Upload
steve-depoe
View
17.725
Download
1
Tags:
Embed Size (px)
DESCRIPTION
I schedule to follow for conducting Kaizen events
Citation preview
What is Kaizen?
Stephen R Depoe
Kaizen Tools
• Kaizen is Japanese for revolutionary improvement• Kaizen is the organized use of common sense to
improve cost, quality, delivery, and responsiveness to customer needs.
• A Kaizen blitz involves a Kaizen activity in a specific area within a short time period.
• The Kaizen blitz, using cross-functional teams in a three to five day period, results in a rapid workplace change on a project basis.
Kaizen Terminology
• Kaizen – Incremental change for the better• Kaikaku – Radical change• 3 M’s
• Muda Waste• Mura Abnormality• Muri Strain or Stress
• Jidoka – Automating the detection of any abnormal product or condition
• Takt Time – The pace at which the customer is demanding product
Muda is Waste
• Waste Comes in many forms, described using the “Seven Wastes”:1. Transportation (moving material/product from one place to
another)2. Inventory (material/product/information waiting to be
processed)3. Motion (excess movement and/or poor ergonomics)4. Waiting (delays caused by shortages, approvals, downtime) 5. Overproduction (producing more than is needed)6. Over processing (adding more value than the customer is
paying for)7. Defects/Rework (doing the same job/task more than once)
Expectations of reducing Muda
Less Labor RequirementsLess Space RequirementsIncreased FlexibilityDecreased Costs
Less Labor RequirementsLess Space RequirementsIncreased FlexibilityDecreased Costs
Improved QualityImproved ResponsivenessIncreased InnovationIncreased Employee Enthusiasm
Improved QualityImproved ResponsivenessIncreased InnovationIncreased Employee Enthusiasm
When to use Kaizen?
• When the scope and boundaries of a problem are clearly defined and understood
• When results are needed immediately – i.e., capacity constraints, setup reduction, acute quality problems, safety/ergonomic issues
• In the early stages of a project to gain momentum and build credibility
• As a change agent when there is resistance to stimulate change
• As a project launching tool leading to multiple follow-on projects
• Always use Kaizen as a continuous improvement tool
Improvement Spectrum
Time to Execute
Early Project Quick Wins, 5S, Setup Reduction, Operational
Flow
More Complex analysis and improvement tools,
Pull Systems, Statistical Analysis, Kanban, Inventory Sizing, WIP Control,
etc.
Most Complex analysis and improvement tools, RSM, EVOP, Mixture
Designs, S&OP, Product
Reconciliation, Supplier Kanbans,
DOE, FMEA, Marketing
Strategy, etc.
Strategic – Analysis Focused
Tactical – SolutionFocused
Scope
‘‘Quick Wins’ or KaizenQuick Wins’ or Kaizen
RigorousRigorousLean and SixLean and SixSigma Tools Sigma Tools
AdvancedAdvancedLean and SixLean and SixSigma Tools Sigma Tools
The Approach
• The Kaizen Approach is composed of 3 segments:A. Pre-event Prep: Identify and plan narrowly scoped
events• Reducing defects in order entry
• Implementing marketing metrics
• Performing customer surveys to get VoC
B. Kaizen Event: measure, analyze, implement, and control improvements in one week
C. Follow-up Actions: remaining action items must be completed within four weeks after event
The Prep-workPreparation Phase (1-2 weeks before start of event)
• Develop Kaizen Mandate
• Data Collection/Analysis
• Team Selection/Notified
• Scope Identified• $$ Savings Determined• Process Map
• Resources Alerted• Create “Specialized”
Training• Logistics Arranged
• Keep The Team Busy!• Tendency for emails, voicemails, etc.
• Event will be stressful• Forcefully stay on track• Be a part of scope and team selection if possible• Plant seeds but don’t overpower the team with your
ideas• Give something back to area personnel
Facilitation Keys
Team Rules
• Be open to change• Maintain a positive attitude• Never leave disagreements unspoken• We’re not interested in assigning blame – only in creating
solutions!• Practice mutual respect• Treat others as you want to treated• One person, one vote – position doesn’t matter• The only stupid questions are the ones not asked• Have fun!• Understand the process, and…JUST DO IT!
Typical Kaizen Weekly Schedule
Finalize
Pre-Event Prep
8AM
Monday Tuesday Wednesday Thursday Friday
12PM
4PM
6PM
10AM
2PM
Kaizen Kickoff,
Lean/Kaizen Training,
Specialized Training
Measure
(Present State Analysis)
Measure
(Present State Analysis)
Analyze
Lunch LunchAnalyze
Brainstorm Ideas,
Idea Effort/Impact,
Idea Prioritization,
Future State Design
Mid-Wk Review
Process Part Design Review
Future State Des
Future State Des
Implement
Improvements,
Perform Process Participant Training,
Tweak Design
Implement Improvements
Lunch Lunch Lunch &
Celebration
Final Presentation
Implement
Improvements,
Perform Process Participant Training,
Tweak Design
Create and Implement
Standard Work,
Measure Future State,
Calculate Actual Benefits
Create Final Presentation
Finalize Future State,
Complete Training on
Standard Work
Monday Detail
Monday • Team Training
• What is a Kaizen?• Project and Goal Background• Present Data/Burning Platform• Specialized Training Geared Toward Project Goal
• Discovery• Team Spends Afternoon in Project Area• Gather Insights from Personnel• Observe Issues/Conduct Studies• Keep Detailed Notes
Tuesday Detail
Tuesday
• Area Discovery (Cont.)• Team Spends Morning in Project Area
• Gather Insights from Personnel
• Observe Issues/Conduct Studies
• Back to Room to Brainstorm Issues• What was learned?
• Write down ideas
• Evaluate Studies
The Tools
• Any tool may be used to aid the team during a Kaizen event from a Process Map to a Designed Experiment.
• Bottom line is you use any tool that is needed, as long as it can be successfully employed in the time given!• Pareto• Fishbone• Process map• Spaghetti Diagram• Lead Time/Takt Time• NVA Analysis • Time Studies
Value ClassificationCustomer Value Add
• Does the task add form, feature, or function to the product or service?
• Does the task enable a competitive advantage (reduced price, faster delivery, fewer defects)?
• Would the customer be willing to pay extra or prefer us over the competition if he or she knew we were doing this task?
• Typical CVA Activities:• Stamping/Fabricating• Printing• Assembling
Non-Value Add
• If the customer knew we were doing this, would they request that we eliminate the activity so we could lower our prices?
• Does the task fit into either of the other two categories?
• Can I eliminate or reduce this activity?
• Typical NVA Activities:• Counting• Handling• Inspecting• Transporting/Moving• Stocking/Storing• All Rework Loops• Signoffs (approvals)• Delays (waiting time)
Business Non-Value Add
• Does this task reduce owner financial risk?
• Does this task support financial reporting requirements?
• Would the process of producing/selling the product break down if this task were removed?
• Is this task required by law or regulation?
• Typical BNVA Activities:• Order Entry/Processing• Purchasing• Sales/Marketing• Regulatory reporting• Internal Financial Reporting• Point of use material/tool retrieval
Wednesday Detail
Wednesday
• Brainstorm Issues• Capture Ideas/Solutions
• Evaluate Studies
• Reduce and Prioritize Ideas• Affinitize Ideas/Solutions
• Utilize Effort vs. Impact Matrix
• Assign Numbers Based on Effort and Impact
• Midweek Status Meeting
Process Improvements
Remember Lean Expert Principles • One Piece Flow • Variation Is The Enemy• Single Minute Exchange of Die (SMED)• Visual Controls• Kanban• 5-S Workplace Organization • Standard Work• Quality Imperative• Total Productive Maintenance• Defect Prevention (Poka-Yoke)
Thursday Detail
Thursday
• Implement Solutions• Each team member acts on their assignments
• Review Progress• AM review of assignments
• Noon review of progress
• PM review of progress
Friday Detail
Friday
• Continue to implement solutions• Each team member acts on their assignments
• Establish metrics to monitor performance
• Team presentation to management
• Celebrate
Takeaways
• Focused, dedicated teams (3-4 dedicated days for entire team) can identify large opportunities – quickly
• Active follow-up must take place after sessions end to ensure projects are completed
• Many participants, when given the chance, will have great implementable ideas
• Tooling, maintenance, IT (as necessary) should be on call to implement Kaizen team ideas
• Communication to management and the team celebration are important
• Having a Champion own the process will help drive results and sustainment of the process
Takeaways
• Use of simple, relatable examples helps drive results• Can require considerable follow up work for
Maintenance, IT, Cost Accounting, Production Control, etc.
• The Champion should work with Management to prioritize and align projects to strategic plan
• Top management must be involved (active in sessions) and supportive to sustain continuous improvement
• Great tool to launch projects and gain momentum• Kaizen schedule is intensive – yet fun.