What is Waste ?

Value Add V/s Non Value Add

Identify Waste

Operational Activity

Value Added Operations – Any process that changes the nature ,Shape or Characteristic of the Product in line with Customer requirement

e.g. Pressing , Welding , Machining , Heat Treatment.

This is Where we make Profit !

Identify Waste

Operational Activity

Non Value Added Operations – Work carried out which is necessary under current conditions, but doesn't increase product value.

E.g Tool Change , Maintenance.

This is Where we make Loss!

Value Added / Non Value AddNecessary / Unnecessary

Elimination of Waste

• Awareness Test Video

• C

• L

• O

• S

• E

• M

• I

• T

Complex

Labor Hands Off

Over Production

Space

Energy

Movement

Idle Time

Transportation

How to Identify Waste

Masaaki Imai

Born 1930, in Tokyo

He is a consultant in the field of quality management.

Known as the “Lean Guru” and the father of Continuous Improvement (CI) Masaaki Imai has been a pioneer and leader in spreading the Kaizen philosophy all over the world.

HISTORY

What is Kaizen ?

What is Kaizen ?

Kaizen Umbrella

Ten Basic Principles of

Kaizen – Throw out all your old fixed ideas on how to do things

– No blame -treat others as you want to be treated treat others as you want to be treated

– Think positive – don’t say can’t

– Don t’ wait for perfection 50% improvement now is fine wait for perfection. 50% improvement now is fine

– Correct mistakes as soon as they are found

– Don’t substitute money for thinking substitute money for thinking

– Creativity before Creativity before Capital

– Keep asking why until you get to the root cause asking why until you get to the root cause

– Better the wisdom of 5 people that the expertise of 1

– Base decisions on data not opinions decisions on data not opinions

– Improvement is not made from a conference room!

Kaizen V/s Innovation

Kaizen Event Process

Ways to develop Kaizen

EYE

Piano Stair Case

What is Six Sigma ?

Six Sigma as a Philosophy

6

What Do I need to do to improve my Game?

GUTTER!

3 Sigma Vs. 6 Sigma

The 3 sigma Company The 6 sigma Company

• Spends 15~25% of sales dollars

on cost of failure

• Spends 5% of sales dollars on

cost of failure

• Relies on inspection to find

defects

• Relies on capable process that

don’t produce defects

• Does not have a disciplined

approach to gather and analyze

data

• Use Measure, Analyze, Improve,

Control and Measure, Analyze,

Design

• Benchmarks themselves

against their competition

• Benchmarks themselves

against the best in the world

• Believes 99% is good enough • Believes 99% is unacceptable

• Define CTQs internally • Defines CTQs externally

99.9% is already VERY GOOD

But what could happen at a quality level of 99.9% (i.e., 1000 ppm),

in our everyday lives (about 4.6)?

1 hour of unsafe drinking water every month2 Unsafe plane landings per day ay O’Hara

International Airport in Chicago.

50 newborn babies dropped at birth by doctors everyday.

20,000 incorrect drug prescriptions per year

500 incorrect surgical operations each week

22,000 checks deducted from wrong bank accounts

Process @ 99.9%

32,000 Missed heartbeats per person , per year.

12 Newborns given to the wrong parents daily.

114,500 mismatched pairs of shoes shipped each year.

18,322 mishandled pieces of mail each hour.

2.5 Million books shipped with wrong covers.

315 misspelled entries in Webster's Dictionary.

Process @ 99.9%