1. 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.

2. 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

3. 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

4. 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

5. 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

6. 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?

7. 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?

8. 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?

9. 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?

10. 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

11. Cause and Effect
Multiple types of diagrams

12. 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

13. 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).

14. 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

15. 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”

16. Lean Systems: VSM

17. Lean Systems: VSM
Customer
information
and processes

18. Production information and
Lean Systems: VSM
Production information and
processes

19. Lean Systems: VSM
Production Control
information and processes

20. Lean Systems: VSM
Key inputs and
supplier information
and processes