Kaizen_introduction

1、Kaizen 201004 SPS SMED Wutao 2 Learning Objectives What is Kaizen Why Kaizen When to Kaizen How to Kaizen Kaizen principles Kaizen in SELV SPS SMED Wutao 3 What Is Kaizen? Kaizen is the focused application of lean tools to rapidly reduce “muda” (waste) to improve cost, quality, delivery, speed, flex

2、ibility and responsiveness to internal and external customer needs. Kaizen focuses on incremental change and is the continuous improvement vehicle utilized by the Toyota Production System Kaizen is a vehicle for driving quick hit value by implementing “do-now” solutions through employee involvement

3、(process x acceptance = results) Kaizen assembles cross-functional teams in a focused, 3-5 day dedicated event to reduce waste and attain sustained results SPS SMED Wutao 4 The KAIZEN method is a Japanese concept. KAIZEN is a combination of two words: KAI: change ZEN: good (for the better) These two

4、 pictograms together make up the word Kaizen, which can be translated as “continuous improvement”. The Kaizen method is applicable in everyday life, both at work and in the home, on a production line or in an office, etc. Definition SPS SMED Wutao 5 Less Labor Requirements Less Space Requirements In

5、creased Flexibility Decreased Costs Improved Quality Improved Responsiveness Increased Innovation Increased Employee Enthusiasm Benefits & Expectations of Reducing Muda Why Kaizen? “Show me the Muda!” “Muda is Waste” Waste Comes in many forms, described using the “Seven Wastes”: nTransportation (mov

6、ing material/product from one place to another) nInventory (material/product/information waiting to be processed) nMotion (excess movement and/or poor ergonomics) nWaiting (delays caused by shortages, approvals, downtime) nOverproduction (producing more than is needed) nOverprocessing (adding more v

7、alue than the customer is paying for) nDefects/Rework (doing the same job/task more than once) Remembered using the acronym T.I.M.W.O.O.D. Another waste is: People (untapped and/or misused resources) SPS SMED Wutao 6 Project Selection Reduces Number of Projects and Provides Focus选择项目，减少项目数量，提高关注度 Ef

8、fort Economic Value HighLowMed Hig h LowMed Before Project Selection Process Effort Economic Value HighLowMed Hig h LowMed After Project Selection Process Lean Six Sigma Kaizen Projects Best for low complexity projects where known solution(s) can be applied High bias for action and implementation 5

9、day High Speed “Mini” DMAIC Lean Six Sigma Projects Best for complex projects where root cause of problem is not understood Thorough measurement and analysis prior to implementation Typical 1 to 4 month project duration Littles Law SPS SMED Wutao 7 When to Kaizen When the scope and boundaries of a p

10、roblem are clearly defined and understood When results are needed immediately i.e., capacity/throughput constraints, changeover time reduction, acute quality problems, etc. During long-term projects to gain momentum, build credibility, and accelerate process improvement results. As a change agent wh

11、en there is resistance to stimulate change As a project launching tool leading to multiple follow-on projects Always use Kaizen as a continuous improvement tool SPS SMED Wutao 8 Kaizen Approach Kaizen is a vehicle to implement “Quick Hits” A. Pre-Event Prep: Identify and plan narrow scope events Red

12、ucing changeover time for creating/issuing purchase orders Eliminating defects in order entry Reducing cycle time for month-end reporting B. Kaizen Event: Implement do-now quick hit solutions during the Kaizen event C. Follow-up Action Items: Kaizen activity typically ends 20 days following Kaizen K

13、aizen! Timeline (Maximum of 30 Days from Start of Event Prep, Through Event, to Final Follow-up) SPS SMED Wutao 9 n Define the project (Kaizen contract) Pre-define line area with improvement target (23 objectives ) Quality, Poka Yoke Material / WIP, 5S, SIM, Waste(KE), Safety / Ergonomics, Flow Defi

14、ne the project scope Make the project plan Setup the project team n Make a baseline of current situation (Collect KPI data, and root cause breakdown to be aligned with project scope) How to Kaizen (1) SPS SMED Wutao 10 n Opening the Kaizen in short time ( 2 days) Involve operators & relevant support

15、 function to come together Diagnose & Analyze the current situation by one or combination of following: doing the flow by VSM getting operators to write down dysfunctions . Identify the solutions Realize quick improvements and measure the quick win Make short but official presentation to make the te

16、am members feel that what they are doing is recognize n After 2- 4 weeks, check the progress and measure the improvement n Make a Kaizen report on a public Kaizen Board. n Deming wheel for ongoing improvement How to Kaizen (2) SPS SMED Wutao 11 Plan: Management commitment to the performance improvem

17、ent policy, and planning of related objectives Do: Implementation Check: Verification and evaluation of results and progress Act: Maintain performance to constantly improve the process The Deming wheel for ongoing improvement SPS SMED Wutao 12 2 days The decision-makers are absent Hesitation over a

18、decision Saving s 2 to 6 months Disagreement over a solution: discussion Other, more urgent, projects 60% of gains achieved in a very short time Standard method Kaizen event Time Kaizen event for effective action SPS SMED Wutao 13 KAIZEN : Optimal efficiency 1 Individuals progress uncoordinatedly 2

19、Departments progress in different directions 3 Everyone contributes to reaching objectives within a short period of time SPS SMED Wutao 14 The 10 Kaizen principles 1 Discard fixed ideas, reject current practices. 屏弃固有想法和做法 2 Think about how to do it, instead of why it cannot be done. 想怎样做，而不是解释为什么不能做 3 Act immediately on improvement suggestions. 有好的建议就立即行动 4 Do not seek perfection, ach