Professional Documents
Culture Documents
Conducting A Kaizen
Conducting A Kaizen
Conducting A Kaizen
Content:
What is a Kaizen?
Why Kaizen?
Stages of Kaizen
Planning and Preparation
Event
Report out
Follow-up
Appendix
What is Kaizen?
Kaizen
is a tool to rapidly improve work as part of the PDCA cycle
is a tool for implementing Rule 4 of the Rules-In-Use
goals must align with the business objectives
2.
Design
(Plan)
3.
Do
1. Customer
Needs
5.
Improve
(Act)
4.
Feedback
(Check)
Internal/External
Shareholders
Employees
Community
Why Kaizen?
Content:
What is a Kaizen?
Why Kaizen?
Stages of Kaizen
Planning and Preparation
Event
Report out
Follow-up
Appendix
Customer
Set Goals
Measurable
Examples: Time, Money, Defects
Align with the companys strategic goals and identified by the
Plant A3 and Value Stream Map
Safety, Quality, Delivery, Cost
Stretch but realistic (target at least 50% improvement)
Should result in a new process or new standard
Documented on the an A3
1 improvement idea per team member, PER
OBSERVATION (6-7 ideas per person total)
Lead Time
Scrap Rate
Takt Time
Safety/Ergonomics - Loss
Visual Measurement
Current Standard Work
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Content:
What is a Kaizen?
Stages of Kaizen
Planning and Preparation
Event
Report out
Follow-up
Appendix
12
Tuesday
Wednesday
Thursday
Friday
7:30 AM
Introduction and Training
8:00 AM
Kaizen Activity
9:00 AM
Report Out - Plant and Senior
Leadership / Sametime
Meeting
Kaizen Activity
10:00 AM
Kaizen Trial
11:00 AM
12:00 PM
1:00 PM
Travel
Kaizen Trial
Kaizen Trial
Report Out follow-up
Lunch
Lunch
Kaizen Activity
Kaizen Activity
Lunch
2:00 PM
Travel
3:00 PM
Kaizen Trial
Kaizen Trial
Daily Summary
Daily Summary
4:00 PM
5:00 PM
Daily Summary
6:00 PM
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Start
Document
Reality
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Document Reality
Document the Current Process. We need to understand how processes are
performed today (may be done prior to Kaizen as well).
Documentation Includes:
Document
Reality
Spaghetti Chart
Observation Sheet *
Standard Work Combination Table *
Balance Table
Layout
5S & Safety Audit
Process definition (volume, mix, difficulty levels)
* One for each operator
Take the time to validate the baseline information and understand what is
happening in the area.
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Start
Document
Reality
Identify
Waste
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Identify Waste
Those eight elements that do not increase the value of a product or
service, but only increase cost.
Identify
Waste
Process Flow
Material Flow
Information Flow
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Start
Document
Reality
Identify
Waste
Plan
Countermeasures
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Plan Countermeasures
Focus on the things that can be done within the kaizen
Bias for action vs. planning and analysis
Think within the boundaries of the Lean
process (IDEAL)
Plan
Countermeasures
Single-piece flow
Minimum inventory
At TAKT time
Pull production vs. Push production
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Start
Document
Reality
Identify
Waste
Plan
Countermeasures
Reality
Check
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Reality Check
Problem/Countermeasure Tracking
Reality
Check
21
Start
Document
Reality
Identify
Waste
Plan
Countermeasures
Reality
Check
Make Changes
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Make Changes
Make Changes
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Start
Document
Reality
Identify
Waste
Plan
Countermeasures
Reality
Check
Make Changes
Verify Change
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Verify Change
Verify Change
Observe again
Results Achieved?
If not, go back and make additional changes
Repeat the cycle observe, implement changes, evaluate
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Start
Document
Reality
Identify
Waste
Measure
Results
Plan
Countermeasures
Reality
Check
Make Changes
Verify Change
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Measure Results
Measure
Results
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Start
Document
Reality
Make this
the Standard
Identify
Waste
Measure
Results
Plan
Countermeasures
Reality
Check
Make Changes
Verify Change
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the
standard
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Celebration
Celebrate the success (but not too long) because now you
Do It
Again
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Start
Again
Document
Reality
Celebrate
Make this
the Standard
Identify
Waste
Results:
A new way of work
Plan
Countermeasures
Reality
Check
Make Changes
Measure
Results
Verify Change
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Content:
What is a Kaizen?
Stages of Kaizen
Planning and Preparation
Event
Report out
Follow-up
Appendix
33
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Content:
What is a Kaizen?
Stages of Kaizen
Planning and Preparation
Event
Report out
Follow-up
Appendix
35
Follow-up
After the kaizen, the focus must be placed on ensuring that the improvements
continue.
This is done by:
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NOTES:
Newspaper should be posted in visible location for all to see (ie: on the floor, or in the office at GEMBA)
The Kaizen Newspaper will be a requirement for the Report-Out and will need to be included in the
PowerPoint presentation
Items on the list should be completed within 60 days.
Items with leadtime longer than 60 days should be listed on a separate Plant Master Newspaper (use same
form) and reviewed monthly by Plant Management and Lean Leadership to see if they have a high enough
priority number to validate working on or if newer projects should take precedence. Projects on Plant Master
Newspaper could be used for future projects or continuous improvement activities.
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Review
Stages of a Kaizen
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Any Questions?
41
Content:
What is a Kaizen?
Stages of Kaizen
Planning and Preparation
Event
Report out
Follow-up
Appendix
Sample presentations
More detailed information
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Title
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Goals of Kaizen
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Lessons Learned
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Summary
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Summary
Kaizens
Impact
Total Kaizens
______
______
Implemented
______
______
Open
______
______
_____%
Key Kaizens
Impact
1.
______
2.
______
______
Open Issues
Impact
1.
______
2.
______
______
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Kaizen Kit
VCR and TV
Speakerphone
Laptop for Sametime Presentation
One Flipchart
One Camera
One Video Camera
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Kaizen Facilitator
The Facilitator has prior experience as a team member and Team Leader. That
experience may be gained through either internal or external Kaizen
participation. When assuming the role of Facilitator, he or she must complete at
least two kaizens.
The Facilitator is responsible for:
Ensuring that the kaizen goals have been agreed-to by plant Senior Management
and support Regal Beloits goals
Confirming that the area is confined to a specific area or product
Establishing measurable goals
Coordinating with the leadership of other departments when the product passes
through their area
Creating high level process maps to help define the objectives, scope and time
limits
Developing opening meeting with local management
Scheduling the team, break out areas, and presentation rooms
Informing the plant and shop floor as far in advance as possible
Working with the plant Senior Management to ensure Cost, Quality, Productivity,
Safety and Morale issues in the area are addressed
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Team Leaders
It is beneficial (but not necessary) that the Team Leader has
prior experience as team member. That experience may be
gained through either internal or external Kaizen participation.
The Team Leader should be a formal or informal leader in the
Kaizen area of focus.
Each team is led by a Team Leader. The leader should:
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Team Members
Team composition is critical to success. Everyone must be chosen for a
purpose and should reflect the following:
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