KAIZEN

An Introduction

Making

KAIZEN

A way of Life

 EVERY DAY,

EVERYONE,

EVERYWHERE,

KAIZEN

KAIZEN is a Japanese word.

Contents

Masaki Imai

The Father of KAIZEN

DEFINITION OF KAIZEN

Carrying out small improvements, in

large numbers, with total employee

involvement, on a continuous basis.

KAIZEN
Kanban Quality improvement Just-in-time Zero defects Small-group activities Cooperative labourmanagement relations Productivity improvement New-product development

Customer orientation TQC (Total Quality Control) Robotics QC circles Suggestion system Automation Discipline in the workplace TPM (total productive maintenance)

What is an Improvement?

Can be distinguished between KAIZEN and Innovation.

KAIZEN small improvements made in the status quo as a result of ongoing efforts.

Innovation a drastic improvement in the status quo as a result of a large investment in new technology and / or equipment.

Japanese Perceptions of Job Functions

Breakdown among Maintenance, KAIZEN and Innovation as perceived by Japanese Management.

Features of KAIZEN and Innovations

KAIZEN Short-term, but dramatic Big steps Intermittent and non-incremental Abrupt and volatile Select few Champions Rugged individualism, individual ideas and efforts Scrap and rebuild Innovation

Effect

Long-term and long-lasting, but not dramatic

Pace

Small steps

Timeframe

Continuous and incremental

Change

Gradual and constant

Involvement

Everybody

Approach

Collectivism, group efforts, systems approach

Mode

Maintenance and improvement

Spark

Conventional know-how and state of the art

Requires little investment but great effort to maintain it

Technological break-throughs, new invention, new theories Requires large investment but little effort to maintain it Technology Results for profits Better suited to a fast-growth economy

People

Practical requirement Effort Orientation Evaluation Criteria

Process and efforts for better results

Advantage

Works well in a slow-growth economy

Drivers for Improvement

For an Individual: Safe working environment Recognition / Promotion Knowledge Enhancement

Ease in work

For an Organization: Meeting Competition Sustained Business Growth Value addition For stakeholder

Customer Delight

Types of Improvements
KAIZEN Improvements

Improvements through Addition

Improvements through Deletion Muda Mura Muri

Machine

Man

Technology

Material

The 3 Viruses

MUDA WASTE

MURA INCONSISTENCY / IMBALANCE

MURI STRAIN

Example on Muda, Mura and Muri

1T 1T 1T 1T 1T 1T

1T

1T

1T

1T

1T

1T

12 Tonne

Example of Muda

1T

1T

Making 6 trips, carrying 2 tons at a time is Muda (waste)

Example of Mura

Mura = Inconsistencies in the system.

Happens sometimes?

Happens in some places.

Happens to some people.

Example of Muri

Muri = Physical Strain.

Bend to work? 1T 1T 1T 1T 1T 1T

Push hard?

Lift weight?

X 2 = MURI

Repeat tiring action?

Wasteful walk?

No Muda, Mura & Muri

3 trips, carrying 4 tons at a time, eliminates Muda, while at the same time not causing any Muri.

TYPES OF MUDA (WASTE)

Overproduction Manufacturing in anticipation; producing faster than before or more than enquired by your customer-internal or external

Waiting Stock-outs, batch processing delays, equipment downtime, capacity bottlenecks

Transportation Carrying WIP to long distances, inefficient transport

Inappropriate processing Unnecessary or over processing

TYPES OF MUDA (WASTE)

Excess Inventory

Unnecessary motions Defects, Scrap, rework, replacement, inspection

Wasted Human Potential Skills, creativity, willingness

MURA (UNEVENNESS)

Unbalanced capacities of Machines

Excess month end sales

Mixing up of experienced and inexperienced people.

MURI (STRAIN)

Running equipment beyond its capacity (E.g. Forklift)

Using low precision equipment for high precision processing.

Working in strained postures.

Increased workload due to non availability of workforce.

Excess month end sales.

SOME QUESTIONS TO GENERATE KAIZEN IDEAS

What are the non-value adding operations?

Can this be reduced?

Can this be done faster, cheaper, safer or in an easier way?

Is there an alternative way to do this?

Can this improvement be applied elsewhere?

KAIZEN Methods

KAIZEN Methods

KAIZEN Steps

Elimination
Remove this sliding door

What is the use of the sliding doors?

Reduce
A fluorescent light bulb was removed.

The number of fluorescent lights was reduced.

KAIZEN by Reduction
Are two bricks needed to stop a car?

Before

KAIZEN by Reduction
One brick is enough to stop a car.

Before After

KAIZEN by Reduction
Side lines of the zebra zone are removed.

Before

After

Change

By watching the ribbon movement, one can recognize that the air conditioner is working.

KAIZEN by Change

Stairways at the railway station should have signs of up and down.

Before

After

KAIZEN by Change

The shape of the hanging strap fits the hand.

Before

After

KAIZEN Steps

Identification of the problem

Brainstorming of potential causes

Why-Why analysis for root cause

Idea Generation / Developing solutions

Implementing best possible solution.

How to Identify if an Improvement is KAIZEN?

Is there a Problem?

Has the Problem been identified and analysed?

Analysis carried out by 5-Why or Fish Bone Diagram or any other analytical process?

Is there a Root Cause of the Problem?

Have you identified a Solution?

Is the Solution exactly opposite the Root Cause?

Is the Solution something which is expected to be done by you, as part of your work?

How to Identify if an Improvement is KAIZEN?

Is the improvement done through deletion, i.e. Deletion of Muda Waste Deletion of Mura Inconsistency or Imbalance Deletion of Muri Strain

Have we followed the methods of KAIZEN? Eliminate Reduce, or Change

What are the benefits?

Is the KAIZEN sustainable?

Is there a Sustenance Plan?

The Five Ws and the One H

1. Who 2. What 3. Where 4. When 5. Why 1. How

Who?

1. Who does it?

2. Who is doing?

3. Who should be doing it?

4. Who else can do it?

5. Who else should do it?

6. Who is doing 3-MUs?

What?

1. What to do?

2. What is being done?

3. What should be done?

4. What else can be do?

5. What else should be do?

6. What 3-Mus are being done?

Where?

1. Where to do it?

2. Where is it done?

3. Where should it be done?

4. Where else can it be do?

5. Where else should it be do?

6. Where are 3-Mus being done?

When?

1. When to do it?

2. When is it done?

3. When should it be done?

4. What other time can it be done?

5. What other time should it be do?

6. Are there any time 3-Mus?

Why?

1. Why does he do it?

2. Why do it?

3. Why do it there?

4. Why do it then?

5. Why do it that way?

6. Are there any 3-Mus in the way of thinking?

How?

1. How to do it?

2. How is it done?

3. How should it be done?

4. Can this method be used in other areas?

5. Is there any other way to do it?

6. Are there any 3-MUs in the method?

The 5-M Checklist

1. Man (Operator)

2. Machine (Facilities)

3. Materials

4. Operation Method

5. Measurement

KAIZEN Problem-Solving Tools

The Seven Statistical Tools

1. Pareto diagrams

2. Cause-and-effect diagrams

3. Histograms

4. Control charts

5. Scatter diagrams

6. Graphs

7. Check sheets

5 S The Five Step KAIZEN Movement

1S Seiri Straighten up - Sorting

Clearly distinguish needed items from unneeded items and eliminate the latter.

2S Seiton Set things in order

A place for everything and everything in its place i.e. Work place in Order.

3S Seiso Shine - Clean Up

Keep the workplace clean.

4S Seiketsu Standardize

Standardize what you have set in order

5S Shitsuke Sustain

Follow procedures in the workshop.

5 S The Five Step KAIZEN Movement

The PDCA Cycle

 EVERY DAY,

EVERYONE,

EVERYWHERE,

KAIZEN

Losses In Office

Losses in Office
16 Types of Losses In Office

Work Time

Work System

Business Processes

Employee

Waiting Time

Environment

Inventory

Creativity

Search Time

Clarity of Information

Handovers

Know How

Interruption

Unclear Target

Work procedures

Health

Information overload

Technology

Errors

Transportation

Work Time Losses

Waiting for colleagues, Decisions, Information, Material, Waiting through IT systems, IT-availability, Non-reachable colleagues

Waiting Time

Search Time

Search for files, Papers, Information, People, Office material, forms

Interruption through noise, Phone.

Disruption for short not-known meetings, Colleagues, Disruption

Information Overload

Long meetings, Paper work, full tables, full hard disks, Archives, Binders, long time to keep information, Mailbox, incomplete Information, Advertisement, Rules Change in format (print, then fax), interfaces, Import &Export files, Information cycles, Material, office layout, long ways, internal Post ways

Transportation

Work Systems
Abundance of material (toners, cartridges), very much paper, noise, no trash concept, trash is not sorted (Batteries, Toners), Energy, power, less car pool, Stand by

Environment

Clarity of Information

missing Information, long decisions, consequent rules and procedure soften check backs?, unclear responsibilities, many interfaces, long search times, double work

Unclear Target

No policy deployment to the level of an employee, no personal targets, missing or unclear targets, less visualization, target conflicts, missing communication flow

Technology

System error (Computer, Printer), defective equipment, Copy station, kitchen equipment, wrong or miss on access (hard drive)

Business Processes
High product depth for office material, development projects, Fear, open inquiry, Remains, no access, double filing

Inventory

Handovers

Amount interfaces/handovers, missing process descriptions, Unclearness? missing continuity, Data transfer mistake, Double input, manual Import & Export, lacking responsibilities

Work Procedures

Formulas, missing Workflows, Distributor, missing training, missing documentation, worse delegation, old processes, too much Bureaucracy

Errors

Master data, parts lists, mistake in documents (Drawings, Calculations, offers), bad data quality, wrong documents, missing training, missing employee knowledge

Employee
Unused creativity, missing idea management, less improvement workshops, less Benchmark activities, Idea transfer/ -exchange, Month motto, missing culture, unused knowledge

Creativity

Know How

Documentation, Qualification matrix, from target to Qualification, Regular Trainings, Process coaches, Deputy matrix, missing training, missing Transparency, different information status

Health

Ergonomics, noise, light, narrowness, stress, spatial environment, missing active health care, month motto, actions

Value Added / Non-Value Added Activities

Value-added activity 5% Non value-added activity 60% Necessary non value-added activity 35%

Therefore 60% of the activities in any organization could possibly be eliminated.

Source- Lean Enterprise Research Centre (LERC) in the United Kingdom

Value Added / Non Value Added activities

Value Added Activity : An activity that transforms or shapes the material or information. Customer pays for it.

Non Value Added Activity : Needed Activities causing no value to be created but which can not be eliminated based on current state of technology or thinking. Required (Regulatory, Customer mandate, legal) Necessary due to non robustness of process, or currently required.

Non Value Added Activity: Activities that consumes resources but creates no value in the eyes of customer. Customers dont pay for it.

Examples Of Kaizen

Muda of Searching
AFTER

BEFORE

Muda of Searching

Muda of Searching
AFTER

BEFORE

Muda of Searching
AFTER

BEFORE

Muda of Searching
AFTER

BEFORE

Identification

Telephone numbers displayed Fan & electrical switches Identified

Muri Elimination
AFTER

BEFORE

Plastic sheets for packaging Work piece

Work piece

Conveyor

Conveyor

Plastic sheets were kept on the rack behind

the operator.

The operator was forced to turn around

each time he needed a plastic sheet.

The turning motion required 4 seconds.

Now plastic sheets are hung on a hook in front of operator. The operator does not have to turn around. Four seconds of motion waste are eliminated.

Are these KAIZENs?

 EVERY DAY,

EVERYONE,

EVERYWHERE,

KAIZEN

From Masaaki Imai.

The starting point of improvement is to recognize the need.

This comes from recognition of a problem.

If no problem is recognized, there is no recognition of the need for Improvement.

Complacency is the Arch-enemy of continuous improvement.

Therefore, KAIZEN emphasizes on recognition of a problem and finding simple solution for the same.

EXPECTION FROM YOU

ONE KAIZEN WITHIN NEXT TWO WEEKS