1. A STRATEGY FOR PERFORMANCE EXCELLENCE
Kaizen
A STRATEGY FOR
PERFORMANCE
EXCELLENCE

2. Performance Excellence Series Training Module Elements
Executive Overview
Knowledge
Breakthrough
Tools Workbook
Lecture notes
Lecture notes
Participant manual

3. Table of Contents Knowledge Breakthrough
Session 1.0 Introduction………………………… 3
Session 2.0 Wastes Elimination…………………7
Session 3.0 One-piece flow…………………….26
Session 4.0 Single Minute Exchange of Dies…..65
Session 5.0 Visual Control and Workplace
Organization……………………… 78
Session 6.0 Quality the first time, every time… 97
Session 7.0 Total Productive Maintenance…...127

4. Continuous Improvement Is the continuous elimination of waste

5. + What Does Kaizen Mean? KAI ZEN = KAIZEN
To modify, to change Think, make good, make better
= KAIZEN
Make it easier by studying it, and making the improvement through elimination of waste.

6. Why Kaizen CPI (Continual Performance Improvement) Kaizen
Data Driven Methodology to Magnify Impact of Process Improvement
Apply Control Techniques to Eliminate Erosion of Improvements
Proceduralize/Standardize Improvements for Improved Maintenance of Critical Process Parameters
Process Improvement Project Implemented
Savings
Maintenance of Process Performance
Time
CPI Project
CPI Projects Emphasize Control and Long Term Maintenance
Savings
Continual Performance Improvement uses a 6 step approach to achieve process performance improvement.
Step 1 Measure Step 4 Verify
Step 2 Evaluate Step 5 Standardize
Step 3 Improve Step 6 Repeat steps 1-5
It is a conceptual strategy of approach utilizing process mapping any number of statistical methods tools to assess efficiency of performance.
Kaizen is a performance improvement methodology focused on identification and elimination of the 7 forms of process waste.
Kaizen
Use Small Teams to Optimize Process Performance by Implementing Incremental Change
Apply Intellectual Capital of Team Members Intimate with Process
Time
Kaizen
Savings
CPI
Kaizen Projects Emphasize Incremental Improvements
Time

7. The Nine types of waste Overproduction Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped resources
Misused resources
9 Wastes
These are the seven characteristic types of waste affecting process performance.
Everything we do or make that does not add value to the product is waste.
The goal is to minimize wastes, maximize value add.

8. 1. Overproduction To produce more than is required *
9 Wastes
To produce more than is required *
To produce before required *
*Required by external and internal customers
Creates waste in the forms of additional storage space required, potential inventory obsolescence, shelf life issues, etc.

9. Elimination of Wastes and Continuous Improvement
The Secret:
Be Systematic
Work with a versatile team
Measure, evaluate
Find the 5 Whys
Follow up
Standardize, make uniform
Simplify
Combine
Prevent
Make waste ugly
Cross-functional teams employing a systematic method of approach are most effective in identifying and eliminating wastes.

10. Exercise 1: Wastes Identification
Think Break
Exercise 1: Wastes Identification
1. List at least one example of each of the 9 categories of waste from a process within your organization.
2. Identify at least one possible cause for each of the specific wastes listed.
3. Propose one or more actions to reduce each of these wastes.
4. Identify methods of measurement to determine results of waste reduction efforts.
Exercise objectives:
Use the 7 waste definitions as applied to the participants workplace
Apply the “5 Whys” approach to identifying possible root causes
Brainstorm solution possibilities
Identify potential follow-up measures of solution effectiveness

11. Exercise 1: Wastes Identification
Think Break
Exercise 1: Wastes Identification
Exercise objectives:
Use the 7 waste definitions as applied to the participants workplace
Apply the “5 Whys” approach to identifying possible root causes
Brainstorm solution possibilities
Identify potential follow-up measures of solution effectiveness

12. We will learn to: Recognize our lead-times Identify their components
Reduce them with the help of
the dedicated lines
a one piece flow
Establish dedicated lines
in relation to family of parts
in relation to TAKT time
Attain one piece flow
This is a strategy of approach to implementing one piece flow.

13. This is life! If not, it’s torture…
When the delivery lead-time is bigger than the manufacturing lead time:
This is life!
If not, it’s torture…
Delivery lead time
Manufacturing lead time
In this slide, we see the impact of manufacturing lead time on service level. Manufacturing lead time exceeding delivery time provides the excuse for having excess inventories.
Delivery lead time
Manufacturing lead time

14. False appearance of a solution Solution…
What is the solution?
False appearance of a solution
Solution…
Delivery lead time
Manufacturing lead time
Generate and support stocks
Creating excess inventory and warehousing of finished goods masks the root cause: wastes in manufacturing.
Delivery lead time
Manufacturing lead time

15. How to reduce the manufacturing lead time?
Delivery lead time
Identify and eliminate all wastes in our manufacturing processes
Example: manufacture a
Total operations: hours
Mfg. lead-time: 40 days = hours
Difference: hours
Manufacturing lead time
The first step in addressing waste is to identify and quantify it. ?

16. What are processes made of ?
Delivery lead time
Example: manufacture a
Total operations: hours
Mfg. lead-time: 40 days = hours
Difference: hours
Manufacturing lead time
Next, identify the components of lead-time
Storage,
Transport,
Waiting time
98%

17. Visual Control & the Workstation
To Sort
Eliminate what’s not absolutely necessary
To Straighten
Ensure space for each thing, and a thing for each space. No more searching.
The 5 S
To Sustain
Maintain continuous effort. This is a way of life.
All conditions existing in the workplace that act to complicate or impede efficiency in meeting desired product or service requirements are the focus of improvement. This includes housekeeping, the 5 steps of which are diagrammed above.
To Sweep
Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap..
To Sanitize
Improvement of the workstation. Be organized to reduce clutter.

18. Visual Control & the Workstation
Ergonomics
Adapt the workstation to the
employee
- more security
- more comfort
Reduce waste
- excessive fatigue
- useless efforts and movement
- less physical constraints
Equally important to productive efficiency is attention to the ergonomics conditions of the workstation. Excessive or difficult movements in accomplishing tasks create muda, and should be addressed.

19. Kaizen for the
Workplace
Training and
Sourcebook
for
Kaizen
Worksheets

20. How to Use This Manual Leadership
The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of
use. These forms MUST be completed in the order presented in this manual. Each section contains a brief
description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste. Strive to maximize yields and obtain
cost reductions from existing machinery and equipment before “buying solutions”.
Improve current systems and techniques before automation. Automating a system or
practices without first having an understanding of the process will not solve underlying
process problems.
Perhaps the most important point to remember is that we must understand a process
before we make any attempt in changing it. “No Tampering” is the first rule of
continuous improvement. We can not tamper with a process without understanding it.
By using these tools, we will all share a common and systematic approach for
questioning, analyzing, proposing solutions, experimenting, and finally, implementing
proven changes.
“The problems that exist in the world today
cannot be solved by the same level of thinking
that created them.”
Leadership
Identify waste
Improvement
Kaizen
Template
Measurement

23. Time Observation Form

24. How to use it 6.
Once the actual cycle times are known, compare them to TAKT time. TAKT Time for
measurable, repetitive task processes is calculated as follows: A.
Calculate the total time available per shift, day, etc. excluding breaks and lunches.
Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or
28,800 seconds. B.
Determine the required product quantity. [How many units have been sold] For this
example, let’s use 395 units for the required production for this operation. C.
Next, divide the total time available by the required production to arrive at the TAKT
Time. 28,800 / 395 = 73 seconds per unit. D.
Compare this TAKT time to the average cycle time of the observation. 1.
If TAKT Time is greater than average cycle time, then we can conclude that
the required production can be met within the total time available. However,
we need to examine adding work from another process to minimize idle time.
If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be
met within the total time available. We must eliminate work through Kaizen or transfer work to another
worker.