©David Devoe ®Lean for 6S.com Welcome€¦ · Module #5 KAIZEN (21 slides) 1:00 60 mins. Module...

©David Devoe ®Lean for 6S.com

©David Devoe [email protected]

WelcomeMAY YOUR FUTURE BE LIT BY THE

KNOWLEDGE OF THE PAST

CHECK AND FIND THE CHANGES OF THE TIMES

Kiichio Toyoda

Non-Stop shuttle change Toyota

Automatic Loom Type-G



8 Hour AGENDA Example

Welcoming 8:00 5 mins.

Today’s Agenda 8:05 5 mins.

The 5P Model Vision (Lean Journey) 8:10 5 mins.

Module #1a/b Introduction to TPS

EMPLOYEE (24 slides) 8:15 45 mins.

STAFF (13 slides) 9:00 45 mins.

Break 10

Module #2 5S (RED TAG) (41 slides) 9:30 75 mins.

Break 10

5S Assimilation (exercise) 10:15 15 mins

Module #3 MUDA (24 slides) 10:45 45 mins.

Module #4 Standardized Work (30 slides) 11:30 60 mins.

Lunch 30

Module #5 KAIZEN (21 slides) 1:00 60 mins.

Module #6 Jidoka (24 slides) 1:45 60 mins.

Break 10

Module #7 Just-In-Time (20 slides) 2:30 60 mins.



Organization(Cont. Improvement Learning)

(Respect, Challenge, and Grow Them)

(Eliminate Waste)

5S(Housekeeping - Workplace Organization - Clean up - Keep cleanliness - Discipline)

Problem Solving

People & Partners

Quality Circles

Kaizen (Incremental Improvement) Process

Philosophy

LEAN TPS 5P MODEL



Module 1: Introduction to the Toyota Production

System (TPS)

Staff Overview



Agenda - Goals

• TPS Terms used in this Module

• Introduce the 14 Toyota Management Principles

• Introduce TPS

• Discuss the TPS Management Philosophies

• Introduce TPS Problem Solving tools



14 Toyota Way PrinciplesSection I ( 1 )

Long-Term ThinkingPrinciple # 1

Base your management decisions on long term philosophy, even at the expense of short-term financial goals

Section II (2 – 8)

The Right Process Will Produce the Right Results

Principle # 2

Create continuous process flow to bring problems to the surface.

Principle # 3

Use “pull” systems to avoid overproduction.



14 Toyota Way Principles

Principle # 4

Level out the workload (Heijunka). (Work like the tortoise, not the hare)

Principle # 5

Build a culture of stopping to fix problems, to get Quality right the first time

Principle # 6

Standardized tasks are the foundation for continuous improvements and employee empowerment.

Principle # 7

Use visual control so no problems are hidden.



14 Toyota Way PrinciplesPrinciple # 8

Use only reliable, thoroughly tested technology that serves your people and processes

Section III ( 9 – 11 )

Add Value to the Organization by Developing Your People and PartnersPrinciple # 9

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others

Principle # 10

Develop exceptional people and teams who follow your company’s philosophy.



14 Toyota Way PrinciplesPrinciple # 11Respect your extended network of partners and suppliersby challenging them and helping them improve.

Section IV (12 – 14 )

Continuously Solving Root Problems DrivesOrganizational LearningPrinciple # 12Go and see for yourself to thoroughly understand the situation(Genchi Genbutsu)

Principle # 13Make decisions slowly by consensus, thoroughly consideringall options; implement decisions rapidly

Principle # 14Become a learning Organization through relentless reflection(Hansei) and continuous improvement (Kaizen)



In the top example, inadequate planning

has resulted in increased time spent

checking and taking corrective action.

Inadequate

Plan

Man-hours

D C AP

Adequate

Plan

Small number of

man- hour

Large number of

man-hour

Benefits of the PDCA Wheel



Theme States purpose of report in general terms

D

Problem Situation• Background

• Standard: what should be happening

• Current Situation: what is happening

• Discrepancy: deviation between standard and

current situation

• Extent: what is the trend of this problem

• Rationale: why should this problem be addressed

Countermeasure(s)• Address root cause

• Short-Term: something to get things going

Long-Term: deal with the root cause and

prevent recurrence of the problem

• Why recommended

Target(s)What you want to accomplish within a certain time

frame: (Do What, To What, By When & How Much)

Implementation (Gantt Chart)

• WHAT actions need to be done to put the

countermeasure(s) in place

• WHO will take that action

• WHEN will the action be taken

Cause AnalysisInvestigating the problem based on confirmed facts

all the way to the root cause.

•Potential causes

•How checked & results (FTA, 5-Why, Fishbone, etc.)

•Identify actual root cause(s)

Follow-Up• What needs to be checked

• When does it need to be checked.

• What recommendations do you have now

that countermeasures are in place.

• Include a line graph showing your progress

toward the goal.

P

P

P

PC

A

PDCA Report Format

D



A TPS learning organization has three key elements:

1. Identify Root Causes and Develop Countermeasures.

2. Use Hansei: Responsibility, Self-Reflection, and Organizational

Learning.

3. Utilize Policy Deployment (Hoshin Kanri). This is Toyota’s process of

cascading objectives from the top of the company down to the

work group level.

Become a Learning Organization



Mistakes are inevitable in any job. However, the difference lies in whether a mistake is dismissed as only a mistake or if measures are taken to continuously prevent recurrence.

It may be no exaggeration to say that organizations, which do not carry out real Recurrence Prevention cannot hope to improve continuously and efficiently.

TPS Proverb



Proactive prevention earns the trust of customers and reduces cost. It also promotes self-development in an associate’s ability to consider and to think ahead.

TPS Summary



Module 1: Introduction to the Toyota Production

System (TPS)

Employee Overview



Agenda - Goals

• TPS Terms

• A little TPS History

• What is TPS?

• TPS problem Solving Tools

• TPS Management Philosophies

• Cost reduction

• Basic Elements of TPS

• Leaders Roles



Genchi Genbutsu: “Go and see”

Heijunka: The act of leveling the variety

and/or volume of items produced

at a process over a period of time.

Jidoka: Automatic stop when the system

detects error or unusual situation.

Just-in-Time: Everything arrives with Necessary

Goods, Necessary QTY and

Necessary Time

Toyota Terms



Toyota TermsValue: (In the TPS world ) Value is an item or feature for which a customer is

willing to pay

Kanban: Is the Japanese word for “card”, “ticket” or “sign” and is a tool for managing the flow and production of materials in a Toyota-style “pull” production system

Nemawashi: In Japanese company culture is an informal process of quietly laying the foundation for some proposed change or project by talking to the people concerned, gathering support and feedback and so forth.

GEMBA: Is a Japanese word meaning real place (workplace),

where the real action takes place.



HistorySakichi Toyoda

Introduced the concept of Jidoka in 1902

Kiichiro ToyodaSet target to catch America in 1945Marked the start of present TPSLaid the foundation for Just-In-Time in 1930

Taiichi OhnoDiscovered the Kanban System in 1956The Toyota Production System gained global attention in 1973



What is TPS?

By eliminating waste (Muda), quality is improved, production/service time is reduced, and cost is reduced. TPS Tools include constant process analysis (Kaizen), “pull” production (by means of Kanban) and mistake-proofing (poka-yoke). Lean as a management philosophy, is also very focused on creating a better workplace through the Toyota principle of “respect for humanity.”



TPS Problem Solving

Before attempting to solve problems, you must understand what the true root cause is.

You must go and see for yourself at actual site of the problem to understand Genchi Genbutsu.

This is a key Toyota philosophy.



Viewpoints for Hands-on Observation - Genchi Genbutsu

• Compare (line up) actual items

• Look with five or even six senses (eyes/ears/nose/skin/feeling and others）

• See the movement in slow speed

(use of high-speed camera, etc.）

• Enlarge the object

• Disassemble, cut in section, or destroy the object

• See the work site when the line is stopped

• Carry out the operation by yourself

“GO

SEE”



TPS Problem Solving Tool

Continuous improvement relies on applying a cyclical methodology of problem solving:

– Plan

– Do

– Check

– Action

Plan

DoCheck

Action

PDCA Wheel



A 5 Why example Level of Problem Corresponding Level of

Countermeasure

There is a puddle of oil on the shop floor.

Clean up the oil.

Because the Hydraulic Lift Ram is leaking oil.

Fix the Lift Ram.

Because the O-ring blew out of the Ram Seal

Replace the Seal

Because the Supplier made

the seals from cheaper material

Change Seal material specifications

Because Supplier could reduce price on the new Seal

Change purchasing policies

Because the purchasing

agent gets evaluated on short-term cost savings

Change the evaluation policy for purchasing agents.

?

?

?

?

?



Fault Tree Analysis OHG Example

Robot Down

Warehouse

signal late

Out of Wire

Maintenance

No Cart

Late

Waiting Paint

Part Change

Full at Paint

late Signal

Mat’l

Handler

busy

Scheduled

Paint

Line

stoppe

d

Paint

Tacky

Equipment Breakage

System Error

Operator error

Materials Error

OHG not at Install at right time

What IfWhy

5W1H



Toyota Production SystemThe basic purpose of TPS is to achieve continuous gains in efficiency

Features of TPS:

TPS is continuously evolving

TPS is a system for the absolute elimination of waste

TPS is about shortening the time it takes to convert customer orders into stone deliveries

TPS is a flow process

TPS identifies problems where they occur

TPS is a philosophical framework for managing Operations



TPS Management Philosophies

Toyota’s core competency is the TPS managerial philosophy

Securing profits is essential for survival and fulfilling social missions

Cost reductions are required to increase profits

Customers set the selling price



TPS Cost Reduce

Cost + Profit = Selling Price

Profit Selling price

Cost

Profit = Selling Price - Cost

Selling price

(1) Traditional View (2) TPS View

Cost

Profit




When production and business Process Flow, Improvements will yield Cost advantages over competitors, assuming the same base costs for design, equipment, and materials.

Rawmaterialpurchase

Laborexpense Parts

purchase

Energy

Others

Cost in commonbetween companies

Cost caused bydifferences inproduction method



THREE BASIC ELEMENTS OF TPS

TAKT TIME

STANDARDIZED WORK SEQUENCE

STANDARDIZED WORK-IN-PROCESS



TAKT

FormulaTakt Time = Customer Demand / Available Work

Time per Period

Cycle Time

Actual amount of Time (stopwatch)



Takt Time

Exercise calculating Takt time:

Available work time = 1000 minutes

Number of units = 100 units

1000 min / 100 units = 10 minute Takt

TAKT TIME is a Mathematical

Equation



TAKT time

645 min / 324 units = 1.99 min. or 2 min Takt

EX. Hours of Operation:– 6:00 a.m. – 5:30 p.m. = 11.5 hours or 690 minutes– Customer Demand example 324 units

EX.

Available Time:– 6:00 a.m. – 5:30 p.m. = 11.5 hours or 690 minutes– Morning (stand up) meeting = 10 minutes– Lunch = 30 minutes– 5S = 5 minutes

Total = 45

690 - 45 = 645 available time

690 min / 324 units = 2.16 min. or 2 min 10 sec. Takt



Standardized Work Sequence

The Toyota Production System organizes all jobs around human motion, attempting to create an efficient production sequence without any “Muda” (waste). Work organized in such a way is called Standardized Work (SW).

Working sequence refers to the sequence of operations in a single process which leads a worker to produce quality goods efficiently and in a manner which reduces overburden and minimizes the threat of injury.



Standardized Work-In-Process

This is the minimum quantity of parts/material always on

hand for processing on and between sub-processes. It

allows the worker to do his/her job continuously in a set

sequence of sub-processes, repeating the same operation

over and over in the same manner



The Role of the TL

• Responsible for the Quality provided to the next process

• Review and Correct the standard

• Over view of daily activities

• Responsible for Safety and Health issues

• Promote Teamwork

• Advisor for Quality Circles



The Role of the ATL

• Responsible for all building Quality

• Prepare and revise the standards

• Correct worker and problems causing daily delays

• Instruct in Safe working methods

• Training

• Leadership



10 Minute

Break



Standard Work

Jidoka•Built-in quality

•Poka yoke

•5 Why

•Harmony of

man & machine

Operational Excellence

•Quality, Cost, & Delivery

• Empowered employees

• Customer focused culture

Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen

Heijunka•Averaged daily volume & mix

•Smooth production schedule

5S

Visual Controls

Seiso

The House Toyota BuiltModule: 5S

5S

Seiri Seiton Seiketsu

Seiso



Objectives

• Provide an overview of 5S philosophy

• Explain the purpose and application of each of the 5 steps

• Explain the tools and procedures for managing 5S

• Define the roles and responsibilities



Overview of 5s

• What is 5s?

• What are the 5 elements of 5s?

• Why implement 5s?

• What are the benefits of 5s?



What is 5s?

• 5S is a key lean tool for waste removal

• A process for creating and maintaining

an organized, clean, and high

performance work place

• Reduces waste of motion

• Serves as a foundation for continuous

improvement activities



Elements of 5s

• Sort – Housekeeping (Seiri)

• Set in Order - Workplace Organization (Seiton)

• Shine – Cleanup (Seiso)

• Standardize - Keep Cleanliness (Seiketsu)

• Sustain - Discipline (Shitsuke)



Why Implement 5s?

• Eliminate wastes that result from uncontrolled processes

• Gain control on equip., material, and inventory• Standardize improvements for maintenance• Improve delivery consistency• Improve quality• Improve safety• Improve reliability



Benefits of 5SEmployee

• Reduces clutter

• Reduces the time it takes to look for tools and equipment - “A place for everything and everything in its place”

• Improves how the operation appears to customers –always be “tour ready”

• Creates pride in the workplace

• Creates a safer work environment



Benefits of 5S

WorkPlace OrganizationA safe, clean, neat, arrangement of the workplace

which provides a specific location for everything

and eliminates anything not required.



Company

• Provides the company with a foundation for higher quality

• Reduces costs

• Provides greater customer satisfaction

Benefits of 5S



Sort – Step One

• Separating items into categories

• those that are necessary to do the job

• those that are not

• Unnecessary items are removed from the work area



Sorting Items for Removal

• Ask three questions about each item:

– Is it needed within one week, one month,

etc?

– In what quantity?

– Where should it be located?



Red Tag Process

• Red tags will be used to identify the items to be removed.

• Identify items to be red tagged

• Machines & equipment

• Tools

• Inventory

• Shelves, cabinets, files, desks



Red Tag Identification

• Attach tags

• Enter item to be removed into the Red Tag log– Explain why it is being removed

– Where the product should go next• Back to stock

• Removal from area

– Documentation required – Asset disposal



Set in Order – Step Two

• Properly arranging and aligning tools and materials

that are determined to be necessary to do the job.

• If necessary tools, are disorderly and/or not

conveniently located for ease of use, it will add

unnecessary work movements.

• Sorting helps to build in quality.



Set in Order - Organization

Make it obvious where things belong

• Everything has a useable place

• Every item must be visible, reachable,

available when needed

• Locate tools, and inventory, squares etc.

• Clear, shiny work areas

• Everything should be labeled or color

coded



Elements of Set in Order

• Set in Order and Standardization– Standardize the processes and guidelines for the company to

follow when doing this step

• Visual Controls– Devices or methods which show, at a glance, how work

should be done and/or where items should be placed (painting lines on floor, shadow boxes, pictures, etc)

• Principles of Deciding Locations– Get rid of unnecessary motion: “motion improvement.”

– Get rid of whole operations: “radical improvement.”



Strategies for Set in Order

• Signboard Strategy

• Painting Strategy

• “After” 5S map

• Color-coding Strategy

• Outlining Strategy



Before Picture – Second Floor

BEFORE



Before Picture – Second Floor

AFTER



Shine – Step Three

• Machinery and equipment dirtied by

shavings ,burrs, grease, etc. is not

only unsafe but causes mechanical

breakdowns.

• Cleaning is important to maintaining a

smooth operating process.



Shine

• Clean everything, inside and out

• Prevent dirt and contamination from reoccurring

• Results in

– Fewer breakdowns

– Greater safety

– Product quality

– More satisfying work environment



Shine Means Inspection

• When you clean an area, you also do some

inspection of machinery, equipment, and working

conditions.

• Including inspection with shine procedures turns

“cleaning” into “cleaning/inspection.”



Shine Guidelines– Clean areas where red tagged items were removed– Remove dirt, oil, scraps, and garbage– Clean on a daily basis– Audit the cleaning process– Improve equipment maintenance– Clean aisles, walkways, floors, machines, desks– Assign cleaning responsibilities– Cleaning checklists– Cleaning is a team effort– Correct root cause of uncleaned items



Standardize – Step Four

• Establish guidelines for maintaining Sort, Set in Order, and Shine.

• Standardize methods to ensure the improvements become a way of life.

• Create or revise check sheets and operator instructions.

• Scan the work place.



Standardizing Control• Maintaining and controlling continual improvement

achievements• Ensuring that systematic organization, sorting, and

scrubbing clean are synchronized– Why, Who, What, When, Where, How, How much– Plan, allocate, act, verify– Step 1: Planning

• Who does what and when

– Step 2: Allocation• Assign resources to tasks

– Step 3: Act• Perform tasks and integrate into daily operations

– Step 4: Verify• Ensure effectiveness



Sustain – Step Five• Ongoing improvement of the 5s

system. Key points to maintain discipline of the 5s system.

– 1. Each new employee is trained in 5s

– 2. 5s begins immediately on new equipment

– 3. Standards change to continually

challenge the employee, department,

and the company



Sustain

• Ongoing renewal and improvement.

• Teams build on earlier accomplishments.

• Employees make a habit of using correct

procedures.

• Organization creates disciplines to sustain

improvements. For example:

– Audits

– Recognition

– Accountability



Sustaining 5s

• Remember :

- 5S is a requirement not only if you have time.

- It is a necessary portion of our processes.



Sort

Set In Order

Shine

Standardize

Sustain



5S Tools and Procedures

• 5s

– Red Tag process

• Asset Disposal process

– 5s Standards

– 5s Score Card



WORK STATION 5S CHECK LIST

• No unneeded items in work area

• All needed items have been visibly identified

• All tools & fixtures are neatly organized at shift end.

• Parts modules, carts stored neatly & in proper location

• Machines, fixtures & railings are wiped clean

• No personal belongings visible in work area

• Computer terminals& stations wiped clean

• All work station floor space is swept

• 5S housekeeping stations contain all

necessary items



#

5=Excellent 0=Poor Score

1 There are no unneeded items in the work area2 Appropriate locations for needed items have been visibly identified.3 All hand tools are neatly organized in appropriate location.4 Work in process is stored properly in appropriate areas.5 Floor stock is stored in proper containers & located in appropriate areas.6 Parts modules, carts stored neatly & safely in proper location.7 There are no personal belongings visible in the work stations.8 Machines, fixtures & railings are wiped clean of excessive grease, oil, dust etc.9 Machine controls are clearly labeled and up to date10 The paint finish on carts, cabinets, racks, work benches etc. is in good, presentable condition.11 Computer terminals & station wiped clean, with keyboard covers in place and not damaged.12 Areas Clean & organized under benches and shelving.13 All bench tops are clean & organized.14 All work station floor space is swept clean including under benches.15 5S housekeeping stations contain all necessary items.16 Information regarding employee 5S responsibilities & check lists is posted in area17 Safety and fire equipment clean and unobstructed and accessible18 Aisles clear and not being used for WIP

19 Counter measure plan in place for correction of low scores

20 Only paper documents required to do the job are visible.

0

Improvement Comments

5 S Evaluation & Scoring Criteria

5S Standards



5S HOUSEKEEPING AUDIT SUMMARY

NO. TRACTOR & ATTACHMENT AREA 13-Mar 3-May 28-Jun 13-Sep 8-Nov

1 Tractor Final #1 84 99 100 89 96

2 Tractor Final #2 82 96 97 89 94

3 Tractor Final #3 80 98 93 89 96

4 Tractor Final #4 85 98 95 87 97

5 Attachment Robot 82 92 95 85 98

6 Tractor Tack 86 93 99 95 98

7 Tractor Robot 78 93 97 93 97

8 Door Weld 84 81 94 95 98

9 Rear DR Sub Weld -- -- 95 84 99

AREA AVERAGE SCORE 82.6 93.8 96.1 89.6 97.0

TARGET = 90%



PLAN FOR CORRECTION OF LOW SCORES

• Any problem items that can be resolved during audit must be fixed right then and there by the Foreman/employee.

• All problems highlighted by the audit that cannot be resolved by the Foreman must be forwarded to the necessary departments so that the problems can be addressed in a timely manner.

• Foreman responsible to ensure that operators in all work stations have the necessary tools and equipment to do the job and that everything is located in it’s proper location at the end of each shift and that the system is being followed.

• Operator responsible to ensure that all parts and cartsare in their proper position at the station and within thesquares provided.



Roles of Employees

• Task completion of 5s activities

• Sustaining 5s standards

• Generating ideas for improving their work areas related to 5s



Roles of Supervisor

• Accountable for 5s deployment in their areas

• Provide guidance and direction

• Reporting

• Holding Employees accountable



Roles of 5s TPS Department & Area Support teams

• Provides technical guidance

• Prepare project plan

• Manage implementation plan

• Coordinates 5s activities

• Provides 5s training

• Provide guidance and support to areas

• 5s process experts

• Red Tag process



Management

• 5s Communications

• Strategy

• Visibility

• Hold all other groups accountable

• Develop & Educate Employees on Policies



Summary: Elements of 5s

• Sort – Housekeeping

• Set in Order - Workplace Organization

• Shine – Cleanup

• Standardize - Keep Cleanliness

• Sustain - Discipline



10 Minute

Break



Welcome“A man who dares to WASTE

one hour of time has not

discovered the value of life”.

Charles Darwin



Module 2: DISCOVERING MUDA

The First Step To Raising Efficiency

TPS



Agenda - Goals


• Quick review of the TPS Management Philosophy regarding Muda.

• Introduction to the types of Waste.

• Introduction to the types of Muda.



Toyota Terms

Non-Value (waste): Any activity that does not add market form or

function or is not necessary.

Value Added: Any activity that increases the market form or

function of the

product or service.



The 3 Wastes

Muda: Waste of Non-value Added

Mura: Waste of Unevenness

Muri: Waste of overburdening people or equipment


©David Devoe [email protected]*value is defined by the customer*

Waste is “anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add *value to the product.”

— Shoichiro ToyodaPresident, Toyota

WASTE ?



Lean Thinking = Eliminating Waste

Typically 95% of all lead time is non-value-added!

•Non-Value Added

▪ Defects

▪ Overproduction

▪ Waiting

▪ Non or Underutilized People

▪ Transportation

▪ Inventory (Excess)

▪ Motion (Excess)

▪ Extra Processing

Value Added

Eliminating/Reducing

“Non-Value Added” (Waste)Maximizing

”Value Added”




Reducing waste is essential in the TPS system

Reducing waste in manufacturing and business processes means eliminating anything that serves only to increase the cost of doing business.



Muda Exists Everywhere

A. Muda: any unnecessary motion in operation

B. Incidental Work: non-value adding, but necessary under present work condition

C. Net Work Achieved: value-adding operations

Muda

Operator’s

Motions

[A]

[B]

[C]Net work

Non Value-Adding Work

Work

5W2H



Objective: To demonstrate the difference between Value Added work

and Incidental Work

Tool: A Torque wrench is used to secure lug nuts on the front wheel of a Rock Truck.

Procedure: a. Hoist tire into position.

b. Align tire onto hub

c. Push tire onto the studs

d. Pick correct size/quantity nuts from bin on workbench

e. Apply anti seize to bolts

f. Start nuts onto lugs (finger tight)

g. Apply Torque to Nuts

EXAMPLE

http://www.bigstockphoto.com/photo/view/39407




EXAMPLE Objective: To demonstrate the difference between Value Added work

and Incidental Work

Tool: A Torque wrench is used to secure lug nuts on the front wheel of a Rock Truck.

Procedure:

e. Apply anti-seize to nuts

f. Start nuts in truck (finger tight)

g. Apply Torque to Bolts





The 8 Wastes

Scrap / ReworkInventory

OVER PRODUCTION

Motion

Under Utilized People

Waiting(Manpower, Material, Machine)

Transportation

Processing

LEAN



Muda of Overproduction

• Too Much - Too Soon

• Excess inventory

• Extra material handling equipment

• Extra manpower

• Interest money

• Space



Muda of Motion

• Movement of hands, feet, and eyes are all considered in Muda of motion.

• Very small improvements provide significant benefits.



Example: Muda of Motion



Example: Muda of Motion



Muda of Waiting

• Waiting on a machine (scale) to complete a cycle

• Waiting on materials from preceding process (Quarry)



Muda of Conveyance

• Transporting further than necessary or temporarily locating, re-stacking, and moving parts is considered MUDA.



Muda of Processing

• Muda in Processing is found when a conveyor, screen, or machine is not operating at peak efficiency. Delays in the function of a process is considered waste.



Muda of Repair

• Repair or Rework of defective parts

• Equipment

– Machines

– Tools

– Facilities



Muda of Inventory

• Excess Work in Progress (WIP)

– In Process

– In between Processes

• Excess Purchased Parts



Muda of Under Utilized People

TPS

TOOL BOX

LEAN

• Not learning from each other; not

sharing “Best Practices”

• Not asking for ideas

• Not enough cross-training

• Lack of involvement/participation

by team members

• Not knowing potential,

skills & talents that

others have.



Understanding the Root Causes of Waste

The Simple Toyota approach:

1. Go and see

2. Analyze the situation

3. Use one piece flow and problem alerts

(Andon) to surface the problems

4. Ask “Why” 5 times”

5. Implement Counter measures



Review

• What are the three types of waste?

• Name three types of Muda.

• What action(s) can you take in your department to identify Muda?



10 Minute Break



If everyone is moving forward together, then success takes

care of itself.

WelcomeHenry Ford

Coming together is a beginning;

keeping together is progress;

working together is success.

Thinking is the hardest work there is, which is probably the reason

why so few engage in it.

You can't build a reputation on

what you are going to do.

Any colour

- so long as it's

black.

Don’t find FAULT, find a remedy

Even a mistake may turn out to be the one thing

necessary to a worthwhile achievement.



Standard Work

Jidoka•Built-in quality

•Poka yoke

•5 Why

•Harmony of

man & machine

Operational Excellence

• Best Cost, Quality, Delivery

• Empowered employees

• Customer focused culture

Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen

Heijunka•Averaged daily volume & mix

•Smooth production schedule

5S

Visual Controls

Kanban

3PSMED

TPM

The House Toyota Built

Module 4: KAIZEN

Kaizen



Agenda - Goals


• Kaizen Meaning

• Introduce goal of Kaizen

• Discuss purpose of Kaizen

• Discuss elements of Kaizen

programs



Kaizen: Japanese for “change for the better” or

“improvement” the English translation is

“continuous improvement” or “continual

improvement”

Improvement: As a part of a successful Kaizen strategy,

"improvement" goes beyond the dictionary

definition of the word.

Toyota Terms



Kaizen Meaning

Kaizen is a daily activity whose purpose goes beyond

improvement. It is also a process that when done

correctly Humanizes the worplace, eliminates hard work

(both mental and physical), teaches people how to do

rapid experiments using the scientific method, and how

to learn to see and eliminate waste in business

p r o c e s s e s .

The only way to truly understand the intent meaning and

power of Kaizen is through direct participation

many, many times



Kaizen

• The goal of Kaizen is incremental

Improvement activities.

• Activities focus on:

• Improving quality

• Refining process

• Eliminating waste



Purpose of Kaizen

• Eliminate waste

• Involve employees in problem solving

• Apply immediate action to address small

improvement opportunities



Elements of Kaizen

• Types of Kaizen

– Process improvements

– Equipment improvements

• Key Principles for improvements:

– Elimination

– Combination

– Rearrangement

– Simplification



Can we

-stop it ?

-eliminate it?

etc.

Make the purpose

of the operation

clear.

Can we

-gather them?

-join them?

-do at the same

time? etc.

-Replace the order

-Change the

methods

-Exchange

-Reverse

-Change process

sequence etc.

Try to change the

methods.

4 Principals of Kaizen

Eliminate Combine Rearrange Simplify

Please apply these principles and practice KAIZEN.

-Reduction

-Easy to see

-Use tools

-Easy to take out and

put in etc.

Jobs can be

performed without

much thought, staring

and skill.



Eliminate Combine

Rearrange

Simplify

Conveyor Guide

Wrench

Joint 2 different

sizes of wrench

Hose Brush

Glue

Brush

Use both

hands

CrampBolt tightening

PressStopperJig

Felt pen

Omit an operation

Omit holding

It doesn’t

need skill or

knack.

Joint

Examples of Kaizen



Forcing Work vs. Raising Efficiency through Kaizen



Action Based on Kaizen Needs

• Know the problem through firsthand observation – “Go See” for yourself

• Define the Kaizen purpose or goal

• Set a proper target for the

improvement



Setting Kaizen Goals / Targets

Challenge what you must do – rather

than what you can do

If a repair will take time

Do Kaizen for a quick repair

Do Kaizen for no defects



Involving Others

• Involve actual operators in Kaizen

• Operators have better hands-on

knowledge



Root Cause Analysis

Ask “Why” 5 times or perform

Fault Tree Analysis to get to the root cause before trying to solve the problem or make improvements



Take Immediate Action

• Make a quick Kaizen instead of a slow

ingenious improvement

• Just do it – even if you’re not sure it’s the

best change



MUDA Kaizen before Equipment Kaizen

• Equipment Kaizen costs money

• Always do Process Kaizen before

Equipment Kaizen

• Performing Equipment Kaizen after

Process Kaizen is more

economical



When a countermeasure is decided, always

check and considerations before

Implementing

Before Implementation of Kaizen



What is a Kaizen Improvement Event?

• A cross functional group of people who study a process, identify all possible types of waste, then make changes to eliminate as much waste as possible.

• It is the engine that powers radical change and Continuous Incremental Improvement.

Jishuken



What is Jishuken?

>I or Me,

>Myself

Ji Shu

Ken

自主研

>Self Motivated,

>Take Ownership,

>Autonomously

Toyota Production System Jishu Kenkyuu Kai

of

Jishuken

>Study & Learn

>Research & Develop

>Enhance knowledge and

skill

TPS

Direct

Translation



Project Charter – (Jishuken Event)

Project Charter Defines:

• Purpose

• Scope

• Business objectives for Teams

Project Charter Includes:

• Theme Leader

• Host Support (P I C (person-in-charge)

• Team members

• Project Summary

• Financials (KPIs)

• VSM (I & F Charts)

…



SAMPLE – Charter

• Reduce Product Cost (Internal)

• Shorten Product Lead Times (VSM)

• Reduced Wait/Down Time (Flow)

• Reduce Defects, Scrap, & Rework (Waste)

• Improve Operational Equipment Efficiency (OEE)



Total Productive Maintenance

TPM is a maintenance philosophy

designed to integrate equipment

maintenance into the manufacturing

process.




The goal of any TPM program is to eliminate

losses tied to equipment maintenance or, in

other words, keep equipment producing only

good product, as fast as possible with no

unplanned downtime.



▪ Shorter lead time

▪ Less material waste

▪ Fewer defects

▪ Higher productivity

▪ Greater flexibility

Benefits of Quick Changeover SMED



TPM’s Two Major Principles:

Eliminate Equipment Related Waste

Share Responsibility for Equipment

Reliability




Downtime Losses

– Equipment breakdowns

– Setup and adjustment

Speed Losses

- Idling and minor stoppages

- Reduced operating speed

Defect Losses

- Process defects

- Reduced yield

Equipment Related Waste



• Operator training

• Equipment improvement

• Preventive maintenance

• Predictive maintenance

• Major repairs/rebuilds

• Record keeping

• Cleaning

• Lubrication

• Inspection

• Adjustment

• Minor repairs

• Record keeping

Maintenance Operators

Maintenance Task Responsibility Matrix

Establish Shared Responsibility

Make it easy!



QC Circle

A Quality Control circle is a small group of workers (6-

10 persons) from the same work unit who meet

regularly to identify, select and analyst work-related

problems. The group then put forwards suggested

solutions to the Management for consideration and

decision.

Subsequently, they implement the decisions of the

Management..




TPS Training ModulesMod Intro to TPS

(Employee & Salary)

Mod 1 5S / 5S Red Tag

Mod 2 Muda (8 Wastes)

Mod 3 Standardized Work

Mod 4 Kaizen

(Continuous Improvement)

Mod 5 Jidoka

Mod 6 Just-In-Time

Mod 7 TPS Applications

Mod 8 Nut & Bolt TPS

Assimilation Exercise

TPS Training

Schedules

Day & Aft.

Shift

TPS Training Pie Chart

showing percentage of

Employees Trained

2006 = 268

2007 = 156

TOTAL= 424

Master

Schedule

Management

Committee

training

dates

Toyota Production System Basic Training Activities 2006/2007



Questions ?THANK YOU

Date post:	19-Aug-2020
Category:	Documents
Upload:	others
View:	3 times
Download:	0 times

©David Devoe ®Lean for 6S.com Welcome€¦ · Module #5 KAIZEN (21 slides) 1:00 60 mins. Module...

Documents