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Kaizen ~ Continuous Process Improvement (Cpi)

Using Kaizen to optimise process performance & sustain the incremental Improvements

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Kaizen ~ Continuous Process Improvement (Cpi)

  1. 1. Kaizen / Continuous Process Improvement (CPI)<br />Using Kaizen to optimise process performance & sustain the incremental Improvements<br />Anand Subramaniam<br />
  2. 2. 2<br />“The difference between 'involvement' and 'commitment' is like an eggs-and-ham breakfast: the chicken was 'involved' - the pig was 'committed'.”<br />- Unknown<br />
  3. 3. Kaizen vs. CPI<br />
  4. 4. Continuous Improvement Cycle<br />4<br />Key Measures<br />Vision, Mission & Strategies<br />Management Review<br />Lower-level Objectives<br />Prioritise improvement<br />Data Analysis<br /><ul><li>Customer complaints
  5. 5. Internal audits
  6. 6. Supplier issues
  7. 7. Employee suggestions</li></li></ul><li>CPI – Tools / Concepts / Techniques<br />5<br /> Variation<br />DMAIC<br />DPMO<br />Six Sigma<br />ISO 9000<br />Lean<br />Takt<br />Andon<br /> Pull<br />Control Panels<br />QFD<br />SIPOC<br />Value Stream Map<br />FMEA<br />Value Stream<br />Forms of Muda<br />Kaizen<br />Poka Yoke<br />5 S’s<br />Cellular Manufacturing<br />TQM<br />Five Whys<br />DFSS<br />CPK<br />PDSA<br />NSPS<br />Jidoka<br />Systems <br />Thinking<br />Control Chart<br />Process<br />Capability<br />Kanban<br />Continuous Flow<br />
  8. 8. Comparison of CI Initiatives <br />The differences depend on how they drive improvement.<br />6<br />
  9. 9. CPI – Lean Six Sigma<br />7<br />Define<br />5S Event<br />Six Sigma Project<br />Kaizen Event<br />Measure<br />Workplace Organisation<br />Waste<br />Variations<br />Analyse<br />Improve<br />Rapid Implementation<br />Control<br />Problem Solving<br />
  10. 10. Continuous Improvement - Kaizen<br />8<br />DO<br />DO<br />DO<br />PLAN<br />PLAN<br />PLAN<br />CHECK<br />CHECK<br />CHECK<br />ACT<br />ACT<br />ACT<br />Performance<br />Standardise & Sustain<br />Kaizen Event<br />Standardise & Sustain<br />Kaizen Event<br />Standardise & Sustain<br />Kaizen Event<br />Kaizen Event<br />Time<br />
  11. 11. Kaizen – Reduction in Non-Value Add<br />9<br />Before Kaizen<br />The kaizen mindset focuses on small, incremental yet frequent improvements to make changes to non value added processes. <br />Value Add<br />Kaizen 1<br />Non Value Add<br />Kaizen 2<br />Kaizen 3<br />Kaizen<br />Kaizen<br />Kaizen<br />Measurable Improvements over time<br />
  12. 12. Kaizen vs. CPI<br />10<br />Process<br />Breakthrough<br />Process Performance<br />Continuous <br />Improvement<br />Time<br />
  13. 13. Kaizen vs. CPI<br />11<br />Process Improvement Project Implemented<br /><ul><li>Data driven methodology to magnify impact of process improvement
  14. 14. Apply control techniques to eliminate erosion of improvements
  15. 15. Standardiseimprovements for improved maintenance of critical process parameters</li></ul>Savings<br />Maintenance of Process Performance<br />Time<br />CPI Project<br />CPI projects emphasise control and long term maintenance<br />Savings<br />Time<br /><ul><li>Kaizen uses small teams to optimise process performance by implementing incremental change
  16. 16. Apply intellectual capital of team members intimate with process
  17. 17. Kaizen Projects emphasise Incremental Improvements</li></ul>Kaizen<br />CPI<br />Savings<br />Time<br />
  18. 18. 12<br />“When I am working on a problem I never think about beauty. I only think about how to solve the problem. But when I have finished, if the solution is not beautiful, I know it is wrong." <br />- Buckminster Fuller <br />
  19. 19. 13<br />Good Luck<br />http://www.linkedin.com/in/anandsubramaniam<br />

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Using Kaizen to optimise process performance & sustain the incremental Improvements

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