training slides for kaizen

8/10/2019 Training slides for Kaizen

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Agenda, Day 1

Learning & Observing

A3 Discussion Standard Work Discussion Process Observation:Current Condition

Video

Gemba Walk


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Agenda, Day 2

Determining Current State

Gemba Walk: Direct observation (use post-its so each

person can write down observed issues and

possible improvement ideas)

Focus on our objectives (5S, Quality,

Productivity, Layout, Safety, Ergo)

Take pictures of the current process

Review some process data after Gemba

(Schedule Attainment)

Determine Current Process: Discuss w/ everyone how the current process

is actually taking place (post-it the process)


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Agenda, Day 2

Determining Current State

Determine Current Issues: Gather sticky notes and post current issues on

the wall separated by type (5S, Quality,Productivity, Layout, Safety & Ergo)

Identify issues on the process map on the wall

Prioritize Issues from Schedule Attainments Brainstorm ideas and determine Quick Kills:

solutions that can be instantly implemented

Divide Team(4 sub teams of 3 people): Quality

Productivity (Parts per hour; Set-up Time) Layout & Floor Area

5S and Safety

Assign Quick Kills to sub-groups w/Deliverables or Future State and Deadline


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Agenda, Day 3

Refining, Finalizing & Implementing

Trystorm Improvement Ideas: Attack Quick Kills , layout changes and objectives:

send sub-teams to address their respective issues

Write down (30+ day plan) to be addressed through A3

Follow up throughout the day the development of eachsub-group

Determine final layout and process

Validate improvements towards our goals Update/Create standard operating procedures


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Agenda, Day 5

Presenting, Graduating & Maintaining

Design and delivery of improvementpresentation.

Development of presentation material.

Demonstration of work completed.

Emphasis on next steps.

Improvement team graduation. Management review/reinforcement of

Kaizen.

Participant recognition.

Warehouse Operations managementtake on ownership for continued

project development (Kaizen never

stops).


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Evaluate and Improve

Evaluate theimprovements made

against the goals set.

Reward and Recognize.

Plan next level ofimprovements withoutlosing gains.

Day 5 - Graduation day.

Presentation by team tomanagement.

Certificates.

Visual display developed.


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What is Kaizen?

A Japanese word that means:Continuous Improvement

(smal l incremental steps for big success)

And is defined asThe agg ressive and imm ediate upgradeof wo rkplace methods (the people elements of performing

work) on a real time DO IT NOW basis.

Other definitions:Kaizen: Change to become better or School of

Wisdom.


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Why Kaizen?Best process-focused tool

to impro ve the operat ing Method- the Peop le

elements o f doing w ork that resul ts in

Waste elimination.Increased productivity.Safer and better work environment.Highly satisfied team members - full involvement

and opportunity to improve their workplace.

High quality and on-time delivery.Immediate results.


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Why Kaizen?

Old Adage:

If you always do what you always did, youll

always get what you always got.

Competitive Corollary:

If the other guy gets better, youre going to get

less.

With regard to Continuous Improvement

The Skys the Limit !!

12


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Where Kaizen ?

The technique works irrespective of the product or work

routinesUniversal and Flexible.

- Al l wo rk can be imp roved.Just a few examples:

Engine, turbo, automobile parts.

manufacture/assembly/sub-assembly, office buildings,

cafeterias, suppliers end, warehouse, tool room and in

our homes as well.

COS PRACTICE # 9


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A3

PROJECT NAME Dept GLIGIncrease trailer utilization by loading optimization Date 10/13/10

Submitted By Yuesheng Pan

Team Leader: Yuesheng Pan

Members: Richard Sessler

Paul Selph

Keith Thrope

Lavern Leachma

What is the Problem: We have low trailer utilization in NA # Task

Responsible

person

Target

Date

Completed

Date

1 Base line data collection and control chart Yuesheng Pan 15-Oct 13-Oct

1 Why Less loading optimization opportunities 2 Proces s observation Yuesheng Pan 15-Oct 13-Oct

3

2 Why started loading without consider all inventory 4

3 Why Inventory comes to shipping bays at different times

4 Why Picking by zone

5 Why Irregualr shape loads

Followup/ Unresolved Issues

Problem Description:

Increase 5% utilizaition and improve shipping qualityFuture State

COS PRACTICE # 9

0

50,000

1 4 7 1 0 1 3 1 6 19 22 25 28 31 3 4


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The Kaizen Team Structure

Shared Responsibility

Team


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In addition ....

Part icipantspossessing the necessary

prerequisites and applicable experience will be

able to lead Kaizen pro jects, afterdemonstration of team leadership skills andeffective application of the tools on a minimum

of 3 projects.


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Kaizen Definition

Why and Where

Kaizen Team Structure

Learning objectives 10 Rules of Kaizen 7 Wastes Toast Kaizen (28 min) 5S

5S Video (22 min) Takt Time Vs Cycle Time (3 min) One-Piece Flow

Visual controls (2 min) Failsafing Poka-Yoke Video (3 min)

Data collection and analysistools Standardizing/documenting

improvements

Project evaluation/improvement

Safety & Ergonomics Summary

Agenda, Day 1



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Discard conventional fixed ideas for production.

Think of how to do it, not why it cannot be done.

Do not make excuses ... question current practices.

Do not wait for perfection ... do it right away.

Correct mistakes at once ... DO NOT HURT THE CUSTOMER.

10 Basic Rules of Kaizen


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10 Basic Rules of Kaizen

Optimize current equipment and resources. Do not planon spending big money.

Wisdom is brought about when faced with hardship, andwhen all can see and feel the waste.

Ask why five times and seek root causes.

Seek the wisdom of 10 rather than the knowledge of 1.

Kaizen never stops.


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Understanding and learning

7 Wastes

also supports&


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Waste

23

Waste elimination is one of the most effective ways

to increase the profitability of any business.

Processes either add value or waste to theproduction of a good or service.


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Waste

Definition:Using the resources over and above what isactually required to produce the product.

Japanese word for Waste is MUDA

It is very important to understand what waste is,where it exists & how can it be identified?


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7-Wastes :- A tool to categorize and

identify various wastes

Overproduction

Waiting

TransportationOver-Processing (Unnecessary Operations)

Inventory

DefectsUnnecessary Motion

Untapped Human Potential (8thWaste)


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7-Wastes Contd.

Overproduction: Producingmore than what customers

require at this timeExamples:-

1. Producing product to stockbased on sales forecasts

2. Producing more becausespace is available.

3. Producing more because youcan.

Waiting:Idle time whenmaterial, people or

equipment is not readyExamples:-

1. Waiting for parts

2. Waiting for prints

3. Waiting for inspection4. Waiting for machines

5. Waiting for information

6. Waiting for machine repair

Source: http://www.gemba.com


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7-Wastes Contd.

Transportation:Movementof Products/Parts that does

not add any value

Examples:-1. Moving parts back and forth

on assembly line

2. Moving defective parts backto suppliers and ordering

again

3. Moving parts from one stationto another

Over-processing:Effort thatadds no value to the productin the eyes of customers

Examples:-

1. Extra polishing the part forsurface-finish when it is notrequired.

2. Over-tight tolerances when

not required3. Multiple coats of paint if notdesired


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7-Wastes Contd.

Inventory: More material,parts, or products than the

customer needs right now.

Examples:

1. Raw materials

2. Work in process (WIP)

3. Finished goods

4. Consumable supplies5. Purchased components

Defects: Work that containserrors, rework, mistakes orlacks something necessary.

Examples:1. Scrap

2. Rework

3. Defects

4. Correction5. Field failure

6. Variation

7. Missing parts


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7-Wastes Contd.

Unnecessary Motion:Movement that does not

add value.

Examples:-

Searching for parts, tools,prints, etc.

Sorting through materials.

Reaching for tools. Lifting boxes of parts.

8thWaste: Untapped HumanPotential:

All ideas from each individual

must be given proper attention.

Underestimating HumanPotential is a big waste.

Always remember that

Small ideas lead to BigImprovements.


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$1.00

Bakery 1

$5.00

Bakery 2

WAIT!

So, what is your answer

to his comments?

?

There arereasons for this

higher price!

A short story about waste

I store the flour far from the kitchen, so I spend a

lot of time to going back and forth

My suppliers are located far from my bakery, so I

spend a lot of money on transportation

My process is inconsistent, so many times I get low

quality bread and I have to throw it away

Sometimes I produce too many loafs of bread,

and again I have to throw it away

SORRY


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KAIZEN TOAST VIDEO25 MINUTES


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Kaizen Definition

Why and Where




Visual controls (2 min) Failsafing Poka-Yoke Video (3 min)

Data collection and analysistools Standardizing/documenting

improvements



Agenda, Day 1



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5S The first step to do Kaizen

Japanese Version

Seiri

Seiton

Seiso Seiketsu Shitsuke

English Version

Sort Straighten

Shine Standardize Self-Discipline/sustain

5S is a process for work place organization and

leads to the adoptions of good manufacturingpractices


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Separate Required from Not Required

First S indicates the necessity of sorting

Necessary from Unnecessary.

TAGGING

1. Stuff that we use very frequently almost everyday(GREEN TAG)(keep it in close proximity).

2. Stuff that we use occasionally once a week(YELLOW TAG)(keep it little bit away).

3. Stuff that is junk and not in use any more (REDTAG)(discard it).

Sort

5S Contd

Source: http://www.strategosinc.com/5s_elements.htm


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Shine or Cleanliness- A processfor eliminating dirt and grime

Keep your area or work-station clean Eliminate the causes of dirt and grime Store cleaning supplies at accessible

locations

Try to find the source of dirt, dust, etc.

Design workplace to make cleanup easy

5S Contd


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5S Contd..


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Instead of 5S, We at Cummins focus on 6S.

The 6thS is very important:

Safety

COS 7.Establish the

right

environment


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Examples:

Pre 5S Post 5S


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5S Slippery Slope

22 Minutes


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Kaizen Definition

Why and Where




Visual controls (2 min) Failsafing Poka-Yoke Video (3 min) Data collection and analysis

tools

Standardizing/documentingimprovements



Agenda, Day 1



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Understanding Takt Time & Cycle

Time

Also supports


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A German word for the baton used by orchestra conductors to regulatethe beat/cadence

Matches the pace of the work to the pace of customer demand.

Takt time = Time available

Demand

Cannot be measured with a stop watch Must be calculated

Goal: To work at the same pace as customer demand

Not too fast Not too slow

Understanding Takt Time and Cycle Time

Takt Time

02:40 MINUTES


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Understanding Takt Time & Cycle Time

However, customers demand 100 P&L kits per shift. Each shifthas 440 minutes available to work.

So, the Takt Time is: Time Available / Demand

= 440 minutes /100 P&L kits= 4.40 minutes each

= 264 seconds

We wil l meet demand only i f w e produ ce 1 P&L kit every 264seconds.

Takt Time is th e requ ired drum beat..!


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Understanding Takt Time & Cycle Time

In this case, are we able to meet the demand?---- No

Why?---- Because Cycle time (352 seconds) is greater than

Takt time (264 seconds)

What should we do to meet customers demand?----Make Cycle t ime less than o r equal to Takt t ime

Cycle Time Takt Time

Cycle Time vs Takt Time Bar

Chart

5:42 Minutes


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Bottleneck

A point of congestion in a system

orProcess step with the longest cycle time

An operation can not perform better than the bottleneck

54

Station 1 Station 2 Station 3

10 sec 20 sec 15 sec

WIP / Inventory Waiting

Station 1 Station2 Station3

15 sec 15 sec 15 sec

C/T = 15 sec


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Case A

Station 1 Station2 Station3 Station 4 Station 5

60 Seconds 60 Seconds 65 Seconds 55 Seconds 65 Seconds

Station 1 Station 2 Station 3 Station 4 Station 5


Case B

What is the cycle time of the following lines?

Station 1 Station 2 Station 3 Station 4 Station 5


Case C


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Understanding One-Piece Flow

Also supports


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One Piece Flow One-piece flowis the state that exists when products move through a

manufacturing process one unit at a time, at a rate determined by the needs of

the customer

The opposite of one-piece flow is batch production Goods produced in large lots build delays into the process

No items can move on to the next process until all items in the lot havebeen processed

The larger the lot, the longer the items sit and wait between steps

One-piece flow is an ideal state

In daily operation, it is not always possible or desirable to process itemsjust one at a time

The impor tant th ing is to promo te cont inuous f low of p roducts , wi th theleast amount o f delay and wait ing


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One-Piece Flow Vs. Batch Production

Batch production can lower a

companys profitability

One piece flow solves these

problems

Makes lead time between

customers order and delivery of

product longer

Allows to deliver a flow of products

to customers with less delay

Requires labor, energy, and spaceto store and transport products

Reduces resources required forstorage and transport

Increases chances of product

damage or deterioration

Lowers risk of damage,

deterioration, or obsolescence

Exposes other problems so they

can be addressed


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Batch Processing Example

Batches of 5 pieces

3 processesone piece per minute

Process 3Process 1 Process 2

Time to 1stunit to be finished: 00:00 min

Total Inventory: 00 parts010203040506

01:0002:0003:0004:0005:0006:0007:0008:0009:0010:0011:00

070809101112131415

1st

Piece Done!

Takt Time:1:00 min


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Total Lost Inventory: 00 parts

Problem on 2 !!!

Batch Processing Example

What if a problem occurs???


Time before defect has been identified: 00:00 min

0102030405

01:0002:0003:0004:0005:00

STOPSTOP


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Total Lost Inventory: 00 parts

Problem on 2 !!!


What if a problem happens???

STOPSTOP

Time before defect has been identified: 00:00 min

01

01:00

One Piece Flow Example


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Kaizen Definition

Why and Where





tools

Standardizing/documentingimprovements



Agenda, Day 1



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Understanding Visual-Controls

&Also supports


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What is a Visual Workplace?

When anyone can walk into a

workplace and visually

understand the current

si tuat ion.

Pictures Speak Louder Than Words

4


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Why Visual Management ?

Increase Safety

Enhance Quality

Reduce searching time

Increase job satisfaction

Eliminates many

frustrations Improve communication

Use visual control so no problems are hidden


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Visual-Controls

Color Coding Shadow Boards Labeling

Andons Safety Alerts Quality Alerts


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VISUAL CONTROL01:15 MINUTES


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Kaizen Definition

Why and Where





tools Standardizing/documenting

improvements



Agenda, Day 1



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Understanding Poka Yoke

Also supports

Introduction


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Introduction

Poka yoke isJapanese slang for avoiding inadvertent errors which

was formalized by Shigeo Shingo.

Another term, Fail safing (mistake proofing) is the use of process or

design features to prevent errors or their negative impact.

A good Poka yoke satisfies that following requirements:

Simple, with long life and low maintenance.

High reliability

Low cost.

Designed for workplace conditions.

An effective Poka yoke device:

Inspect 100% of items. Provides immediate feedback so as to compel countermeasures


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Background

The real world People make mistakes

People are human

Mistakes are inevitable

Murphys Law: If something can go wrong, itwill

Background


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Background

The old way to prevent mistakes

Reprimand worker Retrain worker

Motivational talks

Tell them to be more careful

Tell them to pay attentionA better way to prevent mistakes

Remove the opportunity for error

Improve the process

Make wrong actions more difficult

If you cant remove the opportunity for error

Make it easier to discover the errors that do occur


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Categories of Poka-Yoke

Poka-yoke devices fall into two majorcategories: Prevention

Detection

A prevention device engineers the process sothat it is impossible to make a mistake at all

Poka Yoke Examples


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Poka Yoke Examples

Examples of Poka yoke:

Home Tether and gas cap

Safety bar on a lawn mower.

Oth P k Y k E l


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Gas pumps are equipped with hose couplings that break-

away and quickly shut-off the flow of gasoline

Other Poka-Yoke Examples


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Categories of Poka-Yoke

A detection device signals the user when amistake has been made, so that the user canquickly correct the problem

My car beeps if I leave

the key in the ignition


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Other Poka-Yoke Examples

Failsafing RacksLights will turn red on picking wrong parts.


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Summary

Poka-Yoke means to mistake proof the process

Remove the opportunity for error

Improve the process Make wrong actions more difficult

If you cant remove the opportunity for error

Make it easier to discover the errors that do occur


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Understanding Poka-Yoke3 Minutes


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Kaizen Definition

Why and Where





tools Standardizing/documenting

improvements


Safety & Ergonomics

Summary

Agenda, Day 1



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Data Collection and Analysis Tools:

An Overview

The success of the Kaizen team depends ontheir ability to make change using good DATA.

Data driven change is an objective way toinstitutionalize improvement.

Information must be collected swiftly andthoroughly.

Data collection tools are an intricate componentfor the lasting success of improvement.

Good decisions are made using good data.


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Data Collection, Analysis

Improvement Tools

Video Capture

Work Combination Chart

Work Flow Analysis

Standardized Work Charts

Process Capacity ChartsWork Measurement

5S

Before/After Photographs

Housekeeping Audit

Set-up and Changeover Improvement

Workplace LayoutErgonomic Engineering

Quality Problems Pareto

Pareto Analysis

Brainstorming

Combined Process flow Chart

Checklists

Cause and effect Analysis

Lift/Bend/Carry AnalysisProcess Audits

Experimentation and test

Lineside/cell inventory

calculation

Safety incidence Pareto

Materials AnalysisWalk/Distance Analysis

Headcount requirement

KAIZEN TOOLS KAIZEN TOOLS


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Video Capture/Analysis

Sees the entire picture - very objective.

Used in conjunction with other analysistools to formalize information.

Film it the way it is - dont act! Video willserve as a baseline.


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Work Measurement: Time and Motion

StudyMethods of Work

measurement

Third-generationPredetermined

Time studies

Second- generationObserving & measuring

First- generationEstimation

Based onHistorical data

Stop-WatchStudy

SoftwareEASE

Most CommonEasy to learnRealistic

OutdatedNot realisticNot preferred

Most advancedNeed practice & skillIdeal time measurements

Time Study Sheet


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Standard Work

Walk Pattern


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Walk Pattern or Work Sequence Diagram is a Visual Control tool to help

minimize movement and excessive walkingwithin a department or work

cell

Walk Patterns show the sequential flowof associate movement

within a department or work cell

Pallet Build Walk Pattern

GUI Desk

Pack

Station

Cart

1

Operator Process

1) Pull box from upstream conveyor

2) Place on scale, scan LP

3) Start print process at computer

4) Fill box with dunnage

5) Seal box with tape

6) Retrieve paper work

7) Apply packing slip

8) Push box down conveyor

2 6

5

3

4

8

7

Transfer Process

1) Pull box from downstream conveyor

2) Load boxes on cart

3) Scan LP on box

4) Travel to pallet position

5) Drop box in returnable

6) Scan LP into the returnable

-After tote is completed-

7) Print labels and paperwork

8) Verify number of boxes in tote

9) Close tote and apply labels

1

2

3

4

5

6

8

7

9


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BEFORE AFTER

MILLRAW

DRI

LL

BUR

R

TAPFIN

PACKFREE SPACE

WALK DIST. 42 FT.

FLOOR SPACE 200 FT. SQ.

WALK DIST. 19 FT. % IMPR. 55%

FLOOR SPACE 70 FT. SQ. % IMPR. 65%

RAW MILL DRILL

FIN PACK WASH

TAP


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Brainstorming & Try Storming

Group technique that uses divergent thinking to generatenew useful ideas.

Encourages creativity.

Gets ideas from everyone.Generates excitement and energy.Separates people from the ideas they suggest.The whole is greater than the sum of its parts.Ideas are produced quickly.Each idea stimulates other ideas.Helps people get out of the paradigm and look for better

ways.


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Think Out-of-the-Box

Try to touch all 9 points with just four lines withoutpicking the pen/pencil.

Put away

Come back to drop zone


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zone

41

zone

41

zone

36

Drop

zone

345

Start

350

428 430

430

343

429 431

428

107111

427

430

351340106 105

Put Away How would be expected to be


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Before/After Photographs

Visual impact of improvement.

Serves as documentation so the process ormethod improvement is less likely to returnto the old method.

Can be used by other teams to conveycommon approach ideas plant-wide.

Can be used as recognition to the team toshow what was accomplished.


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Traditional Racking Vs

Flow-Thru Racking

Cummins Kaizen, CDC, Rocky Mount, NC


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Experimentation Test

If were not sure of the effect, just do it andevaluate.

Learn by doing!


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Evaluate and Improve

Evaluate theimprovements made

against the goals set.

Reward and Recognize.

Plan next level of

improvements withoutlosing gains.

Day 5 - Graduation day.

Presentation by team to

management.

Certificates.

Visual display developed.

training slides for kaizen

Documents