2.Kzn Basics@ SCMLD-Pt-2-1 May 09

8/14/2019 2.Kzn Basics@ SCMLD-Pt-2-1 May 09

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Kaizen Inst-2009 1

VSD TFM


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Kaizen Inst-2009 2

KAIZEN INSTITUTE is a world-wide Organization,

founded by

Sensei Masaaki Imai.

Renowned author

of Books Kaizen &

Gemba Kaizen -

Keys to Competitive

Success. Appreciated Kaizen

under Leadership of

Prof. MS Pillai

in 2003@SCMHRD-as

Model for Edu. Inst.

Kaizen Guru


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Kaizen Inst-2009 3

Where Were We ?


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Kaizen Inst-2009 4

What is the situation ?


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Kaizen Inst-2009 5

What Should We Decide To Do ?


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Kaizen Inst-2009 6

Improvement is the Process ofTransformation - not just a change !


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Kaizen Inst-2009 7

KAIZEN Road Map to World Class

Quality of Equipment

Quality of Product, Service, Systems,

and Work

J I T Cost and Delivery Elimination of

all types ofMUDA

T P M

T Q M

World

Class


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Kaizen Inst-2009 8

Integration of IT

and JITElectronic KANBAN

- Quick Delivery- Menu- Large Orders

--

Supplier management - Extending JIT- KAIZEN

Production scheduling - Monthly - Weekly - Daily - Hourly

Levelling - Small lot Production - Lead Time Reduction - Layout design

TAKT TIME Production - standard work sheet, standard work combination sheet

Flow Production - One piece flow - Low cost automation

- U-shaped Cell - AGV - Jidoka - Pokayoke

Autonomous Maintenance - Dedicated line

- Initial Cleaning - Set-up KAIZEN (SMED)

- Discover Problem Areas

- Cleaning and checking standards

- Overall equipment Inspection

- Autonomous Process Inspection

- Standardization

- Complete self-management

Upstream management JIT-Based design of equipmentConcurrent engineering - QFD

Order entry system

Pull system - KANBAN - MIZUSUMASHI - store - Reserved Seat

T Q M

T P M

J I T

World

Class

5s

- Seiri

- Seiton

- Seiso

- Seiketsu

- Shitsuke

Kaizen Road Map of Steps to World Class


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Kaizen Inst-2009 9

Kaizen Mind

1. The existing operation always has a lot of room

for improvement.

2. The existing facilities and methods can always

be improved by change in outlook, thought &

action.

3. The accumulation of focused improvements

make dramatic difference.

It is a + ve attitude through :


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Kaizen Inst-2009 10

1. Process Improvement

2. Observation

3. Short Time

4. Zero Investment

5. Human Development & Empowerment

6. Profits & Savings Plenty7. Use of New Paradigms

KaizenWhat Is It ?


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Kaizen Inst-2009 11

Is the Aircraft coming or going ?


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Kaizen Inst-2009 12

Before Marriage


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Kaizen Inst-2009 13

After Marriage


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Kaizen Inst-2009 14

CanU countthe Black Spots?


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Kaizen Inst-2009 15

SQC, TQM, ISO, LEAN, 6 SIGMA < CIP


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Kaizen Inst-2009 16

Imperfection Is Inherent In Nature !

The great evolutionist, Dr.David Starr Jordansaid

Try to overcome imperfection

and if you succeed, other imperfectionswill come to the surface.

Do not complain - That is the nature of

the world.

Keep on striving and correcting until

You reach the state of absolute

perfection. 17


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Kaizen Inst-2009 17

Root Cause Analysis : Introduction

Problems or

Unwanted Event

Recurrence

Problems or

Unwanted Event

Recurrence

Fix / Correct

Prevent

Problem or

Unwanted EventOccurrence

Problem or

Unwanted EventOccurrence

Symptoms

Symptoms

Apparent

Cause

Apparent

Cause

Root Cause

Root Cause


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Kaizen Inst-2009 18

Traditional Steps In Working -

Processing : Essential Steps : The

actual value-adding

work on the materials

Setup Steps:

Preparation & Corrections

performed before and after

each Assignments

completion

Storage of materials ordocuments

Transportation

Processing

Storage / waiting for

being processed

Multiple Handling

Additional Checking

Waiting for Usage

Phases of a Process -


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Kaizen Inst-2009 20

- Quality Function Deployment

- J I T

- Quick Change Over

- 5 S

- One Piece Flow- KANBAN

- VSM for TFM

- Total Productive Maintenance

- Supply Chain Management

- Visual Management

- Zero Defects (Poka Yoke)

- Small-Group Activities- Activity Based Costing

- Q.C Tools


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Kaizen Inst-2009 22

Meaning of Gemba In Kaizen,

Is Where....

1. Real work Is Done,

2. Value Is Created, &

3. Problem is Solved.

Gemba Leaders Role Is To Assist &Not To TellOperatives / Staff What To Do.


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Kaizen Inst-2009 25

AACHIEVINGCHIEVINGEXCELLENCEEXCELLENCE

IS QUITE SIMPLEIS QUITE SIMPLEBUT DIFFICULT.BUT DIFFICULT.

EXCELLENCE LIES INEXCELLENCE LIES IN

DOING WHAT EVERYBODY COULDDOING WHAT EVERYBODY COULD

BUT DOES NOT !BUT DOES NOT !


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d di i


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Kaizen Inst-2009 27

Understanding Kaizen

Literal Meaning :

Kai ZenAlways Good Continual

Improvement Change For The Better

Kaizen Is A Journey From :

- Event to Cause - MBR to MBM - Gross to Micro- Enforcement to Inducementof Change of Change

- Conventional Habit toParadigm Shift


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Kaizen Inst-2009 28


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Kaizen Inst-2009 29

Muda - how to see it?

What should flow :

Material in a plant

guest in a hotel

document in an office

Is it stopping? Muda!

Is it re-tracking? Muda!

Is it piling up? Muda!

Reprocessing? Muda!Muda = Waste

with a special meaning


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Kaizen Inst-2009 30

3 D Principle

DANGEROUS

Dirty Difficult


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Kaizen Inst-2009 31

1. WHAT & WHERE ? Respond

- At the actual place

- In the actual situation

- With the actual items

The best way to improve is to take seriously the criticisms directed at you.

Checkpoints :-Response to criticism is also based on 4W & 1H Principles

2. WHEN & WHY? Respond

- Immediately

- Without hesitation

- Respond to specific problem

2. HOW ? Respond

Thoroughly

- Thoughtfully

- Willingly

Problem

Reason

Criticism Response

What &

Where

When

&

Why?

How?

X I know it !

X Ill think about it.

Thanks! I

understood and III

act on it right away !

How to respond to criticism ?


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Kaizen Inst-2009 33

1. Remove all the fixed ideas about how to do things.

2. Think of how the new method will work-not how it wont.

3. Dont accept excuses. Totally deny the status quo.

4. Dont jump to perfection. A 50 % implementation rate is

fine provided its done on the spot.5. Correct the mistakes the moment theyre found.

6. Improvements do not require money, but the Ideas !

7. Problems give a chance to use our brain.

8. Ask Why? at least 5 times until you find the root cause.

9. 10 Members ideas are better than one persons.

10. Improvement knows no limit !

10 Basic Principles for Improvement


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Kaizen Inst-2009 34

VA NVA

VA NVA

VA NVA

Value-added activities Non-Value-added activities

Before Process improvement

After Process improvement

After replenishment system improvement

Response time

Response time

Response time

Improving Customer Response Time


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Kaizen Inst-2009 35

Where Do We Wish To Go ?


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Only an Individual who keeps on

learning continually, is prepared to become the bestThanks to Team SCMLD

for your keen interest & sincere efforts.

presented by

Prof. Rajen G. Senior Consultant, Kaizen InstituteCell- + 91-98220 41535

e-mail: [email protected]

2.Kzn Basics@ SCMLD-Pt-2-1 May 09

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