kAIZEN TRAINING MATERIAL PRA

Kaizen Basics : 

1 Kaizen Basics Competing in the Marketplace “What factors are important to the customer?”

Meaning of Kaizen : 

2 = KAI = CHANGE = ZEN = GOOD (FOR THE BETTER) = KAIZEN = CONTINUAL MPROVEMENT Meaning of Kaizen

Where the Kaizen activity is carryout : 

3 Kaizen activities must take place at the “GEMBA” meaning Focused Improvements must take place at the “REAL PLACE” KAIZEN MANTRA – “IMPROVE WHAT YOU SUSTAIN & SUSTAIN WHAT YOU IMPROVE”   The 5 Gemba Principles Go to Gemba - When an abnormality occurs Check Gembutsu - (Machine, Material, Failures, Rejects, etc.) Speak with Data - Take temporary countermeasures on the spot Make KAIZEN - Remove root cause Standardize - Standardize to prevent recurrence Where the Kaizen activity is carryout

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GEM + BA means means Real + Place GEMBA is where: WORK IS DONE VALUE IS CREATED PROBLEM – SOLVING HAPPENS Gemba

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KAIZEN is: Focused Improvement. [Improvement is different from Focused Improvement] Paper does not burn in sunlight Paper burns Improvement Focused Improvement Improvement is like sunlight: Lot of energy, but dispersed (wasted) Small improvements Slow progress. Focused improvement concentrates the energy: Little energy, but concentrated and aligned Enables significant (large) improvements Small time required Rapid progress KAIZEN

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Don’t study only machine C Study the entire process A- B - C A B C Identify & attack bottleneck KAIZEN is: studying entire process

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Isn’t KAIZEN supposed to be small improvements? Kaizen is small change that leads to Large Improvement KAIZEN: Succession of small changes (steps) that result in large improvement

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Improvement with involvement gives sustainability KAIZEN is: making Sustainable Improvements Study machines & methods Involve people in improvement process Involve managers in improvement process Managers must sustain improvements by practicing SDCA cycle S D C A S: Standardize D: Do C:Check A:Act

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Plan Do Check Act Plan within one week To get improvements speedily, use GEMBAKAIZENApproach. (Execute ‘Do’ step within one week) Do within one week Check over a longer period (one/ two months) Act (standardize) To get Improvements, use PDCA Approach

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Use PDCA Cyclic Approach to do KAIZEN/ Focused Improvement (FI) 1. Plan: Select Theme Select Problem Define Problem Form Team Make Schedule 2. Do: Collect Data – Use techniques Analyze – Use techniques Find Countermeasure – Use techniques Implement - Use techniques 3. Check: Monitor Results Modify (if reqd) Validate Audit FI progress 4. Act: Standardize Write SOP (Standard Operating Procedure) Make OPL (One Point Lesson) Audit FI progress: Close or go to next cycle

Areas of focus : 

11 Areas of focus TIME: The single best indicator of competitiveness Customer Lead Time / Delivery Time Working to reduce or minimize each of these times can make your company more valuable to both its internal and external customers.

Steps involved in Manufacturing : 

12 Steps involved in Manufacturing Shrinking 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`

Where’s the time in lead time : 

13 Where’s the time in lead time This timeline represents an overall lead-time, with very little time spent on adding value to the product. Improvement Efforts Concentrated on reducing VA time, with no attention given to NVA. 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. Common

Kaizen Training : 

14 Kaizen Training Where’s the Time in Lead Time When we look at attacking the NVA Activities in the Timeline and compare that to the original timeline: This shows a 5X improvement in lead time Great Job!! Greatest Opportunities are actually here!

VA & NVA : 

15 VA & NVA Different Types of Activities Being able to tell the difference between NVA and VA activities is an important step in the Improvement Process. Value Added Activity (VA) An activity that changes raw material to meet customer expectations. Non Value Added Activity (NVA) Those activities that take time, or occupy space but do not add to the value of the product. You must ask yourselves “Would you as a customer be willing to pay for any NVA activity being performed to that NEW 4x4 Pickup you just ordered?”

Some examples NVA activities : 

16 Some examples NVA activities Walking Waiting on machine cycle Transporting parts Generating useless reports THE GOAL IS TO ELIMINATE THE NON-VALUE ADDED ACTIVITIES. Unnecessary motion Unnecessary stock on hand

Basic Rules for change : 

17 Basic Rules for change

Steps on Team Development : 

18 Steps on Team Development Adjourning Closing on the continuos improvement process after 30 days

What is TAKT Time? : 

19 What is TAKT Time? TAKT time is how many minutes or seconds are needed to make one part when considering the daily volumes, to be produced in that workcell and the total time available to perform the job. TAKT time is NOT the time it takes to manufacture the product. It is based on customer demand. Who is the customer? The next operation Customer orders

Kaizen Training : 

20 Kaizen Training TAKT Time Calculation TAKT Production Time Available / Period (one shift): Units Required / Period (one shift): 27,300 secs. or 500 Required units / shift TAKT Time: 27,300 secs / shift 500 units / shift 54.6 secs.

The 5S Housekeeping Standards : 

21 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. The foundation for the practice of 5S, comes from a Japanese program derived from these words, seiri, seiton, seiso, seiketsu and shitsuke. The 5S’s are a conventional approach towards maintaining and improving the work place. The following words have been chosen for the 5S acronym’s. Sort Sustain Sanitize (Safety) Straighten Sweep

What is 5S’s : 

22 What is 5S’s Sort Straighten Sweep (Scrubbing clean) 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!

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23 Sanitize (Safety) Sustain (Standardize) 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 S’s become a personal habit. This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools. What is 5S’s

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24 WASTE

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25 Do MORE with LESS Waste Productivity Staffing Productivity

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26 SHIFT MINDSET CURRENT THINKING REQUIRED THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS "TANGIBLE” IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHAGE CONTINUOUS IMPROVEMENT WASTE TYPES OF WASTE Correction Processing Motion Waiting Inventory Transportation Over- Production

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27 1. Transportation - Transporting 1. Transportation - Carrying farther than necessary or Tools to Point of Use temporarily locating, filing, stacking and moving parts (people, paper, information) is waste. 2. Correction - Doing something 2. Correction - Redo an Activity over is waste. Because of Error 3. Overproduction - Generating 3. Overproduction - Number of excess paper or information, or Copies generating information or paper too soon in a process is waste. Definition Example

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28 4. Motion - Unnecessary work 4. Motion - Tools in drawers movements are a form of waste. 5. Waiting - Waiting for people, 5. Waiting - Meetings to start paper and information is waste - it stops work. 6. Inventory - Too much of 6. Inventory - Supplies anything is waste. 7. Processing - this is waste in 7. Processing - Typed when the process itself. Redundant handwritten would be activities sufficient Definition Example

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29 Standards Enforce Inspect . Stabilize Identify Waste Improve Problem Solve Standardize Process requires ongoing inspection and enforcement to ensure “Standardized Work” is being followed Process does not improve automatically - Following standards will only maintain, not improve, the process. - Improvement focuses on the entire process.

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Roles & Resoponsibilities

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Comparison of Innovation and KAIZEN Innovation KAIZEN Creativity Individualism Specialist-oriented Technology-oriented Information: closed, proprietary Functional (specialist) orientation Seek new technology Limited feedback Adaptability Teamwork (systems approach) Generalist-oriented people-oriented Information: open, shared Cross-functional orientation Build on existing technology Comprehensive feedback

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TRADITIONAL Vs PROGRESSIVE

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TRADITIONAL Vs PROGRESSIVE

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TRADITIONAL Vs PROGRESSIVE

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Kaizen Eye

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What is Kaizen sheet It is a effective tool to make everybody to understand It is common language like engineering drawing It is one page story to eliminate the root cause

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Our understanding ….. Are we know all contents Are we know Sequence Are we understood Link between Theme / Problem / Analysis / Idea and counter measure

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Kaizen theme Loss number & Pillar responsibility Present Problem with kaizen mechanism Present trend with Target Analysis Root cause Idea Counter measure Before and After Results Kaizen start Kaizen finish Team members Benefits Horizontal deployment Contents of kaizen sheet

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HAMPSON

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HAMPSON

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1. Theme : Reduce ( Losses / Sub losses ) Eliminate ( Losses / Defects / Rework / Breakdown ) Increase life ( Tool / Component etc ) 2. Problem : Correct observation at Workspot

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3. Root cause Analysis : Root cause should end up one as mentioned below For Example Poka – Human Error Less Friction Fully Many Bolts Coolant Big Long Cannot detect Difficult

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4. Idea : Idea Exactly opposite to Root cause Poka – Human Error Less Friction Fully Many Bolts Coolant Big Long Cannot detect Difficult Root Cause Poka Yoke– Human Error Prevention More Friction Partly Less No Coolant Small Short Can detect Easy Idea

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5. Counter measure : To start with By providing By changing For Ex : By changing STAR-DELTA connection to STAR connection . 6. Result : Title to link with kaizen theme Better Arrow with Before and after Kaizen Reduce ( Losses / Sub losses ) Eliminate ( Losses / Defects / Rework / Breakdown ) Increase life ( Tool / Component )

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7. Benefits : Increase production Reduce cost

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KAIZEN FLOW CHART KAIZENS registered with Sub- Committee – use register Counter measures armed at / Improvement action Minor Kaizens directly Implemented Complex one discussed in Sub – Committee If needed corrective action

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THANK YOU