Académique Documents
Professionnel Documents
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Copyright 1985-2012 KAIZEN Institute, Ltd. All rights reserved. KAIZEN and GEMBAKAIZEN are registered trademarks of KAIZEN Institute, Ltd.
KAIZEN
KAI ZEN
Change
Good
(for the better)
- Everyday improvement
- Everybody improvement
- Everywhere improvement
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1. Discard conventional fixed idea for production. 2. Think of how to do it, and not why it cannot be done. 3. Do not make excuses. Start by questioning current practices. 4. Do not seek perfection. Do it right away even if for only 50% of target. 5. Correct mistakes at once.
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Topmanagement
Improvement
Middle management
Maintenance
Employees
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Topmanagement
Innovation KAIZEN
Middle management
Supervisors
Maintenance
Employees
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Gemba
Customer Expectations Organization to support Customer Satisfaction
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1. When an abnormality occurs, go to Gemba first 2. Check with Gembutsu (machine, material, failures, rejects, unsafe conditions etc.) 3. Take temporary countermeasures on the spot
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Cost Logistic & safety management management management Workers operations Information Equipment Products & materials
Q C D Quality
Suggestions
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Gemba Deteriorates
Everything in Gemba deteriorates if left alone. That is the reason why Gemba needs to be sustained and improved.
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Standardization (1)
Simple, clear & conspicuous Best, easiest, safest way - - - - - - - - > should only have one at a time
Preservation of know - how Guide-lines that enable performance measurement of tasks delegated Assure Quality, Cost, Delivery and Safety
Show relationship between cause and effect
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Standardization (2)
It makes management possible (maintenance and improvement) Basis for training Basis for audit or diagnosis Recurrence prevention and control of variability
Disneyland
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Disneyland
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Disneyland (1)
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Disneyland (2) Behavioral standards Make Eye contact and Smile Greet and welcome Each and Every Guests Seek out Guest Contact Provide Immediate Service Recovery Display appropriate Body Language Preserve the Magical Guest Experience Thank Each and Every Guest
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Product - out
Traditional Approach Engineering intuitively knows what customer needs Design with tolerances that approximate manufacturing capabilities
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Conventional wisdom
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The FLOW
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5S Standardization Visual Management MUDA Elimination Reorganizing Management Structure Building KAIZEN Culture
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Synchronization (1)
One-piece-flow
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Synchronization (2)
Start from the last process based on orders Cross-functional Coordination (Design- Production- Logistics- Sales)
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When he got there, he didnt know where he was When he returned, he didnt know where he had been
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Let the flow manage the processes, and not let management manage the flow.
(Taiichi Ohno)
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FSL Checklist
Is tact time employed as a basis of production? Is standardized work employed? Are all processes physically and logistically connected ? Is one-piece flow practiced? What is the current level of Five S?
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Approach to problems
Problems are the mountain of treasures. The problem is that the problems are the problems.
Copyright 1985-2012 KAIZEN Institute, Ltd. All rights reserved. KAIZEN and GEMBAKAIZEN are registered trademarks of KAIZEN Institute, Ltd.
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THANK YOU!
KAIZEN Institute Chairman June 2012
Copyright 1985-2012 KAIZEN Institute, Ltd. All rights reserved. KAIZEN and GEMBAKAIZEN are registered trademarks of KAIZEN Institute, Ltd.
KAIZEN 37
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute