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Kaizen… and LeanYuji Yamamoto
2019-05-02
Topic
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Source: http://extra.ivf.se/leanresan/Reseberattelser/7_SwePSworkshop_VCE-Transformation_approach.pdf
Question
Why the companies pay so much?
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0
5
10
15
20
25
30
35
2010 2011 2012 2013 2014
GSEK
Why continuous improvement?
Time
PerformanceQCDF
4
Why continuous improvement?
Time
PerformanceQCDF
Time
Performance
Why continuous improvement?
QCDF
5
Tid Tid
Performance
Why continuous improvement?
QCDF
“Continuous innovation”
Improvement program
Lean SixSigma TQM TPM ISO9000 BPR….
• 5S• One-piece flow• Kanban• Takt time• Standardized work• Andon• etc.
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Question
My boss says ”we are going to implement Lean!!”
What is the potential risk by the boss saying so?
Medel
3-4-31-2-4-33-3-4…
Purpose and means
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Programmes, methods, tools, etc… they are just means for improvement
Lean SixSigma TQM TPM ISO9000 BPR….
• 5S• One-piece flow• Kanban• Takt time• Standardized work• Andon• etc.
Let’s improve the factory and we can use Lean as an inspiration!
The most important thing is to build the capability of improvement and not implement methods and tools.
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Question
How can we suceed in improvement?
Some sucess factors?
etc.
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Respect and trust
Vision, strategy, goalsVision
●SMART goals
●Simple vision that many can buy-in
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Leadership
Leadership by setting an example (communication by doing)
Experimentalism
”We do five improvements in a week and three ofthem do not work, but we are glad that weadvanced with two improments.”
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etc.
●Without people feel the urgent need for improvement, they will eventually stop doing it
●Thus, an important role of managers is to keep creating that need
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Problems up to surface
DefectsLack of parts Machine
break down
Creating the need for improvement
Mechanism
Occasionally by force, create a situation where people have no choice (or little choice) but to feel the need of improvement with sense of urgency.
Through letting people solving emerged problems one-by-one, the performance of the operation as well as the capability of individual/organizational learning are improved.
Problems up to surface
Change/set certain parameter
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Machine stop
Maintenance?
Human error?
Routine?
Standard?
Change in 4M?
Defect
Inspection?Stand
ard?Pokayoke?
Design?Human
error?
Moral?
Leadership? Measur
ement?
Delay
Lack of people
?
Multi skill?
Training system?
Standard?
Planning?
Prognos?
Data and
reality?
Training system?
Setup?
Setup training
?
Lack of parts
Planning system?
Data and
reality?
Paid in time?
Process control?
“Without the need of we-have-to-do-something, people will not be creative”
“Kaizen is like Kanban…you have to do it with right thing, right amount, and in right moment”
“80% of improvement is about mindset, methods and tools are for the rest”
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Co-evolution of operational performance and improvement and innovation capabilities
Obtaining sense of achievement
Capturing knowledge
Gaining motivation for more challenging improvements
Identifychallenges
Solving the challenges
Visualizing results
Op
erat
ion
al
per
form
ance
Imp
rove
men
t/
inn
ovat
ion
ca
pab
ilit
ies
Comparison of two approaches
Top‐down and execution efficiency focus approach
Deliberate‐emergent and learning focus approach
Systematic process Less systematic process
Rigid process, less flexible tounexpected changes
Flexible to unexpected changes
Outcome is designed prior to theexecution
What outcome is obtained when isnot exactly predicted
Much time is spent in planning Much time is spent in actions
Managers provide answers,employees follow orders
Managers set direction, andemployees find answers
Control and effectivity focus Discovery and learning focus
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Question
”We are afraid of what managers aregoing to do with extra human resources
created by Kaizen”
How are you doing to do?
Kaizen should be done in a proactive way
Reactive
Tough economy => Kaizen => Headcount reduction
Proactive• Plan how to use extra resources before improvements
for instance;o Move the best employees to another group to help
kaizeno To support saleso Education, training
Still cannot avoid headcount reduction? Communicate with respect.
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End of presentation
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