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Kaizen… and LeanYuji Yamamoto

2019-05-02

Topic

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Source: http://extra.ivf.se/leanresan/Reseberattelser/7_SwePSworkshop_VCE-Transformation_approach.pdf

Question

Why the companies pay so much?

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0

5

10

15

20

25

30

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2010 2011 2012 2013 2014

GSEK

Why continuous improvement?

Time

PerformanceQCDF

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Why continuous improvement?

Time

PerformanceQCDF

Time

Performance

Why continuous improvement?

QCDF

5

Tid Tid

Performance

Why continuous improvement?

QCDF

“Continuous innovation”

Improvement program

Lean SixSigma TQM TPM ISO9000 BPR….

• 5S• One-piece flow• Kanban• Takt time• Standardized work• Andon• etc.

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Question

My boss says ”we are going to implement Lean!!”

What is the potential risk by the boss saying so?

Medel

3-4-31-2-4-33-3-4…

Purpose and means

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Programmes, methods, tools, etc… they are just means for improvement

Lean SixSigma TQM TPM ISO9000 BPR….

• 5S• One-piece flow• Kanban• Takt time• Standardized work• Andon• etc.

Let’s improve the factory and we can use Lean as an inspiration!

The most important thing is to build the capability of improvement and not implement methods and tools.

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Question

How can we suceed in improvement?

Some sucess factors?

etc.

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Respect and trust

Vision, strategy, goalsVision

●SMART goals

●Simple vision that many can buy-in

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Leadership

Leadership by setting an example (communication by doing)

Experimentalism

”We do five improvements in a week and three ofthem do not work, but we are glad that weadvanced with two improments.”

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etc.

●Without people feel the urgent need for improvement, they will eventually stop doing it

●Thus, an important role of managers is to keep creating that need

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Problems up to surface

DefectsLack of parts Machine

break down

Creating the need for improvement

Mechanism

Occasionally by force, create a situation where people have no choice (or little choice) but to feel the need of improvement with sense of urgency.

Through letting people solving emerged problems one-by-one, the performance of the operation as well as the capability of individual/organizational learning are improved.

Problems up to surface

Change/set certain parameter

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Machine stop

Maintenance?

Human error?

Routine?

Standard?

Change in 4M?

Defect

Inspection?Stand

ard?Pokayoke?

Design?Human

error?

Moral?

Leadership? Measur

ement?

Delay

Lack of people

?

Multi skill?

Training system?

Standard?

Planning?

Prognos?

Data and

reality?

Training system?

Setup?

Setup training

?

Lack of parts

Planning system?

Data and

reality?

Paid in time?

Process control?

“Without the need of we-have-to-do-something, people will not be creative”

“Kaizen is like Kanban…you have to do it with right thing, right amount, and in right moment”

“80% of improvement is about mindset, methods and tools are for the rest”

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Co-evolution of operational performance and improvement and innovation capabilities

Obtaining sense of achievement

Capturing knowledge

Gaining motivation for more challenging improvements

Identifychallenges

Solving the challenges

Visualizing results

Op

erat

ion

al

per

form

ance

Imp

rove

men

t/

inn

ovat

ion

ca

pab

ilit

ies

Comparison of two approaches

Top‐down and execution efficiency focus approach

Deliberate‐emergent and learning focus approach

Systematic process Less systematic process

Rigid process, less flexible tounexpected changes

Flexible to unexpected changes

Outcome is designed prior to theexecution

What outcome is obtained when isnot exactly predicted

Much time is spent in planning Much time is spent in actions

Managers provide answers,employees follow orders

Managers set direction, andemployees find answers

Control and effectivity focus Discovery and learning focus 

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Question

”We are afraid of what managers aregoing to do with extra human resources

created by Kaizen”

How are you doing to do?

Kaizen should be done in a proactive way

Reactive

Tough economy => Kaizen => Headcount reduction

Proactive• Plan how to use extra resources before improvements

for instance;o Move the best employees to another group to help

kaizeno To support saleso Education, training

Still cannot avoid headcount reduction? Communicate with respect.

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End of presentation