kaizen booklet

8/13/2019 Kaizen Booklet

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What is Lean?

LEAN is a time-tested set oftools, and an organizationaldesire,

to reduce waste anddefects within systems andprocesses,

by engaging your staff

to improve productivity,quality, staff morale, andcustomer service.

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Lean, Six Sigma, TQM????

All come from common origins of SPC Statistical Process Control begun in 1920s

All focus on continuous process improvement

All engage those who work in the process toidentify and implement process improvements

All provide tools that can be useful in improvingprocess performance

Lean has a strong focus on process efficiency,accountability, and a bias for action

Why focus on process? Nearly every tangible output; service or

product, is created as the result of aprocess or series of processes (a system).

Its been shown that over 85% of the

opportunity to improve those outputs,while reducing time and cost lie withinthe process itself.


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Process forms the base of every organization

Department

Program

Processes

If you cant

describe what

you do as a

process,

you dont know

what you aredoing

W. Edwards Deming


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7 Wastes7 Wastes 5S5S

StrategyStrategy

LeadershipLeadership

SustainmentSustainment

KaizenKaizen

TrainingTraining

PlanningPlanning

LeanLeanTransformationTransformation

Standard WorkStandard Work Increasin

gOrganizationalValue


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Defects also create:

Re-work

Re-inspection

Employee

frustration

More cost

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Follow the bouncing paperwork

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Factoid

About 95% of the time thatis required to produce aproduct or service is

because of waiting.

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////B


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-

1

Where should thisitem be located?

How aboutthis one?

Number oftimesperson

accessesfile in a

day

Distance Carried (feet)2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32

10

20

30

40

50


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1

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54Mail

File

Issuer

FileReview

Mail

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7 File

Start

End

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Mail

Issuers/depositors

Quality

Helptracking

Issuance Work Area

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Step 1: Sort

5 S TAG

DEPARTMENT: DIVISION: FIXED ASSET #:

ITEM DESCRIPTION:

TRANSFER TO __________ STORE __________ SURPLUS __________

ARCHIVE __________ SEND TO FREE OFFICE SUPPLY STORE __________

IDENTIFIED BY: DATE:

RECYCLE APPROPRIATELY ___________


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If a workspace is getting dirty

faster than it can be cleaned,

the root cause of the problemhas not been identified.


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Where should thisitem be located?

How aboutthis one?

Frequencyof getsand put-awaysTimes/Day

Distance Carried (feet)2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32

10

20

30

40

50


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Where should thisfile be located?

How aboutthis one?

Frequencyof use

Times/Month

# of Mouse Clicks to Open File1 2 3 4 5 6 7 8 9 10

10

20

30

40

50

72


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!!! !!! !!! !!!

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!!! !!! !!! !!!


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Kaizen Newspaper

Date: Page:______ of:______

Item No. Descr ip tion o f Prob lem Cou nter Measure Person Responsible Due Date

%

Complete Date CompleteTool Boards Not Maintained Shadow all tools and have Kevin 1/22/2004

supervisor follow-up

Drill Press has frayed electrical cord Replace cord Maintenance 2/1/2004

Mat erial replenis hment not to adequate Mark lines on bins for daily Ji m 2/5/ 2004

level fill level

Team Number:

25

50 75%

100

25

50 %

100

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50 %

100

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50 %

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50 %

100

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50 75%

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2550 75%

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5.

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To take it apart,and put it backtogether in abetter way.

Follows Demingscycle of Plan, Do,Check, Act(PDCA)

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.

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Time

People (jobfunctions)

Tasks/Process

:


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People

(job

functions)

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DECISION(Y or N)

TaskTime to

Complete

(in min.)


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Storage / FileWait / Delay

Wait Time

(in daysor weeks)

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Handoff

Electronic,phone, or fax

Physical (e.g.passing a paperitem back and

forth)


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Accounting

Customer

Order Entry

Sales

SupplierShipping

Customer Service

Customer Callsin order.

Customer Servicesends e-mail to Sales

Sales person isassigned to order anddelivers paper copy oforder to Order Entry

Order is nowentered into

the companysdata base.

An electronic order issent to the supplier.

Swim Lane Mapping MetricsDHS kaizen

Qty. Time Qty. Time

Tasks 18 44 minutes 7 19 minutes

Waits 5 52 hours 1 2 hours

Handoffs 5 1

File/Store 0 0

Decisions 3 1

Totals - 52 hrs - 44 min - 2 hrs - 19 min

95% Improvement

InvoicingCurrent Future


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DOC Comparison Metrics

Current Scenario Handoffs Decisions Storage Waits Tasks

ECRC best path with1 Transfer

18 12 10 24 for

29-155Days

49

381 min

Improved Scenario Handoffs Decisions Storage Waits Tasks

ECRC best path with1 Transfer

11 9 10 2 for

2-31Days

33

192 min

Handoffs Decisions Storage Waits Tasks

Improvement 38% 25% 0 92% 33%49%

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Leadership is an action not a

position.Donald H. McGannon

If your actionsinspire others to

learn more, do

more, or become

more, you are a

leader

John Quincy Adams


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Managers and Leaders

Managers keep the trainrunning on time toward anestablished destination

Leaders determine what theappropriate destination isand create an environmentwhere employees have thepermission and support to

help figure out the best waysto get there

If you don'tknow whereyou are going,you will windup somewhereelse.

- Yogi Berra


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The greatest barrier to

success is the fear of

failureSven Goran Ericksson

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