KAIZEN _short Presentation

“The best solutions are the simple ones”

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Kaizen

Short introduction by: Claudia (not Cloud-ia)


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“For want of a nail the shoe was lost

For want of a shoe the horse was lost

For want of a horse the rider was lost

For want of a rider the battle was lost

For want of a battle the kingdom was lost

And all for want of horse-shoe-nail.”

“For Want of a Nail”


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The micro processes determine the macro and mega results.

“For Want of a Nail”


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Introduction to Kaizen, GEMBA Kaizen and Lean Manufacturing

1986 “Kaizen, the Key to Japan's Competitive Success”

1997 “Gemba Kaizen, A Commonsense, Low-cost Approach to Management”

2003 A new book to be published

Kaizen = continuing improvement in personal life, home life, social and working life.

Kaizen involves everybody.

Kaizen is achieved without spending much money.

Gemba = "real place", where the real action takes place.


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Introduction to Kaizen, GEMBA Kaizen and Lean Manufacturing

Kaizen vs. InnovationKaizen INNOVATION

Small steps Conventional Know-How Efforts Process-oriented Slow-growth economy

Big steps Technological Breakthrough Investment Result-oriented Fast-growth economy

Innovation

Kaizen


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The House of Gemba

The two major activities in Gemba:

maintenance of current technological, managerial and operating standards through training and discipline

improvement of the standards

Top Management Innovation

Middle Management KaizenSupervisors Maintenance

Workers


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The House of Gemba

Standardization

5 S (Good Housekeeping)

Muda Elimination

Teamwork

Visual Management

Morale enhancement

QC circles

Self-discipline

Suggestions

Workers’ operations Information Equipment

Products & materials

Quality & Safety mgmt

Cost management

Logisticmgmt

Profit management


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The House of Gemba. First Level: Muda Elimination

The 7 Muda Definition Examples

1. OverproductionProducing more than the customer needs right now

Producing product to stock based on sales forecasts Producing more to avoid set-ups

2. TransportationMovement of product that does not add value

Moving parts in and out of storage Moving material from one workstation to another

3. MotionMovement of people that does not add value

Searching for parts, tools, prints, etc. Sorting through materials Lifting boxes of parts

4. WaitingIdle time created when material, information, people, or equipment is not ready

Waiting for parts, prints, machines, information

5. ProcessingEffort that adds no value from the customer’s viewpoint

Multiple cleaning of parts Paperwork

6. InventoryMore materials, parts, or products on hand than the customer needs right now

Raw materials, Work in process, Finished goods

7. DefectsWork that contains errors, rework, mistakes or lacks something necessary

Rework, defects, missing parts


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The House of Gemba. Second Level: 5 S – Good Housekeeping

Seiri Seiton Seiso Seiketsu Shitsuke

SortSort out what is

needed andwhat is not needed.

When in doubt throw it out!

StraightenKeep everything that is

neededin an orderly fashion so that

things can be accessed easily.

SweepClean the machines floors and

walls, looking for sources of filth.

Eliminate the sources.

StandardizeMake standards so that any

abnormality becomes obvious.

Self-DisciplineSustain the

improvementsto prevent

backsliding.


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The House of Gemba. Third Level: Standardization

A

Act

C

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Plan

DoCheck

IMPROVEMENT

A

Act

C

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Standardize

DoCheck

MAINTENANCE

STANDARDS:

1. Represent the best, easiest, and safest way to do a job.

2. Offer the best way to preserve know-how and expertise.

3. Provide a way to measure performance.

4. Show the relationship between cause and effect.

5. Provide a basis for both maintenance and improvement.

6. Provide objectives and indicate training goals.

7. Provide a basis for training.

8. Create a basis for audit or diagnosis.

9. Provide a means for preventing recurrence of errors and minimizing variability.


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“The Carrot Story”

The Carrot Diet: Eat one pound of raw carrots a half hour before every snack or meal.

Not one person in 100 is successful with the Carrot Diet, even for a day or two.

Why great initiatives often fail in organizations?

In the today competitive market, organizations encounter challenges that require Carrot Diet discipline.

Everyone realizes the importance of the carrot initiative and pledged their support.


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The engineers decide they can take a beta-carotene pill each day.

Human Resources are concerned that meat lovers in the work force might be offended by the focus on a vegetable.

Computer Services recommend delaying carrot consumption until a tracking program is installed.


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Accounting also suggests a delay in eating carrots. The Accounting Department discovered carrots were not in the budget and the accounting system did not have a line item to track carrot expenditures.

The president, who fully endorses the initiative, spends countless hours in support of the Total Company Carrot Plan (TCCP).

Everyone supports the concept, but few carrots are eaten.


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KAIZEN Success Factors:

COMMON SENSE, DISCIPLINE & LEADERSHIP

The secret of the Carrot Diet:

THERE IS NO ALTERNATIVE TO EATING THE CARROTS.

KAIZEN _short Presentation

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