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A STRATEGY FOR
PERFORMANCE EXCELLENCE
Performance Excellence
Series
Training Module Elements
Executive Overview Knowledge Tools Workbook
Breakthrough
Participant manual
1
Table of Contents
Knowledge Breakthrough
2
Continuous Improvement
Is the continuous
elimination of waste
3
What Does Kaizen Mean?
KAI + ZEN
To modify, to change Think, make good, make
better
= KAIZEN
Make it easier by studying it, and making the improvement
through elimination of waste.
4
Why Kaizen CPI (Continual Performance Improvement)
Process
Improvement
• Data Driven Methodology to Magnify Impact of
Project
Implemented Process Improvement
Savings
Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance
Savings
• Use Small Teams to Optimize Process Performance
CPI
by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time 5
notes
• Continual Performance Improvement uses a 6 step approach
to achieve process performance improvement.
• Step 1 Measure Step 4 Verify
• Step 2 Evaluate Step 5 Standardize
• Step 3 Improve Step 6 Repeat steps 1-5
• It is a conceptual strategy of approach utilizing process
mapping any number of statistical methods tools to assess
efficiency of performance.
6
The Nine types of waste
8
Elimination of Wastes and Continuous
Improvement
• The Secret:
• Be Systematic
• Work with a versatile team
• Measure, evaluate
• Find the 5 Whys
• Follow up
• Standardize, make uniform
• Simplify •Cross-functional teams
• Combine employing a systematic
• Prevent method of approach are
• Make waste ugly most effective in identifying
and eliminating wastes.
9
Think Break
Exercise 1: Wastes Identification
D
ela
ys
T
ran
spo
rta
tio
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P
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ess
In
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M
otio
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D
efec
tiv
epr
odu
cts
Unta
pped
r
esourc
es
M
isu
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es
11
We will learn to:
• Recognize our lead-times
• Identify their components
• Reduce them with the help of
– the dedicated lines
– a one piece flow
• Establish dedicated lines
– in relation to family of parts
– in relation to TAKT time
• Attain one piece flow
•This is a strategy of approach to implementing one piece flow.
12
When the delivery lead-time is bigger than the
manufacturing lead time:
This is life!
Delivery lead time
Generate and
support stocks
Solution…
Delivery lead time
14
How to reduce the manufacturing lead
time? Delivery lead time
? 15
What are processes made of ?
Delivery lead time
Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours
Storage,
98% Transport,
Waiting time
16
Visual Control & the Workstation
To Sort To Straighten
Ensure space for
Eliminate what’s each thing, and a
not absolutely thing for each space.
necessary No more searching.
The To Sustain
5S Maintain
continuous
effort. This is a
way of life. To Sweep
To Sanitize Maintain a clean
and orderly space to
Improvement of make problems
the workstation. easily identifiable.
Be organized to Eliminate rejects
reduce clutter. and scrap..
17
Visual Control & the Workstation
Ergonomics
•Adapt the workstation to the
employee
- more security
- more comfort
•Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints
18
Kaizen for the
Workplace
Training and
Sourcebook
for
Kaizen
Worksheets
How to Use This Manual
The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of
use. These forms MUST be completed in the order presented in this manual. Each section contains a brief
description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste. Strive to maximize yields and obtain
cost reductions from existing machinery and equipment before “buying solutions”.
Improve current systems and techniques before automation. Automating a system or
practices without first having an understanding of the process will not solve underlying
process problems.
Perhaps the most important point to remember is that we must understand a process
before we make any attempt in changing it. “No Tampering” is the first rule of
continuous improvement. We can not tamper with a process without understanding it.
By using these tools, we will all share a common and systematic approach for
questioning, analyzing, proposing solutions, experimenting, and finally, implementing
proven changes.
“The problems that exist in the world today
cannot be solved by the same level of thinking
that created them.”
Identify waste
Leadership
Improvement
Kaizen
Template
Measurement
Table of Contents
Section 1 Standard Work Sheet (SWS) : Used to create a visual picture of a
work area. Shows crew size and location; office layout, distances
within the work area, work in process, quality checks, and safety
precautions……………………………………………………………….. 4
.
2. Fill in the Task Component blanks with the steps of the process. List the components in as
specific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece from
basket. 3. Walking to machine. 4. Loading piece into machine. And so on.
3. Begin timing the tasks. As each task is completed, stop the watch and record the cumulative
time on the form. Continue recording task times in this manner until the end of the process
cycle
4. At the completion of 12 full cycles, calculate and enter the “Assigned Component Time” for
each “Task Component”. Then sum up the “Assigned Component Time” for each “Task
Component” and enter this into the “Time For One Cycle” field. Be sure to include the time
spent on closing out work orders, or moving parts to next job.
5. During the manufacturing process, be aware of the steps taken to perform the job, i.e. If a
particular task component varies from 4 second for observation #1 and 47 seconds for
observation #2, provide comments about the observed variance in the remarks column.
Remember, in our quest to remove waste from the process, we want to question every task
component of the process.
6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for
measurable, repetitive task processes is calculated as follows:
A. Calculate the total time available per shift, day, etc. excluding breaks and lunches.
Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or
28,800 seconds.
B. Determine the required product quantity. [How many units have been sold] For this
example, let’s use 395 units for the required production for this operation.
C. Next, divide the total time available by the required production to arrive at the TAKT
Time. 28,800 / 395 = 73 seconds per unit.
D. Compare this TAKT time to the average cycle time of the observation.
1. If TAKT Time is greater than average cycle time, then we can conclude that
the required production can be met within the total time available. However,
we need to examine adding work from another process to minimize idle time.
2. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be
met within the total time available. We must eliminate work through Kaizen or transfer work to another
worker.