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1、The Lean Enterprise All About KaizenAll About KaizenLean FoundationsContinuous Improvement TrainingAnother methodology:KaizensWithin the Continuous Improvement tools arena,perhaps none is more critical than Kaizen events.While other lean tools may stand alone,Kaizens seek to change culture and proce

2、sses through the utilization of many of the lean enterprise principlessKaizens seek small daily improvements resulting in large yearly savingssCompared to a large-scale DMAIC project,Kaizens focus on short-term“blitzes”to make immediate impact and change(change for the better)sThe process of leading

3、 a Kaizen however,follows the DMAIC formatLearning ObjectivesThis section seeks to standardize the process of Kaizens in an attempt to provide useful tools allowing first-time facilitators to hit the ground running with a project of their own.One important concept is to start small and tackle the mo

4、re complex problems at a later date-once momentum is built and the Kaizen process has been understoodsSome of the tools include a Kaizen Schedule,Kaizen Area Improvement Sheet,7W and 5S forms,Area Action Form,Prioritization Matrix,and a Problem Record Sheet(These are embedded in the presentation and

5、 located in forms section)Overviews Kaizen is one of the critical tools within a Continuous Improvement Process(CIP)Mistake ProofingSet-up ReductionVisual Management Cellular LayoutKanbanTPMStandardized OperationsProblem SolvingKaizen eventsVSM5SOverviews s What is Kaizen?What is Kaizen?(Ky-Zen)“Con

6、tinual Improvement”Kai=ChangeZen=Good(for the Better)The Basic Philosophy Is to Involve All Employees in Small,Daily Improvements within their Work Areas.Overview s sBenefits of Small Daily Benefits of Small Daily Improvements can Add UpImprovements can Add Up 20%Improvement(One Time)20%(One Time)1/

7、10 of 1%(Every Day)1/10 x 250 Workdays25%ImprovementPer YearDMAIC and PDCAIdentify WasteCollect DataIdentify Desired ResultFind a SolutionStandardize(ROLL-OUT SOLUTION)Prevent RecurrenceMistake-proofEvaluateImplement Solution (PILOT first)Achieve desired result?Act Do Plan CheckDid not achieve desir

8、ed resultFIRST-Standardize,Do,Check,Act (Ensure process is stable)THEN Plan(for more improvement),Do,Check,Act D M A I CsWhat is a Kaizen event?sA Kaizen event is a planned event(2-5 days)of intense improvement activities directed at specific areas of the business toward a larger goalsKaizen events

9、are essentially narrow-focused,short-term DMAIC projects.These can ALSO be done as part of any Lean,BB or GB projectsA Kaizen event is a cycle of improvementsHow do I do a Kaizen event?sYou do a Kaizen the same way as a DMAIC project and using PDCA as your guideOverviewCycle of Continual Improvement

10、 Kaizens follow a continuing cycle of improvement S=Study the change,assure it is stable then,improve again!OverviewOverviewKaizen concentrates on improving several aspects of the business:Kaizen concentrates on improving several aspects of the business:SafetyQualitySpeedHow?Value to CustomerWaste(M

11、uda)EliminationWorking to Takt TimeTPM5S1-piece FlowPull SystemBenefits of a KaizensTeamworksEveryone is able to participate and make improvementssNo one individual,but a team,make the improvementssCommunicationsImproved relations between associates and managementsEducationsImproved problem solvings

12、The more you teach someone to fish the more than can feed themselvessAwarenesssUnderstanding of broad issues and objectives of the organization as a wholesBetter understanding of Continuous Improvement and the challenges involved with ChangesConfidencesStronger feelings of self-worthsEmpowermentsInc

13、reased control over the job and work environment which fosters ownership and commitment to the change processAll employees now feel they have a voice in the process!Benefits of a Kaizen Planning requires good Project ManagementDefine(Plan)Measure(Do)Analyze (Check)Improve&Control(Act)How is a Kaizen

14、 Done?(With Good planning!)(With Good planning!)sGroundwork Period:(D-Phase/Plan)The Kaizen Groundwork PeriodsDetermining Areas of ImprovementsDocument current state(performance)Kaizen Preliminary DaysPreliminary Day:(D-Phase/Plan)7W Form6S Form(Embedded below)sYour CompanyKaizen Day 1sDay 1:M-Phase

15、/DoKaizen Day 1sIdentify and Track Improvement ActionsKaizen Day 1sPrioritize Actions:(Use Project Prioritization Matrix)High PriorityLow Cost to ImplementWork Methods(Man)Low PriorityHigh Cost to ImplementMachineMethodsMaterialsKaizen Day 1sSuggestions:sTake pictures and document the BEFORE conditi

16、on(setup)!sYou may also list these on a Problem Record SheetKaizen Day 2sDay 2:Analyze Phase/ChecksTest/Pilot/Verify SolutionsKaizen Day 3sDay 3:Improve&Control Phase(Act)sComplete Final Report-out to Management and SponsorsKaizen Best PracticessNo rank on team,each person gets one vote(similar to b

17、rainstorming techniques)sBe creative,practical,and open minded to other ideas(“Think outside-of-the-box”and break Paradigms)sDont blame others and ALL questions are good questionssAccomplish as much as you can during the KaizensDocument results with pictures for presentation to show verificationsHAV

18、E FUN!(This is the time to work on culture change!)Information to Review at Initial Roll-Out MeetingsOverview of ProcesssKey Factors for Success:sComposition of teamsTeam member backgroundsManagement CommitmentsUp-front agreement and understandingsEmployees are the greatest resource-sgive them the t

19、ools,training,&support to do a great jobInformation to Review at Initial MeetingWorkshop FundamentalsStakeholder AnalysissComposition of TeamsInvolvement of All People Affected by ChangessSupport and Commitment of Top ManagementsUpfront Agreement and Understanding of Workshop RequirementsTeam Member

20、ssRepresentatives from these areas:sOperators from area(2 from each shift)sTechnical ResourcessIndustrial,Process,and Design EngineerssSafetysMaintenancesManagement(middle to upper levels)sManufacturing SupervisionsOptional Representatives from Production Control,Quality,Materials Management,UnionDe

21、sired Background of Team MemberssKnowledge&Experience of the Process Being StudiedsTeam PlayersWilling to ChangesPositive Mental AttitudesInnovative and CreativesAble to Think Beyond the Current Way of Doing ThingssRecognize&Accept that the Workshop May Involve Long HoursManagement Support&Commitmen

22、t RequiredsClear Empowerment to Team Members to Make ChangesPresence of Top Leadership at Kick-Off&Wrap-Up MeetingssDemonstrate Support by Dropping In at Various Times During the WorkshopsExpectation of Workshop Outcome Conveyed Clearly to Team.sChampion Identified to Support the Process and Deal wi

23、th RoadblockssProvide Recognition&FeedbackManagerial Responsibilities and SupportsCommitment to Support Action Plans that Deal with Productivity Issues Such as-sCross ClassificationsMulti-Function OperatorssManpower ReductionssWork Element ChangessStandardized OperationssTeam Empowerment to Use Othe

24、r Areas as a Resource to Address Issues Impacting Operations with Waste.sSupport to Implement the Ideas or Action Plans that can be Accomplished During the Workshop PeriodsReview with Workshop Team Members and Worksite Personnel Prior to Workshop BeginningsCommitment to People DisplacedsCompany Expe

25、ctationssSupport for Making ChangesCompany and Process Competitive PositionsWorkshop Agenda and ScopesOngoing ActivitiessProvide Information Regarding Issues Such as Safety,Quality,Productivity,Delivery,Cost Drivers and Schedule PerformanceManagerial Responsibilities and SupportsRecommendation for W

26、orkshop Focus(e.g.Current Problem Area)or Concurrence with Workshop Facilitator SuggestionsUnderstanding that Workshop Facilitators will Push Group to Reach for Solutions to the Opportunities Found,Potentially Impacting Sensitive IssuessProviding the List of Team Members within Sufficient Time for W

27、orkshop Facilitators to Review and Adjust if Necessary to Achieve the Desired Composition and BackgroundsReviewing Kaizen Activity Contract and Having all Aspects Completed Prior to Workshop Facilitators ArrivalManagerial Responsibilities and SupportDuring The WorkshopsThe Involvement of the Targete

28、d Area Team Members(Operators,Technical Support,Supervision,Maintenance etc.)is Critical to the Success of the Workshop.Let Them Know how Important Their Input and Support are to you.sTop Management Support of Process Must Be DisplayedsTeam Member Reviews are Necessary Before Changes to Targeted Are

29、a are MadesEstablish Target Dates for Follow-UpUtilize a Kaizen ChecklistUtilize a Kaizen ChecklistKaizen Workshop-Best PracticessDistribute all printed materials for learnerssApply visual controls to model process,use workplace organizationsSet Target Floor Area Facilitator materials by exit for th

30、em to carry outsSet up message board,beeper check table,flip chartssComplete Action Plan Items From WorkshopsPrepare a Plan to Implement Workshop Concepts Throughout Facility.Continue Implementing!sFollow-Up and Review Status/Progress on Action Plan Items.Determine New Action PlansKaizen Workshop-Be

31、st PracticessDiscuss the Purpose of the WorkshopsConduct Hear,See,Do SessionssClose the WorkshopsFinalize Commitment to Workshop ResultssIntroduce the Follow-Up PlansReview Impact to other Standardized ProcessessReport Cost SavingssDiscuss Workshop Continuation for Visiting GuestssBreak Down Main Cl

32、assroom/Meeting roomKaizen Workshop-Best PracticessComplete the ContractsComplete 30/60/90 day Results reportsReview New InitiativessRe-assess Customer NeedssMonitor Changes to Sponsor ApprovalsUpdate Cost Savings ProgresssComplete the Monthly Reporting FormKaizen Workshop-Best PracticesThe Lean Enterprise All About KaizenAll About KaizenLean FoundationsContinuous Improvement Training