1. 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

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

3. 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.

4. 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

5. 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

6. 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

7. 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

8. 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
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9. Develop the Future State

10. 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