Perlaksanaan aktiviti KAIZEN dalam

Pengurusan LEAN Sektor Perkhidmatan.

Seminar Pengurusan Lean
MOHD AMRAN MOHD DARIL
UNIVERSITI KUALA LUMPUR (UNIKL)
MALAYSIAN INSTITUTE OF INDUSTRIAL TECHNOLOGY (MITEC)
CONTENTS
KAIZEN - LEAN MANAGEMENT
OVERVIEW OF KAIZEN Page 3-4
This is an example text. Go ahead and replace it
KAIZEN AND LEAN Page 4
KAIZEN IMPLEMENTATION Page 7-20
1
2
3
4
KAIZEN IN SERVICE SECTOR Page 6
2
OVERVIEW OF KAIZEN
3
WHAT IS KAIZEN?

Kaizen is J apanese word synonym with
Continuous Improvement.

Masaaki Imai (1986) in his book Kaizen, the key to Japan's
competitive success stated that Kaizen is problem-solving process
which follows immediately after the identification phase, and any
improvement must subsequently be standardized to reach the next
level of improvement.

Bessant et al. (2001) find that most of the literature defined
Continuous Improvement as a particular bundle of routines which
can help an organization improve what it currently does.

OVERVIEW OF KAIZEN
4
WHAT IS KAIZEN?

In Toyota Way 2001, Kaizen is one of the foundation for Continuous
Improvement (Jeffery K. Liker, The Toyota Way, 2005).

KAIZEN AND LEAN
5
WHERE DOES KAIZEN COME FROM?

Origin from manufacturing, introduced in Toyota
Production System and was formulated during
development of series of tools and techniques to
remove waste,thus able to increase efficiency and
productivity in order to maximize customer value
make the process LEANer

The term LEAN" was coined to describe Toyota's business during the
late 1980s by a research team headed by Jim Womack, Ph.D., at
MIT's International Motor Vehicle Program

KAIZEN IN SERVICE SECTOR
6
CAN KAIZEN BEING USED IN
SERVICE SECTOR?

YES it can. Kaizen start in manufacturing then spread
it through supply chain process and currently being
taken to service industry.


In manufacturing environment the variances are tangible and costly
but in service sector variance is about the requirement of individual
customer and often the result of customer irritations.


KAIZEN IMPLEMENTATION
7
WHERE TO START KAIZEN?

Especially to service sector (as the process somehow
quite intangible), start with look at process step by
step by walk through the process with the people who
operate the process and then map the process.

Could be begin with customer life cycle as a bigger picture then
zoom to specific process.



KAIZEN IMPLEMENTATION
8
EXAMPLE OF
CUSTOMER LIFE CYCLE

UNIVERSITY


PROS
PECT
APPLI
CANT
ADMIT
TED
ENROL
1
st

YEAR
2
nd

YEAR
3
rd

YEAR
4
th

YEAR
GRA
DUA
TION
5
YEAR
REUN
ION
10
YEAR
REUN
ION
MAJOR
GIFTS/
DONA
TIONS
RECRUITMENT RETENTION DEVELOPMENT
CAMPUS LIFE ALUMNI ATTRACTION
KAIZEN IMPLEMENTATION
9
EXAMPLE OF CUSTOMER LIFE CYCLE
GOVERNMENT


Source: Productivity Report 2011/12, MPC pp:59
KAIZEN IMPLEMENTATION
10
HOW TO IDENTIFY KAIZEN?

Use Value Stream Mapping (VSM) to identify Kaizen.

The essential different between manufacturing and service is the
fundamental of its process. In manufacturing the process can be
seen but in service the process is quite intangible. Thus mapping the
process is really helpful to understand the process in service.



KAIZEN IMPLEMENTATION
VALUE STREAM MAPPING (VSM)
CURRENT STATE

KAIZEN
BURST
KAIZEN
BURST
11
KAIZEN IMPLEMENTATION
KAIZEN EXAMPLE
TICK THE PAYMENT INSTEAD OF WRITING ON THE RECEIPT

12
KAIZEN IMPLEMENTATION
VALUE STREAM MAPPING (VSM)
FUTURE STATE

13
KAIZEN IMPLEMENTATION
VALUE STREAM MAPPING (VSM)
CURRENT STATE

Title: PUSPAKOM CURRENT VSM MODEL
LEGEND: Pull Push Push Customer or Considerations : 22 Work day / month PUSPAKOM JOHOR BAHRU BRANCH
(12 hour x 3600) - (1 hour x 3600) (e.g. fromStore) ( finished goods) (to next process) Supplier LOT 219, TAMANPERINDUSTRIANTEBRAU3,
20 vehicle Supermarket ( W.I.P or Production 81100 JOHORBAHRU
Q/T = Queue Time L/T = Lead Time VE = Vehicle Examiner V.I = Visual Inspection Cell / Combine Process Finished goods ) Kanban Kanban Post
C/T = Cycle Time C/O = Change over time AO = Auxiliary Examiner U.C = Undercarriage Check Signal Kanban 1 shift => 11 hour (after PFD)
CSA= Customer Service Assistant MRP = Material Requirement Planning Process Box Withdraw Kanban Inventory = 12 Hour - (2 x 30 Min)
L/T = Q/T + C/T + C/O PLT = Product Lead Time VA/T = Value added time Electronic Manual Date Rev Sheet
PFD = Personal Fatigue & Delay Time Kaizen Burst Employee Information Flow Information Flow 26.11.11 1 1 of 2
Done by Branch Mgr
MD. NAZIF HAMZAH MR SHAMSUL
Takt Time =
CURRENT VSM MODEL
Customer
MRP
Process
Control
Daily Call Weekly calls
70 Min
Reg. Post 1
1
Q/T = 59 s
C/T = 70 s
C/O = 0 s
AO-1
41 Min
Reg. Post 2
Q/T = 38 s
C/T = 41 s
C/O = 0 s
AO-2
TOTAL C/T = 129 s TOTAL C/T = 79 s
20 vech 2 vech
Customer
2 1
10 vech 6 vech 2 vech 1 vech
1 vech 1 vech 2 vech
2 vech
86 Min
Payment Post
318 Min
Visual Inspection
20 Min
Side Slip Test
211 Min
Brake &
Suspension Test
364 Min
Taxi Meter Test
229 Min
Undercarriage
Check
188 Min
Result
Q/T = 74 s
C/T = 86 s
C/O = 19 s
CSA-1
TOTAL C/T = 179 s
Q/T = 337
C/T = 318 s
C/O = 0 s
VE-1
TOTAL C/T = 655 s
Q/T = 28 s
C/T = 20 s
C/O = 17 s
VE-2&3
TOTAL C/T = 65 s
Q/T = 198 s
C/T = 211 s
C/O = 26 s
VE-2&3
TOTAL C/T = 435 s
Q/T = 233 s
C/T = 364 s
C/O = 41 s
VE-2&3
TOTAL C/T = 638 s
Q/T = 133 s
C/T = 229 s
C/O = 18 s
VE-2&3
TOTAL C/T = 380 s
Q/T = 142 s
C/T = 188 s
C/O = 17 s
VE-2&3
TOTAL C/T = 347 s
3 4 5 6 8 7 9
Daily Schedule
PLT = 2.35 days
VA / T = 1527 seconds
Customer Demand:
20 vehicles per day
( takt time = 1980 seconds )
Hours per Shift : 11
Break minutes per shift : 60
Shift per day : 1
Days per week : 6
seconds seconds seconds seconds seconds seconds seconds seconds seconds
1 days 0.1 days 0.5 days 0.3 days 0.1 days 0.05 days 0.05 days 0.05 days 0.1 days 0.1 days
12
KAIZEN
BURST
KAIZEN
BURST
14
KAIZEN IMPLEMENTATION
BEFORE KAIZEN
TWO REGISTRATION POSTS

15
KAIZEN IMPLEMENTATION
AFTER KAIZEN
ONE REGISTRATION POST Eliminate Post 1 and integrate with Post 2

16
KAIZEN IMPLEMENTATION
VALUE STREAM MAPPING (VSM)
FUTURE STATE

Title: PUSPAKOM FUTURE VSM MODEL
LEGEND: Pull Push Push Customer or Considerations : 22 Work day / month PUSPAKOM JOHOR BAHRU BRANCH
(12 hour x 3600) - (1 hour x 3600) (e.g. fromStore) ( finished goods) (to next process) Supplier LOT 219, TAMANPERINDUSTRIANTEBRAU3,
20 vehicle Store ( W.I.P or Production 81100 JOHORBAHRU
Q/T = Queue Time L/T = Lead Time VE = Vehicle Examiner V.I = Visual Inspection Cell / Combine process Finished goods ) Kanban Kanban Post
C/T = Cycle Time C/O = Change over time AO = Auxiliary Examiner U.C = Undercarriage Check Signal Kanban 1 shift => 11 hour (after PFD)
CSA= Customer Service Assistant MRP = Material Requirement Planning Process Box Withdraw Kanban Inventory = 12 Hour - (2 x 30 Min)
L/T = Q/T + C/T + C/O PLT = Product Lead Time VA/T = Value added time Electronic Manual Date Rev Sheet
PFD = Personal Fatigue & Delay Time Kaizen Burst Employee Information Flow Information Flow 26.11.11 1 2 of 2
Done by Branch Mgr
MD. NAZIF HAMZAH MR SHAMSUL
Takt Time =
FUTURE VSM MODEL
Customer
MRP
Process
Control
111 Min
REG. POST
1
Q/T = 59 s
C/T = 111 s
C/O = 0 s
AO-1
86 Min
PAYMENT POST
Q/T = 74 s
C/T = 86 s
C/O = 19 s
CSA-1
TOTAL C/T = 170 s TOTAL C/T = 179 s
20 vech
Customer
2 1
10 vech 6 vech 2 vech 1 vech
2 vech
86 Min
SIDE SLIP TEST
210 Min
BRAKE &
SUSPENSION TEST
364 Min
TAXI METER TEST
547 Min
V.I &U.C
188 Min
RESULT
Q/T = s
C/T = 20 s
C/O = 17 s
VE-1&2
TOTAL C/T = 179 s
Q/T = s
C/T = 210 s
C/O = 27 s
VE-1&2
TOTAL C/T = 237 s
Q/T = s
C/T = 364 s
C/O = 41 s
VE-1&2
TOTAL C/T = 405 s
Q/T = 198 s
C/T = 547 s
C/O = 18 s
VE-1&2
TOTAL C/T = 435 s
Q/T = 141 s
C/T = 188 s
C/O = 17 s
VE-1&2
TOTAL C/T = 346 s
3 4 5
6
7
PLT = 2.35 days
VA / T = 1527 seconds
Customer Demand:
20 vehicles per day
( takt time = 1980 seconds )
Hours per Shift : 11
Break minutes per shift : 60
Shift per day : 1
Days per week : 6
seconds seconds seconds seconds seconds seconds seconds
1 days
0.1 days 0.5 days
0.3 days
0.1 days
0.05 days 0.05 days
Every 6
Month
Weekly calls
Daily Calls
0.1 days
12
17
KAIZEN IMPLEMENTATION
EXAMPLE KAIZEN

BEFORE - Everything in one row (food, drink,
payment, etc), causing long queue time.


18
KAIZEN IMPLEMENTATION
EXAMPLE KAIZEN

AFTER Utilize space to separate foods, payment
and drinks.


Students does not have to
line up to take their food
Student take/order
their drinks here
Student pay here
19
KAIZEN IMPLEMENTATION
20
HOW START KAIZEN?

Practicing Kaizen in Gemba (actual work place).

1. Form a team to walk through the process
2. Think how to do it, and not why it cannot be done.
3. Do not make excuses. Start by questioning current practices.
4. Dont seek perfection. Do it right away even if for only 50% of target.
5. Correct mistakes at once.
6. Ask Why? five times and seek the root cause.
7. Seek the wisdom of ten people rather the knowledge of one.


THANK YOU!

LERC is as one of the UniKL engineering technology research centres
established at UniKL Malaysian Institute of Industrial Technology, managed by
its Quality Engineering school. LERCs mission is to research, apply and
communicate lean thinking.

It aims to provide a mechanism to promote and develop lean knowledge transfer
and offering a practical oriented hierarchy of lean qualifications - or learning
ladder - around which employees can develop their lean thinking skills, or for an
organisation to develop a lean competency strategy for its workforce.

Collaboration with Malaysia Productivity Corporation (MPC) was done to promote
Lean activities which aimed at establishing the Lean Institute of Malaysia.