IAQ Symposium –

2nd IAQ World Quality Forum

Kaizen System

Implementation Balázs Németh, PhD.

2017.

KAI ZEN

Continuous improvement

Small frequent improvements by the involvement of everyone.

Low cost (no investment)

Change of method

Perfection of the existing (standards) ways of working

Long term process

Change + Better

2

Kaizen Philosophy

• Customer Focus

• Continuous Improvement (PDCA)

• Follow standards and continuously improve

standards

• Total Participation (involvement)

• Process Thinking (Next process is your

customer)

• Management by Facts (Data)

• Small step improvements

3

4

SDCA and PDCA cycle

A S

C D

D C

P A

Maintenance

(Daily work)

Improvement

(KAIZEN)

KAIZEN

Change of method

Different method Different result

Change of

equipment

Change of method

5

Levels of Kaizen Application

Individual Kaizen ideas

Small group acitvities

problem solving - QCC

Management

Level

Kaizen

6

Elements of Kaizen activity

Set Kaizen goals

Recognize Kaizen opportunities

Generate ideas for improvement

Decision about and implementation of improvement

Evaluate, recognize and share Kaizen ideas

Em

plo

yee

s M

anag

emen

t M

anag

emen

t

7

8

Identify Improvement

Opportunity

Collect Data,

Understand Situation

Generate Solutions

(Kaizen ideas)

Evaluate Kaizen ideas

Implement Selected

Solution

Follow Up and

Evaluation

Feedback

New Method,

Solution

Kaizen process

BEST PRACTICE 9

Operation Problem Actions Results

Before Kaizen After Kaizen

Date: 05.10.2010.

Tube

(handrail)

bending

Bending is done without oil,

quality is OK… No cleaning

time, no

source of dirt

Removing oil

from the handrail

takes long time

(2 min), dirty..

Bending without oil

Management is creating the right

conditions for Kaizen

10

Conditions

Processes

Results

Management

Supervisors

Employees

Create & Maintain

Create & Maintain

Create

Resource allocation

Clear Expectations Kaizen Training

Kaizen

Coordinators Evaluation of

Performance

Performance

measurement &feedback

Collection

of ideas Problem

Solving

Standardization

Sharing

solutions

Documenting

Shared

Values Vision

Shopfloor

Mgmt. Kaizen

activities Lean

Thinking

Evaluation

of ideas

Elements of effective Kaizen

mechanism

Goals

, expecta

tions,

Sta

ndard

s

Identify the

problem

Finding

solution

Problem

analysis

Implementation

PDCA

Evaluating

the results

Problem centric

„good sheperd” approach

Data collection

Problem catalogue

Failure cards

Brain storming

Value Stream Mapping

Kaizen workshop, 7 QC tools

5 Why? 7 MUDA, 3MU, 4M..

Structured problem solving

Sta

ndard

s,p

rocesses, pra

ctice

Lean, Kaizen knowledge,

methods, coordination

Empowerment

decisions, resources

Lean KPIs

Lean Audit

Layered Audit

Kaizen Log

Monitoring

Card board

engineering

Accountability,

Recognition

11

Preconditions of Successful

Kaizen Top Management Commitment

Team leaders and supervisors Commitment

Provide time and Resources

Training, Kaizen knowledge

Clear Strategy, Goals and Expectations

Quick Feedback (about performance, and also for suggestions)

Kaizen Process

Coordination

Stability in the current operations, Standard Work

Feedback about the current performance.

Problem awareness of people

Empowerment of People

12

Kaizen

Kaizen Culture

Non Blaming Culture.

Problem is an opportunity

Openness and Learning culture.

Cooperation and team work.

Customer orientation, Customer

focus.

Discipline

Management by Facts. 3 GEN

(Gemba, Gembutsu, Genjitsu).

13

14

Integrating Kaizen into daily

work

Plan kaizen activities into daily work and give time to do it

Make the Kaizen become part of everyday work

Provide the necessary Human and Financial resources for the implementation of Kaizen

Continually train the workers and Monitor Kaizen results

Kaizen Event - Agenda

15

Current State

Analysis

SEIRI

Concept

Development

Implementati

on

SEITON

Implementati

on, Training

SEISO

Test,

Measure

Results

SEIKETSU

Close

workshop

Standardizatio

n

Select workshop

area and topic

Form and

educate team

Define Scope and

overall goals

Process Walk (Go

to Gemba)

Current State

Analysis

Data Collection

Set Workshop

targets

(measures),

Start 5S (Seiri)

Analyse data and

Current situation

Identify waste

improvement

opportunities

Define

improvement

targets

Generate Kaizen

ideas

Develop and

present Kaizen

concept

Prepare and

document Kaizen

action plan

Dedicate tasks

Provide

resources and

prepare

equipment and

devices

Review Agenda

Implement

Kaizen Action

Involve

employees

Chage over to

new operation

Layout Change

Process Change

Continue 5S

activities (Seiri)

Continue Kaizen

Actions

Set up work

places

5S (Seiso)

Review existing

Standards and

visual control

Modify

Standards

On the job

training for

workers

Take picture,

document

progress

Trial, test run,

Collect operator

feedback

Measure results

Review progress

and compare to

workshop targets

(Seiketsu)

Implement 5S

standardization

Understand and

correct problems

Execute

Corrective

actions

5S Audit prepare

checklists

Evaluate and

document results

Standardize

(prepare

standard visual

work

instructions)

One point lesson

for employees

Share experience

and good

practices

Final

presentation

Prepare Kaizen

Story board

Close workshop

Day 1. Day 2. Day 3. Day 4. Day 5. Day 6.

16

Brush Transformation 1.Project Title Brush production efficiency improvement project

2.Reason 3.Objectives

4. Start Date 5. Target End

6. Project Team

7. Problem Details

Problem

Material flow in the former individual workstation concept was unclear, several products run paralel on the same

workstations. Manufacturing time per product varied in large intervals.

Implications

Highly unpredictable product completition times.

Permanent management supervision was necessary to manage bottlenecks.

Having to set up weekend overtime to recover deficit.

Measurement

- brush product family analysis is completed;

- representative products are selected per family;

- cycle time measurement for each selected product is done;

- manufacturing concept is defined (concering volume, diversity and flexibility);

- brush lean layout is drawn, project measures and main timeline are ready;

- new (target) capacity per line/cell is calculated;

- layout implementation is in progress;

- new equipment, tool (necessary to finalize the lines/cells) purchasing/manufacturing is in progress.

To increase output from 25k brush to 35k brush per week

without investment and additional people.

To realize lean flow and to reduce waste.

To replace the individual workstation concept by a high

volume/high diversity line concept.

29.06.2009. 30.09.2009.

P

L

A

N

Tibor Sill, Gabriel Ridean, Péter Sisa, András Kiss, Kriszta Horváth, Attila Ország, László Pusztai,

Zoltán Madócs, Péter Juhász

17

Layout Transformation

18

Kaizen Event

időÍV 2F

EgyD D

Eg

yen

get

íve

z

Fo

rras

zt

Kié

get

Elő

nyo

mat

Lera

k

időÍV 2F

Elő

EgyD

Eg

yen

get

& E

lőké

szít

ívez&

mo

zg

Fo

rras

zt

Elő

nyo

mat

& M

ozg

at

Before Kaizen After Kaizen

19

Kaizen workshop

Before KAIZEN After KAIZEN

Result: 50% area reduction, one piece flow, 60% inventory reduction, FIFO

Preconditions of successful Kaizen

activity

• Top management support

• Kaizen thinking, culture

• Chance to change things

• Available resources

• Interested and motivated people

• Feedback

20

21

Further Information

Kvalikon Consulting Ltd.

Budapest, HU-1125 Istenhegyi út 63/B

Telephone: (+36-1) 201 12 35, 489 0003

E-mail: nemeth.balazs@kvalikon.hu

Web: www.kvalikon.hu