KAIZEN

KAIZEN BASED MANUFACTURING

Tenacious Continuous Improvement– Methodology

*Process identified and owned

*Waste is measured

*Data gathered to identify causes

*Changes the way work is done

– Operating Assumptions

*People need to work together

*Everyone has a customer

– Means of Accomplishment

*Knowledge and understanding

– Pitfalls to Avoid

*Structure without results

9- 5

“When a strategic business objective requires various intradepartmental people skills and knowledge, the self-directed team concept pro-vides the best option for optimal achievement.”

Kolstad

5-3

WHY TEAMS???

Kaizen Management

Everything can be improved.

Problems are opportunities.

“Status Quo” is a problem.

Employee’s ideas are the source

of improvement.

Kaizen Steps:

1. Improve

2. Standardize

3. Stabilize

4. Repeat

5S – 5 Steps

1Simplify

(Seiri)

1Simplify

(Seiri)

2Sort

(Seiton)

2Sort

(Seiton)

4Standardize

(Seiketsu)

4Standardize

(Seiketsu)

3Scrub/Shine

(Seiso)

3Scrub/Shine

(Seiso)

5Sustain

(Shitsuke)

5Sustain

(Shitsuke)

Organization

OrderlinessCleanliness

Discipline

This tool improves morale and efficiency on the shop floor. The idea behind is that every fault will appear and can be analysed. The aim of this tool is to find the non-productivity causes and to eliminate them.

Kaizen Management

Requisites for Success

– Performance measurement

– Continuous improvement

– Proactive problem solving

– Team empowerment

– Management’s coaching role

10- 5

STAGES OF TEAM DEVELOPMENT

Forming

Storming

Norming

Performing

Transforming

5-11

SELF-DIRECTED WORK TEAMS VS. THE TRADITIONAL DEPARTMENT

Interchangeable Vs. Fixed Roles

Flexible vs. Rigid Tasks

Multiskilled vs. Specialized Skills

Group vs. Individual Control

Equal vs. Differential Status

Manager Within vs. Manager Outside

Cohesive vs. Divided Work Effort

5-7

Kaizen Management

Processing just what is needed, when it is needed, in the amount needed with the

minimum people, equipment, steps and space.

THE TOYOTA WAY“We place the highest value on actual implementation….therefore, we ask …why don’t you just go ahead and try

something…you face your own failure and you can simply correct those failure and redo it…by constant improvement

or should I say improvement based upon action… one can rise to a higher level of practice.” Fujio Cho, President

of Toyoda Motor Corporation

The Toyota Way

“ We accept challenges with a creative spirit and courage to realize our own dreams without losing drive or energy. We approach out work vigorously, with optimism and a sincere belief in the value of our contribution”.

The Toyota Way

“We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value”.

The Heart of TPS

“Many good American companies have respect for individuals and practice kaizen and other TPT tools. BUT what is important is ;having all the elements together as a system. It must be practiced every day ion a very consistent manner-not in spurts-in a concrete way on the shop floor”.

-Fujio Cho

Philosophy- Long Term Thinking

• Have sense of purpose that supersedes any short term decision making

• Generate value-evaluate everything the organization according to what it does to generate value

• Be responsible—act with self-reliance-trust yourself-improve the skills that help you add value

The right process will produce the right results

• Redesign processes to add value

• Link people and process so problems will surface quickly

• Stop when you find a quality problem

• The key is for continuous improvement processes and development of people.

Build a culture getting right the first time instead of spend the time and money to always be fixing problems

• Build into your system the capability of detecting problems

• Build a system to quickly solve problems• Be willing to slow down to get it “right” the

first time—this saves a lot of effort in the long run

Standardization is the foundation for continuous improvement and

employee empowerment

• Build into your system the capability of detecting problems

• Build a system to quickly solve problems• Be willing to slow down to get it “right” the

first time—this saves a lot of effort in the long run

People and Partners

• Grow leaders who live the philosophy

• Respect, develop and challenge your people and teams

• Respect and challenge your suppliers

Grow leaders who understand the work and live the philosophy

• Grow leaders from within rather buying them from the outside

• Leaders must be role models of the organizations philosophy and way of operating

• Leaders must totally understand the organizations philosophy and operations so they can be a teacher of others

Develop exceptional people and teams who follow your organization’s

philosophy

• Create a strong stable culture where the organization’s values and beliefs are shared and lived over time

• Train individuals and teams to work within the philosophy—work very hard to reinforce this culture

• Use cross-functional teams to improve quality and to solve problems

• Remember—teamwork must the learned and constantly be reinforced

Problem Solving

• Continual organizational learning w/KAIZEN

• Go see for yourself to thoroughly understand the situation-(Genchi Genbutsu)

• Respect and challenge your suppliers

Leaders must go and see problems for themselves

• Solve problems and improve processes by going to the source and personally observe and verify the data

• Think and speak based on personally verified data and

• Even high level leaders need to follow this method so they will have more that superficial understanding of the problem and/or situation