TheLeanEnterprise20AllAboutKAIZEN(持续改善).ppt

1、The Lean Enterprise All About Kaizen,Lean Foundations Continuous Improvement Training,Another methodology: Kaizen,Within 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 thro

2、ugh the utilization of many of the lean enterprise principles Kaizens seek small daily improvements resulting in large yearly savings Compared 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 Ka

3、izen however, follows the DMAIC format,Learning Objective,This 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

4、 complex problems at a later date - once momentum is built and the Kaizen process has been understood Some 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 presentati

5、on and located in forms section ),Overview,Kaizen is one of the critical tools within a Continuous Improvement Process (CIP),Mistake Proofing,Set-up Reduction,Visual Management,Cellular Layout,Kanban,TPM,Standardized Operations,Problem,Solving,Kaizen events,VSM,5S,Overview,What is Kaizen ?,(Ky-Zen)

6、“Continual Improvement” Kai = Change Zen = 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

7、 Workdays,25% Improvement,Per Year,DMAIC and PDCA,Identify Waste,Collect Data,Identify Desired Result,Find a Solution,Standardize (ROLL-OUT SOLUTION),Prevent Recurrence Mistake-proof,Evaluate,Implement Solution (PILOT first),Achieve desired result ?,Act,Do,Plan,Check,Did not,achieve,desired,result,F

8、IRST - Standardize, Do, Check, Act (Ensure process is stable) THEN Plan (for more improvement), Do, Check, Act,D,M,A,I,C,What 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 goal Kaizen eve

9、nts are essentially narrow-focused, short-term DMAIC projects. These can ALSO be done as part of any Lean, BB or GB project A Kaizen event is a cycle of improvement How do I do a Kaizen event ? You do a Kaizen the same way as a DMAIC project and using PDCA as your guide,Overview,Cycle of Continual I

10、mprovement,Kaizens follow a continuing cycle of improvement S = Study the change, assure it is stable then, improve again!,Overview,Kaizen concentrates on improving several aspects of the business: Kaizen concentrates on improving several aspects of the business: Safety Quality Speed How?,Value to C

11、ustomer,Waste (Muda) Elimination,Working to Takt Time,TPM,5S,1-piece Flow,Pull System,Benefits of a Kaizen,Teamwork Everyone is able to participate and make improvements No one individual, but a team, make the improvements Communication Improved relations between associates and management Education

12、Improved problem solving The more you teach someone to fish the more than can feed themselves,Awareness Understanding of broad issues and objectives of the organization as a whole Better understanding of Continuous Improvement and the challenges involved with Change Confidence Stronger feelings of s

13、elf-worth Empowerment Increased control over the job and work environment which fosters ownership and commitment to the change process All employees now feel they have a voice in the process!,Benefits of a Kaizen,Planning requires good Project Management,How is a Kaizen Done? (With Good planning!),G

14、roundwork Period: (D-Phase/Plan),The Kaizen Groundwork Period,Determining Areas of Improvement Document current state (performance),Kaizen Preliminary Day,Preliminary Day: (D-Phase/Plan),7W Form,6S Form (Embedded below),Your Company,Kaizen Day 1,Day 1: M-Phase/Do,Kaizen Day 1,Identify and Track Impr

15、ovement Actions,Kaizen Day 1,Prioritize Actions: (Use Project Prioritization Matrix),Kaizen Day 1,Suggestions: Take pictures and document the BEFORE condition (setup) ! You may also list these on a Problem Record Sheet,Kaizen Day 2,Day 2: Analyze Phase/ Check Test/ Pilot/ Verify Solutions,Kaizen Day

16、 3,Day 3: Improve & Control Phase (Act) Complete Final Report-out to Management and Sponsors,Kaizen Best Practices,No rank on team, each person gets one vote (similar to brainstorming techniques) Be creative, practical, and open minded to other ideas (“Think outside-of-the-box” and break Paradigms)

17、Dont blame others and ALL questions are good questions Accomplish as much as you can during the Kaizen Document results with pictures for presentation to show verification HAVE FUN ! (This is the time to work on culture change !),Information to Review at Initial Roll-Out Meeting,Overview of Process

18、Key Factors for Success: Composition of team Team member background Management Commitment Up-front agreement and understanding Employees are the greatest resource - give them the tools, training, & support to do a great job,Information to Review at Initial Meeting,Workshop FundamentalsStakeholder An

19、alysis,Composition of Team Involvement of All People Affected by Changes Support and Commitment of Top Management Upfront Agreement and Understanding of Workshop Requirements,Team Members,Representatives from these areas: Operators from area (2 from each shift) Technical Resources Industrial, Proces

20、s, and Design Engineers Safety Maintenance Management (middle to upper levels) Manufacturing Supervision Optional Representatives from Production Control, Quality, Materials Management, Union,Desired Background of Team Members,Knowledge & Experience of the Process Being Studied Team Player Willing t

21、o Change Positive Mental Attitude Innovative and Creative Able to Think Beyond the Current Way of Doing Things Recognize & Accept that the Workshop May Involve Long Hours,Management Support& Commitment Required,Clear Empowerment to Team Members to Make Change Presence of Top Leadership at Kick-Off &

22、 Wrap-Up Meetings Demonstrate Support by Dropping In at Various Times During the Workshop Expectation of Workshop Outcome Conveyed Clearly to Team. Champion Identified to Support the Process and Deal with Roadblocks Provide Recognition & Feedback,Managerial Responsibilities and Support,Commitment to

23、 Support Action Plans that Deal with Productivity Issues Such as - Cross Classification Multi-Function Operators Manpower Reductions Work Element Changes Standardized Operations Team Empowerment to Use Other Areas as a Resource to Address Issues Impacting Operations with Waste. Support to Implement

24、the Ideas or Action Plans that can be Accomplished During the Workshop Period,Review with Workshop Team Members and Worksite Personnel Prior to Workshop Beginning Commitment to People Displaced Company Expectations Support for Making Change Company and Process Competitive Position Workshop Agenda an

25、d Scope Ongoing Activities Provide Information Regarding Issues Such as Safety, Quality, Productivity, Delivery, Cost Drivers and Schedule Performance,Managerial Responsibilities and Support,Recommendation for Workshop Focus (e.g. Current Problem Area) or Concurrence with Workshop Facilitator Sugges

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

27、tion and Background Reviewing Kaizen Activity Contract and Having all Aspects Completed Prior to Workshop Facilitators Arrival,Managerial Responsibilities and Support,During The Workshop,The Involvement of the Targeted Area Team Members (Operators, Technical Support, Supervision, Maintenance etc.) i

28、s Critical to the Success of the Workshop. Let Them Know how Important Their Input and Support are to you. Top Management Support of Process Must Be Displayed Team Member Reviews are Necessary Before Changes to Targeted Area are Made Establish Target Dates for Follow-Up,Utilize a Kaizen Checklist,Utilize a Kaizen Checklist,Kaizen Workshop - Best Practices,Distribute all printed materials for learners Apply visual controls to model process, use workplace organization Set Target Floor Area Facilitator materials by exit for them to carry out Set up message