implementing kaizen & kakumei system 20140305

www.keisen.com 05/03/2014

Keisen Consultores - Mexico 1

Dr. Ricardo Hirata Okamoto.

05/03/2014www.keisen.com1

Reduce errors & complaints.

Reduce costs and waste.

Reduce process time.

Increase productivity.

Reduce Accidents.

Increase the level of service (delivery).

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Increase customer satisfaction, sales andretention = PROFIT



Continuous Improvement System

Structure ApproachesControlareas

Individualor

Teamwork

Training &Develop.




Individualor

Teamwork

Training &Develop.




Improvement SystemStructure.


SATISF.DEL

CLIENTE

LeadershipModel

ProactivePlanning Model

Customer /Market Model

Humandevelopment

Model

PersonnelCommittment

Model

PerformanceAssessment

Model

System &Process

AssuranceModel

Environmentexploration

Model


Improvement & Innovation Model

Information & Communication System



SATISF.DEL

CLIENTE

LeadershipModel

ProactivePlanning Model

Customer /Market Model

Humandevelopment

Model

PersonnelCommittment

Model

PerformanceAssessment

Model

System &Process

AssuranceModel

Environmentexploration

Model


Improvement & Innovation Model

Sistema de InTraining & Development

Proactive“Benchmarking”Best PracticesCompetition

Emerging Markets

StandardizationMgmt. SystemsISO, TS, Others

Daily Mgmt.Strategic Mgmt.

Impacts / Results

Vision, MaturityCoaching,Mentoring,Feedback,

Recognition

IdentificationSelection

NeedsTranslationR&D / NPD

Training &DevelopmentCompetencies

MentoríngNetwork Mgmt.

PeopleTeams

DisciplineUnity

NormativeProactive

ImplementationEvaluationFollow up


Tops Mgmt. Council/ Committee

Training & Devel.Training & Devel.+ Internal

Consultation Unit

Projects & Initiatives

Plans & Programs Mentores Internos

Individuals & Teams

Planning &Change Unit

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BU Top Mgmt. Committee

BU Planning &BU Planning &Change Unit

BU Training & Dev.+Mentoring Unit

BU Plans & Programs

BU Projects & Initiatives Individuals & Teams

Mentors & Facilitators

Top Mgmt. Council

Corporate Planning & Change UnitCorporate Plan &

Programs

Corporate Projects &Initiatives

Individuals & Teams

ExternalConsultation

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Comité de UEN

BU Planning &BU Planning &Change Unit

BU Training & Dev.+Mentoring Unit

BU Plan & Programs

BU Projects & Initiatives Individuals & Teams

Mentors & Facilitators

Top Mgmt. Council

Corporate Planning & Change Unit

Corp. Plan & Programs

Corporate Projects &Initiatives

Individuals & Teams

ExternalConsultation

Corporate CI&I

BU CI&I

ExternalResources

Corporate HR

BU HR

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Individualor

Teamwork

Training &Develop.


PROBLEM SOLVING

vs

DESIGN APPROACH




IMPROVE, REFORM, BETTERMENT...


P

DC

AP= PlanD= DoC= CheckA= Action

Management cycle


PresentKAIZEN

KAIZEN

Past

Future

DeviationDeviation

Must Be

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All improvements require a stable process.


P

DC

A

Kanri

Kanri

Kanri

Kanri

Kaizen

Kaizen

Kaizen

Kaizen

P

DC

A

P

DC

A

P

DC

A


Present

Past

Future WISHX

KAIZEN

INNOVATION

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Identify the problema, deviation, task or challenge

Observation of currentsituation and its elements

(understanding of system andits parts).

Cause analysis

AnalysisS N

Conclusions & Future plan

Risk analysis & theconstruction of the suitable

environment.

Design of solutions

Standardize

DO: Implement

Definition of solutions &Implementation plan

Understanding of currentsituation, definition of keyelements, goals & purposes(ideal, objetives & targets).

DESIGNPROBLEM SOLVING

R. Hirata-2013©


StructureApproache

sControlareas

Individualor

Teamwork

Training &Develop.




Managing all Improvements &Innovations


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MEJORAS

ISO/TS C&PACTIONS

SAFETY &SECURITY AREAS

MAINTENANCEAREAS

ERGONOMICS /OCCUPATIONALHEALTH AREAS

IT &COMMUNICATION

PROJECTS

STRATEGICPLANNING

INITIATIVES

OTHERS

(DAILY WORK,MEETINGS,

COMMITTEES)

CONTINUOUSIMPROVEMENT

AND INNOVATIONAREAS




IMPROVEMENT TEAMSQC STORY / 7 or 8 STEPS

METHOD SELECTION.

INNOVATION TEAMS

QC STORY 2

QUICK CHANGEOVERSMED.

SHORT KAIZEN

TEIAN (DESIGN)

SIX SIGMADMAIC

KAIZEN EVENTQC STORY / 7 or 8 STEPS

PROJECT PORTAFOLIO MGMT.

PROJECT MANAGEMENT

ACCIDENTESPasos analíticos

ERGONOMICSProblem solving steps

MAINTENANCETPM / AM / Others

REDESIGN & DISRUPTIVE CHANGE

BPR / AUTOMATION / IT /BUSINESS MODELLING

OTHERS

NEW PRODUCT / PROCESS /BUSINESS MODEL DEVELOPMENT

INNOVATION

SHORT KAIZENTEIAN (ANALYSIS)

QRQC, 8Ds, C&P Actions

OTHERS

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Individualor

Teamwork

Training &Develop.




THE GOAL IS TO IMPROVE ANDINNOVATE


We want to be happy.

We seek our development.

We like recognition.

Overcome adversity.

Constantly seek for challenges and improvements.

People need opportunities to improve every day inorder to be happy.


WE HAVE TO FACE CHALLENGESEVERY DAY.



They want to be happy.

They seek their development.

They like recognition.

Overcome adversity.

Constantly seek for challenges and improvements.

Organizations need opportunities to improve everyday in order to be happy.


THEY HAVE TO FACECHALLENGES EVERY DAY.

Both the organizations and the people need tomake improvements & innovations to be happy.

However, organizations cannot execute theseimprovements & innovations.

YES, we can.

If we spend more tan 8-10 hours at work, we shallsee it as a source of CHALLENGES AND PROBLEMS TO

ADDRESS & LEARN.


WE HAVE MORE THAN 8 HOURS EVERY DAYTO LEARN AND BE HAPPIER.





Individualor

Teamwork

Training &Develop.


Skills & Competencies




Random actions, eliminating those that do notwork and learning those which help us achive ourgoals.

“Trial and success by accident”.

“Short Kaizen & Experimentation”


A P

DC

ANTES DESPUES

Can you proposeany improvements?




You learn by observing others.

Imitation and modelling.

Can be reinforced with rewards or punishment fora defined behavior.

“Benchmarking”.

“Best practices”





Not by trial and error.

Not by observation of others.

Everything comes out from our head (“insight”) aswe recognize relationships or associations betweenobjects or actions.


Solutions just happen: “EUREKA!”

In silence,

Complete the following sequence ofnumbers:

1 8 3 10 5 12 7 14 9 _ _ _




Now, complete the following sequence ofnumbers and letters:

1 D 3 F 9 H 27 J 81 _ _ _


Perceived lack of control over the outcome of asituation.

Human (animal) condition who has learned tobehave helplessly.

No response from the human (animal) to avoid anegative gain or to gain a positive reward.

NO reaction for a change.




I'm bad at math."

"As I am not a college grad, I better not talk."

Want to earn equal or more, doing nothing ....

"I justify myself, therefore I exist" (impunity).

“There is nothing we can do."

“Keep explaining why things can not be done,rather than exploring the how to make themhappen".


Learn to

learn

Measure

ment

tools

Problem

solving

Design

approac

h tools

Standardized

work

Process

analysis






Individualor

Teamwork

Training &Develop.


RECOMMENDATIONS




RETOS PARAAPRENDER….


¿What are your motives vsimprovement?

◦ Profit

◦ Survival.

◦ Recognition

◦ Innovation and change

◦ Development

◦ Learning.




Quality and Competitiveness modelsneed to:

◦ Leave their pride for other times.◦ They have to unite and coordinate with other

theories and practices.◦ In order to support all their actions.◦ To ensure the sustainability of their results.

◦ “Good medicine for the wrong sickness willkill you”.


Continuous Improvement & Innovationare:

◦ Mechanisms to move forward and not standardizethe lag.

◦ Do not depend on the culture.

◦ Are the means for development and valuecreation.

◦ Sustainable systemic means for social peace anddevelopment.




THE BIGGEST BENEFIT OF IMPROVEMENT &INNOVATION:

PROMOTES LEARNING.

“THE JOY AND PLEASURE OF LEARNING”

WE ALL PROMOTE HUMAN AND ORGANIZATIONALDEVELOPMENT.


“QUALITY BEGINS AND ENDS WITH EDUCATION”.Dr. Kaoru Ishikawa (1915 – 1989)


“ALL EXCEPT ME, MY TEACHERS ARE”.

Dr. Masumasa Imaizumi (1921 - 1996)

“LEARNING IS A RIGHT TO BE HAPPY,

THOSE WHO PROMOTE LEARNING ARE TRUE MASTERS”

Dr. Ricardo Hirata

implementing kaizen & kakumei system 20140305

Business

consultores mexico5

cliente model

plan d

improvement teams qc

innovation areas

stable process

process time

ricardo hirata okamoto