Lean and Quality Management Kaizen and lean Basics of Kaizen Cause and Effect JIT/TPM/QC/VSM Compiled by: Alex J. Ruiz-Torres, Ph.D. From information developed by many. Images used have “reuse” permission or posses copyright.

Basics of Kaizen From Japanese Focused on the improvement of a process Kaizen means “continuous improvement”(CI) From Japanese KAI- means change, ZEN- means good. Focused on the improvement of a process A kaizen event is a focused CI activity Take between 2-10 days to accomplish/implement, but results must be permanent. Training based on analysis of the situation Process owners are part of the team Significant resources like engineering, quality, logistics, and maintenance are important and must be available

Basics of Kaizen A Team Process: Different functional disciplines Include non-manufacturing departmentes as HR and Acccounting. Doing, not Proposing: Action-based Getting Dirty Together: Hands-on Process A Low-Budget Process: $300-$400 Commitment is the Key: From workers and management

root cause. Cause and Effect Key element of Kaizen: detailed thinking and analysis True improvement and problem solving requires identifying and fixing the root cause. Otherwise a solution its just a temporary patch, the problem will reocurr https://ayeshapress.wordpress.com/page/2/

Oil in the production floor Cause and Effect 5 Whys : a brainstorming tool to ID the root cause. Initial Problem: Oil on the production floor Problem Solution Oil in the production floor Clean up oil

Equipment is leaking oil Cause and Effect 5 Whys : a brainstorming tool to ID the root cause. Initial Problem: Oil on the production floor Problem Solution Oil in the production floor Clean up oil Equipment is leaking oil Fix equipment Why?

Gasket has deteriorated Cause and Effect 5 Whys : a brainstorming tool to ID the root cause. Initial Problem: Oil on the production floor Problem Solution Oil in the production floor Clean up oil Equipment is leaking oil Fix equipment Gasket has deteriorated Change Gasket Why?

Cause and Effect 5 Whys : a brainstorming tool to ID the root cause. Initial Problem: Oil on the production floor Problem Solution Oil in the production floor Clean up oil Equipment is leaking oil Fix equipment Gasket has deteriorated Change Gasket Gasket is of low quality Change Gasket Specifications Why?

Cause and Effect 5 Whys : a brainstorming tool to ID the root cause. Initial Problem: Oil on the production floor Problem Solution Oil in the production floor Clean up oil Equipment is leaking oil Fix equipment Gasket has deteriorated Change Gasket Gasket is of low quality Change Gasket Specifications Purchased low quality gasket at lower price Change purchasing policy Purchasing department performance based on lower procumerement costs Change metrics, include quality factors Why?

Cause and Effect Ishikawa/ fishbone diagram Equipment People Employees missing work Ground equipment breakdown Employees not performing tasks on time Airplane breakdown Unruly passengers Flight Delay No catered items available Poor staff scheduling process. No pilots available No fuel available Tight flight schedule Methods Materials

Cause and Effect Multiple types of diagrams

Lean Systems: Just in time (JIT) Used in manufacturing systems Production control based on minimal waste Based on pulling production instead of producing to expected requirements Uses signals called Kanban cards Kanban cards have information about Product, quantity, locations

Lean Systems: Total Productive Maintenance An approach to equipment maintenance focused on the effective use of resources; machines, operators, and technicians to achieve 0 defects and maximize equipment up time. Equipment has a maintenance schedule that is prioritized and coordinated with production Preventive and Predictive maintenance approaches used to keep equipment working at its best operating level Operators have a role on maintenance: performing routine tasks such as cleaning, checkups, adjustments, … (this is a different from the traditional approach). http://www.plant-maintenance.com/articles/tpm_intro.shtml

Lean Systems: Quick Changeover Also called SMED – Single minute exchange of die Goal is to minimize the time to setup the equipment. Setups typically include Change of tools Cleaning Change of materials and work instructions Perform setup operations in less than 10 min (single digit). A Die is a tool used in manufacturing.  a Die  SMED

Lean Systems: Value Stream Mapping Value Stream is all the actions (both value added and non-value added) currently required to bring a product through the main flows Value Stream Mapping means walking and drawing the processing steps (material & information) for one product family from door-to-door in your plant Value Stream Perspective means: Working on the “big picture”

Lean Systems: VSM

Lean Systems: VSM Customer information and processes

Production information and Lean Systems: VSM Production information and processes

Lean Systems: VSM Production Control information and processes

Lean Systems: VSM Key inputs and supplier information and processes