1.kaizen basics @ scmld pgpel tri1 pt 1 18 jul 11
TRANSCRIPT
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KAIZEN BASICS- Need for
Kaizen In Everyday Business Life
Kaicho Masaaki Imai
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W Welcome !
KAIZEN Basics & Need for Kaizenfor Trainees @ PGPEL-Tri 1,
SCMLD
18th Jul 11
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= KAI = CHANGE
= ZEN = GOOD
(FOR THE BETTER)
= KAIZEN =
CONTINUAL IMPROVEMENT
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KAIZEN Journey
S
DC
A
S: StandardizeD: DoC:CheckA:Act
P
DC
A
S
DC
A
P: PlanD: DoC:Check
A:Act
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KAIZEN is: Focused Improvement.[Improvement is different from FocusedImprovement]
Paper does notburn in sunlight
Paper burns
Improvement
Focused
Improvement
mprovement is like sunlight:
Lot of energy, but dispersed (wasted)Small improvementsSlow progress.
Focused improvement concentrates theenergy:
Little energy, but concentrated andaligned Enables significant (large)improvements Small time required Rapid progress
KAIZEN
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Isnt KAIZEN supposedto be
small improvements?
Kaizen is small changethat leads to
Large Improvement
KAIZEN: Succession of
small changes (steps)
that result in
large improvement
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UTILITY COST PER CAR
42%
30%
13%
72%
1.5% 4.5%
9%
20%
8%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
C
O
S
T
I
N
%
OTHERS
Shop C
Shop B
Shop A
POWER
FUEL
AIR
STEAMWATER KAIZEN (FI) Project
should focus here
KAIZEN is:IDENTIFYING STRATEGICALLY IMPORTANT AREA AND IMPROVING THERE
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Improvement with
involvementgives sustainability
AIZEN is: making Sustainable Improvements
Studymachines & methods
Involve people inimprovement process
Involve managers inimprovement process
Managers mustsustain improvements by
practicing SDCA cycle
S
DC
A S:StandardizeD: DoC:CheckA:Act
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What really is KAIZEN?
Kaizen is process improvement:
which is significant (large) done in strategically important areasspeedily in sustainable manner
using data, not opinionusing tools & techniques not anyhow
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GEMBA
GEM + BA
means means
Real + Place
GEMBA is where :
Real Work Is Done
Value Is Created
Problem Is Solved
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Organization for Kaizen
Customer
expectations
G e mb a
Organizati
onto
support
Customer
satisfaction
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PDCA
The Improvement Cycle
PlanAct
Check Do
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1.Go to gemba
2.Check gembutsu, collectdata
3.Take temporarycountermeasure on the spot
4.Diagnose Root Cause5.Standardize to prevent
recurrence
5 Golden Rules of Gemba Management
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MUDAMUDA
Things to Remember about Waste:
MUDA is really a symptom rather than a root causeof the problem
MUDA points to problems within the system
(At both process & value stream levels)
Elements of process- that add time, effort, cost,butno value
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Essence of KAIZENPhilosophy
Kaizen focuses onKaizen focuses on--
Muda
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Conventionchases this !
Essence of KAIZENPhilosophy
Attack firstDont attack; it
is useful !
Kaizen acts on-Kaizen acts on- Muda
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TYPES EXAMPLES
1) Defects Scrap, rework, replacement , inspection
2) Waiting Stock-outs, lot processing delays, equipment
downtime, capacity bottlenecks
3) Processing Unnecessary or incorrect processing
4) Overproduction Manufacturing the Items in anticipation, for which
there are no orders, no requirement from internal /
external customers
5) Motion Human motions that are unnecessary or straining
6) Inventory Excess - Raw Material or WIP or Finished Goods
7) Transport Carrying WIP to long distances, inefficient transport
7 Types ofMuda In Processing
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Happens onlysometimes? Mura!
Happens to only
some people?Mura!
Happens onlysome places?Mura!
-Ask Why fivetimes
-Use diagnosticmethod like
Mura - Inconsistencies
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Mura - Inconsistencies
EXAMPLE
All Quality Problems are examples of MURA
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Muri - PhysicalStrain
Bend to work?Muri !
Noisy? Muri !
Polluted air? Muri !
Vibrating machine?
Muri !
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Kaizen ActionSequence
Always I. R. E. :
MUDA First
MURA Next
MURI Last
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