2. Kaizen Guidelines
1. Have fun!
2. Keep an open mind – Paradigms
3. Use problem solving skills to resolve conflicts
4. Be tactful when critiquing ideas, communicate reasons
5. Involve all team members
6. Non blaming / Non judgmental
3. Kaizen is a Japanese word that means
"change for the better" or "improvement".
(“Kai” meaning Thinking and “Zen” Meaning Good.)
Kaizen refers to a workplace 'quality' strategy and is
often associated with the Toyota Production System
and related to various quality-control systems,
including methods of W. Edwards Deming.
(Known as father of the Japanese post-war industrial revival)
Deming taught that organizations can increase quality and
simultaneously reduce costs (by reducing waste, and rework,
while increasing customer loyalty). The key is to practice
continual improvement and think of manufacturing as a system,
not as bits and pieces.“
4. The philosophy of continual improvement, emphasizing
employee participation, in which every process is
continually evaluated and improved in terms of time,
waste, resources, quality, and other aspects relevant to the
process.
Kaizen in Summary
6. Lean Manufacturing
A systematic approach to manufacturing which based on the
premise that anywhere work is being done, waste is being
generated
A vehicle through which organizations can identify and reduce
waste
A manufacturing methodology which will facilitate and foster a
living quality system.
The GOAL to Totally eliminate waste through…
Defining Waste
Identifying the sources
Planning for Waste elimination
Establish “PERMANENT” control to prevent its reoccurrence.
The VISION: Continuous elimination of Waste
7. Traditional Manufacturing Lean Manufacturing
Quick set-ups and short runs
Product focus
Fix it so it doesn’t break
Multi-functionally skilled people
Never good enough, continuous
improvement
Do it right the first time
Leaders teach
Retrain
Make quality
Infrequent set-ups and long runs
Functional focus
If it ain’t broke don’t fix it
Specialized workers, engineers and
leaders
Good enough
Run it, Repair it
Management directs
Penalize mistakes
Make the schedule
8. Value Added vs Non Value Added
Value Added – Adds value to a product; transforms raw
materials into finish goods.
Non Value Added – Activities that do not add worth or value to
product.
VA Examples: Cutting Product, Building Camels, Mixing
pellets, welding CC
NVA Examples: Moving product with crane, Moving Rebar,
Pulling Parts from molds, Loading Trucks
9. 7 Classes of Waste
Over Production – Producing over the customers
requirements, producing unnecessary products
Wait Time – Delays, Idle Time, wait on machine or material
Conveyance – multiple handling, delay in material handling,
unnecessary handling
Over Producing – unnecessary process steps or work elements
Excess Inventory – producing or holding unnecessary raw,
working process (WIP), and finish goods
Motion – extra steps, handling, multiple movements
Process Failures – correction of errors, or rework (Quality
problems)
11. Quality
Understand the Customer Requirements
•Who is the Customer?
– Internal and External
•What do they want?
– Faster, Better, Cheaper
– Delivery, Quality, Cost (Q,C,D)
•Visit the Customer
12. Quality
•The Need for Zero Defects
•No Acceptable Level of Defects
•PPM (Parts Per Million Opportunities) If you produce 1 defect
in a million, What do you tell that one Customer?
•Goal: To Strive for Zero Defects, by eliminating waste
and variation.
13. Variation
"If I had to reduce my message to management to just a few
words, I'd say it all has to do with reducing variation." - W.
Edwards Deming
Every Process has some variation. Variation In any process
will control / effect results.
Two Type of Variation
1 – Common Cause: Natural variation which is inherit to the
given process. This variation is predictable, random in nature
and cannot be attracted to a person in the process.
2 – Special Cause: Variation which not part of the normal
process but are results from some outside influence or unusual
event. It destroys the predictability of the process.
14. Variation
Variation is the voice of any process, if you listen it will help
you understand the process and improve it.
To listen to you must track and measure the variation.
The way you react to the voice is critical.
15. Exercise: Understanding Common vs Special Cause
1 – Write the Number 3 five times with your dominant hand.
2 – Are they all the Same? Why Not? What are some
Reasons? (Operator Fatigue, The Pen, Paper)
3- Can You circle one number and Say why it is different? No
you cannot the particular number is part of the given
process for all the various reason listed.
4 – Now Write the Number 3 two times with your dominant
hand, 2 times with other hand, and once with dominant.
5 – Which one is obviously different? Can we assign why?
Variation
16. Mistake Proofing / Poka-Yoke
A quality control device that prevents and or detects errors that
Lead to defects. Such a device reduces the dependence of the
Workers vigilance and moves closer to zero defects.
Design and improve products and systems to allow our
Employees the opportunity to succeed!
Typical Applications: Processing Omissions, Processing
Errors, Missing Parts, Errors in Setting Up, Improper,
Damaged or poorly designed jigs, Using Wrong Parts
17. Guide Pins of Different Sizes
Optical Magnification
Different Colored Tags for Pressure Ranges
Look Up Tables for Data Base Entry
Spell Check
Limit Switches
Error Alarms
Counters
Checklists
Asymmetric Parts
Build Error Checking Into Control Logic
Exact Part Count
Poka – Yoke
18.
19. A paradigm is a set of beliefs, theories, or a world view that is
unquestioningly accepted. A paradigm is a way of seeing the world that
has become established as "truth."
20. There are three types of
people in this world:
those who make things
happen, those who watch
things happen and those
who wonder what
happened
21. We don't know what we don't know
We can't act onwhat we don't know
We won't knowuntil we search
We won't search forwhat we don't question
We don't questionwhat we don't measure
Hence, We just don't know
Ask Why
22. 5 Why’s
By repeating WHY 5 times, the true cause
or root of the problem is identified...
Ask WHY until the root cause is identified.
Jeff’s late for work ……………... WHY?
Jeff overslept…………………….. WHY?
Jeff’s alarm clock didn’t work……. WHY?
The electricity was off……………….WHY?
The battery back-up failed…………….
The power lines were down.
WHY?
Old Battery
There was a Thunderstorm
23. Elements of OEE
• Availability Rate
• Performance Rate
• Quality Rate
24. Calculating Availability Rate
• Simply B/A or Net Operating
Time/Running Time.
• Example: If the net operating time on
machine A was 480 but the actual run time
was 200, what would the Availability Rate
be? .42 or 42%
25. Calculating Performance Rate
• Simply D/C or Actual Output/Target
Output.
• Example: If the actual output of an
operation was 400 pieces and the target
output is 500, what is the Performance
Rate? 80%
26. Calculating Quality Rate
• Simply F/E or Good Output/Actual Output.
• Example: If the actual output of an
operation was 400 pieces and good output is
400, what is the Quality Rate? 100%
27. Summary
• OEE is simply the multiplication of
Performance, Availability and Quality
Rates.
• You must know scheduled time, scrap,
uptime, downtime, mold change time, and
many other pieces of the data puzzle before
you can accurately calculate OEE.
28. Be it making friends or
concluding a deal,
your fate is decided in
the first five seconds.
Hence,creating the
right `first impression'
is essential.
Housekeeping
29. 5S - Workplace Organization
To ensure your gains are sustainable, you must start with a firm foundation
“5S Standards are the foundation that supports all the Phases of Lean
Manufacturing.” The system can only be as strong as the foundation it is built
on.
The foundation of a production system is a CLEAN and SAFE work
environment. It’s strength is contingent upon the employees/company
committed to maintaining it.
31. 1. Sorting
(Decide on what is needed)
Definition
To sort out necessary and unnecessary items.
To store often used items at the work area,
infrequently used items away from the work
area and dispose of items that are not needed.
Why
Removes waste
Safer work area
Gains space
Easier to visualize the process
32. 2. Storage: (Arrangement of
items needed to straighten up the work place)
Definition
To arrange all necessary items.
To have a designated place for
everything.
A place for everything and everything
in its place.
Why
Visually shows what is required or is
out of place.
More efficient to find items/
documents (silhouettes/labels).
Saves time, not having to search for
items.
Shorter travel distances.
Things to remember
Keep things used
together - kept together.
Use labels, tape, floor
markings, signs, shadow
outlines.
Sharable items keep at
central location
(eliminated excess).
33. 3. Shining
(Sweep and cleanliness)
Definition
To keep your area clean on a
continuing basis.
Why
A clean workplace is
indicative of a quality product
and process.
Dust and dirt cause product
contamination & potential
health hazards.
A clean workplace helps to
identify abnormal conditions.
Things to remember
“Everything in its place”
makes time available for
cleaning.
Use a plant layout as a
visual to identify individual
responsibilities for cleaning
- eliminates “no man’s
land.”
Cleaning the work area is
like bathing. It relieves
stress and strain, removes
sweat and dirt, and prepares
the body for the next day.
34. 4. Standardize
Definition
To maintain the
workplace at a level
which uncovers and
makes problems obvious.
To continuously improve
our plant by continuous
assessment & actions.
Why
To sustain sorting,
storage and shining
activities every day.
Things to remember
We must keep the work place
neat enough for visual
identifiers to be effective in
uncovering hidden problems.
Develop a system that will
enable anyone in the
workplace to see problems
when they occur.
35. 5. Sustaining
(Training & Disciplined Culture)
Definition
To maintain our
discipline, we need to
practice and repeat until
it becomes a way of life.
Why
To build 5-S’s into our
every day process.
Things to Remember
Develop schedules, check
lists.
Good habits are hard to
break.
Commitment and discipline
toward housekeeping is
essential in taking the first
step in being World Class.
36. Benefits of 5S Implementation
A cleaner workplace is a safer workplace
Contributes to how we feel about our
product, process, our company and ourselves
Provides a Customer Showcase to promote
our business
Product Quality & especially contaminants
will improve
Efficiency will increase
37. Kan Ban
Kan Ban a Japanese word for communication signal or
card
It is a technique used to “pull” products and material
through and into the lean manufacturing system.
The actual “Kan Ban” can be a physical signal such as
an empty container or a small card.
Kan Ban provides production conveyance, and
delivery information. In it’s purest form the system
will not allow any goods to be moved within the
facility without the appropriate Kan Ban (signal)
attached to the goods
38. Objectives of a Kan Ban (Pull System)
Controls and balances the flow of resources -
WIP and material supplies are consumed in small batch quantities
Process capability such as setup time, yield, cycle time and and up time and
demand are required to determine batch size.
Provides visual reference of WIP and material supplies -
Kan Ban cards are used to identify how much material is at an operation
and when more material needs to be moved to that operation
Also identifies when raw material or other supplies need to be ordered
Provides visuals of all resources
Eliminates waste of material handling
Manufacture and ship what has been consumed
Provides more time for constructive activities such as:
Preventive Maintenance, Quality Improvements, Team Meetings, Training,
Housekeeping, Continuous Improvement Activities
40. Project Layout
Things to consider:
“ U” shape workcells
90 degree turns for work
location of all materials coming to line
avoid double handling of parts and materials
remove materials directly from box for use
position boxes (WIP, F/G ), raw materials at 45
degree angle
locate boxes on worktables, behind overhead
location of all tools
Single piece flow, lead-time
eliminate any tables or equipment not absolutely
required
walk through flow of product completely
the more detail the better
41. Rating of
Importance to
Customer
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
NoShortShot
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Requirement
Total
Process Step Process Input
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0
9 0
10 0
11 0
12 0
13 0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
0
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Lower Spec
Target
Upper Spec
This table provides the initial input to the FMEA. When each of the output variables
(requirements) are not correct, that represents potential "EFFECTS". When each input variable
is not correct, that represents "Failure Modes".
1. List the Key Process Output Variables
2. Rate each variable on a 1-to-10 scale to importantance to the customer
3. List Key Process Input Variables
4. Rate each variables relationship to each output variable on a 1-to-10 scale
5. Select the top input variables to start the FMEA process; Determine how each selected
input varable can "go wrong" and place that in the Failure Mode column of the FMEA.
C & E Matrix
