6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_20_All_About_KAIZEN(持续改善)

1、The Lean Enterprise All About KaizenLean FoundationsContinuous Improvement TrainingAnother methodology: KaizenWithin the Continuous Improvement tools arena, perhaps none is more critical than Kaizen events. While other lean tools may stand alone, Kaizens seek to change culture and processes through

2、the utilization of many of the lean enterprise principlesKaizens seek small daily improvements resulting in large yearly savingsCompared to a large-scale DMAIC project, Kaizens focus on short-term “blitzes” to make immediate impact and change (change for the better) The process of leading a Kaizen h

3、owever, follows the DMAIC formatLearning ObjectiveThis section seeks to standardize the process of Kaizens in an attempt to provide useful tools allowing first-time facilitators to hit the ground running with a project of their own. One important concept is to start small and tackle the more complex

4、 problems at a later date - once momentum is built and the Kaizen process has been understoodSome of the tools include a Kaizen Schedule, Kaizen Area Improvement Sheet, 7W and 5S forms, Area Action Form, Prioritization Matrix, and a Problem Record Sheet (These are embedded in the presentation and lo

5、cated in forms section )Overview Kaizen is one of the critical tools within a Continuous Improvement Process (CIP) Mistake ProofingSet-up ReductionVisual Management Cellular LayoutKanbanTPMStandardized OperationsProblem SolvingKaizen eventsVSM5SOverview What is Kaizen ?(Ky-Zen)“Continual Improvement

6、”Kai = ChangeZen = Good (for the Better)The Basic Philosophy Is to Involve All Employees in Small, Daily Improvements within their Work Areas.Overview Benefits of Small Daily Improvements can Add Up 20% Improvement(One Time)20%(One Time)1/10 of 1%(Every Day)1/10 x 250 Workdays25% ImprovementPer Year

7、DMAIC and PDCAIdentify WasteCollect DataIdentify Desired ResultFind a SolutionStandardize (ROLL-OUT SOLUTION)Prevent RecurrenceMistake-proofEvaluateImplement Solution (PILOT first)Achieve desired result ? Act Do Plan CheckDid not achieve desired resultFIRST - Standardize, Do, Check, Act (Ensure proc

8、ess is stable)THEN Plan (for more improvement), Do, Check, Act D M A I CWhat is a Kaizen event?A Kaizen event is a planned event (2 - 5 days) of intense improvement activities directed at specific areas of the business toward a larger goalKaizen events are essentially narrow-focused, short-term DMAI

9、C projects. These can ALSO be done as part of any Lean, BB or GB projectA Kaizen event is a cycle of improvementHow do I do a Kaizen event ?You do a Kaizen the same way as a DMAIC project and using PDCA as your guideOverviewCycle of Continual Improvement Kaizens follow a continuing cycle of improvem

10、ent S = Study the change, assure it is stable then, improve again!OverviewKaizen concentrates on improving several aspects of the business:Kaizen concentrates on improving several aspects of the business:SafetyQualitySpeedHow?Value to CustomerWaste (Muda) EliminationWorking to Takt TimeTPM5S1-piece

11、FlowPull SystemBenefits of a KaizenTeamworkEveryone is able to participate and make improvementsNo one individual, but a team, make the improvementsCommunicationImproved relations between associates and managementEducationImproved problem solvingThe more you teach someone to fish the more than can f

12、eed themselvesAwarenessUnderstanding of broad issues and objectives of the organization as a wholeBetter understanding of Continuous Improvement and the challenges involved with ChangeConfidenceStronger feelings of self-worthEmpowermentIncreased control over the job and work environment which foster

13、s ownership and commitment to the change processAll employees now feel they have a voice in the process!Benefits of a Kaizen Planning requires good Project ManagementDefine (Plan)Measure (Do)Analyze (Check)Improve & Control (Act)How is a Kaizen Done? (With Good planning!)Groundwork Period: (D-Phase/

14、Plan) The Kaizen Groundwork PeriodDetermining Areas of ImprovementDocument current state (performance)Kaizen Preliminary DayPreliminary Day: (D-Phase/Plan)7W Form6S Form (Embedded below)Your CompanyKaizen Day 1Day 1: M-Phase/DoKaizen Day 1Identify and Track Improvement ActionsKaizen Day 1Prioritize

15、Actions: (Use Project Prioritization Matrix)High PriorityLow Cost to ImplementWork Methods (Man)Low PriorityHigh Cost to ImplementMachineMethodsMaterialsKaizen Day 1Suggestions:Take pictures and document the BEFORE condition (setup) !You may also list these on a Problem Record SheetKaizen Day 2Day 2

16、: Analyze Phase/ CheckTest/ Pilot/ Verify SolutionsKaizen Day 3Day 3: Improve & Control Phase (Act)Complete Final Report-out to Management and SponsorsKaizen Best PracticesNo rank on team, each person gets one vote (similar to brainstorming techniques)Be creative, practical, and open minded to other

17、 ideas (“Think outside-of-the-box” and break Paradigms)Dont blame others and ALL questions are good questionsAccomplish as much as you can during the KaizenDocument results with pictures for presentation to show verificationHAVE FUN ! (This is the time to work on culture change !)Information to Revi

18、ew at Initial Roll-Out MeetingOverview of ProcessKey Factors for Success:Composition of teamTeam member backgroundManagement CommitmentUp-front agreement and understandingEmployees are the greatest resource -give them the tools, training, & support to do a great jobInformation to Review at Initial M

19、eetingWorkshop FundamentalsStakeholder AnalysisComposition of TeamInvolvement of All People Affected by ChangesSupport and Commitment of Top ManagementUpfront Agreement and Understanding of Workshop RequirementsTeam MembersRepresentatives from these areas:Operators from area (2 from each shift)Techn

20、ical ResourcesIndustrial, Process, and Design EngineersSafetyMaintenanceManagement (middle to upper levels)Manufacturing SupervisionOptional Representatives from Production Control, Quality, Materials Management, UnionDesired Background of Team MembersKnowledge & Experience of the Process Being Stud

21、iedTeam PlayerWilling to ChangePositive Mental AttitudeInnovative and CreativeAble to Think Beyond the Current Way of Doing ThingsRecognize & Accept that the Workshop May Involve Long HoursManagement Support& Commitment RequiredClear Empowerment to Team Members to Make ChangePresence of Top Leadersh

22、ip at Kick-Off & Wrap-Up MeetingsDemonstrate Support by Dropping In at Various Times During the WorkshopExpectation of Workshop Outcome Conveyed Clearly to Team.Champion Identified to Support the Process and Deal with RoadblocksProvide Recognition & FeedbackManagerial Responsibilities and SupportCom

23、mitment to Support Action Plans that Deal with Productivity Issues Such as -Cross ClassificationMulti-Function OperatorsManpower ReductionsWork Element ChangesStandardized OperationsTeam Empowerment to Use Other Areas as a Resource to Address Issues Impacting Operations with Waste.Support to Impleme

24、nt the Ideas or Action Plans that can be Accomplished During the Workshop PeriodReview with Workshop Team Members and Worksite Personnel Prior to Workshop BeginningCommitment to People DisplacedCompany ExpectationsSupport for Making ChangeCompany and Process Competitive PositionWorkshop Agenda and S

25、copeOngoing ActivitiesProvide Information Regarding Issues Such as Safety, Quality, Productivity, Delivery, Cost Drivers and Schedule PerformanceManagerial Responsibilities and SupportRecommendation for Workshop Focus (e.g. Current Problem Area) or Concurrence with Workshop Facilitator SuggestionUnd

26、erstanding that Workshop Facilitators will Push Group to Reach for Solutions to the Opportunities Found, Potentially Impacting Sensitive IssuesProviding the List of Team Members within Sufficient Time for Workshop Facilitators to Review and Adjust if Necessary to Achieve the Desired Composition and

27、BackgroundReviewing Kaizen Activity Contract and Having all Aspects Completed Prior to Workshop Facilitators ArrivalManagerial Responsibilities and SupportDuring The WorkshopThe Involvement of the Targeted Area Team Members (Operators, Technical Support, Supervision, Maintenance etc.) is Critical to

28、 the Success of the Workshop. Let Them Know how Important Their Input and Support are to you.Top Management Support of Process Must Be DisplayedTeam Member Reviews are Necessary Before Changes to Targeted Area are MadeEstablish Target Dates for Follow-UpUtilize a Kaizen ChecklistUtilize a Kaizen ChecklistKaizen Workshop - Best PracticesDistribute all printed materials for learnersApply visual controls to model process, use workplace organizationSet Target Floor Area Facilitator materials by exit for them to car