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DESCRIPTION:
The Training is a 1 day course covering impartation
knowledge of Kaizen and its associated Tools and;
-application of Lean
concepts to lead
Kaizen Workshop/s
with Innovation
Projects for Change
in a World Class
Manufacturing
Environment.
Kaizen & Innovation in Manufacturing
Kai Zen (Continuous Improvement in Japanese)
-business philosophy or system based on making
positive changes to improve efficiency that focuses
on continuous improvement.
Gradual, unending
improvement, doing little
things better every day,
setting and achieving ever
higher standards
Although kaizen was first used to increase the
efficiency of manufacturing processes, it isnt limited
to that application.
Kaizen & Innovation in Manufacturing
COURSE OBJECTIVES
This training aims to impart a systematic review on all
the critical aspects of Lean use to;
COURSE CONTENT
Kaizen, its definition and Principles The 3 Pillars of Kaizen
Kaizen definition, Innovation Definition 1. 6S (5+1S) Housekeeping
Kaizen vs Innovation 2. Waste Elimination
Characteristics of a Lean Factory - Types of Waste CLOSEDMITT
Cellular Factory Layout - Valued-added vs Non-value
Multi-skilled Operators
6S and Visual Control added
3. Standard Operation
Kanban and Supermarkets
Rapid Changeover Three factors that accounts
Total Quality Approach the 3 Pillars Activities.
Right-sized, flexible equipment 1. Visual management,
Water Strider 2. The role of the supervisor,
Moving Production Lines 3. Importance of training and
Total Productive Maintenance
Continuous Improvement creating a learning
organization.
Kaizen & Innovation in Manufacturing
COURSE CONTENT (Continue noon)
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Kaizen & Innovation in Manufacturing
Impact on You!!
People
First Time Quality
Skilled, multi-function
Standardized Work workers
Error Proofing Training
Employee development
Root Cause Analysis
Small Group Activity
Problem Solving Quality
Change Request Forms Safety
Productivity Just in Time
Predictable Processes
Cost Kanban production
Machine Reliability
Structured feedback
Total Productive Min / Max levels
meetings
Maintenance Empowerment Smaller Lots
Improved up-time Involvement Quick Change Over
Reduced scrap & repairs Accountability
Responsibility Less inventory
Authority Less reliance on
Safety & Ergonomics
schedules
Kaizen, its definition and Principles
Innovation is execution of
ideas that produces
outcomes that are different
and better than before.
Kaizen & Innovation in Manufacturing
Characteristics of a World Class Manufacturers
Customer-Value Focused
A
OK
JIT
JID
SWIP 1 piece
Material Flow
Lean Production System Kaizen Methodology Operational Pull
Machine Availability system
Level Production
People Based 5S / V i s u a l M a n a g e m e n t
System
Relentless R e m o v a l o f W a s t e
System
n
s io
Kaizen
s
gre
Equip and
P ro
Facility Kaizen
PRODUCTION KANBAN
Functions of Kanban
Part Number Description
Prevents over-production.
69B08170-69 Core Detail
Maintains inventory control.
Quantity Authorized by:
JCC
Serves as an authorization
1
between processes.
Created between processes to
make SWIP levels visual.
(kanban zero stock)
Designed to allow for First-In-
First-Out (FIFO) method.
$100,000
$1,500
TPM
System
nio
Kaizen
ss
re
Equipment and
og
Pr
Facility Kaizen
Why Do 5s?
5S
Safety Productivity
Practices Improvement
Trained &
Motivated Flexibility
Work Force (Short Load Time)
Multi
QCDSM One-piece flow
Processes Quick setup
handler
Quality
Assurance
Equipment
Process
REliability
Control
(TPM)
Mistake-
Proofing
1st Pillar: 6S (5S+Safety)
5S+Safety is the basis for Continuous Productivity
& Quality Improvement being the foundation for
Lean Production System
A
OK
1 piece
JIT
SWIP
JID
Material Flow
Operational Pull
Machine Availability system
Level Production
5S+Safety
The 3 Pillars of Kaizen
Seiri (Sort)
To take out unnecessary items either sort , red tag
or even discard them if not used anymore.
Necessary: Unnecessary:
Used for daily work Unsafe
Used periodically Defective
I am the source Obsolete or outdated
Unused
Extra or duplicate
1st Pillar: 6S (5S+Safety)
1st Pillar: 6S (5S+Safety)
Seiton (Simplify)
To arrange necessary items in a proper order so that
they can be easily picked up for use
Consider:
Visual aids are encouraged in order to help understanding and
minimize complexity.
Labeling locations where necessary items are kept when not in
use, especially moveable items.
Labeling drawers and notebooks to identify their contents.
1st Pillar: 6S (5S+Safety)
Label & shadow board
Seiketsu (Standardize)
To maintain a high
standard of
housekeeping and
workplace
organization at all
times
Visual checks to
maintain the process
1st Pillar: 6S (5S+Safety)
Shitsuke (Self-discipline)
To train people to follow good housekeeping
discipline independently
Self Discipline to
follow 5S reduce
waste and optimize
productivity through
maintaining an orderly
workplace and using
visual cues to achieve
more consistent
operational results.
1st Pillar: 6S (5S+Safety)
Safety, the honorary 6thS
The five in a 5S workplace organizational and
housekeeping methodology refers to five steps.
Safety should be the honorary sixth S.
An organized and safe workplace
is established towards a Hazard
free work environment with the
smallest amount of lost time due to
accidents.
Safety programs are mandatory,
implemented by teams working
together to identify and remove
potential hazards within
workplace.
1st Pillar: 6S (5S+Safety)
The 3 Pillars of Kaizen
Benefit of 5S with Safety
5S makes ones workplace more pleasant and safe to work
Sorting Necessary and unnecessary items have been separated within the identified work area (including excess inventory)
Level 2
Simplifying A designated location has been established and agreed to for items found necessary from sorting
Sweeping Physical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatness
Standardizing Sorting, simplifying, and sweeping documentation has begun and is readily available and visible to area users
Self-Discipline Area users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.
Sorting Only necessary supplies, tools and equipments are stored in the work environment
Visual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled
Simplifying employees
Work/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment
Level 3
Sweeping functionality, supplies and work place organization is in a ready to use state
The work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been
documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and
Standardizing improved upon.
All 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized.
Self-Discipline Teamwork is evident.
A dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with
Sorting what is necessary. Shop environments have established Lean Manufacturing Technology.
Simplifying A dependable, documented method has been established to maintain a visual control of all necessary items and processes
Level 4
A dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the
Sweeping environment.
Work processes and work environments have been documented for peak efficiency. Improvements are shared with others as they
Standardizing occur.
Self-Discipline The area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.
Sorting Employees continually review the work environment to seek and improve what is necessary or unnecessary
Simplifying Employees continually review the work environment to seek and improve visual understanding and simplifying of processes
Level 5
Sweeping Employees continually review the work environment to seek and improve ways to prevent cleaning and maintenance
Standardizing Employees continually review the work environment to seek and improve workplace organization and standard work processes
All 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon
Self-Discipline all 5S activities. Teaming is an inherent part of the work culture.
The 3 Pillars of Kaizen
Muda in Japanese means Waste. The resources at each
process people and machines either add value or do not
add value and therefore ,any non-value adding activity is
classified as Muda in Japan.
Eliminate all unnecessary movement and steps by people and other un-necessary non-valued
Labor added activities.
Produce only the exact amount of goods the customer wants when the customer wants it. Eliminate
Over-production any production beyond customer demand.
Improve poor arrangement of machines, people, conveyors or workstations, and storage of excess
Space raw materials, parts, work-in-process, finished goods and inventories.
Operate equipment and use person-power only for productive purposes; avoid false scale
Energy efficiencies, excess power utilization, and unproductive operations.
Eliminate delays, long set-ups, and unplanned downtime of machines, processes, or people.These often result
Time from poor specifications, missing parts or information, late deliveries, and inadequate training.
Eliminate the movement of materials or information that does not add value to the product, such as
Transportation double and triple handling of goods.
Eliminate any unsafe conditions which might cause harm to any personnel in the area or machine
Safety Hazards down-time; such downtime affects the entire production cycle.
2nd Pillar: WASTE Elimination - MUDA
Worst Type of Waste?
Over-Production
Inventory
Hidden Transport
problems people
Delay/long & handling
lead time
production equipment
imbalance
long setups Wasted
Space
energy
late supplier Capital
deliveries Resources
downtime Storage
tied up
Cost
defects
Deterioration or
damage in storage
and handling
Labor
Over-production
Space
Energy
Defects
Materials
Idle Materials
Time
Transportation
Safety Hazards
The 3 Pillars of Kaizen
3rd Pillar: Standard Operation
Standard Operation
-is the process of implementing and developing technical
standards for a Consistent work sequence. Standard
Operation maximize compatibility, interoperability, safety,
repeatability, and quality.
Standard Operation is one of the
most powerful but least used lean
tools. By documenting the current
best practice, standardized work
forms the baseline for kaizen or
continuous improvement.
Customer Requirements
Water Strider
Takt time
Existing layout and
material flow
Existing work sequence
Quality, safety, waste,
ergonomics
2: Standard Work Sequence
Existing Layout and Material Flow
The first step to observing the as-is process requires mapping the
existing area layout to identify all work locations for the process.
FG
C E
D
A B
RM
3. Standard Work In Process (SWIP)
Standard Work-in Process (SWIP)
-the minimum number of pieces of in-process
inventory required to produce to takt-time
Rules for SWIP
One piece at the boundaries between two operators.
Special B A
Process
Turntable
FG
M M
A
RM FG
Given:
M M
One shift operation
480 minutes / shift
Takt time = 360 sec M M Special process WIP
= 480 x 60 360 = 80
A A Special
proces
s
A
A
3. Importance of
training and creating
a learning organization.
1.Visual management (Visual Control)
Visual controls are for the people who work in the cell and
those who support the cell. Two purposes of Visual control;
1.To prompt action (or control actions) and
2.To identify abnormalities.
Visual Controls will:
Show how to do the job (standard
operations).
Show how things are used and where
things are stored.
Control inventory storage levels.
Show production status.
Indicate when people need help.
Identify hazardous areas.
1.Visual management (Visual Control)
Purpose:
Visual Controls tell at a glance what and how we
are doing. When someone walks into the work
place they should be able to determine:
What the process is
Who the customers and suppliers
are
What the deliverables are
Where and what resources are
being used in the process
There is an effective
measurement system in place
Examples of Visual Controls
Identity Markers Signboards, name labels, photos, or shapes of items.
Quantity Markers Signs indicating number (min/max), standard containers, number of spaces for items.
Standard Methods Charts of standard cycle time and work sequence, standard procedures and flow charts
Andon Visual (lights, flags) and audible signals to draw immediate attention or help.
Kanban Card, empty container, or space signaling that production or movement is authorized.
Defect Display Boards showing defective product (quality maps), Pareto charge, fish-bone diagrams
Personnel Board Availability (in/out), assignment and location, cross-training status to plan.
1.Visual management (Visual Control)
Andon lights are used to call attention to abnormalities
that must be addressed in order to maintain a continuous
flow.
Prompt attention required by fellow
employees, supervisors, maintenance,
engineers, water striders, and
management who must respond
immediately to Andon signals.
Any andon signal must have a clearly defined
escalating response process that identifies
when is to respond to different conditions. If a
problem cannot be resolved by the first
responder the problem is escalated until it can
be resolved.
1.Visual management (Visual Control)
If an Andon signal is ignored by the designated responder,
soon the operator will simply stop using it. The Andon
signals an abnormality, an opportunity to identify and
eliminate a problem.
The number of times an andon
comes on is not important, but
how quickly it goes off is!
Prepare Target and Scope Form that identifies Kaizen objectives. Kaizen Leader
Select team members and obtain approval for their participation. Kaizen Leader
4 Weeks Meeting to review Target and Scope, and Progress/Results Sheet Kaizen Leader
with Process Owner and Kaizen Promotion Office. Process Owner
KPO Specialist
Before Develop build-ahead plan if production will be affected during
Kaizen week.
KAIZEN Reserve a room or prepare an area for daily meetings and to Kaizen Leader
display collected data.
Select data collection team members and obtain approval for Kaizen Leader
their participation for the weeks before the Kaizen Event.
Walk through the area to familiarize data collection team with Kaizen Leader
area and Kaizen objectives. Data Collection
Team
Identify and assign Before Kaizen data collection activities. Kaizen Leader
Data Collection
Team
Phase 2: Execution - Innovation Week
During the event
1.1 Keep up to date on what everyone is doing
2.Chart takt time and cycle times during time studies
3.Coordinate preparation of final presentation
4. Percent Loading Chart 5. Std. Work Sheet People flow 6. Std.Work Sheet Product flow
Takt time vs Cycle time. Each bar Show people travel i.e spaghetti Show process flow, product travel
represent one operator/ process chart and equipment utilization
Percent Loading Chart (Bar Chart)
Process Name: Find Core Remnant Scope Of Operation Date: 31/3/03 - 4/4/03
Model Number: 777 Cutting Core From: Core Store Area: Core Area
Model Name: 777 To: Core Area Team Leader: Mohd Noor
160
140
120
Target 100 sec
TIME (Sec)
100
80
60
40
20
0
BEFORE DAY 1 DAY 2 DAY 3 DAY 4 DAY 5
KAIZEN
DAY
Innovation Projects Implementation using
Kaizen Forms Daily Report Outs
1 Inventory -
5 Quality (D efects) -
Percent Loading
6 5 S's Level of Excellence -
7 Visual Controls -
11 VA Tasks -
14 Queues -
15 Safety -
16 Cost -
6
Innovation Projects Implementation using
Kaizen Forms Weekly Report Outs
1. Target & Scope 5. Standard Combination Sheet (After Kaizen)
Standard Work Combination Sheet
Manual
Date: 8 - 12 JUL 2002
Date:
Automatic
Walking
Wait
Product: CORE BLOCK SAW Requirements: 1 Takt Time: 1200 SEC Area: CORE AREA
Venue: Process:
St ep Time 1 2 3 Ope. Time
Team Leader: MOHD HAZLI
6 7 8 9 10
Target: #
1 Target and scope
Hazli
Operation/Process M anual
2
M ach Walk
Problem statement:
2 Progress report out 2
Sommat
3 Kanban system 4
Hazli
Kaizen target:
4 Work instruction for block saw machine 2
Bashri
5 5S practice 2
Osnizal
List of members: 8
10
Area:
Date: Team Leader:
Item # Problem Measures / Action Needed Results
Progress / Results Report
P rocess: Takt Time:
D ate: Team Leader:
Kaizen P rogress Cycles
Metric Cost Before Target 1st 2nd 3 rd 4th
1 Inventory -
5 Quality (Defects) -
7 V isual C ontrols -
10 N VA Tasks -
11 V A Tasks -
14 Queues -
15 S afety -
16 C ost -
17 V olume (units/week) -
3. Standard Work Sheet (1.Process flow before & 7. Kaizen Newspaper (Items that still needs follow up)
after Kaizen 2.People flow after Kaizen) KAIZEN NEWSPAPER
Standard Work Sheet
Process:
Process Name: Mohd Noor S cope of Operations Date: 31/3/2003 - 4/4/2003
Model Number: 737/747/767/777 From: Core Store Team Leader: Date:
Model Name: Boei ng To: Core A rea Manager: Ku Mohd S offi PERSON
Before kaizen ITEM # PROBLEM CORRECTIVE ACTION STATUS
LAYUP ROOM
RESPONSIBLE
pot ting area
1
CTT RACK REMNANT RACK DOWNDRAFT
B TABLE CHAMFER S AW
2
REMNANT RACK CTT RACK
A
CUTTING
REMNANT RAC K
D OWNDRAFT REMNANT R ACK
3
QA TA BLE
TA BLE
B
3
REMNANT RACK
CUTTING REMNAN T RA CK
SANDING CUTTING QA TABLE
TABLE
REMNANT RAC K
2 4
CHA MFE R SAW C C
4. Percent Loading Chart (Before & After Kaizen) 8. Lesson learned ( Issues or suggestions for future event
Process Name: Find Co re Remnant
Model Number: 77 7 Cutting Core
Percent Loading Chart (Bar Chart)
Scope Of Operation
From: Co re Sto re
Date: 31 /3/03 - 4/4/03
Area: Core Area
to be more successful)
Model Name: 777 To: Core Area Team L eader: Mohd Noor
160
140
120
TIME (Sec)
80
60
40
20
0
BEFORE DAY 1 DAY 2 DAY 3 D AY 4 DAY 5
KAIZEN
DAY
Follow-up for further Innovation
A major innovation is a
breakthrough that
changes the rules of
the game and the terms
of competition.
& The Trainer
This training course is developed and conducted by IVERSON &
its Trainer who is a certified Kaizen Leader driving Lean & Kaizen
Improvement Projects and also a Consultant for LEAN with 30 over
years of Hand-On Manufacturing exposure .
We provide Technical Consulting services on TPM, Kaizen, Quick
Changeover, Cellular system set up, Production Line Balancing,
Factory Layout Planning and Small Group Activities.
We also conduct Team Building & Lean Production Training
Course Series.
For further enquiries, please contact us:
Iverson Associates Sdn Bhd
No.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900
Bayan Lepas Penang.
T: 04 641 2760, 638 3179 | F: 04 641 2761
E: sales-pg@iverson.com.my | W: www.iverson.com.my