The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.

KAIZEN PowerPoint Template

Discover the best professional documents and content resources in AnyFlip Document Base.
Search
Published by igodigital, 2017-02-09 06:52:32

KAIZEN

KAIZEN PowerPoint Template

Keywords: KAIZEN,PowerPoint,Template

KAIZEN

POWERPOINT TEMPLATE

AGENDA

 Quotes
 Definition
 The Kaizen Umbrella
 Basic Rules /

Key Principles
 Objectives of Kaizen
 Benefits of Kaizen
 Implementation
 Checklists / Worksheets

DEFINITION KAIZEN

KAI ZEN

“CHANGE” “GOOD”

DEFINITION KAIZEN

COLLECTIVE TERM SMALL STEPS CONTINUITY NEW STANDARDS

Variety of approaches for Gradual improvement instead Continuous optimization Upward tendency of
continuous improvement of huge changes; applicable to and fine-tuning of production improvement in the course
combined under all departments (development, and information processes of time, which is mainly
 Kaizen Umbrella production, marketing, carried by the employees
distribution etc.)

EMPLOYEES COOPERATION PARTICIPATION PERFECTION

Ideal is the qualified, active, Model assumes cooperative Consensus instead of solo Good is not enough –
self-dependent and creative leadership; cross-functional attempts; collective clear Kaizen as a never ending
employee who is properly cooperation in groups as main objectives and information process to reach perfection
awarded for his commitment principle of work organization transfer bottom-up and
top-down

Continuous effort
– not strength or intelligence –
is the key to unlocking our potential.

Sir Winston Churchill (Former British Prime Minister)

If you learn only one word of Japanese,
make it KAIZEN.

Masaaki Imai (Developer of Kaizen)

To improve is to change,
so to be perfect is to have changed often.

Sir Winston Churchill (Former British Prime Minister)

THE KAIZEN UMBRELLA

KAIZEN

Customer Orientation Kanban
TQC (Total Quality Control) Quality Improvement
Just-in-Time (JIT)
Robotics Zero Defects
QC Circles Small-Group Activities
Suggestion System Cooperative Labor-Management Relations
Automation Productivity Improvement
Work Discipline New Product Development
TPM (Total Productive Maintenance)

THE KAIZEN UMBRELLA  Kanban
 Quality Improvement
 Customer Orientation  Just-in-Time (JIT)
 TQC (Total Quality Control)  Zero Defects
 Robotics  Small-Group Activities
 QC Circles  Cooperative Labor-Management Relations
 Suggestion System  Productivity Improvement
 Automation  New Product Development
 Work Discipline
 TPM (Total Productive Maintenance)

THE KAIZEN UMBRELLA  Kanban
 Quality Improvement
 Customer Orientation  Just-in-Time (JIT)
 TQC (Total Quality Control)  Zero Defects
 Robotics  Small-Group Activities
 QC Circles  Cooperative Labor-Management
 Suggestion System
 Automation Relations
 Work Discipline  Productivity Improvement
 TPM (Total Productive  New Product Development

Maintenance)

BASIC RULES / KEY PRINCIPLES

PROCESS ORIENTATION CUSTOMER ORIENTATION

 Turning away from pure result orientation  Kaizen distinguishes between internal and external customers
 Internal customer: section within the company
 Optimization of profits only possible with  If section A produces something which has to be finished
high customer satisfaction
in section B, then section B is the internal customer
 Reached by documentation and improvement  These interfaces within the company are the starting point for Kaizen
of processes  External customer: end consumer
 Needs and wishes of consumer elevated by customer surveys
 Process-oriented organization and application
of continuous process improvement may
influence innovative performance of the company

BASIC RULES / KEY PRINCIPLES

QUALITY ORIENTATION CRITICS ORIENTATION STANDARDIZATION

 Continuous quality control in the  Criticism as a chance for continuous  If improvement has been proven to be
context of Total Quality Management improvement; therefore allowed suitable and has been implemented,
(further approach of Kaizen) and requested a new standard is set and permanently
integrated into the processes of
 Quality key figures and measurements are  Every employee is supposed to make the company
determined and described by Standards proposals for improvement
 If standardization is completed,
 Management should check proposals further improvements are aspired
on usability and implement them as and are implemented with the help of
soon as possible the  PDCA Cycle

 PDCA cycle: Plan Do Check Act

BASIC RULES / KEY PRINCIPLES

1 Don’t justify the past. 6 Set high standards.
Challenge ideas.

2 Think how things CAN be done, 7 Correct failures immediately.
not Why they CAN’T be done. 70% now is better than 100% later.

3 Use data, not theories. 8 A team is better than one expert.

4 Use wisdom, not money. 9 Be a role model. Lead by example.

5 Work smarter, not harder. 10 Identify the root cause.

OBJECTIVES OF KAIZEN

Quality – There is unused potential in
right from the start! every work procedure, which
has to be detected on every level

Cost reduction, quality increase Standardization of work
and shortening of throughput procedures after proposals of
time by eliminating non value involved employees; identification
adding activities and observing of agreed standards

Conscious and self-dependent Independent recognition and
avoidance of wastage elimination of weaknesses
(e.g. time, material)

BENEFITS OF KAIZEN

Widely applicable Highly effective, Reduces waste Increases employee
transparent and result- (inventory, time, motion, moral, job satisfaction,
sense of responsibility
oriented transportation, etc.)

Teaches workers how to Team-based, cross- Continual small Improved productivity,
solve everyday problems functional, data-driven improvements add quality, use of capital,
up to major benefits
themselves space utilization

Faster delivery, lower Optimization of work Redevelopment of the
costs, greater customer environment and communication with
other departments
satisfaction production facilities

IMPLEMENTATION

IMPLEMENTATION – APPROACHES

Kaizen Circle Document Reality

Do it Again 10 1 2 Identify Waste

9Celebrate KAIZEN 3 Plan Counter Measures
8Make this the Standard CIRCLE 4 Reality Check

Measure Results 75 Make Changes
6

Verify Changes

IMPLEMENTATION – APPROACHES

7 Why Checklist

Every work sequence is analyzed concerning the following
questions:

What – has to be done?
Who – is going to do it?
Why – does he do it?
How – will it be done?
When – will it be done?
Where – will it be done?
Why – is it done like this?

IMPLEMENTATION – APPROACHES

5 Requirements for a Successful Implementation

5S 8W THE 5 WHY VALUE STREAM PDCA CYCLE

Instrument to Checklist to Method of quality Method to improve Interactive process
develop safe, identify typical management to processes in the of solving problems
clean and useful types of waste define causes and production and
workplaces (Japanese “Muda”) service sector with origins in
effects quality management

IMPLEMENTATION – APPROACHES 5S

5S 8W
5 Why
Instrument to develop safe, clean and useful work places, Value Stream
to reduce non-productive activities and to improve quality, PDCA
efficiency and security

 Seiri – Sort
 Seiton – Set in Order
 Seiso – Shine
 Seiketsu – Standardize
 Shitsuke – Sustain

IMPLEMENTATION – APPROACHES 5S

8W (Waste) 8W

Checklist to detect typical sources of waste: 5 Why
Value Stream
 Overproduction PDCA
 Excessive storage
 Unnecessary transport
 Waiting time
 Production of defective parts
 Unnecessary motion
 Unfavorable production process
 Unused or misused potential of employees

IMPLEMENTATION – APPROACHES 5S
8W
5 Why
5 WHY
Aim to determine a cause for every problem. The number 5 must be
understood figuratively. It is important to keep asking until the cause of Value Stream
error is identified PDCA

Example:

The car does not start. Why doesn‘t it start?
Why is the battery empty?
Because the starter battery is empty. Why is it not working?
Why is it broken?
Because the dynamo is not working. Why was it never changed?

Because the driving belt is broken. Why…?

Because it was never changed.
Because the car has never been
maintained, yet.

IMPLEMENTATION – APPROACHES 5S

Value Stream Mapping 8W

 Aim to support the company in improving production 5 Why
processes, services and information constantly, thrifty
and in high quality VALUE
STREAM
 A value stream comprises all activities which are
necessary to bring a product from vendor to customer PDCA

 Influenced by operations (supporting, value adding
and non value adding), material and information

Supplier Factory Customer

IMPLEMENTATION – APPROACHES 5S
8W
PDCA Cycle 5 WARUM
WERTSTROM
Continuous improvement and optimization of processes by
standardized and consequent application of the PDCA cycle PDCA

PLAN 1 DO 2

 Process is analyzed  Test implementation at one facility,
 New procedure is planned to detect initial problems
 Relevant employees are involved
 Only then can the improvement be
in the development of the concept distributed in other departments

CHECK 3 ACT 4

 After testing in pilot area, new  New standard is implemented and
procedure is carefully checked checked regularly with checklists
and observed and audits

 When the result is positive, the  Standards are re-checked after
implementation for all some time and a new PDCA cycle
departments can be approved begins

PDCA CYCLE Continuous PHASE 1
Improvement Process Evaluation of the initial situation
PHASE 4 Denomination of responsible persons
Evaluation of the management Identification of improvement
Analysis of the processes
Deduction of new targets Development of optimal solutions
Plans for the future
PHASE 2
Standardization of solutions Allocation of necessary resources
Communication within the company
PHASE 3 Implementation of solutions
Inspection and startups

Analysis
Corrections and rework

Prevention
Internal Audits

PDCA CYCLE – DEMING CIRCLE

Representation in the Course of Time

 Set obligatory standards Act Plan  Search for problems
 Prevention of decline  Identify causes
 Training of participants  Develop measurements
 Prepare measurements

• Measure results Implementation Improvement
• Variance analysis
• First aid Check Do

Standard

Continuous Improvement Process

Time

First improve, then standardize generally binding

PDCA CYCLE – DEMING CIRCLE

Representation in the Course of Time

Act Plan
Check Do

Act Plan Quality
Check Do Improvement

Time

IMPLEMENTATION – KAIZEN WORKSHOP

PLANNING SESSION FOLLOW UP

 Identify topics, tasks and goals  Setting of challenge and  Put follow-up mechanisms
 Determine actual state expectations in place
 Collect data, identify issues and
 Team and skill building  Communication through
refine the problem  Weakness analysis newspapers, meeting
 Collect background data and  Issue generation and summaries, status reports

determine topic questions prioritization  Remove barriers
 Design workshop meeting  Action plan
 Involvement of stakeholders  Recognize and reward
agenda and plan logistics  Recommend development implementation
 Identify participants and  Team presentations
 Open and constructively dealing
communicate expectations with worked-out problems
 Coach and prepare sponsor generates positive Kaizen culture

WORKSHEETS
& CHECKLISTS

CHECKLIST IMPROVEMENT

Factors, which may need improvement:

 Personnel
 Work techniques
 Work methods and procedures
 Time
 Facilities
 Software
 Inventory, tools and material
 Plant layout
 Production levels
 Paradigms

CHECKLIST – 4M

MAN (OPERATOR) Is he experienced? MACHINE (FACILITIES) Does it meet precision
Is he assigned to the requirements?
Does he follow standards? right job? Does it meet production Does it make any
Is he willing to improve? requirements? unusual noises?
Is his work efficiency Does he maintain good Does it meet process
acceptable? human relations? capabilities? Is the layout adequate?
Is he fit and healthy?
Is he problem-conscious? Is the lubrication adequate? Are there enough
Is there any waste in material? machines / facilities?
Is he accountable? Is the inspection adequate? Is everything in good
Is the handling adequate? working order?
Is he qualified? Is the work-in-progress Is the operation interrupted
abandoned? due to machine troubles? Is the sequence of
MATERIAL Is the storage layout adequate? work adequate?
Is the quality METHOD
Are there any standard adequate? Is the setup adequate?
mistakes in volume? Are the work
Are there any standards adequate? Are temperature
mistakes in grade? and humidity adequate?
Are there any mistakes Is the work standard upgraded? Are lighting and
in the brand name? ventilation adequate?
Is it a safe method? Adequate contact with the
Are there impurities mixed in? previous and the next process?
Is it a method that
Is the inventory level adequate? ensures a good product?

Is it an efficient method?

CHECKLIST – 4M

MAN (OPERATOR) Is he experienced? MACHINE (FACILITIES) Does it meet precision
requirements?
Does he follow standards? Is he assigned to the Does it meet production Does it make any
right job? requirements? unusual noises?
Is his work efficiency Does it meet process
acceptable? Is he willing to improve? capabilities? Is the layout adequate?

Is he problem-conscious? Does he maintain good Is the lubrication adequate? Are there enough
human relations? machines / facilities?
Is he accountable? Is the inspection adequate? Is everything in good
Is he fit and healthy? working order?
Is he qualified? Is the operation interrupted
Is there any waste due to machine troubles? Is the sequence
MATERIAL in material? of work adequate?
METHOD
Are there any Is the handling adequate? Is the setup adequate?
mistakes in volume? Are the work
Are there any Is the work-in-progress standards adequate? Are the temperature
mistakes in grade? abandoned? Is the work and humidity adequate?
Are there any mistakes Is the storage standard upgraded? Are the lighting and
in the brand name? layout adequate? ventilation adequate?
Are there impurities Is the quality Is it a safe method? Adequate contact with
mixed in? standard adequate? previous and next process?
Is the inventory Is it a method that
level adequate? ensures a good product?

Is it an efficient method?

WORKSHEET – KAIZEN WORKSHOP TARGET

DESCRIPTION 1 START TARGET 1ST DAY 2ND DAY 3RD DAY 4TH DAY FINAL DIFFERENCE INCREASE %

Space Remarks:
Inventory
Walking Distance
Parts Transport Distance
Throughput Time
Process Cycle Time
Volume per Day
Productivity
Changeover (Total Time)
Changeover (Total Nr.)
Schedule Attainment
Quality Improvements
Safety Improvements

Building:
Division:
Department:
Team:
Date:

WORKSHEET – PROGRESS REPORT

CATEGORY CURRENT TARGET DAY 1 DAY 2 DAY 3 DAY 4 FINAL %
RESULT CHANGE
Space
Inventory Remarks:
Walking Distance
Material Travel Distance
Lead Time (sec.)
Cycle Time (sec.)
Output (units / day)
Crew Size
Productivity
Changeover Time (sec.)

Department:
Date:

WORKSHEET – TIME OBSERVATION

# Step 1 2 3 4 5 6 7 8 9 10 Best Time Remarks
1
2 Line / Process:
3 Observed by:
4
5
6
7
8
9
10
11
12
Complete Cycle Time

Date:
Time:

WORKSHEET – WASTE IDENTIFICATION

WASTE POSSIBLE CAUSE PROPOSED ACTION METHOD OF MEASUREMENT
Overproduction
Delays
Transportation
Process
Inventories
Motions
Defective Products
Untapped Resources
Misused Resources

WORKSHEET – PROPOSAL SHEET

LOCATION OBJECTIVE DATE OPERATOR
Before After

Problem Effects


Click to View FlipBook Version
Previous Book
5S Concept
Next Book
County of Erie