Streamlining Processes via KaizenStreamlining Processes via Kaizen

Melissa Aquino

Agenda

• Kaizen Definition• Examples – Before and AfterExamples Before and After• Three Types of Kaizens

E l f CCWCD• Examples from CCWCD• Value Stream Map Exercise

Kaizen Definition• The Kaizen philosophy is drawn from the Japanese• The Kaizen philosophy is drawn from the Japanese

word kai which means “continuous” and zen meaning “improvement” or “wisdom”. g p

• The Kaizen management philosophy, therefore, is defined as making “continuous improvement”—g pslow, incremental but constant.

• Kaizen Events are when work groups set aside a few day or up to a week to simplify a process or work area - eliminating waste, creating space.

Before Kaizen

Components keptunder workstation

Before Kaizen

Tooling difficult tolocate due toi l b li dimproper labeling andclutter on shelf

After KaizenAfter Kaizen

• Tooling bins are easilyTooling bins are easily identified (tan) and each bin is labeled with a code number.

• Line operators refer to a tooling• Line operators refer to a tooling list that locates, based on a tool number, which bin contains the necessary tooling.

Mac-30 Line Standard WorkMac 30 Line Standard Work Sheet

STANDARD WORK SHEET STANDARD WORK SHEET

Crimp Cut Stake Stamp MaterialEvery Operation

Mac 30 Line

Press

Sand

Arbor

Every Operation

Mac-30 LinePackingInstall

SpringFinalAssy

SAFETY QUALITY STANDARD WIP WIP

ScopingReam Tap Drill Tooling

2

Kaizen Result SheetKaizen ResultsKaizen ResultsDepartment Name Mac-30 Line Date 26-Feb-02

Clutch Type 102-20-177 Takt Time 126Station

Identification

Goal Before Kaizen After Kaizen Total ChangeSpace (Sqare Feet) -50% 323 208 -36%

Inventory at Line -75% 91,635 16,000 -83%Inventory at Line 75% 91,635 16,000 83%Leadtime To Pull Job For Line -75% 1 Hour 5 min -92%

Crew Size -25% 4 2 -50%Scope Changeover (mins) -50% 40 20 -50%

Press / Drill Changeover (mins) -50% 35 10 -71%One good piece - Throughput -50% 4050 sec 78 sec -98%

Line Flow One Piece Batch 50 per One Piece n/aLine Flow One Piece Batch -50 per One Piece n/a

Remarks

DBS-0007 05/97

Types of Kaizen Events

• Value Stream Mapping• 5S – Simplify, Straighten, Scrub, Stabilize, Sustain. p y, g , , ,• Standard Work – One Piece Flow

What is a Value Stream Map?

• What is a Value Stream?A value stream includes all of the process steps (bothA value stream includes all of the process steps (both value added and non-value added) that are required to complete a product, service or task.

• What is a Value Stream Map?pVSM is a method that visually shows the material and information flows that help complete the taskp p

Value Stream Improvement &Value Stream Improvement & Process Improvement

Value StreamPROCESS PROCESS PROCESS

STAMP MACHINE ASSEMBLE

PROCESS PROCESS PROCESS

Raw

Customer

VALUE STREAM

RawMaterial Finished

Product

VALUE STREAM = All steps, both value added and Non Value Added, required to bring the product from raw material to complete

Mapping a Val e StreamMapping a Value Stream

C t St t F ll th f d t• Current State – Follow a path from end to beginning, and draw a visual representation of

h t h l it t k keach step, how long it takes, key resources.

• Future State – Draw a map of how value should flow. Opportunities to eliminate waste.pp

What VSM Does

VSM helps point out waste in a value streamwaste in a value stream, and then identifies the

K i t dKaizen events and projects that can

eliminate the waste.

20

8 Wastes

ZZZZ

ZZZ

x

Waiting

Quality Defects1,2,

3,4,5,6

1st

Unused Creativity

Transportation

Overproduction

Unused CreativityDe-Burring

O P i

Inventory

Over-Processing

Motion

One Piece Flow in a CellularOne Piece Flow in a Cellular Plant Layout

Significantly reduces transportation

Final Assembly

transportation, inventory, and waiting time while improving

Wave Solder

Testing

time while improving safety, quality, delivery, and costs.

Packing PC Board Assembly

C stomer Ra MaterialCustomer Raw Material

5S Is:What is 5S?

• A process to ensure a clean, orderly, safe and productive workplace.

• Foundation for FLOW and Standard Work.

1SSi lif

4SSt bili

5S5S

Simplify Stabilize

SUSTAINSUSTAIN

Straighten Scrub2S 3S

What Are the 5S’s?SSimplifyimplify

(S i i)Clearly distinguishing between what is necessary and what is unnecessary and disposing of the

What Are the 5S s?

(Seiri)

SStraightentraighten

and what is unnecessary and disposing of the unnecessary.

Organizing the necessary items so that they can be d d t d il(Seiton)

SScrubcrub

used and returned easily.

Cleaning floors, equipment, and furniture in all (Seiso)

SStabilizetabilize

areas of the workplace.

Maintaining and improving the standards of the first (Seiketsu)

SSustainustain

three S’s.

Achieving the discipline or habit of properlySSustainustain(Shitsuke)

Achieving the discipline or habit of properly maintaining the correct 5S5S procedures.

5SSUSTAIN5S

SUSTAIN

1SSimplify

4SStabilize

Simplify Straighten2S

Scrub3S

Clearly Distinguishing Between What is Necessary and

Simplify

Identify Truly Needed Items

What is Unnecessary and Disposing of the Unnecessary

Identify Truly Needed Items

– What is it for?

– Why do I have it?

How often do I use it?– How often do I use it?

– Does someone else have the same thing?

StraightenOrganize the Necessary Items So That They

Can be Used and Returned Easily

Straighten

Can be Used and Returned Easily

•• Place All Necessary Items in the Best Location and Visually Place All Necessary Items in the Best Location and Visually Organize the AreaOrganize the Area

– First decide where all items should be so that the organization is easy to use and understandg y

– Choose proper storage methods that minimize inventory and promote visual management

– Visually indicate locations so items is use can be returned– Visually indicate locations so items is use can be returned and missing items are easily identified

– Make sign boards that clearly explain inventory, equipment, and other items so anyone can understand the workplaceand other items so anyone can understand the workplace

StraightenStraighten

• Proper Locations

• Storage Methods• Storage Methods

• Location Marking

• Shadow Boards

• Sign Boards

Scrub• Cleaning Floors, Equipment, and Furniture in

ScrubCleaning Floors, Equipment, and Furniture in all Areas of the Workplace

• Establish a Clean Workplace• Establish a Clean Workplace.– Clean up the Area. Sweep & Wash Floors Sweep & Wash Floors Clean in, under, and around Equipment and Furniture Eliminate all Trash from Workplace

– Keep in mind: How do things get dirty? - Fix g g ythe root cause of the dirt.

StabilizeMaintaining and Improving the Standards

Stabilize

• Maintain and Improve the Clean, Organized Workplace

g p gof the First Three S’s

p g p

– Eliminate excess storage areas and flat surfaces– Make changes to equipment that make it easy and

quick to clean and eliminate dirt and leaks at theirquick to clean and eliminate dirt and leaks at their source

– Use check list to establish daily cleaning and organi ation acti itiesorganization activities

– Institute 5S5S Patrols to monitor 5S5S progress

SustainAchieving the Discipline or Habit of Properly

Sustain

• Develop a Habit of Simplifying, Straightening,

g p p yMaintaining the Correct 5S Procedures

p p y g, g g,Scrubbing and Stabilizing Your Workplace

• Everyone Has to Accept 5S as a Personal Goaly p

• People Follow Examples (Good and Bad); Set a Good Examplep