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7/28/2019 5 Steps Kaizen
1/10
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
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