Basics of Kaizen

© 2013 Gemba Academy LLC. All rights reserved.

Kaizen Lean Manufacturing Series

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Contents

1.  Introduction 2.  Background and History 3.  Components and Implementation

a.  How to Kaizen b.  The Kaizen Blitz c.  Roadblocks

4.  Knowledge Check


Introduction

•  Kaizen is a process of continuous incremental improvement.

•  The “kaizen blitz” is a five-day continuous improvement activity focused on a very specific process.


Background and History

•  Kaizen (Ky’zen) ▫  “Kai” means “change” ▫  “zen” means “good (for the better)” ▫  Gradual, orderly, and continuous improvement ▫  Ongoing improvement involving everyone

•  Modern Kaizen is based on the principles of the Toyota Production System (TPS). •  TPS is a system used in repetitive manufacturing, but

the philosophy can be applied to all operations. •  Companies in the United States began to use the term

following the publication of Kaizen by Masaaki Imai in 1985.


Components and Implementation

•  Selecting Projects •  Setting Goals •  The Team and Team Leader •  Support and Infrastructure •  The Kaizen Blitz •  Potential Roadblocks •  Kaizen Steps ▫  Set the scene ▫  Observe the current process ▫  Develop the future state process ▫  Implement the new process ▫  Report and Analyze


Selecting Kaizen Projects

•  Desirable criteria for initial projects ▫  Unambiguously measurable ▫  Management enthusiasm ▫  A clear business need ▫  Highly visible process ▫  Fairly easy project ▫  Strong environment for follow-up ▫  Simple process ▫  Stable and repeatable process ▫  Allows contribution by all employees – not a technical exercise ▫  Self-contained process


Selecting Kaizen Projects

•  What to avoid with initial projects ▫  Out of control processes ▫  Unreliable equipment ▫  Incapable equipment ▫  Interdependent processes ▫  Improvement is not seen as necessary ▫  A process that may soon be obsolete


Types of Projects

•  Productivity improvements ▫  Typical goal: improve productivity by 30%

•  Changeover or setup time improvements ▫  Typical goal: reduce setup time by 90%

•  One piece flow ▫  Typical goal: reduce inventory by 50%

•  Pull system projects ▫  Can be difficult as initial projects – get experience first!


Setting Goals

•  Goals from previous slide may seem high, but: •  Set goals high ▫  To challenge the team to think out of the box ▫  Try radically different approaches


The Team

•  3 to 10 people •  From across all levels and functions impacted by the

project •  Include experts – if they have open minds •  Include people with prior kaizen experience •  Include outsiders from unrelated functions to obtain

different points of view ▫  “Dumb” questions often stimulate innovative thinking


The Team Leader

•  “Leader” is not “supervisor” •  Preferably has experience with the kaizen process •  Should be biased toward change and open-minded


Support and Infrastructure

•  Eliminate interruptions for team members ▫  No cell phones ▫  No visitors ▫  Dedicated conference room ▫  Eat together

•  Supplies ▫  Flip charts ▫  White board ▫  Snacks

•  Management support ▫  Team members have full support of management ▫  Responsibilities are covered to eliminate interruptions


Conference Room or Gemba?

•  Important to “go to the gemba” ▫  “Gemba”: where the process actually occurs

•  Kaizen can happen right on the factory floor or information can be gathered at the process •  Conference room can be used for analysis and

discussion •  Don’t be afraid of going back to the gemba to challenge

and test ideas


Kaizen “Blitz”

•  Total focus on a defined process to create radical improvement in a short period of time •  Dramatic improvements in productivity, quality,

delivery, lead-time, set-up time, space utilization, work in process, workplace organization •  Typically five days (one week) long


Kaizen Blitz Rules

•  Be open to change •  Stay positive •  Speak out if you disagree •  See waste as an opportunity •  No blame environment •  Treat others as you want to be treated •  Ask the silly questions, challenge the givens •  Creativity before capital •  Understand the data and principles •  Just do it!


Potential Roadblocks

•  Too busy to study it •  A good idea but the timing is premature •  Not in the budget •  Theory is different from practice •  Isn’t there something else for you to do? •  Doesn’t match corporate policy •  It’s not improvement – it’s common sense •  I know the result even if we don’t do it •  Fear of accountability •  Isn’t there an even better way?


Kaizen Blitz - Agenda

•  Day 1: Setting the scene ▫  Meet the team, training

•  Day 2: Observe the current process ▫  Flowchart, identify waste, identify root causes

•  Day 3: Develop the future state process ▫  Brainstorm and flowchart (typically the longest day!)

•  Day 4: Implement the new process ▫  Plan, communicate, implement, modify

•  Day 5: Report and analyze ▫  Performance vs expectations


Setting the Scene

•  Identify the customer •  Define the project scope ▫  Write a concise statement that expresses the scope, boundaries,

and expectations of the project ▫  Agree it is reasonable within the timeframe allotted


Identify the Customer

•  Value added is always determined from the customer’s perspective. •  Who is the customer? •  Every process should be focused on adding value to the

customer. •  Anything that does not add value is waste. •  Some non-valued added activity is necessary waste

(“NVA-R”) ▫  Regulatory ▫  Legal


Observe the Current Process

•  Crucial first step in process improvement •  Deep understanding of the existing processes and

dependencies •  Identify all the activities currently involved in

developing a new product •  Observe the process first hand •  Flowchart the process •  Take measurements – time, yield, travel distance •  Identify Value Added (VA), Non-Value Added Required

(NVA-R), and Non-Value Added (NVA) •  Generally creates more questions than answers


Types of Waste

•  Overproduction •  Excess inventory •  Defects •  Non-value added processing •  Waiting •  Underutilized people •  Excess motion •  Transportation


Flowchart


Identify VA, NVA-R, and NVA


Identify Root Causes

•  Flow Charts •  Cause and Effect Diagrams •  Check Sheets •  Histograms •  Pareto Charts •  Scatter Diagram •  Control Charts


Develop the Future State


Brainstorm and Analyze

•  Kaizen team brainstorming to develop new process •  Post improvement ideas on map or by category ▫  Workflow ▫  Technology ▫  People / Organization ▫  Procedures

•  Develop detailed future state map ▫  New workflow ▫  Value Add and Non-Value Add ▫  Cycle times ▫  Identify Kaizen “bursts” (immediate radical change)


Implement the New Process

•  Plan ▫  What specific changes need to occur ▫  In what sequence ▫  Resources needed – get commitment ▫  Impact on existing activities and functions ▫  Responsibilities

•  Communicate ▫  Who, what, when

•  Implement ▫  Execute the plan

•  Modify


Implement the New Process

•  Think global / systems optimization •  Maximum impact to process •  Speed of implementation – create small victories •  Cost-benefit analysis


Implementation Plan

•  Will new skill sets be required, and how to achieve them? •  Is the current organization structure sufficient? •  Are there cultural issues? •  Is there potential for “push back”? •  Any implications for suppliers? •  Implications for customers? •  Implications for team members? •  Do current technologies support the new process? Are

they available and cost justifiable? •  Technology is an enabler, not a solution. •  Does the reward system support the new process?


Execute

•  Develop a concise, achievable milestone plan •  Communicate the plan to everyone ▫  Suppliers ▫  Team members ▫  Customers

•  Track activities in public •  Celebrate small victories and publicly analyze failures


Check and Sustain

•  Meet regularly (weekly?) to review status of open implementation items

•  Re-evaluate Future State regularly (quarterly?) for additional improvement

•  Track results on a public Kaizen Board


Typical Results

•  40 – 60% reduction of lead time •  10 – 15% productivity improvement •  10 – 20% reduction in rework •  Improved communication between functions and

departments •  Clearly defined customer needs throughout the value

stream •  Improved customer satisfaction


Kaizen is a process of continuous incremental improvement.

o A) True o B) False


What are some desirable criteria for initial kaizen projects? (Mark all that apply)

1.  Unambiguously measurable

2.  Management enthusiasm

3.  A clear business need

4.  Stable and repeatable process

5.  Self-contained process


What should you avoid with initial kaizen projects? (Mark all that apply)

1.  Out of control processes

2.  Unreliable equipment

3.  Incapable equipment

4.  A process that may soon be obsolete

5.  Simple process


What are some types of kaizen projects? (Mark all that apply)

1.  Productivity improvements

2.  Changeover or setup time improvements

3.  Pull system projects

4.  One piece flow


What are some kaizen blitz rules? (Mark all that apply)

1.  Be open to change

2.  Speak out if you disagree

3.  Don't ask silly questions

4.  Understand the data and principles

5.  Treat others as you want to be treated


What are some potential roadblocks to kaizen? (Mark all that apply)

1.  A good idea but the timing is premature

2.  Theory is different from practice

3.  Not our business – let someone else analyze it

4.  Not in the budget


Match the kaizen step with the appropriate description by dragging the description to the step. Kaizen Step

□ Day 1

□ Day 2

□ Day 3

□ Day 4

□ Day 5

Description A.  Implement the new

process B.  Setting the scene C.  Report and analyze D.  Observe the current

process E.  Develop the future

state process

B

D

E

A

C


Who should be on a kaizen team? (Mark all that apply)

1.  People from across all levels and functions impacted by the project

2.  Experts – if they have open minds

3.  People with prior kaizen experience

4.  Outsiders from unrelated functions to obtain different points of view


What are the typical results of a kaizen blitz? (Mark all that apply)

1.  40 – 60% reduction of lead time

2.  10 – 15% productivity improvement

3.  10 – 20% reduction in rework

4.  Improved communication between functions and departments


Congratulations!!!

•  You have completed the course.

•  Visit Superfactory (www.superfactory.com) for more information on manufacturing excellence.

Basics of Kaizen

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