Kaizen Lean Overview 5S & Visual Factory Cellular Manufacturing Jidoka Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams

Contents Introduction Background and History Components and Implementation How to Kaizen The Kaizen Blitz Roadblocks Knowledge Check

Introduction Kaizen is a process of continuous incremental improvement. The “kaizen blitz” is a five-day continuous improvement activity focused on a very specific process.

Components and Implementation Selecting Projects Setting Goals The Team and Team Leader Support and Infrastructure The Kaizen Blitz Potential Roadblocks Kaizen Steps Set the scene Observe the current process Develop the future state process Implement the new process Report and Analyze

Selecting Kaizen Projects Desirable criteria for initial projects Unambiguously measurable Management enthusiasm A clear business need Highly visible process Fairly easy project Strong environment for follow-up Simple process Stable and repeatable process Allows contribution by all employees – not a technical exercise Self-contained process

Support and Infrastructure Eliminate interruptions for team members No cell phones No visitors Dedicated conference room Eat together Supplies Flip charts White board Snacks Management support Team members have full support of management Responsibilities are covered to eliminate interruptions

Kaizen “Blitz” Total focus on a defined process to create radical improvement in a short period of time Dramatic improvements in productivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organization Typically five days (one week) long

Observe the Current Process Crucial first step in process improvement Deep understanding of the existing processes and dependencies Identify all the activities currently involved in developing a new product Observe the process first hand Flowchart the process Take measurements – time, yield, travel distance Identify Value Added (VA), Non-Value Added Required (NVA-R), and Non-Value Added (NVA) Generally creates more questions than answers http://www.managementguides.com. All Rights Reserved.

Develop the Future State

Typical Results 40 – 60% reduction of lead time 10 – 15% productivity improvement 10 – 20% reduction in rework Improved communication between functions and departments Clearly defined customer needs throughout the value stream Improved customer satisfaction