Training Slides For Kaizen

Rev.
March 2008 1
Agenda, Day 1
Learning & Observing
 Kaizen  Visual controls (2 min)
– Definition  Failsafing
– Why and Where  Poka-Yoke Video (3 min)
– Kaizen Team Structure  Data collection and analysis
 Learning objectives tools
 10 Rules of Kaizen  Standardizing/documenting
 7 Wastes improvements
 Toast Kaizen (28 min)  Project evaluation/
 5S improvement
 5S Video (22 min)  Safety & Ergonomics
 Takt Time Vs Cycle Time (3 min)  Summary
 One-Piece Flow
Rev. March 2008 2

Agenda, Day 1
 A3 Discussion
 Standard Work Discussion
 Process Observation: Current Condition
Video
 Gemba Walk
Rev. March 2008 3

Agenda, Day 2
Determining Current State
 Gemba Walk:
– Direct observation (use “post-it’s” so each
person can write down observed issues and
possible improvement ideas)
– Focus on our objectives (5S, Quality,
Productivity, Layout, Safety, Ergo)
– Take pictures of the current process
– Review some process data after Gemba
(Schedule Attainment)
 Determine Current Process:
– Discuss w/ everyone how the current process
is actually taking place (“post-it” the process)
Rev. March 2008 4

Agenda, Day 2
Determining Current State
 Determine Current Issues:

– Gather sticky notes and post current issues on
the wall separated by type (5S, Quality,
Productivity, Layout, Safety & Ergo)
– Identify issues on the process map on the wall
– Prioritize Issues from Schedule Attainments
– Brainstorm ideas and determine “Quick Kills”:
solutions that can be instantly implemented
 Divide Team (4 sub teams of 3 people):
– Quality
– Productivity (Parts per hour; Set-up Time)
– Layout & Floor Area
– 5S and Safety
– Assign “Quick Kills” to sub-groups w/
“Deliverables” or “Future State” and “Deadline”
Rev. March 2008 5

Agenda, Day 3
Refining, Finalizing & Implementing
 Trystorm Improvement Ideas:

– Attack “Quick Kills” , layout changes and objectives:
send sub-teams to address their respective issues
– Write down (30+ day plan) to be addressed through A3
– Follow up throughout the day the development of each
sub-group
– Determine final layout and process
 Validate improvements towards our goals
 Update/Create standard operating procedures
Rev. March 2008 6

Agenda, Day 4
Implementing & Documenting/Standardizing
Improvements
 Complete improvement
proposals.
 Continue to install and
refine Kaizen
improvements.
 Document and standardize
Kaizen improvements.
 Review Day 4 and plan
Day 5.
Rev. March 2008 7

Agenda, Day 5
Presenting, Graduating & Maintaining
 Design and delivery of improvement

presentation.
– Development of presentation material.
– Demonstration of work completed.
– Emphasis on next steps.
 Improvement team graduation.
– Management review/reinforcement of
Kaizen.
– Participant recognition.
 Warehouse Operations management
take on ‘ownership’ for continued
project development (Kaizen never
stops).
Rev. March 2008 8

Evaluate and Improve
 Evaluate the  Day 5 - Graduation day.

improvements made
against the goals set.  Presentation by team to
management.
 Reward and Recognize.
 Certificates.
 Plan next level of
improvements without  Visual display developed.
losing gains.
Rev. March 2008 9

What is Kaizen?
A Japanese word that means:
“Continuous Improvement”
(small incremental steps for big success)
And is defined as “The aggressive and immediate upgrade

of workplace methods (the people elements of performing
work) on a real time ‘DO IT NOW’ basis.
Other definitions:
Kaizen: “Change to become better” or “School of
Wisdom”.
Rev. March 2008 10
Why “Kaizen”?
Best process-focused tool
to improve the operating Method- the People
elements of doing work that results in
Waste elimination.
Increased productivity.
Safer and better work environment.
Highly satisfied team members - full involvement
and opportunity to improve their workplace.
High quality and on-time delivery.
Immediate results.
Rev. March 2008 11
Why “Kaizen”?
Old Adage:
“If you always do what you always did, you’ll
always get what you always got.”
Competitive Corollary:
“If the other guy gets better, you’re going to get
less.”
“With regard to Continuous Improvement –

The Sky’s the Limit !!”
Rev. March 2008 12
Why “Kaizen”? (Cont’d)
Traditional Approach Kaizen Thinking
 Casts blame. Is critical.  Allows real issues to emerge.
Judgmental.  Reduces blaming.
 Attacks the person instead of  Increases trust and
the problem. commitment.
 Makes people feel defensive.  Improves the quality of
 Keeps real issues hidden. communication.
 Promotes crisis management.  Increases capacity through
 Encourages taking shortcuts improved methods.
to get results.  Tackles problems “head on” -
 Problems not solved but addresses root causes.
merely put off.  Dependent on those directly
 ‘Paralysis through analysis’. involved.
 “Do It Now” urgency
Rev. March 2008 13

Where “Kaizen” ?
The technique works irrespective of the product or work

routines – Universal and Flexible.
- All work can be improved.
Just a few examples:
Engine, turbo, automobile parts.
manufacture/assembly/sub-assembly, office buildings,
cafeterias, suppliers end, warehouse, tool room and in
our homes as well.
Rev. March 2008 14

COS PRACTICE # 9
A3
C O S P R A C T IC E # 9
PROJECT NAME Dept GLIG
Increase trailer utilization by loading optimization Date 10/13/10
Submitted By Yuesheng Pan
Team Leader: Yuesheng Pan Future State Increase 5% utilizaition and improve shipping quality
Members: Richard Sessler
Paul Selph
Keith Thrope
Lavern Leachma
Responsible Target Completed

What is the Problem: We have low trailer utilization in NA # Task person Date Date
1 Base line data collection and control chart Yuesheng Pan 15-Oct 13-Oct
1 Why Less loading optimization opportunities 2 Process observation Yuesheng Pan 15-Oct 13-Oct
2 Why started loading without consider all inventory 4
3 Why Inventory comes to shipping bays at different times
4 Why Picking by zone
5 Why Irregualr shape loads
Followup/ Unresolved Issues

Problem Description:
Rev. March 2008 15

The Kaizen Team Structure
Shared Responsibility
Team
Rev. March 2008 16

In addition ....
Participants possessing the necessary

prerequisites and applicable experience will be
able to lead Kaizen projects, after
demonstration of team leadership skills and
effective application of the tools on a minimum
of 3 projects.
Rev. March 2008 17

Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 18

10 Basic Rules of Kaizen
 Discard conventional fixed ideas for production.
 Think of how to do it, not why it cannot be done.
 Do not make excuses ... question current practices.
 Do not wait for perfection ... do it right away.
 Correct mistakes at once ... DO NOT HURT THE CUSTOMER.
Rev. March 2008 19

10 Basic Rules of Kaizen
 Optimize current equipment and resources. Do not plan
on spending big money.
 Wisdom is brought about when faced with hardship, and

when all can see and feel the ‘waste’.
 Ask ‘why’ five times and seek root causes.
 Seek the wisdom of 10 rather than the knowledge of 1.
 Kaizen never stops.
Rev. March 2008 20

Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 21

Understanding and learning
7 Wastes
&
also supports
Rev. March 2008 22

Waste
Waste elimination is one of the most effective ways

to increase the profitability of any business.
Processes either add value or waste to the
production of a good or service.
Rev. March 2008 23

Waste
Definition: Using the resources over and above what is
actually required to produce the product.
Japanese word for Waste is “MUDA”
It is very important to understand what waste is,

where it exists & how can it be identified?
Rev. March 2008 24

“7-Wastes” :- A tool to categorize and
identify various wastes
Overproduction
Waiting
Transportation
Over-Processing (Unnecessary Operations)
Inventory
Defects
Unnecessary Motion
Untapped Human Potential (8th Waste)
Rev. March 2008 25

7-Wastes Cont’d….
 Overproduction: Producing  Waiting: Idle time when

more than what customers material, people or
require at this time equipment is not ready
Examples:- Examples:-
1. Producing product to stock 1. Waiting for parts
based on sales forecasts 2. Waiting for prints
2. Producing more because 3. Waiting for inspection
space is available. 4. Waiting for machines
3. Producing more because you 5. Waiting for information
can.
6. Waiting for machine repair
Rev. March 2008 26

Source: http://www.gemba.com
 Transportation: Movement  Over-processing: Effort that
of Products/Parts that does adds no value to the product
not add any value in the eyes of customers
Examples:- Examples:-
1. Moving parts back and forth 1. Extra polishing the part for
on assembly line surface-finish when it is not
required.
2. Moving defective parts back 2. Over-tight tolerances when
to suppliers and ordering not required
again
3. Multiple coats of paint if not
3. Moving parts from one station desired
to another
Rev. March 2008 27

 Inventory: More material,  Defects: Work that contains

parts, or products than the errors, rework, mistakes or
customer needs right now. lacks something necessary.
Examples: Examples:
1. Raw materials 1. Scrap
2. Work in process (WIP) 2. Rework
3. Finished goods 3. Defects
4. Consumable supplies 4. Correction
5. Purchased components 5. Field failure
6. Variation
7. Missing parts
Rev. March 2008 28
 Unnecessary Motion:  8th Waste: Untapped Human

Movement that does not Potential:
add value. All ideas from each individual
Examples:- must be given proper attention.
 Searching for parts, tools,
prints, etc. Underestimating Human
Potential is a big waste.
 Sorting through materials.
 Reaching for tools.
Always remember that
 Lifting boxes of parts. “Small ideas lead to Big
Improvements”.
Rev. March 2008 29

Countermeasures to Wastes
Overproduction Waiting Transportation Over processing Inventory Defects Unnecessary
motion
Scheduling rules Balancing Evaluate and Standardization Build to Zero defects Ergonomics
work improve method order
content / distances /
containers
No work/full work Standardize Bring Stations Understanding Eliminate Failsafing/ Parts within
visual signals Closer customer batch Error range
requirements processing proofing
Takt time Zero Bring Proper selection of Single piece Source Work station
Vs Cycle time defects, Subassembly method and flow inspection design
TPM closer to main material
assembly line
Build to order Set-up Training JIT Quality at Subassembly
reduction, Zero defects source within range
SMED
Rev. March 2008 30

SORRY…
Bakery 1
? Bakery 2
A short story about waste…

$1.00 So, what is your answer $5.00
to his comments? There are
reasons for this
I store the flour far from the kitchen, so I spend a WAIT!
higher price!
lot of time to going back and forth
My suppliers are located far from my bakery, so I

spend a lot of money on transportation
My process is inconsistent, so many times I get low

quality bread and I have to throw it away
Sometimes I produce too many loafs of bread,

and again I have to throw it away…
Rev. March 2008 31
KAIZEN TOAST VIDEO
25 MINUTES
Rev. March 2008 32

Rev. March 2008 33
Rev. March 2008 34
Rev. March 2008 35
Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 36

“5S” – The first step to do Kaizen
“5S is a process for work place organization and
leads to the adoptions of good manufacturing
practices”
Japanese Version English Version

 Seiri  Sort
 Seiton  Straighten
 Seiso  Shine
 Seiketsu  Standardize
 Shitsuke  Self-Discipline/sustain
Rev. March 2008 37

5S Cont’d….
Sort
“Separate Required from Not Required”
First “S’’ indicates the necessity of sorting

Necessary from Unnecessary.
“TAGGING”
1. Stuff that we use very frequently almost everyday

(GREEN TAG) (keep it in close proximity).
2. Stuff that we use occasionally once a week

(YELLOW TAG) (keep it little bit away).
3. Stuff that is junk and not in use any more (RED

TAG) (discard it).
Rev. March 2008 38

Source: http://www.strategosinc.com/5s_elements.htm
5S Cont’d….
Straighten, Stabilize or Set-in-Order
“A designated place for everything, and everything in its
place”.
Shadow boards Typical workstation

Rev. March 2008 39
5S Cont’d….
Shine or Cleanliness- A process

for eliminating dirt and grime
 Keep your area or work-station clean

 Eliminate the causes of dirt and grime
 Store cleaning supplies at accessible
locations
 Try to find the source of dirt, dust, etc.
 Design workplace to make cleanup easy
Rev. March 2008 40

5S Cont’d….
Standardize Sustain
 Create a consistent way of  Refers to maintaining standards.
doing it.  Make it a habit and try to improve it.
 Maintain cleanliness after  Once the previous 4S's have been
cleaning. established they become the new
 Everyone knows exactly his way to operate.
or her responsibilities.  Maintain the focus on this new way
of operating.
 Do not allow a gradual decline back
to the old ways of operating. Don’t
slide down “the slippery slope”.
Rev. March 2008 41

5S Cont’d…..
Rev. March 2008 42

Instead of 5S, We at Cummins focus on 6S.
The 6th S is very important:
Safety
COS 7.
Establish the
right
environment
Rev. March 2008 43
Examples:
Pre 5S Post 5S
Rev. March 2008 44

5S Slippery Slope
22 Minutes
Rev. March 2008 45

Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 46

Understanding Takt Time & Cycle
Time
Also supports
Rev. March 2008 47

Understanding Takt Time and Cycle Time
 A German word for the “baton” used by orchestra conductors to regulate

the beat/cadence
 Matches the pace of the work to the pace of customer demand.
Takt time = Time available

Demand
 Cannot be measured with a stop watch
– Must be calculated
 Goal: To work at the same pace as customer demand
– Not too fast
– Not too slow
Takt Time
02:40 MINUTES
Rev. March 2008

Rev. March 2008 49
Understanding Takt Time & Cycle Time
Cycle Time - the rate at which we can produce the product

- (Time Available / Output)
Example :
We can produce 75 P&L kits per shift. Each shift has 440 minutes
available to work
Cycle Time is: Time Available / Output

= 440 minutes / 75 P&L kits
= 5.87 minutes
= 352 seconds
Rev. March 2008 50

However, customers demand 100 P&L kits per shift. Each shift
has 440 minutes available to work.
So, the Takt Time is: Time Available / Demand

= 440 minutes /100 P&L kits
= 4.40 minutes each
= 264 seconds
We will meet demand only if we produce 1 P&L kit every 264

seconds.
Takt Time is the required drum beat..!
Rev. March 2008 51

 In this case, are we able to meet the demand?
---- No
 Why?
---- Because Cycle time (352 seconds) is greater than
Takt time (264 seconds)
 What should we do to meet customer’s demand?

----Make Cycle time less than or equal to Takt time
Cycle Time ≤ Takt Time
Cycle Time vs Takt Time Bar

Chart
5:42 Minutes
Rev. March 2008 52

Rev. March 2008 53
Bottleneck
A point of congestion in a system
or
Process step with the longest cycle time
C/T = 15 sec
Station 1 Station2 Station3
15 sec 15 sec 15 sec
Station 1 Station 2 Station 3
10 sec 20 sec 15 sec
WIP / Inventory Waiting

An operation can not perform better than the bottleneck
Rev. March 2008 54
What is the cycle time of the following lines?
Case A
Station 1 Station2 Station3 Station 4 Station 5

60 Seconds 60 Seconds 65 Seconds 55 Seconds 65 Seconds
Case B
Station 1 Station 2 Station 3 Station 4 Station 5

Case C
Station 1 Station 2 Station 3 Station 4 Station 5

Rev. March 2008 55

Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 56

Understanding One-Piece Flow
Also supports
Rev. March 2008 57

One Piece Flow
 One-piece flow is the state that exists when products move through a
manufacturing process one unit at a time, at a rate determined by the needs of
the customer
 The opposite of one-piece flow is batch production
– Goods produced in large lots build delays into the process
– No items can move on to the next process until all items in the lot have
been processed
– The larger the lot, the longer the items sit and wait between steps
 One-piece flow is an ideal state
 In daily operation, it is not always possible or desirable to process items
just one at a time
The important thing is to promote continuous flow of products, with the
least amount of delay and waiting
Rev. March 2008

One-Piece Flow Vs. Batch Production
Batch production can lower a One piece flow solves these

company’s profitability problems
Makes lead time between Allows to deliver a flow of products
customer’s order and delivery of to customers with less delay
product longer
Requires labor, energy, and space Reduces resources required for
to store and transport products storage and transport
Increases chances of product Lowers risk of damage,

damage or deterioration deterioration, or obsolescence
Exposes other problems so they

can be addressed
Rev. March 2008

Why Focus on One Piece Flow?
“If some problem occurs in one-piece-flow
manufacturing then the whole production
line stops. In this sense it is a very bad
system of manufacturing. But when
production stops everyone is forced to
solve the problem immediately. So team
members have to think, and through
thinking team members grow and become
better team members and people.”
-Teruyuki Minoura, former President,
Toyota Motor Manufacturing, North America
Rev. March 2008

Batch Processing Example
• Batches of 5 pieces
• 3 processes – one piece per minute 1st Piece Done!
Process 1 Process 2 Process 3
Time to 1st unit to be finished: 00:00

11:00
10:00
09:00
08:00
07:00
06:00
05:00
03:00
01:00
04:00 min
02:00
Total Inventory: 07
06
05
04
03
02
01
15
14
13
12
11
10
09
08
00 parts
Takt Time: 1:00 min

Rev. March 2008 61
Batch Processing Example
What if a problem occurs???
STOP STOP
Problem on 2 !!!
Time before defect has been identified: 03:00

05:00
01:00
00:00 min
02:00
04:00
Total Lost Inventory: 05

00 parts
04
03
02
01
Rev. March 2008 62
One Piece Flow Example
• One piece flow (Batches of 1 piece)

• 3 processes – one piece per minute 1st Piece Done!
Time to 1st unit to be finished: 00:00

03:00 min
02:00
01:00
Total Inventory: 03 parts

02
01
00
Takt Time: 1:00 min

Rev. March 2008 63
One Piece Flow Example
What if a problem happens???
STOP STOP
Problem on 2 !!!
Time before defect has been identified: 01:00

00:00 min
Total Lost Inventory: 01

00 parts
Rev. March 2008 64
Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 65

Understanding Visual-Controls
Also supports
&
Rev. March 2008 66

What is a Visual Workplace?
When anyone can walk into a
workplace and visually
understand the current
situation.
Pictures Speak Louder Than Words
Rev. March 2008 4

Why Visual Management ?
Use visual control so no problems are hidden
 Increase Safety
 Enhance Quality
 Reduce searching time
 Increase job satisfaction
 Eliminates many
frustrations
 Improve communication
Rev. March 2008

Visual-Controls
 Color Coding
 Shadow Boards
 Labeling
 Andons
 Safety Alerts
 Quality Alerts
Rev. March 2008 69

VISUAL CONTROL
01:15 MINUTES
Rev. March 2008 70

Rev. March 2008 71
Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 72

Understanding Poka Yoke
Also supports
Rev. March 2008 73

Introduction
• Poka yoke is Japanese slang for “avoiding inadvertent errors” which
was formalized by Shigeo Shingo.
• Another term, Fail safing (mistake proofing) is the use of process or
design features to prevent errors or their negative impact.
• A good Poka yoke satisfies that following requirements:
– Simple, with long life and low maintenance.
– High reliability
– Low cost.
– Designed for workplace conditions.
• An effective Poka yoke device:

– Inspect 100% of items.
– Provides immediate feedback so as to compel countermeasures
Rev. March 2008 © 2007 Superfactory™. All Rights Reserved. 74

Background
 The real world

– People make mistakes
• People are human
• Mistakes are inevitable
 Murphy’s Law: “If something can go wrong, it
will”
Rev. March 2008

Background
 The old way to prevent mistakes
– Reprimand worker
– Retrain worker
– Motivational talks
• Tell them to “be more careful”
• Tell them to “pay attention”
 A better way to prevent mistakes
– Remove the opportunity for error
• Improve the process
• Make wrong actions more difficult
– If you can’t remove the opportunity for error
• Make it easier to discover the errors that do occur
Rev. March 2008

Categories of Poka-Yoke
 Poka-yoke devices fall into two major

categories:
– Prevention
– Detection
 A prevention device engineers the process so
that it is impossible to make a mistake at all
Rev. March 2008

Poka Yoke Examples
Examples of Poka yoke:
 Home
– Tether and gas cap
– Safety bar on a lawn mower.
Rev. March 2008

Other Poka-Yoke Examples
Gas pumps are equipped with hose couplings that break-

away and quickly shut-off the flow of gasoline
Rev. March 2008
Categories of Poka-Yoke
 A detection device signals the user when a

mistake has been made, so that the user can
quickly correct the problem
My car beeps if I leave

the key in the ignition
Rev. March 2008

Other Poka-Yoke Examples
Failsafing Racks
Lights will turn red on picking wrong parts.
Rev. March 2008 81

Summary
 Poka-Yoke means to mistake proof the process

– Remove the opportunity for error
• Improve the process
• Make wrong actions more difficult
– If you can’t remove the opportunity for error
• Make it easier to discover the errors that do occur
Rev. March 2008

Understanding Poka-Yoke
3 Minutes
Rev. March 2008 83

Rev. March 2008 84
Agenda, Day 1
 5S improvement
 One-Piece Flow
Rev. March 2008 85

Data Collection and Analysis Tools:
An Overview
 The success of the Kaizen team depends on
their ability to make change using good DATA.
 Data driven change is an objective way to
institutionalize improvement.
 Information must be collected swiftly and
thoroughly.
 Data collection tools are an intricate component
for the lasting success of improvement.
 Good decisions are made using good data.
Rev. March 2008 86

Data Collection, Analysis &
Improvement Tools
KAIZEN TOOLS KAIZEN TOOLS
•Video Capture •Brainstorming
•Work Combination Chart •Combined Process flow Chart
•Work Flow Analysis •Checklists
•Standardized Work Charts •Cause and effect Analysis
•Process Capacity Charts •Lift/Bend/Carry Analysis
•Work Measurement •Process Audits
•5S •Experimentation and test
•Before/After Photographs •Lineside/cell inventory
•Housekeeping Audit calculation
•Set-up and Changeover Improvement
•Safety incidence Pareto
•Workplace Layout
•Materials Analysis
•Ergonomic Engineering
•Walk/Distance Analysis
•Quality Problems Pareto
•Headcount requirement
•Pareto Analysis
Rev. March 2008 87

Video Capture/Analysis
 Sees the entire picture - very objective.

 Used in conjunction with other analysis
tools to formalize information.
 Film it the way it is - don’t act! Video will
serve as a baseline.
Rev. March 2008 88

Work Measurement: Time and Motion
Study
Methods of Work
measurement
Third-generation
First- generation Second- generation
“Predetermined
“Estimation” “Observing & measuring”
Time studies”
Based on Stop-Watch Software

Historical data Study “EASE”
•Outdated •Most Common •Most advanced

•Not realistic •Easy to learn •Need practice & skill
•Not preferred •Realistic •Ideal time measurements
Rev. March 2008 89
Time Study Sheet
Rev. March 2008 90

Standardized Work
 Establishing precise procedures for each

operator’s work in a production process,
based on three elements:
– Takt time, which is the rate at which products
must be made in a process to meet customer
demand.
– The precise work sequence in which an operator
performs tasks within takt time.
– The standard inventory, including units in
machines, required to keep the process operating
smoothly.
Rev. March 2008 91

Standard Work
Rev. March 2008 92

Walk Pattern
Walk Pattern or Work Sequence Diagram is a “Visual Control” tool to help
minimize movement and excessive walking within a department or work
cell
Walk Patterns show the “sequential” flow of associate movement
within a department or work cell
Operator Process Pallet Build Walk Pattern
1) Pull box from upstream conveyor
2) Place on scale, scan LP
3) Start print process at computer
4) Fill box with dunnage GUI Desk
5) Seal box with tape
6) Retrieve paper work 7
7) Apply packing slip
8) Push box down conveyor
Transfer Process 1
1) Pull box from downstream conveyor

2) Load boxes on cart
3) Scan LP on box 2 3 6
4) Travel to pallet position
Pack
5) Drop box in returnable
Station
6) Scan LP into the returnable 4 5
-After tote is completed-
7) Print labels and paperwork 7
8) Verify number of boxes in tote
8
9) Close tote and apply labels
Cart 2
3
4 8
9
5
Rev. March 2008 93

BEFORE AFTER
RAW MILL DRILL
RAW TAP
MILL
FIN PACK WASH
D B
R U
I R
L R
L
FREE SPACE
PACK
TAP
FIN
WALK DIST. 42 FT. WALK DIST. 19 FT. % IMPR. 55%

FLOOR SPACE 200 FT. SQ. FLOOR SPACE 70 FT. SQ. % IMPR. 65%
Rev. March 2008 94

Brainstorming & Try Storming
 Group technique that uses divergent thinking to generate

new useful ideas.
 Encourages creativity.
 Gets ideas from everyone.
 Generates excitement and energy.
 Separates people from the ideas they suggest.
 The whole is greater than the sum of its parts.
 Ideas are produced quickly.
 Each idea stimulates other ideas.
 Helps people get out of the paradigm and look for better
ways.
Rev. March 2008 95

Think Out-of-the-Box
Try to touch all 9 points with just four lines without

picking the pen/pencil.
Rev. March 2008 96

Come back to drop zone
Put away
430
428 430
427 428 429 430 431
zone Drop
41 zone
Start
Put Away – How would be expected to be…
zone zone
36 41
111 107 106 105 340 343 345 350 351
Rev. March 2008 97

21LPs - 36mins process time
Come back to drop zone
Put away
430
428 430
427 428 429 430 431
zone Drop
41 zone
Start
Put Away – Our current situation…
zone zone
36 41
343 345 350
111 107 106 105 340 351
Rev. March 2008 98

Before/After Photographs
 Visual impact of improvement.

 Serves as documentation so the process or
method improvement is less likely to return
to the old method.
 Can be used by other teams to convey
common approach ideas plant-wide.
 Can be used as recognition to the team to
show what was accomplished.
Rev. March 2008 99

Traditional Racking Vs
Flow-Thru Racking
Rev. March 2008 Cummins Kaizen, CDC, Rocky Mount, NC100

Before & After Photos
BEFORE AFTER
Rev. March 2008 Cummins Kaizen, CTT 101
Experimentation & Test
 If we’re not sure of the effect, just do it and

evaluate.
 Learn by doing!
Rev. March 2008 102

Evaluate and Improve
 Evaluate the  Day 5 - Graduation day.

improvements made
against the goals set.  Presentation by team to
management.
 Reward and Recognize.
 Certificates.
 Plan next level of
improvements without  Visual display developed.
losing gains.
Rev. March 2008 103

Training Slides For Kaizen

Uploaded by

Copyright:

Available Formats

Training Slides For Kaizen

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Training Slides For Kaizen

Uploaded by

Copyright:

Available Formats

Rev.

Rev. March 2008 2

Rev. March 2008 3

Rev. March 2008 4

 Determine Current Issues:

Rev. March 2008 5

 Trystorm Improvement Ideas:

Rev. March 2008 6

Rev. March 2008 7

 Design and delivery of improvement

Rev. March 2008 8

 Evaluate the  Day 5 - Graduation day.

Rev. March 2008 9

And is defined as “The aggressive and immediate upgrade

“With regard to Continuous Improvement –

Rev. March 2008 13

The technique works irrespective of the product or work

Rev. March 2008 14

Responsible Target Completed

2 Why started loading without consider all inventory 4

3 Why Inventory comes to shipping bays at different times

4 Why Picking by zone

5 Why Irregualr shape loads

Followup/ Unresolved Issues

Rev. March 2008 15

Rev. March 2008 16

Participants possessing the necessary

Rev. March 2008 17

Rev. March 2008 18

 Think of how to do it, not why it cannot be done.

 Do not make excuses ... question current practices.

 Do not wait for perfection ... do it right away.

 Correct mistakes at once ... DO NOT HURT THE CUSTOMER.

Rev. March 2008 19

 Wisdom is brought about when faced with hardship, and

 Ask ‘why’ five times and seek root causes.

 Seek the wisdom of 10 rather than the knowledge of 1.

 Kaizen never stops.

Rev. March 2008 20

Rev. March 2008 21

Rev. March 2008 22

Waste elimination is one of the most effective ways

Rev. March 2008 23

Japanese word for Waste is “MUDA”

It is very important to understand what waste is,

Rev. March 2008 24

Rev. March 2008 25

 Overproduction: Producing  Waiting: Idle time when

Rev. March 2008 26

Rev. March 2008 27

 Inventory: More material,  Defects: Work that contains

 Unnecessary Motion:  8th Waste: Untapped Human

Rev. March 2008 29

Rev. March 2008 30

A short story about waste…

My suppliers are located far from my bakery, so I

My process is inconsistent, so many times I get low

Sometimes I produce too many loafs of bread,

Rev. March 2008 32