Beruflich Dokumente
Kultur Dokumente
Kaizen Management
Continuous improvement
What is Industry ?
Man-power Products
Machines Services
Materials
Methods
(4M’s, 1E)
What are evaluation
criteria for the output ?
1
KAIZEN is a feedback.
KAIZEN is a corrective
action.
KAIZEN is a Japanese word
Definitions of KAIZEN
Price
Price to
to Customer
Customer
If we want to
make more profit
Profit we increase price
Cost to Make
Cost
Cost ++ Profit
Profit ==Price
Price
Today’s Principle of Cost Reduction
Price
Price to
to Customer
Customer
Marketplace Pressure
Profit If we want to
make more profit
we reduce waste
in our process
Cost
Cost to
to Make
Make
Price
Price-- Cost
Cost == Profit
Profit
Have a Vision
A clear vision, with a strategy for achieving it,
gives a context to all subordinate activities.
IfIfthe
thevision
visionisn’t
isn’tclear,
clear,and
andthe
thestrategy
strategyand
andobjectives
objectivesdon’t
don’t
support
supportit,it,how
howcan
canyou
you“Check”
“Check”your
yourresults?
results? You
Youhave
haveno
no
way
wayof ofknowing
knowingififyou
youare
aremoving
movingforward.
forward.
3 Core Competencies
Business Realities
- Cost Pressures
• Hold sales prices down
• Cost of doing business is increasing
- Time Pressures
• Increased demands for faster customer
response
• Longer cycle times cost more
- Quality Pressures
• Competitor six sigma challenge
• Customer Expectation
Lean is...
A set of principles, concepts and techniques
designed for a relentless pursuit in the
elimination of waste. Producing an efficient just-
in-time production system, that will deliver to our
customers
exactly what they need,
when they need it,
in the quantity they need,
in sequence,
without defects,
and at the lowest possible cost.
A Lean System is Built on Principles
Takt-time
production paced
to the customer’s These principles will lead to:
rate of demand
• Increased production volume
One-piece flow
produces products • Faster customer response
Flow continuously without
e
piec interruption
On
e- • Higher quality
y
ead
a dy
R Pull production
Re
builds a product only • More efficient space utilization
ed
Ne
ti on when the customer
duc
ro • Lower costs
ull P has asked or
in P
ust e
J im
“pulled” for it
T
Elements of a Lean Production System
Standard Takt Time
People Work Production
JIDOKA
JUST IN TIME
Stop at every abnormality
JIT means you get what you People using standard work to produce a product at a pace
need, where and when you that matches the rate of customer demand — takt time. We can achieve high quality
processes and products by:
need it.
•Standard WIP One-Piece stopping production anytime
By reducing the overall flow Materials a defect is detected,
time of our products, we can
•Kanban Flow
designing reliable processes
reduce many of the and machinery to prevent
associated costs of A standard quantity of materials to keep everyone in the defects from occurring in the
process operating, and a signal, which can tell you to
production, such as “build one more,” will permit one-piece flow. first place, and separating
inventory holding costs, and human work from machine
improve overall quality. work so people perform work
•Operational
Pull that requires decision-making
Machines Availability
Production and problem solving skills.
•Andon Doing these, we can eliminate
Machines available when you need them, and a signal to tell rework, scrap and lost
you when there’s a problem. Once a predictable pace of production time.
production, one-piece flow and reliable machinery are in
place, a pull production environment can be achieved.
Leveled Production
Sort Simplify Sweep Standardize Self-Discipline
Lean Manufacturing Kaizen Sequence
To Get Here
Pull
ay System Kaizen
Equipment Kaizen
sW
Autonomation
Thi
Go
Factory Kaizen
Observe Operator Methods & Create Standard Work
5. Self-Discipline
Start Here 1. Sort 2. Simplify 3. Sweep 4. Standardize
10 Hints for Doing Successful Kaizen
1. No Excuses: Don’t make excuses.... Don’t accept excuses...
Excuses
Explanations are often still excuses (If you have time to make up
excuses, you have time to think of improvement ideas!)
6.
DA
Y
8. VS.
Do Kaizen without spending lots of money: Many small
improvements add up to big results..... Implement quickly with less risk.
9. MU
DA Don’t overlook even the smallest waste (Muda):
Ask ”why?” five times..... Many small improvements add up to big results...
MUDA
Implement quickly with less risk.... Increased opportunity and
frequency to learn.
MT WT F
Do Kaizen HONESTLY with the spirit of “ Yes, I will try! “ Yoshio Oba
The Next Step Is…
I need
help.
2
Do not give customers
uncomfortable feelings!
When you hang up the telephone, put it
smoothly with an appreciation to the
customer.
Since the customer pays your salary,
hang up your telephone receiver politely.
You must teach a way of accomplishing
the job.
Telephone
KAIZEN
- Quality Control Circles - Cooperative Labor-
Management relationship
- Suggestion System - Small-group activities
- Just-in-time - Productivity Improvement
- TQC (Total Quality Control) - Quality Improvement
- Total Productive - New product development
maintenance - Zero Defect (ZD)
- 5 S Kaizen
2
KAIZEN Steps
- Abolition
- Discontinuance
- Exclusion
- Removal
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
4
Elimination Remove this
sliding door
Before After
1
KAIZEN by “Elimination”
No sleeves down-jacket is easy to work.
Before
1
After
Reduce A fluorescent light
bulb was removed.
Before
Parking Lot
KAIZEN by “Reduction”
One brick is enough
to stop a car.
Before
After 1
Zebra Zone
1
KAIZEN by “Reduction”
Side lines of
the zebra zone
are removed.
Before
After
1
KAIZEN by “Reduction”
A brush part of the toothbrush is
not necessarily long.
Before After
1
Change
Before After
1
KAIZEN by “Change”
To oil the pan, a small teapot is
more convenient than a ladle.
Before After
1
KAIZEN by “Change”
Stairways at the railway station
should have signs of up and down.
Before After
1
At JR Kurume Station
Rush Hour
KAIZEN by “Change”
The shape of the handing strap
fits the hand.
Before After 1
Hanging Straps
in trains
Hanging strap in
Hong Kong
subways
to Suggestion System
Contents
Objective: Read the gauge to
keep the liquid level constant.
Exercise (1)
Exercise (2)
Exercise (3)
Exercise (4)
Exercise (5)
Exercise (6)
Exercise (7)
Suggestion System
You suggest your ideas, and I will
examine them and implement some
of your ideas later.
Suggestion System
Concept
Reward
Idea
Idea
KAIZEN System
Implemented ideas must be submitted
N
AIZE
K eet
sh
Suggestion System
Workers’
responsibility Management responsibility
KAIZEN System
Difference (1)
Suggestion system
Propose improvement ideas for
any activity in the company.
KAIZEN system
Propose only improvement ideas
which will improve your own work.
Difference (2)
KAIZEN
1
Memo
AOTS Kaizen
KAIZEN
AOTS KAIZEN
Different styles of change
1. Small change --- By individual effort, a better
way of proceeding a job is
(KAIZEN) considered. (Idea creation)