Quality Indication ・・・ Visualization・・・anybody can know at first sight anytime ・・・

VIII KAIZEN RESULTS

First make concerned

worker who made a defect

Think ?

STANDARDIZATION

TEACHING and TRAINING

DAILY MANAGEMENT

especially for “CHANGE POINT”

VISUALIZATION & ASAICHI Meeting

8 STEPS PROBLEM SOLVING

Find Weak Point (repeat A...)

A

C

D

E

Identify root cause & take preventive countermeasure with TWO steps:

1. Standardization is important task of Senior

Management

2. Recheck & Review problems with working

basics (Standards)

3. Standardization of sequence before attacking

worker (retrain) who made a defect.

5 Steps to Continuous Improvement

Kaizen

1. Supervisor explains: (defect causes & countermeasures)

2. "Go see" by top management the process where defect occurred

(Genchi Genbutsu Confirmation)

3. Advise (by top management) if the countermeasure is not enough

(Human resource Development）

WHY Not

Caught ?

Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that when

done correctly humanizes the worplace, eliminates hard work (both mental and physical), teaches

people how to do rapid experiments using the scientific method, and how to learn to see and eliminate

waste in business processes. The only way to truly understand the intent meaning and power of Kaizen

is through direct participation many, many times ...

Kaizen is incremental improvement activities. Activities focus on:

Improving quality Refining the process Eliminating (8) wastes

Involve Employees in problem solving

Apply immediate action to address small improvement opportunities

Challenge what you must do –

rather than what you can do

If a repair will take time

Do Kaizen for a quick repair

Do Kaizen for no defects

Make a quick Kaizen instead of a slow ingenious improvement

Just do it – even if you’re not sure it’s the best change

・Equipment Kaizen costs money ・ Always do Process Kaizen before Equipment Kaizen

・Performing Equipment Kaizen after Process Kaizen is more economical

Ask “Why” 5 times or

perform Fault Tree Analysis to get to the

root cause before trying to solve the problem or make improvements?

I WHAT IS KAIZEN

II PURPOSE OF KAIZEN

Eliminate Combine Rearrange Simplify

Can we

-stop it ?

-eliminate it?

etc.

Make the purpose of

the operation clear.

Can we

-gather them?

-join them?

-do at the same

time? etc.

-Replace the order

-Change the methods

-Exchange

-Reverse

-Change process

sequence etc.

Try to change the

methods.

-Reduction

-Easy to see

-Use tools

-Easy to take out and

put in etc.

Jobs can be performed

without much thought,

staring and skill.

III TYPES of KAIZEN EN

IV KAIZEN 4 PRINCIPLES

V KAIZEN 5 STEPS

Please apply these principles and practice KAIZEN daily.

Key Point

B

STEP 2

Key Principles for Improvements:

Handwriting by supervisor

Manager

GMRoutine Work

Supervisor

Supervision

QA

ASAICHI (morning) meeting(Top management attend)

Associates

Assistant Team

Leader

Engineer

Visualization for at least 3yrs not to repeat the same defect

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Welding section Quality defects – causes & countermeasures

8mmNut

BKT

Continuing Genchi Genbutsu "GO SEE" Confirmation

(30min/day) at least 3 years reduces defects by 90%

When a countermeasure is decided,

always check Safety and Qualityconsiderations before implementing

Sketch or photo

At job site, there are only

TWO kinds of actions:

1.) Actions which operators

MUST NOT take

2.) Actions which operators

are Supposed to take

(should be clarified in

manual)

Key Point

Job Site "Kaizen" A3 OVERVIEW

8 STEPS PROBLEM SOLVING

VII STEP 1

Take Countermeasures

Standardization & yokoten

Investigation by Supervisor

Find Root Cause

・Check work

On getting defect information

・Check worker understanding of defect

・Ask boss to take action beyond own powers

・Take countermeasure one BY one

・Find all possible cause

・Check defect & equipment

Author: David Devoe Lean.for.6S@gmail.com

Production Control

Effective job site

Quality Kaizen

method through

TPS

No Kaizen is possible if there are no Standards

WHY

Made ?

Person In Charge (P I C ) write down causes & countermeasures

“by hand” Visualization of progress

HOW to FIX ?

VI JOB SITE Kaizen Key Point

TRAINING, RE-TRAINING

IVARA REQUEST # (ACCEPTED)

DISCIPLINES(record)

CHECKLIST/INSTRUCTION, (LEGITIMIZED) KAIZEN # (ACCEPTED)

VISUAL AID, PHOTO / MATRIX / CHART

"PLUS" CREATING OWN STDZ WORKBOOK!

EXISTING STDS.(IE.QAP/DWG/Q-ALERT)

Teach & Train

RECOMMENDED COUNTER-MEASURES

Step 8.

TEMP. INSPECTION DOC. ANOMALY MONITOR & VERIFY

QUALITY-GATE

QUALITY-ALERT

RELOCATE PROCESS

TOOL/FIXTURE/MACHINE

ENGINEERING CHANGE #

STANDARDIZED WORK INSTRUCTION (Book)

Daily Control (Visual Management)

Step 4.

Step 5.

Step 6.

Step 7.

Update C / M sheet & Fill-in Graph sheets (next morning)

Asa-ichi Meeting S/V explain his Actions to Top Mngmnt

Standardize & Yokoten (Kaizen)

Step 1.

Step 2.

Step 3.

"SPEED is KEY to SUCCESS"

Inspector Find Defect Report to Resp. S/V. (day of)

Resp. S/V Check In-process Product & Wrhse (day of)

Find True Cause and Fill out C/M sheet (day of)

Closing4th Quadrant