KAIZEN

A STRATEGY FOR
PERFORMANCE EXCELLENCE
Performance Excellence
Series
Training Module Elements
Executive Overview Knowledge Tools Workbook
Breakthrough

Lecture notes Lecture notes

Participant manual

1
 Table of Contents
Knowledge Breakthrough

Session 1.0 Introduction…………………………3

Session 2.0 Wastes Elimination…………………7
Session 3.0 One-piece flow…………………….26
Session 4.0 Single Minute Exchange of Dies…..65
Session 5.0 Visual Control and Workplace
Organization……………………… 78
Session 6.0 Quality the first time, every time… 97
Session 7.0 Total Productive Maintenance…...127

2
Continuous Improvement

Is the continuous
elimination of waste

3
 What Does Kaizen Mean?

KAI + ZEN
To modify, to change Think, make good, make
better

= KAIZEN
Make it easier by studying it, and making the improvement
through elimination of waste.

4
 Why Kaizen CPI (Continual Performance Improvement)
Process
Improvement
• Data Driven Methodology to Magnify Impact of
Project
Implemented Process Improvement
Savings

• Apply Control Techniques to Eliminate Erosion of

Improvements
Maintenance of
Process
Performance
• Proceduralize/Standardize Improvements for
Improved Maintenance of Critical Process Parameters

Time
CPI Project
Savings CPI Projects Emphasize
Control and Long Term
Maintenance

Kaizen Time Kaizen

Savings
• Use Small Teams to Optimize Process Performance
CPI
by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
Kaizen Projects
Emphasize Incremental
Improvements Time 5
 notes
• Continual Performance Improvement uses a 6 step approach
to achieve process performance improvement.
• Step 1 Measure Step 4 Verify
• Step 2 Evaluate Step 5 Standardize
• Step 3 Improve Step 6 Repeat steps 1-5
• It is a conceptual strategy of approach utilizing process
mapping any number of statistical methods tools to assess
efficiency of performance.

• Kaizen is a performance improvement methodology focused

on identification and elimination of the 7 forms of process
waste.
•

6
 The Nine types of waste

9 • Overproduction These are the seven

characteristic types of waste
Wastes • Delays (waiting time)affecting process
performance.
• Transportation Everything we do or make
• Process that does not add value to the
product is waste.
• Inventories The goal is to minimize
wastes, maximize value add.
• Motions
• Defective products
• Untapped resources
• Misused resources
7
 1. Overproduction
9
Wastes To produce more than is
required *
To produce before required *

*Required by external and internal customers

8
 Elimination of Wastes and Continuous
Improvement
• The Secret:
• Be Systematic
• Work with a versatile team
• Measure, evaluate
• Find the 5 Whys
• Follow up
• Standardize, make uniform
• Simplify •Cross-functional teams
• Combine employing a systematic
• Prevent method of approach are
• Make waste ugly most effective in identifying
and eliminating wastes.
9
 Think Break
Exercise 1: Wastes Identification

. List at least one example of each of the 9 categories of

1waste from a process within your organization.

2. Identify at least one possible cause for each of the
specific wastes listed.
3. Propose one or more actions to reduce each of these
wastes.
4. Identify methods of measurement to determine results
of waste reduction efforts.
Exercise objectives:
• Use the 7 waste definitions as applied to the participants
workplace
• Apply the “5 Whys” approach to identifying possible root causes
• Brainstorm solution possibilities
• Identify potential follow-up measures of solution effectiveness
10
 Think Break

Exercise 1: Wastes Identification

Identifyo
neexample P
ossib
leca
use P
ropose
d Me
thodo
f
ofea chtypeo
fwaste Ac
tio
n m
easu
rement
belo
w
O
ver
p r
odu
ctio
n

D
ela
ys

T
ran
spo
rta
tio
n

P
roc
ess

In
vento
rie
s

M
otio
ns

D
efec
tiv
epr
odu
cts

Unta
pped
r
esourc
es

M
isu
sedr
eso
urc
es

11
 We will learn to:
• Recognize our lead-times
• Identify their components
• Reduce them with the help of
– the dedicated lines
– a one piece flow
• Establish dedicated lines
– in relation to family of parts
– in relation to TAKT time
• Attain one piece flow
•This is a strategy of approach to implementing one piece flow.
12
When the delivery lead-time is bigger than the
manufacturing lead time:
This is life!
Delivery lead time

Manufacturing lead time

If not, it’s torture…

Delivery lead time

Manufacturing lead time

•In this slide, we see the impact of manufacturing lead time

on service level. Manufacturing lead time exceeding
delivery time provides the excuse for having excess
inventories. 13
 What is the solution?

False appearance of a solution

Delivery lead time

Manufacturing lead time

Generate and
support stocks

Solution…
Delivery lead time

Manufacturing lead time

14
How to reduce the manufacturing lead
time? Delivery lead time

Manufacturing lead time

Identify and eliminate all wastes in our manufacturing

processes
Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours

? 15
 What are processes made of ?
Delivery lead time

Manufacturing lead time

Example: manufacture a
Total operations: 6 hours
Mfg. lead-time: 40 days = 320 hours
Difference: 314 hours
Storage,

98% Transport,
Waiting time
16
 Visual Control & the Workstation

To Sort To Straighten
Ensure space for
Eliminate what’s each thing, and a
not absolutely thing for each space.
necessary No more searching.

The To Sustain

5S Maintain
continuous
effort. This is a
way of life. To Sweep
To Sanitize Maintain a clean
and orderly space to
Improvement of make problems
the workstation. easily identifiable.
Be organized to Eliminate rejects
reduce clutter. and scrap..

17
 Visual Control & the Workstation

Ergonomics
•Adapt the workstation to the
employee
- more security
- more comfort
•Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints

18
 Kaizen for the
Workplace
Training and
Sourcebook
for
Kaizen
Worksheets
 How to Use This Manual
The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of
use. These forms MUST be completed in the order presented in this manual. Each section contains a brief
description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste. Strive to maximize yields and obtain
cost reductions from existing machinery and equipment before “buying solutions”.
Improve current systems and techniques before automation. Automating a system or
practices without first having an understanding of the process will not solve underlying
process problems.
Perhaps the most important point to remember is that we must understand a process
before we make any attempt in changing it. “No Tampering” is the first rule of
continuous improvement. We can not tamper with a process without understanding it.
By using these tools, we will all share a common and systematic approach for
questioning, analyzing, proposing solutions, experimenting, and finally, implementing
proven changes.
“The problems that exist in the world today
cannot be solved by the same level of thinking
that created them.”

Identify waste
Leadership
Improvement
Kaizen
Template

Measurement
 Table of Contents
Section 1 Standard Work Sheet (SWS) : Used to create a visual picture of a
work area. Shows crew size and location; office layout, distances
within the work area, work in process, quality checks, and safety
precautions……………………………………………………………….. 4
.

Section 2 Time Observation Form (TOF) : Used to identify each task

performed in a process or section of a process. Further used to
identify actual times for each task in order to determine the overall
process cycle time……………………………………………………….. 7

Section 3 Standard Work Combination Sheet (SWCS) : Used to

graphically show each task time within a process in terms of it’s
relation to Walking, Manual, Auto and Idle time. It further shows
tasks which are performed in series and/or parallel [for further 11
analysis]…………

Section 4 Workload Balancing Sheet (WBS) : Used to graphically show the

relationship between process cycle time(s) and TAKT time in order
to examine the line balance and resolve any rebalance [waste]
opportunities which may 14
exist……………………………………………

Section 5 Kaizen Action Sheet : Used to record problems/opportunities

which are identified by the process. The Action Sheet also records
the corrective actions, expected results, a drawing of the before
and after process, and finally measurements which will be used to
assess results…………………………………………………………….. 17

Section 6 Kaizen To Do List : Used to provide a summarized list of all

KAIZEN Action Sheets, the primary person responsible to follow-up
on each action, a due date for action item completion, and finally a
graphic display of the percent completion for each action
item………………………………………………………………………… 20

Section 7 Kaizen Target Sheet : A visual format for comparing continuous

improvement efforts to a desired target and known starting
value………………………………………………………………………. 23

Section 8 Kaizen Target Sheet Definitions…………………………………….. 26

Section 9 Kaizen Improvement Results: Used to document the before and

after results of improvement activities associated with key
performance metrics. …………………………………………………. 28
 TIME OBSERVATION WORKSHEET
Sheet 2
Date: Page of

Task/Process Being Observed Observer(s) Day/Time Of Observation

Step Observation Number Assigned REMARKS

No. Task Component Component
time
1 2 3 4 5 6 7 8 9 10 11 12

Time For One Cycle Total Running Time

(cumulative)
Time Time for each
Component
 Time Observation Form

P u rp o s e U se d to id e n tify ea ch tas k p erfo rm e d in a p roc e s s o r s ec tion o f a

F u rthe r use d to id e ntify actua l tim e s fo r ea c h ta sk in o rd e r to d ete
o vera ll p roc e s s c yc le tim e .

W hen To Use T he T im e O bs e rva tion F o rm (T O F ) sho uld be us e d after th e S tan

S he et a n d S p a g he tti D ia gram ha ve b e e n co m p le te d .

W h o S h o u ld U se It T he T im e O bs e rva tion F o rm c an b e u sed b y a n yo ne in vo lv ed in

p ro ce ss im p ro vem e nt.

E x p e c te d B e n e fits T he T im e O bs e rva tion F o rm w ill pro vid e in fo rm atio n a b o u t w ork

w o rk c o n te nt, an d o p era tion tim e s . T he T O F no t on ly pro vid es a
b ut a ls o p ro vide s b est d e m o ns tra ted p e rfo rm a nce , o n th e sp e cifi
b ein g a n a lyze d.
How to use it 1. Complete Sections A. B, and C. with the necessary information.

2. Fill in the Task Component blanks with the steps of the process. List the components in as
specific terms as possible, i.e., 1. Walking to get work piece. 2. Removing work piece from
basket. 3. Walking to machine. 4. Loading piece into machine. And so on.

3. Begin timing the tasks. As each task is completed, stop the watch and record the cumulative
time on the form. Continue recording task times in this manner until the end of the process
cycle

4. At the completion of 12 full cycles, calculate and enter the “Assigned Component Time” for
each “Task Component”. Then sum up the “Assigned Component Time” for each “Task
Component” and enter this into the “Time For One Cycle” field. Be sure to include the time
spent on closing out work orders, or moving parts to next job.

5. During the manufacturing process, be aware of the steps taken to perform the job, i.e. If a
particular task component varies from 4 second for observation #1 and 47 seconds for
observation #2, provide comments about the observed variance in the remarks column.
Remember, in our quest to remove waste from the process, we want to question every task
component of the process.

6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for
measurable, repetitive task processes is calculated as follows:

A. Calculate the total time available per shift, day, etc. excluding breaks and lunches.
Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or
28,800 seconds.

B. Determine the required product quantity. [How many units have been sold] For this
example, let’s use 395 units for the required production for this operation.

C. Next, divide the total time available by the required production to arrive at the TAKT
Time. 28,800 / 395 = 73 seconds per unit.

D. Compare this TAKT time to the average cycle time of the observation.

1. If TAKT Time is greater than average cycle time, then we can conclude that
the required production can be met within the total time available. However,
we need to examine adding work from another process to minimize idle time.
2. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be
met within the total time available. We must eliminate work through Kaizen or transfer work to another
worker.