1、KAIZENTRAININGMANUALFebruary, 2000KAIZENIntroductionThought Question: Three frogs sat on a log and one decided to jump off. How many frogs were left on the log?Answer: Three. Just because a frog decided to jump, does not mean that it actually did“Vision without action is just a dream.IntroductionWel

2、comeParticipant IntroductionsNameWork historyPersonal strengthsExpectations of this TrainingIntroductionKaizen Training - ConceptsTodayIntroduction to KaizenTime Based ManufacturingRecognizing WasteThe Basics of the Toyota Production SystemStandard Operations5S Workplace OrganizationSetup ReductionF

3、inal InstructionsThis WeekData GatheringData AnalysisSolutioningTestingImplementingFine TuningDocumentingTrainingPresentationBasic understanding of Kaizen principlesLearn how to look at the Kaizen area from a new perspectiveLearn to apply Kaizen principlesLearn how to accomplish the target objective

4、s Learn how to make a positive difference in our area of influenceCourse ObjectivesIT IS NOT THE CRITIC WHO COUNTS, not the man who points out how the strong man stumbles or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is

5、 marred by sweat and blood, who strives valiantly, who errs and comes up short again and again because there is no effort without error and shortcomings, who knows the great devotion, who spends himself in a worthy cause, who at best knows in the end the high achievement of triumph and who at worst,

6、 if he fails while daring greatly, knows his place shall never be with those timid and cold souls who know neither victory nor defeat. Theodore Roosevelt (1858 - 1919) - 26th PresidentA Deep ThoughtA program that provides:a high sense of urgencycreative problem solvinginvolvement of all organization

7、al levelsa complete culture changea continuous improvement effortKaizenWhat do we need in our organization?KAIZENWhat is Kaizen?Kaizen is a Japanese word that means to “change for the good. It comes from two Japanese words: Kai = change Zen = good What Is Kaizen?Doing “l(fā)ittle things better everydayS

8、low, gradual, but continuous incremental improvementContinuous improvement in any area that will eliminate waste (MUDA) and improve customer satisfactionWhat Is Kaizen?Cost reduction in all levels in the manufacturing and administrative processes of an organizationEliminate waste in all parts of the

9、 operation without any major capital investmentWhat Are the Benefits of Kaizen?KAIZENSuccessfulKaizen100% Customer Service40-60% Reduction in Defects 20-30% Productivity Gains per Year40-50% Increase in Inventory Turns 50-70% Reduction in Cycle Time20-50% Reduction in Floor Space5-15% Reduction in M

10、aterial CostWhat Are the Targets of Kaizen?Top management commitment and involvementEmployee empowermentTraining in Kaizen conceptsStandardization of an action oriented methodologyTracking progressDesireThe Success Of Kaizen Depends On:Creating Cultural ChangeTypical Approach to Problem SolvingKaize

11、n Lowers the WaterThe Main Thing“The main thing is to keep the main thing the main thing.“The Main Thing in ManufacturingQualityCostDeliverySafetyHow Products used to be priced:Cost + Profit = Price Fixed Fixed DerivedHow Price is determined today: Price - Profit = Cost Fixed Fixed DerivedBased on C

12、ompetitive PressuresCompetitive Pressures - PricingKAIZENA Strategy Based on TimeStrategy Based on TimeR&DPlanMFGDistA/RTotal Operational CycleA Focus on CyclesR&DPlanMFGDistA/RTotal Operational CycleR&DPlanMFGDistA/RReduce the quality cycle time:Between error occurrence and detectionBetween detecti

13、on and corrective actionQuality & TimeA 99% level of quality results in:14 minutes per day of no powerOver 35,000 babies per year accidentally dropped by doctors or nursesMore than 250,000 incorrect surgical procedures per yearApproximately 700 long or short airport landings per year at most airport

14、sA New Way of Thinking in Terms of QualityReduce the cost cycle time:Total costs decrease with lead time reductionLead time is reduced by eliminating waste in the processCost & TimeThe demands of the market :Faster design to market cyclesGreater variety of products, fasterQuick response times for se

15、rviceDelivery & TimeA fundamental priority:Safety must never be sacrificedWorkplace organization drives safer environmentsFind ways to reduce hazards and potential injuriesSafer working environments reduce lost timeSafety & TimeDetermine ways to reduce lead time in all value chain cyclesUtilize Kaiz

16、en methods to analyze and improve processesLearn to recognize and eliminate waste in all areas of the businessHow can we gain on manufacturing lead time? KAIZENValue Added vs. Non-Value AddedMercury Marine Video_ _ _ _ _ _ _ What did you see at Mercury Marine?_ _ _ _ _ _ _ Value Added Activities:tra

17、nsform products, components, & ideas into parts or products with greater valueNon-Value Added Activities:devour time and resource potential, but do not contribute to the product Value Added vs. Non- Value AddedI am sophisticated. Much more than I was just a few years ago. My needs are more complex.

18、I have grown accustomed to better things. I have money to spend. I am an egotist. I am sensitive. I am proud. My ego needs the nourishment of a friendly, personal greeting from you. It is important to me that you appreciate me. After all, my money is what feeds you.I am a perfectionist. I want the b

19、est I can get for the money I spend. When I criticize you and I will, to anyone who will listen when I am dissatisfied it will be in your best interest to listen and heed. The source of my discontent lies in something you or yours have failed to do. Find that source and eliminate it, or you will loo

20、se me and my friends as well.Who am I?I am fickle. Your enemies continually beckon to me with offers of “more for my money. To keep me you must offer something better than they. You must prove to me again and again that I have made a wise choice in selecting you, your products and service above all

21、others.Does anyone know who I am?Who am I?I am your customer for now. Satisfy my wants add personal attention and a friendly touch and I will become a walking advertisement for you, your products and service. Ignore my wants, show carelessness, inattention, and poor manners and I will simply cease t

22、o exist as far as you are concerned.Who am I?DefectsExcess InventoryOver runsExcessive motionWastes in ManufacturingExcessive process stepsMoving materialsWaitingWasted ideasLayoutLong set-upProcesses that are incapableLack of PMBad work methodsNon-complianceCauses of Waste in ManufacturingLack of t

23、rainingBad / wrong measurementsPoor schedulingBad workplace organizationPoor supplier reliabilityOthers .This is a story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done i

24、t, but Nobody did.Somebody got angry about this, because it was Everybodys job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldnt do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done!Who is to blame?What is VA as a % of Total

25、Cycle Time?VANon VATotal Operational CycleWhat is the amount of time for one unit of product to run through the plant? (A) If I placed an order today, when would I receive it?(B)A = _ B = _ A / B = _%Typical Approach to Cycle Time ReductionVANon VATotal Operational CycleVANon VAGainWork and investme

26、nts usually focus on the Value Added portion of the total cycle, minimizing the gainKaizen Approach to Cycle Time ReductionVANon VATotal Operational CycleVANon VA$ Gain $Focus on the Non VA ElementsContinuous Improvement FocusBias for action - (Its better to implement an imperfect system now, than t

27、o wait for a perfect system to implement anything.)Creativity before capitalTotal Employee involvementWorld-Class PerformanceI am your constant companion. I am your greatest helper or heaviest burden. I am completely at your command.Half the things you do might just as well be turned over to me and

28、I will be able to do them quickly and correctly.I am easily managed-you must merely be firm with me. Show me exactly how you want something done and after a few lessons I will do it automatically.Who am I?I am the servant of all great people and, alas of all failures as well. Those who are great, I

29、have made great. Those who are failures, I have made failures.I am not a machine, though I work with all the precision of a machine plus the intelligence of a person. You may run me for profit or run me for ruin;-it makes no difference to me.Who Am I?Who am I?I AM HABIT. Take me, train me, be firm w

30、ith me, and I will place the world at your feet. Be easy with me and I will destroy you.Who am I?KAIZENThe Toyota Production SystemProduction System ModelJust in TimeContinuous FlowPull SystemUncompromising ServiceLevel ProductionOperational StabilityStandard WorkLeadershipEmployee InvolvementEquipm

31、ent readinessSupply Chain EffectivenessQuality / Cost Delivery / SafetyEliminate Waste in all areas Built In QualityLine StopVisual ControlsLabor / Machine EfficiencyMistake ProofingContinuous ImprovementManufacturing Simulation Game_ _ _ _ _ _ _ What did you observe during this exercise?_ _ _ _ _ _

32、 _ Quality, Cost, Delivery, & Safety become the valuing criteria for decision making and problem solving and measurements.Continuous incremental improvement in all areas of the business is a major driving force Effective Production SystemsJust In Time is:Producing what the customer (internal or exte

33、rnal) wants, when they want it, while consuming the least amount of MaterialsEquipmentLaborSpace Just In TimeFlow production linked from beginning to the end of the process and as close as possible to “one piece flowCycle time reduction is an objective for all processesSmall inexpensive production e

34、quipmentU-shaped work flow, counterclockwiseInitiate production by a “pull from subsequent process steps Process is paced to the “takt timeFlexible workforceErgonomically correct operationsGuiding Principles of Just In TimeExample of Batch ProcessingExample of Simulated Flow ProductionJust In Time -

35、 One Piece FlowEmployees are empowered to stop production to address quality issuesVisual controls are used to highlight abnormalities and eliminate themBoth labor and equipment are optimized for production effectiveness Production smoothing techniques are utilizedBuilt In QualityClearly defined sta

36、ndard operationsLeadership visibly supports the processesBusiness systems support the business strategyEmployees are involved and feel ownership in the process of continuous improvementEquipment is maintained regularly and is flexible to meet the needs of changing businessCustomers and suppliers up

37、and down the supply chain work toward common objectivesOperational StabilityKAIZENStandardOperationsA set sequence of production stepsAssigned to a single operatorBalanced for the staffing on the lineWhich are paced to the takt timeStandard Operations Are.IIIIIIIVTakt timeLayout & material flowWork

38、sequenceCycle times at every process pointDe-coupled processesQuality, safety, waste, ergonomicsIdentifyCycle Time Variations to Takt TimeOperator Cycle Time Machine Automatic Time Machine Cycle TimeTypes of Cycle TimesEstablish Feedback with Indicators of:Quality - Defects PPM, Customer FeedbackCos

39、t - Productivity, Yield, Set Up time Delivery - Schedule attainment, On timeSafety & Ergonomics - Near misses, Safety and 5S auditsSet Communications BoardsImprovement opportunitiesOptimum staffing levelOperator work sequencesStandard WIPEstablish Methods to AddressRun the revised work processRedesi

40、gn as learnings occurDocument the new standard operationDesign & install visual management systemsImplementation IncludesTakt time vs. Cycle TimeStandard Work SequenceStandard WIPDocument Standard OperationsEstablish Compliance ToolsContinually ImproveSummaryForms for Developing Standard Work Guidel

41、inesKAIZEN5S WorkplaceOrganizationThe purpose of 5S is to establish a self-sustaining methodology to maintain clean organized work centers throughout the organization. 5S is a powerful, fundamental process that improves productivity, safety, morale, and respect from customers.It is a process for cre

42、ating and maintaining an organized, clean high performance workplace.What is 5S?Visual Management is a term used to describe organization of the workplace in such a fashion as to provide easy visible real time indicators as to the current status of the workplace. It is a critical element of 5SIt is

43、easy to understand, harder to apply, and difficult to sustainWhat is 5S?The Many Definitions of 5SStraighten UpSequenceSpic & SpanSelf-DisciplineStandardizeSortStraightenShineStandardizeSustainSortSimplifySystematic CleanStandardizeSustainSortStraightenScrubSystematizeStandardizeSEIRISEITONSEISOSEIK

44、ETSUSHITSUKESortSet in OrderShineStandardizeSustainStraightenSequenceScrubStandardizeSustainA Standardized Approach to 5S JapaneseEnglish 1 Seiri Sort - Clear out non-essentials 2 SeitonSet in Order - Configure workplace 3 SeisoShine - Clean the environment 4 SeiketsuStandardize - Define the routine

45、s5 ShitsukeSustain - Comply to the Standard It provides a basis for being a World Class competitorIt is a foundation for a more systematic approach to the workplaceIt improves productivity and moraleWhy 5S?5S is a visually-oriented, hands-on system!Clean, pleasant and safe work areasMakes abnormalit

46、ies and problems visible, thus corrective action is rapidLess wasted time completing workMore efficient work processesMore effective work practicesBetter utilization of work spacesWhat Are The Benefits of 5S?Improved employee morale“A place for everything and everything in its placeWhat Are The Bene

47、fits of 5S?Safety considerations alone make 5S worth the time and effort!5S Introduction VideoSeiri - SortClassify all items in the area in two categories - necessary and not necessaryRed-tag unnecessary items (30 day rule)Review tags with the work teamReclassify anything that needs to stay“When in

48、doubt, throw it outWhat are the Steps of 5S?Step 1: Launch the red-tag projectStep 2: Identify the red-tag targetsStep 3: Set red-tag criteriaStep 4: Obtain the red-tagsStep 5: Attach the red-tagsStep 6: Evaluate & remove red-tagged itemsStep 7: Document the results of red-taggingSteps in Red-Taggin

49、gAsk three questions about each item:Is it needed?In what quantity?Where should it be located?Identifying Items to Red-TagAn area set aside to store red-tagged items that need to be evaluatedTwo kinds of holding areas:Central Red-Tag Holding AreasLocal Red-Tag Holding AreasRed-Tag Holding AreasSeito

50、n - Set in OrderOnce all identification has taken place, the unnecessary items must be removed from the area Needed items must be placed in conjunction with the area they are usedMinimize search and retrieving timeDefine by foot-printing the space needed for materials, machines, bins, and carts What

51、 are the Steps of 5S?Forms for 5S Workplace OrganizationSeiso - ShineClean the entire workplace environment, including machines, tools, floors, desks, offices, and walls As cleaning takes place, look for other symptoms of hidden problemsEveryone needs to be involved in the shine process. It clearly

52、communicates leaderships commitment to the necessity of good housekeepingWhat are the Steps of 5S?When you clean an area, you also do some inspection of machinery, equipment, and working conditionsIncluding inspection with shine procedures turns “cleaning into “cleaning/inspectionShine Means Inspect

53、ionStep 1: Decide cleaning/inspection targetsStep 2: Assign cleaning/inspection jobsStep 3: Determine cleaning/inspection methodsStep 4: Implement cleaning/inspectionStep 5: Correct equipment problemsSteps in Cleaning/InspectionSeiketsu - StandardizeStandards of expectations in the workplace must be

54、 established and adhered to by all in the organizationThese standards should include ways to evaluate progress at each step of 5SManagement must implement systems and structures to ensure continuity of this processWhat are the Steps of 5S?5S ChecklistFive-Minute Shine DutiesVisual 5S CheckpointsPM C

55、hecklist of Maintenance Activities to be performed by Area Team5 WhysTools and TechniquesShitsuke - SustainShitsuke means self-discipline5S success is achieved only when it is practiced continuously, making the activities part of normal everyday workContinue working on steps 1, 2, and 3. To do this

56、once is easy, but the steps must be repeated again and again to be effectiveWhat are the Steps of 5S?Awareness of ProceduresDaily 5S Time Support from ManagementRewards and RecognitionSatisfaction and ExcitementCreating Conditions for SustainWhat are the Elements of Visual Management?ElementUsed Dur

57、ingRed Tag systemSortFootprinting Set in Order(Machines, Material Staging, Bins, Carts)Tool Boards Set in Order(Shadow Board)Labeling Set in Order(Containers, supplies, etc.)What are the Elements of Visual Management?ElementUsed DuringColor Coding Set in Order(Containers, Floor Markings, Work Areas)

58、Color indicators for tolerances Set in Order(Machine Nuts / Adjustable Settings)Promotional Theme BannersShinePerformance Boards Sustain(Checklists, Communications)Top management commitment and involvementStandardizing the processConsistency in applicationContinually looking for improvement opportun

59、itiesMeasuring and reviewing results every weekSuccess Of 5S Depends On5S Shine Activity - Specialty 801Before ClamshellAfterBefore Specialty 826AfterBefore Specialty 826AfterBefore Boxline AfterKAIZENSet Up ReductionThe goal of setup reduction is to drastically reduce the time it takes from when a

60、customer places on order to when it is delivered to the customer.Setup reduction makes it feasible for a factory to fully utilize its assets by producing a wide variety of colors and sizes of parts using the same manufacturing equipment.Why Setup Reduction?Setup reduction reduces inventory because i