Download - Kaizen Cycle Tool Eng v1.0
1 Koichi Kimura Institute – US, Spain & Japan www.kokinstitute.com. CC 2015 This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/.
KAIZEN CYCLE Eduardo L. Garcia. © 2015 V1.0. The KAIZEN CYCLE (Jp. Kaizen 改善, ‘KAI-chage to ZEN-better" or "improvement" in japanes. The common use of its translation into Engish is continuous improvement") is sparsely developed in business, although it is the basis of the commonly known as Lean methodology. Master Koichi Kimura shows us the way in which this cycle can be used to achieve excellence in operations.
KAIZEN CYCLE ABOUT PRODUCTIÓN
1. Inventory reduction ( ∇ WIP )
Tension superficially the stream of production so that
problems come out to the surface.
2. Problems are shown.
Lack of ability, training.
Line balancing.
Quality problem.
Problem in machine.
Large batch size.
Lead Time long and lack of SMED.
3. Kaizen Event using PDCA+A3
QRQC (Quick Response Quality Control)
QRKA (Quick Response Kaizen Activity)
PDCA Tool ‘ HIMADESHO* ’
4. Tighten the stream again ( ∇ WIP )
WIP; Eng. Work In Progress
MAKE PROBLEMS MORE VISIBLE
Make visible problems or ‘bring to the surface the
PROPBLEMS', may seem a contraction. Traditional thought
leads us to hide the problems. Many manager think, 'I already
have enough problems to get more to the surface', however,
is precisely because those hidden problems that managers
spend much of their time to ‘extinguish fires’ rather than
implement a strategy of management and appropriate
improvement.
KAIZEN CYCLE
KAIZEN CYCLE is often
confused with the Deming or
PDCA cycle. However is not a
methodological descriptive
cycle, but a cycle of operations
that aims to show the
underlying problems in the
business processes of any type,
although it was initially
developed to optimize
production processes in the
automotive sector.
KAIZEN CYCLE is widely used
by Japanese industries to make
patent problems in the Gemba:
lack of tools, dirt, excessive
inventories, lack of maintenance
of machinery, lack of training,
lack or excess of information,
etc.
2 Koichi Kimura Institute – US, Spain & Japan www.kokinstitute.com. CC 2015 This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/.
BRINGING TO THE SURFACE OTHER PROBLEMS
A study of the German of Machinery Manufacturers Association
published at 2002, refers to dirt as the cause of 40% of faults in
machinery.
For instance, every day, the worker of Honda, is delivered freshly
washed linen. Souchiro-Honda’s philosophy is 'not hidden dirt and
it is exposed to the surface'. Honda understands that dirt hides a
problem inside, the same made to get dirty and to detect dirt,
clothes must be always clean and white.
暇でしょ – HIMADESHO*
In Japanese it means 'free time or probably lost'.
It is the time taken to recover the normal
condition of the process.
KAIZEN CYCLE ON OTHER FIELDS
To improve in other areas we can 'tighten superficially other variables',
which do not have to be the inventory or WIP'
Reduction of space (space efficient) reduction of the space
available for the deposit of goods. In this way come to the
surface problems of logistics or other related to the management
of inventory, invoicing, stores or administrative processes.
Reduction in the number of defects (quality) the reduction in the
number of admissible in the process defective products in
production or administrative. Objective SMART (Specific,
Measurable, Attainable, Realistic & Time-Related).
Reduction of the Lead-Time (LT) less the total of production
time, reduction of time of waiting, reducing time of stops
scheduled or unscheduled machinery, lines, etc.
Increased Cash-flow (KPI-CashFlow) reduction of money assets
in inventory, machinery, and various not purely productive
facilities, reduction of the gast...
The correct action method,
within the KAIZEN CYCLE,
before the presentation of a
problem is when filed, i.e.,
during the time the problem
generated by lost time while
it implements a
workaround or solution in
English we call 'temporary
workaround', and that
many companies end up
being like the 'saying' is
very popular in the
industry : 'provisional
for life'.
To act immediately,
Problems have to takle
using HIMADESHO
perspective. Act via a Quick
Response Kaizen tool:
QRKA or through the PDCA
cycle QRQC. Later
standardize the solution
immediately, so that does
not happen again.
If we do not act
HIMADESHO under a
QRKA or QRQC and PDCA
cycle +A3 furthermore
Standardize the solution,
the time that we use to
implement a workaround is
definitively lost.
HIMADESHO*
暇でしょ