KAIZEN_BCIC

7/29/2019 KAIZEN_BCIC

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World Class Series:Kaizen

The BCIC Manufacturing

committee2010- Session 1



World Class Manufacturing

• QUALITY

– QA,TQC,TQM, ISO

– ZD,COQ,PDCA, 6σ

• DELIVERY

– SCM, ERP

– CELL, J IT,KANBAN

• COST

– 5S,VE,WoW

– Value Chain, Cost drivers

– TCM,LEAN,TPM

KAIZEN UMBRELLA OF WCM



WHY KAIZEN

1. Universally applicable to various industries and context2. Directly impacting on all customer satisfaction

parameters of business3. Easy to implement at grass-root level compared to

other tools

4. Accomplish self sustainable benefits through peopleinvolvement5. Kaizen generates process-oriented thinking since

processes must be improved before we get improved

results• Support & Stimulate Efforts for Process improvement ratherthan Control and Command for Performance/Resultsimprovement



My Gurus….

• MASAKI IMAI

– KAIZEN

• RICHARD

SCHONBERGER– Building a Chain of

customers

• PHIL CROSBY

– Quality is Free

• MICHEL GREIF– Visual Factory



MASAAKI IMAI SAN

• Born in Tokyo, 1930

• Founded Kaizen Institute in 1986.

• Wrote best seller “Kaizen : Key to J apan’s Competitive Success.”

• Was translated in 14 languages.

KAIZEN GURU



Theme: Improvement in bracket bellow support assembly for machine assembly

Before Kaizen: There was a strain in mounting theBracket bellow support on to slim3machine. 2 persons required to

assemble the cover

After Kaizen:

Fixture made by using simple frame fromin-house parts. Single person canassemble the cover. Easy handling of partsince crane will be used

Illustration of Individual 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

WHY KAIZEN



DEFINITION OF KAIZEN

KAI = CHANGE

ZEN = GOOD

(FOR THE BETTER)

(Next Elevated State)

KAIZEN = CONTINUALIMPROVEMENT



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

CHANGE



Paper does not

burn in sunlight

Paper burns

Improvement Focused Improvement

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

K AIZE N

KAIZEN – FOCUSED IMPROVEMENT



TRADITIONAL

ORGANIZATION

Customer

expectations

G e m b a

Top

Mgmt.

Middle

Mgmt.

Customer

satisfaction



ORGANIZATION

FOR KAIZEN

Customer

expectations

G e m b a

Organization

tosupport

Customer

satisfaction



THE THREE GOALS OF OPERATIONS-QDC

• Customer expectation isthree fold: QDC

– QUALITY

– DELIVERY– COST

9Customer is satisfied

• The Firm’s responseshould be: BFC

– BETTER

– FASTER– CHEAPER

9 Firm develops

competitiveadvantage!

QUALITY-Better

DELIVERY-

Faster COST-Cheaper

firmcustomer



QDC DEFINITIONS &

CONCEPTS• QUALITY– 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



3 Mu Checklist of Kaizen activities

MUDA( Waste) MURI( Strain) MURA( Discrepancy)

1 Manpower Manpower Manpower

2 Technique Technique Technique3 Method Method Method

4 Time Time Time

5 Facilities Facilities Facilities

6 J igs and Tools J igs and Tools J igs 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



Kaizen & Management

Top ManagementMiddle Management

Supervisors/ Team leadersWorkers

Top Management

Middle ManagementSupervisors/ Team leaders

Workers





Improvement

Maintenance

InnovationMaintenance

Innovation Kaizen

Maintenanc

Innovation

Maintenanc

J apanese Perception

Western Perception

Innovation Centered High Tech



The 4M Checklist

A. Man ( Operator)

1. Does he follow standards?

2. Is his work efficiency acceptable?

3. Is he problem- conscious?

4. Is he responsible/accountable?

5. Is he qualified?6. Is he experienced?

7. Is he assigned to the right job?

8. Is he willing to improve?

9. Does he maintain good human

relations?10. Is he fit and healthy?

B. Machine (Facilities)

1. Does i t meet production requirements?

2. Does it meet process capabil ities?

3. Is the lubrication adequate?

4. Is the inspection adequate?

5. Is operation interupted due to machinetrouble?

6. Does i t meet precision requirements?

7. Does it make any unusual noises?

8. Is the layout adequate?

9. Are there enough machines/facil ities?10. Is everything in good working order?



The 4M Checklist

C. Material

1. Are there any mistakes in volume?

2. Are there an mistakes in grade?

3. Are there any mistakes in the brandname?

4. Are there impurities mixed in?5. Is the inventory level adequate?

6. Is there any waste in material?

7. Is the handling adequate?

8. Is the work-in-progress abandoned?

9. Is the storage layout adequate?10. Is the quality standard adequate?

D. Method

1. Are the work standards adequate?

2. Is the work standard upgraded?

3. Is it a safe method?

4. Is it a method that ensures a good

product?

5. Is it an efficient method?

6. Is the sequence of work adequate?

7. Is the setup adequate?

8. Are the temperature and humidityadequate?

9. Are the lighting and ventilation adequate?

10. Is there adequate contact with theprevious and next processes?



The 5 W and 1 H of Kaizen

Who? What? Where?1. Who does it?

2. Who is doing it?

3. Who should be doing it?

4. Who else can do it?

5. Who else should do it?

6. Who is doing 3-Mus?

1. What to do?

2. What is being done?

3. What should be done?

4. What else can be done?

5. What else should be done?

6. What 3-Mus are being done?

1. Where to do it?

2. Where is it done?

3. Where should it be done?

4. Where else can it be done?

5. Where else should it be done?

6. Where are 3-Mus being done?

When? Why? How?

1. When to do it?

2. When is it done?

3. When should it be done?

4. What other time can it be done?

5. What other time should it be

done?

6. Are there any time 3-Mus?

1. Why does he do it?

2. Why do it?

3. Why do it there?

4. Why do it then?

5. Why do it that way?

6. Are there 3-Mus in the way of

thinking?

1. How to do it?

2. How is it done?

3. How should it be done?

4. Can this method be used in other areas?

5. Is there any other way to do it?

6. Are there any 3-Mus in the

method?

Masaki Imai “ Kaizen” page 235 Appendix C



3 KAIZEN elements & QDC

• Man

• Machine

• Material• Method

QUALITY-MURA

DELIVERY-MURI COST-MUDA

4Mx3mu=12 point improvement opportunity

Flexibility



Flexibility& Agility

1. Small batch production2. Variation in products

or manf design3. Adaptation of new

manufacturing

processes for higherproductivity

4. Significant fluctuation

in market demands5. Manufacture of completely newproducts.



Kaizen & Competitive Advantage!

1. Differentiation- you have to be different fromothers; and you have to sustain that over time

2. Cost Leadership- you have to be the lowestcost producer; and you have to sustain thatover time

• A company takes one of the above paths towin; in both, there is need for Continual

Improvement to sustain the competitiveadvantage-market share gain or higherprofitability or both

COMPETITIVE STRATEGIES



COMPETITIVE STRATEGIES

AND QDC• Unique and Intense

Q &D performanceleads toDIFFERENTIATION

STRATEGY• Unique and Intense

C performance leads

to COSTLEADERSHIPSTRATEGY

Differentiation strategy

Cost Leadership Strategy

D

I V E R

S I F I E

D

F

O C U

S S E D



KAIZEN & BUSINESS EXCELLENCE!

• EFFECTIVENESS-Q &D

– Fulfillment of Externalpurpose of the firm

– Do the right things• EFFICIENCY-C

– Internal purpose of the firm

– Do things right

– Resource deployment

– Resource Utilization

9 EEE measures Business aswell as OperationalExcellence

EFFECTIVENESS

CUSTOMER GOALS

EFFICIENCY

FIRM’S GOALS

Q&D C

99Balancing Act Of QD &CBalancing Act Of QD &C

IMPROVEMENT



IMPROVEMENT ;

INTERNAL CONSISTENCY• Improve over time

– Firm’s own past record

• Improve over space– Competitive benchmark

Leadtime reduction( D)

Waste Reduction (C) Zero Defects (Q)

¾ All three can go hand in hand¾ Can there be a conflict??

¾ If so, Stress at nodes can berelieved through Kaizen

Mutual Forces &Stress at Nodal points

Q

D C



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

Kaizen

Design&Dev

SupplyChain

Sales& Service



J IT & Group KAIZEN

• 3 J IT CONCEPTS

– PULL: Kanban

– SMALL LOTSIZE: SinglePc Flow

– FLOW: No online buffers

• 3 CELL benefits– Q: Dynamic & Autonomous

quality correction

– D: Shorter throughputs

– C: Lower rework, Higherproductivity

• 3 Mus and 4 Ms

CELL MFG

5S & KAIZEN:



5S & KAIZEN:

ASSEMBLY PRACTICES

Productionschedule

CheckSheets

Color Coding of parts with

respect to sub-assembly

Labeling of Part Nos.

and Part Name

Kaizen Pentagon



DELIVERY

QUALITY

COST

HOUSEKEEPING SAFETY

Kaizen Pentagon



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 orworkplace

Within ones own work area

Period Lasts for duration of the project Requires 4 or 5 months tocomplete

Anytime

Achievements As many as management choses 2 or 3 per year many

Implementation cost Small investment may berequired to implement thedecisions

Mostly inexpensive Inexpensive; zero cost

Result New system and facilityimprovement

Improved work procedures;revision of standard

On the spot improvement

Booster Improvement in ManagerialPerformance

Group Morale improvement;participation; learningexperience

Individual Morale improvement;Kaizen awareness; Self development

Direction Gradual and visibleimprovement; markedupgrading of current status

Gradual and visible improvement Gradual and visible improvement

Ref: Masaki Imai “Kaizen”- the practice Fig4.1 The 3 segments of Kaizen

KAIZEN ORGANISATION



KAIZEN ORGANISATION

CHART

TOP MANAGEMENT

KAIZEN SECRETARIAT

Kaizen steering committee

Kaizen Championsfrom All functions

Criteria for the Kaizen committee



• Originality of idea

• Multiple Area of ideas

• Business Impact of the idea

• Innovation involved

• Implemented & benefits realised

• Low investment

Criteria for the Kaizen committee



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!



KAIZEN and NEW VENTURES

1. The journey of Kaizen cannot ignore any of the QDC parameters-yet any one of them is always more critical than the other twodepending upon the business context at a given point in time

2. During the startup of new ventures,• 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 andpromised dates, and

• once that was settled finally cost efficiencies and businessprofitability become important.

3. The top management keep an eye on the earlier objectives so

that it is not diluted during the process of shifting Kaizen focussubsequently from Q to D and later from D to C.



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

KAIZEN DELIGHTS ALL THREE



KAIZEN DELIGHTS ALL THREE

STAKEHOLDERSCUSTOMER! EMPLOYEE! SHAREHOLDER!

Thank you and Have a Happy Kaizen Day!!!



Actual Examples

CONTINUAL IMPROVEMENT



Before Kaizen:

No coolant filtration unit for IDgrinding machine

After Kaizen:

Coolant filtration unit created usingexisting tank. Chip filtration ensured




Before Kaizen:

No support for casting. Hence wasbeing placed on critical machinedsurface

After Kaizen:

Small supporting fixture provided. Avoidsany damage to machined surface. Alsosafe method of placing component




Before Kaizen:

There was no method other thanCMM to check the final size of Ø 58F8.Separate inspection time was

required and machine was kept idleto check this diameter in CMM.

After Kaizen:

Special Gauge is made to check thesize,QC inspection is not required beforeI/D grinding.

Ø 58F8




Theme: Improvement in bracket bellow support assembly for slim3 assembly

Before Kaizen: There was a strain in mounting theBracket bellow support on to slim3machine. 2 persons required to

assemble the cover

After Kaizen:

Fixture made by using simple frame fromin-house parts. Single person canassemble the cover. Easy handling of part

since crane will be used

QUALITY IMPROVEMENTS



Theme: Process improvement for 21M120A717 (Bearing screw)

Before Kaizen:

Concentricity between OD & ID wasachieved about 50 microns againstrequired 30 microns

This was due to the holding of workpiece with 3 jaw chuck

After Kaizen:

Process changed by completing the ODgrinding, assembling part on to matingcomponent and ID grinding after the

assembly

This ensures that both OD & ID areconcentric (within 10 microns) and nodistortion of parts

QUALITY IMPROVEMENTS



Theme: Storage of spindle shafts for Slim3

Before Kaizen:

The storage of spindle shafts wasbeing done with the help of awooden V block fixture. This

method was prone to damages

After Kaizen:

Special trolley introduced for storageof spindle shafts. Easy handling of spindle shafts. No damages will becaused during transport




Theme: Dummy probe pocket for CMM

Before Kaizen:

CMM probe was kept on a surfacetable. Due to this being a regularworking area there were chancesof probe getting damaged . Theprobe is very expensive and costs.

After Kaizen:

Probe damage avoidedcompletely. House keeping

also improved on CMMsurface table




Before Kaizen:

There was no fixture for proximitytightening.

After Kaizen:

Two holes made on the table so thatproximity can be fixed while tightening theconnectors

KAIZEN CELEBRATION



•Good response to Kaizen movement

•Motivation levels of employees very high

•Total employee involvement

SHOP FLOOR PRACTICES



•Material issued to Shop will contain a MO copy

•Material moves between work centers with MO

ASSEMBLY PRACTICES



•Identification and location for every component

•Modular work benches for Sub assemblies

•Storage of tools and fixtures at required locations

ASSEMBLY PRACTICES



•Components of the work bench

•Color coding for parts sub assembly wise

Production

schedule

Check

Sheets

Color Coding of parts with

respect to sub-assembly

Labeling of Part Nos.and Part Name

ASSEMBLY PRACTICES



Storage of tools and fixtures in assembly

MATERIAL SEGGREGATION



•Rework and rejection separately identified

•Yellow tag for rework components

•Red tag for rejections

STORES



Thank you

KAIZEN_BCIC

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