KaizenSuperfactory Manufacturing Excellence SeriesLean Overview5S & Visual FactoryCellular ManufacturingJidokaKaizenPoka Yoke & Mistake ProofingQuick Changeover & SMEDProduction Preparation Process (3P)Pull Manufacturing & Just In TimeStandard WorkTheory of ConstraintsTotal Productive MaintenanceTraining Within Industry (TWI)Value Streams

Contents

Introduction Backdround and History Components and Implementation -How to Kaizen -The Kaizen Blitz -Roadblocks Knowledge Check

Introduction

Kaizen is a process of continuous incremental improvement.

The “Kaizen blitz” is a five-day continuous improvent activity focused on a very specific process.

Components and Implementation

Selecting Projects Setting Goals The Team and Team Leader Support and Infrastructure The Kaizen Blitz Potential Roadblocks Kaizen Steps -Set the scene -Observe the current process -Develop the future state process - Implement the new process -Report and Analyze

Selecting Kaizen Projects

Desirable criteria for initial projects - Unambiguously measurable -Management enthusiasm -A clear business need - Highly visible process -Fairly easy project -Strong enviroment for follow-up -Simple process -Stable and repeatable process -Allows contribution by all employees – not a technica

exercise -Self-contained process

Support and Infrastructure

Eliminate interruptions for team members -No cell phones -No visitors -Eat together Supplies -Flip charts -White board -Snacks Management -Team members have full support of management - Responsibilities are cove Reed to eliminate interruptions

Kaizen “Blitz” Total focus on a defined process to

create radical improvent in a short period of time

Dramatic improvents in producitivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organization

Typically five days (one week) long

Observe the Current Process

Crucial first step in process improvement Deep understanding of the existing processes a

dependencies Identify all the activities currently involved in

developing a new product Observe the process first hand Flowchart the process Take measurements – time, yield, travel distan Identify value Added (VA), Non – Value Added Requiered

(NVA-R), and Non – Value Added (NVA) Generally creates more questions than answers

Typical Results

40 – 60% reduction of lead time 10 – 15% productivity improvent 10 – 20% reduction in rework Improved comunication between functions an

departments Crearly define customer needs throughout the

value stream Improved customer sastisfaction

Control/Manejo de scrap diario Control/Manejo de producto no-conforme Control/Manejo de producto terminado & WIP Control/Manejo de residuos y materiales peligrosos

Propuestas para Kaizen Blitz

Propuesta para Kaizen Events

Suministro de atados al área de producción Manejo de rebaba y recuperación de aceite

Kaizen Blitzn Format

Dia 1

Entrenamiento

•Entrenamiento

•Clasificacion de metas

•Camintata de desperdicio inicial – Gemba

•Observacion

•Plan de accion para dia 2

Dia 2

Descubrimiento

•Recolectar datos

•Analisis

•Entrenamiento adicional si se require

•Reporte a mandos intermedios si se requiere

Dia 3

Implementación

•Continuacion recolectar datos y analisis

•Definir cambios

•Generar proceso estandard

Dia 4

Comprobación

•Demostrar exito de los resultados

•Ciclo de mejora

•Entrenamiento de los involucrados en el cambio

Dia 5

Reporte

•Reportar resultados

•Recorrer el area

•Realizar lista de los 30 dias

•Programar el seguimiento