reel)


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Some results in 12 months

Output SMD 3 times more (with 2 times more

setups!)

External Setup Time (average) from 360 to 95

minutes

Internal Setup Time (average) from more than 40

minutes to 12 minutes

Better Quality

More motivated Employees

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Success factors

Use Lean principles

Focus on the details (Gemba)

Focus on Lead time

Involve, the group is responsible for what they

own

Measure

Lead to the solution, create knowledge (dont

solve)

Be prepared for hard work, or do something else


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Further Interest?

LEANTurn Deviations into Success!

Provides deeper understanding of Lean from a Western

perspective

LEADERSHIPMaking Lean a Success!

Explains in a concrete way what it takes to lead an

organization towards Lean

Books available at partdevelopment.com:

The Employee Guide to Success

Improve with Lean!

An easy-to-read description of the most central parts of Lean

Part Development AB

QUESTIONS?

Thank you for your attention!

[email protected]

Documents

8 Making Daily Kaizen a Success Alsterman