Kaizen

Performance excellence
series
Training module element


Executive Knowledge Tools Workbook

Overview Breakthroug
h

Lecture Lecture
notes notes
Participant
manual
Continuous Improvement
Core meaning

 kaizen

 KAI + ZEN
To modify, to change Think, make good, make better


 = KAIZEN
Make it easier by studying it, and making the
improvement through elimination of waste.
 CPI (Continual Performance Improvement)
Process •Data Driven Methodology to Magnify Impact of
Improvement
Project
Implemented
Process Improvement
•Apply Control Techniques to Eliminate Erosion of
Improvements
Maintenance of
Process
•Proceduralize/Standardize Improvements for
Performance
Improved Maintenance of Critical Process Parameters

Time
CPI Project
CPI Projects
Emphasize Control
Savings

and Long Term

Maintenance

Kaizen Time Kaizen

•Use Small Teams to Optimize Process Performance

Savings
CPI
by Implementing Incremental Change
•Apply Intellectual Capital of Team Members Intimate
with Process
Nine types of wastes

•Overproduction
•Delays (waiting time)
•Transportation
•Process
•Inventories
•Motions
•Defective products
•Untapped resources
•Misused resources
Elimination of Wastes and
Continuous Improvement
•The Secret:
•Be Systematic
•
• Work with a versatile team
• Measure, evaluate
• Find the 5 Whys
• Follow up
• Standardize, make uniform
• Simplify
• Combine
• Prevent
• Make waste ugly

Exercise 1: Wastes Identification

1. List at least one example of each of



the 9 categories of waste from a

process within your organization.

2. Identify at least one possible cause


for each of the specific wastes listed.


3. Propose one or more actions to


reduce each of these wastes.


4. Identify methods of measurement to


determine results of waste reduction

efforts.

When the delivery lead-time is bigger
than the manufacturing lead time:

procedure


Delivery lead time

Manufacturing lead
time

Delivery lead
time
Manufacturing lead time
How to reduce the
manufacturing lead time?
 Identifyand eliminate all wastes in
our manufacturing processes
 Example: manufacture a
 Total operations: 6 hours
 Mfg. lead-time: 40 days = 320
hours
 Difference: 314 hours
What are processes
made of ?

 Example: manufacture a
 Total operations: 6 hours
 Mfg. lead-time: 40 days = 320
hours
 Difference: 314 hours
 98%
 Visual Control & the Workstation

 japanese To Sort To Straighten

Eliminate Ensure space
for each thing ,
what ’ s not and a thing for
absolutely each space . No
necessary more searching .

The To Sustain
5 S Maintain
continuous
effort . This
is a way of
life . To Sweep
To Sanitize Maintain a
clean and
Improvement orderly space
of the to make
workstation . problems easily
Be organized identifiable .
Eliminate
to reduce rejects and
clutter . scrap ..
 Kaizen for the
Workplace
Training and
Sourcebook
for
Kaizen
Worksheets
 TIME OBSERVATION WORKSHEET
Sheet 2
Date: Page of

Task/Process Being Observed Observer(s) Day/Time Of Observation

Step Observation Number Assigned REMARKS

No. Task Component Component
time
1 2 3 4 5 6 7 8 9 10 11 12

Time For One Cycle Total Running Time

(cumulative)
Time Time for each
Component
 Time Observation
Form
Purpose Used to identify each task performed in a process or section of a process.
Further used to identify actual times for each task in order to determine the
overall process cycle time.

When To Use The Time Observation Form (TOF) should be used after the Standard Work
Sheet and Spaghetti Diagram have been completed.

Who Should Use It The Time Observation Form can be used by anyone involved in continuous
process improvement.

Expected Benefits The Time Observation Form will provide information about work sequence,
work content, and operation times. The TOF not only provides actual times,
but also provides best demonstrated performance, on the specific process
being analyzed.
Thanks