7/24/2019 Kaizen apics

1/26

KAIZEN

Change(KAI)tobecomegood

(ZEN)KAIZEN

Improv

ement"or

"changeforthebett

er

Theparticipationofworkersinthe

improvement.

Increment

alimprovem

ent

Peopleatalllevelsofanorganizationparticipa

tein

kaizen

Managem

entisaccou

ntablefortheactionsfo

rall

Kaizenactivities

7/24/2019 Kaizen apics

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KAIZEN

B

enefitsof

aKaizen:

Eliminatewaste(MUDA)

Kaizen5SFr

amework

Standardization

ImproveQuality

Spaceutiliza

tion

UseofCapit

al

Employeere

tention

Communications

FasterDelivery

Customersa

tisfaction

7/24/2019 Kaizen apics

3/26

KAIZEN

W

hatcanb

eachieved

withKaizen:

Teamwork

Personaldiscipline

Improved

Morale

Lowertur

nover

QualityCircles

Suggestio

nsforimpro

vement

BetterSafety

Senseofcompletion

7/24/2019 Kaizen apics

4/26

KAIZEN

M

anufacturingVSOff

iceKaizen:

Similaritie

s;

Toolusage

Process

Standar

dization

Employeeengagem

ent

7/24/2019 Kaizen apics

5/26

KAIZEN

M

anufacturingVSOff

iceKaizen:

Differences;

Dataco

llection

Process

es

ProductsaremorevisualinMFG

Custom

ersareeasilydefinedin

MFG

Focusis

typicallyon

MFG

Hr/Hrin

MFG

7/24/2019 Kaizen apics

6/26

KAIZEN

W

hyisKaiz

enImportantinthecurrent

e

conomics

ituation?:

Salesar

edown

Publicismorediscrete

Breakevenisharde

rtoobtain

Materia

lscostmore

Employeesarenotgettingincre

asesinwag

es

Everysecond/minu

tecounts!!

7/24/2019 Kaizen apics

7/26

KAIZEN

W

hyKaizen

fortheof

fice?:

Efficiency/Effectiveness

BestPractices

Standardiz

eprocess

EliminateMUDA

Createaw

orkculturetop

roducequalityservicesandprod

uctsnot

race

Needforsolutionisurgent

Competitivecrisis

Highcustomerdissatisfaction

Bigimpactprojects

Significantimpactonsales

orprofits

Bottlenecks

Cannotto

lerateprolonged

disruption

7/24/2019 Kaizen apics

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KAIZEN

H

owdoofficeKaizen

activitiesh

elpMFG&

Business

processes?:

Flowof

information

Orderin

gpartsontime

SupportMFGchang

esandspec

ifications

Defines

CustomerR

equirement

sinternal&

externa

l

Reducesconfusiononthefacto

ryfloor

Plansth

eactivitiestoachievegoals

7/24/2019 Kaizen apics

9/26

KAIZEN

W

heredoy

oustartanofficeKaizen:

Whydoyouneedtoco

nductaKaize

n?

Doyoun

eedtoselectaPilotarea?

Datacoll

ection

Gemba,VerifyandValidate

UDOsU

ndesirableOb

servations(lis

tthem)

Understa

ndyourCusto

mer(feedbac

k)

Establish

thebaseline

Toughto

callyourbabyugly!

Rememb

eryouarepro

bablydoingsomethingsve

rywell

Dontdo

thisalone

Selecttheareawheregainscanbem

adefirstthen

attack

thetougherareas

7/24/2019 Kaizen apics

10/26

KAIZEN

S

tartanoff

iceKaizen:

Training

Definingtheproblem/goals

Documen

tingthecurrentstate

Brainstor

minganddeveloping

afuturestate

Implementation

Developingafollow

upplan

Presentin

gresults

Celebratingsuccess

es

7/24/2019 Kaizen apics

11/26

KAIZEN

S

tartanoff

iceKaizen:

TeamKic

koff(inclu

dessponsors)

Reviewdraftcharte

r,modify,

approve

Developcodeofconduct(agreementon

rules)

Discusstrainingand

eventlogistics,etc.

7/24/2019 Kaizen apics

12/26

KAIZEN

S

tartanoff

iceKaizen:

EstablishtheCharte

r

Takepictures

Establishtheburningplatform

Trytoe

liminateyou

rBias

Howeve

r,inputyou

rexpectatio

nsontheCharter

Identify

theCustom

er,onCharter!!

Makesureallpre

w

orkiscomp

lete

Seecha

rterexample:

7/24/2019 Kaizen apics

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7/24/2019 Kaizen apics

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KAIZEN

A

ssembletheTeam:

CrossFunctionalteamstillapplies

Establishrolesandresponsibilit

ies

MakesureLeaders

areinvolved

Leaveyourhatatth

edoor!!

7/24/2019 Kaizen apics

15/26

KAIZEN

U

DOs/Gemba:

Makesureeveryoneonthetea

mcanvisuallysee

theprocess

Makesurethecolle

ctionofUDOsareposted

Joesdeskisamess

Marysdeskisfullo

fnonworking

material

Storagecabinetsareamess

Etc

Startan

dStoptheG

embaatthespecifiedp

oints!

7/24/2019 Kaizen apics

16/26

KAIZEN

C

reatetheValueStreamMapth

enFuture

State:

Stepby

stepproces

seswithtim

ing

Idtrave

ldistanceto

copier,etc.

Whatis

TAKTtime

Whatis

yourcyclet

ime/processtime

Y=F(x)

Identifythecontrollablexs

7/24/2019 Kaizen apics

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KAIZEN

A3

7/24/2019 Kaizen apics

18/26

KAIZEN

5

S:

Follow5Sprotocol

Dontfo

cusonjustthedeskare

afocusonw

here

materia

lsare,

forms,etc.

Makeit

emsasVisualaspossible

Establis

hmin/maxopportunitie

s

PDCA

Seeexam

ples:

7/24/2019 Kaizen apics

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KAIZEN

7/24/2019 Kaizen apics

20/26

KAIZEN

7/24/2019 Kaizen apics

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KAIZEN

P

aretoAnalysis:

Helpsvisualizethelargersourcesofwaste

Helpsprioritizethe

correctivee

fforts

Helpste

amunderst

andthebiggestimpactif

solved

7/24/2019 Kaizen apics

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KAIZEN

L

eadership

StandardWork(LSW

):

7/24/2019 Kaizen apics

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KAIZEN

P

rocessSta

ndardWork:

Createaplacefore

verythingandeverything

initsplace

Labelasneeded

Makevisual

Conductworktoastandard

Forms,se

quencein

aprocess

Auditpro

cessesata

lllevels

7/24/2019 Kaizen apics

24/26

KAIZEN

C

elebrate:

Understa

ndthecha

nge

Celebrate

theactivi

tiesoflear

ning

Summarizethegain

s

Describe

activitiesforsustainm

ent

7/24/2019 Kaizen apics

25/26

KAIZEN

S

ummary:

Gatherdatatoiden

tifyareasforaKaizen

Createth

eburning

Platform

Learnthe

tools

Applythe

Tools

Establish

sustainme

ntmetrics

Auditoftentoassureattainment

Summarizethegain

s

Describe

activitiesforsustainm

ent

7/24/2019 Kaizen apics

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KAIZEN

emember:

Itswhat

youlearnafteryouk

nowevery

thing

thatisimportan

t