KMS Presentation

7/27/2019 KMS Presentation

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Version 031

KMS Kaizen Management System

KMS Presentation

www.kaizen.com


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KAIZEN Institute Worldwide

Local KAIZEN OfficesCountries where we operate

Texas Japan

India

Germany

France

Spain

Portugal Italy

Switzerland

Poland

Austria

Czech

Romania

United Kingdom

Bahrain

New Zealand

ChennaiMumbai

Dehli

Thailand

Malaysia

Saudi Arabia

Ghana

Egypt

Mexico

United

States

Slovakia

Hungary

UAE

Kenya

Mauritius

China

Philippines

Indonesia

Brazil

Austral ia

Global Office

Russia

MASAAKI IMAIFounder and

President


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KAIZEN (Original Definition)

Change

for the better

K A I Z E N = Continuous Improvement

Z E N

K A I


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The market determines the price

Manufacturing costsbefore:

today:

Profit

Cost saving

Manufacturing costs Profit

Profits can be maintained only through the management of cost!

Manufacturing costs

Sales price

Market price

Sales price

Profit

The market

determinesthe price!


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Go to Gemba

Check Gembutsu

Search for

Make KAIZEN

The Gemba Principles

When an abnormality occurs

Machine, Material, Failures, Rejects etc.

Muda (waste), Mura (inconsistency),

Muri (physical strain)

Remove root causes


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What is a KMS Model KMS Temple

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Zero Errors

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Missionand

Tar

gets

Flow

Management

Flow

Management

Asset

Management

Asset

Management

Quality

Management

Quality

Management

Service

Management

Service

Management

Change ManagementChange Management

Technicaland

Organizationa

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ActionPillars

Eliminate: MUDA-Losses

Build up a solid basis with:

Values Based on Kaizen Principles


Values Based on Kaizen Princip les Eliminate: MUDA-Waste

Fu

ndamental

Values


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The worldwide Kaizen Management System for sustainable profit and growth

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Zero Errors

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Eliminate: MUDA-Losses


KAIZEN Foundations


KAIZEN Foundations Eliminate: MUDA-Waste

TFMTotal Flow

Management

TFMTotal Flow

Management

TPMTotal ProductiveMaintenance

TPMTotal ProductiveMaintenance

TQMTotal QualityManagement

TQMTotal QualityManagement

TSMTotal ServiceManagement

TSMTotal ServiceManagement

TCM Total Change ManagementTCM Total Change Management


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Examples of KMS Models

TOYOTA

The StanleyProduction System


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KAIZEN Foundations Model

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Zero defects

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Process Focus:Process Focus:Total Systems:Total Systems: Quality First:Quality First: Universal Tools:Universal Tools:

KAIZEN Foundations

Fundamental Values and Paradigms

KAIZEN Foundations


Market In;Market In;

Next Op. is Customer;Next Op. is Customer;

Upstream Management;Upstream Management;

Value Stream Thinking;Value Stream Thinking;

People Development;People Development;

Kaizen Management.Kaizen Management.

Process and Results;Process and Results;

Gemba Gembutsu;Gemba Gembutsu;

7 Mudas.7 Mudas.

SDCA / PDCA;SDCA / PDCA;

5S Habits;5S Habits;

Visual Management.Visual Management.


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KAIZEN Foundations


KAIZEN Foundations


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Zero defects

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

People wil l naturally resist to change;

The power of paradigms;

The process of paradigms change.

Foundations - Resistance to Change and Paradigms

Paradigms


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Foundations - Resistance to Change

Weve always worked that way

At first, we cared, but

Its not my responsibility

No-one told me

I dont have the time

Anyway, it wouldnt change anything

Another gizmo which wont last

There are more important problems

Its not possible here

We already have enough work

Whats in it for me?


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Foundations - Paradigms What do you See?

What do you see?

A young lady or an oldwoman?

It will depend on your

own Paradigms!

The reality is that bothare present.

It is important to Valuedifferent points of view!


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Foundations - The Process of Cultural Change

Process of Business Change(needs to be managed by change agents)

Process of Personal Change

New Ideas,

Accept-

ance

Values,Paradigms,

Trial of New

Behaviour

Way

of

Being

Beliefs,

Habits

Values,Paradigms,

New Ideas,

Accept-

ance

New

Paradigm

Pioneers

New

Paradigm

Sponsors

New

Paradigm

Sponsors

Pilot

ProcessesSystems,

Standards

Culture


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Foundations - The Process of Cultural Change

Gemba Kaizen: Projects, Workshops

and Team Activities.

Changing working conditions leads to

employee behaviour change

Improve Work Areas and

Processes (visible Improvement)

People Start Changing their Behaviour

through belief in new systems and habit of new standards

The Company Culture Changes

When Gemba Kaizen Activities

are introduced motivation

increases and employees enjoy

the practical learning


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Foundations - Total Systems - Overview

Total Systems:Total Systems:

Value Stream Thinking;Value Stream Thinking;

People Development;People Development;

Kaizen Management.Kaizen Management.

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Zero defects

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Functional Organization vs. Value Stream Thinking;

Blaming/Judging vs. Non Blaming/Non Judging;

Training is Enough vs. Kaizen Management System.

KAIZEN Foundations


KAIZEN Foundations



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Foundations - Quality First - Overview

KAIZEN Foundations


KAIZEN Foundations


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Zero defects

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Quality First:Quality First :

Market In;Market In;

Next Op. is Customer;Next Op. is Customer;

Upstream Management;Upstream Management;

Product Out vs. Market In;

Final Customer vs. Next Operation is Customer;

Inspection Management vs. Upstream Management.


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Foundations - Process Focus

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Zero defects

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Process Focus:Process Focus:

Process and Results;Process and Results;

Gemba / Gembutsu;Gemba / Gembutsu;

7 Mudas.7 Mudas.

Results Focus vs. Process and Results;

Theory / Opinion vs. Gemba / Gembutsu;

Point Improvement vs. Flow Improvement.

KAIZEN Foundations


KAIZEN Foundations



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Foundations - Universal Tools

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Zero defects

People

Involvement

Process

Flow

Process

Effectiveness

Lean Support

Systems

QCD QCD

Universal Tools:Universal Tools:

SDCA / PDCA;SDCA / PDCA;

5S Habits;5S Habits;

Visual Management.Visual Management.

No Standards Kaizen vs. Standards Based Kaizen;

No Kaizen Habits vs. Kaizen 5S Habits;

Hidden Information vs. Visual Management.

5S

KAIZEN Foundations


KAIZEN Foundations



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III. Establish Direction & Control

TCM - Total Change Management Model

I. Design an Effective KMS

2. Gemba Kaizen

Workshops

II. Develop Change Capability

1. Develop aKMS Structure

1. Establish a

KMS Audit

3. Value Stream

Projects

2. KMS College(training)

1. Design a

KMS Model

4. Autonomous

Team Activities

2. Policy

Deployment

3. KanriKaizen

3. A3 Performance

Control

4. Advanced

HR Practices

4. PersonalKaizen


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TCM - I. Design an Effective KMS - Overview

Targets:

Clarify the Values, the Mission and the Goals of the KMS;

Build the KMS Temple , a visual management logo full of purpose andmeaning;

Define a clear Action Strategy (master and detailed plans);

Choose and apply the most effective and proven Kaizen tools;

Find a practical way to involve all employees in Gemba activities (top,middle and bottom).

I. Design an Effective KMS

2. Gemba Kaizen

Workshops

3. Value Stream

Projects

1. Design a

KMS Model

4. Autonomous

Team Activities


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TCM - II.0. Develop Change Capability - Overview

Targets:

Develop, define and start the Kaizen Promotion Office Structure;

Define and start the KMS Training Plan;

Develop Supervisors Kaizen capability and habits;

Develop key people in terms of Individual Leadership Capability.

II. Develop Change Capability

1. Develop a

KMS Structure

2. KMS College

(training)

3. Kanri

Kaizen

4. Personal

Kaizen


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TCM - III.0. Establish Direction and Control - Overview

Targets:

Define and implement a System Audit tool;

Deploy the KMS across all company levels and functions;

Check results and make corrections;

Improve the Recruit, Train, Evaluate and Compensate HR practices.

III. Establish Direction & Control

1. Establish a

KMS Audit

2. Policy

Deployment

3. A3 Performance

Control

4. Advanced HR

Practices


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TFM Total Flow Management Model

Strategy

II. Production Flow

4. Smed

2. Borderof Line

1. Layout andLine Design

3. StandardWork

5. Low CostAutomation

III. Internal Logistics Flow

5. Pull Planning

3. Synchronization

(KB/JJ)

1. Supermarkets

2. Mizusumashi

4. Leveling

I. Basic Stabili ty

V. Value Stream Design (VSD)

IV. External LogisticsFlow

2. Milkrun

1. WarehouseDesign

5. Total PullPlanning

4. Outboundand Delivering

3. Inboundand Sourcing


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TPM Total Productive Maintenance Model


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TQM Total Quality Management Model

SITUATION

COMPANY

FOCUS

ACTION

TOOLS

Rework

Replacement

Many DefectsMany Complaints

Defects leave theCompany

LEVEL 0

Operations

Errors

Defects

Defects

Strengthen

Inspection

Eliminate ComplaintsInspection

Defects do notleave theCompany

LEVEL 1

Operations

Errors

Defects

Inspection STDs

Non defective Products

Standards andSDCA

Strengthen

Improvement

Don't Make DefectsImprovement

Decrease defects

LEVEL 2

Operations

Errors

Defects

Inspection STD s


Improvement

Structured ProblemSolving

S.P.C

Auto QualityMatrix II

Strengthen Autonomation

(J idoka)

Prevent Errors FromBecoming Defects

Zero Defects

LEVEL 4

Operations

Errors

Improvement

Processes

Inspection STD s


Q. F. D.

Auto QualityMatrix I

Strengthen Autonomous

Control

Don't Pass Defectsto the Next Process

Defects do notleave theProcess

LEVEL 3

Operations

Errors

Improvement

Defects

Inspection STD s


Processes

Quality Maintenance


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TSM Total Service Management Model

Awareness of wasteSelf

Organization

No errors or omissionsCo-operation

Reduced lead t ime

Paperless officeProcess

Improvement

Visual management

Policy deploymentOptimization

as a Team

Greater flexibility

Less spaceFlexible Working

in Teams

Achievement of

QCDMS targets Best In Class

L1Create a

good

foundation

through

L2Improve through

L3Save

through

L4Lock in

gains by

L5Empower

people

for

L6Control process

to become

6 Levels of Effective Service Management

Create waste freeprocedures

Become a showcase

Eliminate mudaDo 5SSet goalsDevelop roadmap

Standardize:Procedures and forms

Office materialsCommunications

Map material andinformation flow

Do PDCADiscover potential

Implement VisualManagement

Create team boardsPractice PD

Analyze taskApply mobil ity conceptCreate flexible layouts

Process-

mapping

VSM

MUDA

5S

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