Japanese

quality
standards

 Ashutosh Dubey
 Manish Bhandhari
 Japan:
Culture difference
 deals with quality of people

Japan:
 customer-oriented
 upstream
 process-oriented, aimed at improving  the total
performance
 company-wide, everybody's responsibility

The West:
 deals with quality of products
 manufacturer-oriented
 downstream
 product-oriented, aimed at detecting and eliminating
defective parts
 responsibility of quality control managers
 Lean Man uf act uring

What is Lean?
 Lean Man uf act uring

Lean is...
• Eliminating waste
• Reducing costs
• Shorter lead times
• Understanding what is important to
your customer

Average people managing brilliant

processes to achieve exceptional results.
 Lean Defined

A systematic approach to identifying

and eliminating waste (non-value-
added activities) through continuous
improvement by flowing the product at
the pull of the customer in pursuit of
perfection
 Lean Man uf act uring

Lean Tools
• Muda (waste identification) - an activity that consumes
resources and creates no value.
• 5S & Visual Workplace - a technique used to establish and
maintain a safe, orderly and clean workplace. The basis of a
competitive environment providing visual indicators and information
in the work area and achieved with 5S disciplines.
• Kaizen - continuous, incremental improvement of an activity to
eliminate waste
• Value Chain/Stream - the specific activities required to design,
order, and provide a specific product.
 Lean Man uf act uring

Lean Tools
• Just-in-time - a system for producing and delivering the
right items at the right time in the right amount.
• Kanban - a system to regulate the pull of products by
signalling upstream production and delivery.
• Poka-yoke - a mistake-proofing device or process to prevent
a defect occurring during manufacture.
• Six Sigma – provides an emphasis on statistical techniques to
isolate and quantify variations in process or product
performance.
• Standard Work – is a system for standardising the work
procedures developed through competitive manufacturing.
 Lean Man uf act uring

 Smaller lot sizes

 More available floor space
 Improved workplace organisation
 Improved quality : reduced scrap / re-work
 Reduced inventories : raw, WIP, FG
 Reduced lead times
 Improved participation & morale
 Produce only the products the customer wants
 Produce products only at the rate that the
customer wants them
 Produce with perfect quality
 Produce with minimum lead time
 Produce products with only those features the
customer wants
 Reduced inventory levels (improved profits)
 Less wastes: improved product quality
 Reduced delivery lead times
 Reduced costs associated with equipment problems,
machine setup, etc.
 Balanced workload throughout the factory
 Changes in product demand should not result in large

fluctuations in production levels

 Establish a TAKT time

 Minimize setup times to achieve single digit times

(improved planning & redesigning processes)

 Lead times should be reduced through cellular

manufacturing, reducing queue times, etc.

 1. Waste (Muda) of Waiting
 Whenever any employee is waiting for something, it
is costing the company money.
 Unbalanced work load
 Unplanned maintenance
 Quality problems leading to uncertain activities
 2. Waste (Muda) of Inventory

 Inventory waste comes in the form of raw material;

work in process, and stored finished goods.

 Inventory has a chance to become obsolete. It

takes up space and potentially causes inefficient
operation.
 3. Waste (Muda) of Transportation
 Unnecessary movement of product through the
plant. Going to one area and being put onto a shelf
and then being picked up and moved to another
area for processing.

 Mapping the flow of product helps identify some of

the transportation waste, as the movement of
product often requires transportation.
 4. Waste (Muda) of Overproduction
 If there is a lack of faith in the process to provide
100% yield we tend to produce more than what is
necessary to compensate.
 Producing to unreliable schedules and forecasts may
lead to overproduction.
 This leads to waste of
­ Material
­ Labour
­ Equipment
due to non-required product
5. Waste (Muda) of Over Processing
 Occurs in many industries when there is insufficient
knowledge and understanding of a customer’s true
needs.
 Over processing adds more value or costs to the
product than the customer wants, needs, or is willing
to pay for.
 This could be in the form of raw materials, processes
or packaging.
 6. Waste (Muda) of Intelligence
 When we do not involve everyone in the business for
improvement activities.
 Operators often have years of experience and know
what could be done to improve the business, but
often are never involved.
 Lean Manufacturing implementation is most
successful when everyone is involved in the business
improvement activities.
 7. Waste (Muda) of Motion

 This could be when someone has to go looking for

tools, fixtures or information.
 Could be a result of poor production layout.
 Poor Housekeeping
 Inconsistent work methods
 Le an M anu fact urin g

 Sort
 Shape
 Shine
 Standardise
 Sustain
 Le an M anu fact urin g

 When in doubt, move it out

 Red Tag program

 Le an M anuf act uring

Make it obvious where things belong

• Lines
• Labels
• Color coding
• Signs
 Le an Man uf act uring

 Clean everything, inside and out

 Prevent dirt, and contamination from
reoccurring

Results in
Fewer breakdowns
Greater safety
Improved quality
More satisfying work environment.
 Le an M anu fact urin g

 Establish
guidelines for the team
5S conditions
 Make the standards and 5S
guidelines visual
 Maintainand monitor those
conditions.
 Le an M anu fact urin g

Determine the methods your team will

use to maintain adherence to the
standards

5S communication board
Visual standards and procedures
Daily 5 minute 5S
activities/meetings
Weekly/Monthly 5S audits.
Le an M anu fact urin g
Le an M anu fact urin g
 Le an M anu fact urin g

 Kaizen (Ky’zen)
 “Kai” means “change”
 “zen” means “good (for the better)”
 Gradual, orderly, and continuous

improvement
 Ongoing improvement involving

everyone.
 Practices exist for the successful implementation of
Kaizen, which include:

 Value Stream Mapping

 The 5 Whys
 PDCA (Plan, Do, Check, Act)
 5-S
Value stream mapping
 Le an M anu fact urin g

The PDCA Cycle

Plan What to do?
Act Plan How to do it?

Do Do what was planned

Check Did it happen

Check Do according to plan?

Act How to improve next

time?
 Elimination of the seven wastes
 Teamwork based:Train all employees (kaizen &
problem solving)
 Communicate ideas up and down company
hierarchy; every one is encouraged to seek out and
exploit new opportunities
 Define clear leadership initiatives
 Prioritizing problems
 Create a culture where Perfection is perpetually
chased
 Makes the job:
◦ Easier
◦ Safer
◦ Less unpleasant
◦ More efficient
 Saves money and time
 Stimulates workers
 Creates an atmosphere of harmony and a strong
sense of community, family, and belonging
Definition: A business strategy which promotes rapid
implementation of plant improvement ideas.

 Improvements
◦ Small
◦ Rapid
◦ Utilize minimal resources
 Discover problem
 Brainstorm solutions
 Apply rapid implementation
 Monitor for success
 Change is almost immediate
 Relatively simple to plan and implement
 Required resources are low
 Many small improvements can be as, if not more,
beneficial than larger scale changes.
 Kaizen Time
 In some Canon plants, the foremen are

told to set aside the half-hour as Kaizen

time – time to do nothing but thinking
improvement in the workshop. The
foremen use this period to identify
problems and work on Kaizen
programs. Factories are advised not to
hold meetings during this 30-minute
period, and foremen should not even
answer the telephone then.
 Japanese word for card
 Authorises production from downstream operations
based on physical consumption
 May be a card, flag, verbal signal, etc.
 Kanban quantities are a function of lead-time and
consumption rate of the item being replenished
 Le an M anu fact urin g

3 Rules of POKA YOKE

• Don’t wait for the perfect POKA YOKE

……..Do it now

• If your POKA YOKE idea has a better

than 50% chance to succeed……Do it

• Do it now ………. Improve later

 The use of process or design features
to prevent errors or their negative
impact.

 Also known as Poka yoke, Japanese

slang for “avoiding inadvertent errors”
which was formalised by Shigeo
Shingo.
Fueling area of car has three error-
proofing devices:
1. filler tube keeps leaded fuel nozzle

from being inserted

2. tether does not allow loss of petrol
cap
3. petrol cap has ratchet to signal
proper tightness and prevent