Kaizen Tools

The following are descriptions of Kaizen tools used in the Gemba Kaizen
phase of Lean Enterprise Transformation System.

Value Stream Mapping

5S
SMED (Single Minute Exchange of Dies)
Just in Time (Takt, Flow, Pull)
TPM (Total Productive Maintenance)
Kanban
Standard Work
Visual Management
3P (Production Preparation Process)
Jidoka
Heijunka

SMED (Single Minute Exchange of Dies)

SMED was originally developed by Shigeo Shingo to reduce the changeover

time for large presses in the automobile industry. The set-up reduction
techniques of SMED andquick changeover are now applied to many
processes in many industries. During a SMED workshop set-up times are
often cut by more than half. The techniques learned can be applied over and
over to approach single minute (9 minutes or less) changeovers.

Key concepts:

Set up reduction methodology

5S as a key to set up reduction
Internal Time vs. External Time
Quick change attachments
Team based set up reduction activities

Benefits:

Improved flexibility and responsiveness to customer changes

Documentation of set up procedures
Reduced batch sizes and reduced inventories
Increased capacity

3P (Production Preparation Process)

During a Production Preparation workshop, the complete production flow for a

product or group of product is mapped out in depth. Alternative process
methods are tried and tested, ranked in several categories, and tested out.
Cost of equipment, changeover times, labor cost, running cost, cost or poor
quality, as well as scalability of production volumes are considered as part of
the evaluation. The result is often breakthrough production methods with
drastically reduced cost and improved quality.

Topics:

15 Catch Phrases
7 Alternatives brainstorming
Process At A Glance
Process Options Evaluation
Creating Mock Up Equipment
Incorporating Jidoka

Benefits:

Elimination of non value-added production steps

Reduced tooling and equipment cost
Clearer work instructions and process requirements
Smoother transition from start-up to volume production

Total Productive Maintenance (TPM)

Total Productive Maintenance is a systematic approach to eliminating waste

associated with production equipment and machinery. Each of the 'Five
Pillars' of TPM emphasizes a different aspect of an effective maintenance
organization. The first pillar is focused on the involving the machine operator
in the routine checks and cleaning of the machine to detect problems earlier.
Other areas of emphasis include minimizing machine "downtime" resulting
from unexpected breakdowns, fully utilizing a machine's capabilities, and
tracking life cycle cost.

Topics:

The 5 Pillars of TPM

The 6 Major Losses
Autonomous Maintenance
Blue Tags
One Point Lessons
Overall Equipment Effectiveness

Benefits:

Involve machine operators in basic daily maintenance tasks

Earlier detection of factors critical to maintaining equipment "uptime"
 Measure impact of defects, sub-optimal performance, and downtime using
OEE (Overall Equipment Effectiveness)
Reduce capital expenditure through equipment refurbishment and
capacity improvements

Kanban

The Kanban system is a key part of the success of the Toyota Production
System. Production requirements and priorities are communicated using
simple, visual signals to indicate the customer pull. Kanban can be in the
form of cards, balls, carts, containers, etc. and can be applied to both material
flow in the factory, information or project flow in the office, and material flow
between suppliers and customers.

Topics:

Types of Pull System

Types of Kanban
Setting Kanban Quantities
Managing Kanban
Kanban Requirements

Benefits:

Reduce inventories
Predictable flow of materials
Simplified scheduling
Visual pull system at the point of production

Standard Work

Standard Work (also called Standardized Work) is one of the most important
building blocks of a Lean Enterprise. Standard Work is defined as the most
effective combination of manpower, material, and machinery that is the
foundation of daily improvement. By creating a repeatable process with
defined steps, times, and layout, the desired result of low cost and high
quality is guaranteed.

Topics:

Understanding the three elements of Standard Work:

1. Takt Time
2. Work Sequence
3. Standard Work in Process (SWIP)

Documenting Standard Work

 1. Standard Work Sheet
2. Standard Work Combination Sheet

Benefits:

Create layouts with minimum wasted space

Identify the minimum work in process needed (SWIP)
Understand how lead-time is affected by SWIP
Calculate staffing needs as various demands
Visual management of work progress and abnormality

Visual Management

Visual Management aims to make information about processes and

fundamental daily activity easy to see and understand for everyone.
Implementation of visual management follows the vital few and simple is
best rules limiting the visual controls to the items needed for successful
abnormality management. Emphasis is placed on making the visuals useful
to the value-adders, rather than a dog and pony show.

Topics:

Visual Controls

The following are descriptions of Kaizen tools used in the Gemba Kaizen
phase of Lean Enterprise Transformation System.

Set Up Reduction (SMED)

3P (Production Preparation Process)
TPM (Total Productive Maintenance)
Kanban
Standard Work
Visual Management
Jidoka
GembaSigmaTM

Jidoka - Built-in Quality

Jidoka - also called autonomation and intelligent automation is a pillar of the

Gemba Research Production System. Jidoka focuses on separating human
and machine work by automating one element at a time cost effectively.
Productivity is improved when hanedashi are used to eject parts
automatically, converting the operators role to chaku chaku (load load).
Error proofing and error detection is built into the machine process so that
defects are not passed on.
Topics:

Automation vs. autoNOmation

Human work vs. machine work
The 7 Steps of Jidoka
Hanedashi
Chaku chaku
Pokayoke

Benefits:

Improve productivity
Improve quality
Improve safety
Enable multi-process handling
Achieve low-cost automation

Quality Kaizen

Quaity Kaizen is the adaptation of Six Sigma and other problem solving tools
for the rapid, action-oriented Kaizen process. Quality Kaizen follows the
DMAIC cycle to Define, Measure, Analyze, Improve, and Control
processes. Quality Kaizen emphasizes action, allowing team members to
spend their time in application and implementation. The necessary error
proofing, process deisgn, and statistical tools will be applied and practical
solutions will be put in place to stabilize processes and improve quality.

Topics:

7 Tools of Quality Circles

7 New Tools
Design of Experiment (DOE)
Pokayoke (error proofing)
Jidoka - Built-in Quality

Benefits:

Make the best use of available data to reduced the cost of quality
Understand the main variables that destabilize processes
Rapidly design, test and implement solutions