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Definition of kaizen
History of Kaizen goes back to 1950s when Toyota implemented quality
circles leading to the development of Toyotas unique Toyota Production System and is now used throughout the world
KAI
To modify, to change
ZEN
Think, make good, make better
= KAIZEN
Kaizen is a Japanese term that means small, incremental, continuous improvement
Continuous Improvement
Is the continuous elimination of waste
measures Ineffective production planning Lack of workplace organization Poor supply quality/reliability
Waiting
Stop build to look for parts, tools, material, information
Transportation/Moving
Moving material, parts, tooling Transferring product between locations, into/out of racks
Process Inefficiencies
Unnecessary operations, too many inspections, not building to
customer spec
Inventories/Storage
Excess raw material, excess WIP
Unnecessary Motions
Walking, climbing, bending, searching, identifying
Defective products
Low Yields, mistakes leading to large reworks, sorting, inspection
Efficient stock control methods help Flexible working reduce costs and practices and improve cash-flow empowerment help Leadership seen as vital. Ability to communicate increase efficiency, a clear vision, take people reduce costs and along Fundamental principles with the vision and improve motivation often characterised as lean
to think about where the production reducing waste, company needs to be in zero defects, high quality 5, 10, 15 and 20 years Punctuality in all aspects delivery, control measures at all stages time manufacture, etc. supply,
3.
Perceptiveness: All Kaizen projects are based on identified problems. Idea development: This stage requires more than one person to provide better innovative ideas; therefore, forming a Kaizen focus team for the identified problem is very important. In this team-assembly process, one key is putting employees who work in the problem area together in order to interact in this innovative team Decision, implementation, and effect: Kaizen is only valuable if and when it is implemented. In the decision-making process, the team identifies what appears to be the best solution, and the team is also responsible for evaluating the effect of the Kaizen process
determine goals for the project. 4. Review the current situation or process. 5. Brainstorm and consider seven possible alternatives. 6. Decide the three best alternatives of the seven. 7. Simulate and evaluate these alternatives before implementation. 8. Present the idea and suggestions to managers. 9. Physically implement the Kaizen results and take account of the effects.
Kaizen Cycle
Start Here
Do It Again Document Reality Identify Waste Plan Countermeasures
Celebrate
Reality Check
Kaizen
Make Changes
Verify Change
Kaizen
Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose
To eliminate waste
segregate and discard get rid of what is not needed Seiton arrange and identify for ease of use a place for everything and everything in its place Seiso Clean Daily clean work place enhances quality
Revisit frequently revisit the first 3 steps to maintain workplace safety and effectiveness
Shitsuki
waste
Implementation of 5S
Clear, shiny aisle ways Color coded areas Slogans, banners