IAQ Symposium – 2nd IAQ World Quality Forum Kaizen System Implementation Balázs Németh, PhD. 2017.

KAI ZEN Continuous improvement Change + Better Continuous improvement Small frequent improvements by the involvement of everyone. Low cost (no investment) Change of method Perfection of the existing (standards) ways of working Long term process

Kaizen Philosophy Customer Focus Continuous Improvement (PDCA) Follow standards and continuously improve standards Total Participation (involvement) Process Thinking (Next process is your customer) Management by Facts (Data) Small step improvements

SDCA and PDCA cycle D C P A A S C D Improvement (KAIZEN) Maintenance (Daily work)

KAIZEN Change of method Different method Different result equipment

Levels of Kaizen Application Individual Kaizen ideas Small group acitvities problem solving - QCC Management Level Kaizen

Elements of Kaizen activity Set Kaizen goals Recognize Kaizen opportunities Generate ideas for improvement Decision about and implementation of improvement Evaluate, recognize and share Kaizen ideas Management Employees Management

Kaizen process Feedback New Method, Solution Identify Improvement Opportunity Collect Data, Understand Situation Generate Solutions (Kaizen ideas) Evaluate Kaizen ideas Feedback Implement Selected Solution New Method, Solution Follow Up and Evaluation

Tube (handrail) bending No cleaning time, no source of dirt Date: 05.10.2010. Operation Problem Actions Results Bending is done without oil, quality is OK… Tube (handrail) bending Removing oil from the handrail takes long time (2 min), dirty.. No cleaning time, no source of dirt Before Kaizen After Kaizen Bending without oil 9 BEST PRACTICE 9

Management is creating the right conditions for Kaizen Create & Maintain Management Conditions Create & Maintain Supervisors Processes Documenting Standardization Evaluation of ideas Create Employees Results Sharing solutions Shopfloor Mgmt. Kaizen activities Lean Thinking Problem Solving Collection of ideas Shared Values Vision Kaizen Coordinators Performance measurement &feedback Evaluation of Performance Clear Expectations Kaizen Training Resource allocation

Elements of effective Kaizen mechanism Problem centric „good sheperd” approach Lean, Kaizen knowledge, methods, coordination Empowerment decisions, resources Accountability, Recognition Identify the problem Problem analysis Finding solution Implementation PDCA Evaluating the results Goals, expectations, Standards Standards,processes, practice Data collection Problem catalogue Failure cards Brain storming Value Stream Mapping Kaizen workshop, 7 QC tools 5 Why? 7 MUDA, 3MU, 4M.. Structured problem solving Kaizen Log Monitoring Card board engineering Lean KPIs Lean Audit Layered Audit

Preconditions of Successful Kaizen Top Management Commitment Team leaders and supervisors Commitment Provide time and Resources Training, Kaizen knowledge Clear Strategy, Goals and Expectations Quick Feedback (about performance, and also for suggestions) Kaizen Process Coordination Stability in the current operations, Standard Work Feedback about the current performance. Problem awareness of people Empowerment of People Kaizen

Kaizen Culture Non Blaming Culture. Problem is an opportunity Openness and Learning culture. Cooperation and team work. Customer orientation, Customer focus. Discipline Management by Facts. 3 GEN (Gemba, Gembutsu, Genjitsu).

Integrating Kaizen into daily work Plan kaizen activities into daily work and give time to do it Make the Kaizen become part of everyday work Provide the necessary Human and Financial resources for the implementation of Kaizen Continually train the workers and Monitor Kaizen results

Kaizen Event - Agenda

Brush Transformation

Layout Transformation

Kaizen Event Before Kaizen After Kaizen

Kaizen workshop Before KAIZEN After KAIZEN Result: 50% area reduction, one piece flow, 60% inventory reduction, FIFO

Preconditions of successful Kaizen activity Top management support Kaizen thinking, culture Chance to change things Available resources Interested and motivated people Feedback 20

Further Information Kvalikon Consulting Ltd. Budapest, HU-1125 Istenhegyi út 63/B Telephone: (+36-1) 201 12 35, 489 0003 E-mail: nemeth.balazs@kvalikon.hu Web: www.kvalikon.hu