Kaizen Modules

An overview

The House of Kaizen

CONTINUOUS IMPROVEMENTWORLD CLASS

ES

TOA

CIT

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W FLO

WR

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TLEME LITY

PROBLEM SOLVING TOOLS

MED

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APA

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INV

EN

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TPM

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TQM

FIR

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UA

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UO

UA

ND

LO

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FEC

TIVE

ALW

AYST

RIG

HT

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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