1.3 Kaizen Modules
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Transcript of 1.3 Kaizen Modules
Kaizen Modules
An overview
The House of Kaizen
CONTINUOUS IMPROVEMENTWORLD CLASS
ES
TOA
CIT
Y
W FLO
WR
Y EN
TLEME LITY
PROBLEM SOLVING TOOLS
MED
L C
HA
NG
EM
/C C
APA
K F
LOW
US
WO
RK
FW
INV
EN
TR
TPM
E E
QU
IPM
S AV
AILA
BL
TQM
FIR
ST
TIM
TIM
E Q
UA
L
SMU
ICK
TO
ON
CR
EA
SE
WO
RK
ON
TIN
UO
UA
ND
LO
W TEF
FEC
TIVE
ALW
AYST
RIG
HT
EVER
Y T
Q I NCO E
ELIMINATION OF WASTEWORKPLACE ORGANISATION
ELIMINATION OF WASTE
Kaizen Introduction 2
Waste Elimination WASTE
Over Production DefectsOperator
MotionInventoryInefficient ProcessTransportWaiting
Operation 55555Wh ?Wh ?
Production MotionProcess
DelayInspectionStorageTransportation
Why?Why?Why?Why? Why?Why? Why?Why? Why?Why?Transportation Why?Why?
MethodMan
5 C M d l P bl S l i T l
1 2 3 4 5 MachineMaterial
Kaizen Introduction
5 Core Modules Problem Solving Tools3
Workplace Organisation
Establish norms d h
STRA
5S -Housekeeping5S Housekeeping
Standard Ops.Visual Controls
Skill M it i
and respect them
YES
Dim
anch
e
Lund
iM
ardi
Mer
cred
iJe
udi
Vend
redi
Sam
edi
1
23
4
89
10
11
15
1617
18
2930
31
5
67
1213
14
2627
28
2223
2425
1920
21
NO
SORT
RAIGHTEN
1 2
5Skill Monitoring Pr
o
1Pr
o
2
Pro
4
P1 P2 P3 P4
SIMPLIFY SWEEP
SIMPLIFY
STANDARDISESUSTAIN
34
1Visual50 ONE
Form # XXXX
Form # XXZZ
Form # YYXX
Form # ZZXY
Visual Controls
50 recipes
ONE recipe
documented
50 results (deviations)
Quality the first time
( i ti )
Example : Skills matrix
4101 4102 4103
4104 4105 4106 4107 4108 4109 4116 4116 4118 4111 Mat'l Handling
Tie WrapWork Station #'S
Work Description
Dorothy H.
Stuff Channel
Stuff Top
Shelf20 GA
Harness14,16, 18 GA
Harness18/20
Harness18 GA Asb.
Harness
PC Brd
HarnessHeavy Wire Paint Silk-
ScreenPack Out Tap Licenced
ELECTRO MECHANICAL SPECIALISTS
MAXMIN
( ) (no variation)
Standard Ops.Ellen B.
Pat M.
LeRoy W.
Steve H.
Bill B.
Lawrence D.
Diane M.
Rhea F.
Kaizen Introduction
Glenda M.
Legend :
KnowsBasicsTraining
Can Do With Help
Can Do Without Help
Can Teach Someone Else
Can Improvethe process
4
WorkFlow
1 Piece FlowFishbone
LineFishbone
LineFishbone
LineA G I di t it ti1 Piece Flow
Line BalancingTakt TimeKanban
U LineU LineU LineWARNING Indicates an error situation
requiring intervention
CONTROLStops production Prevents mistakes
Listen up! Line 12 is stopped !!!
Bip! Bip
KanbanPoka Yoke
I Line
L LineBack to Back
LinesI LineI Line
L LineL LineBack to Back
LinesBack to Back
Lines 120 V 1.5 A
12
ppVisual aids
2 Kanban SignalTo request a newd li
KANBAN
deliveryTakt time = Parts per day
Time per day
Kaizen Introduction 5
Line balancing
SMED - Quick Tool Changeovers
400
Single
Minute
E200
400 Set-up is:
Exchange of
100
200
Dies, tools & fixtures
3
10
E t lExternalBefore External
Before
Internal
External
Internal
ExternalAfter
Kaizen Introduction 6
After
Total Quality Management / Six-sigma
Measurement δ∑x
Project Name: Process: Date:
Defective Item Mon Tue Wed Thu Fri TotalCracks 31Porosity 14No flux 17
Cost of QualityMSA – GR&R
Cpk
Ppk
δ∑x
Capability/SPCReliability
Pinholes 45Other 12Total 31 22 27 17 22 119% Defect 6.2% 4.4% 5.4% 3.4% 4.4% 4.8%
UnitsProduced 500 500 500 500 500 2500
0.0%4.0%8.0%
1 2 3 4 5
% of
3σ 3σReliabilityRegressionDesign of
ExperimentsH th i
4
Failure
Appraisal
FailureAppraisal
Turnover
DOE
HypothesisANOVA
Prevention PreventionHARDNESSMIN MIN MAX MAXAVG MEAN AMLCL AMUCL AVG RNG AVG SD SDSTDEV SDLCL SDUCL LOW HI SCALE
678 975 832 740 924 81 30.6 13.3 -9.3 70.6 670 N/A HV10
550
650
750
850
950
Har
dn
ess
HV
UCL
LCL
AVG MEAN
MEAN
FREQ
525
600
675
750
825
900
X450
1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77
20.0
40.0
60.0
80.0
Har
dn
ess
HV
UCL
LCL
AVG SD
STDEV
0 5 10 15 20 25
450
525
FREQ
20
35
50
65
80
95X
XXX
X
XX
X
X
X
MSA - GR&RRegression Analysis0.0
1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77 0 2 4 6 8 10 12
5
20
Total Preventative Maintenance
Effectiveness /Capability Description of Malfunction
Machine Name & Number
Date of Inspection Department Team InspectorTPMINSPECTION TAGNo.:
PredictivePreventative
AutonomousPreventive
maintenance
Predictivemaintenance
Capability
Planned Date of Action
Person Responsible Planned Completion Date
Action verified by:
Corrective Action
Description of Malfunction
Autonomousmaintenance
Reactive
5
timeReactive
maintenance
Equipment failure Idling and minor stoppagesT l h
Calibr05/87
Scrap/rework
Set-up/adjustments
Start-up lossesTool changes
Simplify Access...
F
E
ReducedspeedPear holesNumerous
boltsHinges Grooves
Kaizen Introduction
TPM = elimination of waste + continuous improvementWindowsHandles
8
Tools - Problem Solving Tools
55555Why?Why?100 %
8060
40
20020
4060 Why?Why?
Why?Why? Why?Why? Why?Why?
A B C D E FWhy?Why?Why?Why?
Pareto 80%/20%5 Why Root Cause
OperationDelayInspection
5 Why Root Cause
Value Stream MappingProcess or Product Name:Responsible:
Process Step Key Process Input Potential Failure Mode Potential Failure Effects
SEV
Potential CausesOCC
What is the process step
What is the Key Process Input?
In what ways does the Key Input go wrong?
What is the impact on the Key Output Variables (Customer Requirements) or internal re
is th
e st
omer
? What causes the Key Input to go wrong?
es c
ause
M
occ
ur?p
StorageTransportation MethodMan
Input Operation OutputStart EndOperation OperationInput Operation OutputStart EndOperation Operation
Decision DecisionFMEA
q )requirements?
How
Sev
eef
fect
to th
e cu
s
How
ofte
n do
eor
FM
?MachineMaterial
Fishbone BrainstormProcess mapping
Input Operation Outputprocess Endp Operation
OperationOperation
No Yes No YesInput Operation Outputprocess Endp Operation
OperationOperation
No Yes No Yes
Kaizen Introduction 9
Process mapping