Kaizen

THE FIVE FOUNDATION ELEMENTS OF KAIZEN Teamwork. Personal discipline. Improved morale. Quality circles. Suggestions for improvement.

Steps on Team Development

Forming
This is the development of a multi-functional team with a variation of backgrounds and knowledge

Storming Open & honest discussion, also brainstorming Norming Stage where the group agrees how to
operate as a team

Performing Agreement on solutions & taking action Adjourning Closing on the continuos improvement process
after 30 days

OUT OF THIS FOUNDATION, THREE KEY FACTORS IN KAIZEN ARISE Elimination of waste (muda) and muda) inefficiency. The Kaizen five-S framework for good fivehousekeeping. 1. Seiri - Sort 2. Seiton - Straighten 3. Seiso - Sweep 4. Seiketsu Sanitize (Safety) 5. Shitsuke - Sustain Standardization. Standardization.

The 5S Housekeeping Standards

First Step towards Continuos Improvement
The aim of 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone.

Sort Straighten

Sanitize (Safety) Sustain

Sweep

Meaning of the 5Ss

Sort Straighten
Examine everything at the workplace & identify what is needed and what can be discarded

Organizing the way things are put away with efficiency, quality, and safety in mind. Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained. Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy. This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!

Sweep
(Scrubbing clean)

Meaning of the 5Ss

Sanitize
(Safety)

Insuring that each workplace is properly designed for safety. This is to protect every member from the dangers during the performance of their assigned tasks. Developing the practice necessary to continually participate in the 5S process. This requires that each of the Ss become a personal habit. This is the most difficult of the 5Ss, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (Ss), incorporating visual management tools.

Sustain
(Standardize)

Shrinking Lead Times

Order Lead Times Manufacturing Lead Times Delivery Lead Times

Order Lead Times Manufacturing Lead Times Delivery Lead Times

Reducing the overall time from receiving the order to delivering the product makes your company more responsive to the customer. This can become the deciding factor when the customer makes their selection. As can be seen, manufacturing is only one part of the entire process. Inputting, processing, and issuing orders is an area for improvement, as well as, assembly, loading and delivery to the customer`

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Wheres the Time in Lead Time

This timeline represents an overall lead-time, with very little time spent on adding value to the product.
Non-Value Added Time (NVA) 99% of Total Lead time Value Added Time (VA) 1%

Common Improvement Efforts

Concentrated on reducing VA time, with no attention given to NVA.

Non-Value Added Time (NVA) 99% of Total Lead time

VA 1/2 %

Results of Common Improvement efforts, did not improve response time. VA time is reduced, but, the costs for those improvements in lead time was substantial.

Wheres the Time in Lead Time

When we look at attacking the NVA Activities in the Timeline and compare that to the original timeline:
Greatest Opportunities are actually here!

Non-Value Added Time (NVA) 99% of Total Lead time NVA Time 95% of Total Lead time VA 5%

Value Added Time (VA) 1%

Great Job!!

This shows a 5X improvement in lead time

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Some examples NVA Activities:

Walking Unnecessary stock on hand Transporting parts Waiting on machine cycle Generating useless reports Unnecessary motion

THE GOAL IS TO ELIMINATE THE NONNON-VALUE ADDED ACTIVITIES.

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WASTE

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Do MORE with LESS

Staffing Waste

Productivity Productivity

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SHIFT MINDSET
CURRENT THINKING REQUIRED THINKING
Processing Transportation

Inventory

WASTE
Waiting

TYPES OF WASTE

Correction OverProduction

Motion

WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT

WASTE IS "TANGIBLE IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHAGE CONTINUOUS IMPROVEMENT

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ELEMENTS OF WASTE
Definition
1. Transportation - Transporting farther than necessary or temporarily locating, filing, stacking and moving parts (people, paper, information) is waste. 2. Correction - Doing something over is waste. 3. Overproduction - Generating excess paper or information, or generating information or paper too soon in a process is waste.

Example
1. Transportation - Carrying Tools to Point of Use

2. Correction - Redo an Activity Because of Error 3. Overproduction - Number of Copies

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ELEMENTS OF WASTE
Definition
4. Motion - Unnecessary work movements are a form of waste.

Example
4. Motion - Tools in drawers

5. Waiting - Waiting for people, 5. Waiting - Meetings to start paper and information is waste it stops work. 6. Inventory - Too much of anything is waste. 7. Processing - this is waste in the process itself. Redundant activities 6. Inventory - Supplies

7. Processing - Typed when handwritten would be sufficient

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