kaizen innovation in manufacturing

DELL, Penang 27 Jun 2016

Kaizen & Innovation in Manufacturing

Dell Asia Pacific Sdn. Bhd.Plot 76, Kawasan Perusahaan Bukit Tengah, 14000, Bukit Mertajam, Pulau Pinang, Malaysia.Tel 04-508 7119

International Educational Leadership Speaker. Provides consultation on Lean and leads Kaizen, TPM, Cellular system & Moonshine set up.

A multi skill Innovator with Mechanical background that adopts Green Living and rode 18,290km thru 24 Countries over 5 months from Penang to London on a 125 CC Kapcai.

Founder of Tim’s Waterfuel, an alternative HHO gas supplement using Water that adds power, millage & reduce Co2 emission on automobiles.

An NGO Community worker for Prison, Drug Rehabilitation and Crisis Relieve & Training (CREST) Malaysia, an organization that respond to Crisis & Flood.

Timothy WooiAdd: 20C, Taman Bahagia, 06000, Jitra, [email protected]

Certified HRDF Trainer & Principal Consultant for Lean Management and a Kaizen Specialist with 30 over years working experience.

TRAINER’S PROFILE

DESCRIPTION: The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and;

-application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.


Gradual, unending improvement, doing “little things” better every day, setting and achieving ever higher standards

Kai Zen (Continuous Improvement in Japanese) -business philosophy or system based on making positive changes to improve efficiency that focuses on continuous improvement.

Although kaizen was first used to increase the efficiency of manufacturing processes, it isn’t limited to that application.


COURSE OBJECTIVESThis training aims to impart a systematic review on all the critical aspects of Lean use to;

lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;

Innovation to be competitive in the Global Business Environment


COURSE CONTENTKaizen, its definition and PrinciplesKaizen definition, Innovation Definition Kaizen vs Innovation Characteristics of a Lean FactoryCellular Factory LayoutMulti-skilled Operators6S and Visual ControlKanban and SupermarketsRapid Changeover Total Quality ApproachRight-sized, flexible equipment Water StriderMoving Production LinesTotal Productive MaintenanceContinuous Improvement

The 3 Pillars of Kaizen 1. 6S (5+1S) Housekeeping 2. Waste Elimination - Types of Waste CLOSEDMITT - Valued-added vs Non-value added 3. Standard Operation Three factors that accounts the 3 Pillars Activities. 1. Visual management, 2. The role of the supervisor, 3. Importance of training and creating a learning organization.


COURSE CONTENT (Continue noon) Innovation & Workshop Projects Types of Innovation in Kaizen. Why Innovation? Degree of Innovation-the act of creating new products, processes, ideas, etc... Examples of Types of InnovationInnovating Process using Typical Kaizen concepts (Lean methods)

Phase 1: Pre-Planning for InnovationPhase 2: Execution - Innovation WeekRole of Leader, Facilitator, Participant in Innovation

Projects Innovation Projects Implementation using Kaizen Forms for: Daily and Weekly Report Outs Follow-up for further Innovation


Impact on You!!First Time Quality• Standardized Work• Error Proofing• Root Cause Analysis

– Problem Solving• Change Request Forms• Predictable Processes

– Machine Reliability– Total Productive

Maintenance– Improved up-time

• Reduced scrap & repairs

People• Skilled, multi-function

workers– Training– Employee development

• Small Group Activity– Quality– Safety– Productivity– Cost

• Structured feedback meetings

• Empowerment– Involvement– Accountability– Responsibility– Authority

• Safety & Ergonomics

Just in Time• Kanban production

• Min / Max levels

• Smaller Lots

• Quick Change Over

• Less inventory

• Less reliance on schedules


The cumulative effect of these many ‘small changes’ over time can be quite significant, especially if all of the employees within a company and its leaders are committed to kaizen..

Kaizen, Focused Improvement

Kaizen, its definition and Principles


-where employees are encouraged to make ‘small changes’ in their work area on an ongoing basis.

Kaizen - A CONCEPT & TOOL FOR EMPLOYEES INVOLVEMENT - a Japanese system of incremental Innovation;

Typical Kaizen concepts uses (Lean methods) to innovate processes.

The concept is equally applicable to many types of organizational functions, such as accounting, engineering and customer service, and to improving the efficiency of business models and supply chains, which extend beyond the company.


Employees are the problem Doing my job Understanding my job

Measuring individuals Change the person Correct errors Who made the error?

The process is the problem Helping to get things doneKnowing how my job fits in the process Measuring performance Change the processReduce variation What allowed the error to occur?

Improvements through kaizen: a process focus.The starting point of a process-emphasis approach is to map the process in order to understand the flow of the product or service. Conventional approach Process-emphasis approach


Innovation - a fundamentally different way of doing things with better, and perhaps different outcomes. However many innovations are merely improvements on things already exists. Its important to create a culture of innovation within your organization, - supporting productive failure.

-helps your organization become- successful in identifying new ideas, implementing and integrating them into operations. You must engrain this cycle into the DNA of your organization.


• Innovation means first different, then better. It is a fundamentally different way of doing things with better, and perhaps different, outcomes.

InnovationKaizen & Innovation in Manufacturing

Both the 'different' and the 'better' must be significant and substantial.

Successful innovation is the use of new technological knowledge, market knowledge, and business models,

that can deliver a new product or service, or product/service combinations, to customers who will purchase at prices that will provide profits.


Examples of Innovation in Computers

Kaizen is gradual & Innovation is more radical, both are continuous Improvement.

And how it can be applied to workshop project settings, where teams of people may only be working together for the duration of a project.

Kaizen vs Innovation


‘‘Doing things radically differently rather than just doing them well, are just triumphs of execution not Innovation’’ (Washor's piece for The Huffington Post, published in Oct, 2009)

Innovation vs Execution

Most people think innovation is all about ideas, when in fact it is more about delivery, people, and process.

Innovation is execution of ideas that produces outcomes that are different and better than before.


Characteristics of a World Class Manufacturers

Delivery

CostQuality

Customer-Value Focused

Lean Production System

L e v e l P r o d u c t i o n

JIT

JIDO

KA

5S / V i s u a l M a n a g e m e n t

Relentless R e m o v a l o f W a s t e

LEAN PRODUCTION SYSTEM

Mechanic

Material

Machine

StandardWork Takt

Time

SWIP

OperationalAvailability

1 pieceFlow

Pullsystem

Kaizen Methodology

Shop Floor Kaizen

Equip and Facility Kaizen

System Kaizen

Prog

ress

ion

Radical Change – KaikakuKaizen WorkshopsDaily Improvements – Standard Work

People Based System

Cost + Profit = Price

Price – Profit = Target Cost


Just-in-time (JIT) Inventory systems using Standard Work In Progress (SWIP) and Lean Staffing with minimize Production buffers

Rapid machine setups & changeover to permit small production runs by reducing times. Single Minute Exchange Die (SMED).

Use of team work on the production line

Extensive training to develop multi skilled workers

Job rotation to facilitate on-the-job learning of multiple tasks and skills

Off-line problem solving or quality circle groups that involve employees in continuous improvement activities

Characteristics of a Lean FactoryFollowing are characteristics of lean manufacturing systems:

Tools and practices commonly associated with the Lean Production System include:

Cellular Factory Layout

Multi-skilled Operators

6s and Visual Control

Andon Lights

Kanban and Supermarkets

Rapid Changeover

Right-sized, flexible Equipment

Total Quality Approach

Water Striders

Moving Production Lines

Total Preventive Maintenance

Continuous Improvement

More……

Characteristics of a Lean Factory


Cellular Layout Concepts:Product or Customer FocusedWomb-to-Tomb productionCo-located support staffStanding workersU-shaped layoutTeamwork and ownership


Multi-skilled WorkersA workforce that is cross trained to perform multiple tasks in a lean factory.

Multi-skilled operators have a wider span of control and greater job satisfaction

Multi-skilled operators can be moved from position to position to facilitate a continuous flow of products.

Operators in a Lean Factory are provided the tools and training to inspect their own products and are responsible continuous improvement.


ACM Kaizen Leader Certification Course 28

Characteristics of a Lean Factory6S’ 5S’+Safety Program

(details on 3 Pillars of Kaizen)

Visual Controls

Visual controls are a component of the 5S process.Visual controls allow us to tell at a glance how we are doing.Using visual controls helps

Identify abnormal conditions immediatelyDisplay standards and reliable methodsPrompt action and communication

Visual Controls are Lean Tools, used to communicate the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.”


Andon Lights

Andons call attention to abnormalities.

Response must be immediate to be effective

Must have a clearly defined escalation of

response

The operator turns on the light.

The designated respondant turns off the light.

Andon Lights are a common visual control used in a lean factory. The Andon signals a problem or Request for help


Kanban and Supermarkets

PRODUCTION KANBANPRODUCTION KANBAN

Part NumberPart Number

69B08170-6969B08170-69 Core DetailCore Detail

DescriptionDescription

QuantityQuantity

11

Card 2 of 4Card 2 of 4

Made by:Made by:Core CellCore Cell

Deliver to;Deliver to;SupermarketSupermarket

Authorized by:Authorized by:JCCJCC

Functions of KanbanFunctions of KanbanPrevents over-production.Prevents over-production.Maintains inventory control.Maintains inventory control.Serves as an authorization Serves as an authorization to build.to build.

KANBAN simply means signal. A visual signal that triggers Production movement of parts or material. It is a primary tool for implementing Pull Production.

It’s the “pull” signal from the customer


Kanban and SupermarketsSupermarkets are… Supermarkets are… Kanban controlled inventory Kanban controlled inventory

between processes. between processes.

Created between processes to Created between processes to make make SWIPSWIP levels visual. (kanban zero stock) Designed to allow for First-In-First-Out (FIFO) method.


The customer process pulls components from the The customer process pulls components from the supermarket and leaves a Kanban card authorizing supermarket and leaves a Kanban card authorizing the supplier to build replacements items.the supplier to build replacements items.

Rapid Changeover

Large batch runs cause other products to wait in queue resulting in more inventory and reduces ability to respond to changes in customer demand. How can we reduce change-over time between products?

Setup Reduction: Quick-Release Die Exchange

Before

After

Large Batch runs to maximize capacity because change-over for a new product takes a long time and is costly.

Traditional Thinking:

Lean Thinking:


Rapid Changeover

Lean Factories Focus on Setup reduction to:

Increase available machine capacity.

Reduce batch sizes to minimize inventory and lead time.

Provide Flexibility to produce a greater variety of products.

Setup Reduction: Quick-Release Die Exchange

Before

After


Total Quality Approach““Stop the Line” Stop the Line” AuthorityAuthority Jidoka -Jidoka - AutonomationAutonomation

Poka Yoke –Poka Yoke – Mistake ProofingMistake ProofingQuality CirclesQuality Circles


Right Sized, Flexible Equipment

$100,000

Cycles every 1.2 seconds

$1,500

Cycles every 60 seconds

Takt time = 75 sec


Water Strider

Improve Operator Performance by eliminating their walking, searching and sortingEliminates Operator’s non-repetitive tasks so that standard work may be established

Purpose of a Water Strider:

A Water Strider is a worker who collects and delivers parts in kits or sets to multiple processes on a just-in-time basis.


Moving Production Lines

Timing Mark

Baton-pass zone

Benefits of Moving Production LineProvides a Pace-setter for takt-time production.Is a tool to expose waste and eliminate problems.Adds value to movement of product.


Total Productive Maintenance

Quality Maintenance

Achieving and sustaining quality

by maintaining equipment and

processes

New assets meet production needs

Early EquipmentDesign and

Start upManagement

Attack SixBig Losses

Focus on continuous reduction of production

losses

PlannedMaintenance

Moving from reactive to proactive

maintenance

AutonomousMaintenance

Operator assumes ownership for the efficiency of their

asset(s)

TPM

Training and Education

The Key to Lean Manufacturing is reliable, waste-free processes and equipment.


Continuous ImprovementKaizen Methodology

Shop Floor Kaizen

Equipment and Facility Kaizen

System Kaizen

Prog

ress

ion

Radical Change – KaikakuKaizen WorkshopsDaily Improvements – Standard Work

People Based

System


The 3 Pillars of Kaizen

1. Visual management, 2. The role of the supervisor, 3. Importance of training and creating a learning organization.

6S’(5S’+ Safety)

The management and employees must work together to fulfill the requirements for each category with 3 Factors:

(Standard Operation)

The 6S’ methodology is a simple and universal approach that works in companies all over the world.


It is essentially a support to Lean Manufacturing improvements as just-in-time (JIT) production, cellular manufacturing, total quality management (TQM) or six sigma initiatives, and also is a great contributor to making the workplace a safer and better place to spend time.

1st Pillar: 6S’ (5S’ Housekeeping + Safety)

Many manufacturing facilities have opted to follow the path towards a “6S” workplace organizational housekeeping with Safety as part of continuous improvement or Lean Manufacturing processes.

5S Represents 5 Japanese terminologies1.Sort,2. Set in order,3. Shine,4. Standardize and5. Sustain

It is also sometimes known as the five pillars of a visual workplace.

1st Pillar: 6S’ (5S’+Safety)

1.1.SeiriSeiri – – SortSort

2.2.SeitonSeiton – – SimplifySimplify 3.3.SeisoSeiso – – SweepSweep 4.4.SeiketsuSeiketsu – – StandardiseStandardise 5.5.ShitsukeShitsuke – – Self disciplineSelf discipline

6. 6. SafetySafety

A process of managing the work place ,known as ‘’Gemba’’ (real workplace ) in Japanese, for improvement purposes where value is added to the products or services before passing them to next process.


3rd Class Workplace …Necessary & Unnecessary items are mixed together in the same workplace

2nd Class Workplace …Necessary & Unnecessary items had been separated within identified work area (including inventory)

1st Class Workplace …Only Necessary supplies, tools and items are stored in the Work Environment.

Why Do 5s?

QCDSM

ProductivityImprovement

SafetyPractices

Flexibility(Short Load Time)

One-piece flowQuick setup

EquipmentREliability

(TPM)

Trained &Motivated

Work ForceMulti

Processeshandler

QualityAssurance

ProcessControlMistake-Proofing

5S


5S+Safety is the basis for Continuous Productivity & Quality Improvement being the foundation for

Lean Production System

L e v e l P r o d u c t i o n

JIT

JIDO

KA

5S+Safety

LEAN PRODUCTION SYSTEMMechanic

Material

Machine

StandardWork Takt

Time

SWIP

OperationalAvailability

1 pieceFlow

Pullsystem


Seiri (Sort)• To take out unnecessary items either sort , red tag

or even discard them if not used anymore.

Necessary:Used for daily workUsed periodicallyI am the source

Unnecessary:UnsafeDefectiveObsolete or outdatedUnusedExtra or duplicate


Seiton (Simplify)• To arrange necessary items in a proper order so that

they can be easily picked up for use

Consider:• Visual aids are encouraged in order to help understanding and minimize complexity.• Labeling locations where necessary items are kept when not in use, especially moveable items.• Labeling drawers and notebooks to identify their contents.


"Anyone should be able to easily understand proper "Anyone should be able to easily understand proper arrangement and abnormalities."arrangement and abnormalities."

5s Map to decide location

Label & shadow board


Seiso (Sweep)• To clean your workplace completely so that

there is no dust anywhere


Seiketsu (Standardize)

• To maintain a high standard of housekeeping and workplace organization at all times

• Visual checks to maintain the process


Shitsuke (Self-discipline)• To train people to follow good housekeeping

discipline independentlySelf Discipline to follow 5S’ reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results.


Safety, the honorary 6thS

An organized and safe workplace is established towards a ‘Hazard free’ work environment with the smallest amount of lost time due to accidents.


Safety programs are mandatory, implemented by teams working together to identify and remove potential hazards within workplace.

The five in a 5S workplace organizational and housekeeping methodology refers to five steps. Safety should be the honorary sixth “S.”

Benefit of 5S’ with Safety• 5S’ makes one’s workplace more pleasant and safe to work

• 5S’ helps in work efficiency

• 5S’ and Safety must go hand-in-hand

• 5S’ leads to better quality products and higher productivity


Red Tag StickerUsed to identify; – Broken tooling and fixtures – Unnecessary equipment, fixtures and materials

Simple double sided label to attach to unnecessary items; red so as highly visible. – Side 1; simple identification of item – Side 2; disposition of item


5S’ Red TagRed Tags- used to keep the

process of change going throughout the 5S’ program while remaining organized in the process. Red Tags are used for visual management of a workspace, clearly marking items that need to be moved creating workplace organization.

Red Tag Sample


It identifies – Broken tooling, fixtures, unnecessary equipment and materials

http://www.enna.com/productcart/pc/viewPrd.asp?idproduct=15

5S’ Level (Check this out)Sorting Necessary and unnecessary items are mixed together in the work areaSimplifying Tools, supplies and materials are randomly locatedSweeping factory or office equipment is in poor repair. The work area is disorganized, unsafe and inefficientStandardizing Work area and processes are not documented and work is completed as individuals not teamsSelf-Discipline minimal attention is spent on the work environment in organization, cleanliness and neatness. There is no 5S awareness

Sorting Necessary and unnecessary items have been separated within the identified work area (including excess inventory)Simplifying A designated location has been established and agreed to for items found necessary from sortingSweeping Physical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatnessStandardizing Sorting, simplifying, and sweeping documentation has begun and is readily available and visible to area usersSelf-Discipline Area users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.

Sorting Only necessary supplies, tools and equipments are stored in the work environment

SimplifyingVisual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled employees

SweepingWork/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment functionality, supplies and work place organization is in a ready to use state

Standardizing

The work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and improved upon.

Self-DisciplineAll 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized. Teamwork is evident.

SortingA dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with what is necessary. Shop environments have established Lean Manufacturing Technology.

Simplifying A dependable, documented method has been established to maintain a visual control of all necessary items and processes

SweepingA dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the environment.

StandardizingWork processes and work environments have been documented for peak efficiency. Improvements are shared with others as they occur.

Self-Discipline The area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.

Sorting Employees continually review the work environment to seek and improve what is necessary or unnecessarySimplifying Employees continually review the work environment to seek and improve visual understanding and simplifying of processesSweeping Employees continually review the work environment to seek and improve ways to prevent cleaning and maintenanceStandardizing Employees continually review the work environment to seek and improve workplace organization and standard work processes

Self-DisciplineAll 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon all 5S activities. Teaming is an inherent part of the work culture.

Leve

l 5Le

vel 1

Leve

l 2Le

vel 3

Leve

l 4 1st Pillar: 6S’ (5S’+Safety)

Muda in Japanese means Waste. The resources at each process — people and machines — either add value or do not add value and therefore ,any non-value adding activity is classified as Muda in Japan.


In Kaizen philosophy, the aim is to eliminate the seven 7 deadly wastes caused by Waiting, Defect, Motion, Over processing, Overproduction, Transportation, and Inventory. The 8 Waste is Unused Creativity (Talent)

WASTE Elimination - MUDA

11 Types of Waste – CLOSEDMITTS Worst type of Waste Valued-added vs

Non-value added

Toyota Production System (TPS) differs from traditional approaches to improve productivity through adding resources and illustrates the impact of waste elimination on production lead-time.

Lean Manufacturing focus on Elimination of Waste instead of improving Value Added Activities.

2nd Pillar: WASTE Elimination - MUDA

Complexity Find simple solutions in place of complex ones; complex solutions tend to produce more waste and are harder for people to manage. Eliminate needless collection of information.

Labor Eliminate all unnecessary “movement” and steps by people and other un-necessary non-valued added activities.

Over-production Produce only the exact amount of goods the customer wants when the customer wants it. Eliminate any production beyond customer demand.

Space Improve poor arrangement of machines, people, conveyors or workstations, and storage of excess raw materials, parts, work-in-process, finished goods and inventories.

Energy Operate equipment and use person-power only for productive purposes; avoid false scale efficiencies, excess power utilization, and unproductive operations.

Defects Strive to achieve the goal of no rework (no mistakes, rework, or defects.)

Materials Convert all materials into products. Avoid scrap, trim, excess or bad raw materials.

Idle Materials Make sure that nothing sits so there is a steady flow to the customer. Any kind of idle inventory represents waste, including raw materials in any form, information, WIP inventories, and finished goods.

Time Eliminate delays, long set-ups, and unplanned downtime of machines, processes, or people.These often result from poor specifications, missing parts or information, late deliveries, and inadequate training.

Transportation Eliminate the movement of materials or information that does not add value to the product, such as double and triple handling of goods.

Safety Hazards Eliminate any unsafe conditions which might cause harm to any personnel in the area or machine down-time; such downtime affects the entire production cycle.

11 Types of Waste- CLOSEDMITTS2nd Pillar: WASTE Elimination - MUDA

Worst Type of Waste?Over-Production

Results in greater cost and delays that reduce profitability

Hiddenproblems

productionimbalance

late supplierdeliveries

defects

downtime

long setups

Delay/longlead time

CapitalResources

tied up StorageCost

WastedSpace

Transport& handling

Deterioration or damage in storage

and handling

people

equipment

energy

Inventory

2nd Pillar: WASTE Elimination - MUDA

Valued-added vs Non-value added2nd Pillar: WASTE Elimination - MUDA

CLOSEDMITTS Exercise

Types of Waste Examples LocationComplexity

Labor

Over-production

Space

Energy

Defects

Materials

Idle Materials

Time

Transportation

Safety Hazards

Area: Date:Location: Conducted by:

3rd Pillar: Standard OperationStandard Operation-is the process of implementing and developing technical standards for a Consistent work sequence. Standard Operation maximize compatibility, interoperability, safety, repeatability, and quality.

Standard Operation is one of the most powerful but least used lean tools. By documenting the current best practice, standardized work forms the baseline for kaizen or continuous improvement.

As the standard is improved, it becomes the baseline for further improvements. Improving standardized work is a never-ending process.

Takt-Time

Standard Work Sequence

Standard Work In-Process

123456

SWIP

Basically, Standard Operation consists of three elements:1.Takt time, which is the rate at which products must be made in a process to meet customer demand.

2.The Standard Work Sequence in which an operator performs tasks within takt time.3.The Standard WIP (SWIP), including units in machines, required to keep the process operating smoothly.

3rd Pillar: Standard Operation

Net Operating Time Takt Time =

Customer Requirements

*Time periods must be consistent (shift, day, week . . . )

1. TAKT TIME

The first element in developing Standard Operation is calculating Takt Time. Takt time is the pace at which a product is completed in a continuous flow production, timed to Customer Demand. Takt-time is calculated by:

Takt-time Calculation ExampleShift: 9.5 Hours @ 60 Min/Hour = Breaks: 2 @ 30 minutesMeeting &5S : 30 minutes

570- 60- 30

Net operating time per shift

Net OperatingTime Per Shift:

480

Customer Requirements /shift

Monthly requirements (19,200)# Working days/month (20)

19,20020

Takt Time = Net Operating Time / ShiftCustomer Requirements / Shift

960

480 Min/shift

960 Units/day= 0.5 min/Unit 30 secs/Unit

1. TAKT TIME

Enablers for Takt-time ProductionMulti-skilled Operators

Water Strider


1. TAKT TIME

2: Standard Work Sequence

The Objective of Standard Work Sequence:Explicitly defines the workers responsibilities by establishing a routine series of steps to be repeated for each piece.Determines the amount of time allowed to complete the sequence of steps.

Standard work sequence is the order of actions must be performed within a given takt-time.

The sequence may include valued added processes and non-valued activities, but represents the current best method for advancing a piece through the Manufacturing process.

Once a standard work sequence is established, operators need to understand and follow the routine work sequence.

There three basic methods for motivating someone to follow any set of rules…..

1. Fear of penalty or punishment

2. Demonstrated Best Performance

3. Make it obvious and simple


Observe the As-Is Process

• Takt time• Existing layout and

material flow• Existing work sequence• Quality, safety, waste,

ergonomics

To establish a worker’s standard work sequence you must first understand the Status-Quo:


Existing Layout and Material Flow

RM

FG


The first step to observing the as-is process requires mapping the existing area layout to identify all work locations for the process.

Trace the flow of materials through the process, indicating the amount and location of idle inventory.

Existing Work Sequence

B

C

A

E

RM

FG

D


Document the existing work sequence for each operator:

Standard Work-in Process (SWIP) -the minimum number of pieces of in-process inventory required to produce to takt-time

Rules for SWIPOne piece at the boundaries between two operators.

One piece at any machine which operates automatically, un- attended by the operator.

When required for special processes like curing or cooling.

Special Process SWIP = Process Time

Takt Time

3. Standard Work In Process (SWIP)

3.Standard Work In Process (SWIP)

B A

A = AutoM = Manual

= WIPTakt time = 57 sec

Standard WIP = units

MM

MM

A

ARM

FG

SpecialProcessTurntable

Cure Time = 280 Sec

WIP = 5

9

Example

SWIP – Out-of Cell Special Process Example.

A = AutoM = Manual

Standard WIP = units

Given:• One shift operation• 480 minutes / shift• Takt time = 360 sec M

A

RM FG

M

M M

A

A A

Special process WIP = 480 x 60 360 = 80

86

Special process

3.Standard Work In Process (SWIP)

Three factors that accounts the 3 Pillars ActivitiesThree factors that accounts the 3 Pillars Activities of KAIZEN are;

3. Importance of training and creating a learning organization.

1. Visual management 2. The role of the Supervisor

1.Visual management (Visual Control)

Visual Controls will:Show how to do the job (standard operations).Show how things are used and where things are stored.Control inventory storage levels.Show production status.Indicate when people need help.Identify hazardous areas.

Visual controls are for the people who work in the cell and those who support the cell. Two purposes of Visual control;1.To prompt action (or control actions) and2.To identify abnormalities.


•What the process is•Who the customers and suppliers are•What the deliverables are•Where and what resources are being used in the process•There is an effective measurement system in place

Purpose: Visual Controls tell at a glance what and how we are doing. When someone walks into the work place they should be able to determine:

Examples of Visual Controls

Identity Markers

Shadow Boards

Location Markers

Quantity Markers

Standard Methods

Andon

Kanban

Performance Display

Defect Display

Personnel Board

Signboards, name labels, photos, or shapes of items.

Identify tool storage locations

Tape strips, color coding, numbering.

Signs indicating number (min/max), standard containers, number of spaces for items.

Charts of standard cycle time and work sequence, standard procedures and flow charts

Visual (lights, flags) and audible signals to draw immediate attention or help.

Card, empty container, or space signaling that production or movement is authorized.

Production schedule, quality, cost, safety, or improvement activities.

Boards showing defective product (quality maps), Pareto charge, fish-bone diagrams

Availability (in/out), assignment and location, cross-training status to plan.

Prompt attention required by fellow employees, supervisors, maintenance, engineers, water striders, and management who must respond immediately to Andon signals.

1.Visual management (Visual Control)Andon lights are used to call attention to abnormalities that must be addressed in order to maintain a continuous flow.

Any andon signal must have a clearly defined escalating response process that identifies when is to respond to different conditions. If a problem cannot be resolved by the first responder the problem is escalated until it can be resolved.

The mechanic who is having a problem must turn on the andon light. The person responsible for answering the andon signal is responsible for turning of the light. It is poor discipline for a mechanic to turn on and off their own andon light. This behavior represents a lack of commitment to lean practices.

1.Visual management (Visual Control)If an Andon signal is ignored by the designated responder, soon the operator will simply stop using it. The Andon signals an abnormality, an opportunity to identify and eliminate a problem.

The number of times an andon comes on is not important, but how quickly it goes off is!

Machine Abnormality AndonMaterial Resupply Andon

Operator Status AndonLine Status Andon


2. The role of the Supervisor in KAIZEN

Role of a Good Kaizen Supervisor (Team Leader) (extract from “Kaizen for the shop floor”)

2. The role of the Supervisor in KAIZEN

Ideally have been a leader or co-leader in other Kaizen events. Must at least participated in one previous event.Have an awareness of lean production methods.Not dictatorial in his or her leadership styleUnderstand participative management.Be able to be fair but firm, aggressive but friendlyBe able to take control when necessaryBe willing to be on the shop floor and not out of reach or in the office Table.

A good Supervisor should have previous leadership experience, not necessarily only management. It can be experience as a scout leader, club presidents etc.

Ten Kaizen Events Rules(extract from “Kaizen Shop Floor Series”)1)There is no rank among team members – one person, one vote2)Keep an open mind to change3)Change is good, more change is better4)Maintain a positive attitude5)Don’t blame anyone for anything6)Respect one another7)There is no such thing as a dumb question8)Plans are only good if they can be implemented. Plans succeed only if the gains are sustained9)There is no substitute for hard work10)Just do it!

Role of: Leader, Facilitator, Participant in Innovation Projects

Training is learning that is provided in order to improve performance on the present job. - Dr. Leonard Nadler


It is an activity that increases the capacity and willingness of individuals, groups, and organizations to acquire and productively apply new knowledge and skills. It empowers individuals, apply their knowledge to make changes for better.


Training helps new recruits to perform assigned tasks effectively and helps existing employees to prepare for higher level jobs.

It enables employees to keep in touch with latest developments to cope with changes in Continuous Improvements.

It makes employees more versatile, mobile and flexible to the job demands to allow an employee gain acceptance and job satisfaction.

Innovation & Workshop Projects Types of Innovation in Kaizen. Why Innovation? Degree of Innovation-the act of creating new products, processes, ideas, etc... Examples of Types of Innovation.Innovating Process using Typical Kaizen concepts (Lean methods)

Phase 1: Pre-Planning for InnovationPhase 2: Execution - Innovation WeekRole of Leader, Facilitator, Participant in Innovation

Projects Innovation Projects Implementation using Kaizen Forms for: Daily and Weekly Report Outs Follow-up for further Innovation

Types of Innovation

Here is one way of looking at the different types of innovation. One type isn't necessarily better than another for a given occasion - just different.

Types of Innovation in KAIZEN

Research shows that innovation is correlated with competitive positioning and financial performance to provide sustainable strategic value to:

Increase revenuesDecrease costs through increased efficienciesReduce competitive and financial riskCreate better positioning and performance outcomesLead to higher levels of customer satisfactionElevate employee behaviors and actions beyond that of competitors, which are not capable of being imitated by competitors

Why Innovation

Degree of Innovation in Manufacturing

INCREMENTAL INNOVATIONComponent: Making an improvement on an existing product or service.example:

Examples of Incremental Innovations

Adding a camera feature to a cell phone; Increasing the displacement of an engine to increase horsepower and/or torque; Adding a new ingredient to a plastic formulation to increase its strength.

INCREMENTAL INNOVATIONSystem: Improving service or the process that makes the product. example:

Examples of Incremental Innovations

Reducing the number of steps necessary to manufacture the cell phone;

Increasing the speed of machining the engine block;

Implementing a lower-cost process to manufacture and deliver less-than-bulk quantities of plastic compounds

RADICAL / NONLINEAR INNOVATIONComponent: Developing a new product based on an entirely new concept that didn't exist before;example:

Examples of Radical/Non Linear Innovations

The iPod (a case of "Invention is the mother of necessity", and a "gotta have it" product);

Gasoline-electric hybrid and fuel cell-based automotive power trains;

An entirely new polymer that does something existing ones couldn't, e.g., polycarbonate in the '60's: a virtually unbreakable, transparent, high heat material that enabled new applications for plastics.

RADICAL / NONLINEAR INNOVATIONSystem/Business Concept: Introducing a new way of doing things.example:

Wireless phone providers selling airtime, and providing cell phones at low prices for you to use their services on an ongoing basis.

The establishment & growth of car-sharing services in cities or at colleges - for those who need one on a regular or occasional basis (an alternative to owning a car).

Stereo lithography - a process for quickly creating a first product prototype by using 3D CAD data and liquid polymers to generate a part in minutes, vs. days or weeks.

Examples of Radical/Non Linear Innovations

Innovation & Workshop Projects

Innovating Process using Typical Kaizen concepts (Lean methods)

Phase 1: Pre-Planning for InnovationPhase 2: Execution - Innovation WeekRole of: Leader, Facilitator, Participant in

Innovation ProjectsInnovation Projects Implementation using Kaizen Forms for: Daily and Weekly Report Outs Follow-up for further Innovation

Innovating Process using Typical Kaizen concepts (Lean methods)

Before the KAIZEN eventPhase 1: Pre-Planning for Innovation

Select the team members – obtain superior approval prior to selectionGather information necessary for the event

1.Event target, scope and procedures2.Layouts, flow charts, process sheets3.Cycle times versus takt time charts4.Staffing goals

Prepare the area for the event1.Mark the boundaries of the area visibly2.Use the materials and equipment checklist provided. Add anything you will need that is not included and gather the materials and equipment needed for the event.3.Prepare the team kits4.Follow the Kaizen Event Preparation Checklist, making assignments and insuring that everything is ready for the event in time

Kaizen Event Preparation Checklist – By Time FrameTime Frame Description Who Status Date

4 Weeks Before KAIZEN

Select area for improvement and choose the Kaizen Leader. Process Owner

Prepare Target and Scope Form that identifies Kaizen objectives. Kaizen Leader

Identify “Key Metrics” to measure improvements on Progress/Results Form.

Kaizen Leader

Select team members and obtain approval for their participation. Kaizen Leader

Meeting to review Target and Scope, and Progress/Results Sheet with Process Owner and Kaizen Promotion Office.Develop build-ahead plan if production will be affected during Kaizen week.

Kaizen LeaderProcess OwnerKPO Specialist

Reserve a room or prepare an area for daily meetings and to display collected data.

Kaizen Leader

Select data collection team members and obtain approval for their participation for the weeks before the Kaizen Event.

Kaizen Leader

Walk through the area to familiarize data collection team with area and Kaizen objectives.

Kaizen LeaderData Collection Team

Identify and assign “Before Kaizen” data collection activities. Kaizen Leader Data Collection Team

Phase 1: Pre-Planning for Innovation

Phase 2: Execution - Innovation Week During the event1.1 Keep up to date on what everyone is doing2.Chart takt time and cycle times during time studies3.Coordinate preparation of final presentation

After the event1.Compile hard copy of the presentation and circulate it to management and anyone else who should have it2.Complete a follow-p list, making assignments for completion of any outstanding steps.3.Communicate with the next team leader about the experiences of this event

Phase 2: Execution - Innovation Week Time Frame Description Who Status Date

Kaizen Week

Daily Morning Review with Team Members to:Identify tasks to accomplish during day. Update and review Kaizen Newspaper.

Kaizen Leader and Team Members

JUST DO IT!Get to the Gemba and start making improvements.Prepare Cartoons to document improvement ideas.

Team Members

Update Progress Results Sheet.Assign tasks and direct sub-team activitiesTeach, coach and encourage team members.Review and update Kaizen Newspaper.

Kaizen Leader, KPO Specialist.

Daily review meeting with Management staff to review progress of improvements.Present updated Progress/Results sheet and Kaizen Newspaper.Present improvement cartoons, bar charts or other supporting data.

Kaizen Leader, KPO Specialist, Management staff and visiting dignitaries

Prepare for Final Report OutRevise and update Progress/Results sheet and Kaizen newspaper.Plan final report-out contents, materials for presentation, order and length of presentation.

Kaizen Leader and KPO Specialist

Prepare Final Report-out materials and practice presentation.

Kaizen Leader and Team Members.

Presentation of Final Report Out Kaizen Leaders and Team Members.

MORNING KICKOFF MEETING

1.Target & Scope 2. Progress Result ReportList all current status data and the target for the week

3. Standard Work Comb.SheetAt least one for major process

4. Percent Loading ChartTakt time vs Cycle time. Each bar represent one operator/ process

5. Std. Work Sheet – People flowShow people travel i.e spaghetti chart

6. Std.Work Sheet – Product flowShow process flow, product travel and equipment utilization

Percent Loading Chart (Bar Chart)Date: 31/3/03 - 4/4/03Area: Core AreaTeam Leader: Mohd Noor

Process Name: Find Core RemnantModel Number: 777 Cutting CoreModel Name: 777

Scope Of OperationFrom: Core StoreTo: Core Area

CYCLE TIME TO FIND CORE REMNANT

0

20

40

60

80

100

120

140

160

BEFOREKAIZEN

DAY 1 DAY 2 DAY 3 DAY 4 DAY 5

DAY

TIM

E (S

ec) Target 100 sec

Process: Takt Time:

Date: Team Leader: Progress Cycles

Metric Cost Before Target 1st 2nd 3rd 4th

1 Inventory -

2 Cycle Time (10 cent per sec) 0.1

3Crew Size (Productivity Gain) (RM 1,000.00 per crew) 1000

4 Space (RM300.00 per sq Ft) 300

5 Quality (Defects) -

6 5 S's Level of Excellence -

7 Visual Controls -

8 Set-up Time (10 cent per sec) 0.1

9 Lead Time (10 cent per sec) 0.1

10 NVA Tasks -

11 VA Tasks -

12 People Travel (10 cent per feet) 0.1

13 Product Travel (10 cent per feet) 0.1

14 Queues -

15 Safety -

16 Cost -

17 Volume (units/week) -

Progress / Results Report

Kaizen

Standard Work Combination Sheet

Step Time

# Operation/Process Manual Mach Walk1 Target and scope 2

Hazli2 Progress report out 2

Sommat3 Kanban system 4

Hazli4 Work instruction for block saw machine 2

Bashri5 5S practice 2

Osnizal6 Process improvement cartoon 3

Fauzi7 Kaizen Newspaper 4

Hazli8

9

10

Date: 8 - 12 JUL 2002

Team Leader: MOHD HAZLI

Area: CORE AREATakt Time: 1200 SEC

Ope. Time

Product: CORE BLOCK SAW

Process: 1 3

Requirements: 1

2 106 7 8 9

Manual

Walking

Automatic

Wait

Scope of Operations

LAYUP ROOM

CHAMFER SAW

CUTTING

QA TABLE

CUTTING SANDING CUTTING QA TABLE TABLE

CHAMFER SAW

163 ft PEOPLE TRAVELCUTTING CUTTING 51 ft PRODUCT TRAVEL

A)REMNANT BEHIND TORRIT BOOTH CHAMFER SAWB)REMNANT AT CORE AREA CHAMFER SAWC)REMNANT UNDER TABLE

Quality Safety Standard Work # of pieces of Std. Takt OperatorCheck Precaution in Process Work-in-Process Time Number

19

Standard Work Sheet

From: Core Store

To: Core AreaModel Number: 737/747/767/777

Model Name: Boeing

Process Name: Mohd Noor

Manager: Ku Mohd Soffi

Date: 31/3/2003 - 4/4/2003

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

CTT RACK

CTT RACK

CTT RACK DOWNDRAFT TABLE

DOWNDRAFT TABLE

potting area

Before kaizen

B

CC

A

B

1

2

3

Scope of Operations

LAYUP ROOM

CHAMFER SAW

CUTTING

QA TABLE

CUTTING SANDING CUTTING QA TABLE TABLE

CHAMFER SAW




19

Standard Work Sheet

From: Core Store


Model Name: Boeing



Date: 31/3/2003 - 4/4/2003

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

CTT RACK

CTT RACK


DOWNDRAFT TABLE

potting area

Before kaizen

B

CC

A

B

1

2

3

Innovation Projects Implementation using Kaizen Forms Daily and Weekly Report Outs

Date:Venue:Target:Problem statement: Kaizen target: Scope: List of members:

Innovation Projects Implementation using Kaizen Forms Daily Report Outs

1. Progress Result Report Day to day progress

2. Kaizen Newspaper Action items identified & Daily closure

Use any combination of chart to show what has been accomplished during the day

Standard work Sheet Percent Loading Standard Combination Sheet Kaizen Improvement CartoonKey points during daily report out What effect Kaizen is having on goals What was accomplished today What is your plan for tomorrow Any help needed

Process: Takt Time:



1 Inventory -






7 Visual Controls -



10 NVA Tasks -

11 VA Tasks -



14 Queues -

15 Safety -

16 Cost -



Kaizen

KAIZEN NEWSPAPER

Process: Team Leader: Date:

ITEM # PROBLEM CORRECTIVE ACTION STATUS PERSON RESPONSIBLE DUE DATE

1

2

3

4

5

6

Innovation Projects Implementation using Kaizen Forms Weekly Report Outs

1. Target & Scope 5. Standard Combination Sheet (After Kaizen)

2. Progress Result Report (Daily progress throughout the week)

6. Kaizen Improvement Cartoon

3. Standard Work Sheet – (1.Process flow before & after Kaizen 2.People flow after Kaizen)

7. Kaizen Newspaper (Items that still needs follow up)

4. Percent Loading Chart (Before & After Kaizen) 8. Lesson learned ( Issues or suggestions for future event to be more successful)

Standard Work Combination Sheet

Step Time

# Operation/Process M anual M ach Walk1 Target and scope 2

Hazli2 P rogress report out 2

S ommat3 K anban sys tem 4

Hazli4 W ork ins truc t ion for b lock saw machine 2

B ashri5 5S pract ic e 2

Osnizal6 P rocess improvement cartoon 3

Fauzi7 K aizen Newspaper 4

Hazli8

9

10

Date: 8 - 12 JUL 2002

Team Leader: MOHD HA ZLI

A rea: C ORE ARE ATakt Time: 1200 S EC

Ope. Time

Product: CORE B LOCK SAW

Process: 1 3

Requirements: 1

2 106 7 8 9

M an ual

W alk ing

Au to m at ic

W ai t

Process: Takt Time:



1 Inventory -






7 Visual Controls -



10 NVA Tasks -

11 VA Tasks -



14 Queues -

15 Safety -

16 Cost -



Kaizen

Process Improvement

Process: Area:

Date: Team Leader:Item # Problem Measures / Action Needed Results

Before Kaizen After Kaizen

Scope of Operations

LAYUP ROOM

CHAMFER SAW

CUTTING

QA TABLE

CUTTING SANDINGCUTTING QA TABLE TABLE

CHAMFER SAW




19

Standard Work Sheet

From: Core Store


Model Name: Boeing



Date: 31/3/2003 - 4/4/2003

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

CTT RACK

CTT RACK


DOWNDRAFT TABLE

potting area

Before kaizen

B

CC

A

B

1

2

3

KAIZEN NEWSPAPER

Process: Team Leader: Date:

ITEM # PROBLEM CORRECTIVE ACTION STATUSPERSON

RESPONSIBLE

1

2

3

4

5

6

Percent Loading Chart (Bar Chart)Date: 31/3/03 - 4/4/03Area: Core AreaTeam Leader: Mohd Noor

Process Name: Find Core RemnantModel Number: 777 Cutting CoreModel Name: 777

Scope Of OperationFrom: Core StoreTo: Core Area

CYCLE TIME TO FIND CORE REMNANT

0

20

40

60

80

100

120

140

160

BEFOREKAIZEN

DAY 1 DAY 2 DAY 3 DAY 4 DAY 5

DAY

TIM

E (S

ec) Target 100 sec

Date:Venue:Target:Problem statement: Kaizen target: Scope: List of members:

After the event1.Compile hard copy of the presentation and circulate it to management and anyone else who should have it

2.Complete a follow-p list, making assignments for completion of any outstanding steps.

3.Communicate with the next team leader about the experiences of this event

Follow-up for further Innovation

A major innovation is a breakthrough that

changes the rules of the game and the terms

of competition.


& The Trainer

For further enquiries, please contact us:Iverson Associates Sdn BhdNo.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900 Bayan Lepas Penang. T: 04 641 2760, 638 3179 | F: 04 641 2761 E: [email protected] | W: www.iverson.com.my

This training course is developed and conducted by IVERSON & its Trainer who is a certified Kaizen Leader driving Lean & Kaizen Improvement Projects and also a Consultant for LEAN with 30 over years of Hand-On Manufacturing exposure . We provide Technical Consulting services on TPM, Kaizen, Quick Changeover, Cellular system set up, Production Line Balancing, Factory Layout Planning and Small Group Activities.We also conduct Team Building & Lean Production Training Course Series.

mailto:[email protected]

http://www.iverson.com.my/

kaizen innovation in manufacturing

Engineering