2. World Class Manufacturing
• QUALITY
– QA,TQC,TQM, ISO
– ZD,COQ,PDCA, 6σ
• DELIVERY
– SCM, ERP
– CELL, JIT,KANBAN
• COST
– 5S,VE,WoW
– Value Chain, Cost drivers
– TCM,LEAN,TPM
KAIZEN UMBRELLA OF WCM
3. WHY KAIZEN
1. Universally applicable to various industries and context
2. Directly impacting on all customer satisfaction
parameters of business
3. Easy to implement at grass-root level compared to
other tools
4. Accomplish self sustainable benefits through people
involvement
5. Kaizen generates process-oriented thinking since
processes must be improved before we get improved
results
•
Support & Stimulate Efforts for Process improvement rather
than Control and Command for Performance/Results
improvement
4. My Gurus….
• MASAKI IMAI
– KAIZEN
• RICHARD
SCHONBERGER
– Building a Chain of
customers
• PHIL CROSBY
– Quality is Free
• MICHEL GREIF
– Visual Factory
5. KAIZEN GURU
MASAAKI IMAI SAN
• Born in Tokyo, 1930
• Founded Kaizen Institute in 1986.
• Wrote best seller “Kaizen : Key to
Japan’s Competitive Success.”
• Was translated in 14 languages.
6. Illustration of Individual Kaizen
Theme: Improvement in bracket bellow support assembly for machine assembly
Before Kaizen:
There was a strain in mounting the
Bracket bellow support on to slim3
machine. 2 persons required to
assemble the cover
After Kaizen:
Fixture made by using simple frame from
in-house parts. Single person can
assemble the cover. Easy handling of part
since crane will be used
7. WHY KAIZEN
• Easy to understand
• Easy to implement
• All functions can participate
• Does not involve much expenses
• Does not need any major tool,
Except ….. Motivation
• No expensive training required to implement
8. DEFINITION OF KAIZEN
KAI = CHANGE
ZEN = GOOD
(FOR THE BETTER)
(Next Elevated State)
KAIZEN = CONTINUAL
IMPROVEMENT
9. CHANGE
Stumbling blocks for change
1.
I have done it before… it did not work
2.
It is not my idea…. it will not work
3.
Why change …..while I am comfortable
4.
Nobody has ever tried…. so it will not work
10. KAIZEN – FOCUSED IMPROVEMENT
Improvement
Focused Improvement
KAIZEN
Paper does not
burn in sunlight
Paper burns
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
13. THE THREE GOALS OF OPERATIONS-QDC
• Customer expectation is
three fold: QDC
– QUALITY
– DELIVERY
– COST
Customer is satisfied
QUALITY-Better
firm
customer
• The Firm’s response
should be: BFC
– BETTER
– FASTER
– CHEAPER
Firm develops
competitive
advantage!
DELIVERY
Faster
-
COSTCheaper
14. •
QDC DEFINITIONS &
QUALITY
CONCEPTS
–
–
–
–
It is “conformance to customers requirements”
Its target is “zero defect”
Its measure is “cost of nonconformance”
Its system is “prevention”
• DELIVERY
–
–
–
–
Meeting the promised time
Delivering by expected time
Crashing leadtimes & cycletimes
Meeting schedules
• COST
– Value derived by customer
– Driver of Competitive advantage
– Nonvalue adding activities(NVA)-Waste
15. 3 Mu Checklist of Kaizen activities
MUDA( Waste)
MURI( Strain)
MURA( Discrepancy)
1
Manpower
Manpower
Manpower
2
Technique
Technique
Technique
3
Method
Method
Method
4
Time
Time
Time
5
Facilities
Facilities
Facilities
6
Jigs and Tools
Jigs and Tools
Jigs and Tools
7
Materials
Materials
Materials
8
Production time
Production time
Production time
9
Inventory
Inventory
Inventory
10
Place
Place
Place
11
Way of Thinking
Way of Thinking
Way of Thinking
Appendix A of page 231 “Kaizen” Masaki Imai
16. Kaizen & Management
Improvement
Innovation
Top Management
Middle Management Maintenance
Supervisors/ Team leaders
Workers
Kaizen
Top Management
Maintenance
Middle Management
Supervisors/ Team leaders
Workers
Japanese Perception
Innovation
Maintenance
Top Management
Middle Management
Supervisors/ Team leaders
Workers
Western Perception
Innovation
Top Management
Middle Management Maintenance
Supervisors/ Team leaders
Workers
Innovation Centered High Tech
17. The 4M Checklist
A. Man ( Operator)
B. Machine (Facilities)
1.
2.
3.
4.
5.
6.
7.
8.
9.
1.
2.
3.
4.
5.
10.
Does he follow standards?
Is his work efficiency acceptable?
Is he problem- conscious?
Is he responsible/accountable?
Is he qualified?
Is he experienced?
Is he assigned to the right job?
Is he willing to improve?
Does he maintain good human
relations?
Is he fit and healthy?
6.
7.
8.
9.
10.
Does it meet production requirements?
Does it meet process capabilities?
Is the lubrication adequate?
Is the inspection adequate?
Is operation interupted due to machine
trouble?
Does it meet precision requirements?
Does it make any unusual noises?
Is the layout adequate?
Are there enough machines/facilities?
Is everything in good working order?
18. The 4M Checklist
C. Material
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Are there any mistakes in volume?
Are there an mistakes in grade?
Are there any mistakes in the brand
name?
Are there impurities mixed in?
Is the inventory level adequate?
Is there any waste in material?
Is the handling adequate?
Is the work-in-progress abandoned?
Is the storage layout adequate?
Is the quality standard adequate?
D. Method
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Are the work standards adequate?
Is the work standard upgraded?
Is it a safe method?
Is it a method that ensures a good
product?
Is it an efficient method?
Is the sequence of work adequate?
Is the setup adequate?
Are the temperature and humidity
adequate?
Are the lighting and ventilation adequate?
Is there adequate contact with the
previous and next processes?
19. The 5 W and 1 H of Kaizen
Who?
What?
Where?
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
6.
Who does it?
Who is doing it?
Who should be doing it?
Who else can do it?
Who else should do it?
Who is doing 3-Mus?
What to do?
What is being done?
What should be done?
What else can be done?
What else should be done?
What 3-Mus are being done?
Where to do it?
Where is it done?
Where should it be done?
Where else can it be done?
Where else should it be done?
Where are 3-Mus being done?
When?
Why?
How?
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
6.
When to do it?
When is it done?
When should it be done?
What other time can it be done?
What other time should it be
done?
Are there any time 3-Mus?
Why does he do it?
Why do it?
Why do it there?
Why do it then?
Why do it that way?
Are there 3-Mus in the way of
thinking?
Masaki Imai “ Kaizen” page 235 Appendix C
5.
6.
How to do it?
How is it done?
How should it be done?
Can this method be used in other
areas?
Is there any other way to do it?
Are there any 3-Mus in the
method?
20. 3 KAIZEN elements & QDC
•
•
•
•
Man
Machine
Material
Method
QUALITY-MURA
DELIVERY-MURI
COST-MUDA
4Mx3mu=12 point improvement opportunity
21. Flexibility
& Agility
1. Small batch production
2. Variation in products
or manf design
3. Adaptation of new
manufacturing
processes for higher
productivity
4. Significant fluctuation
in market demands
5. Manufacture of
completely new
products.
22. Kaizen & Competitive Advantage!
1. Differentiation- you have to be different from
others; and you have to sustain that over time
2. Cost Leadership- you have to be the lowest
cost producer; and you have to sustain that
over time
•
A company takes one of the above paths to
win; in both, there is need for Continual
Improvement to sustain the competitive
advantage-market share gain or higher
profitability or both
23. COMPETITIVE STRATEGIES
AND QDC
FOCUSSED
DIVERSIFIED
• Unique and Intense
Q &D performance
leads to
DIFFERENTIATION
STRATEGY
• Unique and Intense
C performance leads
to COST
LEADERSHIP
STRATEGY
Differentiation strategy
Cost Leadership Strategy
24. KAIZEN & BUSINESS EXCELLENCE!
•
EFFECTIVENESS-Q &D
– Fulfillment of External
purpose of the firm
– Do the right things
•
Q&D
C
EFFICIENCY-C
–
–
–
–
Internal purpose of the firm
Do things right
Resource deployment
Resource Utilization
EEE measures Business as
well as Operational
Excellence
EFFECTIVENESS
CUSTOMER GOALS
EFFICIENCY
FIRM’S GOALS
Balancing Act Of QD &C
25. IMPROVEMENT ;
INTERNAL CONSISTENCY
•
Improve over time
– Firm’s own past record
•
Improve over space
– Competitive benchmark
Mutual Forces &
Stress at Nodal points
Q
Leadtime reduction( D)
Waste Reduction (C)
Zero Defects (Q)
All three can go hand in hand
Can there be a conflict??
If so, Stress at nodes can be
relieved through Kaizen
D
C
26. Management Kaizen and
“BUILDING A CHAIN OF CUSTOMERS”
•
Business enterprise is a chain
of customers
– DESIGN TO SERVICE
•
Integration of operational
excellence to strategic goals of
a business enterprise
Kaizen
Kaizen
Design
&Dev
Supply
Chain
Kaizen
Sales& Service
27. JIT & Group KAIZEN
• 3 JIT CONCEPTS
– PULL: Kanban
– SMALL LOTSIZE: Single
Pc Flow
– FLOW: No online buffers
• 3 CELL benefits
– Q: Dynamic & Autonomous
quality correction
– D: Shorter throughputs
– C: Lower rework, Higher
productivity
• 3 Mus and 4 Ms
CELL MFG
28. 5S & KAIZEN:
ASSEMBLY PRACTICES
Production
schedule
Check
Sheets
Color Coding of parts with
respect to sub-assembly
Labeling of Part Nos.
and Part Name
30. Who does Kaizen?
Management Kaizen
Group Kaizen
Individual Kaizen
Involves
Managers and Professionals
QC Circle members;
SGA members
Everybody
Tools
Professional skills; QC tools
Brainstorming; QC tools
Common sense; QC tools
Target
Focus on systems & procedures
Within the same workshop or
workplace
Within ones own work area
Period
Lasts for duration of the project
Requires 4 or 5 months to
complete
Anytime
Achievements
As many as management choses
2 or 3 per year
many
Implementation cost
Small investment may be
required to implement the
decisions
Mostly inexpensive
Inexpensive; zero cost
Result
New system and facility
improvement
Improved work procedures;
revision of standard
On the spot improvement
Booster
Improvement in Managerial
Performance
Group Morale improvement;
participation; learning
experience
Individual Morale improvement;
Kaizen awareness; Self
development
Direction
Gradual and visible
improvement; marked
upgrading of current status
Gradual and visible improvement
Gradual and visible improvement
Ref: Masaki Imai “ Kaizen”- the practice Fig4.1 The 3 segments of Kaizen
32. Criteria for the Kaizen committee
•
Originality of idea
•
Multiple Area of ideas
•
Business Impact of the idea
•
Innovation involved
•
Implemented & benefits realised
•
Low investment
33. GENERAL RULES OF KAIZEN
• Do it Today
• Do not take NO for an answer
• Do not find out why it cannot or should not
be done. Do it.
• Do not wait for perfection; 60% is good
enough. Move!
34. KAIZEN and NEW VENTURES
1.
The journey of Kaizen cannot ignore any of the QDC parametersyet any one of them is always more critical than the other two
depending upon the business context at a given point in time
During the startup of new ventures,
2.
•
•
•
3.
high emphasis should be given to innovation and quality assurance,
and once high level of confidence was built on product reliability,
thereafter the management priority shift to shorter lead-times and
promised dates, and
once that was settled finally
cost efficiencies and business
profitability become important.
The top management keep an eye on the earlier objectives so
that it is not diluted during the process of shifting Kaizen focus
subsequently from Q to D and later from D to C.
35. In conclusion….
• CUSTOMER SATISFACTION
– QUALITY, DELIVERY, COST
• COMPETITIVE ADVANTAGE
– FASTER, BETTER, CHEAPER
– OVER PAST, OVER OTHERS
• CONTINUAL IMPROVEMENT
– MURA, MURI,MUDA
– STRAIN, DISCREPANCY, WASTAGE
• Close correlation with worldclass practices in
manufacturing and success of business
36. KAIZEN DELIGHTS ALL THREE
STAKEHOLDERS
CUSTOMER! EMPLOYEE! SHAREHOLDER!
Thank you and Have a Happy Kaizen Day!!!
38. CONTINUAL IMPROVEMENT
Before Kaizen:
No coolant filtration unit for ID
grinding machine
After Kaizen:
Coolant filtration unit created using
existing tank. Chip filtration ensured
39. CONTINUAL IMPROVEMENT
Before Kaizen:
No support for casting. Hence was
being placed on critical machined
surface
After Kaizen:
Small supporting fixture provided. Avoids
any damage to machined surface. Also
safe method of placing component
40. CONTINUAL IMPROVEMENT
Before Kaizen:
There was no method other than
CMM to check the final size of Ø 58
F8.Separate inspection time was
required and machine was kept idle
to check this diameter in CMM.
Ø 58
F8
After Kaizen:
Special Gauge is made to check the
size,QC inspection is not required before
I/D grinding.
41. CONTINUAL IMPROVEMENT
Theme: Improvement in bracket bellow support assembly for slim3 assembly
Before Kaizen:
There was a strain in mounting the
Bracket bellow support on to slim3
machine. 2 persons required to
assemble the cover
After Kaizen:
Fixture made by using simple frame from
in-house parts. Single person can
assemble the cover. Easy handling of part
since crane will be used
42. QUALITY IMPROVEMENTS
Theme: Process improvement for 21M120A717 (Bearing screw)
Before Kaizen:
Concentricity between OD & ID was
achieved about 50 microns against
required 30 microns
This was due to the holding of work
piece with 3 jaw chuck
After Kaizen:
Process changed by completing the OD
grinding, assembling part on to mating
component and ID grinding after the
assembly
This ensures that both OD & ID are
concentric (within 10 microns) and no
distortion of parts
43. QUALITY IMPROVEMENTS
Theme: Storage of spindle shafts for Slim3
Before Kaizen:
The storage of spindle shafts was
being done with the help of a
wooden V block fixture. This
method was prone to damages
After Kaizen:
Special trolley introduced for storage
of spindle shafts. Easy handling of
spindle shafts. No damages will be
caused during transport
44. CONTINUAL IMPROVEMENT
Theme: Dummy probe pocket for CMM
Before Kaizen:
CMM probe was kept on a surface
table. Due to this being a regular
working area there were chances
of probe getting damaged . The
probe is very expensive and costs.
After Kaizen:
Probe damage avoided
completely. House keeping
also improved on CMM
surface table
45. CONTINUAL IMPROVEMENT
Before Kaizen:
There was no fixture for proximity
tightening.
After Kaizen:
Two holes made on the table so that
proximity can be fixed while tightening the
connectors
48. ASSEMBLY PRACTICES
•Identification and location for every component
•Modular work benches for Sub assemblies
•Storage of tools and fixtures at required locations
