KAIZEN

5 Lean Principles• Define value from the customer

perspective

• Identify the value stream

• Optimize flow

• Pull from the customer

• Drive toward perfection

What Is Waste?

• Waste is everything we do that takes time and adds cost, but no value in the eyes of the customer.

What is Time?

• The most difficult waste to identify

• The 3 types of timeo Value-Added Time – performing essential tasks

for which the customer is willing to pay

o Type 1 NVA (Enabler) - performing a task that the customer doesn’t want but is currently necessary

o Type 2 NVA (Waste) – performing a task that the customer doesn’t want and is not necessary

7 types of Waste

1) Overproducing

2) Waiting

3) Moving

4) Process Downtime

5) Excess Inventory

6) Unnecessary Motion

7) Scrap

Kaizen as a Tool for Continuous

Improvement• Creativity before

capital

• Bias for action

• Total associate involvement

• Never satisfied with the “Current State”

A Kaizen Definition

To continuously improve or take actions to improve. A team activity that is preplanned to improve a baseline measurement.

At a minimum the team will:

– meet to discuss the measurements that will be improved,– plan the time period when the improvements will be made,– carry out the actions, steps and activities that will

establish the baseline and then improve the measure– record the results on the Lean Status Report– reward and/or recognize the team for the improvements

made– schedule the next kaizen event

2 Kaizen Levels

• Flow Kaizen– Focus is the overall value stream– Directed by value stream manager(s)– Creating mfg. cells, 5S,

• Process Kaizen– Focus is on the individual process– Directed by the work teams and team

leaders– Set up reduction, standard work, 5S

10 Steps for Kaizen Success1. Notify team members of planned Kaizen event

2. Set planning meeting, complete Area Profile, and CSVSM

3. Review team make up. Are the right skills on hand?

4. No distractions to the team during the event – Assign a substitute!

5. Set start time and end times for event

6. Start on time

7. Take Action - Team is empowered to make positive changes and enforce

8. Be meticulous about the execution, be alert to safety issues, clean everything; even at the borders

9. No “Doggy Bag”. Add unfinished or open actions to kaizen newspaper or work plan

10. Celebrate, Reward and/or Recognize team accomplishments

• The forms referenced in this presentation follow this slide.

Event Description: Event Dates:10' Pipeline - Kaizen VSM and 5S August 6th Through the 8th, 2003

Preliminary Objectives: Team:Tom Poulter - captain Tim Summers

Improve Workplace Organization Colleen Battista Pete DovakMike Redding Mike Henderson

Standardize Manufacturing Methods and Procedures Bill Super Tamika SpauldingFacilitator: Consultant:

Reduce Machine Downtime Pete Dovak Jeff Kopenitza. Machine Not Runningb. Set up or Changeover time Current Situation and Problems

Production Requirements (Takt Time): Not a Standard Procedure for ChangeoverBased on FY03 Sales volume - need a piece every 20.7 Seconds Machine Does Not Continue to Make Good PartsUsing Actual Production from FY03 - Getting a piece every 19.3 Seconds Without Continuous Adjustments

Establish Material Handling Process and ProceduresProcess Information:Coil is loaded and part is processed through theline automatically until the part comes out of theend of the line finished

Setup or Changeover - Spagetti Diagram Indentified WastedMotion in Setup - Operator walked about 1 m ile during Setup

Need for Standard Work.

KAIZEN AREA PROFILE

Kaizen Event Target SheetWork Center Number: Team No.:

Work Center Name: Date:

Start Target 1st Day 2nd Day 3rd Day 4th Day Difference

Space (Sq. Ft.)

Inventory (pcs)

Walking Distance (ft)

Parts Transport Distance

Throughput Time

Cycletime

Volume Per Day

Full-time Equivalent Crew

Productivity

Changeover (Total)

Schedule Attainment

Safety Improvements

Quality Improvements

Remarks:

Kaizen NewspaperTeam: Acme 10' Pipe Setup Reduction Date: 11/3/2003 Page:_1_____ of:______

Item No. Description of Problem Counter Measure

Person Responsib

le Due Date25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%

25% 50% 75% 100%11/15/0315

Storage location for clamps, rails, labels and test elbows -

keep off floor Designate location Tim

10/29/03

13 Coil Strap

14 Oil Containers - OpenNeed lids or closed

containers Tim

Need Location Sign Tim

8/27/03

8/25/03

10/29/03

12Unkown settup performance Measure and document

setups. Dovak

11 Material too long Change settings in programMike

9/7/03

9Possible waiting for coils to be

loaded

10 Reaching for crank Crank on feed to front rollerTim

Signal for coil loading

Tim

8/29/03

9/5/03

9/5/03

8Messy Wiring Clean up wiring in control

box Mike

7No history on set-up times Data collection for set-up

times Dovak

8/29/03

5Variable in raw material is

driving S/U to vary

6Operators waiting for supervisor to inspect

System for self inspectionDovak

Create S/U sheet databaseDovak

8/29/03

9/5/03

8/29/03

4Excessive time incurred on

rejected materialCreate raw material quality

system Buckley

3 No labels at machine Start a 2-bin systemDovak

2Excess Setup time on Panel

MachineAccordian gate installed

Super 8/29/03

% Complete

1

No communication to material handler causing materials delay

White board at machine to notify materials needs

Dovak 9/5/03

MUDA