created by : Kevin Benavides, Michael Bolaños, Alejandro Diaz, Simon Rodriguez

1. KAIZEN AND KANBAN
Quality Management Systems
10/11/2014
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Benavides Kevin
Bolaños Michael
Diaz Alejandro
Rodríguez Simón
Electronic Engineering Students -
University of Nariño – 2014. The ideas and
conclusions in this presentation reflect the
views of the authors and not of the
institution.

2. KAIZEN
method is for continuous
improvement
10/11/2014
Benavides, K. Bolaños, M. Diaz, A.
Rodríguez, S.
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3.  Kaizen is a great method for continuous
improvement.
 All progress of change should begin with a
decision and must progressive in time.
The Kaizen enemy is the complacency
 The time is a strategic resource.
 Today is better than yesterday and
tomorrow will be better than today!
Continuous improvement in the logistics
activities [1].
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Benavides, K. Bolaños, M. Diaz, A.
Rodríguez, S.
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4.  Excessive movement over operation, it
generates significant loss time in the
performance thereof.
 The wrong management of information,
resources, and activities programming.
 The wrong storage management,
generating increases in operating costs for
immobilized assets.
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Benavides, K. Bolaños, M. Diaz, A.
Rodríguez, S.
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5. -Poor organization about layout, the
operation should have a consistency and
be successive; logical. A case is that the
storage sector is integral with the receipt
of goods, to avoid excessive distances
and unnecessary handling of
merchandise.
-Problems with computer systems in the
parameterization, because data systems
(often admitted by us) wrongly, that are
not consistent and generate
incompatibility errors between reality and
what is administratively obtained.
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6. Features Kaizen
- Total quality control [2]
- System of Just in Time (JIT)
- Productive maintenance program
"Quality Circles"
- Suggestions for improvement
generated by all sectors
- Making of policy entrepreneurs
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7. Discard the idea
of improvised
arrangements
Think of how to
do it, not that I
can do
Basic Rules
There are 5 basic rules
Not making
excuses, start to
wonder why it
happens so often
Not seek
perfection hastily,
looking first 50%
of target
If you make a
mistake, correct it
immediately
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8. REAL CASE
Improving the productivity of any area or
section in any business, by implementing
various techniques and work philosophies,
techniques Manufacturing and
troubleshooting, based on the training of
workers
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9. KANBAN
"A production
system highly
effective and
efficient"
10/11/2014 Benavides, K. Bolaños, M. Diaz, A. Rodriguez, S.

10. Decade of
the 50th
Japanese Companies Carried out and
demand forecasts,
according to the
results, placed
products.
Therefore
The market was not
able to consume
such quantities, and
the clientele was not
satisfied, because
their preferences
were not
considered.
They made a
study tour in
the United
States
The sections of the
supermarket has a
limited capacity of
products
made available to
customers.
When these
products reach a
minimum level, the
head of the section
delivers store
products and
replenishes the
amount that has
been consumed.
Increase
Idea to meet the actual
demand of consumers would
be the main objective, while
minimizing the time of
delivery, the quantity of
goods in stock and costs.
10/11/2014 Benavides, K. Bolaños, M. Diaz, A. Rodríguez, S.

11. KANBAN is a working system that provides
better workflow to split a production process in
several phases preferably defined, it is an
automatic address that provides information
about what is to be produced.
• • In what quantities
• • With which ways
• • As transport
10/11/2014 Benavides, K. Bolaños, M. Diaz, A. Rodríguez, S.

12. Above
Each phase of the
project to
complete its task
successfully.
Forcing
Getting a quality
product,
Ending the
chaos.
That may be
Under normal
conditions
where raw
speed.
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13. Fundamentals:
1. Start with what
you do now.
2.Accept the change.
3.Observe the
current process,
roles and
responsibilities of
each.
4.Leadership at all
levels.
 KANBAN
Implementations
1. Training for all
staff.
2. KANBAN in the
most problematic
components.
3. KANBAN in the
other components.
4. Review of KANBAN
system, reorder
points and reorder
10/11/2014 Benavides, K. Bolaños, M. Diaz, A. Rodrlígeuevze, Sl.s.

14. Electronic KANBAN
Providers or
Storage.
Should
Providing the
components of the
production line when
these are required, so
that no intermediate
storage in production
areas.
Designed for.
Controlling the supply
of containers to the
assembly lines, by
controlling the
minimum stock of
parts.
System
This
Functions
• Registration of parties
• Information and reports.
on the status of the
store.
• Operations or
movements made.
Opera
under
Automatic scheme
selection of parts
based on demand.
monitoring the
movements input
and output, and
comparing whether
the current stock is
less than the
minimum stock.
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15. Toyota emerged in the early 50s, dividing the process into well-defined phases
that had to cover correctly to move to the next phase, ensuring a quality product.
with different phases, teams and the requirement that each part of the program to
create work properly and be of the highest quality possible.
The Kanban method in its modern version applied to software was used for the
first time at Microsoft, and has since been applied in hundreds of projects around
the world.
10/11/2014 Benavides, K. Bolaños, M. Diaz, A. Rodríguez, S.

16. Como se mueve KANBAN en TOYOTA.
1.-When the necessary parts in the assembly line will be used first, a
kanban transport is collected and placed in a specific position.
2.-A worker carries Kanban to the previous process to get processed
parts, removes a kanban production of a pallet of processed pieces
and place in a default position.
3.- WIP kanban or retired pallet production in the previous process,
serves as order card and work instruction that promotes the processing
of semi-processed stocked parts from the previous process.
4.-When this occurs, the corresponding output card preceding the
previous process is removed from a pallet of semi-produced and
replaced by a transportation kanban parts.
10/11/2014 Benavides, K. Bolaños, M. Diaz, A. Rodríguez, S.

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18. REFERENCES
[1]. R. CASTELAZO, «REVISTA DE LOGISTICA,» 2012. [En línea].
Available: http://www.revistadelogistica.com/hoy-mejor-que-ayer-manana-mejor-
que-hoy.asp. [Último acceso: 5 de Octubre 2014].
[2]. Hutcheson, G. [http://www.sagepub.com/home.nav]
http://www.sagepub.com/books/Book211146?q=statistical+tools&prodTyp
es=Textbooks&pager.offset=20&fs=.
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19. Benavides Kevin
Kevin.b11@hotmail.com
Bolaños Michael
michael_udenar@hotmail.com
Diaz Alejandro
jesusalejandrodiaztoro@hotmail.com
Rodríguez Simón
leaosir@hotmail.com
Questions?
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Thanks for your attention