Post on 15-Apr-2017
transcript
LEAN MANUFACTURING-
KAIZENPRESENTED BY-Antara PaulShreeti MishraSuman Kumar
KAIZEN
Japanese term for “continuous improvement”
Philosophy that advocates continually improving products, processes and activities
of a business to effectively meet the changing customer requirements
It focuses on elimination of wastes or non-value added activities throughout the
organization
DEFINITION OF KAIZEN
“A means of continuing improvement in personal life, home life, social life, and working life. At the workplace, Kaizen means continuing improvement involving everyone—managers and workers alike. The Kaizen business strategy involves everyone in an organization working together to make improvements without large capital investments”• By Masaaki Imai
“Kaizen is much more than an event; it is a philosophy, mindset and, for breakthrough performance, a most critical vehicle to achieve strategic imperatives and execute value stream/process improvement plans”• By Mark R. Hamel
KAIZEN METHODOLOGY
•Mura (Unevenness)•Muri (overburden)•Muda (waiting)
3M•Man•Machine•Material•Method
4M
• Result against strategy and vision.
• Revise actions against vision
• Methods, tools and actions.
• Actions are consistent with vision & strategy Pla
nDo
Check
Act
KAIZEN: STRATEGY
9 TYPES OF WASTE• Overproduction• Delays (waiting time)• Transportation• Process• Inventories• Motions• Defective products• Untapped resources• Misused resources
Key features of Kaizen:Improvements are based on many, small changes rather than the radical changes that might arise from Research and Development
As the ideas come from the workers themselves, they are less likely to be radically different, and therefore easier to implement
Small improvements are less likely to require major capital investment than major process changes
The ideas come from the talents of the existing workforce, as opposed to using R&D, consultants or equipment – any of which
could be very expensiveAll employees should continually be seeking ways to improve their
own performanceIt helps encourage workers to take ownership for their work, and
can help reinforce team working, thereby improving worker motivation
Successful implementation requires "the participation of workers in the improvement.
LEVELS OF KAIZEN
There are two levels of KAIZEN-
SYSTEM OR FLOW KAIZEN: Focuses on overall value stream
PROCESS KAIZEN: Focuses on individual processes and work on its improvement
KAIZEN CIRCLE
Another way of increasing levels of worker involvement is to implement circles
One group consists of 6-8 workers
It generates idea for solving practical problems
They meet for 1hour/week for 6-8 weeks and then present proposals to managers
for problem solving
KAIZEN PRINCIPLES
Getting rid of all false assumptions
Looking for ways to make it happen instead of looking for excuses
It doesn’t cost money
If something goes wrong, principle of “FIX IT NOW” should be used
KAIZEN PRINCIPLES…
Good ideas flow when the going gets tough
5WHY principle is used
Suggestions should be taken from a group rather than concentrating on single
person
KAIZEN should never be stopped
STEPS FOR KAIZEN
Organization constantly searches for non value-added activities and ways to
eliminate it
Focus is mainly on identifying the root cause of non value-added activities and
eliminating by improving methods
STEPS FOR KAIZEN… Process improvement can be achieved through four basic exercises-Process/cost centre matrix- It involves every cost centre in every process
It involves four processes-
Identifying the inputs in process and output obtained in a process
Identifying all people involved in the process
Determining the decisions that are made
Measures like time, cost, space, waste etc. should be observed appropriately
STEPS FOR KAIZEN…
Mapping the process – Flowchart of activities should be clearly depicted
Key activities and decisions should be identified and represented
Also called key process map
It includes making process dependency network diagram by incorporating cost
centres
STEPS FOR KAIZEN…Analyzing the process- Several techniques are used by organization as-
Brainstorming- It’s a group technique used to generate a free flow of ideas quickly in a group of
people
Benchmarking- Process of measuring productivity, cost and quality of product against in the same
or other industry
Hoshin Kanri- Process improvement technique that unites an organization to reach a single goal
Pareto analysis- It’s a technique for classifying problem areas according to degree of importance
and focusing on the most important ones
MINI-KAIZEN
KEY CHARACTERISTICS-
Permanent method changes
Continuous flow of small ideas
Immediate, local implementation
Quick and easy process
MINI-KAIZEN…
Sequence of events for this are as follows-
An employee identifies a problem, waste, defect or something not working and
then writes it down
Employee later develops an improvement idea and goes to immediate supervisor
Supervisor reviews it and encourages immediate action
MINI-KAIZEN…
The idea is implemented
The idea is written up on a single form in less than three minutes
Supervisor posts the form to stimulate others and recognize accomplishment
MINI-KAIZEN BENEFITS
Empowers employees
Enriches work experience and brings out the best in every person
Improves quality, safety, cost structures, environments, throughput and customer
service
KAIZEN BLITZWhat is a Kaizen Blitz?
The Kaizen Blitz (or as it is also called, Kaikaku) is a system Implemented by those looking to
create a lean manufacturing technique to reduce waste and increase productivity.
Kaizen Blitz implementation is small but constant in nature while Kaizen is meant to be a
long term.
Although a Kaizen Blitz is discussed by a relatively small group of individuals in a short
amount of time, the changes it makes the operations of a company are dramatic.
KAIZEN BLITZIt’s a focused implementation that suits beachhead strategy
It is fast, dramatic and effective
Kaizen events can implement work cells, SMED and 5S in targeted areas within a week or less
Dangers related to Kaizen events are-
They are tactical not strategic
Require experience, knowledgeable and wise facilitators
ADVANTAGES
It focuses on all resources towards a narrow and specific objective
It forces solutions for problems
Results are generally significant, clear and quick
Generates enthusiasm and satisfaction
Typical Kaizen timeframe for work cells
STAGES OF BLITZ IMPLEMENTATION
At the beginning of lean implementation to shift paradigms and quickly
demonstrate results
When an experienced practitioner identifies a simple, independent family of
products and processes that fit the slogans
When the event is part of a well thought out manufacturing strategy
DANGERS IN BLITZ
Insufficient time for deep learning of principles, tradeoffs and design methodology
It doesn't allow time to develop important corollary elements of lean
manufacturing
It can often result in an island of productivity within a factory that, overall, is a
mess
CASE STUDIES 1. Kaizen events for Industrial heaters BACKGROUNDThe firm manufactures two types of many electric heaters which go into dishwashers, hot tubs and other consumer and industrial appliances, each differ in wattage and voltage, physical and dimensional features
Initially the plant was arranged in a functional layout which required each order to travel 60 departments which had the following issues
Normal lead time-60 daysExpedited orders required 15 days Complex schedulingGenerally ineffective
PREPARATIONProduct and process complexity required considerable analysis and preparation in advanceThe products were grouped into families with similar characteristics and enough volume to justify a workcellA separate cell prepared ceramic cores and wound them for other cells that used these cores
2. Kaizen- Blitz overdose BACKGROUNDThe company manufactured commercial and home water purifiers, some of which were simple and others complexOver the previous several years, the company had initiated over 150 Kaizen Blitz’Many of the cells and production lines seemed well designed and effectiveThey ignored team development, total quality, set-up reduction and overall layout planning
RESULTSGood productivityHigh inventoriesComplex material flows external to cellsMessy, fragmented storage areasQuality problemsPeople being frustrated with the constant pressure for instantaneous resultsLack of important fundamental changesDiminishing results from each subsequent Blitz
PREPARATIONThe executive who promoted the overuse of Blitz had recently departedA Strategos consultant conducted a 2-day seminar, Facility Design for lean manufacturing.The intent was to rationalize the macro-layoutThe managerial team also began to think through their manufacturing strategyBegan to develop the fundamental skills and knowledge that would eventually lead to a highly successful manufacturing operation
3. When Kaizen replaces Blitzing strategyBACKGROUNDA smaller but well-known aircraft manufacturing company attempted to implement lean manufacturing for their machine shop and subassembly operations, Kaizen- Blitz being their primary approachThings did not go very well in the machining cells. A very low volume and high variety product mix combined with the company’s beliefs brought the following results:RESULTSOne-piece flow with improper equipment utilization resulted into slowest operation cells that reduced effective capacityStraight-through flow precluded many parts from a particular cell, which were simply outsourced
Improper set-up reduction led to less capacity as lot-sizes were reducedCell being tied to subassemblies instead of families led to sub-optimum cells and limited the parts availability to different cellsMultiple fixtures of equipments led to severe quality problemsThe overall result was layoff, higher inventories, unprofitable cost structure, management changes and pressures from corporate masters
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