KAIZEN - PDCA

Presented by:

Milind Bholanekar (13)

Vikas Pande (74) Vishal Phadke (82) Ajay Satpute (91)

Naresh Shendge (100)

Shashank Tambade (109)

AGENDA

Introduction to KAIZEN M3 Memo and M3 Workbook PDCA Cycle Modified & Improved PDCA Cycle

Case Study Stock Out of Cartons

KAIZEN
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Improvement from top to bottom Total employee involvement Empowering people Giving them protected freedom Formal platform for listening of employees Promoting zero investment improvements Focusing on efforts rather than on results

M3-MEMO
MUDA : Wastes MURA : Inconsistency MURI : Irrationality

M3 WORKBOOK
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Objectives

To improve workplaces Daily log to immediately come up with a complete improvement proposal

Steps involved

Define the problem Solve the problem Undertake continuously rotating PDCA cycle

1) DEFINE THE PROBLEM

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Identify any of the three basic problem Use 5W1H approach : ask Why? , What? , Where? , When? , Who? And How? CEdac analysis Go beyond first layer of reasoning and discover root cause of M3 problem in 5Ms Man, material, machines, Methods and atMosphere Note findings in appropriate columns

5W1H APPROACH
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How to ask 5W1H question

What for? (Purpose) Why? (Necessity) Where? (Place) When? (Sequence) Who? (Operator) How? (Method)

CEDAC
Cause and effect diagram with addition of cards Importance given to technical know how and personal experience at job Integration of non-quantifiable or not yet quantified information Basic structure:

Contribution of ideas from all concerned persons Organization of information using similarities or differences Selected information on final card

CEDAC
Steps: 1) Select problem to be solved and decide goal to be achieved 2) Write technical know how and manufacturing conditions influencing problem 3) Visibility of cause and effect to everyone 4) Sought the problem through gathering more facts 5) Write down exact nature of problem on card and pin it on top of the old card

2) SOLVE THE PROBLEM

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Analyse the problem using most effective method Strategy A Strategy B Problem free engineering approach e.g. MISER Unsolved problems recorded in M3 memo to deploy as KAIZEN project to KAIZEN teams Undertake rotating PDCA cycle for KAIZEN project

PDCA CYCLE
Learning Objectives
o

Understand the different steps in the PDCA (continuous improvement) cycle

Learn how to apply the steps to solve real world problems

Plan

A C

P D

Do Check

Act

Continuous Improvement

Human nature
Jumps directly solution mode

Vs.

Process
Allow time to plan

Fight the every time Fight the firesfires every time

A structured approach

to defining the problem

No common understanding of the real problem

Involve the right people

No measure if the solution is a real success

Test and monitor solutions to ensure goals are met

ITOH MODEL
Breaktrough Innovation & Development Activity KAIZEN Improvement Activities (PDCA Cycles) Routine or Maintenance Activity (SDCA Cycle)

Chief Executive

Senior Manager Middle Manager & Professionals Supervisors

Other Employees

Step 1

Stages

Recommended tool

Identify Areas for Improvement Brainstorming Affinity Diagram Select a Project Plan the Project Milestones Decision Matrix Milestone or Gantt Chart

2 3 4

Collect Facts and Data on the Flow Chart (basic) Present Status Check Sheet (basic) Pareto Diagram Survey Questionnaire Interview Observation Analyze Facts and Data Graphs - Graphs - Histogram

Step 6 7 8

Stages Set Target for Improvement Determine Possible Causes Determine Vital Causes

Recommended tool Approach: SMART Cause and Effect Diagram Check Sheets Pareto Diagram Graphs and Charts Scatter Diagram Brainstorming

Develop Alternative Solutions for each Vital Cause Select the Best Solution(s) Plan the Solution(s) Implementation

10 11

Force-field Analysis Gantt Chart

Pilot Implementation Monitor the progress Side-Effects" to the Proposal

Compare 'Before and After' results Compared with Targeted results

Significant Improvement Standard Operating Procedures (SOP)

The new method must be monitored regularly

MODIFIED AND IMPROVED PDCA CYCLE

What ? 1. Definition of Problem 2. Analysis of Problem Plan Why ? How ? Do No Check ok ? Action PDCA Improve Yes ( Improve & Control ) Yes SDCA 3. Identification of Cause 4. Planning Countermeasure 5. Implementation 6. Confirmation of Result 7. Standardization

No

(Control Only)

CASE STUDY: STOCK OUT OF CARTONS

Problem Definition : Happened 4 times in 4 months (Around 200 Cartons each time had to be packed in non standard cartons)

OBSERVATION Using 5W1H, CEDAC

ANALYSIS

ARRANGEMENT

PDCA

PLAN

DO

CHECK

PDCA (CONTD.)

ACT
Step -7
1. SDCA - Standardize Do Check Act 2. Write new Standard Operating Procedure 3. Feedback all the concerned & retain / be-practiced . 4. Rotate PDCA cycle again

CASE STUDY: STOCK OUT OF CARTONS

Problem Definition : Sub-clause Physical stock not tallying with daily stock report

OBSERVATION Using 5W1H, CEDAC

ANALYSIS

ARRANGEMENT

PDCA

PLAN

DO

CHECK

PDCA (CONTD.)

ACT
Step -7
1. SDCA - Standardize Do Check Act 2. Write new Standard Operating Procedure 3. Feedback all the concerned & retain / be-practiced . 4. Rotate PDCA cycle again

THANK YOU