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KAIZEN eyes for:the identification andelimination of

Waste

Fluctuation

Unreasonable Practices

he never ending

in the 5 Steps to Kaizen5. Kaizen-Layout

4. Kaizen-Equipment

3. Kaizen-Flow & Process

2. Standardization

1. Observation

to become a lean, agile enterprise

KAIZEN UNDAMENTSMFG SOURCE:

Implement the best possible, leancombination of the 3Ms

UTILIZE CONCEPT:focusingon the 3Ss (SSS tip)

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KAIZEN BASIC CONCEPTS

Basic But Important Concepts For Kaizen

Immediate Kaizen Opportunities Motion Kaizen

Material Presentation Kaizen

Material Replenishment Kaizen

Support the Operator

Find Interruptions Cycle Time Interruption

Management

Types of Processes

Internal Process External Process

Types of Scenarios Normal Scenarios

Abnormal Scenarios

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1. OBSERVATION

What is happening on the work area?

Watch, review, and record each step of the process Break down the process and motion into discrete steps

Identify sources of variation in material andinformation flow

Identify all interruptions and their cycle time Identify opportunities for standardization

Maintenance systems

Quality systems

Material systems

Management systems

Cell processes

Information systems

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1. OBSERVATION

After an initial observation:

Make a process vision for each department / area Track progress using a map based on the 5 kaizen steps

Observation Standardization Flow Machine - Layout

Plan - Do - Check - Action Review and plan on weekly basis

Transfer ownership of lean implementation to area managers

Increase overall employee participationin lean implementation

Implement countermeasures

Why Standardization, Why Can not? Each activity, motion, method, or process is performed in the samemanner, every time

It provides predictability and the values for measuring performance

It provides the starting point for Kaizen activity

It is everyones responsibility to perform but managements

responsibility to enforce

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Interruptions must be standardized and

then eliminated, Interruptions aremanagement issues, not operatorsissues Interruptions must be categorized as normal

operating interruptions and extra ordinary

interruptions

Normal interruptions are cyclical and must have

countermeasures developed to ensure thematerial flow continues material replenishment, preventive maintenance, operator

support, work place organization, training, etc

Management must support the operators and prevent

interruptions

2. STANDARDIZATION

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Management must learn how to take advantage of

interruptions based on the interruptions cycle timewhile working to eliminate them Standardization allow predictability, and predictability allows to

take advantage of interruptions

Extra ordinary interruptions must have a standardprocess to deal with them

Extra ordinary interruptions must be normalized and converted into

normal interruptions

2. STANDARDIZATION

%

80/20

INTERRUPTION MANAGEMENT:

ESTABLISH STANDARDS FOR NORMAL SCENARIOSESTABLISH STANDARDS FOR ABNORMAL SCENARIOS

ABNORMAL, BUT NORMAL

ABNORMAL

NORMALIZE ABNORMAL SCENARIOS ONE LEVEL DOWN

%

80/20

%

80/20%

80/20

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Flow & Process Kaizen Improve the material and information

flow on or to the work area

Re-balance and combine various parts of

the baseline process (improveman/machine ratios)

Improve all routes (scrap, audit,maintenance, material, rejects) in order

to support the operator and the process

3.KAIZEN-FLOW& PROCESS

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Equipment / Tooling / Machine KaizenAll improvements should support the

operator

Improve fixture placement and / or fixture

design Improve machine cycle times

Simplify machines and shrink tables / stands

Group but do not combine process steps Standardize and simplify health & safety

protection devices

4. KAIZEN-EQUIPMENT

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(Cell) Layout Kaizen Improve the Man-Machine-Material

ratios through changes to the overall

layout of the cell

Scope can be simple rearrangementor complete cell shape/flow re-

design

5. KAIZEN-LAYOUT

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LEANIMPLEMENTATIOTHROUGHKAIZEN

Implementation MethodN

Focus lean implementation efforts on the FiveKaizen Steps

Utilize standard approach and if necessaryworksheets for the five steps

Create a process layout vision for each workarea (3-6 month period)

Lean activities progress reviews Review and plan weekly lean activity by area

Transfer ownership of lean implementation to areamanagers

Increase overall employee participation in lean

implementation