Productivity Improvement Program thru’

Lean Manufacturing

Agenda for Lean Manufacturing Program

1) Program Synopsis
2) Objective
3) Preparing for the event
4) Kaizen Methodology
5) Detailed event sequence
6) Follow up
7) Evaluate

1) Program Synopsis: -

Kaizen event is a 2 ~ 5 day focused improvement activity during which a sequestered,

CROSS-FUNCTIONAL TEAM designs and fully implements improvements to a defined
process or work area, generating rapid results and learned behavior.

So, a Kaizen event

i) Is a highly focused “assault” on an area or process to achieve rapid improvement
ii) Uses a cross-functional team with process insiders and outsiders
iii) Achieves as many improvements as possible during a typical 3-5 day event
iv) Augments, but does not replace, continuous improvement.

2) Objective:-

Kaizen event comes with an objective to

i) Aligning cycle time with tact time

ii) Waste elimination
iii) Employing pull system at production
iv) Improving productivity by at least 30%

3) Preparing for the event: -

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_________________________________________________KAIZEN Breakthrough
Event_______

Key ingredient of a kaizen event is a dedicated CFT (Cross Functional team), which is
always heading towards the premium goal of the event thru’ brainstorming and other
different LEAN tools.

i) Selecting Team Sponsor

(1) High level champion of the cause

(2) Upper management advisor to the team
(3) Breaks through road blocks
(4) Arranges support for the team during the event
(5) Ensures coverage so that team members are not interrupted during the event

ii) Selecting Team Leader

(1) Determines session objectives and process to be followed

(2) Meets with facilitator to review session objectives and process
(3) Sends agenda to team members in advance
(4) Is the leader, not the boss
(5) Has experienced a kaizen event
(6) Good knowledge of lean manufacturing (if production area event)
(7) Good knowledge of waste elimination techniques

iii) Choosing Facilitator

(1) Manages how people work together during team activities

(2) Keeps activities moving along the process and time schedule set by the team
leader

iv) Choosing Team Participants

(1) Insiders – who work in or around the process

(a) Machine Operator
(b) Supervisor
(2) Outsiders – who can provide non tainted view points & new Ideas
(3) Recorder – Usually a team member who
(a) Records important results, actions, & decisions
(b) Promptly distributes minutes to participants

v) Develop the Team Charter

vi) Gathering data prior to the event

(1) Process steps

(2) WIP levels
(3) Capacities/process times
(4) What is produced and how much?
(5) Cycle and queue times
(6) Batch sizes & changeover frequency
(7) Defect Rates
(8) Up-time

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_________________________________________________KAIZEN Breakthrough
Event_______
(9) Number of operators
Photos and layout of the targeted area

vii) Prepare the organization

 Developing a sense of trust across the organization

 Generating enthusiasm about the event
 Demonstration of commitment by management
 Publicizing the event - before and after
 Getting the union to cooperate
• Team Kickoff (includes sponsors)
 Review draft charter, modify, approve
 Develop code of conduct (agreement on rules)
 Discuss training and event logistics, etc.

4) Methodology:-

Find & analyze current state & perform

Day 1
Plan Root Cause Analysis
Day 2 Design future state
Design & test improvements using LEAN
Do Day 3
tools
Check Day 4 Obtain confirmation of applications
Finalize improvements, make new SOPs,
Check &
Day 5 Train process workers, do close out
Action briefings

5) Detailed KAIZEN event sequence:-

Ten steps from start to finish

i) Training and kick-off activities

(a) Lean Manufacturing (if in production area)
(b) Tools of continuous improvement (Pareto, Fishbone, Run charts, 5-whys,
Process analysis)
ii) Making and analysis of “CURRENT STATE”
iii) Select Area of focus
iv) Create area of solutions
v) Select solution
vi) Plan & implement
vii) Train operators
viii) Standardize and sustain new SOPs
ix) Follow up & Evaluate
x) Celebrate

6) Follow-up

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_________________________________________________KAIZEN Breakthrough
Event_______
This phase of the Kaizen process involves the completion of the Improvement and
Control DMAIC elements. The success of the Kaizen depends on timely completion of the
Improvement process and effective change management. This process involves:

 Following-up to ensure that action items are successfully completed

 Working with Lean Champions to breakdown obstacles
 Measuring the actual results of the Kaizen to document and quantify benefits
 Establishing process control to ensure the ability to consistently obtain improved performance
7) Evaluate

This is the last phase of the Kaizen process cycle. A Lean enterprise is a learning
organization that recognizes Kaizen as a continuous process of improvement through:

 Identifying improvements to the Kaizen implementation process

 Encouraging employees to identify further improvement opportunities
 Establishing a schedule to re-evaluate the VSM and start a new Kaizen improvement cycle

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