A brief introduction to Lean and Kaizen

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Introduction Lean & Kaizen
An introduction to Lean et Kaizen
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Tana Guindeba
Jr Engineer
April 2014

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Lean
Definition:
An approach that aims to systematically eliminate waste (involving
employees). We want to do better things by using the less resource
possible.
Origin:
Lean is a qualifier given to the Toyota’s production system by a
team of researchers from MIT (Massachusetts Institute of
Technology).
Lean is not a method but a philosophy
The thinking of Lean is based on two main concepts:
1. Just-in-time
2. Quality
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Why to use Lean?
 To solve problems
1. Problem of efficiency (waste of time, material or human resource)
2. Constancy problem: lack of persistence for document management,
training management, QA management, … etc
3. Problem of Management: Manager have to ensure that the solutions
remain in place.
 To improve processes
 Exemples:
 Bolton Hospital: Mortality rate due to trauma reduced by 36%.
 Toyota: Fast growing ,34% in a few years. World leader
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7 +1 wastes according Lean
1. Overproduction
2. Overstocking or unnecessary inventory
3. Unnecessary transport and travel
4. Excessive and unnecessary treatment
5. unnecessary movements
6. Errors, defects and scrap
7. Waiting times and delays
8. Under-utilization of skills
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Some Challenges
A main challenge is to find a solution that is (at the same time):
•Innovative
•Durable
•Fast
•Error free
There are several methods that use the Lean philosophy, but in
this presentation, we will talk about Kaizen.
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What is Kaizen?
A team of intensive problem solving.
Method to apply the Lean philosophy.
Japanese word that means "good change".
Foremost, a state of mind involving all stakeholders.
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Main principles
Teamwork
No deadlock
No freeze on an idea, but accept criticism
Do not be paralyzed by seeking a perfect solution
Explore several solutions (not just the first to come)
Strong implications of people on site
Immediate implementation of correctives
Systematic tests after each correction
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Important Factors
Clear mandate from the beginning and achievable in time
agreement and effective support from direction (boss)
Involvement of key people
Quick support from other units when needed.
Choose favorable periods
Large meeting room close to the work place
Coordinator that master the subject
Actions to be done during the kaizen, not after
Contiuous communication between the team, managers and all
affected services
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To avoid
Starting without the involvement and support of boss
Seek to solve problems outside the filed of competency
Ill-defined or vague mandate that can be confusing
Rush to implement the solution
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Making the team
Ideally mixed and composed of:
Informal team leader (free)
Moderator, animator
Senior (experienced)
New, Junior (curiosity)
Men and women
Specialist in the field
External person to the process
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Starting a Kaizen
Main steps:
1. Meeting with chief
2. Check that everything is under control of the same
direction, otherwise involve the other services.
3. Suggest the Kaizen approach
4. Observation on site
5. Prioritization of actions
6. Validation of the mandate
7. Launch and brainstorming
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Example of useful tools
Objectives Tools
Search for ways to improve 1. Identification of waste
2. Brainstorm
List the priorities 1. Multiple vote
2. Selection Grid
3. Pareto
Gather for understanding 1. Affinity Digramme
Search for causes 1. The 5 Why
2. Diagramme of Ishikawa
Reminder 1. Liste of actions
Emit 1. The 5S (Sort, Straighten, Shine,
Standardise, Sustain)
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Example of Kaizen conduct
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Images Source :
ehow.com
http://flylib.com

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Image source: advisoranalyst.com