Six Steps of Kaizen by Operational Excellence Consulting

Views:
 
     
 

Presentation Description

The Six Steps of Kaizen articulates the six improvement steps that are practiced by Toyota during the past decades. It focuses on the skills, methods and analysis techniques. Please note that this process is not about running a western-style Kaizen event, selecting areas for Kaizen or detailing best practices for running such workshops. Implementing the Six Steps of Kaizen will facilitate your company or organization to achieve a new standard or level of performance and enhance your competitiveness. In this highly detailed training presentation, you will review the same methods and techniques that are harnessed by generations of Toyota supervisors, managers and engineers. They include techniques for uncovering waste, waste analysis and generating ideas for improvement. Mastery of these timeless techniques will improve your ability to conduct improvement in almost any setting and generate improvement results for your organization. LEARNING OBJECTIVES 1. Understand the principles and key concepts of kaizen 2. Acquire in-depth knowledge on the six basic steps of kaizen 3. Understand the application of the key tools of kaizen 4. Define the critical success factors in developing and sustaining a kaizen culture To download this presentation, visit: http://www.oeconsulting.com.sg

Comments

Presentation Transcript

6 Steps of KAIZEN:

6 Steps of KAIZEN 6 Basic Steps to Improvement

Learning Objectives :

Learning Objectives Understand the principles and key concepts of kaizen Acquire in-depth knowledge on the six basic steps of kaizen Understand the application of the key tools of kaizen ​Define the critical success factors in developing and sustaining a kaizen culture

Outline:

Outline Introduction to Kaizen Step 1: Discover Improvement Potential Step 2: Analyze the Current Methods Step 3: Generate Original Ideas Step 4: Develop an Implementation Plan Step 5: Implement the Plan Step 6: Evaluate the New Method Critical success factors Copyrights of all the images used in this presentation are held by their respective owners. NOTE: This is a PARTIAL PREVIEW . To download the complete presentation, please visit: http:// www.oeconsulting.com.sg

What is Kaizen?:

What is Kaizen? The Japanese word “Kaizen” ( 改 善 ) means change (KAI) to become good (ZEN) 改 善 Change Good Kai Zen

What is Kaizen?:

What is Kaizen? Kaizen means improvement . Improvements without spending much money , involving everyone from managers to employees, and using much common sense . The aspect of Kaizen is that it is on-going and never-ending improvement process.

Slide6:

"Continuous effort - not strength or intelligence - is the key to unlocking our potential." Sir Winston Churchill

The Importance of Kaizen:

The Importance of Kaizen Increasing competition High customer expectations Customers want value for money Product innovation Supply chain efficiency N eed for continuous improvement

Five Requirements of a Leader:

Five Requirements of a Leader SKILL Instructing Leading Improving Methods Work Responsibilities KNOWLEDGE

Five Ways to Increase Production:

Five Ways to Increase Production Current 1 Man 1 Machine 100 Units 1 Hour Future 1 Man 1 Machine 120 Units 1 Hour TPS Goal

Processing Methods Affect Cost:

Processing Methods Affect Cost FINISHED PRODUCTS A C B MATERIALS Traditional System When Process A completes its work, it hands the product off to Process B, where it is stored until needed. Pull System Process B is responsible for getting parts and supplies from Process A as they are needed . There is no intermediate storage. Leaders need to identify more efficient ways of doing things.

Work versus Waste:

Work versus Waste Value Add Non-Value Add: Incidental Waste Non-Value Add: Pure Waste Focus here for improvement

Eight Types of Waste:

Eight Types of Waste Over-production Producing more than what the customer needs Inventory Building and storing extra products the customer has not ordered Transportation Moving product from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or a machine/tool Waste

Cost Reduction Principle:

Cost Reduction Principle Cost Plus Principle COST 1 SALES PRICE 1 PROFIT 1 Present COST 2 PROFIT 2 Future SALES PRICE 2 Cost Reduction Principle COST 1 SALES PRICE 1 PROFIT 1 Present COST 2 PROFIT 2 Future SALES PRICE 2 Higher profit is achieved by increasing sales price Higher profit is achieved by reducing cost (waste) while maintaining sales price

Slide14:

“Insanity is doing the same thing, over and over again, but expecting different results .” Albert Einstein

Six Steps of Kaizen:

Six Steps of Kaizen KAIZEN

Six Steps of Kaizen:

Six Steps of Kaizen DESCRIPTION Learn to see waste or improvement potential around the work areas. Develop mindset and attitude required for people to be successful in process improvement. Analyze current methods of various work-related processes. Examples of analytical methods include work analysis, motion analysis, time study, standardized work, machine loss analysis, and material flow analysis. Apply techniques for stimulating original ideas and synthesizing solutions. Create effective plan for implementation, including communication and tracking purposes. When possible, make changes quickly and effectively as the situation allows. Create a positive atmosphere and attitude toward implementing kaizen. Communicate thoroughly with affected parties in the organization. Follow up on implementation as needed Discover Improvement Potential Analyze the Current Methods Generate Original Ideas Develop an Implementation Plan Implement the Plan Evaluate the results of the action items performed in order to verify the actual level of improvement. Standardize work practices and follow up to ensure gains are sustained. Evaluate the New Method Source: Kato & Smalley 1 2 3 4 5 6

Kaizen versus Problem Solving:

Kaizen versus Problem Solving Problem solving C enters on the fundamental notion of “gap” or “deviation” from standard (e.g. cost, quality, delivery) Kaizen Focuses on achieving a new standard or level of performance Standard – what should be happening Current situation – what is actually happening Gap = Problem

Kaizen Attitude:

Kaizen Attitude Kaizen Attitude Get the facts from the source Don’t be swayed by preconceived notions Practice through observations (5 Why Thinking) Calm attitude (be rational)

Methods Comparison:

Methods Comparison Scientific Method Problem Solving Six Steps of Kaizen Make Observations Define Problem Identify Improvement Potential Gather Information Analyze Causes Analyze Current Methods Form Hypothesis Set a Goal Generate Original Ideas Perform Experiment to Test Hypothesis Implement Corrective Actions Develop an Implementation Plan Analyze Data Check Results Implement Action Items Draw Conclusions & Summarize Follow Up / Standardize Evaluate Results / Standardize

Analytical Skills for Kaizen:

Analytical Skills for Kaizen 1 2 3 Classify and organize Quantify the observations Specifiy the details

Basic Methods for Uncovering Waste & Identifying Improvement Opportunities:

Basic Methods for Uncovering Waste & Identifying Improvement Opportunities There are five basic methods for uncovering waste: Compare Performance to Standards Production Analysis Board Using the Back Door Five S The Eight D eadly Wastes

The 4-Step Process for Job Methods:

The 4-Step Process for Job Methods 1 2 3 4 Breakdown the Job Question Every Detail Develop the New Method Apply the New Method

5W 1H & ECRS:

5W 1H & ECRS Step 3: Develop The New Method Eliminate Combine Rearrange Simplify 5W 1H Questions ECRS Framework Why? What? Where? When? Who? How?

Equipment Loss Analysis:

Equipment Loss Analysis Source: Japan Institute of Plant Maintenance (JIPM) Equipment Loss Analysis & OEE Six Equipment Losses

A Value Stream Map Provides an Overview of the End-to-end Production Process:

Creates an end-to-end view of the production system Demonstrates interaction between material/work and information flow Provides a common visual language for understanding a complex system Supplier Management Control Customer Work & Information Flow Information flow A Value S tream M ap P rovides a n O verview o f t he E nd-to-end Production P rocess

The Value-added Flow Chart:

The Value-added Flow Chart The value-added flow chart is a mechanism to improve cycle times and productivity by visually separating value-adding from non-value-adding activities. The process is very straightforward, as outlined in this section.

Slide27:

Figure 1 Total Cycle Time = 116.5 Hours Steel Coil Stock Inventory (96 Hr.) Stamp Steel (0.3 Hr.) Buffer Inventory (8.0 Hr.) Inspection & Rework (0.2 Hr.) Paint Cabinet (0.5 Hr.) Test & Rework (0.2 Hr.) Final Assembly (3.0 Hr.) Buffer Inventory (5.0 Hr.) Buffer Stock (3.0 Hr.) Inspection & Rework (0.1 Hr.) Cabinet Construction (0.2 Hr.) Steel Coil Stock Inventory (96 Hr.) Stamp Steel (0.3 Hr.) Buffer Inventory (8.0 Hr.) Inspection & Rework (0.2 Hr.) Paint Cabinet (0.5 Hr.) Test & Rework (0.2 Hr.) Final Assembly (3.0 Hr.) Buffer Inventory (5.0 Hr.) Buffer Stock (3.0 Hr.) Inspection & Rework (0.1 Hr.) Cabinet Construction (0.2 Hr.) Total Value-Added Time = 4.0 Hours Total Non-Value-Added Time = 112.5 Hours Figure 2 Value-Added Non-Value-Added Figure 3

Methods for Developing Innovative Ideas:

Methods for Developing Innovative Ideas Brainstorming Listing Faults Listing Wishes Listing Characteristics The Gordon Method Osborn’s Checklist 5W1H & ECRS Brainwriting Nyaka Method NHK Method SCMAPER What If? Rules for Motion Economy

Implement the Plan:

Implement the Plan A good strategy is of no use if it is not executed properly. Plans on paper have to be translated into specific and effective action items on the shop floor that result in change for the better. There are three key points for successful implementation of the plan Effective communication Training and instruction A positive and energetic attitude

Effect Confirmation – Example of ‘Before’ and ‘After’ a process improvement comparison:

Effect Confirmation – Example of ‘Before’ and ‘After’ a process improvement comparison Restaurant Complaints Before After 33% Reduction in Wait Time ILLUSTRATIVE

Kaizen Summary Sheet :

Kaizen Summary Sheet Before After Reasons project chosen: Difficult to move around a cluttered office Difficult to find information and supplies Tools used on project: Cleaning equipment and tools 5S principles Results: Unwanted materials were discarded Less waste – e.g. transportation, motion, waiting, etc. Improved staff morale Next steps: Conduct monthly 5S audits 5S for other common areas Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith

Slide32:

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” Lao Tzu

About Operational Excellence Consulting:

About Operational Excellence Consulting

About Operational Excellence Consulting:

About Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes, technology and continuous improvement initiatives to suit the specific needs and situations of our clients . W e provide corporate learning programs and management advisory services to assist our clients to achieve breakthrough in business performance and effectiveness. Our aim is to support our clients in designing, managing and executing lasting beneficial change .

END OF PARTIAL PREVIEW To download this presentation, please visit: www.oeconsulting.com.sg:

END OF PARTIAL PREVIEW To download this presentation, please visit: www.oeconsulting.com.sg

authorStream Live Help