DevOps Kaizen: Find and Fix What is Really Behind Your Problems
What is kaizen
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In this orientation we will learn what is…..a) The meaning of KAIZEN.
b) The Toyota Production System. (not included)
c) What are the steps in problem solving. (QCRA – QC CIRCLE REPORT of ACTIVITY)
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PRESIDENT/CHAIRMAN
EVP
GM OFFICE for F&A
VEHICLE SALES MANAGER
SERVICE MANAGER
PARTS MANAGER
TCUV MANAGER
FINANCE & ACCOUNTING
CUSTOMER RELATIONS OFFICER KAIZEN
HR and ADMIN
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Create Annual KAIZEN Plans & Programs for all Departments.
Makes sure that Toyota Alabang will have at least 95% Scores on Toyota Dealer Success Program (TDSP).
In-Charge in OBEYA Room KPI updates monitoring.
Facilitates DEALER-GENBA KAIZEN PRESENTATION (D-GKP) Report of all KAIZEN CIRCLES
In-House KODAWARI and EMS AUDITOR
Facilitates KAIZEN Trainings and Seminars
Attend activities @ TMP (Convention, Summit, Gen. Assy.,Trainings etc.)
Participate / In-Charge in Kaizen Activities for all Departments.
Assists the General Manager in planning of various assigned activities in relation to the Kaizen
Obeya or Oobeya (from Japanese大部屋 "large room" or "war room") refers to a form of project management used in Asian companies (including Toyota) and is a component of the Lean Management.
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What is KAIZEN ?
KAIZEN = CONTINUOUS IMPROVEMENT
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MOTOROLA 1973
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KAIZEN = CONTINUOUS IMPROVEMENT
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2nd Part of the Presentation
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What is QC Circle Activity?
QC Circles are small groups formed by
ideally five to seven people working on the
front lines in order to continuously manage
and improve products, service and work.
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The Fundamentals of QC Circle activities
QC Circle activities aim to:develop members capabilities and
achieve self actualization,make the workplace more pleasant,
lively and satisfying, improve customer satisfaction and contribute to society.
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The Basic Principles of QC Circle Activities
-Fully reveal human capabilities and eventually draw out infinite possibilities.
-Respect humanity and build a pleasant, lively and satisfying workplace.
-Contribute to the improvement and development of the enterprise.
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Significance of QC Circle activities
`“Solve the problem autonomously by participationof all members” is the most important for QC Circle Activities.
・Self-thinking, self-doing, self-ascertain and appreciate fulfillment is very important for increasing independence
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•PDCA cycle is a cycle of making a plan (Plan), implement it (Do), check the results (Check), and take necessary actions toimprove (Action)
Genchi Genbutsu means visiting an actual site, looking at actual objects and investigating closely, in order to understand the fact accurately.
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Introduction............................ such as introduction of the company
QC circle overview................. such as introduction of circle members
Process overview.................. overview a process related to the theme
Step 1: Select the work place problem
Step 2: Grasp the current situation
Step 3: Set a target
Step 4: Make an activity plan
Step 5: Analyze the cause
Step 6: Setup countermeasures
Step 7: Result of countermeasures
Step 8: Check the results
Step 9: Standardized and establish
Step 10: Reflect on the activity
PLAN
DO
CHECK
ACT
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SELECT WORKPLACE PROBLEMS
PROPOSED
THEME
Will it make
the
work easier?
Can the circle
solve it by
themselves?
Can they
complete it
on
time?
What will happen
if the
problem is not
solved
now?
What will be
the benefit to
the company?
TOTAL
POINT
PRIORITY
RANKING
1
Delayed
Installation of
Toyota Genuine
Accessories
1. 25% under
2. About 50%
3. 75 & Over
1. Cannot do
2. Ask for help
3. Can do
1. Cannot
do
2. Can do
1. No change
2. Worsen
gradually
3. Worsen
suddenly
1. 25% under
2. About 50%
3. 75% over14 1
2Warehouse
Denial Parts
1. 25% under
2. About 50%
3. 75 & Over
1. Cannot do
2. Ask for help
3. Can do
1. Cannot
do
2. Can do
1. No change
2. Worsen
gradually
3. Worsen
suddenly
1. 25% under
2. About 50%
3. 75% over12 2
3Low Counter
Sales
1. 25% under
2. About 50%
3. 75 & Over
1. Cannot do
2. Ask for help
3. Can do
1. Cannot
do
2. Can do
1. No change
2. Worsen
gradually
3. Worsen
suddenly
1. 25% under
2. About 50%
3. 75% over11 3
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“ Bakit sabi nyo may stock kayo pero wala naman pala saactual!”
- Clarisse/Vios-
POOR CUSTMER SATISFACTION
LOW TDSP SCORE
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Delayed Installation
of Toyota Genuine
Accessories
5% DELAYS
20% DELAYS
0% DELAYS
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What WhoJAN FEB MAR APR MAY JUN JUL AUG SEP OCT
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
1w
2w
3w
4w
AStep 1: Select
Workplace ProblemKaizen Circle
P
A
BStep 2: Grasping the
Present SituationKaizen Circle
P
A
C Step 3: Set a TargetKaizen Circle
P
A
DStep 4: Make an Activity
PlanKaizen Circle
P
A
DStep 5: Analyze the
CauseKaizen Circle
P
A
FStep 6: Set-up and Carry-
out CountermeasuresKaizen Circle
P
A
GStep 7: Results of Countermeasures
Kaizen Circle
P
A
HStep 8: Check the
ResultsKaizen Circle
P
A
I Step 9: StandardizationKaizen Circle
P
A
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Delays in
Accessories
Installation
METHOD
Shortages of Accessories supply.
No order of accessories
Stocks are not replenished regularly
No SOP in ordering stocks 2
Difficulty to locate the unit
No specific installation area in
accessories
No Available Space 1
MP’s Commits right away to the client
MP’s promise time given by the MP miscalculated
MP’s are not aware for the Standard Flat Time 3
Over loading of work
High number of units w/ accessories to be installed
MP’s do not refer the Daily Workload Schedule of accessories installer
There is so many additional accessories to be installed
No proper schedule of workload 4
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MATERIALS MAN
METHOD
Delayed unit delivery
Difficulty to locate the vehicle
in the workshop
Releasing team not aware
of unit location
No tool to visualize actual
location of unit
1
2
Delayed unit delivery
Long Billing QueueDelayed Billing
Car jockey not readily available
Car jockeys are checklisting vehicles received
Frequent reopening of repair orders by SA
No confirmation of mode of payment and
additional discounts prior to unit releasing
Delayed unit delivery
No monitoring of units for release
No specific Person-In-Charge to monitor units for release
No dedicated car jockeys
for unit releasing
3
No SOP in monitoring units for release4
MACHINE
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No Available Space
VERIFICATION RESULT
BAY AREA is only use for Brand New
Units for release.
Delay in accessorizing as
the installer have
difficulty to locate the unit
because there is no
available installation bay
0
50
100
150
200
On time
Delivery
Overloading of
Work Incorrect
Unit Details MP'S commit
right away to
client
Shortages of
accessories
supply
Unit is not
physically
available
No Available
Space
Product
Quality &
Damage
Items
187
13
6 16
5 3 2 3
N = 235
Period: Jan – Mar 10,2014
0.8 %
TRUE CAUSE
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Assign one (1) or two (2) slots at bay area for units
with TGA Installation
Expected Effect\ Expected Cost Expected Lead Negative Influence for Comprehensive Circle Conclussion
Time other Department Evaluation all Members
Small Low Short Nothing Possible
Average Average Average
Large High Long Influencial Impossible
P – Coordination meeting withInstaller, BP, Car Jockey
D – Actual ImplementationC – Checking of consistencyA – Perform Necessary djustment
PDCADate: July 15,2014
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Eliminated delays in accessories installation
BEFORE AFTERCOUNTERMEASURE
Assign one or
two slots at bay
area for units with
TGA installations
0
5
10
15
BEFORE KAIZEN AFTER KAIZEN
DELAYED CLIENTS
Jan –Aug 2014
0
100%
Delayed due to No Accessories Bay Available
2
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To increase the rate of Units to be done on time based on Delivery Schedule from 80% to 97.5% starting August 2014.
0%
20%
40%
60%
80%
100%
120%
JANUARY- MARCH 2014 TARGET JULY - AUG 2014
80%
97.5%96%
96% Target Achievement after Kaizen
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WHAT WHEN WHERE WHO WHY
Assign one slot at
dispatch area for units
with TGA installations
Daily Service Bay Installer For faster installation of
accessories
SOP in Replenishment
of Accessories Daily Accessories Counter AIC
To monitor the availability
of every accessories
Attending the meeting
on MP’s meeting Weekly TAI Conference Room AIC
To ensure MP’s are aware
of accessories lead time
Accessories Installation
Schedule Monitoring
Sheet
Daily Parts Department AIC
To monitor the preparation
and schedule installation
Daily Monitoring
Accessories Sheet
Before and After
Accessories
Installation
Parts Department AIC To verify the start – finish of
installation
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“ Do something with focus and
interest for a brighter
tomorrow….
- Imelda Benitez
“ I am proud to be a member of
Kaizen Team…
- Joey Liza
“In this activity, I learned the
true meaning of teamwork. I
appreciate the efforts of my
co-team members in giving
their ideas, suggestions. I am
happy and I enjoyed this
activity.”
- Ely Mariano
“ TEAMWORK is a key to make
our kaizen successful….
- Chito Mangona
“ Doing a kaizen project needs
an extra time aside from
fulfilling our major task, but its
all worth it….
- Irene Ullamot
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The group has been performing as one team, communicating very well with
each other to find better solutions to theproblems caused by the root causes
they have found out. They have increased their awareness of
what “Team Work” is that gave them better results to reach their goals..
Congratulations!.
Product Quality C
Production Volume A
Cost Reduction B
Meeting Deadlines A
Improving Safety B
Workplace Improvement B
Benefits of the Company
Large effect = A Small effect = B No effect = C
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3 IMPORTANT THINGS IN PRESENTATION◦ 1. Content -
1.1 – What is the purpose of your presentation?
1.2 – Who is your audience?
1.3 – content and delivery should focused on your goal
2. Design –
2.1 – Use only one or two different fonts.
2.2 – Use only few colors except for highlights.
2.3 – should be eye friendly.
3. Delivery –
3.1 – Believe in yourself.
3.2 – practice, practice, practice, It is very important that you know what
you are saying.
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